Saturday, April 17, 2010
What is EVA based Construction Management System ? Why all organizations involved in project delivery shall adopt EVA system ?
What is EVA based Construction Management System ? Why all organizations involved in project delivery shall adopt EVA system ?
Earned Value Analysis (EVA) is an industry standard method of measuring a project's progress at any given point in time, forecasting its completion date and final cost, and analyzing variances in the schedule and budget as the project proceeds. It compares the planned amount of work with what has actually been completed, to determine if the cost, schedule, and work accomplished are progressing in accordance with the plan. As work is completed, it is considered "earned". This is a performance-based acquisition management system, to measure achievement of the cost, schedule and performance goals."
EVA is a snapshot in time, which can be used as a management tool as an early warning system to detect deficient or endangered progress. It ensures a clear definition of work prior to beginning that work. It provides an objective measure of accomplishments, and an early and accurate picture of the contract status. It can be as simple as tracking an elemental cost estimate breakdown as a design progresses from concept through to 100% construction documents, or it can be calculated and tracked using a series of mathematical formulae (see below).In either case, it provides a basis for course correction. It answers two key questions:
Work Breakdown Structure (WBS)
EVA works most effectively when it is compartmentalized, i.e. when the project is broken down into an organized Work Breakdown Structure, or WBS. The WBS is used as the basic building block for the planning of the project. It is a product-oriented division of project tasks that ensures the entire Scope of Work is captured and allows for the integration of technical, schedule, and cost information. It breaks down all the work scope into appropriate elements for planning, budgeting, scheduling, cost accounting, work authorization, progress measuring, and management control. The two most common WBS systems are the Construction Specifications Institute (CSI) format, and the Uniformat. Often at the preliminary stages of design the Uniformat lends a better understanding of the cost centers, and at final bid level of documents often the CSI format is used. The indirect costs of design, oversight, and management must be included in the WBS to reflect the full budget.
Calculating Earned Value
Earned Value Management measures progress against a baseline. It involves calculating three key values for each activity in the WBS:
1)The Planned Value (PV), (formerly known as the budgeted cost of work scheduled or BCWS)—that portion of the approved cost estimate planned to be spent on the given activity during a given period.
2)The Actual Cost (AC), (formerly known as the actual cost of work performed or ACWP)—the total of the costs incurred in accomplishing work on the activity in a given period. This Actual Cost must correspond to whatever was budgeted for the Planned Value and the Earned Value (e.g. all labor, material, equipment ,and indirect costs).
3. The Earned Value (EV), (formerly known as the budget cost of work performed or BCWP)—the value of Earned Value Analysis | Whole Building Design... Earned Value Analysis | Whole Building Design... Earned Value Analysis | Whole Building Design...the work actually completed.
These three values are combined to determine at that point in time whether or not work is being accomplished as planned. The most commonly used measures are the cost variance:
Cost Variance (CV) = EV - AC
and the schedule variance: Schedule Variance (SV) = EV - PV
These two values can be converted to efficiency indicators to reflect the cost and schedule performance of the project. The most commonly used cost-efficiency indicator is the cost performance index (CPI). It is calculated thus: CPI = EV / AC
The sum of all individual EV budgets divided by the sum of all individual AC's is known as the cumulative CPI, and is generally used to forecast the cost to complete a project.The schedule performance index (SPI), calculated thus: SPI = EV / PV is often used with the CPI to forecast overall project completion estimates.A negative schedule variance (SV) calculated at a given point in time means the project is behind schedule, while a negative cost variance (CV) means the project is over budget.
Earned Value Management System .
A list of guidelines is provided which covers areas such as planning, scheduling & budgeting; accounting issues; management reports, and so forth .
But the basics of any EVMS are:
1. A methodical, organized thorough, and complete WBS
2. A baseline schedule
3. A baseline budget, organized into control accounts
4. Measurement of the work by control account (e.g. Rs / units in place, man-hours, etc.)
Scheduling the authorized work is not much different in any large construction project—it is a necessary activity for the success of the project. However in an EVMS the schedule will integrate all of the technical, cost, and schedule aspects of the work, resulting in the expected sequence of work. Interdependencies are established that result in the total work time and reveal the critical path, which is also the shortest project duration. Within each task it is then necessary to identify objective interim measures to allow for accurate performance assessment each month. A sufficient number of these interim measures will be defined after the detailed schedule is established to ensure the performance is measured as accurately as possible.
A time-phased budget baseline, at the control account level, must also be established and maintained. The assignment of budgets to work activities or tasks results in a plan against which actual performance can be measured. This is referred to as the performance measurement baseline (PMB), and it should be established as early as possible after notice to proceed has been issued. The PMB includes direct hours/Rupees , direct material rupees, equipment and any other direct costs, and any indirect costs for the agreed scope. The indirect costs associated with design, oversight, and management must also be included. Deliverables shall be 1)Budget, earned value, and actual costs (reconcilable with accounting system) 2)Cost Variance (CV) 3)Schedule Variance (SV)
4)Variance at Completion (VAR) 5)A variance analysis narrative (root causes, impacts at completion, and management actions)
Tools
There are several software packages available which will prepare an earned value analysis, as follows:
Schedule maker ,adept tracker , msproject , Primavera.
By :Rajnish Mishra
Earned Value Analysis (EVA) is an industry standard method of measuring a project's progress at any given point in time, forecasting its completion date and final cost, and analyzing variances in the schedule and budget as the project proceeds. It compares the planned amount of work with what has actually been completed, to determine if the cost, schedule, and work accomplished are progressing in accordance with the plan. As work is completed, it is considered "earned". This is a performance-based acquisition management system, to measure achievement of the cost, schedule and performance goals."
EVA is a snapshot in time, which can be used as a management tool as an early warning system to detect deficient or endangered progress. It ensures a clear definition of work prior to beginning that work. It provides an objective measure of accomplishments, and an early and accurate picture of the contract status. It can be as simple as tracking an elemental cost estimate breakdown as a design progresses from concept through to 100% construction documents, or it can be calculated and tracked using a series of mathematical formulae (see below).In either case, it provides a basis for course correction. It answers two key questions:
Work Breakdown Structure (WBS)
EVA works most effectively when it is compartmentalized, i.e. when the project is broken down into an organized Work Breakdown Structure, or WBS. The WBS is used as the basic building block for the planning of the project. It is a product-oriented division of project tasks that ensures the entire Scope of Work is captured and allows for the integration of technical, schedule, and cost information. It breaks down all the work scope into appropriate elements for planning, budgeting, scheduling, cost accounting, work authorization, progress measuring, and management control. The two most common WBS systems are the Construction Specifications Institute (CSI) format, and the Uniformat. Often at the preliminary stages of design the Uniformat lends a better understanding of the cost centers, and at final bid level of documents often the CSI format is used. The indirect costs of design, oversight, and management must be included in the WBS to reflect the full budget.
Calculating Earned Value
Earned Value Management measures progress against a baseline. It involves calculating three key values for each activity in the WBS:
1)The Planned Value (PV), (formerly known as the budgeted cost of work scheduled or BCWS)—that portion of the approved cost estimate planned to be spent on the given activity during a given period.
2)The Actual Cost (AC), (formerly known as the actual cost of work performed or ACWP)—the total of the costs incurred in accomplishing work on the activity in a given period. This Actual Cost must correspond to whatever was budgeted for the Planned Value and the Earned Value (e.g. all labor, material, equipment ,and indirect costs).
3. The Earned Value (EV), (formerly known as the budget cost of work performed or BCWP)—the value of Earned Value Analysis | Whole Building Design... Earned Value Analysis | Whole Building Design... Earned Value Analysis | Whole Building Design...the work actually completed.
These three values are combined to determine at that point in time whether or not work is being accomplished as planned. The most commonly used measures are the cost variance:
Cost Variance (CV) = EV - AC
and the schedule variance: Schedule Variance (SV) = EV - PV
These two values can be converted to efficiency indicators to reflect the cost and schedule performance of the project. The most commonly used cost-efficiency indicator is the cost performance index (CPI). It is calculated thus: CPI = EV / AC
The sum of all individual EV budgets divided by the sum of all individual AC's is known as the cumulative CPI, and is generally used to forecast the cost to complete a project.The schedule performance index (SPI), calculated thus: SPI = EV / PV is often used with the CPI to forecast overall project completion estimates.A negative schedule variance (SV) calculated at a given point in time means the project is behind schedule, while a negative cost variance (CV) means the project is over budget.
Earned Value Management System .
A list of guidelines is provided which covers areas such as planning, scheduling & budgeting; accounting issues; management reports, and so forth .
But the basics of any EVMS are:
1. A methodical, organized thorough, and complete WBS
2. A baseline schedule
3. A baseline budget, organized into control accounts
4. Measurement of the work by control account (e.g. Rs / units in place, man-hours, etc.)
Scheduling the authorized work is not much different in any large construction project—it is a necessary activity for the success of the project. However in an EVMS the schedule will integrate all of the technical, cost, and schedule aspects of the work, resulting in the expected sequence of work. Interdependencies are established that result in the total work time and reveal the critical path, which is also the shortest project duration. Within each task it is then necessary to identify objective interim measures to allow for accurate performance assessment each month. A sufficient number of these interim measures will be defined after the detailed schedule is established to ensure the performance is measured as accurately as possible.
A time-phased budget baseline, at the control account level, must also be established and maintained. The assignment of budgets to work activities or tasks results in a plan against which actual performance can be measured. This is referred to as the performance measurement baseline (PMB), and it should be established as early as possible after notice to proceed has been issued. The PMB includes direct hours/Rupees , direct material rupees, equipment and any other direct costs, and any indirect costs for the agreed scope. The indirect costs associated with design, oversight, and management must also be included. Deliverables shall be 1)Budget, earned value, and actual costs (reconcilable with accounting system) 2)Cost Variance (CV) 3)Schedule Variance (SV)
4)Variance at Completion (VAR) 5)A variance analysis narrative (root causes, impacts at completion, and management actions)
Tools
There are several software packages available which will prepare an earned value analysis, as follows:
Schedule maker ,adept tracker , msproject , Primavera.
By :Rajnish Mishra
Wednesday, February 24, 2010
Tuesday, June 16, 2009
Tuesday, December 23, 2008
Delay in Construction Projects and Its Consequences
Delay in Construction Projects and Its Consequences
INTRODUCTION
Construction activities in any society consume a great chunk of its resources and in turn create greater magnitudes of resources. It can be looked upon as Infra-structure activity of any civilization. Parties beginning with friendly relations are at each other’s neck and the mood often is to demand “Pound of Flesh”. This leads to “Differences and Disputes”.
SOURCES OF ELEMENTS OF DISPUTES:
The problems posing disputes are related to the following areas.
• 1.Changes include Additions, Alterations, Variations, Deletions.
• 2.Delays and suspension.
• 3.Different Site conditions.
• 4.Unjust enrichment by owners.
From the above sources the delay and suspension is the major or can be called as critical reason for dispute. The paper helps to analyze types of delay its consequences etc.
DELAYS
Owners and contractors have one common objective: To complete the project in Time and within Budget. It is failure of this objective of Time which leads to failure of Budget and ultimately gives rises to Disputes. “Time” is indicated invariably as of essence to the contract. There are circumstances compelling extension of time which is granted but Time does mean money. It is when the question of money as compensation comes up, there come up several disputes. Often owners pre-estimate their delay losses and name a sum recoverable from the contractor to meet Delay Damages. This provision is called “Liquidated Damages” for delay. Contractors do not find any such clause on Damages. This provision is called “Liquidated Damages” for delay. Contractors do not find any such clause on their side and are made to dispute for their claims. Delays could be caused by one or more of the following agencies.
• 1.Owners and his team-mates.
• 2.Contractor and his team-mates.
• 3.Nature, i.e. Cause of force majeure type.
However for the subject of this study, it will be proper to restrict our inquiry to the two agencies who are parties to the contract viz. the owner and the contractor. Between these two, delay can occur due to various causes such as,
• 1.Defects in documents/design/decision.
• 2.Incompetence of parties to cope up with the changes.
• 3.Differing site conditions.
• 4.Attitude of any one or both the parties. On types of Delay, we have the following types. a)Excusable and non excusable delay.
• b)Critical and non critical delay.
• c)Concurrent delay.
EXCUSABLE AND NON EXCUSABLE DELAY
Contract lays doom areas of obligations. Failures to meet obligations, give rise to the other party to excuse or not to excuse the delay. The consideration to excuse would be,
• 1.Non foreseeable situation.
• 2.Non critical in impact.
• 3.Concurrent with party’s delay. In general the most common
• Non Excusable delays are caused due to following causes,
• 1.Ordinary and foreseeable weather conditions.
• 2.A subcontractor’s delays.
• 3.The contractor’s failure to adequately manage and coordinate the project site.
• 4.The contractor’s financing problems.
• 5.The contractor’s failure to mobilize quickly enough.
• 6.Delay by the contractor in obtaining materials.
• 7.Poor workmanship.
Executable Delays
could be as follows :
• 1.Labour disputes.
• 2.Fire.
• 3.Unusual delay in deliveries.
• 4.Unavoidable delays.
• 5.Compensable delays.
• 6.Unforeseen delays in transportation.
• 7.“Other causes beyond the contractor’s control”.
CRITICAL AND NON CRITICAL DELAYS
There could be delay in some part of total performance stipulated as contract obligation. However all delays which may not upset total Time frame of the contract and may not be of critical nature. However, there are delays may be small but go to upset the time frame and could be designated as critical.
CONCURRENT DELAYS
While one party undergoes a phase of delay of its own making, the other party too is delayed not because of delay on other side but due to its own deficiencies, such delay is of concurrent nature and is excusable. Thus a Non critical, Concurrent delay is Excusable and therefore what gives rise to claim for damages is Critical, Non Excusable, Non Concurrent delay.
NON EXCUSABLE DELAYS: BY CONTRACTOR
• 1.Lack of competence and skill for the job.
• 2.Inadequate deployment of labour-force.
• 3.Insufficient financial resources.
• 4.Failure to supply proper equipment.
5.Bad workmanship-removal and replacement delays.
BY OWNER
• 1.Non-handing over of site and/ or Access.
• 2.Non-supply of facilities promised in contract.
• 3.Non-supply of promised materials.
• 4.Improper of Inadequate Drawings.
• 5.Failure to make Timely-payments.
List of Compensable delay include:
• The owner’s failure to coordinate multiple prime contractors.
• 2.The owner’s failure to provide adequate access to the project.
• 3.The owner’s failure to provide the right of way.
• 4.Suspension of the contractor’s performance.
• 5.Change orders issued by the owner.
• 6.Any interference by the owner with the contractor’s performance.
• 7.Delays caused by a third party under the control of the owner, such as the Architect or the Engineer.
If Time is really spent on project it has to be converted in money.
FOR OWNER:
• 1.Delay in use of project.
• 2.Locked up capital.
• 3.Escalation in subsequent investment.
FOR CONTRACTOR:
• 1.Delay in getting profit.
• 2.Idling of resources-men, money, machines.
• 3.Acceleration losses.
• 4.Productivity loss due to uncontracted work-period.
CONCLUSION:
A lack of proper homework and input delays the project thereby making loss to the society. Proper inputs and homework are necessary before implementing projects. The owners as well as the contractor should have good knowledge of the law prevailing in the society to avoid any disputes due to delays in project
Tuesday, November 25, 2008
Monday, November 17, 2008
Safety issues in Construction and Remodeling
Poorly constructed scaffolding is the most frequently cited violation of construction and remodeling.
.
Most common scaffolding violations cited at job sites included:
· Not having the scaffold deck fully floored
· Not having the scaffold level or capable of supporting its designated load with the proper use of screw jacks, footings, etc.
· Not providing safe access for each scaffold
· Not providing proper fall, or falling object, protection — guardrails, midrails, toe boards, screens and debris netting
· Not having scaffold components approved by a competent person on the job site
· Not having the scaffold inspected daily
· Coble also said access should be provided by fixed ladders.
The other 25 most important standards for construction and remodeling shall be :-,
2. Fall ProtectionWhile fall protection is required so that employees will not fall more than six feet
3. LaddersFall protection for fixed ladders is provided so that employees will not fall more than 24 feet and that portable ladders must extend at least three feet above the point of support.
, ladder users be trained to maximize safety at the job site.
4. Electrical Wiring MethodsCommon violations cited :
o Not protecting all light bulbs from damage by using a cage, protection screen, etc.
o Not protecting flexible cords from damage
o Not covering all knockout holes
o Not covering all circuit breaker holes
o Running cords through walls, ceilings and floors
5. Stairways Temporary stairways that were not built to specification were often cited. These specs include:
o Stairs must be installed between 30- and 50-degrees.
o The rise and tread width must be uniform.
o Stairs with four or more risers or rising above 30 inches must have stair rails.
6. General Safety and Health ProvisionsTo meet this employees must be trained to work safely, use proper tools, store tools safely and have tools guards on power tools.
7. Fall Protection Systems Comprehensive fall protection systems, where applicable, should be in place to avoid citations. Proper systems, such as roof anchorages, only added about $200 to the cost of a house but saved much more than that in workers compensation.
Fall protection systems include:
o Guard rails with midrails and toeboards
o Safety net systems no more than 30 feet below the working level
o Safety net systems inspected weekly
o Fall arrest anchorages that support 5,000 pounds per employee
o Controlled access zones at least six feet from the edge
8. Electrical Wiring Design and Protection All handheld tools to be grounded or double-insulated. Ground fault circuit interrupters (GFI) or an assured equipment grounding conductor program should be in use to avoid citations and injury.
Inspectors looked for overhead open conductors that were not installed at the proper height —10 feet above grade for job sites in general, 12 feet above grade for vehicular traffic, 15 feet above grade for truck traffic and 18 feet above public streets.
9. Head Protection Hardhats are required where there is a danger of falling objects, impact or electrical shock and that hardhats should meet manufacturers’ requirements or ANSI Z89 standards
10. Hazard CommunicationJob sites where hazardous chemicals were present and a written hazard communication plan was not developed or the chemicals were not properly labeled or marked with a warning.
11. Aerial LiftsAmong the more common violations for aerial lifts were:
o Lifts being used by unauthorized or not properly trained personnel
o A lack of body belts or lanyards to keep the employee on the basket floor so he would not be thrown
o Not using the lifts according to the manufacturers’ recommendations
12. General Electrical RequirementsAmong the general requirements often cited were:
o Electrical equipment not meeting the proper NEMA rating
o Electrical equipment not protected from damage
o Unapproved gang boxes
o Spliced flexible cords or cords that are not of continuous length
o Circuit breakers that are not properly labeled
13. Fall Protection Training Fall protection systems should be reinforced with fall protection training if citations are to be avoided.
14. ScaffoldsIn addition to the proper placement and use of scaffolds, Scaffold citations to be given by safety supervisors , if the scaffold was not built according to the standard norms.
15. Housekeeping Job sites littered with garbage, debris and scraps were subject to citations. Debris should be removed on a regular basis and that forms and scrap lumber should be free of protruding nails.
16. Construction Training and EducationNot only should employees be trained to recognize and avoid hazards, They should be trained to work in confined or enclosed spaces, to work with caustics and other harmful substances and to avoid harmful plants and animals.
17. Concrete and Masonry ConstructionTo avoid citations:
o Reinforcing steel and rebar should have proper impalement protection.
o Only qualified employees should perform post tensioning.
o Riding in concrete buckets is forbidden.
18. Scaffold TrainingCitations are often given when people who work on scaffolds are not trained in how to use scaffolds or recognize hazards. Retraining is conducted when deficiencies are found in the original training program.
19. Eye and Face ProtectionTo avoid citations, eye and face protection must meet — and be properly marked that it meets — ANSI Z87.1 standards.
20. Fire ProtectionAmong the requirements for fire protection required at the job site are:
o Fire fighting equipment must be conspicuously located.
o Fire fighting equipment must be periodically inspected.
o A fire alarm should be provided.
21. Woodworking ToolsTwo safety requirements regarding woodworking tools are that:
o Saws and sanders are properly guarded.
o Each saw and sander must have an anti-start device to protect workers from accidents when power is interrupted.
22. Excavations Excavations and trenches should be properly supported and inspected weekly and that an approved ramp or ladder should be located at least 25 feet from each employee in the trench or excavation.
23. Potential lead-containing materials needed to be inspected before exposure and that if exposure exceeded the OSHA permissible exposure limit (PEL), controls would have to be implemented.
24. For Gas Welding and Cutting oxygen and fuel gas cylinders should be separated in storage by 20 feet or by a five-foot high wall that meets OSHA specifications and standards. He also said the equipment should be used by properly trained personnel.
25. Fall Protection in Steel ErectionSpecific fall protection requirements must be met regarding steel erection. These include:
o Each employee engaged in steel erection must be protected from falling more than 15 feet.
o Connectors must be provided from falling more than 30 feet or two stories, whichever is less.
o A controlled decking zone must be established.
.
Most common scaffolding violations cited at job sites included:
· Not having the scaffold deck fully floored
· Not having the scaffold level or capable of supporting its designated load with the proper use of screw jacks, footings, etc.
· Not providing safe access for each scaffold
· Not providing proper fall, or falling object, protection — guardrails, midrails, toe boards, screens and debris netting
· Not having scaffold components approved by a competent person on the job site
· Not having the scaffold inspected daily
· Coble also said access should be provided by fixed ladders.
The other 25 most important standards for construction and remodeling shall be :-,
2. Fall ProtectionWhile fall protection is required so that employees will not fall more than six feet
3. LaddersFall protection for fixed ladders is provided so that employees will not fall more than 24 feet and that portable ladders must extend at least three feet above the point of support.
, ladder users be trained to maximize safety at the job site.
4. Electrical Wiring MethodsCommon violations cited :
o Not protecting all light bulbs from damage by using a cage, protection screen, etc.
o Not protecting flexible cords from damage
o Not covering all knockout holes
o Not covering all circuit breaker holes
o Running cords through walls, ceilings and floors
5. Stairways Temporary stairways that were not built to specification were often cited. These specs include:
o Stairs must be installed between 30- and 50-degrees.
o The rise and tread width must be uniform.
o Stairs with four or more risers or rising above 30 inches must have stair rails.
6. General Safety and Health ProvisionsTo meet this employees must be trained to work safely, use proper tools, store tools safely and have tools guards on power tools.
7. Fall Protection Systems Comprehensive fall protection systems, where applicable, should be in place to avoid citations. Proper systems, such as roof anchorages, only added about $200 to the cost of a house but saved much more than that in workers compensation.
Fall protection systems include:
o Guard rails with midrails and toeboards
o Safety net systems no more than 30 feet below the working level
o Safety net systems inspected weekly
o Fall arrest anchorages that support 5,000 pounds per employee
o Controlled access zones at least six feet from the edge
8. Electrical Wiring Design and Protection All handheld tools to be grounded or double-insulated. Ground fault circuit interrupters (GFI) or an assured equipment grounding conductor program should be in use to avoid citations and injury.
Inspectors looked for overhead open conductors that were not installed at the proper height —10 feet above grade for job sites in general, 12 feet above grade for vehicular traffic, 15 feet above grade for truck traffic and 18 feet above public streets.
9. Head Protection Hardhats are required where there is a danger of falling objects, impact or electrical shock and that hardhats should meet manufacturers’ requirements or ANSI Z89 standards
10. Hazard CommunicationJob sites where hazardous chemicals were present and a written hazard communication plan was not developed or the chemicals were not properly labeled or marked with a warning.
11. Aerial LiftsAmong the more common violations for aerial lifts were:
o Lifts being used by unauthorized or not properly trained personnel
o A lack of body belts or lanyards to keep the employee on the basket floor so he would not be thrown
o Not using the lifts according to the manufacturers’ recommendations
12. General Electrical RequirementsAmong the general requirements often cited were:
o Electrical equipment not meeting the proper NEMA rating
o Electrical equipment not protected from damage
o Unapproved gang boxes
o Spliced flexible cords or cords that are not of continuous length
o Circuit breakers that are not properly labeled
13. Fall Protection Training Fall protection systems should be reinforced with fall protection training if citations are to be avoided.
14. ScaffoldsIn addition to the proper placement and use of scaffolds, Scaffold citations to be given by safety supervisors , if the scaffold was not built according to the standard norms.
15. Housekeeping Job sites littered with garbage, debris and scraps were subject to citations. Debris should be removed on a regular basis and that forms and scrap lumber should be free of protruding nails.
16. Construction Training and EducationNot only should employees be trained to recognize and avoid hazards, They should be trained to work in confined or enclosed spaces, to work with caustics and other harmful substances and to avoid harmful plants and animals.
17. Concrete and Masonry ConstructionTo avoid citations:
o Reinforcing steel and rebar should have proper impalement protection.
o Only qualified employees should perform post tensioning.
o Riding in concrete buckets is forbidden.
18. Scaffold TrainingCitations are often given when people who work on scaffolds are not trained in how to use scaffolds or recognize hazards. Retraining is conducted when deficiencies are found in the original training program.
19. Eye and Face ProtectionTo avoid citations, eye and face protection must meet — and be properly marked that it meets — ANSI Z87.1 standards.
20. Fire ProtectionAmong the requirements for fire protection required at the job site are:
o Fire fighting equipment must be conspicuously located.
o Fire fighting equipment must be periodically inspected.
o A fire alarm should be provided.
21. Woodworking ToolsTwo safety requirements regarding woodworking tools are that:
o Saws and sanders are properly guarded.
o Each saw and sander must have an anti-start device to protect workers from accidents when power is interrupted.
22. Excavations Excavations and trenches should be properly supported and inspected weekly and that an approved ramp or ladder should be located at least 25 feet from each employee in the trench or excavation.
23. Potential lead-containing materials needed to be inspected before exposure and that if exposure exceeded the OSHA permissible exposure limit (PEL), controls would have to be implemented.
24. For Gas Welding and Cutting oxygen and fuel gas cylinders should be separated in storage by 20 feet or by a five-foot high wall that meets OSHA specifications and standards. He also said the equipment should be used by properly trained personnel.
25. Fall Protection in Steel ErectionSpecific fall protection requirements must be met regarding steel erection. These include:
o Each employee engaged in steel erection must be protected from falling more than 15 feet.
o Connectors must be provided from falling more than 30 feet or two stories, whichever is less.
o A controlled decking zone must be established.
Friday, November 14, 2008
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Sunday, November 2, 2008
Housing Project Development phases
Housing Project Development phases
The housing project development process can be divided into the following broad phases:
1. Project initiation and validation phase - Conceiving the development idea or concept and initiating the project, including gaining control of a site that suits the idea
2. Pre-design feasibility or development appraisal phase - Preliminary studies are conducted to determine if the idea is viable, and whether to proceed
3. Pre-contract detail design development and technical documentation phase - Extending the appointment of professionals for further work stages, refining and finalising designs, conducting cost estimates and feasibility studies, preparing technical documentation, obtaining municipal approval to start building, initiating marketing (if applicable), and securing funding
4. Construction procurement or tender phase – Deciding on tender and contracting strategies and options, calling for proposals or tenders, adjudicating tenders, and awarding and signing construction contracts
5. Implementation or post-contract construction phase - Managing the actual construction process from site handover to the contractor(s) to taking on the completed units, and closing out the process financially and administratively
Why is good construction management practice important?
Good construction management practice is essential in maintaining efficiency, cost-effectiveness and control on projects. This, in turn, helps to maintain and protect projected profits, long-term financial viability, integrity, good reputation and good customer relations. Effective construction management, therefore, is an essential tool in ensuring the sustainability of the construction entity, together with marketing and adequate capitalisation. Other reasons for practising good construction management include the following:
Ensuring the most efficient and effective use of scarce and costly resources such as money, people’s time, materials and equipment in producing affordable housing to people with low income
Maintaining high standards of quality and workmanship to ensure that beneficiaries live in pleasant and well-functioning buildings; and managing entities enjoy low-maintenance requirements and expenses for the ultimate benefit of paying occupants
Maintaining high standards of health and safety on building sites
Setting an example and being a role model for aspiring entrepreneurs and development organisations in the community
Building a reputation for dependable service (on time, within budget, and of good quality) with clients, communities and funding agencies
Building trust and good relations with suppliers, subcontractors, professionals, and support organisations, which leads to smoother running of projects with fewer problems, delays and disputes
• • • • • •
How should the entity behave when acting as a "main contractor"?
Where an entity acts as developer only, it will normally employ professional consultants and a main contractor to do the design and construction work respectively. In this case, design risk and accountability rest with the design team, while construction risk lies with the main contractor.
Acting as both developer and main contractor often places an entity in a position in which it is important to draw a clear line between the two responsibilities, and to organise its operational structure or project in such a way that accountability resides where it appropriately belongs. This could mean, for instance, that the external design team reports to those members or employees within the entity that are responsible for managing the development process, and that construction-related activities and resources (subcontractors, suppliers and labour) are managed by other members or employees of the entity responsible for managing the construction process.
Establishing and maintaining differentiated functions and accountabilities becomes difficult where some or all of the same people from the organisation are involved in both functions (as is often the case). It is advisable to draw up function charts and organograms before starting a building project, so that staff who fulfil dual or multiple roles can clearly differentiate between the actions required for management of the development process on the one hand, and management of the construction process, on the other.
Acting as a main contractor only requires an entity to focus on the management of construction process. This also requires an operational structure to be in place, in order to clarify the roles and responsibilities of each of the members or employees.
What is construction?
Construction can be seen as the conversion of "raw" resource inputs into defined functioning outputs, by means of a managed process.
More specifically, construction is the use by a contractor of supervised labour, and appropriate plant, equipment and other constructional aids, to process and assemble materials and components on site (sometimes partly off site), according to design and specifications, into a completed functioning building.
What are the main objectives of a construction project?
The main objectives of each construction project (based on the principles of project management) are to erect the building or facility in accordance with the design and specifications, with the most effective use of resources and control of risk, and to complete it:
within the budget (allowable cost)
on time (within the specified and agreed contract period or legitimate extensions thereof)
to an acceptable and agreed standard of quality and workmanship
The above are the "technical" objectives of a project. There are usually other "softer" objectives as well, such as achieving buy-in through participation, capacity building, skills transfer, and promoting job creation and local economic development.
What does a main contractor do?
Acting as the main contractor on a building project involves the following:
Interpreting the project drawings, specifications, tender and contract documents, in order to fully understand the project requirements, risks, and legal and physical conditions under which it will have to be carried out
Using the above interpretation to:
estimate the likely cost (for tendering, budgeting and cost-control purposes)
determine and allocate resources to the different phases of the work
plan a functional site layout (placing of material stockpiles, storage, administration and service facilities, securing entrances and ensuring efficient movement of vehicles)
plan and schedule the execution of the work, establish quality control measures, and determine own working capital and cash-flow requirements for the work to be done
The housing project development process can be divided into the following broad phases:
1. Project initiation and validation phase - Conceiving the development idea or concept and initiating the project, including gaining control of a site that suits the idea
2. Pre-design feasibility or development appraisal phase - Preliminary studies are conducted to determine if the idea is viable, and whether to proceed
3. Pre-contract detail design development and technical documentation phase - Extending the appointment of professionals for further work stages, refining and finalising designs, conducting cost estimates and feasibility studies, preparing technical documentation, obtaining municipal approval to start building, initiating marketing (if applicable), and securing funding
4. Construction procurement or tender phase – Deciding on tender and contracting strategies and options, calling for proposals or tenders, adjudicating tenders, and awarding and signing construction contracts
5. Implementation or post-contract construction phase - Managing the actual construction process from site handover to the contractor(s) to taking on the completed units, and closing out the process financially and administratively
Why is good construction management practice important?
Good construction management practice is essential in maintaining efficiency, cost-effectiveness and control on projects. This, in turn, helps to maintain and protect projected profits, long-term financial viability, integrity, good reputation and good customer relations. Effective construction management, therefore, is an essential tool in ensuring the sustainability of the construction entity, together with marketing and adequate capitalisation. Other reasons for practising good construction management include the following:
Ensuring the most efficient and effective use of scarce and costly resources such as money, people’s time, materials and equipment in producing affordable housing to people with low income
Maintaining high standards of quality and workmanship to ensure that beneficiaries live in pleasant and well-functioning buildings; and managing entities enjoy low-maintenance requirements and expenses for the ultimate benefit of paying occupants
Maintaining high standards of health and safety on building sites
Setting an example and being a role model for aspiring entrepreneurs and development organisations in the community
Building a reputation for dependable service (on time, within budget, and of good quality) with clients, communities and funding agencies
Building trust and good relations with suppliers, subcontractors, professionals, and support organisations, which leads to smoother running of projects with fewer problems, delays and disputes
• • • • • •
How should the entity behave when acting as a "main contractor"?
Where an entity acts as developer only, it will normally employ professional consultants and a main contractor to do the design and construction work respectively. In this case, design risk and accountability rest with the design team, while construction risk lies with the main contractor.
Acting as both developer and main contractor often places an entity in a position in which it is important to draw a clear line between the two responsibilities, and to organise its operational structure or project in such a way that accountability resides where it appropriately belongs. This could mean, for instance, that the external design team reports to those members or employees within the entity that are responsible for managing the development process, and that construction-related activities and resources (subcontractors, suppliers and labour) are managed by other members or employees of the entity responsible for managing the construction process.
Establishing and maintaining differentiated functions and accountabilities becomes difficult where some or all of the same people from the organisation are involved in both functions (as is often the case). It is advisable to draw up function charts and organograms before starting a building project, so that staff who fulfil dual or multiple roles can clearly differentiate between the actions required for management of the development process on the one hand, and management of the construction process, on the other.
Acting as a main contractor only requires an entity to focus on the management of construction process. This also requires an operational structure to be in place, in order to clarify the roles and responsibilities of each of the members or employees.
What is construction?
Construction can be seen as the conversion of "raw" resource inputs into defined functioning outputs, by means of a managed process.
More specifically, construction is the use by a contractor of supervised labour, and appropriate plant, equipment and other constructional aids, to process and assemble materials and components on site (sometimes partly off site), according to design and specifications, into a completed functioning building.
What are the main objectives of a construction project?
The main objectives of each construction project (based on the principles of project management) are to erect the building or facility in accordance with the design and specifications, with the most effective use of resources and control of risk, and to complete it:
within the budget (allowable cost)
on time (within the specified and agreed contract period or legitimate extensions thereof)
to an acceptable and agreed standard of quality and workmanship
The above are the "technical" objectives of a project. There are usually other "softer" objectives as well, such as achieving buy-in through participation, capacity building, skills transfer, and promoting job creation and local economic development.
What does a main contractor do?
Acting as the main contractor on a building project involves the following:
Interpreting the project drawings, specifications, tender and contract documents, in order to fully understand the project requirements, risks, and legal and physical conditions under which it will have to be carried out
Using the above interpretation to:
estimate the likely cost (for tendering, budgeting and cost-control purposes)
determine and allocate resources to the different phases of the work
plan a functional site layout (placing of material stockpiles, storage, administration and service facilities, securing entrances and ensuring efficient movement of vehicles)
plan and schedule the execution of the work, establish quality control measures, and determine own working capital and cash-flow requirements for the work to be done
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