7 time & schedule, submittals, site visits, testing and inspection ym

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.

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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.

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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.

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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.

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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.

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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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