BUSITEMA UNIVERSITY

FACULTY OF ENGINEERING
DEPARTMENT OF WATER RESOURCES AND MINING
ENGINEERING

CONSTRUCTION MANAGEMENT
ASSIGNMENT #2
LECTURER: ENG.BAAGALA BRIAN SSEMPIJJA

SUBMMMISSION DATE: 6th. NOVEMBER. 2020

GROUP MEMBERS
S/N NAME REG No. SIGN

1 ODOI JOEL BU/UG/2016/6

2 KAME PATRICK ANDREW BU/UP/2016/557
3 ORYEM JOSHUA OPIDO BU/UP/2016/616
4 OKELLO ALFRED BU/UP/2016/603
5 GIDDUDU GIBSON BU/UP/2016/549

a (T) b (F) c (F) d (T) e (T) f (F)

Question one

1
Question two
I. ( a) II. (c) III. (d) IV. (a) V. (d) VI. (c)

3)
Major Types of Construction Projects
In planning for various types of construction, the methods of procuring professional services,
awarding construction contracts, and financing the constructed facility can be quite different. The
broad spectrum of constructed facilities may be classified into four major categories, each with
its own characteristics.
Residential Housing Construction
Residential housing construction includes houses and high-rise apartments. During the
development and construction of such projects, the developers usually serve as surrogate owners
and take charge, making necessary contractual agreements for design and construction, and
arranging the financing and sale of the completed structures. Residential housing designs are
usually performed by architects and engineers, and the construction executed by builders who
hire subcontractors for the structural, mechanical, electrical and other specialty work.

Institutional and Commercial Building Construction

Institutional and commercial building encompasses a great variety of project types and sizes,
such as schools and universities, medical centers and hospitals, sports facilities, shopping
centers, warehouses and light manufacturing plants, and skyscrapers for offices and hotels. The
owners of such buildings may or may not be familiar with construction industry practices, but
they usually are able to select competent professional consultants and arrange the financing of
the constructed facilities themselves. Specialty architects and engineers are often engaged for
designing a specific type of building, while the builders or general contractors undertaking such
projects may also be specialized in only that type of building.

Because of the higher costs and greater sophistication of institutional and commercial buildings
in comparison with residential housing, this market segment is shared by fewer competitors.
Since the construction of some of these buildings is a long process which once started will take

2
 some time to proceed until completion, the demand is less sensitive to general economic
conditions than that for housing construction.

Specialized Industrial Construction

Specialized industrial construction usually involves very large-scale projects with a high degree
of technological complexity, such as oil refineries, steel mills, chemical processing plants and
coal-fired or nuclear power plants. The owners usually are deeply involved in the development
of a project, and prefer to work with designers-builders such that the total time for the
completion of the project can be shortened. They also want to pick a team of designers and
builders with whom the owner has developed good working relations over the years.
Although the initiation of such projects is also affected by the state of the economy, long range
demand forecasting is the most important factor since such projects are capital intensive and
require considerable amount of planning and construction time. Governmental regulation such as
environmental protection can also influence decisions on these projects.

Infrastructure and Heavy Construction

Infrastructure and heavy construction includes projects such as highways, tunnels, bridges,
pipelines, drainage systems and sewage treatment plants. Most of these projects are publicly
owned and therefore financed either through bonds or taxes. This category of construction is
characterized by a high degree of mechanization, which has gradually replaced some labor
intensive operations.

The engineers and builders engaged in infrastructure construction are usually highly specialized
since each segment of the market requires different types of skills. However, demands for
different segments of infrastructure and heavy construction may shift with saturation in some
segments. For example, as the available highway construction projects are declining, some heavy
construction contractors quickly move their work force and equipment into the field of mining
where jobs are available.

4)

3
Project life cycle

The project life cycle may be viewed as a process through which a project is implemented from
beginning to end. This process is often very complex; however, it can be decomposed into
several stages as indicated by the general outline in Figure 1 below. The solutions at various
stages are then integrated to obtain the final outcome.

Figure 1

From the perspective of an owner, the project life cycle for a constructed facility may be
illustrated schematically in figure 1 above. A project is expected to meet market demands or
needs in a timely fashion. Various possibilities may be considered in the conceptual planning

4
stage, and the technological and economic feasibility of each alternative will be assessed and
compared in order to select the best possible project. The financing schemes for the proposed
alternatives must also be examined, and the project will be programmed with respect to the
timing for its completion and for available cash flows. After the scope of the project is clearly
defined, detailed engineering design will provide the blueprint for construction, and the
definitive cost estimate will serve as the baseline for cost control. In the procurement and
construction stage, the delivery of materials and the erection of the project on site must be
carefully planned and controlled. After the construction is completed, there is usually a brief
period of start-up of the constructed facility when it is first occupied. Finally, the management of
the facility is turned over to the owner for full occupancy until the facility lives out its useful life
and is designated for demolition or conversion.

Of course, the stages of development in Figure 1 may not be strictly sequential. Some of the
stages require iteration, and others may be carried out in parallel or with overlapping time
frames, depending on the nature, size and urgency of the project. Furthermore, an owner may
have in-house capacities to handle the work in every stage of the entire process. By examining
the project life cycle from an owner's perspective we can focus on the proper roles of various
activities and participants in all stages regardless of the contractual arrangements for different
types of work.

A project life cycle can also be defined as a series of project phase which are undertaken in either
sequential or a parallel order.

In summary the project phases can be summarized as follows:

Preconstruction phase

The preconstruction phase of a project can be broken into conceptual planning, schematic design,
design development, and contract documents.

Conceptual design

 Very important for the owner.

5
  During this stage the owner hires key consultants including the designer and project
manager, selects the project site, and establish a conceptual estimate, schedule, and
program.
 The owner must gather as much information as possible about the project.
 The most important decision is to proceed with the project or not.

Schematic design

 During this phase, the project team investigates alternate design solutions, materials and
systems.
 Completion of this stage represents about 30% of the design completion for the project.
 Design development:
 Designing the main systems and components of the project.
 Good communication between owner, designer, and construction manager is critical
during this stage because selections during this design stage affect project appearance,
construction and cost.
 This stage takes the project from 30% design to 60% design.

Contract documents

 Final preparation of the documents necessary for the bid package such as the drawings,
specifications, general conditions, and bill of quantities.
 All documents need to be closely reviewed by the construction manager and appropriate
owner personnel to decrease conflicts, and changes.
 With the contract documents are almost complete; a detailed and complete cost estimate
for the project can be done.

Procurement phase (Bidding and award phase)

 The project formally transits from design into construction.

 This stage begins with a public advertisement for all interested bidders or an invitation
for specific bidders.
 In fast-track projects, this phase overlaps with the design phase.

6
  If the project is phased, each work package will be advertised and bid out individually.
 It is very important stage to select highly qualified contractors. It is not wise to select the
under-bid contractors.

Construction phase
 The actual physical construction of the project stage.
 This stage takes the project from procurement through the final completion.
 It is the time where the bulk of the owner’s funds will be spent.
 It is the outcome of all previous stages (i.e., good preparation means smooth
construction).
 The consultant will be deployed for contract administration and construction supervision.
 Changes during construction may hinder the progress of the project.

Closeout phase
 Transition from design and construction to the actual use of the constructed facility.
 In this stage, the management team must provide documentation, shop drawings, as-built
drawings, and operation manuals to the owner organization.
 The as-built drawings are the original contract drawings adjusted to reflect all the
changes that occurred.
 Assessment of the project team’s performance is crucial in this stage for avoiding
mistakes in the future.
 Actual activity costs and durations should be recorded and compared with that was
planned. This updated costs and durations will serve as the basis for the estimating and
scheduling of future projects.

Qn 5
“As the project progress, the ability of the change decreases while the cost of the change
increases”, comment on this statement and show your answer using a schematic diagram.

7
 Figure 2

At the initial stage of project, the change is high and decreases with project time. While the cost
of change is low but slightly increases with project time.

At construction phase the level of change decreases gradually with project time while the cost of
the change of project sharply increases with project time as shown above by the level of
influence versus project time.

At the last stage of completion, the ability to change tends to zero while the cost of the change
sharply increase with project time.

6)
List of sub-contractors that can be engaged in Building project
 Civil engineers (Building engineers)
 Mechanical engineers
 Electrical engineers
 Masonry
 Plumbers

8
 Elevators
 Cooks
 Steel benders
 Surveyors
 Geophysicist