Time and Schedule Lecture 7a
American University in Cairo School of Sciences and Engineering Department of Architectural Engineering AENG441 – Professional Practice, Design Management and Codes 1
Topics
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Design Scheduling
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Design Scheduling • Phases of production from Conceptual Planning Start of Construction. • Efficient use of Manpower and Resources • To achieve an economical, functional and harmonious design • Executed within a reasonable period of time • With an efficient utilization of personnel. • Experience and Judgment 4
Design Scheduling • Phases (AIA standard owner-architect agreement) • Schematic Design: Drawings + Cost Estimate • Design Development: Drawings +Outline Specifications, + Cost Estimate • Construction Documents: Working Drawings +Final Specifications + Final Cost Estimate • Bidding and Negotiation: Receipt and Evaluation of Bids + Addenda • Construction Administration: Services after bidding or negotiation to assure that the structure is built in accordance with the construction documents. 5
Design Scheduling • Estimate time required for reach phase.
• Schematic Design phase is the most difficult to estimate - Greatest amount of variability. (1-12 months!) • Size and Complexity • Quality and Completeness of the Program Information • Decision Making Ability of the Client.(committees!) • Nature of the Design Team. 6
Design Scheduling • Design Development and Construction Documents: • More predictable • Project Architect and/or Job Captain • From Schematic Design into Preliminary Design Drawings then Working Drawings • Complexity not Size determines scheduling and staffing requirements. • Coordination between consultants, client and designers is vital! • From 2 - 4 months • Construction Documents 3-7 months. • Bidding or Negotiation 6 weeks. 7
Design Scheduling • Project financing to convert design into reality. • Client review and approval between phases depends on the size and complexity of the project- usually between one week. And one month. • Approvals by building department and public agencies varies considerably.
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Design Scheduling
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Contingencies • Unexpected Problems: • • • • • •
Building Department Consultants Staffing problems Client 10% average additional time Flexible and Responsive to changing conditions
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Working with a Builder • Working with contractor to Guarantee Maximum Project Cost (GMP: Guaranteed Maximum Price) • Time is generally shortened • Risk that design is not fully developed • Documents less specific • No bidding and negotiation phase
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Extending the Schedule • Change of staff • Increase cost due to inflation
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Shortening the Schedule • Optimum Use of staff effort and resources • Work overtime - costly and inefficient • Hire more people - Part time or freelance or subcontract to another firm - costly and inefficient. • Hire new staff - Not familiar with office procedures or projects Expensive • Reduce man-hours - lower quality job, incomplete, unclear ,errors and inconsistencies. • Higher cost, lower quality. • Quality work requires time and staff.
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Construction Scheduling
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Establishing a Schedule • Construction Projects are Complicated • They involve the work of numerous trades and subcontractors • Coordination • Equipment and Materials • Time schedules and Cost recording
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Considerations 1. 2. 3. 4.
The construction documents - Well or Poorly prepared. The architect-engineer -More or Less demanding The subcontractors - coordination The contractor’s organization - Project manager, field superintendent, Office and Field staff, ‌ workload 5. Material dealers - Reliability in meeting deliverability 6. Size and complexity of the project - Most critical. 7. Site conditions - Size and Accessibility 8. The Weather 9. The possibility of labor troubles 10. The possibility of material shortage. 16
CPM (Critical Path Method)
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CPM (Critical Path Method) • Planning Phase - Diagram is drawn indicating the order in which various operations are to be accomplished - Called Activities. • Activity Start and Finish referred to as “events” or “nodes” • Event: That moment when a preceding activity has been completed and the following activity may begin. • Milestone Events - Important points in the construction process. • No indication of time - arrows are not indicating time. • No gaps of discontinuities • CPM is known as a network diagram 18
CPM (Critical Path Method) Event
Activity
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CPM (Critical Path Method)
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CPM Scheduling • Time! • Time is estimated based on past experience. • Working day is taken as a unit of time. • Consult with subcontractors.
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CPM (Critical Path Method)
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Critical Path
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Critical Path • Critical Path is the longest path! • Critical activities along the path must be monitored.
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Float Path • Paths that are not on the CP. • The float is a measure of the extra time available for an activity or group of activities.
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Project Calendar • Multiply by 7/5 (5 working days in each 7 days) • 16 days x 7/5 = 22.4 or 23 calendar days. • Starting date Completion date • Project Calendar • Critical Activities noted in color or boldface • Most building construction projects require 9 - 18 months.
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Contingencies • Allowance for project delays (weather, …) • Some contractors add a fixed percentage!
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CPM Calculations • CPM Programming • Programs.
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Bar Graphs • Start and finish dates of major phases. • They don’t indicate relationships nor dependencies! • Inferior to CPM as a management tool but superior as a means of visual communication. • Continue to be widely used.
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Shortening the Schedule Business demands. Minimize effect of inflation, weather, interest, … Reduce CP time. Critical activities 25-30% of all activities. Shorter time increases direct cost. Less efficiency in supervision and coordination. Errors are more likely to occur. • Less time - More direct cost! • Less time - Less overhead! • Analyze the effects and determine a balance. • • • • •
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Fast-Track Scheduling • Fast-Track - Accelerated - Telescoped scheduling.
• Determine major building elements. • Produce detailed working drawings for a portion of work on which the contractor may begin construction • Further details continue
• Requires close coordination: Architect - Engineers - Client - Contractor • Oversights expected, Correction of errors • Staged bidding awarded to different contractors • Cost and Time control by CM (Construction Manager) 31
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Time Management • Fabrication Time • Erection Time • Sequence of Construction Trades • Scheduling of Construction Trades
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Submittals - Site Visit, Testing and Inspection Lecture 7b
American University in Cairo School of Sciences and Engineering Department of Architectural Engineering AENG441 – Professional Practice, Design Management and Codes 34
Topics
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Material and Equipment Submittals • Shop Drawings, Product Data, and Samples • Introduction
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Material and Equipment Submittals • Shop Drawings, Product Data, and Samples • Introduction
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Material and Equipment Submittals • Shop Drawings, Product Data, and Samples • Basic Concepts
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Material and Equipment Submittals • Shop Drawings, Product Data, and Samples • Basic Concepts
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Material and Equipment Submittals • Shop Drawings, Product Data, and Samples • Basic Concepts
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Material and Equipment Submittals • Shop Drawings, Product Data, and Samples • Basic Concepts • Shop drawings are not part of the contract documents.
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Contractor’s Responsibilities
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Architect’s Responsibilities
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Procedures • Recordkeeping
• Dates received and returned • Action taken: Approves, corrected, revised, resubmit • Retain copies of all submittals
• Timeliness
• Within a reasonable time • 10 working days or two weeks
• Changes and Revisions • Change orders
• Standard Formats for processing submittals 45
Procedures
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Procedures
10 - 15 working days
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Procedures
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Procedures
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Site Visits • Contract Requirements • Architect's Role • Advise owner whether the contractor is performing the work in accordance with the contract documents.
• Meeting Reports • Pre-Bid Meetings • Pre-Construction Meeting • During Construction
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Site Visits
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Site Visits
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Site Visits
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Site Visits
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Site Visits
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Site Visits
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Site Visits
Site Visits • Safety • Architect’s Role
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Site Visits • Safety • Architect’s Role
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Site Visits • Safety • Contract’s Role
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Site Visits • Evaluating Work Against Contract Documents
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Site Visits • Evaluating Work Against Contract Documents
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Site Visits • Evaluating Work Against Contract Documents
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Site Visits • Testing and Inspection
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Site Visits • Testing and Inspection
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Site Visits • Testing and Inspection
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Site Visits • Testing and Inspection
Site Visits • Testing and Inspection
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Site Visits • Testing and Inspection
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Thank You.
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