EC705 MSc.

Civil Engineering
(Construction)

ECM744 CONSTRUCTION SITE

AND SAFETY MANAGEMENT
PROFESOR MADYA DR. AHMAD RUSLAN MOHD. RIDZUAN
M.C.S.M

FACULTY OF CIVIL ENGINEERING

UNIVERSITI TEKNOLOGI MARA
Construction Project Lifecycle
 Learning outcomes
• Be able to develop and evaluate
construction project life cycle CO2-PO4
• Be able to evaluate the concept of the
project CO2-PO4
• Be able to evaluate the Design and the
implementation of the project CO2-PO4
 Introduction
• Six basic phases contribute to developing a project from idea to
reality:

Time
Phases Year 1 Year 2 Year 3

Conceptual &
Feasibility Studies

Engineering & Design

Procurement

Construction

Start-up &
Implementation
Operation &
Utilisation
 Concept and Feasibility Studies
• Most construction projects begin with recognition of a
need for a new facility.
• Long before designers start preparing drawings, and
certainly well before field construction can commence,
considerable thought must go into broad-scale planning.
• Elements of this phase include conceptual analyses,
technical and economic feasibility studies, and
environmental impact reports.
 Concept and Feasibility Studies
• For example, location is fundamental to planning for a
new industrial plant. Where can the plant are located to
provide desirable, nearby employment for an adequate
supply of skilled, productive workers? What are the
present and projected costs and customs associated
with the labour force?

• What political or institutional factors may ease or

impede the development and operation of the facility?
What will be the sociological and economic impact of
this plant on the community? What will be the
environmental impact?
 Concept and Feasibility Studies
• Similar forethought must go into the planning for any
new project. Transportation facilities, such as highways,
bridges, airports, and rapid transit systems, not only
need forecasts of future demands, but also analyses
of how the existence or non-existence of these
structures will actually affect social, economic, and
demographic patterns.
 Engineering and Design
• Engineering and design have two main phases:
- Preliminary engineering and design
- Detailed engineering and design.
 Preliminary engineering and design
• Stress architectural concepts, evaluation of technological
process alternatives, size and capacity decisions, and
comparative economic studies.
• In heavy construction, engineers are responsible for the
preliminary design, but they often need substantial input
from geologists, hydrologists, and increasingly from
ecologists and other professionals in the natural sciences.
• Once preliminary engineering and design are essentially
complete, an extensive review process need to be done.
• The review focuses mainly on seeking approval from
higher levels of management and from sources of external
financing, where required. Involves regulatory bodies that
look for compliance with zoning regulations, building codes,
licensing procedures, safety standards, environmental
impact, etc.
 Detailed engineering and design
• Process of successively breaking down, analyzing,
and designing the structure and its elements so that
it complies with recognized standards of safety and
performance while rendering the design in the form of a
set of explicit drawings and specifications that will tell the
constructors exactly how to build the structure in the
field.
• The design professional often conducts detailed field
studies to get good engineering information on
foundation conditions, slope stability, and structural
properties of natural materials.
 Procurement
• Procurement involves two major types of activities.
• One is contracting and subcontracting for services of
general and specialty construction contractors.
• The other is obtaining materials and equipment required
to construct the project.
 Construction
• Construction is the process whereby designers' plans
and specifications are converted into physical
structures and facilities.

• It involves the organization and coordination of all the

resources for the project-labour, construction equipment,
permanent and temporary materials, supplies and
utilities, money, technology and methods, and time-to
complete the project on schedule, within the budget, and
according to the standards of quality and performance
specified by the designer.
 Construction
• The key roles at this stage are played by the contractors
and subcontractors and their employees from the
building trades.
• There is also considerable input for inspection and
interpretation from the architect/engineer.
 Start-up and Implementation
• Most structures and facilities of any significance involve
a start-up and implementation phase.
• Much testing of components is done while the project
is underway. Nevertheless, as the project nears
completion, it is important to be sure that all components
function well together as a total system.
• In some cases, this mainly involves testing, adjusting,
and correcting the major electrical and mechanical
systems so that they perform at their optimum level.
• Also involves a warranty period during which the
designer and the contractors can be called back to
correct problems.
 Operation and Utilization
• The functional value of the project will depend upon the
decisions and implementation of the objectives
developed during the preceding phases.
• With a projected operational life of 20 to 25 years or
more, it is evident that the overall cost and value to the
owner throughout the operating life are determined
largely during the period from conception through start-
up.
 Activities of project closure
• Commissioning
– Start up and trial
– Main objectives of commissioning:
• Prove performance prediction
• To pass test and check
• To search for hazard
• Correction of design
• Personnel training
– Operation and maintenance of facility.
– Technical support required
 Activities of project closure
• Issuing certificates
– Completion certificate has consequences,
responsibility changed to client.
– Power of S.O ceased.
– L. A. D also ceased.
– Remedial works start
– CPC given.
 Activities of project closure
• Preparing documentation
– Maintenance manual
• To tell the client on maintenance operation.
– Record drawing
• As built drawing, changes, variations, etc.
– Purchased equipment records
• Vendor should provide technical back up.
• Technical specification, test certificate, operation manual.
– Correspondence
• Proper storage of legal correspondence.
 Activities of project closure
• Finalizing financial matters
– Final certificate is issued.
– Independent contractors are being paid.
• Project team report
– List the difficulties.
– Lesson learned for future
• Disposal of staff (Redeployment)
– Handling personnel
– Ensure staffs are motivated
– Keep staff fully informed.
Project Delivery Method
 Introduction
• The term contractual relationship/delivery method refers
to the owner's approach to organizing the project
team that will manage the entire design and
construction process.
• This selection process is governed to a large extent by
risk but also by the owner's desire to find a method that
will deliver the project on time, within budget, and in a
form that will meet the owner's needs most effectively
• A number of proven strategies can be used to
accomplish these ends. The two most common are
Traditional and Design & Build (Turnkey).
 Traditional Method
OWNER

RM
Completed project
design fee

Contract $
documents Bid price

DESIGNER CONTRACTOR

$ Completed
Consultant fees trade work

INFORMAL RELATIONSHIP
Design $
documents Sub-bid price

DESIGN SUBCONTRACTORS
CONSULTANT & SUPPLIERS
 Traditional Method
• In this arrangement, the owner first hires a design
professional, who then prepares a design, including
complete contract documents.

• With a complete set of documents available, the owner

either conducts a competitive bid opening to obtain the
lowest price from contractors to do the work or negotiates
with a specific contractor.

• The contractor is then responsible for delivering the

completed project in accordance to the contract
documents. The contractor may choose to subcontract
much of the work or may have the forces in house to
accomplish the task.
 Traditional Method
Advantages:
• Procedures and contractual rules of conduct have been
worked out and are well understood and reduces their
level of risk.

• Contractual protection for the owner. Contractors take the

responsibilities.

• Owner is insulated from many of the risks of cost

overruns, such as labour inefficiencies, nonperforming
subs, inflation, and other vagaries.

• Open market competition.

 Traditional Method
Disadvantages:
• Construction professional does not enter process until
the design is complete. Not usually reviewed for
constructability.

• Difficult to reduce the time required to do both design

and construction.

• All parties work as an individual. Provides little

opportunity for interaction and team building among the
participants.
Design & Build Method
OWNER

$ Completed
Project cost project

DESIGN & BUILD

FIRM
$ Completed
Consultation fees trade work

Design
documents

$
Bid price
Design Subcon. &
consultant suppliers
 Design & Build Method
• Design & build method provides a single point of contact
and responsibility throughout the life of the project. The
firm hired by the owner will perform both design and
construction.

• Entities offering this service may be design & build firms

with in-house employees or joint-venture firms that come
together contractually to perform a single project.

• In either case, the design/build entity can hire

subcontractors who perform the actual construction in
the field.
 Design & Build Method
Advantages:
• Good communication that can occur between the design
team and the construction team.

• Collaboration allows the project to be easily fast tracked,

cutting down on overall schedule for the project.

• Allows easier incorporation of changes due to scope or

unforeseen conditions.

• Owner is less heavily involved.

• Full responsibility on the design/build team.

 Design & Build Method
Disadvantages:
• Price can’t be given before project begins.

• The firm is hired before the design has started, any real
pricing is not possible. Conceptual budget.

• Lack of checks and balances because the designer

works for the same company as the builder.
 Owner - Builder
OWNER

DESIGN CONSTRUCTION
DEPARTMENT DEPARTMENT

OWN WORK
CONTRACTOR
FORCES
 Owner - Builder

• Owner responsible for the design and construction

works.

• Optional own forces work, contractors and

subcontractors.

• Fixed price, unit price or negotiated construction

contracts.
 Owner - Builder
Advantages:
• The owner may benefit from price competition in a
competitive situation.

• The owner participate fully in the management and control

of the project to the extent that he has qualified personnel
and may exercise control of expenditures in advance.

• Allows easier incorporation of changes due to scope or

unforeseen conditions.

• There is an opportunity to utilize contractor expertise

during the design phase to help minimize overall costs.
 Owner - Builder
Disadvantages:
• Disreputable, unskilled or unknowledgeable contractors can
abuse this arrangement if the owner is not careful in
selection.

• Contractor pressures to submit the lowest bid may result

poor workmanship to the quality of the construction works.

• Conflicts of interest between the owner and the contractor.

Professional Construction Manager
OWNER

CONSTRUCTION
DESIGN
MANAGER

A NUMBER OF
INDEPENDENT
CONTRACTORS
 Professional Construction
•
Manager
Three-party team of owner, designer and construction
manager.
• Contractual relationships among members of the team are
intended to minimize adversary relationships and contribute to
greater responsiveness within the management group.
• Professional construction management is competitive in
overall design-construct time with a negotiated contract under
the traditional method and with the turnkey approach.
• Negotiated professional fee for construction management and
design services.
• Fixed price or negotiated individual construction contracts
directly with owner.
 Professional Construction
Advantages:
Manager
• Special construction skills may be utilized at all stages of the
project with no conflicts of interest between the owner and the
designer.

• Independent evaluation of costs, schedules and overall

construction performance including similar evaluation for changes
or modifications helps assure decisions in the best interest of the
owner.

• Full-time coordination between design and the construction

contractors is available.

• Minimum design-construction time can be achieved through use

of phased construction.
 Professional Construction
Manager
Advantages:
• The professional construction manager approach allows
price competition from local contractors akin to the
traditional lump-sum or unit-price method.

• Significant opportunities are provided for value engineering

in the design, bidding and award phases.
 Professional Construction
Manager
Disadvantages:
• The owner has certain responsibilities and obligations that must be
fulfilled in a timely manner.

• Success of the program depends greatly upon the planning,

scheduling, estimating and management skills of the professional
construction manager.

• The professional construction manager does not usually guarantee

either the overall price or the quality of the work; this situation
contrasts with that of the general contractor in the traditional lump-
sum approach.