Chapter 1 - Pre-Tender planning Flashcards
JBCC PBA
Contractual binding between contractor & employer (client)
To understand rights & responsibilities towards execution of contract
Create basis to resolve dispute
Construction planning
Understanding what needs to be build
Establishing right method
Right equipment & plant needed
Right labour force needed
Why is it important to get the right labour force?
To carry out work safely & quality required in most economical way to meet clients requirements
Built according to:
Drawings (architect & eng design specifications)
BoQ (physical scale of works)
Special conditions/ specifications
Specifications/ special conditions
Limitation on access to site
Limitation may be imposed on plant that can be used
Specified sequence of handover as per client
Programme
Time & sequence presentation of results of planning construction methods for management
Critical path
Programme provides management with
Efficient sequence
Recorded progress
Highlight areas that need attention
Method of communication
Act of managing process of CM & resources
- sub-contractor - appointments/ payments
- equipment & plant - hire/ allocating
- material - ordering/ storage
- money - income (progress payments)/ expenditures (procurement/ hire contractors)/ cash flow
- time - programme
Benefits of proper management of CM
Project completed in time
according to specified quality
within budget
making profit
Why is it important for planning
to perform work with min wasted time & effort, reduce re-work, gives date of phase completion for when service & material is needed,
Scheduling
time-phased planning
guides during performance & operation
Advantages of schedules
- control pace of activities
- permit completion of operation at desired time
- manage long lead items
3 phases of construction
- before starting
- during construction
- after completion (close-out)
Before starting
- time required for each portion
- rate of progress
- issue instruction to subordinates
- planned sequence (mat/ machine/ money)
During construction
- manager prepare checklist
- evaluating effect of changes/ delays
- evaluating progress (ahead/ behind)
- coordination of resources
After completion (close-out)
- review/ analysis of project carried out (changes/ cost of changes/ planned vs end project)
- historical data for improving future planning
Scheduling principals
- logical sequence
- capabilities of resources
- continuity of operation
- control activities early
Forms of schedules
bar chart
network schedule
linear schedule
Bar chart
does not show inter relationship between activities & effect of delays/ change
Ganett chart
for time planning
does not show inter relationship between activities
What programs show the inter relationship between activities
Microsoft Project
CCS
Primavera
Guidelines for schedule
- list act
*determine sequence (CPM;/ PERT/ cost progress report)
*Ganett chart - determine act time (historical data)
CPM
Critical Path Activities
Assign each activity a single fixed duration
