Job site Final

sandbagging (in reference to scheduling) ... good or bad?

"sandbagging" when it comes to Sales, is when deals that are already done are held aside until later in the week, month, or year until there's a bigger incentive in place. While not too many PMs are paid commission, instances of "sandbagging"show up when it comes to status reports. For example, a project deliverable may be complete or further along towards completion than is reported on the status report.

Factors that lead to unproductive jobsite

-Weather and Climate variations -each project is different -little R&D spent in construction industry -dangerous, work rules, done in place -fragmented - many small companies -increase emphasis on safety -very labor intensive -impacted by economic swings -govt regulations/safety -new teams and turnover (learn curve)

fundamentals of the. learning curve (aka experience effect)

-a task repeated many times in construction results in corresponding reduction in how long it takes to perform - as the number of times a task is performed, the time taken is reduced

Risk: Accept (retention)

-accepting the loss when the incident occurs -ex: self-insurance, insurance deductible -better for small risks where cost of insuring against the risk would be greater over time than the total loss sustained

Causes of change orders

-change in scope, owner-directed -constructive change: owner wants the contractor to work outside the contract -consequential change: occurs when there is an impact of the change order on other works -differing site conditions: if geometrical reports and the subsurface conditions differ -jobsite discovery of hazardous materials: any extra materials discovered other than specified in the contract -code revisions -vendor coordination -product subsitution

Spearin Doctrine

-contractor not liable to the owner for any loss or damage resulting from the degective plans and specs -owner bears construction risk of design errors -dec 9, 1918

Direct work percentage on a jobsite

-direct work (32%) and/or rework -get (tools, materials, transport) (7%) -traveling (13%) -waiting (29%) -instructions (8%) -personal breaks (5%) -late start/early finish (6%)

Risk: Avoid

-eliminate, withdraw from or not become involved -not performing an activity that could present risk -ex: not purchasing a land plot due to possible ancient burial grounds

Stay-in-place structural systems formwork

-fiber reinforced plastic panels

main components in a cash flow diagram

-operating, investing and financial activities -helps owner understand cash requirements -financing party& fund disbursements (sells bonds) -identify contractor front-loading -resource management -present value, number of years/months, expenditure per year/month, interest rate

What does a safety plan include

-project roles and responsibilities - job site map -project activities -JHA

Risk: Mitigate

-reducing severity of the loss -ex: fire sprinklers -reduce risk of loss by fire

Insulating concrete forms formwork

-remains in place upon completion -assist in thermal and acoustical (typically in basements)

3 elements of EVMS, triad containing...

-scope -schedule -budget

Risk: Transfer

-sharing with another party the burden of loss -ex: insurance companies

Requirement of formwork

-strong enough to withstand pressure and maintain shape -tight enough to prevent leakage -simple to assemble and remove with conventional tools and materialsw -sized to handle for hoisting and transportation -safe for workers in all phases -designed to strip without damage to either form or concrete

major differences/advantages manufacturing has in relation to construcgtion

-variables are controlled (speed, temp, etc) -very little worker turnover -same items being manufactured each day -R&D quality control -repetition -work on level surface -automation -prefab

Traditional Formwork

-wood timber -engineered formwork systems (wood and/or metal)

during placement of concrete, what does a team do to assure proper placement

1. continuous watch during and after 2. safe placement with constant communication 3. adjust elevations during pour 4. identify bulges and know tolerances 5. usual failures occur from slow creeping settlements (cont measurements) 6. vibrated areas should be closely watched - depths of 4' amax -can you over vibrate?

3 steps for change orders

1. gc notices differences between actual conditions and conditions shown on CDs. GC notifies arch. via RFI 2. the arch must respond to the. gc regarding what needs to be done. normally done in contract clarification 3. contractor must determine if this clarification is considered additional work. If yes, gc must price asap. Arch may prepare a proposal request followed by offical Change Order Proposal (COP), which is completed by the contractor with the pricing and request for time extension 4. If the architect agrees that the price is appropriate for the work and if the owner agrees that a change order is necessary, the architect can prepare a change order. Work is not authorized to proceed until the change order is signed by both the owner and contractor. As the processing of a change order takes considerable time, the architect might issue a change directive or field order for the contractor to proceed with the work immediately. This change directive specifies a price for the work, or a method to deter-mine the price, such as cost-plus-a-fee. The owner must sign the change directive. A change order may be a summary of several change directives.

Main reasons formwork fail

1. improper stripping and shore removal 2. inadequate bracing 3. vibration 4. unstable soil 5. inadequate control of placement 6. lack of attention to details

Difference between Addenda and Change Order

A CO is used to exchange or modify materials and/or work listed on the scope for other materials or work An addendum is used to *add* additional work (labor and/or materials) to the Scope

Tools a GC has to ensure quality

BIM, constructibility reviews, surveying, MEPS coordination meetings, schedule & cost updates, lots of meetings

Scope

CD, labor agreements, site conditions, govt constraints, safety (OSHA) constraints Organizatinal Breakdown structure (OBS) Work breakdown structure (WBS)

Deputies inspector role Who are they hired by

Deputy inspectors provide a service to builders who require continuous inspection for time periods that Building and Safety inspectors cannot otherwise fulfill. They are hired by the Owner

EVMS

Earned value management system -provides visibility , accountability and standardization -results :effective and proactive project controls -uses data

When is retained paid and issued

Retainage is released and the funds are paid out to contractors and subcontractors once construction project is completed - usually after the final release of lien has been signed, along with any relevant completion certificfates ** released when cosntruction project is complete

Building inspector's role

Their main task is to enforce local building codes. They are independent and do not enjoy any type of gain from their decisions. They do not direct the contractor. They make decisions regarding conformance to specifications or codes. They can accept or reject work.

Retainage definition

a portion of the agreed upon contract price deliberately withheld until the work is substantially complete to assure that contractor or subs will sastify its obligations and complete a constructin project

budget

budget esgtimate to complete scope w/ available resources develop in coordination w/ schedule

Big 4 osha hazards

falls electrocution caught-in struck-by

Temp structures example (types of formworks)

footings sog walls cols slabs beam and girder shoring and scaffolding

Difference between horizontal and vertical forms

horizontal - sheathing/joist/stringer/shores/ cross bracing vertical - sheathing/ studs/ wales/ ties/ struts

Where/ When is it important to agree upon Unit Prices

in the contract/ contract docs

what is the point of pull planning

include every key stakeholder on a project collaboratively starts w/ the end goal and works backwards milestone by milestone toward the start date

Liquidated damages

intended to compensate the owner for late completion; at substantial completion, the owner has functional use of the project and therefore no longer incurring damages.

Quality Assurance

measures set-up prior to work in place // an activity to ensure that an organization is providing the best possible product/service to customers (ex: performing slump test to make sure it is as workable as planned)

Quality Control

measures set-up prior to work in place //ensure quality in a product/ service. It doesn't deal w/ the process used to create a product; but it examines the quality of the "end product" and the final outcome (ex: concrete cylinder break tests, making sure they met requirement prior to pour)

Substantial completion

provided by the architect, stops the lock on LD's //The point at which all punch list work has been completed and the owner can occupy or take possession of the new facility.

Objectives of formwork

quality- strength/ rigidity/ position/ dimension safety- workers/structure economy - cost/ reusable/maintain first two

why are change orders such a pain

they require additional time. Factors like determining what change order is necessary to show the impact of their additional work, outside influences are few factors for time extension in change orders

Additional costs you can include on a change order (gc perspective)

time extension

Schedule

timeline to complete scope w/ available resources incorporates: wbs,obs, cost accts