1. Reconstruction site Investigation, Planning, Scheduling, Estimating and Design
Eng. Fahmi Tarazi

2. Local Contractors
The Professional construction manager must develop a representative list of qualified contractors of each proposed bid package
List should be:
Large enough to ensure competition
Small enough to create significant interest in all bidders

3. Local Contractors
Some owners require strict financial qualifications where other owners will depend upon the professional construction manager to screen potential bidders
Preliminary lists of prospective bidders should generally be developed before financial screening

4. Local Contractors
Several Days early in the planning stage can be allowed for scheduling short individual meetings with all interested contractors.
The meeting is conducted to accomplish:
Explain the overall program of project
Review the preliminary procurement schedule
Determine the interest of the potential bidders
Discuss trade jurisdiction as applied to the contractor
Obtain required information on previous jobs completed by the contractor

5. Local Contractors
Many professional construction management jobs cannot be successfully managed unless certain phases of work are early explained
If the program is properly explained many leading contractors can and do offer suggestions for scoping work packages or for using local saving methods or material

6. Other Key Local Contractors
The local Building department is a key factor to a successful early start for a phased construction program where the plans and specifications has to approved before construction beginning
Special licenses are required for the field construction manager who in direct charge of the job-site work
The permits and fees required at various stage of the program such as sewer and water connections could be best handled by the designer

7. Establishment of Project Field Office
The Field office should be established in advance of the award of the contract so that potential bidders can be shown the work site so that local contact with other potential bidders
The field construction manager is the key representative in all dealing with local people

8. Preliminary Estimate The preliminary estimate serves:
The design against the owners original budget
Preparing a realistic overall schedule that forecasts occupancy date and specifies completion schedules for individual construction contracts

9. Summary Schedules SUMMARY SCHEDULES include:
Design and Procurement Schedule
Construction Schedule summarized by individual contracts
Construction Schedules summarized by individual facility

10. Design and Procurement Schedule
Schedules of proposal bid package must be prepared showing the detailed
Specification period
Package Review and approval period
Bidding period
Evaluation and award period

11. Design and Procurement Schedule
The Schedule has to form the control standard for monitoring actual performance during the planning and design and procurement phases
The manager must take the proposal bid package and with the designer develop a control design schedule in order to fit the requirements of the critical path
Review of preliminary bid packages should be done by a third party i.e. owner to avoid plan changes which will result in addition cost after contract award

12. Design and Procurement Schedule
If sufficient time is planned for bid periods, schedules can be more easily met and more competitive bids will be received
The professional construction manager has the opportunity to seek for alternate the quotations by:
Specifying clear choices in the contract documents
Encouraging the ingenuity of
the bidder

13. Summary Construction Schedule
CPM diagram can be prepared to
Determine the critical path and develop key contract milestones
Enable adjustments to be made to the design and procurement schedule so the critical items are taken into account by the designer, owner and manager

14. Summary Construction Schedule
Working summary bar-chart schedules are then prepared showing
Early and late start dates
Late completion date
The anticipated duration of each contract package
The interrelationships between separate packages
Monitoring of actual performance when compared to early and late start scheduled performance will show status of schedule at all times and is an integral part of the project control system

15. Work Packages
The professional project manager should then define proper work packages and develop a reasonably detailed scope
Two factors influence defining work packages process:
Construction Economy
Design Constraints

16. Construction Economy
The scope of work packages should be designed to be of a size that will:
Prove most economical by stimulating competition
Minimize overall costs by avoiding unnecessary tiers of contractors
Take the advantage of the coordination skills of the various general and trade contractors

17. Design Constraints
Design constraints modify the content of bid packages in balance with overall objectives
A successful phased-construction program is wholly dependent upon the care and skill that go into designing work packages to achieve maximum benefit to the owner

18. Thank you