Construction

PART 1. Introduction
PART 2. Construction as Related to Other
Phases of Management
PART 3. Constructability
PART 4. Construction Quality Control and
Quality Assurance
PART 5. Summary

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 Introduction
To fulfill its purpose, an infrastructural management
system (IMS) must follow through from:
the design phase
to the implementation phases of:
construction
maintenance
rehabilitation
data feedback.
Construction converts a design recommendation into a
physical reality.
Successful construction meets the planning and design
objectives within budget and time constraints.

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 Attention in this chapter is focused on:
interrelationships of construction with other phases of
infrastructural management
constructability of the project
construction quality assurance
documentation or data that construction should
produce.
If these functions are carried out systematically, then the
normal and expected variations in:
construction methods
equipment
materials
environment
can be taken into account properly.
The documents of design and construction are:
a set of drawings
a set of specifications
a set of standards

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 Construction Management
Construction management involves the use of
physical
financial
personnel
resources to convert designs to physical reality.
The process of construction management contains:
estimation
designation
scheduling
organizational and personnel aspects
legal aspects
finance
cost control
keeping of records

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 Construction as Related to Other Phases
of Management
Planning and Construction
This phase provides what, when and where type of
information.
Design and Construction
This phase provides direct design input
Evaluation and Construction
This phase also provides various direct input
Maintenance, Rehabilitation and Construction
This phase provides feedback
Also the input from construction to above phases is
vitally important.

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Figure 10.1 Information provided by construction for potential use by other management phases.
Constructability
What is constructability?
3 definitions from different views of look:
To the project owner, constructability affords the
opportunity on construction projects to achieve greater
efficiency, with resulting lower cost, shortened schedule,
or improved quality.
To the designer, it is an understanding of the methods
and constraints of the actual construction required to
execute the design being made.
To the contractor, it is a combination of the effort
required to implement the design efficiently and the
opportunity to minimize his or her effort and resource
expenditure.

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 The Construction Industry Institute (CII) has identified a
number of constructability concepts applicable to the
different phases of a project. Briefly, these concepts
address:
project execution planning,
conceptual project planning,
specifications,
contracting strategies,
schedules,

and construction methods, including those concerning

pre-assembly,
site layouts,
design configurations,
accessibility,
and adverse weather [CII 86].

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 Constructability & Value Engineering &
Productivity
Value engineering (VE), has similarities to constructability.
and the differences may not be apparent at first. Innovative
construction practices, leading to cost reductions, can be
attributed to both constructability and VE
Value engineering is denned as a disciplined procedure for
analyzing the functional requirements of a product or
service for the purpose of achieving the essential functions
of the product or service at the lowest total cost.
Total cost, in this case, takes into account the owner's cost
of planning, design, procurement and contracting,
construction, and maintenance over the life cycle of the
product or service and may also consider user cost.

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 Construction
Productivity
Improvement

Constructability

Enhancement

Construction Industry

Cost Effectiveness

Figure 10.2 Construction industry cost-effectiveness relationships.

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 The relationships among productivity, value
engineering, and constructability, all of which are
important to effective infrastructure management,
are as follows:
Productivity is a measure of the output/input ratio in
constructing a facility.
Value engineering is concerned with providing the
required functions of the facility at the least cost.
Constructability is a measure of ease or expediency of
construction.
Once the project advances beyond these phases,
investment and other commitments generally
accumulate at rates depicted by the well-known S-
curve.
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 Preliminary Construction Plans
Engineering Preparation Construction
Phase Phase Phase

Difficulty in
Implementing
Changes

Time
Project Development
Figure 10.3 Significance of early decisions. (Adapted from [Azud 69, CTB/CII 89]).

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 Constructability Enhancement Programs
To enhance constructability, good objectives must be
established. Typically, they are:

Increase productivity
Reduce project costs
Reduce project duration
Reduce delays/meet schedules
Eliminate unnecessary activity
Reduce physical job stress
Promote safety on construction sites
Reduce conflict
Increase quality
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 Program Implementation:
Recommendations & Barriers
Recommendations I:
The commitment of senior management to
constructability must be obtained.
A strong approach to project management with a single
point of responsibility should be pursued.
Project-execution plans should be developed for large
complex projects during a project-concept conference.
Additional planning meetings and design reviews should
involve greater participation of involved parties.
A proactive approach to constructability needs to be
taken. Over-reliance on late, reactive design reviews
should be avoided.

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Recommendations II:
Feedback from the field, if not forthcoming, should be
solicited on a periodic basis, prior to, during, and after
construction. This feedback should involve department
personnel, contractors, and suppliers.
Post-mortems should be conducted upon completion of all
projects. These should be attended by representatives
from the owner and the contractor.
Management training programs that promote
communication and integration between design and
construction should be conducted.
An accessible and current knowledge base of "lessons
learned" should be maintained. Advanced, computerized
systems are being developed for storing and retrieving the
information.

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 TABLE 10.3 Barriers to Program Implementation

Barriers to
Barriers to utilization of advanced
communication and design-construct Barriers to innovation
construction technologies
integration

Lack of awareness of techno- Discouragement of personal initiative,

Contract time
logies/inadequate communi-cation and perceived lack of freedom

Lack of time Lack of necessary training Failure to recognize opportu-nities

Lack of personal creative

Lack of field feedback Regulatory inhibitors ability

Institutional and individual resistance

Failure to document and communicate
to change Lack of tools
"lessons learned"

Reluctance to deviate from current and

Lack of construction experience Lack of senior support of champions
proven standard operations

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 Construction Quality Control & Assurance
Construction quality assurance is a complex and detailed
process to guarantee that the finished facility is built to
the standards desired by the owner as defined in the
design documents.
No matter what type of quality assurance is undertaken,
all of them start with specifications.
There are several types of specifications used in the
construction of infrastructure. These are:
Methods and materials specifications
Recipe specifications
End-result or end-product specifications
Performance-based specifications
Guarantee or warranty specifications for a specified
time or utilization period

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Figure 10.4 Improving constructability.
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THANK YOU

ARUNKUMAR C