CE 426S- ADVANCED CONSTRUCTION METHODS AND

EQUIPMENT
Instructor: Engr. Calvin Leigh D. Dalida, CE

Course Description
Deals with the principles of construction methods and equipment, management and their
applications. It covers analytical techniques for project planning, scheduling, monitoring and control.
It also includes concepts on organization, quality control and assurance, quality management, safety,
information systems and computer applications and softwares. Students are given opportunities to
visit actual sites and observe the application of these theories and concepts in construction projects.

LESSON 1: Construction Project Cycle, Preparing a Bid Package, Bidding

Process and Requirements
Construction Project Cycle

Project managers serve as the backbone of successful construction projects, dealing with a
vast number of complexities on a daily basis. Project management in construction, which includes
juggling various tasks and ensuring a project meets its deadlines, takes a great deal of expertise. The
Project Management Institute (PMI) defines project management as “the application of knowledge,
skills, tools and techniques to a broad range of activities to meet the requirements of a particular
project.” With so many details and steps going into a project, it is essential that project managers
understand the project life cycle. Breaking up a project into these five logical steps outlined by the
PMI can help ensure your project is organized and successful every time.

1. Project Conception and Initiation

The first construction project phase is building conception and initiation. The owner initiates
the idea and gathers his team of experts (design, contractor, trades). Collectively, the team decides
whether or not a project is feasible and if they can realistically complete it within the desired
timeframe. This means gathering a team of trusted partners together to do meticulous research to
determine the scope and cost of a project.
Two ways that the team can evaluate and determine this is through a feasibility study and/or
business case document. A feasibility study looks at the goals, costs, and timeline of a project to
determine if the project manager thinks they have enough resources to pursue the project. A business
case document defines the reasoning for starting a new project and the financial benefits. If after
further research and discussion a project is found to pass these evaluation tests, the project will move
on to create a project charter or Project Initiation Document (PID). On the contrary, if the team deems
the project unprofitable or unachievable, they will cancel the project.

2. Project Definition/Planning
Once a project is approved and given the thumbs-up, a plan needs to be outlined and put into
writing. Having a written plan helps ensure that everyone on the team is on the same page and
understands the steps that they must take to complete the project effectively. During this step in the
construction project’s life cycle, many of the fundamental best practices for project management in
construction are utilized in this phase.
Even before the design documents and drawings have started, designers, contractors, and
trade partners must work collaboratively to achieve the project owner’s goals. Gathering insight from
all project stakeholders in the beginning will provide better alignment on cost, scope, duration, and
quality. Hitting on each of these areas gives the team a well-rounded idea of what will go into a
project and address any possible risks proactively. Therefore, an important part of project
management in construction is having a thorough risk mitigation plan.
The more issues that the team can address during the planning phase will save time and
money during the execution phase. This is why early involvement of trade partners and subcontractors
is critical. This phase is imperative in preparing and executing a successful project.

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3. Project Launch/Execution
The next step in the construction project life cycle is the actual execution based on your
comprehensive plan developed in the previous step. This stage is where the team collectively develops
deliverables to satisfy the customer. This is where the magic happens and the project comes to life.
Using the plan as the project guide, team members assign specific tasks for completion and allocates
resources accordingly. Some of the specific tasks during this phase include: assigning teams,
executing project management plans, conducting status meetings, updating project schedule, and
modifying project plans.
With much of the execution happening at the jobsite, it is critical for those that are not on the
jobsite to have visibility. Project managers in the office, designers, and owners rely on the updates of
the field team to gauge execution. There are lots of fancy new technology available to gauge progress
and jobsite activity such as drones, cameras, lasers, and sensors. However, sometimes a good old
daily report will suffice.

4. Project Performance/Control
This stage of the project life cycle is all about monitoring. Project performance and control
goes hand in hand with the previous step because they occur simultaneously. During this construction
project phase, project managers track a project’s progress. Many times the project manager must
make several adjustments to keep a project on track. Specific key performance (or project) indicators
(KPI’s) for cost, time and quality are selected and utilized. These KPIs determine degrees of variation
from the original project goal. Some examples of specific KPI’s include project schedule, estimate to
project completion, effort and cost tracking, and project performance. Calculating these KPI’s keeps
projects on track to prevent any project failures.

5. Project Close
Once the team executes all the deliverables and delivers it to the satisfaction of the customer,
they can close the project. When the team officially completes the project, we move into the final
stage of the construction project life cycle. This last step is vitally important because it allows team
members to evaluate, document and learn from the project. Project Close helps members determine
what issues they had so that they can make improvements in the future. A final team meeting is
usually held and led by a project manager to officially mark the ending of the project. Valuable team
members are rewarded and recognized, contractors are terminated, and project successes and failures
are identified. Also, project managers must create a final project budget and report to close out the
project.
While this is the close of one project, all the lessons learned and data is important to take into
future projects. When reviewing actual hours on specific labor activities versus the estimates, the team
can adjust estimates on future projects. For example, perhaps the team discovered that site work
actually consumes 200
labors. However, previous bids
included estimates of 150
hours. This is critical
information that can be used to
improve future bids.

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Bid Package
A bid package is term used to describe all the documents that are necessary in order to
respond to and participate in what is known as an invitation to bid. The range of documents involved
in a given bid package will vary, based on the requirements set by the entity issuing the bid. Failure to
comply with the requirements of the issuing entity by not including all the documentation requested
will normally result in being denied the privilege of participating in the bid process any further, or at
least not being considered until an amended and complete package is submitted.

One of the more common examples of bid packages is found in the contracting business. A
typical contractor’s bid package will include several documents, including a completed bid form that
is supplied by the entity issuing the bid. Along with the bid form, a range of documents that support
the information contained on that main form will also be included. These will include documentation
such as sketches and drawings relevant to the project, timelines for completion, pricing for each type
of expense associated with construction, and even background information on the bidder in terms of
years of operation and any expertise with similar construction projects. As with any type of bid
package, the idea is to provide all the information necessary for the prospective client to make an
informed decision.

Preparing the Bidding Documents

What are Bidding Documents?
Bidding documents are documents issued by the Procuring Entity to provide the prospective bidders
all the necessary information that they need to prepare their bids. These clearly and adequately define,
among others:
 The objectives, scope and expected outputs and/or results of the proposed contract;
 The expected contract duration;
 The obligations, duties and/or functions of the winning bidder; and
 The minimum eligibility requirements of bidders, such as track record to be determined by the
Head of the Procuring Entity.
What are the contents of Bidding Documents?
The Philippine Bidding Documents (PBDs) contain the following:
1. Invitation to Apply for Eligibility and to Bid (IAEB);
2. Eligibility Documents;
3. Eligibility Data Sheet;

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 4. Instructions to Bidders (ITB);
5. Bid Data Sheet (BDS);
6. General Conditions of Contract (GCC);
7. Special Conditions of Contract (SCC);
8. Specifications;
9. Drawings;
10. Bill of Quantities; and
11. Forms and Qualification Information.
The specifications and other terms in the bidding documents shall reflect minimum requirements.
A bidder may, therefore, be allowed to submit a superior offer. However, in the evaluation of the bids,
no premium or bonus must be given as a result of this superior offer. This rule is based on the nature
of the procedure used to evaluate the technical proposals – a “pass/fail” method – such that the
presence or absence of the technical requirements is the sole basis for determining technical
compliance. After having established compliance with the technical specifications, the next factor to
consider would then be the price or financial bid.
In addition to properly crafted Bidding Documents, what other practices may a Procuring Entity
observe to ensure a successful procurement?
All prospective bidders should be provided the same information, and should be assured of equal
opportunities to obtain additional information on a timely basis.
Procuring Entities should provide reasonable access to project sites for visits by prospective
bidders.
For works, particularly for those requiring refurbishing existing works, a pre-bid conference may
be arranged whereby potential bidders may meet with the Procuring Entity’s representatives to seek
clarifications (in person or online).
Any additional information, clarification, correction of errors, or modifications of bidding
documents should be sent to each recipient of the original bidding documents in sufficient time before
the deadline for receipt of bids to enable bidders to take appropriate actions. If necessary, the deadline
should be extended.
Who shall participate in the preparation of the Bidding Documents?
The following must participate in the preparation of the bidding documents:
1. The BAC;
2. The TWG;
3. The end-user unit/PMO;
4. Consultants, if any; and
5. The BAC Secretariat.
Bidding and Awards Procedure
The following outlines the steps for locally-funded projects. Foreign funded project procedures
are based upon the rules of the specific lending institution.
1. Preparation of Project Procurement Management Plan (PPMP)
2. Pre-procurement conference
3. Advertisement / Posting
4. Application for Eligibility / Expression of Interest
5. Eligibility evaluation, including notification of eligible and ineligible bidders
6. Issuance of bid documents

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 7. Site inspection
8. Pre-bid conference
9. Submission / Opening of bids
10. Bid Evaluation
11. Post-qualification
12. BAC Deliberation and Approval of Resolution of Award
13. Contract Preparation and Approval
14. Issuance of Notice to Proceed

LESSON 2: Issues during Construction Phase

There are many potential pitfalls in the life of a construction project. Project managers are tasked with
keeping a site running smoothly, safely, within schedule and on budget. Sometimes, this is a very
difficult ask.
According to one study, 98% of construction projects come in over-budget and 77% of them suffer
significant delays.
So, what is leading to these delays and budget issues, and how can project managers prepare? Here
are just six typical challenges facing a construction project, as well as some proactive strategies to
curb them.
1. Inadequate Risk Management
Often, project managers put safeguards in place for long-term risk. Short-term issues, however, often
are left out of the equation. These issues can snowball quickly and start to have a real impact on the
bottom line.
Whether it’s subcontractors that turn out to be unreliable, scheduling conflicts, or the changing tastes
of stakeholders, any seemingly small issue could derail a project. Therefore, it’s important to have
contingency plans. Build some wiggle room into schedules, and make investments in programs like
safety training to avoid any of those potential issues.

2. Lack of Structure
Without clear goals, it’s difficult to get things done in an efficient manner. A construction project can
easily fall behind or run over budget (or both) if people don’t have a clear target they need to hit. And
without these goals, it’s difficult to hold people accountable for their part in a project.
Performance management is a key aspect of project management. In order to implement this and keep
everyone on task, they all need clear tasks to perform. Break down bigger, project-wide goals into
smaller, daily targets for individuals to accomplish. If something isn’t done one day, it’s compounded
into the next. Keep people accountable through set processes. This way you can keep the whole
project from crumbling beneath you.
3. Poor Communication

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Communication is an important tool in any profession, but it’s especially important when work is
delegated amongst various parties. Without clear and effective communicating, important tasks can
slip through the cracks and the team can remain unaware of an issue until it’s too late to rectify.
Therefore, project managers need to enact clear guidelines.
There should be communication up a clear ladder that informs the team of any progress or obstacles at
the end of each day. This way, problems can be solved proactively. If in-person meetings are not an
option, using different types of software could be an excellent solution.
4. Unrealistic Expectations/Bad Forecasting
Some clients and stakeholders may make some big asks. Whether they want a project completed on an
accelerated schedule or on a limited budget, there may be some challenges that come with their
expectations. While some things are possible for a skilled project manager, some things simply aren’t.
Working with unachievable goals can actually hinder productivity; why exhaust yourself working
overtime when you’ll only fall short despite your effort?
Some of these expectations are set due to bad forecasting. It could be that this forecasting, much like
risk management, focuses on the long-term instead of the short-term. Break those forecasts down into
monthly, weekly, and daily goals to see if they are actually achievable. Then, if necessary,
communicate the issues with stakeholders. Provide an alternate plan so that they can see an
aggressive, yet achievable timeline or budget. Manage expectations from the beginning and you can
set up a winning project.
5. Delayed Cash Flow
The construction business relies on invoicing, which can sometimes be an outdated system. And if
payments fall behind, it could negatively impact a company’s cash flow. This can in turn dry up a
well of funds for other projects and cause delays.
Therefore, systems of invoicing need to evolve. With improved software and enough follow through,
construction companies can ensure that cash flow does not affect other projects negatively.
6. Limited Skills
Construction is very much a reputation-based industry. People tend to work with people they know
and trust. This can often be a great thing, as teams who know how to work together can be incredibly
efficient. But when there is a skills gap in the team, it could cause some delays.
The solution is to be aware of these skills gaps before they have an impact on the project. Once you
detect these gaps, you can fill them quickly and efficiently.

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