...international recognition when the appropriate efforts are extended to achieve the same. Even with the opportunity for growth the challenges will be extensive. This research presents the current state of performance of Pakistani Construction Industry and provides directions for strategic improvement of the construction industry on a sustainable basis. Major findings of the research include: a cultural and behavioral shift in the mind-set of all participants in the construction process especially top management is necessary if the construction industry is to improve its performance and competitiveness; the “boom cycle” and corresponding shortage of labor trades has increased the need for industry participants to adopt and apply construction project management philosophy, tools and techniques to help them manage the industry performance and productivity in a sustainable long-term mode. The...
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...AN ASSIGNMENT ON CONTRACT PROCUREMENT OPTIONS SUBMITTED BY EBITUNMISE DANIEL O. QSV/10/1220 COURSE CODE: QSV 512 7TH JULY, 2015 1.0 INTRODUCTION Strategies for the procurement of building projects have not changed significantly in the last 25 years, though time and cost overruns are still prevalent throughout the industry (Smith and Love, 2001). In a response to reduce the incidence of time and costs overruns, the disputes that may often arise, and the likelihood of project success, alternative forms of procurement method such as partnering and alliancing have been advocated (Love et al. 1998). Not all forms of procurement method, however, are appropriate for particular project types, as client objectives and priorities invariably differ (Skitmore and Marsden, 1988; Love et al. 1997). The objectives and priorities of a client need to be matched to a procurement system. To do this effectively, it is essential that the characteristics of various procurement systems and selection methods available are understood by clients and their advisors before a procurement method is selected. In this report, the characteristics of the most common procurement systems and methods are presented. In conjunction with this report the reader should also refer to the material developed by the New South Wales Government (2005) ‘Procurement Methodology Guidelines for Construction’ and the Western Australian Department of Housing and Works ‘Local Government Procurement Guide’ (2006). 2.0 PROCUREMENT...
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...QUESTION 3: Discuss on the Effects of Procurement System in the performance of construction projects I. INTRODUCTION Procurement is also called as sourcing, which means gathering services and goods from the preparation and of request through the approval of statement for payment. This involves purchase planning, financing, making the purchase, inventory control and stores, specific development, standard determination, supplier research and selection, supply contract administration, disposal and other related functions, value analysis and price negotiation. Procurement plays major role in work relationship between parties involved in the construction process. Identify the primary and secondary objectives of the projects, Risk innate in the proposal, Environmental determination, which it will be implemented and selecting the appropriate procuring method for the proposed project. Procurement was not about a building, it was about entire project which includes obtaining goods and services, also includes obtaining human recourses like, consultants, contractors, sub-contractors, suppliers and specialists for some purpose. It is the very important step which can show some significant impact on the project success. Procurement is essentially a series of considered risks – each method has individual strengths and weaknesses, which must be carefully calculated by clients and industry alike. There are a number of different types of procurement routes available for clients to select...
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...PROCUREMENT SYSTEMS ON THE PERFORMANCE OF CONSTRUCTION PROJECTS Abstract: Project procurement has been described as an organized methods or process and procedure for clients to obtain or acquire construction products. Apart from the traditional approach, there are now other “fast-tracking” or innovative procurement systems used by the construction industry world wide. The different procurement systems differ from each other in term of allocation of responsibilities, activities sequencing, process and procedure and organizational approach in project delivery. These differences have invariably affected the project performance. Project performance has been defined as “the degree of achievement of certain effort or undertaking” which relates to the prescribed goals or objectives that form the project parameters. There are many other elements that determine project success, but the focus of this paper is on the three critical parameters or project performance i.e. time, cost and quality. The aim of this paper is to look into the effect of the different procurement systems on the project performance. Since there are many different project procurement systems, it is appropriate for the purpose of this presentation to limit to the common ones i.e. traditional system, design and build and management contracting. Keyword: Project procurement, performance, time, cost and quality INTRODUCTION The procurement of construction project is vast in scope because it involves the gathering and...
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...Association of Professional Engineers, Geologists and Geophysicists of Alberta Feb 2005 1 of 16 ALTERNATE FORMS OF PROJECT DELIVERY 1 INTRODUCTION 1.1 BACKGROUND .1 In the building industry today, conventional methods of project delivery are being challenged by Clients, Consultants and Contractors alike, in an attempt to save time, reduce costs, avoid litigation, minimize conflict or to improve the overall building quality. .2 All methods of project delivery can be defined to be in one of the four following primary categories: .1 Traditional Method (Design - Bid - Build) .2 Construction Management .3 Design - Build .4 P3 (Public Private Partnership) .3 Within each category there are optional variations, which may be preferred by the client or may be more appropriate depending on the type of project. Each method of construction delivery has advantages and limitations, which vary according to the type and conditions of the project. .4 Across the Alberta Construction Industry, which includes Architects, Engineers, Contractors and Owners, there appears to be a lack of consistency of opinion regarding: .1 The advantages and disadvantages of each method and .2 The appropriate criteria to use when selecting a method for a particular project. 1.2 AFPD WORKSHOP .1 In March 2003 a two-day workshop was held in Edmonton on Alternate Forms of Project Delivery. .2 The Joint Board of Practice of the Alberta Association of Architects (AAA) and the Association of Professional...
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...to the faculty of the WORCESTER POLYTECHNIC INSTITUTE In partial fulfillment of the requirement for the Degree of Master of Science in Construction Project Management February 2003 Approved Prof. Roberto Pietroforte, Thesis Advisor Prof. Fredrick L. Hart, Head of Department Abstract The objective of the study was to map the structure of the construction engineering and management (CEM) discipline and its contents, trace its evolution, and to identify the most prevailing research areas in the discipline. The study entailed a review of the literature in construction engineering and management as well as two of the leading academic journals in the discipline, particularly a bibliometric study of the contents of the ASCE Journal of Management in Engineering (JME), as a case study of the CEM refereed journals. The JME’s contents were investigated from its onset in 1985 until 2002. The results of the analysis show that 70% of the published papers focused on four main subjects: management and organization of the firm, project management, industry structure and environment, and management of personnel. Considerable changes occurred within the subjects with the emergence of new topics and the decline of others over the eighteen years of publication. The study also analyzed the use of keywords, research methods, and identified authors, and the concentration of knowledge. The JME is mainly concerned with the managerial aspects of engineering, while ASCE Journal of...
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...Collaborative Safety-in-Design Process Marc Weinstein1; John Gambatese, M.ASCE2; and Steven Hecker3 Abstract: This paper analyzes the impact of a large-scale safety-in-design initiative during the design and construction of a semiconductor manufacturing facility in the Pacific Northwest of the United States. Drawing on multiple data sources including individual interviews, group interviews, construction documentation, and an expert panel involved in the initiative, the writers identify 26 potential design changes on the project and assess the importance of timing, trade contractor involvement, and the type of design change in determining whether a proposed design change was ultimately integrated into the final construction plans. The writers further consider whether adopted design changes would have occurred in the absence of the safety-in-design initiative and whether the accepted design changes ultimately impacted construction site safety on the project. This analysis of a full-scale safety-in-design initiative provides important insights into how injury prevention efforts in the construction industry can begin upstream by involving designers, engineers, and trade contractors in preconstruction processes. DOI: 10.1061/ ASCE 0733-9364 2005 131:10 1125 CE Database subject headings: Construction management; Design; Safety; Injuries; Accident prevention. Introduction The notion that the safety of construction worksites can be increased through better design is both intuitively...
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...dated November 14, 2014, we are pleased to present our Proposal and Statement of Qualification for your review. Enclosed you will find our qualifications and information regarding our services and expectations of this project. Buck Island Construction offers our understanding of the proposed project, key personnel information, and our safety plans specific to this project. Buck Island Construction is an award winning Construction Management firm with extensive experience in Hospital Renovations and Medical Office Buildings. We will be a resource for both the Pike Company and the Newark-Wayne Hospital Representatives, and offer advice on costs, schedules, and means and methods. Our goal is to provide a quality project, on time and within budget, to the highest expectations in order to allow the Newark-Wayne Community Hospital to reach their full potential. We believe in open and honest communication and transparency regarding cost, schedule, and coordination. We look forward to the opportunity to work with The Pike Company team in order to complete a successful and rewarding project that will benefit the Newark-Wayne Hospital and the community. Thank you for the opportunity to respond to your Request for Proposal. Sincerely, Ellen Brooks Project Manager Buck Island Construction brooksen@buckislandconstruction.com 315-558-9668 93 Main Street Lake Placid, NY 12946 | | p. (518)-410-1198f. (518)-944-5842 | | info@buckislandconstruction.com BuckIslandConstruction...
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...MAN620/ADM720 Project Management Lecture Session 1 : 26th January 2010 An introduction into project management with some history of project management and some contextual information. How project management has permeated almost all aspects of working life. The evolution of the project management context. Why and under what circumstances project management is used. What characterizes projects and differentiates them from other forms of management. Examples of projects – large medium and small. Chapter 1 - An Introduction to Project Management The Project Management Book of Knowledge (PMBoK) defines Projecy Management as “the application of knowledge, skills, tools and techniques to project activities to meet project requirements”. In the course outline we make the following statements with regard to what this course promises you engineering students. In the engineering environment, Project Management can be practiced either a stand-alone professional discipline or as an integral part of the delivery mechanism for engineering services. Either way, all engineers need a thorough understanding of Project Management theory, principles, practices, tools and techniques. This course has been structured to stimulate the interest of student engineers in the discipline of Project Management and to equip them with sufficient knowledge of the discipline to meaningfully participate in project work at an early stage. Many organisations do not employ full time Project Managers and...
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...Project Management ENGG 951 Final Project Project Management ENGG 951 Final Project Commercial Tower Construction By : Amro Hafez 4245209 Ali Akram 4601014 Aouis Alhamed 4446082 Lecturer Name : Prof. Kamal Jafaar Page 1 of 61 Project Management ENGG 951 Final Project Table of Contents 1. Introduction ..................................................................................................................................... 3 2. Initiating Process Group: .................................................................................................................. 4 3. Project Scope Statement .................................................................................................................. 7 4. Project planning & scheduling: ....................................................................................................... 12 5. Quality Management Plan: ............................................................................................................ 18 6. Health, Safety and Environmental Management (HSEM): ............................................................. 32 7. Risk Management .......................................................................................................................... 36 8. Project Cost Management:............................................................................................................. 47 9. Procurement Management .............................................
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...Preparing Project Budgets for Business Cases Technical guide The Secretary Department of Treasury and Finance 1 Treasury Place Melbourne Victoria 3002 Australia Telephone: +61 3 9651 5111 Facsimile: +61 3 9651 5298 www.dtf.vic.gov.au Authorised by the Victorian Government 1 Treasury Place, Melbourne, 3002 © Copyright State of Victoria 2012 This book is copyright. No part may be reproduced by any process except in accordance with the provisions of the Copyright Act 1968. ISBN 978-1-922045-92-8 Published August 2012. If you would like to receive this publication in an accessible format please telephone 9651 0909 or email mailto:information@dtf.vic.gov.au Contents 1. Background 1 1.1 Context 1 1.2 Purpose – developing and managing project budgets 2 1.3 Scope of application 2 1.4 Structure of this guide 3 1.5 Related guides and frameworks 3 1.6 The need for an accurate project budget 4 2. Elements of a project budget 5 2.1 The headline elements of a project budget 5 2.2 Successful financial planning 9 2.3 The need for a whole-of-life approach 10 2.4 ‘Poor project planning’ risks are not project risks! 10 2.5 Delivering to budget 11 3. Foundations for good project budgets 12 3.1 Better business cases and better project budgets 12 ...
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...basis. By identifying current utility locations and correlating utility-related information between ongoing and upcoming projects, UMSs can reduce the occurrence of unexpected delays and cost overruns resulting from unforeseen utility conflicts found during construction. This paper presents an analysis of a two-part survey of local agency professionals in the transportation industry, regarding perceptions of UMS cost and time benefits and implications associated with implementation. The paper evaluates two hypotheses regarding local agencies’ perception on two key areas: (1) impact of UMS cost and time implementation requirements on implementation decisions; and (2) difference in cost and time benefits and implications for different types of local agencies. The study finds that despite its obvious potential benefits, UMSs are not being widely implemented at the local level because the cost to adopt them is perceived to be high. Additionally, this study found opportunities for improvement that may considerably advance UMS practices. DOI: 10.1061/(ASCE) IS.1943-555X.0000269. © 2015 American Society of Civil Engineers. Author keywords: Utility relocation; Utility management systems (UMSs); Subsurface utility engineering (SUE). Introduction Issues related to utilities are one of the major causes of construction delays in roadway construction projects and can...
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...ASSESSMENT OF THE USE OF BUILDING INFORMATION MODELING (BIM) IN THE NIGERIAN AEC INDUSTRY. A case study of selected firms. BY GYET, DAVID U11AT1038 PROJECT SUBMITTED TO THE DEPARTMENT OF ARCHITECTURE, FACULTY OF ENVIRONMENTAL DESIGN, AHMADU BELLO UNIVERSITY ZARIA IN PARTIAL FULFILLMENT FOR THE AWARD OF BACHELOR OF SCIENCE (BSc.) DEGREE IN ARCHITECTURE AUGUST 2015 DECLARATION I hereby declare that the work in this project titled “ASSESSMENT OF THE USE OF BUILDING INFORMATION MODELING (BIM) IN THE NIGERIAN AEC INDUSTRY. A case study of selected firms.” has been performed by me in the department of Architecture, Ahmadu Bello University Zaria under the supervision of Arc A.S Salisu. The information derived from the literature has been duly acknowledged in the text and a list of references provided. No part of this project report was previously presented for another degree or diploma at this or any other institution. ____________________________ _______________________ Gyet David Date (U11AT1038) . CERTIFICATION This project report entitled “ASSESSMENT OF THE USE OF BUILDING INFORMATION MODELING (BIM) IN THE NIGERIAN AEC INDUSTRY. A case study of selected firms.” By GYET DAVID (U11AT1038) meets the regulations governing the award of the degree of Bachelor of Science in Architecture (BSc. Architecture) of Ahmadu Bello University, and is approved for...
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...Cleveland State University EngagedScholarship@CSU Civil and Environmental Engineering Faculty Publications Civil and Environmental Engineering 6-2013 1976 Montreal Olympics: Case Study of Project Management Failure Ashish Patel HWH Architects Engineers Planners, Inc, abp@hwhaep.com Paul A. Bosela Cleveland State University, p.bosela@csuohio.edu Norbert Delatte Cleveland State University, N.DELATTE@csuohio.edu Follow this and additional works at: http://engagedscholarship.csuohio.edu/encee_facpub Part of the Civil Engineering Commons, and the Construction Engineering and Management Commons Publisher's Statement © ASCE Original Citation Patel, A., Bosela, P., and Delatte, N. (2013). "1976 Montreal Olympics: Case Study of Project Management Failure." J.Perform.Constr.Facil., 27(3), 362-369. This Article is brought to you for free and open access by the Civil and Environmental Engineering at EngagedScholarship@CSU. It has been accepted for inclusion in Civil and Environmental Engineering Faculty Publications by an authorized administrator of EngagedScholarship@CSU. For more information, please contact library.es@csuohio.edu. 1976 Montreal Olympics: Case Study of Project Management Failure Ashish Patel1 ; Paul A. Bosela, F.ASCE2 ; and Norbert J. Delatte, F.ASCE3 Introduction On May 12. 1970. extensive lobbyi ng and d iplomacy by Montreal Mayor Jean Drapeau paid off when Montreal was awarded the 1976 O lympic Games over strong bids...
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...Report Progress Review and Coordination Meetings Progress Measurement and Payment Quality Surveillance Safety and Health Environmental 6 TABLE OF CONTENTS CLOSEOUT Page i of v CONTRACT/SUBCONTRACT MANAGEMENT MANUAL 6.1 6.2 Beneficial Occupancy 6.3 Substantial Completion 6.4 Punch List 6.5 7 Contract Closeout Warranty SPECIAL TOPICS 7.1 Contract Law 7.2 Basis for Claims 7.3 Negotiation 7.4 Interface Coordination 7.5 Labor and Industrial Relations 7.6 Force Accounts 7.7 Liquidated Damages 7.8 Delays and Extension of Time 7.9 Acceleration 7.10 Suspension of Work 7.11 Differing Site Conditions 7.12 Terminations 7.13 Project Environmental Controls INDEX FORMS TABLE OF CONTENTS Page ii of v CONTRACT/SUBCONTRACT MANAGEMENT MANUAL Introduction TABLE OF CONTENTS 1.1 Purpose......................................................................................................................................1 1.2 Scope.........................................................................................................................................1 TABLE OF CONTENTS SECTION 1. INTRODUCTION Page i 1 INTRODUCTION 1.1 Purpose This Guide establishes...
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