CE-332 CONSTRUCTION ENGINEERING AND MANAGEMENT

1. CE-332 CONSTRUCTION ENGINEERING AND MANAGEMENT CONSTRUCTION SERVICES DURING DESIGN LECTURER : ASSOC. PROF. DR. AHMET ÖZTAŞ UNIVERSITY OF GAZİANTEP DEPARTMENT OF CIVIL ENGINEERING Chapter 5

2. CHP5-CONSTURCTION SERVICES DURING DESIGN • Introduction • Finding the right construction manager Request for Proposal Team Introductions • Task and responsibilities of the construction manager Feasibility studies Site Investigations Value Engineering Design Review Estimating Scheduling Long-Lead Item Procurement Work Packages • Conclusion

3. Learning Objectives In this chapter you will learn the following: • The roles and responsibilities of the construction professional during design. • The information that must be learned about the local work area and the site before design and pre-construction planning. • A working understanding of value engineering. • Specific estimating, scheduling, and procurement activities that occur during design.

4. Introduction -1 Good design is result of collaboration among many different people. Although there is always a lead designer, the refined plan is a combination of the collaborative process and consultation with other experts. Traditionally, construction professionals were not a part of this team. Project were completely designed by architects and engineers (also construction consultants).... Then offered for bidding to a group of builders...

5. Introduction-2 ....as projects become more complex and the need for early completion more accelerated, construction professional may be brought in during the design process to provide pre-construction services.... Pre-construction services can run from simple cost and scheduling services to integral involvement. Constructor, (as an estimator or scheduler), • is an advisor on cost and scheduling issues.. As integral part of the design effort, constructor Research materials, and review constructability.

6. Introduction-3 Constructor • May do value, • engineering studies to produce life cycle cost analyses. Construction management as a profession is a relatively new entry into field... Traditionally... Designer produce design and help owner to hire a builder...and pre-constructions done by designer. However projects have gotten bigger, schedules shortened, technologies changed and regulations increased, owners prefer to separate construction and design expertise early in project.

7. Introduction-4 The ability to influence the design is much greater at the beginning of a project, when the amount of money being spent is low.... As the design becomes more detailed, however, the amount of money already increases; and any change potential to be costly.

8. Design Define Scope Conceptual Design Approve Design Construction Documents Bid Select contractor Bid period Invite Bidders Bid packages Construct Authorized Construction Turnover Owner Procedures

9. FINDING RIGHT CONSTRUCTION MANAGER-1 Selecting construction manager is important like selecting a designer and other consultants. CM is key team player no matter when his or her involvement begins. Matching the construction management firm with • Type of job, • its size, and • the proposed delivery method is important. The chemistry among the architects, the owner, and the construction manager is also a key element, but one that is a bit more difficult to gauge. When whether a firm can handle the type and size of project, an owner can easily answer materials but not on team.

10. FINDING RIGHT CONSTRUCTION MANAGER-2 When owner search for construction manager, he should consider several points…(Selection considerations). • Financial health • Workload • Past project experience • Market focus • Geographic focus • Fee • Compatibility of proposed team • Resources available for assignment • Reputation

11. FINDING RIGHT CONSTRUCTION MANAGER-3 For most projects,the owner wants to hire builder who has considerable construction experience;this is especially true for a large,complex project. Expertise should be demonstrated in preconstruction issues such as value engineering, estimating, scheduling, project control, and planning. The financial state of the company is also important; both its overall financial health, and its bonding capacity.

12. FINDING RIGHT CONSTRUCTION MANAGER-4 If the owner is also looking for construction services ,the constructor will have to understand the delivery method that is intended ,the cost of the work ,and the schedule before giving a fee In order to find the right construction manager,we also follow the steps below • Request for proposal • Team introductions

13. Request for proposal The pre-construction proposal that the owner puts together will come to the prospective construction managers in the form of a request for proposal (RFP).When responding to an RFP,the construction professional should expect to include some of the following in his or her response: • Description of the project ,schedule,and costs as understood from the RFP. • Comments on the sample contract provided with the RFP • Description of services offered • Identification of how fee would be configured • Project participants with resumes • Description of company safety plan • Description of the range of company’s services beyond the RFP • Management plan

14. RESPONSIBILITIES AND TASKS CONSTRUCTION MANAGER • Feasibility Studies • Site investigations (Site visit, Local practices) • Value Engineering • Life Cycle Costing • Constructability Analysis • Design Review • Estimating • Scheduling • Long-lead Item Procurement • Work Packages

15. Feasibility Studies-1 Before a commitment is made to specific scope of work and a budget, the owner often does a feasibility study to look at several options. These studies are usually prepared with the assistance of professional consultants whose skills depend on the scope of the study and when it is done. If the purpose of the study is simply to evaluate the market, identify the lending rates, and find the owner's financial fit,the owner will likely do the study with a financial advisor. Before an owner's organization makes a formal commitment to a project, the owner needs justification for the requested level of funding. To put together a good information packet, the owner might hire a designer or a construction professional to formulate budget numbers.Because most complex projects run for several years....

16. Feasibility Studies-2 In most cases, neither the designer nor the construction manager is hired for a project during a feasibility study.For that reason most architectural,engineering , and construction firms will act as consultants during this early stage. They will continue on with the project, but often the owner opts to use consultants who will not be part of the project if it goes forward. The fear is that a consultant who hopes to get the job will, consciously or un consciously, weight the data so that he or she is the logical candidate to continue with the project. The feasibility study may be one of many that he or she is conducting to test the fiscal waters for the next five to ten years.

17. Site Investigations Before design can begin, the team must learn about conditions at the site. Site investigations include analysis of the soil composition in relation to types of foundations and the need for fill,clearing, and grubbing. They influence early estimates of the project and alert the design team if special instructions must be included in the documents. To begin this investigation, the construction manager first obtains a copy of the plot plan of the area. This includes information about the size of the site,existing structures,existing roads or rights of way,easements, and the compass points.

18. Site Visit Maps,surveys and soils reports all provide good information, but unshown conditions may exist, or information may be outdated. Surveys and maps only record the conditions of the moment and that moment could have been years before. For instance, a structure shown on the survey may have been removed. The investigation of the geology and previous uses of any site, together with the determination of its engineering, environmental and contamination characteristics is fundamental to both safe and economic development. Geotechnics Limited is a specialist company that can provide guidance and management of the investigation process through all phases of study, ground investigation, testing and design.

19. Local Practices In addition to examining the physical conditions at the site, the construction manager must gather the information about local customs and practices • Labor Breakdowns.......How the trades normally do business depends on customs built up over time • Codes and Regulations....... Since there is still no national standard for building codes and regulations. • Labor Availability....... In some areas labor is at a premium; in others abundantly available. • Material and Equipment Availability...... The local availability of certain materials, equipment suppliers, or fabrication facilities influence how a designer specifies material.

20. Value engineering-1 Value engineering and cost reduction are often confused, which has given value engineering a bad name among designers. The distinction, however, is important. Value engineering is a process that considers cost in the context of other factors: • life-cycle cost • quality • durability • maintainability

21. Value engineering-2 Cost reduction, on the other hand, considers only first cost. Value engineering should be an active part of all design projects. Cost reductions become necessary when value engineering is not enough. Value engineering gives a “better bang for the buck,”while cost reductions can reduce the quality or quantity of the project to save money. Either way, the following are the main components of a good value engineering program

22. Value engineering-3 To bring a framework to VE discussions, owner sets a criteria. Generally these criteria fall into a few categories: a) BEST COST: done effectively with a life-cycle cost analysis. b) BEST FUNCTION: defined by use of building. c) BEST AESTHETIC VALUE: harder to define, but also important. EXAMPLE 1: Emergency generator… team looks at cost and function but does not focus on aesthetic value because hidden from view. The cost… will consider first cost, durability, maintenance and dependability. The function … determined by life safety requirements and needs of occupants. EXAMPLE 2: Curtain-wall system … owner looks at cost and function and aesthetic value. Because system will be prime image of building, aesthetic value may weigh more than cost or even function.

23. Value engineering-4 • Identifications of areas for review : The ideas formulated during this time focus on areas of the design that could take advantage of new products or processes, different use of materials, simplified systems, or reworked details. • Brain storming session: Team members sit down together with lists of ideas and thoughts for others to catch. • Analysis of each recommendation: The group sets up criteria by which to evaluate each idea. The alternatives discussed in the brainstorming session are tested here against that criteria. • Report to management: Here the team puts together all the ideas into a package. Some may be carried forward for further analysis in other phases of the project when more information is available.

24. Life-Cycle Costing-1 Life-cycle costing examines initial, operating, and maintenance costs as well as future benefits over the life of a building or systems in the building. Before it is applied, assumptions are made about the desired quality level in building, program constraints, & future projections of cost of money. LCC helps design team decide on: • design options • site locations • material used in building • money invested in systems

25. Life-Cycle Costing-2 It can be used in • New construction; or • Renovation projects ...decide firstly on whether building torn down or retained. If retained than next question: How extensive the renovation needs to be to meet expectations? These analysis can be can be accomplished through a LCC analysis. The goal is to discover, given several alternatives that meet the client’s needs, which one will cost the least over then life of the building.

26. Life-Cycle Costing-3 EXAMPLE:A specific non-conventional heating system. It may have a high first cost (include costs directly related to design, purchase, and installation). But May have a longer projected life than conventional system, May burn fuel efficiently, May not need much maintenance, May use cheaper fuel source. Once all these cost are weighed actual long-term cost may turnout to be less than other systems. If analyzed on first cost, may be rejected.

27. Constructability Analysis-1 Although examining project components according to how complex they are to build is part of value engineering, the analysis can be accomplished in more proactive way. Designers left methods of installing building components to construction professionals. In traditional delivery method… difficult to install, adding costs as constructor struggles to work out the details, affecting overall schedule, and creating unsafe working conditions.

28. Constructability Analysis-2 If constructor is part of discussions during design, • these complexities identified, • simpler solutions are developed. This puts constructor into more proactive role on issues • Of safety, • Schedule • Ease of construction. Thus, team can establish procedures and use materials that will accomplish the owner’s goals and be assembled in the field rationally and efficiently.

29. Design Review-1 One of the major methods of obtaining information and generating feedback about design intent is to review the drawings and specifications as they become available. These documents lay out in increasing detail scope of project. There are traditional points of review. At each of these points, the constructor produces a schedule, an estimate, and review comments that look specifically at construction-related and contractual issues. Value engineering exercises also take place at these points. At this stage alternate project configuration schemes (high-rise versus low rise, steel versus concrete, rectangular versus square floor plate) are discussed.

30. Design Review-2 Schematic design documents show the intent and outline specifications describe more details of systems. This is the time to discuss how bid packages should be assembled? Owner approval points occur at the end of programming, schematic design, design development, and just before bidding at the end of construction documents. Often design team moves forward with instructions to make certain changes to get the project back within budget or to include scope not sufficiently covered.

31. Estimating-1 One of first objective of owner : amount of money required in project. The project team uses this as a guide through early design discussion and, by preparing estimates, tests it at specific points in the development of the project. If project is not staying within budget, owner can opt: • Increase amount of money committed to project, • Direct team to redesign Until it meets the budget objectives. Estimating is normally part of the designer’s scope of work. Estimating exercises can be set up so that both design and construction professionals are covered.

32. Estimating-2 Ideally, best method: engage two cost consultants; • One familiar with designer's work • One familiar with construction market-place. If this is costly, then construction professional can comment on estimates produced by designers. (reasonable in early design). At the end of schematic design… Employ a construction professional to develop costs.

33. Scheduling Another early criterion established by the owners is the required completion date. Some times such dates are fixed firmly because of commitments or financing. Construction managers confirm that this date can be met. If not, owner has choice • Accelerate schedule • Backing of desired scope, perhaps complete in phases. Contractor also looks at different delivery methods. Once these alternatives are explored a schedule is developed.

34. Long-Lead Item Procurement During the scheduling exercise, items are identified that have to be bought early to arrive at the site on time for installation. They require identification as early as possible since the designer must accelerate this portion of the design and isolate the bid package to separate it from the rest of the work that is proceeding at a specific pace.

35. Work Packages-1 Once; • Project delivery method is chosen, • Desired schedule completion is identified and confirmed, • Local practices regarding how works is accomplished is understood, Project team starts to assemble work package This a break down of how the work will be accomplished as it relates to availability.

36. Work Packages-2 Skill in this: Identify right amount combination of work activities. So… max competitive interest, but minimum layering of sub-constructors. Layering creates coordination complexities and slow down the work. One pitfall: assigning same responsibility more than one subcontractor, or not assigning to any one at all.

37. Conclusion During the design period, a series of tasks falls outside the design activities themselves. These include investigations of local conditions, construction practices, labor market, and the site with its surrounding conditions When performing pre-construction services, construction managers must be careful about crossing professional lines. If the construction professional has been hired for the construction like pre-construction work, they will also, in this same time frame, be planning for the construction activities.

38. Next Chapter Chapter 6 - BIDDING and PROCUREMENT