PUBLIC INFRASTRUCTURE MANAGEMENT

1. PUBLIC INFRASTRUCTURE MANAGEMENT PRESENTATION OF CHAPTERS 9 and 10 MEHMET BOZKURT 501022001

2. CHAPTER 9Design for Infrastructure Service Life • PART 9.1. Introduction • PART 9.2. Design Objectives and Constraints • PART 9.3. Design Framework and Components • PART 9.4. Design Effectiveness • PART 9.5. Summary mehmet bozkurt 501022001

3. Introduction • Design is a uniquely project-level activity of infrastructure management, along with construction, maintenance, and rehabilitation. • Design is applicable to a specific unit of infrastructure or project. • For the infrastructure to function effectively, it must start with good design. • Each type of infrastructure has its own design requirements and each agency has its own design elements and approach. PROCESS FLOW DESIGN CONSTRUCTION MAINTENANCE REHABILITATION mehmet bozkurt 501022001

4. Reliability & Technology & Evolution • Working stress and factor-of-safety methods are outmoded for the modern design of infrastructure. • Reliability concepts are far superior, and any infrastructure engineer is urged to examine reliability-based methods in detail for design. • Modern technology and computer tools make it completely possible for the designer to consider a fully functional design process, and design education should be broadened in this regard. • The design process and methods have had a great evolution over the years. • The quality of design depends upon: • the intuition • knowledge • hard work of the designer. mehmet bozkurt 501022001

5. Alternative Options, Try Again No USE FACTORS Loading, Volume or Traffic Satisfies Requirements ? Set of Common Alt. Designs Design Models Yes ASPECTS NOT ANALYZED Maintenance Condition Practice etc. Detailed Design for Service Life (Desired Path) Service Environment (Traditional Path) Adjust Other Details as Needed for the “Design” Obtained Comprehension Design Models Available Materials (Limited Options Considered) Prepare Plans, Specifications and Contracts Figure 9.1 Description of Most Design Practices mehmet bozkurt 501022001

6. Design Objectives & Constraints • Infrastructure management helps the designer focus on the basic function and constraints of the design process • First activities that should be accomplished under the systematic approach is to carefully define the objectives and constraints of the problem. OBJECTIVES • Max. or reasonable economy • Max. or adequate safety • Max. or reasonable serviceability • Max. or adequate capacity • Min. or limited physical deterioration • Min. or limited noise and air pollution • Min. or limited disruption • Max. or good aesthetics mehmet bozkurt 501022001

7. CONSTRAINTS • Availability of time and funds for conducting the design and construction • Min. level of serviceability allowed before rehabilitation • Availability of materials • Min. and / or max. dimensions allowed • Min. time between successive rehabilitations • Capabilities of construction and maintenance personnel and equipment • Testing capabilities • Capabilities of the structural and economic models available • Quality and extent of design information available mehmet bozkurt 501022001

8. Design Framework & Components In an IMS (infrastructure management system), the design phase involves several activities broadly classified as: • Information needs related to inputs, objectives and constraints • Generation of alternative design strategies • Analysis of structure, flow characteristics, and other aspects of the facility, along with economic evaluation and optimization of these strategies. mehmet bozkurt 501022001

9. Information Needs • The information needs of good IMS is extensive. Much of the needed information can be obtained from network-level management activities prior to project-level design. But the designer must not assume that the network-level data quality is adequate for whole design process. • Main categories of data needed are: • Environmental data (weather, maps, sources...) • Projected use, loading and traffic (sewage flow, water consumption, average daily vehicular traffic...) • Material characteristics (materials, elements...) • Other information factors required (costs, estimated service life, details of design method, inflation...) mehmet bozkurt 501022001

10. Generating Alternative Design Strategies The design phase of IMS will only be adequate if it considers alternatives. Thus, the process of generating alternatives is critical to the process of optimum design. Design strategies • consist of: • Combination of elements • Setting up of configurations • Future rehabilitation actions • also include: • Material types • Sources • Expected performance evaluation policies • Quality control and assurance methodologies mehmet bozkurt 501022001

11. Analysis & Economic Evaluation & Optimization • The first step in the analysis of any facility alternative is the application of appropriate model. • This model, to be analyzed, must be sufficiently comprehensive to cover the needed areas of concern. • The economical evaluation of a facility alternative should involve the assignment of costs and benefits to the predicted outputs. These variables are then incorporated into an economic model to determine the total costs and benefits strategy. • When all alternative design strategies have been analyzed and evaluated, optimization should be used to define the best strategy for presentation to the decision-maker. mehmet bozkurt 501022001

12. Phase I: Application of structural and / or use model Phase II: Analysis of model in deep Phase III: Economic Evaluation Materials Construction Maintenance Rehabilitation Phase IV: Definition of the best strategy by using optimization MODEL ANALYSIS ECONOMIC EVALUATION OPTIMIZATION mehmet bozkurt 501022001

13. Design Effectiveness The Construction Industry Institute has developed a method for systematically evaluating the effectiveness of a design project [CII 86]. This method has the flexibility to be useful in a wide variety of circumstances, including: • Widely differing types of projects • Mixtures of objective and subjective measurements of design effectiveness • Differing objectives and criteria for design effectiveness • Measurement of overall design effectiveness regardless of influence source, or measurement of designer performance when influences of designer and owner can be separately identified mehmet bozkurt 501022001

14. Design Evaluation TABLE 9.1 Initial Design Evaluation Criteria mehmet bozkurt 501022001

15. The method for evaluating design effectiveness can be used to: • Develop a common understanding among the owner, designer, and constructor concerning the criteria by which design effectiveness on a given project will be measured • Compare design effectiveness of similar projects in a systematic and reasonably quantitative manner, highlighting performance trends • Identify opportunities to improve the effectiveness of the entire design process and contributions to the ultimate result of all participants mehmet bozkurt 501022001

16. CHAPTER 10 Construction • PART 10.1. Introduction • PART 10.2. Construction as Related to Other Phases of Management • PART 10.3. Constructability • PART 10.4. Construction Quality Control and Quality Assurance • PART 10.5. Summary mehmet bozkurt 501022001

17. Introduction • To fulfill its purpose, an infrastructural management system (IMS) must follow through from: • the design phase • to the implementation phases of: • construction • maintenance • rehabilitation • data feedback. • Construction converts a design recommendation into a physical reality. • Successful construction meets the planning and design objectives within budget and time constraints. mehmet bozkurt 501022001

18. Attention in this chapter is focused on: • interrelationships of construction with other phases of infrastructural management • constructability of the project • construction quality assurance • documentation or data that construction should produce. • If these functions are carried out systematically, then the normal and expected variations in: • construction methods • equipment • materials • environment can be taken into account properly. • The documents of design and construction are: • a set of drawings • a set of specifications • a set of standards mehmet bozkurt 501022001

19. Construction Management • Construction management involves the use of • physical • financial • personnel resources to convert designs to physical reality. • The process of construction management contains: • estimation • designation • scheduling • organizational and personnel aspects • legal aspects • finance • cost control • keeping of records mehmet bozkurt 501022001

20. Construction as Related to Other Phases of Management • Planning and Construction This phase provides “what, when and where” type of information. • Design and Construction This phase provides direct design input • Evaluation and Construction This phase also provides various direct input • Maintenance, Rehabilitation and Construction This phase provides feedback • Also the input from construction to above phases is vitally important. mehmet bozkurt 501022001

21. mehmet bozkurt 501022001 Figure 10.1 Information provided by construction for potential use by other management phases.

22. Constructability What is constructability? 3 definitions from different views of look: • To the project owner, constructability affords the opportunity on construction projects to achieve greater efficiency, with resulting lower cost, shortened schedule, or improved quality. • To the designer, it is an understanding of the methods and constraints of the actual construction required to execute the design being made. • To the contractor, it is a combination of the effort required to implement the design efficiently and the opportunity to minimize his or her effort and resource expenditure. mehmet bozkurt 501022001

23. The Construction Industry Institute (CII) has identified a number of constructability concepts applicable to the different phases of a project. Briefly, these concepts address: • project execution planning, • conceptual project planning, • specifications, • contracting strategies, • schedules, • and construction methods, including those concerning • pre-assembly, • site layouts, • design configurations, • accessibility, • and adverse weather [CII 86]. mehmet bozkurt 501022001

24. Constructability & Value Engineering & Productivity • Value engineering (VE), has similarities to constructability. and the differences may not be apparent at first. Innovative construction practices, leading to cost reductions, can be attributed to both constructability and VE • Value engineering is denned as a disciplined procedure for analyzing the functional requirements of a product or service for the purpose of achieving the essential functions of the product or service at the lowest total cost. • Total cost, in this case, takes into account the owner's cost of planning, design, procurement and contracting, construction, and maintenance over the life cycle of the product or service and may also consider user cost. mehmet bozkurt 501022001

25. Construction Productivity Improvement Constructability Enhancement Construction Industry Cost Effectiveness Figure 10.2 Construction industry cost-effectiveness relationships. mehmet bozkurt 501022001

26. The relationships among productivity, value engineering, and constructability, all of which are important to effective infrastructure management, are as follows: • Productivity is a measure of the output/input ratio in constructing a facility. • Value engineering is concerned with providing the required functions of the facility at the least cost. • Constructability is a measure of ease or expediency of construction. Once the project advances beyond these phases, investment and other commitments generally accumulate at rates depicted by the well-known S-curve. mehmet bozkurt 501022001

27. Preliminary Engineering Phase Construction Plans Preparation Phase Construction Phase Difficulty in Implementing Changes Time Project Development Figure 10.3 Significance of early decisions. (Adapted from [Azud 69, CTB/CII 89]). mehmet bozkurt 501022001

28. Constructability Enhancement Programs • To enhance constructability, good objectives must be established. Typically, they are: • Increase productivity • Reduce project costs • Reduce project duration • Reduce delays/meet schedules • Eliminate unnecessary activity • Reduce physical job stress • Promote safety on construction sites • Reduce conflict • Increase quality mehmet bozkurt 501022001

29. Program Implementation: Recommendations & Barriers Recommendations I: • The commitment of senior management to constructability must be obtained. • A strong approach to project management with a single point of responsibility should be pursued. • Project-execution plans should be developed for large complex projects during a project-concept conference. Additional planning meetings and design reviews should involve greater participation of involved parties. • A proactive approach to constructability needs to be taken. Over-reliance on late, reactive design reviews should be avoided. mehmet bozkurt 501022001

30. Recommendations II: • Feedback from the field, if not forthcoming, should be solicited on a periodic basis, prior to, during, and after construction. This feedback should involve department personnel, contractors, and suppliers. • Post-mortems should be conducted upon completion of all projects. These should be attended by representatives from the owner and the contractor. • Management training programs that promote communication and integration between design and construction should be conducted. • An accessible and current knowledge base of "lessons learned" should be maintained. Advanced, computerized systems are being developed for storing and retrieving the information. mehmet bozkurt 501022001

31. TABLE 10.3 Barriers to Program Implementation mehmet bozkurt 501022001

32. Construction Quality Control & Assurance • Construction quality assurance is a complex and detailed process to guarantee that the finished facility is built to the standards desired by the owner as defined in the design documents. • No matter what type of quality assurance is undertaken, all of them start with specifications. • There are several types of specifications used in the construction of infrastructure. These are: • Methods and materials specifications • Recipe specifications • End-result or end-product specifications • Performance-based specifications • Guarantee or warranty specifications for a specified time or utilization period mehmet bozkurt 501022001

33. Figure 10.4 Improving constructability. mehmet bozkurt 501022001

34. THANK YOU MEHMET BOZKURT 501022001