REVIEWER IN CMPM MECHANICAL ENGINEERS- coordinate their efforts with the

architectural design, structural design, and electrical design.

CONSTRUCTION PROJECT STAGES
ELECTRICAL ENGINEERS- design and calculate electrical loads and
1. Design determine the circuitry, lighting, motors, transformers, and
2. Pre-construction telecommunications needed for a building.
3. Procurement
4. Construction CIVIL ENGINEERS- design roads, bridges, tunnels, dams, site
5. Post-construction drainage, parkin lots, runways, and water supply and sewage systems.

DESIGN STAGE CIVIL ENGINEERS- one who take the bare land and excavate it, move
it, drill it, and shape it to meet the needs of the architectural design and
ARCHITECT AND ENGINEER- two types of professional designers. construction.

ARCHITECT- design the overall aesthetic and functional look of INTERIOR DESIGNERS- deal with the building’s interior finishes or
buildings and other structures. schemes and make decisions regarding furniture selection and
placement, paint colors and accessories, light fixtures, window
treatments, floor finishes, and ceiling treatments.
The design of a building involves far more than its appearance.
Building also must be:
CONTRACTOR-may or may not have direct dealings with the interior
designer.
1. Functional
2. Safe
3. Economical DEPARTMENT OF PUBLIC WORKS AND HIGHWAYS (DPWH) is
4. Suits the needs of the people one of the three departments of the government undertaking major
infrastructure project.

In developing designs, architects follow:

The DPWH is mandated to undertake;

1. Building codes A. The planning of infrastructure, such as national roads and bridges,
2. Zoning laws flood control, water resources projects and other public works.
3. Fire regulations
B. Design, construction, and maintenance of national roads and bridges,
DESIGN ARCHITECT and major flood control systems.

• creators of the aesthetic solution, they are the concept and PROGRAMMING AND FEASIBILITY- it is the overall building size,
idea people. number of rooms and their adjacencies how the spaces will be used,
• Function is to come up with the creative expression who will be using them, and what the requirements are for their function.
• Convey their ideas to their design staffs thru sketches and
schematic renderings. PROGRAMMING AND FEASIBILITY- it is also discussed during
programming, and it is designers’ responsibility to try to carry out the
ARCHITECTURAL TECHNICIANS-Drafters of the building plans and design with this budget in mind.
ones who actually produce the drawings that are used for constructions.
SCHEMATIC DESIGN- consist of rough sketches identifying general
SPECIFICATION WRITERS- accompanying the plans for a new spaces and adjacenries, shapes, circulation patterns, orientation, and
building is a written project manual that contains the specification for perhaps massing.
the project.
SCHEMATIC DESIGN- the design teams starts to consider such things
SPECIFICATION WRITERS -spelling out the specific products and as materials, sizes, colors, textures, and other aesthetic factors.
methods that are to be used on a project.
DESIGN DEVELOPMENT- it is the stage where much of the detail
ENGINEER- usually the lead designers for heavy civil and industrial work gets done. A great deal of research and investigation takes place
projects. regarding the use of materials, equipments, and systems that will go into
the facility.
• regulated by professional licensing requirements that include
a 4 or 5 year college program.
DESIGN DEVELOPMENT (DD)- the specifications become more
developed at this stage, and more accurate pricing can now take place.
STRUCTURAL ENGINEERS- design the timber, concrete, or steel
structural systems that support a building. They design the foundations,
CONTRACT DOCUMENTS (CDs)- it is the final detailed drawings
beams, girders, and columns that make up the skeleton of the structure.
(along with the final specifications).

MECHANICAL ENGINEERS- design the heating, cooling, ventilating,

plumbing, and fire suppression systems within a building. CONTRACT DOCUMENTS (CDs)- these drawings may also be
referred to as working drawings because they are the plans that the
builder will actually use for construction.
CODES AND COMPLIANCE ISSUES- one of the major 2. Re-configuring the facade such as inclined surface to reduce
responsibilities of the design team is to make that the design meets all wind load concentration
building codes and complies with various statutory regulations such as 3. Propose a roof deck using lightweight concrete to minimize
environmental impacts. the cost of upgrading the foundations.

• task can sometimes turn out to be the most frustrating for all REVIEW ALTERNATIVE
parties involved.
• plans are submitted to the appropriate planning, zoning, and 1. Solution, check functionality VS Cost
building authorities for plan checks and compliance reviews.
• the quality of the contract documents relative to code
compliance will influence the ability of the contractor to PREPARING REPORT SUGGESTING THE MOST VALUE DESIGN
expedite the permitting process. WITH SIMILAR FUNCTION BUT COST EFFECTIVE

PRE-CONSTRUCTION STAGE- the foundation of a successful

project.

THE BIDDING STAGE- The design phase culminates with the

competitive ——————-. The drawings and specifications are PRE-CONSTRUCTION- refers to the initial phase of a construction
complete, and now it’s time to select the builder and award contract. project that occurs before the actual physical construction work begins.

A NOTICE TO PROCEED is issued to the winning contractor, and now ACTIVITIES INCLUDE IN PRE-CONSTRUCTION STAGE:
the work that will transform the design into reality begins.
1. Project initiation
LECTURE 1 2. Site evaluation
3. Design development
4. Budgeting
VALUE ENGINEERING- systematic process aimed at increasing the 5. Scheduling
value of a product. It focuses on improving functionality while keeping 6. Risk assessment
costs low. 7. Procurement strategy planning

VALUE ENGINEERING- involves a team of designers and engineers PRIMARY GOALS OF PRE- CONSTRUCTION
coming together to analyze every step of a project to ensure MAXIMUM
VALUE.
1. Establish a clear project plan
2. Mitigate risks
GENERAL GUIDELINES IN VALUE ENGINEERING PROCESS 3. Optimize project outcomes in terms of cost, time, quality, and
safety.
1. Gathering information
2. Analyzing the design IMPORTANCE OF PRE-CONSTRUCTION
3. Alternative solution
4. Review/ evaluate alternative
5. Preparing report 1. CLARITY & ALIGNMENT- establish project, objectives,
reducing conflicts.
2. RISK MITIGATION- identify and manage risks early,
EXAMPLE OF VALUE ENGINEERING PROCESS (CASE 1)- avoiding delays.
Designing a residential house with full glass facade on all four sides. 3. BUDGET & COST CONTROL- accurate budgeting, and
The purpose is to enjoy ocean view. efficient resource allocation.
4. TIME EFFICIENCY- realistic schedules, and on-time
INFORMATION GATHERED project completion.
5. QUALITY ASSURANCE- ensure the project meets
standards.
1. Open space no neighboring structures
6. COMPLIANCE- address regulation and permits.
2. Facades are made of full tempered glass capable of resisting
7. VALUE ENGINEERING- cost-effective solutions for quality.
wind load.
8. PROCUREMENT STRATEGY- select qualified teams.
3. It cost 4x more than an ordinary glass
9. STAKEHOLDER ENGAGEMENT- effective
communication
ANALYZING THE DESIGN 10. TECHNOLOGY INTEGRATION- enhance planning and
coordination.
1. Functionality
2. Cost involve PRE-CON PHASE OVERVIEW (key objectives)
3. Maintenance Cost
1. Define project scope and goals.
ALTERNATIVE SOLUTION TO CUT THE COST BUT TO GAIN 2. Assess project feasibility.
THE SAME RESULT 3. Estimate and plan the budget.
4. Evaluate and select the project site.
1. Use secondary gauge by reducing the size of glass panels, this 5. Develop detailed project design.
is by introducing narrowed frame to avoid hindering the 6. Create a project schedule.
view. 7. Identify and mitigate project risks.
8. Determine procurement strategies.
 9. Ensure compliance with regulations. 6.3 SAFETY PROTOCOLS- it established to protect
10. Establish safety protocols. workers and the surrounding environment.
11. Engage stakeholders through communication
12. Integrate technology for planning and coordination. TECHNOLOGY IN PRE-CONSTRUCTION-TECHNOLOGY
INTEGRATION:
PRE- CONSTRUCTION STEP-BY-STEP
• BUILDING INFORMATION MODELING (BIM)- software
1. PROJECT INITIATION for 3D Modelling and data-rich project visualization,
enhancing design accuracy and collaboration.
1.1 CLIENT CONSULTATION- meet with the client to • PROJECT MANAGEMENT SOFTWARE- employ
understand their needs, objectives, and vision for the project. advanced project management tools to streamline
1.2 FEASIBILITY STUDY- conduct a feasibility study to scheduling, resource allocation, and communication
assess the project’s viability, considering technical, stakeholders.
economic, environmental, and legal factors. • VIRTUAL REALITY- harness VR technology for immersive
1.3 BUDGET ESTIMATION- develop an initial budget project visualization and interactive design reviews,
estimate based on project requirements and feasibility improving client engagement.
findings. • MOBILE APPS- access project information and updates on
the go, ensuring real-time communication and data
2. SITE SELECTION & EVALUATION accessibility for teams in the field.
• DRONES AND UAVs- deploy ——— for site surveys, aerial
2.1 SITE ASSESSMENT- it includes soil testing, topography inspections, and data collection, enhancing site analysis and
analysis, and environmental impact assessments. progress tracking.

2.2 REGULATORY COMPLIANCE- ensure compliance TECHNOLOGY IN PRE CONSTRUCTION: BENEFITS

with local zoning laws, environmental regulations, and
permitting requirements. 1. ENHANCED PLANNING- improve project planning
accuracy, reducing errors and delays.
3. PROCUREMENT STRATEGY 2. BETTER COLLABORATION- foster collaboration among
project stakeholders, improving communication and
coordination.
3.1 SUBCONTRACTOR AND SUPPLIER SELECTION-
3. VISUALIZATION- enhance project ——-, aiding in design
choose qualified contractors, subcontractors, and suppliers
comprehension and decision making.
through an competitive selection process or negotiation.
4. EFFICIENCY- increase project efficiency, saving time and
resources during pre-construction.
5. DATA-DRIVEN DECISIONS-access real-time data for
informed decision-making and risk management.
3.2 LOCAL SOURCING- prioritize sourcing materials and labor locally
to support the community and reduce logistical challenges.
BENEFITS OF A WELL-EXECUTED PRE-CONSTRUCTION
4. COST ESTIMATION & BUDGETING PHASE
4.1 BUDGET ALLOCATION- allocate funds to various
project components while considering contingencies and 1. TIME EFFICIENCY- realistic schedules and critical path analysis
unforeseen expenses. ensure on-time project completion, minimizing delays.
4.2 CONTINGENCY PLANNING- include contingency
funds to address unexpected issues or scope changes.
2. RISK MITIGATION-identifying and addressing potential risks early
reduces the likelihood of costly issues and disputes during construction.
5. PROJECT SCHEDULING

3. QUALITY ASSURANCE- detailed design development and quality

5.1 CONSTRUCTION SCHEDULE- develop a detailed
control measures result in final product that meets or exceeds quality
construction schedule outlining project timelines, milestones,
standards.
and critical paths.

4. EFFECTIVE RESOURCE ALLOCATION- proper———, including

5.2 CRITICAL PATH METHOD (CPM)- the techniques
materials and labor, prevents resource shortages and bottlenecks.
used to identify and manage critical activities.

5. ENVIRONMENTAL COMPLIANCE- addressing environmental

5.3 RESOURCE MANAGEMENT- allocate resources
concerns and regulations in advance avoid costly delays and penalties.
efficiently to meet project milestones.

6. RISK MANAGEMENT & QUALITY ASSURANCE 6. VALUE ENGINEERING- identify cost-effective solution to maintain
or improve project quality, performance, and functionality.
6.1 RISK ASSESSMENT- identify potential risks and
challenges that could affect the project’s success.

6.2 MITIGATION STRATEGIES- develop strategies to BENEFITS OF A WELL-EXECUTED PRE-CONSTRUCTION

mitigate identified risks and ensure quality control. PHASE
 1. PROCUREMENT STRATEGY- careful contractor and ROLE OF PROCUREMENT IN CONSTRUCTION
supplier selection ensures qualified teams and reliable
partners. 1. Ensures that the right materials are used and that
2. STAKEHOLDER ENGAGEMENT- effective construction projects are completed on time and within
communication plans maintain positive relationships and budget.
manage expectations. 2. Ensure that the necessary supplies and materials are
3. TECHNOLOGY INTEGRATION- utilizing modern available when they’re needed, without having to wait for
technologies like BIM and project management software them to be stockpiled.
enhances planning, visualization, and coordination 3. Prevent waste and improve efficiency by eliminating
4. SUSTAINABILITY- consideration of —— and eco- duplicate purchases.
friendly practices aligns with environmental goal and
regulations.
5. LEGAL COMPLIANCE- ensuring adherence to local PROCUREMENT PROJECTS - should be in accordance with the
laws and regulations minimizes legal complications and approved budget of the procuring entity.
disputes.
ANNUAL PROCUREMENT PLAN (APP)- a strategic document that
CHALLENGES & PITFALLS outlines what your organization will purchase in the upcoming year, and
why.

1. INCOMPLETE PROJECT INFORMATION- inadequate

project details or scope changes can lead to inaccurate PROJECT PROCUREMENT MANAGEMENT PLAN (PPMP)- a
planning and budgeting. document that contains everything that the project will be buying,
2. SCOPE CREEP- uncontrolled expansion of project scope categorized into either goods, services or infrastructure.
can strain resources and extend timelines.
3. UNFORESEEN SITE CONDITIONS- unexpected site KEY STAGES OF PROCUREMENT
issues, such as poor soil quality, can disrupt construction
plans and escalate costs.
PRE-PROCUREMENT CONFERENCE- the forum where all officials
4. REGULATORY DELAYS- length permitting and approval
involved in the procurement meet and discuss all aspects of a specific
processes can cause project delays and increased expenses.
procurement activity, which may include the scope, approved budget
5. BUDGET OVERRUNS- poor cost estimation or unforeseen
and the project duration.
expenses can exceed allocated budgets.
6. SCHEDULING CONFLICTS- mismanaged schedules can
lead to delays, impacting project timelines and budgets. 1. ADVERTISEMENT/POSTING- in line with the principle of
7. POOR COMMUNICATION- inadequate stakeholder transparency and competitiveness, all invitations to bid for
communication can result in misunderstandings and contracts under competitive bidding shall be advertised by
conflicts. the procuring entity.
8. RISK MANAGEMENT- failing to identify and mitigate 2. INVITATION TO BID- is a call for contractors to submit a
risks can lead to costly issues during construction. proposal for a specific product or service that an organization
9. QUALITY CONTROL- insufficient quality assurance knows it wants or needs.
measures may result in subpar workmanship and project 3. PRE-BID CONFERENCE- shall be held within a reasonable
deficiencies. period before the deadline for receipt of bids to allow
10. CONTRACTUAL DISPUTES- ambiguous contracts or prospective bidders to adequately prepare their bids, which
disagreements with a contractors can lead to legal disputes. shall be specified in the implementing rules and regulations
11. TECHNOLOGY INTEGRATION CHALLENGES- (IRR).
difficulties in adopting and implementing new technologies 4. SUBMISSION OF BIDS- a bid shall have 2 components
may hinder project efficiency. namely the TECHNICAL and FINANCIAL components which
12. ENVIRONMENTAL AND SUSTAINABILITY should be in separate sealed envelopes, and which shall be
COMPLIANCE- navigating complex environmental submitted simultaneously. BIDS SUBMITTED AFTER THE
regulations and sustainability goals can be challenging. DEADLINE SHALL NOT BE ACCEPTED.
5. RECEIPT AND OPENING OF BID- the bids shall be
received by the BIDS AND AWARDS COMMITTEE (BAC)
PRE-CONSTRUCTION- is the blueprint of success, where we
on such date, time and place specified in the invitation to bid.
transform ideas into reality, anticipate challenges before they arise, and
6. BID EVALUATION- For the Procurement of Consulting
lay the groundwork for construction excellence. Its’ where vision meets
Services, the Bids of the short listed bidders shall be evaluated
strategy, and careful planning paves the way for outstanding results.
and ranked using numerical ratings in accordance with the
evaluation criteria stated in the Bidding Documents, which
LECTURE 3 shall include factors such as, but not limited to, experience,
performance, quality of personnel, price and methodology.
PROCUREMENT- refers to the acquisition of goods, consulting 7. HIGHEST RATED BID- The Bids shall be ranked from
services, and the contracting for the infrastructure projects by the highest to lowest in terms of their corresponding calculated
procuring entity. ratings. The Bid with the highest calculated rating shall be the
"---------------.
8. POST-QUALIFICATION- is a process in procurement
PROCUREMENT STAGE- is the construction process refers to the where the qualifications and capabilities of the winning
phase during which a project owner or client acquires the necessary bidder are verified after the bid is awarded to ensure they
goods, services, and labor to carry out a construction project. meet the specified requirements and can fulfill the contract
obligations.
9. AWARD OF CONTRACT- is the official selection and
granting of a contract to a specific bidder or supplier,
 typically based on their successful bid proposal, in a KEY ASPECTS OF CONSTRUCTION STAGE
procurement process.
10. NOTICE TO PROCEED in a procurement process is an 1. PREPARATION
official communication document given to the selected 2. MOBILIZATION
contractor, signaling the formal commencement of a project 3. SITE WORKS & EARTHWORKS
and authorizing them to begin work according to the terms 4. STRUCTURAL WORKS
and conditions of the awarded contract. 5. UTILITIES AND SERVICES
6. ARCHITECTURAL WORKS / FINISHES
PROCUREMENT STAGE CHALLENGES IN THE PHILIPPINES 7. TESTING & COMMISSIONING
8. PUNCH LISTING
1. Fragmented Laws 9. TURN-OVER
2. Capacity and Training
3. Corruption and Transparency PREPARATION- Before construction can begin, various preparations
4. Supplier Collusion are made. This includes securing the necessary permits and approvals,
5. Delayed Payments setting up the construction site, and mobilizing the workforce and
6. Budget Constraints equipment.
7. Dispute Resolution
MOBILIZATION- This phase involves getting all the necessary
PROCUREMENT STAGE is paramount in construction projects, resources and personnel to the construction site. This includes bringing
influencing cost efficiency, timely material availability, and project in construction materials, heavy machinery, skilled labor, and other
quality, ultimately shaping the project's overall success. essential resources.

CONSTRUCTION STAGE is a critical phase in the lifecycle of a SITE WORKS & EARTHWORKS- Typically refers to the various
project, and its importance cannot be overstated. construction activities and preparations that take place on a
construction site before and during the building or development of a
CONSTRUCTION STAGE is the bridge between project planning and structure. These activities are essential for transforming an empty plot
project delivery. It involves managing resources, risks, and stakeholders of land into a functional and safe construction site. Site works can vary
while ensuring that the project is built according to specifications, on significantly depending on the type of project and the site's specific
time, and within budget. A well-executed construction phase is essential requirements.
for the overall success of a project.
STRUCTURAL WORKS- This includes formworks, fabrication of
THINGS TO CONSIDER BEFORE THE START OF rebars, and concreting of structural members such as the Foundation,
CONSTRUCTION STAGE Footing Tie Beams, Columns, Beams, Slab-on-grade, Suspended Slab,
etc. For the steel framing, the activity for this is erection of Steel
Columns and Beams, also fabrication of Trusses is under the structural
1. LEGAL AND REGULATORY COMPLIANCES- Ensure Works.
that all necessary permits, licenses, and approvals from local
authorities, regulatory agencies, and governing bodies are
obtained. Also, comply with zoning regulations, UTILITIES AND SERVICES- Simultaneously or in coordination with
environmental impact assessments, and other legal the structural work, utilities such as PLUMBING, ELECTRICAL,
requirements. HEATING, VENTILATION, and AIR- CONDITIONING (HVAC)
2. CONTRACTS AND AGREEMENTS- Negotiate and finalize systems are installed. These systems are crucial for the functionality and
contracts with contractors, subcontractors, suppliers, and comfort of the building.
any other relevant parties. Roles, responsibilities, scope of
work, payment terms, and dispute resolution mechanisms in ARCHITECTURAL WORKS / FINISHES- Once the structure and
contracts should be clearly defined. utilities are in place, the finishing work begins. This includes installation
3. RISK ASSESSMENT AND MANAGEMENT-Identify of interior finishes such as flooring, wall partitions and coverings,
potential risks and challenges that may arise during ceilings, and exterior finishes like cladding, roofing, landscaping, etc.
construction and develop strategies to mitigate and manage
them. TESTING & COMMISSIONING- Towards the end of construction,
RISK MANAGEMENT PLAN -Establish a --------- to address systems are commissioned and thoroughly tested to ensure they
issues such as safety hazards, weather-related delays, and function correctly and meet performance requirements.
unexpected site conditions.
Some call this as HIRA or HAZARD IDENTIFICATION and
RISK ASSESSMENT PUNCHLISTING is a crucial step in the construction process to ensure
that the project is completed successfully and that any outstanding
4. SAFETY MEASURES- Develop and implement safety issues or deficiencies are resolved before the project is handed over to
protocols and measures to protect workers, site visitors, and the client or occupants.
the public during construction. Ensure compliance with
safety regulations and standards. TURN-OVER- It usually refers to the formal transfer of a completed
5. ENVIRONMENTAL CONSIDERATIONS- Assess potential project from the contractor to the client or owner. This process includes
environmental impacts of the project and develop plans to providing all necessary documentation, keys, access codes, warranties,
mitigate and manage them. Also, implement eco-friendly and training to the client so they can take over the building or facility.
practices and compliance with environmental regulations.
6. TEMPORARY UTILITIES- Ensure that essential utilities,
such as water, electricity, and gas, are available and can be
connected to the construction site as needed.
 DUTIES OF PROJECT MANAGEMENT TEAM TO HAVE A 1. GENERAL CONTRACTOR: Create punch list items from
SUCCESSFUL PROJECT OUTCOME the jobsite
2. SPECIALTY CONTRACTOR: Prioritize what needs to be
done
• Must be effective in monitoring and supervising construction
3. OWNER: Use the punch process to track progress
activities.
4. Architect: Verify that punch list items match final drawings
• Must be good at maintaining and updating the project,
tracking progress, and ensuring that work is being completed
on time. POST CONSTRUCTION
• Must implement quality control measures to ensure that all
construction work meets the required quality standards and • Assist the Owner test equipment and make final adjustments
complies with design specifications. • Review as-built drawings, equipment operating and
• Must enforce safety protocols and regulations on the maintenance manuals submitted by the Contractors and
construction site. Suppliers
• Must manage and allocate resources, including labor, • New Construction
materials, and equipment effectively. • Renovation Projects
• Must monitor project costs and expenditures, compare them • Building Maintenance
to the budget, and take corrective action to control costs and • Assist the Owner issuance of acceptance certificates
avoid overruns.
• Must be effective and must be knowledgeable in proper
documentation. APPLY FOR OCCUPANCY PERMIT OR CERTIFICATE OF
• Must have great experience in construction management, OCCUPANCY
especially in solving sudden complex problems being
encountered on-site. STANDARD REQUIREMENTS:

DOCUMENTS NEED ON-SITE & TO BE ACQUIRED DURING • Complete Application Forms

THE CONSTRUCTION STAGE • Building Permit
• Signed and Sealed As-Built Plans
• Construction Drawings and Specifications • Signed and Sealed Completion Forms
• Contract Documents • Fire Safety Inspection Certificate
• Permits and Approvals • Construction Logbook Signed and Sealed by Architect or
• Project Schedule Engineer in charge
• Project Plans and Reports
• Submittals NBCP - Certificate of Occupancy issued 30 DAYS after final inspection
• Change Orders
• Minutes of the Meeting UAP DOC 301 - Period of Making Good Known DEFECTS OR
• Safety Documentation FAULTS (expected fair, wear and tear) is maximum 60 DAYS from
• Quality Control Records issuance of Certificate of Completion (Rectification period).
• Daily Construction Logs
• Material and Equipment Records
TESTING AND COMMISSIONING is a quality- oriented process for
• Payment and Invoicing
achieving, verifying, and documenting that the performance of facilities,
• As-built Drawing Plans
systems, and assemblies meets defined objectives and criteria. It is an
• Closeout Documentation
all- inclusive process consisting:
• Final Project Documentation
• Contractor Insurance and Certifications Environmental
Compliance Documentation Closeout Reports • Planning
• Correspondence and Emails • Coordinating
• Delivery
• Verification
These documents serve to enhance transparency, accountability,
• Managing risks
efficiency, and risk mitigation in construction projects, helping to ensure
• Maintaining Quality
successful project completion while adhering to legal, safety, and quality
standards.
Successful commissioning of a project results in 'critical systems'
resilience, maximum energy efficiency, indoor environmental quality,
POST-CONSTRUCTION consists of all the final processes completed
extended systems life and reduced operation
in order to hand the building entirely over to the building owner. This
includes completing all punch list items, a final walkthrough, training,
and more. Maintenance and costs. Commissioning ensures a new facility begins its
life cycle at optimal productivity with all systems.
POST CONSTRUCTION- Conducts inspection with the Owner and
Consultants upon the advice of Contractors

PUNCH LIST ITEM is any task that must be completed before project
closeout. Therefore, the items included in a construction punch list are
dependent on the project, the owner, architects, client, contractors,
subcontractors, etc.

CONSTRUCTION PUNCH LIST BEST PRACTICES

CONTRACTS AND SPECIFICATIONS • Design-Build Contracts
• Design-Build in a Consortium Format
CONTRACTS • Construction Management Contracts

a) Web-based Contracts COMPETITIVELY BID CONTRACTS- the owner invites a quote for
b) Contract Environment the work to be performed based on complete plans and specifications.
c) Process of Purchasing Construction
d) Major Construction Contract Types AWARD OF CONTRACT is generally made to the lowest responsible
e) Construction Management at Risk bidder.

WEB-BASED CONTRACTING provides an environment supporting RESPONSIBLE is important since the contractor submitting the lowest
scheduling, controlling, regulating, analyzing, and auditing the bid may not, in fact, be competent to carry out the work.
procurement and delivery of materials and services for construction in
an electronic format.
LOW BIDDER- Once bids have been opened and read publicly (at the
time and place announced in the notice to bidders), an ‘‘apparent’’ -----
REQUEST FOR QUOTATIONS AND REQUEST FOR PROPOSALS --- is announced.
(RFQS/RFPS) - Web-based contracts are able to route ------- to
approved contractors or search for matching contractors according to
UNNECESSARY- If the lowest bidder can be considered responsible
attributes.
based on his or her capability for carrying out the work, then further
review is ----.
CONTRACT ENVIRONMENT- Construction is a product-oriented
activity that has many dimensions. One of these dimensions is the
FACTORS THAT AFFECT WHETHER A CONTRACTOR CAN BE
business side of construction.
CONSIDERED RESPONSIBLE ARE THE SAME AS THOSE USED
IN CONSIDERING A CONTRACTOR FOR PREQUALIFICATION:
CONTRACTORS- The central role played by contracts is reflected by
the fact that construction firms are referred to as ---------.
• Technical competence and experience.
• Current financial position based on the firm’s balance sheet
In addition to the contractual relationship with the owner/client, construction and income statement.
managers supervise contracts with: • Bonding capacity.
• Current amount of work under way.
• Subcontractors • Past history of claims litigation.
• Specialty firms • Defaults on previous contracts.
• Labor unions
• Equipment vendors LUMP-SUM, OR STIPULATED-SUM CONTRACT is one in which
• Materials vendors the contractor quotes one price, which covers all work and services
required by the contract plans and specifications.
END ITEM REQUIRES THE PURCHASER TO COORDINATE
MANY ENTITIES TO INCLUDE UNIT-PRICE CONTRACT- In contrast to the lump-sum, or fixed-
price, type of contract, the -------- allows some flexibility in meeting
• designer(s) variations in the amount and quantity of work encountered during
• contractor(s) construction.
• specialty subcontractors
• vendors. UNIT-PRICE CONTRACTS- In this type of contract, the project is
broken down into work items that can be characterized by units such as
PROJECT DELIVERY SYSTEMS have been developed to provide the cubic yards, linear and square feet, and piece numbers (e.g., 16 window
construction buyer (i.e., the client) with a single point of contact or frames).
source of purchase.
NEGOTIATED CONTRACTS- An owner can enter into contract with
25 YEARS-These contract formats have gained popularity over the past a constructor by negotiating the price and method of reimbursement. A
---- and are still evolving. number of formats of contract can be concluded based on negotiation
between owner and contractors.

The two major varieties of contract formats designed to provide the client with
the construction equivalent of ‘‘one stop shopping’’ are DESIGN BUILD CONTRACTS- It is advantageous from the client’s
point of view to have a single contractor provide the entire project as a
single contract package.
• design-build contracts
• construction management contracts
DESIGN BUILD CONTRACT - It has been common practice in
industrial construction to use the--------approach for complex projects
MAJOR CONSTRUCTION CONTRACT TYPES that have tight time requirements.

• Competitively Bid Contracts

• Stipulated Sum Contracts
• Unit Price Contracts
• Negotiated Contracts
CONSTRUCTION-MANAGEMENT (CM)- type contracts wherein CONTRACT PROJECT ORGANIZATION
one firm is retained to coordinate all activities from concept design
through acceptance of the facility. ORGANIZATION is a group of individuals who are cooperating
willingly and effectively for a common goal.
FIRM represents the owner in all construction management activities.
MANAGEMENT STRUCTURE is only a vehicle used to attain the
CONSTRUCTION MANAGEMENT is defined as that group of objectives and goals of an institution, and therefore, must be realistic
management activities related to a construction program, carried out and responsive to the call for a change of those needs.
during the predesign, design, and construction phases, which
contributes to the control of time and cost in the construction of a new STRUCTURAL ORGANIZATION is the formal arrangements that are
facility. established to coordinate all the activities in order to implement a given
strategy.

THE STRUCTURAL ELEMENTS OF AN ORGANIZATION

MEN. These are the different members of the organization starting from
the very top of the last workman in the enterprise.

MATERIALS. Represents the materials necessary in the distribution of

functions or in the attainment of its objectives.

MACHINE. The tools necessary in producing its desired output.

METHODS. The procedures and ways used in the course of its actions.

AGENCY CONSTRUCTION MANAGERS are coordinators working MONEY. The financial resources of the organization.
on behalf of the client and are not contractually liable for the successful
completion of the work.
THE MAJOR ELEMENTS OF ORGANIZATIONAL STRUCTURES

TECHNICAL SPECIFICATIONS- The contract documents must

DISTRIBUTION OF FUNCTIONS. The functions to be performed, the
convey the requirements of the project to potential bidders and establish
groupings of functions, and the vertical and horizontal task relationships
a legally precise picture of the technical aspects of the work to be
among functions.
performed.

VERTICAL AND HORIZONTAL AUTHORITY RELATIONSHIPS

• Standards of workmanship and material standards
(who are the authority to do what)
• Government specifications

COMMUNICATION AND DECISION PROCESSES. The manner in

GOVERNMENT SPECIFICATIONS usually cite a specific brand or
which formal decisions are made and by whom.
model and then establish the requirement that this or an equal item be
used.
POLICIES. The decision, rules or guidelines established.

OFTEN THE QUALITY REQUIRED WILL BE ESTABLISHED BY

REFERENCE TO AN ACCEPTED PRACTICE OR QUALITY TRADITIONAL STRUCTURES- According to Peter Drucker, ----- are
SPECIFICATION. no longer adequate for today’s complex organizations.

• THE AMERICAN CONCRETE INSTITUTE (ACI) MANAGEMENT STRUCTURE is a means of attaining the objectives
• THE AMERICAN WELDING SOCIETY (AWS) and goals of an institution.
• THE AMERICAN ASSOCIATION OF STATE HIGHWAY
AND TRANSPORTATION OFFICIALS (AASHTO) PRINCIPLES OF GOOD ORGANIZATION
• THE AMERICAN SOCIETY FOR TESTING AND
MATERIALS (ASTM) PRINCIPLE OF OBJECTIVE. A clear and complete definition of the
objectives must be known. Any business concern or any individual
adhere to a definite purpose or aim.

ANALYSIS. A sound business judgment attempts to build an

organization through full knowledge of the requirements of the business.

SIMPLICITY. The simplest organization that will serve to attain the

desired objective is considered the best.

FUNCTIONALISM. The organization should be built around the main

functions of the business and not around the individuals.
DEPARTMENTALIZATION. In big organization, the scope of • He studies and analyzes his job.
operation can be very broad, necessitating departmentalization to • He knows how to delegate the administrative details of his
achieve a smoother flow of operations. job.
• He is willing to delegate to and share with his subordinates
CENTRALIZATION OF AUTHORITY AND RESPONSIBILITY. In the credit of a job well done.
every organization, there should be centralized executive control or • He trains and develops his men to prepare them to assume
command authority. delegated work.
• He knows how to control and plan his time.
• He institutes controls for effective performance.
LIMITED SPAN OF CONTROL. The number of subordinates an
executive can manage effectively.
Executive Functions (Managers do not do the actual work of an
organization. His specific functions are):
BUSINESS had been defined as an organization of people with varied
skills, which uses capital and talents to produce goods or services, which
can be sold to others of more than their costs • To plan
• To organize
• To direct
BUSINESS may be considered as, the system through which the
economic activity was organized by those who seek to make profit. • To control

WHAT IS MANAGEMENT? PLANNING is the job of making things happen that would otherwise
not occur. It is an intellectual process, the conscious determination and
direction of action.
MANAGEMENT IS A PROCESS. It is the process of directing and
facilitating the work of people who are organized for a common
purpose. PLANS MAY BE CLASSIFIED AS:

MANAGEMENT IS A FUNCTION. It is the function of getting things • Objective of the enterprise

done through the efforts of others. It is the application of authority and • Policies
the assumption of responsibility. • Procedures
• Budget and
• Programs
MANAGEMENT TO BE SUCCESSFUL MUST BE SCIENTIFIC.
Scientific management has done more to advance and win the status of
mankind today than has any other single factor. ORGANIZING. A good organizational structure does not guarantee
good performance, but a poor one makes good performance impossible,
either the caliber of the individual managers notwithstanding.
MANAGEMENT MUST BE HUMANISTIC. Where machine may
have standard of efficiency and be set to run at a given speed, human
beings, whether manager or workers, cannot be so easily regulated to a DIRECTING. – is guiding and overseeing subordinates.
pre-determined point of accomplishment.
LEADERSHIP has been defined as, the process by which an executive
MANAGEMENT STRUCTURES imaginatively directs, guides or influence the work of others in choosing
and attaining particular ends.

• It is physically impossible for one person to control

effectively all the works of a large organization through COORDINATION is the process whereby an executive develops an
personal contact with it. orderly pattern of group effort among the subordinates, and secures
• No persons possesses the skills necessary to guide personally unity of action in the pursuit of common purpose.
the highly specialized activities in a modern construction
business. HOW CAN EXECUTIVES COORDINATE EFFORTS IN THEIR
ORGANIZATION?
THE LINE OF RESPONSIBILITY WORKS IN TWO WAYS:
• Clarifying authority and responsibility
1. From the executive to the supervisor down to the workers • Careful checking and observation
under his jurisdiction and conversely. • Facilitating effective communication
2. From the workers to those who are in authority over him. • Utilizing leadership skills

CONTROL as a verb is defined by Webster’s new college dictionary as CONTROL – has been defined as the process by which an executive
“to check or regulate…. to keep within limits”. gets the performance of his subordinates to correspond as closely as
possible to chosen plans, orders, objectives, or policies.
MANAGERIAL CONTROL carries with it a much broader
interpretation to apply not only to check nor command, but also the POLICIES are general statements, which guide or channel the thinking
whip. Not only to regulate, but also to stimulate. and action of members of an organization.

MANAGER as executive is the most difficult and with the highest PROCEDURES are reflection of policy. It involves the selection of a
degree of responsibility. The nature of his job is varied from the simplest course of action and applied to future activities.
to the most complicated one.
EXECUTIVE LEADERSHIP is the bridge between objective and result.
QUALITY OF AN EFFECTIVE MANAGER
HUMAN PROGRESS is the crowning glory of success. • A goal
• An ideal
SUCCESS is the result of good management. • A vision

DELEGATION AUTHORITY is the key to effective management. In FIVE KEY POINTS TO SUCCESS IN ENTERPRISE
order to have control, the manager must have authority. MANAGEMENT

AUTHORITY is the power of an administrator to delegate functions to • To have a clear management philosophy, clear goals, and
the next ranking executive, who in turn transmit it to the employees who definite ideal.
are charged with the actual operations. • To manage a company with the full realization that every
enterprise is a public enterprise.
• To practice open management.
DELEGATION OF A TASK to a subordinate is manifestation of faith
• To collect the wisdom of the many.
and confidence towards the ability of a subordinate.
• To try your best to acquire an unflappable and supremely
adaptable mind to enable you to see things as they actually
BUCK PASSING- There are people who constantly seek for authority, are without clinging to preconceived notions.
but evade responsibility. This is called ----.
ACCORDING TO KONOSUKE MATSUSHITA, FOR A
SCIENTIFIC MANAGEMENT CORPORATION TO ACHIEVE ITS OBJECTIVE, IT MUST ABOVE
ALL ELSE, SUCCEED IN CULTIVATING ITS HUMAN RESOURCES.
The root of management science extend to the work of Frederick W.
Taylor, who propounded the machine model or scientific or task • People-first business philosophy.
management theory with the following peculiarities: • Every employee must learn to think like a business manager
• The company is locked upon as a lifetime education center
1. Division of labor and specialization or a training center for life.
2. Unity of command and centralization of decision making
3. One way authority ORDER is a specific message conveyed by a leader to a follower for
4. Narrow span of control the purpose of influencing the follower to take desired action.

CARL G. BARTH introduced to the world the use of research ORDERS are either verbal or written.
mathematics, which he merged with his knowledge of machine tools.

WHEN TO USE VERBAL ORDERS?

DESCRIPTIVE OF THE WORK OF FUNCTIONAL STAFF
RESPONSIBLE
• When the order is simple and the message can be clearly
heard.
• Incentive standard • When privacy is important.
• Methods analysis • When the follower is intelligent and reliable.
• Quality control • When demonstration is involved.
• Production control
• Material handling
WHEN TO HAVE WRITTEN ORDERS?

BUSINESS CAPITAL have long accepted the benefits of engineering

expertise in connection with construction and production operations. • When precise figures or complicated details are involved.
They have started to call engineering to supply the same scientific approach • When orders must be passed on to someone else.
to problems in: • When the workers involved are slow to understand and
forgetful.
• When you want to hold the receiver strictly accountable.
• Organization • When particular sequence must be followed exactly.
• Financing • When a notice board can be suitably used.
• Office and field operations
• Inventory and control and in fact almost all phases of the
business WHETHER VERBAL OR WRITTEN, EVERY ORDER WILL FALL
INTO ONE OF FOUR DISTINCT CATEGORIES SUCH AS:

TO BE EFFECTIVE EXECUTIVE ENGINEERS HAS FIVE HABITS

IN MIND: • A request
• A suggestion
• Asking for volunteers
• They know where their time goes.
• A direct order
• They focus on outward contribution.
• They build on strengths.
• They concentrate on a few major areas where superior THE WAY AN ORDER IS PHRASED MAKES A LOT OF
performance will produce outstanding results. DIFFERENCE. HERE ARE SOME GUIDING PRINCIPLES ON
• Engineers finally make effective decisions. HOW TO PHRASE ORDERS EFFECTIVELY. IT SHOULD BE:

TO MATSUSHITA, THERE ARE THREE MANAGEMENT • Clear

PHILOSOPHIES, WHICH ARE INDISPENSABLE FACTORS IN • Complete
THE SUCCESS OF ENTERPRISE MANAGEMENT, NAMELY: • Concise
 • Acceptable to be accomplished. The schedule derives the
earliest and the latest times for their start and
finish.
HOW TO GIVE EFFECTIVE ORDERS

PERT/CPM
• Clarify your objective.
• Obtain favorable attention.
- a control tool for defining the parts of construction
• Make it simple and specific. job and then putting them together in a network
• Phrase it tactfully for best results. form.
• Explain why it should be done your way. - serves as an aid to the construction manager but
it does not make decision for him, nor does it
THE KNOWLEDGE WORKER- new breed of worker called -------is guarantee good management.
central to innovation. - see the whole picture of the entire job and
encourages periodic re-evaluation and providing
an accurate measure of progress
KNOWLEDGE WORK is complex and includes a high degree of
uncertainty and ambiguity.
UPON USING PERT/CPM WE CAN OBTAIN:

LOWER-LEVEL MANAGERS gained more decision-making 1) The graphical display of project activities
responsibilities and workers were encouraged to develop new skills or
interests, even unrelated to their specific job responsibilities.
2) An estimate of how long the project will last

3) Determine which activities are the most

critical to timely project completion
LESSON 3
4) Determine how long any activity can be
❖ PERT delayed without lengthening the project

– program evaluation and review

technique. THREE PHASES OF PERT/CPM

Planning - defined as determining the relationship between the work

- 1958 operation and the sequence in which they are to be performed.

- Lockheed Aircraft, the U.S. Navy Special Project Most important considerations:
Office and the consulting firm of Booz, Allen & 1. Gathering of all the necessary input data to make
Hamilton PERT/CPM works.
- developed as a result of looking for an improved 2. Planning phase is the main work of the contractor
method of planning and evaluating progress of a for being familiar and knowledgeable of his costing
large scale research and development program. I methods of doing business.
3. The contractor can seek assistance for the
- designed to provide the management a periodic
accomplishment of his work particularly the
reporting of current status and an outlook for the
gathering of data, but his basic responsibility on this
future on meeting approved plans and schedules.
matter cannot be delegated to any outsider group.
- “Is this a feasible schedule? And what are the 4. The contractor has the complete perception,
probabilities of making it?”. experiences, resources, and interest in getting the
project done in the best possible time and cost.
Polaris Missile Project 5. DRY RUN ON THE PROJECT
6. EFFECTIVE APPROACH AND USE OF
CONSTRUCTION IS THROUGH THE
- over 3,000 contractors and 11,000 subcontractors EFFECTIVENESS OF THE
with several thousands of work activities CONTRACTOR
- use of PERT shortening the length of the project 7. WORKING PERSONALLY OBTAINS INTIMATE
completion time. FIRST HAND LEARNING AND GAIN INSIGHTS
FOR DETAILS

❖ CPM – Critical Path Method In the Planning Stage, there are five inputs that can be obtained:
1) A network diagram defining the activities in the project.
2) The duration of activities.
- 1956
3) Cost estimates of the activities for monitoring cost, cash
- developed by J.E. Kelly of the Remington Rand flow requirements
Corp. and M.R. Walker of Du Pont 4) Resource estimates
- make an advanced scheduling and cost control 5) Trade indicators (responsibility) for activity groupin
methods.
- April 1958, CPM in application was demonstrated Scheduling – involves the distribution of work time for each work
in a real success. operation and determining when to start and when to finish.
- designed as a tool for planning, scheduling, and - the process of translating the arrow diagram into
control of construction work. Its emphasis was on timetable of calendar days.
the work or activities to be managed. The network - done by the day date table converting working days
diagram defined and focused attention on the job into calendar days which permits the inclusion of
 weekends, holidays, weather and other time lost. 6) Cost status reports
- Updating of the diagram is based on the number of
days the project is out of schedule There are three major reasons for construction failure:
1) Unbalanced organization due to lack of planning and
PERT/CPM Diagram should be accounted for: scheduling
o Time discrepancies 2) Lack of financial planning
o Deliveries 3) Poor cost control
o Weather
o Change Orders INFORMATION PROVIDED BY CPM:
o Unexpected events or conditions 1. PERT/CPM pinpoints the particular work operations whose
completion times are responsible for controlling the complete date.
Updating of the diagram is based on the number of days the project is 2. It provides a means of speeding up a project without excessive costs
out of schedule for overtime
3. It gives a leeway or float available for each of the non-critical work
From the Schedule Phase, there are four output that can be obtained: operations.
1) The schedule of activities in the network diagram 4. It establishes time boundaries for operations with possibilities of
showing the following: shifting resources, equipment and manpower to meet time
❑The Critical Activities requirements.
❑The Earliest Start date for each activity 5. PERT/CPM indicates the earliest starting date for each work
❑The Earliest Finish date for each activity operations and sub- contracts for supply and delivery of materials.
6. It shows the most advantageous scheduling for all operations.
❑The Latest Start date for each activity
7. It offers a means of assessing the effect on the overall project
❑The Latest Finish date for each activity
variations in one operation such as change orders.
❑The Float which refers to the amount of extra 8. In case of change order where the owner would not want to extend
time available for an activity the contract time, PERT/CPM offers a mean of re-scheduling the
2) A Bar Chart or a Time Scaled Network (arrow diagram operations but still to be completed at the least increase in cost.
network for the project) 9. With the critical path schedule as revised to reflect the change order,
3) A Resource Analysis showing the number and kind of any claim if any, for additional payment will be understood both by the
resources, man power, equipment and others that are owner and the contractor
required for each day of the project. 10.In case of serious delay due to weather, late material or equipment
4) A Cash Requirement prediction indicating how much delivery, the network can be revised at that stage and new computation
cash to be disbursed for the job and the amount of money is made to determine the new critical operation if any and revised float
that will be collected as a result of work accomplishment. times determined for the non-critical operations.

Control-Monitor – to effectively manage/supervise the work 1) The length or time of any path can be determined by adding the
operations expected time of the activities along that path.
2) The path with the longest time, catches management interest
Flexibility and updated re-computations brought because it governs the project completion time.
about by changing conditions is the key to a successful 3) In short, the expected duration of a project is equal to the expected
network programming. To keep the schedule more up to time of the longest path.
date and meaningful, it can be done by hand but is more 4) If there are delays along the longest path, naturally there is also a
easier and less in cost if it is done with the assistance of corresponding delay in project completion time.
computer to have the following output: 5) Therefore, any attempt to shorten the project completion time must
concentrate on the longest sequence of activities because of its relation
1) The contractor is supplied with time status reports to the completion time.
showing the overall status of the project in general and 6) The longest path is the critical path and its activities are called the
in particular. critical activities.
2.) The contractor is provided with revised schedules 7) Paths that are shorter than the critical path may experience some
which reflect the actual work conditions and the project delay but may not affect the over all project completion time as long as
status. the ultimate path time does not exceed the length of the critical path.
3) The contractor is supplied with cost status reports 8) The allowable slippage for any path is called slack or float time. It
showing how much money is being disbursed for what type indicates the difference between the length of a given path and the
of expenses. length of the critical path.
4) The contractor should be supplied with those reports as 9) The critical path then has a zero slack or float.
frequently as desired or required to maintain control over the
project. In Planning, the logical sequence of the job to be performed must be
formalized under the following considerations:
The Control Monitor Phase uses actual data which includes: 1. The logic of its sequence must be reviewed for
1) Additions to the project – this refers to the new activities. correctness.
2) Deletion from the project 2. A further review should be entertained to ascertain that all
3) Changes as to duration, description, trade indicators, cost phases of works should appear.
estimates or resource estimates. 3. That the scope of work is correctly interpreted
4) Actual starting dates
5) Actual finishing dates The project manager’s objective in planning could be summarized
as follows:
The Output Phase consists of the following: 1) To represent graphically the specific job and the proper
1) Time status report sequence of the job.
2) Revised schedules 2) To establish a medium for estimating the time,
3) Revised Bar Charts/Arrow Diagram or Network manpower or other resources necessary for each job.
4) Revised resource analysis 3) To have available sequential arrangement of the jobs,
5) Revised cash flow predictions an accurate estimate of resources and the alternative plans
 based on the scope of work.
Scheduling – is only secondary to planning. It is the process of
THE NETWORK FUNDAMENTALS allocating calendar dates to jobs based on the approved plan.

Network Conventions - The making and reading of a network Earliest Event – is the earliest time occurrence of an event
diagram requires some familiarity of the network conventions
Earliest Start – cannot be earlier than the earliest event time of the
The precedence diagram, clearly indicate which of the activities must event
be performed in the sequence and which can be performed
independently with each other. Earliest Event at the beginning of an arrow which is sometimes called
i-node The point of an arrow is called j-node
The network diagram is composed of a number of Arrows and Nodes
Early Start is not necessarily the point in time that the activity will be
over, but it is the earliest time that it can occur.
Two Different Conventions for Making a Network Diagram: - first day after the physical assumption
1) Activity on Arrow (AOA) – that is using arrows to
designate activities. The Latest Event time – is the latest time the event may occur
2) Activity on Node (AON) – using nodes to designate without delaying project completion.
activities.
The Latest Finish of an activity cannot be later than the latest event
The Nodes in the AON approach represents the beginning and the end time of its j-node.
of activities, which are called event.
Total Float or Activity Total Slack – span of time in activity can be
• Events are point in time. Unlike activities, they do not delayed after its earliest start time w/o delaying project.
consume either resources or time. Activities can be referred - Amount of float shared by all activities on a non-critical
to in two ways. path. Once used, it no longer exists.

One is by their end points such as activity 1-2 and the other Free Float - span of time in activity can be delayed after its early start
is by a letter assigned to an arrow such as activity a, b, c, etc. The w/o delaying the earliest start.
network describes sequential relationships among different activities - The time that exist s for an activity when all activities
on a project. For instance, activity 2-3 cannot be started according to preceding start at their Early Start date
the network until activity 1 -2 has been completed - An extra time gained when an activity start
immediately at their Earliest Time
FUNDAMENTAL ELEMENTS OF PERT/CPM
Independent Float – portion of the activities free float that would
Activity – is the work operations required to complete a task or in remain if all its preceding activities used up all their float.
some cases, a segment of that task. In short, it is the actual work
between events. Latest Start – latest time activity can start and not delay the project.

Activities can either be: Latest Finish -Latest time the activity can finish and not delay the
1) By their end points such as 1-2;2-4; etc. project.
2) By letter assigned to an arrow such as: a, b, c, etc
LATE START- deadline date by which time activity must start if the
Events – it is a point in time signifying the beginning or end of one or projected is to be completed on time.
more activities. It denotes the completion of all preceding or
predecessor activities and the beginning of one or more succeeding Late Finish – date that work must be finished to avoid delays.
activities.
Main goal is to finish the project under the following objectives:
Dummy Activity – is an arrow on a network showing the dependent
relationship between two activities. 1) To complete the project at the earliest minimum time.
- does not represent actual work efforts, and do not 2) To use any available manpower, equipment and other
consume time. resources.
- may be used in the network to distinguish two or 3) To complete the project with a minimum capital
more parallel activities. investment without causing undue delay.

Duration of an Activity – is the time it takes to be finished. In short, PERT/CPM - A basic tool, that will tell the management how to build
this is the normal time duration of a task. a project on a pre-determined activities and number of days at a
- Duration activity is the span of time from the Early projected cost.
Start to its Early Finish or from its Late Start to its
Late Finish. Construction management basically consider Time as the
controlling factor of all available resources from money, manpower,
Path – is a sequence of activities that leads from the starting node to facilities and equipment.
the finishing node.
As the controlling factor:
Dummy – clarify relationship • Time versus number of manpower
• Time versus number of equipment
slack or float time - allowable slippage for any path • Time versus Peso

critical path - zero slack or float - longest path Resources which are required in performing each job must be in
placed and available when needed.
 - Resources can be time, manpower, equipment, • The estimator must also add appropriate percentage for
facilities and money. wastage of those items where waste is likely to occur during
- Management must review the plans and the construction. Ex. a 5% waste maybe added to the volume of
resource requirements and then select a project plan mortar calculated for bricklaying.
that offers the best for the project.
g. Profit is added to establish the bid price. The amount of profit
varies depending on the site, complexity of the project,
LESSON 4: COST ESTIMATES AND VALUES ENGINEERING competition for the work, volume of construction activity in
the project. Profit may range from 5% for large projects to
Procedures on Detailed Estimate 30% for small projects or remodels/refurbish.\

a. Thorough review of the bidding and contract documents, FACTORS AFFECTING DECISION TO BID
checking for its completeness and subsequent analysis.
b. Thorough review of the drawings and technical specifications • The investment of time and money to prepare an estimate
and subsequent analysis. and to compare that investment to the probability of winning
c. Visit to the proposed site to document by pictures and the bid.
observe the factors that can influence the cost of • The risk that may occur during construction.
construction: • Whether or not their labor skills and availability of their
i. Available space for storage of materials equipment will match the requirement of the job to be bid.
ii. ii. Control of traffic • Must also assess the amount of work currently under
iii. Security construction by their company to ensure the available credit
iv. Existing underground and above for bidding additional work and available working capital.
ground facilities • Geographic location
v. Zonal description • Complexity of the Project
vi. Local laws governing the site. • Owner and designer’s reputation
• Potential of making a profit after the project is completed
d. Material Quantity Take-Off Preparation

o Know how the project is to be constructed by ESTIMATING PROCESS CHECKLIST

preparation of well-organized checklist of all work
items necessary to construct the project. • Standardization is the key in preparing reliable estimates.
o Review each set of drawing, calculate the quantity The estimating team must prepare a reliable standard
of material, and record the magnitude and unit of procedure for preparing estimates to ensure organization and
measurement on the appropriate line item in the consistency and reduce the potential for errors.
estimate.
o Basis for obtaining the cost of project materials are • Kickoff meeting formalizes the creation of the org/members
the unit cost from the suppliers. Take note of the of the estimating team. It provides background information
delivery, and cost of tax item for the materials. about the project to the estimating team, expectations of the
o The quantity of work required of the equipment is team etc.
divided by the equipment production rate and
then multiplied by the unit cost of equipment to • Estimate Work Plan identifies the work that is needed to
obtain the total cost for the equipment. prepare the estimate including who is going to do it when it
o Quantity of work required for labor is divided by is to be done, the budget for preparing the estimate and the
the labor production rate and then multiplied by expected accuracy of the estimate.
the cost of labor to obtain the cost of labor. The
common error in estimating is a quantity is • A thorough documentation of the estimate forms the baseline
omitted or calculated twice. A careful recheck of for project control, so decision can be made with better
the work by an independent person is normally the awareness of the budget thereby improving the overall
solution to this common error. outcome of the project.

e. Materials, labor, equipment and subcontractors are Direct • A well executed estimate review will increase the accuracy
Cost. Indirect cost are then prepared for taxed, permits, and credibility of the estimate, including the scope definition
bonds, insurance and overhead. and the basis of the estimate.

f. Risk of uncertainties is conducted to determine an • The estimating team should be headed by a lead estimator
appropriate contingency to be added to the base estimate. from the upper management. An assessment must be made
Regardless of any effort and amount of detailed estimating to determine workloads and capabilities of the in-house
for a project, there is almost always some unforeseen work estimating staff. Additional assistance from field personnel
that arises during construction. Caution is required in with experience from similar projects should be obtained.
assigning contingency because a contingency that is too low
might reduce the profit and a contingency that is too high
prevents the bid from being too competitive.

• Subcontract specialize work and prepare set of drawing for

the contractor and specification to request a bid for their
particular work.
Ex. Are roofing subcontractors, waterproofing
subcontractors and soil analysis subcon.