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PRE-PLANNING FOR CONSTRUCTION PROJECTS PowerPoint PPT Presentation


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PRE-PLANNING FOR CONSTRUCTION PROJECTS. OVERVIEW ASSESSING OWNER CAPABILITIES ANALYSIS OF RESOURCES REGULATORY REQUIREMENTS SITE DEVELOPMENT REVIEWING DESIGN AND CONSTRUCTION ALTERNATIVES CONSTRUCTION CONTRACT ARRANGEMENTS. OVERVIEW.

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PRE-PLANNING FOR CONSTRUCTION PROJECTS

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PRE-PLANNING FOR CONSTRUCTION PROJECTS


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  • OVERVIEW

  • ASSESSING OWNER CAPABILITIES

  • ANALYSIS OF RESOURCES

  • REGULATORY REQUIREMENTS

  • SITE DEVELOPMENT

  • REVIEWING DESIGN AND CONSTRUCTION ALTERNATIVES

  • CONSTRUCTION CONTRACT ARRANGEMENTS


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OVERVIEW

  • The owner must start general planning for the construction project before engaging the contractor.

  • The contractor is responsible for means and methods.

  • Close cooperation of the designer enhances owner’s preplanning activities including:

    • Analysis of capabilities and resources,

    • Site development and design reviews; and,

    • Regulatory and contractual issues.


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ASSESSING OWNER CAPABILITIES

  • Owners can engage external consultants to aid in pre-planning.

  • Owners should begin pre-planning with an internal evaluation of the number and extent of project activities that can be managed by existing staff.

  • In addition to design and construction tasks, these may include financial, regulatory, and legal activities.


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ANALYSIS OF RESOURCES

  • The resources available to the owner, designer, and contractor influence their respective decisions regarding project objectives, planning and design, contracting strategies, and construction operations.

  • There are 4 general types of resources:

    • Financial resources

    • Construction materials

    • Manufacturing capabilities of suppliers

    • Human resources


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Financial Resources

  • The total funding available and the cash flow schedule affect project decisions.

  • Providing adequate financial support for initial activities (related to establishment of project objectives and design criteria) is a critical step.

  • Inadequate capitalization can create adverse impacts (e.g. inadequate staffing, delays in delivery, equipment failure, or shortages of construction materials) that hamper a participant’s ability to deliver quality service.


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Financial Resources (cont.)

  • In some cases, designers and/or contractors are able to enhance overall project quality by offering the owner financial management and consulting services.

  • On public projects, this may include assistance in determining agency requirements for grants and reimbursement.

  • On private projects, this assistance may include identifying new sources of capital or lines of credit.

  • Some contractors are willing and able to finance the entire project, which allows the owner to wait until the project is ready to begin operating and generating revenue before his or her own financial resources are committed.


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Construction Materials

  • The cost and availability of construction materials affect planning, design and construction operations.

  • Choosing the right construction materials is a critical process that, by its nature must be undertaken early in the planning process.

  • The owner can benefit from the involvement of as many project team members as possible in the selection process.


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Factors Affecting Material Selection

  • Type of soil conditions and foundation alternatives

  • Aggregate sources for concrete

  • Availability of fill materials

  • Site conditions (urban vs. rural)

  • Cost (including transportation)

  • Sustainable development, legislative issues (Buy American, hire local, etc.)


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Manufacturing Capabilities of Suppliers

  • During pre-planning, the owner and project team must address the need for specialized permanent equipment, components, or materials that may require sophisticated or specialized manufacturing.

  • With the assistance of specialty advisers, the team can review and evaluates the manufacturing and delivery capabilities of potential suppliers or vendors.


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Human Resources

  • In the initial stages of project planning, the owner should evaluate the human resources needed to complete the effort. Key factors are the continuity of management staff and adequacy of the work force.

  • Staff continuity helps to enhance communication, builds better team work and compresses “the learning curve”.

  • Local construction firms, labor unions, contractor associations should be brought on board early to secure a skilled workforce.

  • To mitigate potential labor shortages, consideration should be given to modifying projects, schedules, building systems (e.g. prefab) and initiate additional training programs.


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REGULATORY REQUIREMENTS

  • Government agency regulatory requirements can have a considerable impact on pre-planning.

  • Members of the project team must comply with applicable laws and cooperate with agency personnel during each phase of a major project, from conceptual planning through the design and construction phases.

  • Some agencies may specify unique requirements for particular projects.


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REGULATORY REQUIREMENTS (cont.)

  • Typical areas of agency monitoring and participation include:

    • Job site safety, public health and safety laws

    • Compliance with goals for minority, female, and local residency hiring, and disadvantaged business participation

    • Grants and loans guidelines

    • The use and disposal of hazardous materials

    • Environmental impact assessment and evaluation to assist the owner in obtaining required permits

    • Compliance with state and federal disability accessibility laws


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SITE DEVELOPMENT

  • Some site development activities may take place during planning and design phases-before completion of construction contract documents. Such as:

    • Constructing access roads

    • Extending utilities to the site

    • Constructing temporary buildings and other facilities

    • Setting up construction laydown areas and fabrication yards

    • Planning for traffic control, developing traffic detours

    • Relocating utilities, highways, rail, and other facilities


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REVIEWING DESIGN AND CONSTRUCTION ALTERNATIVES

  • At appropriate points in the evaluation of project alternatives, the project team should review alternatives with regard to:

    • Estimated cost

    • Schedule

    • Quality

    • Construction sequencing

    • Plant or equipment layout

    • Sustainable development issues

    • Constructability

    • Safety

    • Construction work plans


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CONSTRUCTION CONTRACT ARRANGEMENTS

  • The owner is is responsible for establishing the construction contracting strategy.

  • In general, effective construction contracting strategies are:

    • Meet the owner’s project goals and objectives

    • Reflect the owner’s capabilities

    • Specify responsibilities of the designer and contractor


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