Republic of the Philippines

UNIVERSITY OF RIZAL SYSTEM

Antipolo City
A.Y. 2019 – 2020

COLLEGE OF ENGINEERING

Assignment/Individual Research No. 05

The Construction Project

In partial fulfillment of the requirements in

CE 16: Timber Design

Presented by:

Chris Ohlliver Quimque Cuizon

Student No.: 1011500099

Submitted to:

George Prejula Palada, RCE

Instructor

04 November 2019
1. Design/Bid/Build

Every real estate construction project is different. When embarking on

a new project, owners are faced with the tough decision of how to purchase
construction and which project delivery method to choose. The traditional method
of Design-Bid-Build (DBB) has been replaced by newer methods gaining popularity,
like the Design Build method, but it is still appropriate to use in many
circumstances. In the Design-Bid-Build delivery, the owner contracts separately
with the design firm that produces the construction documents, and the builder that
physically builds the building. This is the traditional method, and is based on the
sequential process of design, construction documents, bidding, and then
construction.
First, a design firm is selected and hired to deliver 100% complete
design documents. Once these documents are agreed upon, the owner solicits
pricing from contractors to perform the work. Designers and contractors do not
necessarily work together, nor do they have any contractual obligation to one
another. Typically, the owner takes on all of the risk associated with the
completeness of the design documents. For this reason, it is important to have a
subject matter expert, like a real estate project manager, on your team to make
sure that design documents are thorough and accommodate all immediate and
future needs.
For certain organizations and institutions, the dual contract method
works. The DBB method is beneficial for owners who do not have particular
expertise in real estate or construction projects. Since each phase of the project is
distinct, theoretically, the process is more linear and easier to follow. Depending on
the organization, having two separate contracts, with the architect and the general
contractor, could either limit or increase liability.
There are some drawbacks to the Design-Bid-Build method. The
process can take longer, because construction cannot start until designs are 100%
complete and documents are ready for bid. In other project delivery methods,
construction can begin on portions of the project while the rest of the design is still
underway. Additionally, because there are multiple contracts, there are multiple
points of contact. The owner serves as a mediator for any design and construction
issue that occurs for each party
2. Design/Build

Design-Build is a construction delivery method that provides owners

with a single point of contact for both the design and construction phases of a
project. One entity holds single-source responsibility and contractual risk for every
aspect of a build — from estimation, assessments and pre-construction to
architecture, schematics, engineering, subcontracting, construction and post-
construction. This entity, the Design-Builder, manages all contracts with companies,
such as subcontractors, equipment vendors and materials providers.
Unlike in other construction methods, owners contract only with the
Design-Builder. In the two other primary construction methods used today —
construction management and general contracting (also known as design-bid-build)
— owners contract with different entities for architectural design and construction.
Since Design-Build brings together all elements of a project, architects work in
coordination with other members of the project team. In other methods,
architectural design is completed separately, sometimes resulting in unforeseen
costs and delays during the construction process. But Design-Build allows your
project team to provide insights into the costs and constructability of different
designs. The end result is a sound design, a budget defined and a schedule
streamlined. It ensures business goals are met.
Design-Build can be advantageous in terms of time as it allows the
overlap of design and construction reducing the overall project delivery time. The
fact that there is a single point of responsibility for the client to deal with once the
contract is awarded can also make things simpler. The client is also able to engage
with the contractor and their design team or supply chain earlier in the design
process to try and achieve a more practical or buildable solution if necessary.
There are some disadvantages to the design and build procurement
route. In terms of quality, the contractor may exploit a specification that is open to
interpretation and choose the cheapest route. This can mean that quality may be
compromised if the employer’s requirements do not adequately ensure the
anticipated specifications are adhered to. There is also the risk that the client may
have to pay more if the contractor has to take on an unreasonably high level of risk
due to a lack of design clarity when tendering. In terms of design flexibility, it is
also important to consider that any request for changes will have cost and time
implications
 3. Construction Manager at Risk

Construction manager at-risk (CMAR) is a type of construction project

delivery method that can offer an alternative to the traditional process. The role of
the construction manager in the CMAR process is to act as a consultant to the client
during the pre-construction design development stages, and then as a construction
manager during the construction stages. The construction manager commits to
deliver the project within a guaranteed maximum price (GMP), and any costs that
exceed the GMP which are not considered to be change orders are the liability of
the construction manager. As a result, the construction manager will become very
involved in every stage of the project, taking action to keep costs under control.
Before the completion of the design, the construction manager is
involved with estimating the costs. This increases the flexibility and adaptability of
the design and scope, since the project can be modified as cost, schedule and
quality considerations are balanced. The client is also able to make adjustments
before pricing is fully completed. This tends to make projects more collaborative,
and design solutions tend to have better 'buildability'.
The CMAR delivery method is particularly suited to larger and more
complex projects that are more difficult to define prior to construction beginning
and have a high chance of changing in scope. It is also suitable for projects that are
of a high technical complexity, contain multiple phases, or where the schedule
requires that construction begins before the design is complete.
The drawback of the CMAR process is that the construction manager
may lose out financially if cost over-runs occur. Also, they may compensate for the
risk of financial exposure by changing the works to fit the GMP.
The client remains at risk for any exclusions or inconsistencies in the
contract documents, as well as the risk that they may not receive the best possible
bid from contractors if the GMP is established before the design phase begins.

4. In essay format, explain the three phases of a construction project.

Explain each phase in a minimum of 250 words.

A standard construction project, generally, has three phases followed:

The planning phase, execution phase, and closure phase.
 The first phase of construction project is planning. The planning phase
involves further development of the project in detail to meet the project’s objective.
The team identifies all of the work to be done. The project’s tasks and resource
requirements are identified, along with the strategy for producing them. In a
broader sense identification of each activity as well as their resource allocation is
also carried out. A project plan outlining the activities, tasks, dependencies, and
timeframes is created. The project manager is the one who coordinates the
preparation of a project budget by providing cost estimates for the labor,
equipment, and materials costs. This is mainly carried out by project scheduling
software like MS project or PRIMAVERA. These scheduling charts would help us to
track the stages of our project as time passes. This is also referred to as ―scope
management.‖ The budget of the project already estimated is used to monitor and
control cost expenditures during project implementation. Finally, we require a
document to show the quality plan, providing quality targets, assurance, and
control measures, along with an acceptance plan, listing the criteria to be met to
gain customer acceptance. At this point, the project would have been planned in
detail and is ready to be executed.
The second phase is execution. This is the implementation phase,
where the project plan is put into motion and the work of the project is performed
practically on site. It is essential to maintain control and communicate as needed
during each implementation stages. Progress should be continuously monitored and
appropriate adjustments are made and recorded as variances from the original
plan. A project manager is the one who spends most of the time in this step.
Throughout the project implementation, people carry out the tasks, and progress
information is being reported through regular project team meetings. The project
manager uses this information to preserve control over the direction of the project
by comparing the progress reports with the project plan to measure the
performance of the project activities. If any deviation is found from the already
defined plan corrective measures are made. The first option of action should always
be to bring the project back to the original plan. If that cannot happen, the team
should record variations from the original plan and record and publish modifications
to the plan. All through this step, project sponsors, and other key stakeholders are
kept informed about the project’s status as per the agreed rate and format of
communication. The plan should be updated and available on a regular basis.
Status reports should always highlight the probable end point in terms of cost,
 schedule, and quality of deliverables. Each project deliverable produced should be
reviewed for quality and measured against the acceptance criteria. When
deliverables have been produced and the customer has agreed on the final solution,
the project is said to be ready for closure.
The final phase is closure. In this phase, you will formally close your
project and then report its overall level of success to your sponsor. Project Closure
involves handing over the deliverables to your customer, passing the
documentation to the business, cancelling supplier contracts, releasing staff and
equipment, and informing stakeholders of the closure of the project. After the
project has been closed, a Post Implementation Review is completed to determine
the project’s success and identify the lessons learned. The first step taken when
closing a project is to create a Project Closure Report. It is extremely important that
you list every activity required to close the project within this Project Closure report,
to ensure that project closure is completed smoothly and efficiently. Once the
report has been approved by your sponsor, the closure activities stated in the
report are actioned. Between one and three months after the project has been
closed and the business has begun to experience the benefits provided by the
project, you need to complete a Post Implementation Review. This review allows
the business to identify the level of success of the project and list any lessons
learned for future projects. Project closure is also important. By the sense of
closure, confirming that objectives have been met to the client's satisfaction gives
the client and the project team a sense of accomplishment and closure. By
rewarding, recognition of a job well done is just as important as sharing
constructive feedback, making a company-wide announcement to share the
successful completion of the project and thanking the team is extremely important.

5. In essay format, discuss Value Engineering, and where does it fall under
the three phases of a construction project.

Value engineering (VE) is a systematic method to improve the "value"

of goods or products and services by using an examination of function. Value, as
defined, is the ratio of function to cost. Value can therefore be manipulated by
either improving the function or reducing the cost. It is a primary tenet of value
engineering that basic functions be preserved and not be reduced as a
consequence of pursuing value improvements. The term "value management" is
sometimes used as a synonym of "value engineering", and both promote the
planning and delivery of projects with improved performance.

This is an optional element in the design process. For large projects,

and those which may be having difficulties with economic financial projections, it
may be useful to include a value engineering stage. This process falls under
Planning phase – Due to the very short life spans, however, which is often a result
of this "value engineering", planned obsolescence has become associated with
product deterioration and inferior quality. Value engineering is the structural and
analytical process that seeks to achieve the value for money. It is also a technique
in which the value of a system’s outputs is optimized by crafting a mix of
performance and costs. It is based on an analysis investigating systems,
equipment, facilities, services, and supplies for providing necessary functions at the
lowest life cycle cost while meeting the required targets in performance, reliability,
quality, and safety. In most cases this practice identifies and removes unnecessary
expenditures, thereby increasing the value for the manufacturer and/or their
clients.