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Introduction To An Example Project

Chapter 4. Introduction To An Example Project. Prepared by: Alaa El Shorafa Munther Abdel-Hadi Ahmed El Zinati Shukri El Zaza Supervision : Dr. Kamaleen Sha’th. Introduction.

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Introduction To An Example Project

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  1. Chapter 4 Introduction To An Example Project Prepared by: Alaa El Shorafa Munther Abdel-Hadi Ahmed El Zinati Shukri El Zaza Supervision : Dr. Kamaleen Sha’th

  2. Introduction This chapter introduces an example practical implications of concepts and procedures described in the chapters that follow. Chapter 4

  3. Introduction Chapter Objective: • Technical description of the project and its life cycle. • Actual professional construction managment proposal followed by a copy of the procedure outline. Chapter 4

  4. Introduction 3. Ways in which the owner may construct the project, including the use of a single general contractor , a design construct firm or a developer. 4. Alternate ways to provide for overall managment, contract administration and quality control. Chapter 4

  5. Objective 1 1-1 ProjectTechnical Description The Easy way Food Company wants to build a new warehouse with 150,000 ft2 =13500m2 that will provide storage for grocery and non-food items. Chapter 4

  6. Objective 1 The work included mainly: • The concrete work • The Steel works • The required utilities Chapter 4

  7. Objective 1 Chapter 4

  8. Objective 1 1-2 Project Life Cycle • Concept and feasibility study • Engineering & Design • Procurement • Construction • Start-up & Implementation Chapter 4

  9. Objective 1 A. Concept & Feasibility Study In this phase the Design & Construction Dept. Based upon the requirement of the Operating Division did the following: • Initial Feasibility study; • Conceptual drawings Chapter 4

  10. Objective 1 • Alternate design-construct schedule • Sequantial schedule (traditional approach), if time available 12 months or more. • Phased schedule, if time only 10 months available for desgin & construction. Chapter 4

  11. Objective 1 • Sequantial schedule This mothed include : • Plans and specifications prepared by local Arch. • Constuction performed under a single lump-sum contract • Barring changes after award • The cost of project be fully known before constrcution begins Chapter 4

  12. Objective 1 Chapter 4

  13. Objective 1 Owner’ Options for the phased Schedule • Turnkey • Traditional with a negotiated construction contract • Professional construction management Chapter 4

  14. Objective 1 • Owner’s Selection The owner selected the professional construction approach based on the following: • Capabilities of the firm in the area • Easy way's own internal qualifications and objectives Chapter 4

  15. Objective 1 B. Engineering & Design In this phase the CMC ( Construction Management & control, Inc.) • Prepared procedure outline spelling out the relationship between the owner, architect and construction management • Developed procurement schedule • Finalized the bid packages Chapter 4

  16. Objective 1 • Developed CPM control schedule. • Prepared fair-cost estimate. • Set up the project control system. Chapter 4

  17. Objective 1 Several value-engineering alternates were reviewed. • Some of these alternate are chosen and included in the final plan a specification. • Other included as alternate in the bidding documents to enable the contractors to determine the least costly solution. Chapter 4

  18. Objective 1 C. Procurement • In this approach CMC acting as an a gent to the owner. • Procurement overlapped both design and construction. Chapter 4

  19. Objective 1 For this project 10 contractors were chosen: • Site earthwork • Foundation & slab concrete • Structural steel • Pre-cast concrete walls • Fire protection • Plumbing, heating, Ventilating and air conditioning • Electrical • Roofing • Special floors • Building Finish Chapter 4

  20. Objective 1 D. Construction This phase including • Awarding the contract • Appointed the required clerk typist • Initial layout handled by surveyor • Testing as the soil • The A/E visit the work site frequently • Contractor were directed through the job-site office Chapter 4

  21. Objective 1 F. Start up& Implementation CMC responsible was lie on • Makes the owner familiarize with operating equipment. • Trouble shooting through the start up phase. Chapter 4

  22. Objective 2 2-1 The Successful Proposal • The owner requested proposal from two general contractors • Technical & financial evaluation took place by the owner to choose one of them Chapter 4

  23. Objective 2 The successful proposal consists the following items: • A letter outlines the Proposed services and quotes a fixed fee for the home office services • Preliminary schedule • Estimate of construction management costs • Project organization chart • Preliminary CPM diagram Chapter 4

  24. Objective 2 A. Proposed Serives: The proposal shows the CMC will provide the following services: • Prepare control schedule (showing bid package duration) • Develop bids packages • Prepare bidder list • Prepare cost estimate Chapter 4

  25. Objective 2 5.Receive, review and evaluate bids 6.Manage, coordinate and inspect the work • Coordination of the contracts • Monitoring the schedule of individual phases • Making recommendation for adjusting the work • Preparing progress reports Chapter 4

  26. Objective 2 • Reviewing the progress payment • Obtaining the required shop drawing and forwarding them to the A/E for approval • Inspecting the quality of material and workmanship 7. Provide home-office support (Will be utilized on as required basis) Chapter 4

  27. Objective 2 Fig.(4-4) B. Preliminary Schedule Chapter 4

  28. Objective 2 B. Preliminary Construction Cost Estimate Fig.(4-5) Chapter 4

  29. Objective 2 C. Estimate of Construction Management Costs • Filed Cost • Fixed fee • ffice overhead • profit Chapter 4

  30. Objective 2 Fig.(4-6) Chapter 4

  31. Objective 2 Fig.(4-7) D. Project organization chart Chapter 4

  32. Objective 2 Fig.(4-8) E. Preliminary CPM Schedule Chapter 4

  33. Objective 2 2-2 The Procedure Outline It illustrates the duties and responsibilities during planning, procurement and construction phases as follows: Chapter 4

  34. Objective 2 2.2.1. General • Purpose: establishing procedures for performance by professional construction management • Names & Addresses of the Key Personnel • Owner • Construction Manager • Architect C. Correspondence Chapter 4

  35. Objective 2 D- Report to owner which includes: • Monthly progress report: this report covering significant phases of monthly activity. • Weekly field activity report: this report discuss weekly field activity. • Weekly force report: this report listing number of CM and contractor personal on the job. • Contract status report (monthly contact status report). Chapter 4

  36. Objective 2 2.2.2. Relationships with architects and owner The following items are listed to clarify the relationships and responsibilities • Special conditions and general conditions. • Drawing and specifications • Substitution policy • Shop drawings Modification and changes Chapter 4

  37. Objective 2 • Building permit( the architect will contact the proper authorities to obtain the building permit. Surveying and testing laboratories • Proposed bid package • Approval bid list • Approval bid document • On site inspection • Plan interpretation Chapter 4

  38. Objective 2 2.2.3. Home office responsibilities CM will be responsible for the followings: • Overall job schedule • Fair cost estimates • General home- office- supervision which include: • Developing a detailed scope and bidding document • Evaluate bids preparing recommendation to award the contract • Monthly progress report Chapter 4

  39. Objective 2 2.2.4. Field responsibilities The field construction manager responsibilities include but not limited to the following: • Assist in evaluation of bids • Manage, coordinate, and inspect al work performed by contracts. • Administer and direct the testing lab and surveying contacts jointly with the architect Chapter 4

  40. Objective 2 2.2.5.Reports and correspondence summary Chapter 4

  41. Objective 3 Alternate way for Construction the Project Easy way can choose between : A cost-plus a fee Fixed Price Guaranteed maximum contract Design-Construct Developer Chapter 4

  42. Objective 3 3.A- Fixed Price Contract • Separate contract would be negotiated with the A/E for completion the conceptual and detail design. • Contractor will be selected in accordance with the procedure adopted by Esay way Co. • The successful general contractor will usually plan to perform most of the work Chapter 4

  43. Objective 3 3.B- Guaranteed Maximum Price • Used when shortest schedule are economically imprtantant • The owner supplies the contractor with the conceptual plans and specifications Chapter 4

  44. Objective 3 • A negotiated GMP is developed which often includes a fixed fee for home-office services and profit. • Used when shortest schedule are economically imprtantant. • The owner supplies the contractor with the conceptual plans and specifications. Chapter 4

  45. Objective 3 3.C- Cost-Plus-Fixed Fee • Used when the project scope is not fully developed and the overall minimum schedule is important. • The contractor will reimburse the field cost and negotiated a fixed fee for home office cost and profit. Chapter 4

  46. Objective 3 • The owner has maximum opportunity to participate in the management of the project • The owner assumed all of the price risk Chapter 4

  47. Objective 3 3.D-Design-Construct • Used when the initial project scope must be sufficiently clear so that both parties understand their responsibilities and risks • A single firm provide both design and construction work • Phased program used in order to achieve earliest completion Chapter 4

  48. Objective 3 3.E- Developer • Combine skills of construction manager, design contractor and real state investor • The developer will normally own or control a parcel of land • Easy way could also contract with a developer to build a warehouse based upon their design criteria Chapter 4

  49. Objective 3 • It would be then lease the facility for an extended period of time or to purchase • In recent years developers has proven to be extremely marketing, cost conscious. • Operationally many developer will hire contractors to manage the construction manager. • The developer will be very active in performing value engineering studies, managing the design work. Chapter 4

  50. Objective 4 Management, field administration, and quality control • Many repeat owners have their own staff to provide these services. • Others will delegate the responsibility to the architect, engineer, or to construction manager. Chapter 4

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