CONSTRUCTION

MANAGEMENT
CHAPTER 5: PROJECT STAGES

Presented and prepared by: Purchia Jeda A. Pague

ARSP 2 – 05799 (1:30-2:30 P.M.) Ar. Jaime B. Gonzaga 1

 Project Stages
Construction Project
 complex undertaking
 Involves numerous people
 Involves several activities
 Needs to accomplish many requirements

All the aforementioned above are needed

accomplish the goals set forth by the owner 2
(Jackson, 2010)
INTRODUCTION

3
 Project Stages
Overall Design and Construction Process

 Familiarity with the stages is a must.

 Linear in nature
 Requires a systematic, comprehensive
approach.
4
(Jackson, 2010)
 Project Stages
Overall Process

Occupancy
Concept (Pre- and Post- Utilization
(Designer) Occupancy (End User)
Evaluation)

5
(Jackson, 2010)
Project Stages

 Each stage is unique.

 Specific management
techniques and skills are needed
to keep everything on track.
 Project team works together in a
coordinated effort.
 There is a lot at stake.
6
(Jackson, 2010)
 DESIGN AND
CONSTRUCTION PROCESS

7
Design and Construction Process

 Has a method to the

“madness”.
 Design and construction of
buildings, bridges, and
roadways follow a consistent
linear path.
 Moves through the process
one step at a time.
8
(Jackson, 2010)
Design and Construction Process: Stages

 Design
 Pre-construction
 Procurement
 Construction
 Post-Construction
 Occupancy
9
(Jackson, 2010)
DESIGN STAGE

10
 Design Stage
 Involves an intensive study
and a lot of considerations.

 Architects and engineers

take ideas with certain
requirements and develop
the two into comprehensible
plans and specifications.
11
(Jackson, 2010)
Design Stage

 Traditionally, contractors are not directly involved in

the design process unless the project delivery
method is design-build or CM.
 Good contractors are aware of what occurs during
this first step in the project sequence.

12
(Jackson, 2010)
 Design Stage
 Is about function and
layout.

 Ultimate purpose of the

documents is to
communicate graphically
to the contractor what to
build. 13
(Jackson, 2010)
Design Process:
Four Steps

 Programming and feasibility

 Schematic design
 Design development
 Contract documents

(Jackson, 2010) 14
Design Process: Programming and Feasibility

 Programming is typically done

prior to the design process and
engages the owners and end
users.
 Clarifies needs, goals, and
objectives for the facility.
15
(Jackson, 2010)
Design Process: Programming and Feasibility

 Owner will inform the designer

about what they like and what
they don’t like.

Project budget is also discussed.

16
(Jackson, 2010)
Design Process: Programming and Feasibility

 Feasibility : the state or

degree of being easily or
conveniently done.
(Merriam-Webster)

17
(Jackson, 2010)
Design Process: Schematic Design

Also known as conceptual

design is the first step of the
creative process.

 Drawings consist of rough

sketches.
18
(Jackson, 2010)
 Design Process: Schematic Design

Rough Sketches

- General spaces and adjacencies

- Shapes
- Circulation patterns
- Site Orientation
- Massing 19
(Jackson, 2010)
 Design Process: Schematic Design

 Design team starts to

consider things:
• Material
• Sizes
• Colors
• Textures
• other aesthetic factors 20
(Jackson, 2010)
Design Process: Schematic Design

 Design is far enough

along for the design
team to outline
preliminary
specifications and
estimates.
21
(Jackson, 2010)
Design Process: Design Development

 Where much of the

detail work gets done.

 Great deal of research

and investigation on the
use of materials,
equipment, and systems 22
(Jackson, 2010)
Design Process: Design Development

 Specifications become more

developed at this stage, and
more accurate pricing can
now take place.

23
(Jackson, 2010)
 Design
Process:
Design
Development

 Value engineering and

constructability reviews are
24
typically performed.
(Jackson, 2010)
Design Process:
Contract Documents

 Final detailed drawings.

May also be referred to as

working drawings.

 Plans that the builder will

actually use for
construction. 25
(Jackson, 2010)
Design Process: Contract Documents

 Constitute a major component of the legal

contract.
 Used to solicit bids and pricing from the
contractor.
 Quality of these documents will impact the quality
of the pricing.
26
(Jackson, 2010)
 CODES AND
COMPLIANCE ISSUES

27
CODES AND COMPLIANCE ISSUES

 Design meets all building

codes and complies with
various statutory
regulations such as
environmental impacts.

Sometimes turn out to be

the most frustrating for all
parties involved. 28
(Jackson, 2010)
CODES AND
COMPLIANCE ISSUES
 Plans are submitted to the
appropriate planning,
zoning, and building
authorities for plan checks
and compliance reviews.

Process can take weeks,

months, even years.
29
(Jackson, 2010)
CODES AND
COMPLIANCE ISSUES

 Projects get tied up in

the red tape and
political bureaucracy.

 Contractor is usually
not involved until after
the final design stage.
30
(Jackson, 2010)
 CODES AND
COMPLIANCE ISSUES
 Obtain the building permits.

 Process can take weeks or

months depending on the
number of resubmittals that
must take place and the
workload of the particular
jurisdiction.
31
(Jackson, 2010)
CODES AND COMPLIANCE ISSUES

 Quality of the contract

documents relative to
code compliance will
influence the ability of
the contractor to
expedite the permitting
process. 32
(Jackson, 2010)
BIDDING STAGE

33
BIDDING STAGE

 Design phase culminates

with the competitive
bidding stage.

 Time to select the builder

and award the contract.
34
(Jackson, 2010)
BIDDING STAGE

 Architect produces multiple

sets of documents for
distribution to the contractors
during the bidding stage.

 Architect also sends several

sets to the building
department for a plan check.
35
(Jackson, 2010)
BIDDING STAGE

 Checking of the plans by the building department

occurs at the same time that bidding is taking
place.

 Architect coordinates the bidding procedures and

assists the owner in making the contractor
selection. 36
(Jackson, 2010)
BIDDING STAGE

 Notice to proceed is issued

to the winning contractor.

 Work that will transform the

design into reality begins.

37
(Jackson, 2010)
PRE-CONSTRUCTION PHASE

38
 PRE-CONSTRUCTION PHASE

 Only members of the

construction team who have
been involved with the project
are the estimators.

 Estimators pass the job over to

the project manager. 39
(Jackson, 2010)
 PRE-CONSTRUCTION PHASE

 Project manager is the

captain of the construction
management team.

 Quality of the information

passed from estimator to
project manager is very
important. 40
(Jackson, 2010)
 PRE-CONSTRUCTION PHASE

 Project manager’s job is

to set the course of action.
 Put together the team
that will carry this project
through to satisfactory
completion.
41
(Jackson, 2010)
PRE-CONSTRUCTION
PHASE

 Also referred to as “job

startup”.
 All about planning.
 Is “fast and furious” because
of schedule constraints.
 Time to create a fully
thought-out plan of action
can be very difficult.
42
(Jackson, 2010)
 PRE-CONSTRUCTION PHASE

 Receiving the notice to proceed = receiving orders

to deploy troops and equipment in an urgent
military maneuver.
 Time is of the essence, and you don’t always have
the people or the resources that you need right at
the moment you need them.
43
(Jackson, 2010)
 ASSIGNING THE PROJECT TEAM

A typical construction
project will have:
1. a project manager
2. contract administrator
3. general superintendent
4. assistant superintendent
5. At least one field engineer.
44
(Jackson, 2010)
 ASSIGNING THE
PROJECT TEAM
 On-site project team is
supported by the office
management team in
the form of:

1. estimating
2. contract administration
3. accounting
4. job costing
5. payroll.
45
(Jackson, 2010)
TEAM MEMBERS AND THEIR ROLES
46
PROJECT
MANAGER (PM)
- “Captain” of the team.
- Has extensive experience in
construction
- broad background in all
aspects of the management
process
- size of the company and the
size of the project ultimately
influence the specific duties
of the PM
47
(Jackson, 2010)
 PROJECT MANAGER (PM)

 Is charged with four fundamental management tasks:

1. Assembling the best possible team for the project

2. Developing the overall project schedule
3. Setting up the cost control system
4. Establishing a quality control plan.
48
(Jackson, 2010)
 PROJECT MANAGER (PM)

 Accountability is twofold: they must see to it that the

obligations spelled out in the contract documents are
met to the owner’s satisfaction.

 Makes sure that the project runs as efficiently as

possible.
49
(Jackson, 2010)
CONTRACT
ADMINISTRATOR
 Assists both the project
manager and the
superintendent with many
of the details of the
contract.
 May process progress
payment applications,
change orders, or
submittals on behalf of the
project manager. 50
(Jackson, 2010)
 CONTRACT ADMINISTRATOR

 Must be completely familiar with the contract

stipulations and provisions

Must be accustomed to working with all of the

common forms, policies, and procedures.
51
(Jackson, 2010)
SUPERINTENDENT
 Is the “first lieutenant”.
 Responsible for
coordinating all of the
construction activities on-
site and keeping the
project on schedule.
 Must be very
knowledgeable when it
comes to construction
methods and details.
52
(Jackson, 2010)
 SUPERINTENDENT

 Is in charge of all direct labor and subcontractors.

 Must ensure that the work complies with the
requirements of the contract documents.
 Manage the flow of materials, deliveries, and
equipment.
 Safety planning and management is a major function
for which the superintendent is responsible. 53
(Jackson, 2010)
 SUPERINTENDENT

 Is the daily point of contact for the owner and must

maintain good working relations with all of the owner’s
representatives.
 Critical job.
 A construction job may become sour more quickly than
having the wrong superintendent.
 Must be as much a diplomat as a construction expert.
54
(Jackson, 2010)
FIELD ENGINEER

 This entry-level position

is usually the first step to
becoming a project
manager.
 Responsible for
handling much of the
paperwork that passes
through the field office.
55
(Jackson, 2010)
 FIELD ENGINEER

 Usually assigned the tasks of processing and tracking

requests for information (RFIs), submittals, and shop
drawings.
 May also assist with:
1. the project layout
2. payment verification
3. subcontractor coordination
4. other tasks assigned by the superintendent 56
(Jackson, 2010)
DUE DILIGENCE

57
 DUE DILIGENCE

 Not a term that is appropriate to the construction

industry.
 Is the process of identifying any problems or areas of
concern that exist so that those problems can be
factored into the decision making that takes place
during the pre-construction stage.
58
(Jackson, 2010)
DUE DILIGENCE

 Surprises increase risk

and are not welcome
during construction
 These hinder the work
progress, impacting the
schedule, the cost, and in
some instances even the
quality of the job.
59
(Jackson, 2010)
SITE INVESTIGATION

 Deals primarily with

site clearing, grading,
and excavating
 Generally considered
one of the riskiest
divisions of work.
(Jackson, 2010) 60
SITE INVESTIGATION
 Surprises such as hidden
geological problems,
hazardous material, or
historical remnants may
be discovered after the
job begins.
Contractors mitigate
unforeseen conditions.
(Jackson, 2010) 61
SOIL TESTING AND
ENGINEERING

62
 SOIL TESTING AND
ENGINEERING
 Reliable practice.
 Eliminates surprises associated
with subsurface conditions.
 Owners should insist upon these
tests.
 Designers should ensure that the
reports are made part of the
supplemental conditions to the
contract.
(Jackson, 2010) 63
VALUE ENGINEERING

64
 VALUE
ENGINEERING
A thorough analysis is
conducted of the design,
whether the proposed design
solutions are really the best
solutions relative to their cost.
purpose of value engineering is
to optimize resources to
achieve the greatest value for
the money being spent. 65
(Jackson, 2010)
 VALUE ENGINEERING

A project team that can propose creative and cost-

effective solutions.
One of the most underutilized resources available to
the design team in the development of their solution
is the engagement of the field personnel.
66
(Jackson, 2010)
 PERMITTING AND
INSPECTION PROCESS

67
 PERMITTING AND INSPECTION PROCESS

 Building permits must be issued by the local building

authority.
 Owner may secure building permits
 This task is typically handled by the construction
management team. If this task is mismanaged, the
entire project is at risk for failure.
68
(Jackson, 2010)
 PERMITTING AND INSPECTION PROCESS

Time is of the essence on virtually every construction

project.
A delayed permit will cause a contractor’s hair to
turn gray before its time.

69
(Jackson, 2010)
PROCUREMENT
STAGE

70
 PROCUREMENT
STAGE
 To procure means to buy or obtain.
 Often referred to as “buying out”
the job.
 Two primary instruments associated
are subcontracts and purchase
orders.
 Can be a major department or
division within the construction
company whereby purchases are
made on a regional or national
level. 71
(Jackson, 2010)
SUBCONTRACTS

72
 SUBCONTRACTS
 General contractors buy trade
labor through subcontracts.
 During the bidding process,
various trade contractors offer up
bids for various sections of work.
 No contract between the general
contractor and the trade
contractor.
 Is just an offer of services
(sometimes including materials) at
a specified price.
73
(Jackson, 2010)
 SUBCONTRACTS

 A subcontract is executed with each of these trade

contractors. A big part of the project team’s job is to
manage each of these subcontracts.

 Conditions of the contract are adhered to and that

the work is performed in accordance with the plans
and specifications.
74
(Jackson, 2010)
PURCHASE ORDERS

75
PURCHASE ORDER

 An agreement
between a vendor and
a customer to provide
certain products that
meet a particular
specification for a
specified price.
76
(Jackson, 2010)
 PURCHASE ORD

 Assigning a member of the project team to function

as the purchase order expediter.
 Focus on the procurement schedule relative to
construction progress.
 Track purchase orders and deliveries. Failure in this
area can be devastating to the success of the
project.
77
(Jackson, 2010)
CONSTRUCTION STAGE

78
 CONSTRUCTION
STAGE
 Need to establish an
environment of trust and
cooperation right up front.
 Good superintendents
know that they must spend
almost as much time
building relationships as
they spend building the
facility. (Jackson, 2010) 79
MOBILIZATION

80
 MOBILIZATION
 Is all about setting up and
getting ready to start
construction.
 Construction cannot begin
until all of the proper
personnel, materials, and
equipment are in place.
 Sets the stage for all that is
to follow 81
(Jackson, 2010)
 REFERENCES

Jackson, B. J. (2010). Construction Management

Jumpstart (2nd ed.). Indianapolis, Indiana: Wiley
Publishing, Inc.

84
(Jackson, 2010)
END OF PRESENTATION

85