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CONSTRUCTION METHODS AND EQUIPMENTS

CONSTRUCTION PROJECT
PARTIES INVOLVED:
1. OWNER
2. DESIGNER
3. SUPPLIER
4. CONSTRUCTOR
5. END USER
CONSTRUCTION
- Is the step in which plans, specifications, materials and permanent
equipment are transformed by a constructor usually called a contractor, into a
finished facility.
CONSTRUCTION CONTRACTS

CONTRACT
- determines the actions of the parties in their dealings with each other. The
parties to a contract are bound to each other for a certain period of time by a
unique and exclusive relationship (privity of contract) they have created for their
mutual benefit, which gives them both obligations which they have agreed to
accept so that both may benefit.
CONSTRUCTION CONTRACT DOCUMENTS
-define the agreement between the owner and the contractor. It is a twoparty agreement that does not include the designer
FOUR ATTRIBUTES OF A CONTRACT
TO BE VALID
1. AGREEMENT AND ACCEPTANCE
2. CONSIDERATION
3. CAPACITY
4. LEGAL

COMMON TYPES OF CONTRACTS


1. LUMP SUM CONTRACTS
-

Also known as FIXED FREE CONTRACT.

Contract where there is an agreement in which one party consents to pay


another party a set of an amount for completing the work or providing the
goods described in the agreement.

2. UNIT PRICE CONTRACT


-

This kind of contract is based on estimated quantities of items included in the


project and their unit prices. The final price of the project is dependent on the
quantities needed to carry out the work.

3.COST-PLUS-FEE CONTRACT
-

A contract agreement wherein the purchaser agrees to pay the cost of all
labor and materials plus an amount for contractor overhead and profit
(usually as a percentage of the labor and material cost).

4. INCENTIVE CONTRACTS
-Compensation is based on the engineering and/or contracting performance
according an agreed target - budget, schedule and/or quality.
The two basic categories of incentive contracts are
Fixed Price Incentive Contracts
Cost Reimbursement Incentive Contracts
5. PERCENTAGE OF CONSTRUCTION FEE CONTRACTS
-Compensation is based on a percentage of the construction costs.
-Compensation is based on the engineering and/or contracting performance
according an agreed target - budget, schedule and/or quality.
The two basic categories of incentive contracts are
Fixed Price Incentive Contracts
Cost Reimbursement Incentive Contracts
CONSTRUCTOR SPECIALTIES
1.

RESIDENTIAL

2. BUILDING-COMMERCIAL
3. INDUSTRIAL
4. HIGHWAY HEAVY
5. SPECIALTY
1. RESIDENTIAL
2. BUILDING-COMMERCIAL
3. INDUSTRIAL
4. HIGHWAY HEAVY
5. SPECIALTY
DIVISIONS FOR THE BUDGET
1. MATERIAL
2. LABOR
3. EQUIPMENTS
4. SUBCONTRACTS
5. OVERHEAD
6. PROFIT/RISK
METHODS USED TO REDUCE THE COST OF CONSTRUCTION
1.
Design the concrete structures with as many duplicate members as practical
in order to permit the reuse of forms without re building
2.

Simplify the design of the structure where possible

3. Design the use of cost-saving equipments and methods.


4. Eliminate unnecessary special construction requirements.
5. Design to minimize labor-intensive activities.

6. Specify a quality of workmanship that is consistent with required project


quality.
7. Furnish adequate subsurface information where possible.

8.Refrain from requiring the constructor to assume the adequacy of the design or
the responsibility for information that should be furnished by engineer or architect.
9. Use local materials when they are satisfactory.
10. Write simple, straight forward specifications which clearly state what is
expected define either the results expected or the methods of accomplishing the
desired results, but not both.
11. When possible, use standardized specifications which are familiar to the
constructors.
12. Hold pre-bidding conferences with constructors in order to eliminate
uncertainties.
13. Use inspectors who have sufficient judgment and experience to understand the
project and to give them the authority to make decisions.
CONSTRUCTION ECONOMY AND THE CONTRACTOR
POSSIBLE REDUCTIONS IN THE CONSTRUCTION COSTS BY THE CONTRACTOR
1. Prebidding studies of the project and the site to determine the effect of:
a. Topography
b. Geology
c. Climate
d. Sources of material
e. Access to the project
f.

Housing facilities

g. Storage facilities
h. Labor Supply
i.

Local Services

2. The use of alternate construction equipment, having higher capacities, higher


efficiencies, higher speed, more maneuverability, and lower operating cost.
3. The payment of a bonus to the key personnel for production in excess of a
specified rate.
4. The use of radios in means of communication between the headquarters office
and key personnel on projects covering large areas.

5. The practice of holding periodic conferences with key personnel to discuss plans,
procedures, and results.
6. Adoption of realistic safety practices on a project as a means of reducing
accidents.
7. Considering the desirability of subcontracting specialized operations to other
contractors who can do the work more economically than the general contractor.
8. Considering the desirability of improving shop and serving facilities for better
maintenance of construction equipment.
VALUE ENGINEERING
-

This is a formalized application of a specialized branch of engineering whose


objective is to effect economy in the cost of constructing a project.

Value engineering maybe applied to a project in One or Two Stages.

1. During or immediately after the completion of the plans and specifications, and
prior to their release to contractors.
2. After a contractor is awarded for the construction of the project.
EQUIPMENT PLANNING AND ESTIMATING
-Each piece of construction equipment is specifically designed by the manufacturers
to perform certain mechanical operations
-The proof of how well the planner understands the projects and coordinates the
utilization of the companys equipment is in the bottom line when the contract is
completed is by PROFIT OR LOSS.
THE PLANNING PROCESS FOR EQUIPMENT AND METHODS
-Planning is required for, Production achievement, Cost control, Commitment,
Consistency, Communication, and Coordination of the project and the parties
involved in the project.
Planning must also clearly identify the work to be done and establish the following:
1. Desired schedule
2. Realistic cost estimates
3. Quality objectives
4. The Best contracting strategy.
Formal Planning Involves the following Steps:

1. Analyze the project, establish the scope and feasibility, and specify the
limitations involved:

Time

Money

Location

Competition of resources

Coordination requirements

2. Divide the Project down into specific and discrete activities.


- For large projects, combine small activities into larger activities (hierarchical). This
is known as hammocking.
3. Estimate the time, resources, and cost required to perform each activity. Such
estimates must be reasonable.
4. Place activities in proper relation to each other with respect to their logic
constraints.
5. Portray a plan in a form of a network which shows interrelationships between the
activities.
6. Place activities in time sequence. A Bar Chart is an excellent way of depicting this
information.
7. Apply limitations of time, available resources, climate, etc. This will provide:

The times for delivery of materials and installed equipment.

The classifications and number of workers needed and the periods of time will
be needed.

PROJECT NETWORK ANALYSIS (CPM)

- This method of project planning involves the identification of specific activities,


their durations and interrelationships.
Two Types of Networks
1. Activity-On-Arrow (AOA)
- commonly called arrow diagramming.

2. Activity-On-Node (AON)
- commonly called precedence diagramming.
- Each of these types, both generally termed critical path method (CPM).
- They uses the same information in a slightly different form.
Basic principles and limitations of AOA and AON are that:

They portray the dependency relationships among activities.

All activities have a single duration and must have an identifiable beginning
and end.

All activities preceding a given activity must be completed before the given
activity can begin.

Basic networks do not indicate the time sequence of a project.

An activity may not be interrupted. (A major limitation).

ACTIVITY-ON-ARROW DIAGRAMMING
The following terms are used in the construction of this type of diagram and its
various parts.
ACTIVITY- A specific job or task that has to be performed.
EVENT- The start or completion of an activity. It requires no time in itself and is
usually indicated on the AOA diagram by a number enclosed in a circle. The event is
sometimes referred as a node.
ARROW- A line drawn to represent each activity in a network, joining two
events(the start and the finish of an activity).
AOA Network- This is the arrow diagram drawn to portray the proper relationships of
activities in a project.
DUMMY- is an artificial activity, usually represented on the diagram by a dotted line
to describe the proper relationship on the activities.
EARLY START (ES)
- This is the earliest time that an activity can start.
DURATION (D)
- The estimated time to perform an activity.

EARLY FINISH (EF)


-

Is the earliest time that an activity can be finished.

EF = ES + D

LATE START (LS)


-

Is the latest time that an activity can be started without delaying the
completion of the project.

LS= LF-D

LATE FINISH (LF)


- Is the latest time that an activity can be finished without delaying the completion
of the project.
- LF= LS+D
TOTAL FLOAT (TF)
- This is the amount of time that an activity maybe delayed without delaying the
completion of the project.
TF= LS - ES = LF EF.
FREE FLOAT (FF)
-

Is the time that the finish of an activity can be delayed without delaying the
early start time of any following activity.

FF= ES of the following activity EF of this activity.

CRITICAL PATH
- Is the longest interconnected path of activities through the network.
CRITICAL ACTIVITY
-

An activity on the critical path. It has a zero float time, that is LS ES = 0

And LF EF = 0.
STEPS IN CRITICAL PATH SCHEDULING
1. Separate the project into discrete activities, each with a definite starting point
and ending point.
2. Estimate the duration of each activity.

3. Determine the proper sequencing of each activity, including which activity must
precede or follow other activities.
4. Draw an AOA network with the activities and events which are properly
interconnected.
5. Examine the network and optimize, if possible, to eliminate unnecessary dummy
activities.
6. Assign numbers to all events, being sure that the from number is always less
than the to number.
7. Make a forward pass and backward pass through the network to establish ES, LS,
EF, LF times for all activities.
8. Determine the critical path or paths and critical activities.
9. Prepare a table listing all activities, their designations, durations, and ES, LS, EF
and LF times, and their total float.

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