1. Construction Engineering and Management 1 Cost Benefits Structural Safety Architect Feasibility Assessment of architects Functional Aesthetic constructability maintainability

2. Construction Engineering and Management 2 Design, should be provided the basic following requirements:  Functional requirements  Communication requirements  User needs and requirements  Hygienic and comfort requirements  Aesthetic requirements Structural Safety  Constructional requirements Maintainability  Economic requirements

3. Construction Engineering and Management 3 Time Cash Subs Labor Materials Equipment Resources Elements of any Project (Resources)

4. Construction Engineering and Management 4 Time Cash Subs Labor Materials Equipment The Contract Standards The Law Relationships

5. Construction Engineering and Management 5 Others Government Labor Contractors Owners Architects/ Engineers Banking/ Financing Agents Contractors Material Suppliers Project Manager The Challenge (Architect)

6. Construction Engineering and Management 6 Project Management Project Management is the overall planning, control and coordination of a project from inception to completion aimed at meeting the client’s requirements and ensuring completion on time, within cost and to the required quality standards (Safety).

7. Construction Engineering and Management 7 Schedule Quality Budget Project Management Project Management Challenges Planning Construction Controlling Arch. Struc.

8. Construction Engineering and Management 8 Planning Funding Design Bid & Award Construction Operate Project Life Cycle

9. Construction Engineering and Management 9 Designer Owner Contractor Project Participants Owner Rep Authority Surety Project Participants

10. Construction Engineering and Management 10

11. Construction Engineering and Management 11 Owner/client, is the one who sponsors the construction project and ultimately utilizes it. A client can be a public entity, or a private enterprise.  Government: Infrastructure development projects, such as roads, bridges, water supply and sewage systems, power plants, public transportation systems, etc.  Private (individual): Residential house, office building.  Private (company): Construction for investment goals. For example commercial office and shopping complexes, and multi-unit residential buildings. Owner/Client

12. Construction Engineering and Management 12 Designer (architect/engineer) conducts the initial feasibility study and prepares the complete design of the facility. Design Process Proposal by the client Architectural Design Engineering Design Drawing and Specifications Feedback  The architect and engineer can be from the same firm or from different firms. Designer

13. Construction Engineering and Management 13  Architect-Engineering (A/E) Companies Employ both architects and engineers. Complete design services under one roof. May provide construction management (CM) service.  Separate Architect and Engineer Owner selects the architectural and engineering firms based on their individual competencies. Suitable for large-scale projects that require specialized skills in both fields The firms that are only involved in engineering designs are called consulting engineers. Designer

14. Construction Engineering and Management 14 The term constructor is used to include both contractors and specialty contractors or subcontractors, who build the facility.  General Contractor: A general contractor (GC) takes the sole responsibility to construct the facility. The GC in turn may hire several subcontractors depending on specialty.  Specialty contractor or Sub-contractor: One who is appointed by the GC or sometimes by the owner for a particular task, e.g. temporary works, excavations, piling work. May or may not be in privity with the owner.  Construction Manager at Risk: In many ways similar to general contracting. Constructor

15. Construction Engineering and Management 15 Project Team (Options) Conventional Setup Owner + Designer Owner + Contractor Designer + Contractor Design-Build-Operate

16. Construction Engineering and Management 16 Owner Architect/EngineerGeneral Contractor Sub Field observations Owner Architect/EngineerGeneral Contractor Sub Field observations Conventional Setup Project Teams

17. Construction Engineering and Management 17 Owner + Designer Owner Architect/Engineer General Contractor Sub  Government: Public works department; roads and highways department  Private: Oil-drilling company The construction work is awarded to one (GC) or sometimes several (prime) contractors. Usually such organizations have their own construction management staff to supervise the projects. Project Teams

18. Construction Engineering and Management 18 Owner + Contractor Owner/Contractor Sub Architect/Engineer This form of project organization is limited to only real estate development. The owner-contractor entity is sometimes called a builder-developer, particularly in the USA. The design is usually performed by an outside A/E firm hired by the builder-developer Project Teams

19. Construction Engineering and Management 19 Designer + Contractor Owner Design/Build Firm Design force Construction force Sub  Design-build team.  Advantage: Improved coordination by combining two major functions of construction - design and building  Disadvantage: difficulty of obtaining competition between suppliers and the complexity of evaluating their proposals Project Teams

20. Construction Engineering and Management 20 Design-Build-Operate Owner Designer/Builder/Operator Design force Contractor Operator  Designer + Contractor + Operator + Financier.  Turnkey projects.  Advantage: Operation needs incorporated in design. No cash outlet for owner.  Disadvantage: limited competition, long term contract. Financier Project Teams

21. Construction Engineering and Management 21 …and where is the money coming from?  General Revenue: Capital improvement and/or operating budgets of public agencies as approved by the legislative body and funded with tax revenue.  Trust Funds: Funds created by special taxes (such as gasoline) that can only be used in accordance with the trust guidelines (highway construction).  Bonds: Commercial paper sold in the financial markets.  Banks: Commercial loans secured by an interest in the property.  The proverbial mattress Financing

22. Construction Engineering and Management 22 Project Life Cycle Linear Nature of the Project Life Cycle

23. Construction Engineering and Management 23 Quality Schedule Scope Risk Project Budget Communication Interaction Coordination The Project

24. Construction Engineering and Management 24 Cost Benefits Consequences Alternatives Feasibility Assessment

25. Construction Engineering and Management 25 Feasibility Assessment Determination of whether the solution to a problem is suitable, acceptable, and attainable. –Engineering Feasibility –Economic Feasibility –Financial Feasibility –Social and Political Feasibility –Environmental Feasibility

26. Construction Engineering and Management 26 Feasibility Assessment Engineering Feasibility –The proposed system must be capable of performing its intended function. –Conventional design analysis procedures can be used to assess engineering feasibility. –In addition, the construction or implementation of the system must be possible.

27. Construction Engineering and Management 27 Economic Feasibility –A proposed system is economically feasible if the total value of the benefits that result from the system exceed the costs that result from the system. –Economic feasibility depends on engineering feasibility because a system must be capable of producing the required output in order to produce benefits. Feasibility Assessment

28. Construction Engineering and Management 28 Feasibility Assessment Financial Feasibility –The owner must have sufficient funds to pay for project before the proposed system is considered to be financially feasible. –Financial feasibility may or may not be related to economic feasibility. (fulfill non-economic goals). –It is also possible that an economically feasible project is financially infeasible because the owner is not able to obtain enough money to implement the system.

29. Construction Engineering and Management 29 Social and Political Feasibility –Political and social feasibility is assured if the required political approval can be obtained and if the potential users of the system will respond favorably to system implementation. –Usually, political support is gained after evidence of engineering and economic feasibility has been presented. However, political pressure may be quite strong for a specific system even if it is economically infeasible. –Groups that feel that they are adversely affected often oppose economically feasible systems because non-economic factors have not received sufficient emphasis. Feasibility Assessment

30. Construction Engineering and Management 30 Feasibility Assessment Environmental Feasibility –It involves the assessment of the environmental consequences of the proposed system. –Because of the increased societal concern about potential short and long term influences on the environment, the development and implementation of most engineering systems of any magnitude require formal study of the expected environmental consequences if the project is implemented. This study results in what is known as an environmental impact statement.

31. Construction Engineering and Management 31 Project Life Physical Life –The physical life of a system ends when it can no longer physically perform its intended function. –The physical life of a building does not end if the building is converted from a hotel to a museum. Its physical life ends when it can no longer provide shelter or support the loads sustained in the use of the building.

32. Construction Engineering and Management 32 Project Life Economic Life –The economic life of a system ends when the incremental benefit from continuing operation of the system no longer exceeds the incremental costs of continuing operation. –This point usually occurs when the annual operation, maintenance, and repair (OMR) costs equal or exceed the annual benefits from the system. –Since a program of regular maintenance and periodic replacement of worn parts may extend the physical life of a system almost indefinitely, the economic life is usually shorter than the physical life.