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3 SCHEME DESIGN ..................................................................................................................... 4 DETAIL DESIGN ....................................................................................................................... 4 PRODUCTION INFORMATION .............................................................................................. 4 BILL OF QUANTITIES ............................................................................................................. 5 PROJECT PLANNING ............................................................................................................... 5 OPERATIONS ON SITE ............................................................................................................ 5 COMPLETION ........................................................................................................................... 5 CONLUSION .............................................................................................................................. 5 REFFERENCES ........................................................................................................................... 6
INTRODUCTION Project management started with the forefather of project management, Henry Gantt, called the father of planning and control techniques, who is famously known for his use of a Gantt chat as a project management tool (www.online-project-management-training.com/history-of-projectmanagement.htm, viewed on 27th August, 2011) From the perspective of the history of project management, it can be associated to this study in that it is also stressing on planning and cost control. Therefore in this context, the process taken in project management from inception to completion shall be outlined putting emphasis on the outline of the project proposal and the effect of design differences in order to make it clear for the reader to understand design decisions and cost. The hypothesis in this study is that project management helps in the overall planning, coordination and control of a project from inception to completion aimed at meeting a clients requirements in order to produce a functionally and financially viable project that will be completed on time within authorized cost and to the required quality standards. PROJECT CYCLE INCEPTION This is the first stage of the clients initial decision to build. The design team is not yet appointed at this time, henceforth, no cost control procedures are carried out. The client precisely presents what he wants to the professional (quantity surveyor, architect or engineer). For instance, with an airport building, it might be the proposed number of passengers to be handled or the number of aircraft movements to be copied with or in this context, the number of bedrooms and many other elemental details. The professional approached then analyses his capacity in the work and employ the necessary professionals that he would like to work with. For example, in this context the quantity surveyor will be referred to as a consultant manager who may have knowledge in; architectural, engineering and many other fields but may not be an expert in these fields, hence the need to employ the appropriate people in respective fields comes in. However, the need for the client to know how much the project will cost (rough estimate of the cost) as well as the viability of the project (investment appraisal) is another vital element at this stage. (Flanagan and Tate, cost control of building design) FEASIBILITY This is the stage at which the design team provides appraisals and recommendations regarding the form into which the project is to proceed. An effective cost control system then must be set up which includes; Establishing a realist first estimste and,
Two aproaches on establishing a realistic first estimate can be considered. Firstly, the design team maybe required to produce an estimate which should define the cost limit for the project. Alternatively the design team may have to confirm that the building can be completed within the cost limit set by the client. Nevertheless, the information provided by the client varies from project to project. Hence, whatever the approach, the function of the building is known, usually from the outset, and the location and description of the site is also available. The main factors for consideration are: Area (the floor area of the building) Quality (the standard of accommodation to be provided) Shape and aesthetic features The constraints imposed by the planing authority on the site The delivery time for the project (when the client wants occupation) The balance between initial capital cost and the long-term costs. Cost (The likely costs).
However, the consideration factors mentioned above are very important in this context in that the 10000 dwellings will be divided into: low cost, medium cost, and high cost. The most visible example to insert in the distinction of these classifications can be in the line of ;location of space, functionality, e.t.c. In low cost, rooms that use water will preferably be located in the same area to reduce the amount of pipe work required. Hence, the above design differences should be emphasised at every stage of construction for they intimidate the cost of the building. (Flanagan and Tate, cost control of building design)
OUTLINE PROPOSAL This is another critical stage in the project cycle which require the involvement of the following individuals; architect, quantity surveyor, engineer, all client interests and specialists as required. The following are the tasks of the stakeholders at this stage: Development of the design further Carrying out studies on user requirements Technical problems Planning Design and cost
The whole purpose of work and decisions that need to be reached at this stage can be Outlined as follows:
To Determine general approach to layout Design and construction in order to obtain authoritative approval of the client on the outline proposals and accompaning report.
However, the clax of the matter here is to show that the outline proposal stage is where there is still insufficient information for cost targets to be prepared for each elemental category. Nevertheless, the cost limit is established in broad terms.Cost allocations are typically made among the major elemental groups. For example; Cost of substructure (i.e foundations, e.t.c), Superstructure (inluding internal finishes and fittings) Roof e.t.c
SCHEME DESIGN During this stage, sketch plans are produced concurrently with the detailed cost plan. The sketches at this stage should be detailed than in the earlier stages, showing the location of all walls, windows, doors, partitions, stair cases, wash basins, e.t.c In addition, this is the stage at which all necessary approvals are obtained such as approval from the local planning authority, and approvals that the drawings and specifications are in compliance with the building regulations and fire codes. This basicaly requre the direct involvement of the; architect, all client interests, engineers, quantity surveyor and all statutory and other proving authorities.
DETAIL DESIGN This is the stage at which the full design of every part and component of a building by colaboration of all concerned falls. The complete cost checking of the design is also carried out at this stage. The significance of this stage is to obtain final decision on every matter related to design, specification, construction and cost. All this is carried out by the; architect, quantity surveyor, engineer and contractor (if already appointed at this stage). PRODUCTION INFORMATION This involves the preperation of final production information such as; drawing, schedules, and specifications. Here the architect, quantity surveyor, engineer and contractor (if sellected) prepare production information and make final detailed decisions to carry out work.
BILL OF QUANTITIES The preparation of bill of quantities and tender documents is done by the quantity surveyor and sometimes by the architect or the contractor (if selection). They prepare and complete all information and arrangements for obtaining tenders. It is after this that tender actions follow (valuation of the sucessful bider) and the contract signed between the client and the contractor. PROJECT PLANNING The contractor programmes the work in acordance to the standardised way of planning work. This enable the contractor to programme the work in accodance with contract conditions; brief site inspectorate and make arrangements to commerce work on site. The management consultant (quantity surveyor) at this stage makes sure that all materials and equipments are planed in an orderly manner to avoid double handling (cost controling technique). OPERATIONS ON SITE At this stage it is in accordance to RIBA that the architect, quantity surveyor, client, engineer, the sub-contractor and the contractor should prepare plans through to practical completion of the project. Interim valuation at this stage helps the to check for any variations that might arise thereby raising the cost. In addition, the valuation helps to cost works done at that particula time and pay the contructor. At each interim valuation a percentage (say 10%) is held inorder to secure the works for defects and only released to the contractor at the end of the defect liability period. COMPLETION This is the stage at which the consultant manager makes sure that the architect, quantity surveyor, engineer and contractor complete all work in accordance with the contract and hand the building over to the client after final accounts have been settled. Finally, the analysis of the records, inspection of the completed building and studies of the building in use is carried out by the; architect,quantity surveyor, engineer, contractor and client. This is done basically to analyse the management, construction and performance of the project. CONLUSION In summery, the project management consultant helps in the overall planning, coordination and control of a project from inception to completion aimed at meeting a clients requirements in order to produce a functionally and financially viable project that will be completed on time within authorized cost and to the required quality standards. The project manager is involved at every stage in the construction process i.e. from inception to completion. However, the design differences i.e. floor area, quality, shape and aesthetic features, constraints imposed by planing authority, delivery time of the project and the likely costs make costs for each design different.
REFFERENCES a. Cost control in building design, Roger Flanagan and Brian Tate, Blackwell science ltd, oxford, 1997. b. Cost planning of buildings 7th Ed, Doglas J.Ferry, Peter, S. Brandon and Jonathan D.Ferry, Crosby Lockwood and sons ltd, oxford, 1964.