Ethiopian Roads Authority Design Review and Approval

1. Ethiopian Roads AuthorityDesign Review and Approval Focused On Design Management

2. Outline

3. Time and Cost Over Runs

7. Targets the Design Performance

8. The Need for Design Management • Failures during design have significantly contributed to cost and time overruns, • Cost and time overruns can reduce significantly if the quality of design deliverables is enhanced, • Clients (ERA in particular) expecting better performance from both designers and contractors and their need to be certain of the final outcome of their projects

9. The Need for Design Management…cont • Clients have also sought greater control over their projects and an increased involvement in decision-making, • Design is a complex process that continues to grow in complexity because of the dramatic increase in specialist knowledge. There are now many contributors to the design of a project from a wide variety of organizations

10. Definition Design Management is best seen as an information processing system driven by innovative and/or creative solution to problems of the client organization.

11. Design Management…Cont. Two important aspects of Design Management: • The need to produce information that fully interconnects the inputs of all the contributors into one coherent and complete piece without ambiguity, • Ensuring that all contributors are working to a co-ordinated schedule to achieve a timing of the information flow that allows the development of the co-ordinated information.

12. Management and Organization in design and construction • Separating responsibility for managing from the responsibility for doing work is firmly entrenched in the management literature, • The management of industrial production processes, and can be traced back to Adam Smith and Charles Babbage, as shown by Hawk (1996).

13. Management and Organization in design and construction • Organisation:To organize something is to arrange the elements into a co-ordinated whole. This shows that complex things can only be understood when orderly structure is imposed upon them. In other words, dealing with complex issues often requires the whole to be split into pieces, • Management:The definition of ‘manage’ is to conduct things and people in order to achieve some end. Management involves co-ordination, motivation, leadership and many aspects of getting things done through other people

14. Management and Organization in design and construction Complexity: Common in construction projects (Bennett 1992). Not due to technological complexity (mostly) but due to the following causes: • The need for different discipline to come together during design, • Specialization • Economic reasons to belong to different firms

15. Differentiation • The simple idea is people working on a particular thing differed in a number of respects, • Fragmentation and specialization may refer to an increased division of labor within the construction industry

16. Fragmentation and specialization

17. Differentiation: is more than a mere division of labor the difference in attitude and behavior of the managers concerned: • orientation towards certain goals (e.g. economy is more important in cost control than it is in structural design, where safety and stability are more important); • time orientation (construction site planning is likely to have a shorter term than the development of a design brief).

18. Lawrence and Lorsch: • people differ because of their own learnings and predilections, • The key thing is that these differences exist because they are needed, • They identified that greater levels of differentiation required greater levels of integration, • The amount of differentiation required is dependent on the complexity of the organization’s environment, so simply eliminating differentiation is of no help.

19. Integration: • Unifying the diverse contributions into a cohesive team effort, • Co-ordination is concerned with ensuring that the output from each team member is directed towards the client’s objectives, • In order to achieve these, information must flow from one team member to another,

20. Integration-Traditional/ Hierarchical and Team work

21. Relative increase in the number of communication links for different Style of Organization

22. Techniques for co-ordinating work and achieving integration: 1. Standardize and control internal operations in order to facilitate interaction between inputs, outputs and boundary transactions: • Procedures • Hierarchy • Planning 2. Reduce the amount of information required: • Creation of self-contained units • Slack resources • Environmental control

23. Techniques for co-ordinating work and achieving integration: • Increase the information processing characteristics of the firm : • Task autonomy • Information systems • Lateral relations

24. Management and Organization …Cont. • Contingency theories of organization show that the best way to organize a complex task is to ensure that the skill diversity (differentiation of technology) is appropriate to the complexity of the task, and then to match the level of integration and co-ordination (management functions) to the level of differentiation.

25. Management and Organization…cont • The task of the design manager is to make sure that the organization of the design process is structured appropriately for the task at hand, and to ensure that there are sufficient integrative and coordinating mechanisms for the work to progress meaningfully, • The collaboration between individuals is part of the wider collaboration between firms in the construction sector. The construction industry is thus characterized as networks of transactions, a phenomenon that exacerbates discontinuities in the process, but an inevitable feature, given the nature of the tasks and the market.

27. 2. The process of Feasibility and Engineering Design Design Series ERA Designation Stages:

28. Terms of Reference(ToR)/ Statement of Requirement(SoR) ToR SoR • Older Version • Requirements stated vaguely • No code of ethics • No quality manuals • Limited requirements • New Revised Version • States clear comprehensive requirements and process • Includes ERA Code of Professional Conduct and Ethics • Instructs to use latest ERA design manuals and quality manuals

29. Feasibility and Preliminary Design Feasibility Study and Preliminary Design • The client and the designers must agree on the complete scope of the work, • The process involves identifying the real problem as well as solving it, • Designers work in a complex and interactive way; this requires the additional focus of prioritization to the project delivery objectives

30. Feasibility Study and Preliminary Design The design manager must achieve the following during Feasibility Stage: • Allow designers time for reflection, • Establish a framework within which the tasks and objectives are kept in focus as the design moves through its stages of development, (How?) • Help the designer understand the full implications of a new definition of the design problem and the possible need to re-enter the design cycle, • Maintain Continuous liaison with the Client.

31. The Four Part of the Design Process (From Hickling)

32. …Cont’d • the proposition that design is a linear sequence can be questioned, • the designer thinks freely across and around the boundaries of a problem, • a complex cyclic model is more realistic and representative of the process

34. Components of Phase I Design Route Selection Feasibility • Study of Maps, Aerial Photography and Literature • Proposed Corridors • Site Visit and Survey • Towns Passed Through by Project Road • Orographic and Morphological Characteristics • Socio-Environmental Impact of the Project on the Area • Recommendation • Consultation Process • Traffic Data and Analysis • Highway Engineering • Economic Data • Economic Evaluation

35. Base Case (do minimum Case) Do Something • shall be used as the basis for evaluation • Not the ‘do noting’ criteria • and the “do minimum” shall only be the work necessary to keep the road open • project case represents one or perhaps two or more feasible solutions to solving the problem or issue at hand • of the most important features of effective project analysis

36. Criteria for Acceptance • The expected present value of the project's net benefits must not be negative; and • The expected present value of the project's net benefits must be higher than or equal to the expected net present value of mutually exclusive project alternatives, • The project must pass stringent environmental screening criteria

37. Value Management • Value management is a strategy of examining every aspect of the whole project to ensure that all of the expectations can be delivered in the most economical way, • A problem with traditional briefing documents is that few contain any judgment as to the relative priorities in the requirements

38. Value Hierarch/Tree Life time cost

39. Decision Matrix/ Multi criteria

40. Detailed Engineering Design • The engineering design process deals with the creation of the production information necessary for site operations • Design Management must obviously make sure that all the information transfers occur at the right time, which can only be achieved if the required knowledge and its availability has been organized and contracted

41. Design Standards Report Topographic Survey Report • Identification of national grid points and benchmarks • Purpose of topographic survey – what the data is to be used for, e.g. for detailed design of road or structures, for hydraulic modelling of watercourses, for ROW and land acquisition (recording property boundaries and physical assets), etc • Based on the findings of the Feasibility Study • Geometric Standards and Design Speeds (carriageway width) • Road safety features • Design criteria and standards for pavements

42. Detail Design • Materials and Site Investigation Report • Engineering Design Report • Environmental Impact Assessment Report • Hydrology Report • Structural Report • Land Acquisition Report

43. Engineering Drawings and Detail drawings • In UK the Practice is for the Engineer a lot of Design Information (1 drawing 9 m2, contractor 1 drawing 17m2) • US and other European Practice-follow standardized approach (Contractor 4x as many drawings) • Costly practice, • Gives way to mistake • Originality/ innovativeness of the design • Standard design • Not appropriate for detail designing • Requires competent contractor to make use of the design

44. Topographic Surveying Previous Practices Present-day Practices • Route Selection using desk study and field reconnaissance survey • Feasibility Study use route selection data, plus partial topographic survey • Detail design uses full topographic survey • Route Selection using maps, aerial photographs and satellite imagery • Feasibility Study use route selection data, plus full topographic survey • Detail Engineering Design use Feasibility Study data, plus Supplementary survey where required

45. Concept of Optimization • Minimizes cost and time overrun during construction. • Adds value to the detail design • Optimize the initial design to reduce volumes of earthworks and rock excavation, improve drainage design, improve road safety design, and minimize land acquisition, without compromising the quality of the road services.

46. Planning, Monitoring and Controlling • Network Analysis • Bar Chart • Information required schedule • Information transfer schedule • Iterative process and partial completion not indicated, • Simple, link, interconnectivity not addressed, • Suited for construction phase, • ADePT-Activity as well as information interdependency • 7-30 loops, 350-400 design tasks, 2400 information dependencies

47. 3. Stages, Roles and Responsibilities

48. Stages, Roles and Responsibilities • Change in responsibility with each phase-additional burden on management • Ensure that designers, in attempting to limit design liability, do not confuse their co-ordination and management responsibility with liability for the content of their design and so limit their co-operation

50. 4.Design Liability There are two types of liability: • professional liability, imposing an obligation on a consultant to act with ‘skill and care’,and; • absolute liability, requiring ‘fitness for purpose’. This may be attached to an agreement to provide a finished building • PI policies