1
Q
the process that sets up a portable plant, bring
material to the site, and on completion of the work moves the
plant away, leaving its output standing
A
Construction
2
Q
Legally binding document that describes the
responsibilities and rights of the parties
A
Contract
3
Q
Formation of Contracts
A
- Owner Issues an Invitation to Bids
- Contractor prepares and submits bid
- Owner reviews and accepts bid
- A contract document is developed, reviewed and agreed upon by parties
- The contract is signed by parties
4
Q
- Companies and individuals engaged in the business of construction
– They operate under a contract arrangement with the owner
A
Construction contractors
5
Q
2 types of construction contractors
A
- General Contractors
- Specialty Contractors
6
Q
engage in a wide range of construction
activities and execute most major construction projects
A
General contractors
7
Q
limit their activities to one or more construction specialties
A
Specialty contractors
8
Q
Construction Documents and Contracts
A
- Bidding Requirements
- Contract Forms
- Contract Conditions
- Specifications
- Drawings
- Addenda
- Contract Modifications
9
Q
Enumerate the Bidding Documents
A
- Bidding Requirements
- Contract Forms
- Contract Conditions
- Specifications
- Drawings
- Addenda
10
Q
Enumerate the Project Manual Documents
A
- Bidding Requirements
- Contract Forms
- Contract Conditions
- Specifications
11
Q
Enumerate the Contract Documents
A
- Contract Forms
- Contract Conditions
- Specifications
- Drawings
- Addenda
- Contract Modifications
12
Q
Enumerate the Bidding Requirements
A
- Invitation to Bid
- Instructions
- Information
- Bid Form
- Bid Bond
13
Q
Enumerate the Contract Forms
A
- Agreement
- Performance Bond
- Payment Bond
- Certificates
14
Q
Enumerate the Contract Conditions
A
- General Conditions
- Supplementary conditions
15
Q
Enumerate the Specifications
A
- General Requirements
- Site Construction
- Concrete
- Masonry
- Metals
- Wood and Plastics
- Thermal & Moisture Protection
- Doors and Windows
- Finishes
- Specialties
- Equipment
- Furnishings
- Special Construction
- Conveying Systems
- Mechanical
- Electrical
16
Q
convert design data into construction information and to clearly communicate that information to building industry, code officials, product manufacturers, suppliers and fabricators.
A
Working Drawings
17
Q
3 primary aspects of a set of working drawings
A
- Configuration/ Size
- Height
- Construction
18
Q
involves the activities
necessary to effect and determine the fulfillment of the contract
requirements by the parties to the construction contract.
A
Construction Contract Administration
19
Q
Any undertaking with a defined STARTING and ENDING
point and defined OBJECTIVES by which completion is
identified.
A
Project
20
Q
Project attributes
A
- has a well-defined objective
- temporary
- requires resources
- has primary customer
- has a specific time frame
- carried out through a series of interdependent tasks
- involves uncertainty
21
Q
the people
involved in or affected by project
activities
A
Project Stakeholders
22
Q
Stake holders in a Construction Project
A
- Project sponsor
- Project Manager
- Project Team
- Support Staff
- Customers
- Users
- Suppliers
- Opponents to the project
23
Q
Construction Project Participants I
A
- Owner
- Architect/Engineer
- Contractor
- Subcontractors
- Product representatives
24
Q
Construction Project Participants II
A
- Supplier
- Manufacturers
- Consultants
- Testing Laboratories and Inspection Agencies
- Financial adviser and institutions
25
Construction Project Participants III
1. Attorneys
2. Insurance Advisers
3. Bonding companies
4. Authorities and regulatory agencies
26
Project Categories
1. Public Projects
2. Private Projects
27
Phases of a Project
1. Business Planning
2. Conceptual Design
3. Detailed Design
4. Procurement
5. Construction
6. Testing, Start-up, & Implementation
7. Operations & Utilization
8. Decommissioning
28
the application of knowledge, skills, tools, and techniques to project activities in order to meet project requirements (meet or exceed stakeholders’ expectation from a project)
Project management
29
Basic Resources of Construction
1. Workers and subcontractors
2. Equipment and construction plant
3. Materials
4. Money
5. Time
30
A set of processes, tools and templates, designed to be used together to manage a project through its lifecycle
Project Management Framework
31
9 Project Management Knowledge Areas I
1. Time Management
2. Cost Management
3. Quality Management
4. Human Resources Management
5. Communications Management
6. Risk Management
7. Procurement Management
8. Integration Management
32
Project Management Triple Constraints
1. Time
2. Cost
3. Scope
33
Project Risk Classifications
1. Socioeconomic Factors
2. Organizational Relationships
3. Technological Problems
34
Elements under Socioeconomic Factors
1. Environmental Protection
2. Public Safety Regulation
3. Economic Instability
4. Exchange rate fluctuation
35
Elements under Organizational relationships
1. Contractual relationships
2. Attitudes of participants
3. Communication
36
Elements under Technological Problems
1. Design assumptions
2. Site conditions
3. Construction procedures
4. COSH
37
Ways to decompose a project into stages:1
1. Sequential processing
2. Parallel processing
3. Staggered processing
38
two basic approaches to organize for project implementation
1. Separation of organizations
2. Integration of organizations
39
Organization of Project Participants
1. Matrix Organization
2. Project Oriented Organization
40
refers to a project management team consisting of a professional construction manager and other participants who will carry out the tasks of project planning, design and construction in an integrated manner.
Professional construction management
41
In this approach an owner must have a steady flow of on-going projects to maintain a large work force for in-house operation. However, the owner may choose to subcontract a substantial portion of the project to outside consultants and contractors for both design and construction, even though it retains centralized decision-making to integrate all
efforts in project implementation.
Owner-Builder Operation
42
the direct opposite of the owner-builder approach in which the owner wishes to retain the maximum amount of control for the design- construction process.
turnkey operation
43
Key factors for successful projects
1. well-defined scope
2. extensive early planning
3. good leadership, management, and first line supervision
4. positive client relationship with client involvement
5. proper project team chemistry
6. quick responses to changes
7. engineering managers concerned with the total project
44
The process of identifying all the activities necessary to successfully complete the project.
PROJECT PLANNING
45
The process of determining the sequential order of the planned activities, assigning realistic durations to each activity, and determining the start and finish dates of each activity.
PROJECT SCHEDULING
46
- establishes the project completion date, which governs the scheduling of work for both the designer and contractor.
- sets priorities for the components that make up the project.
Responsibility of the owner
47
- develops a design schedule that meets the owner's schedule.
- this schedule should include a prioritization of work in accordance with the owner's needs and should be developed with extensive input from all designers who will have principal roles in the design process
Responsibility of a Designer
48
-develops a schedule for all construction activities in accordance with the contract documents.
-should include procurement and delivery of materials to the job, coordination of labor and equipment on the job, and interface the work of all subcontractors
Responsibility of a contractor
49
A graphical time-scale of the schedule. It is easy to interpret; but it is difficult to update, does not show interdependences of activities, and does not integrate costs or resources with the schedule.
GANTT CHART
50
A general title for the technique of defining and coordinating work by a graphical diagram that shows work activities and the interdependences of activities.
NETWORK ANALYSIS SYSTEM (NAS)
51
CPM is the commonly used NAS in project management. It provides interrelationships of activities and scheduling of costs and resources.
CRITICAL PATH METHOD
52
The performance of a task required to complete the project
ACTIVITY
53
A diagram to represent the relationship of activities to complete the project.
NETWORK
54
The estimated time required to perform an activity.
DURATION
55
The earliest time an activity can be started.
EARLY START (ES)
56
The earliest time an activity can be finished and is equal to the early start plus the duration.
EARLY FINISH (EF)
57
The latest time an activity can be finished.
LATE FINISH (LF)
58
The latest time an activity can be started without delaying the completion date of the project.
LATE START (LS)
59
- A list of basic steps that can be used to guide the process of developing a network analysis system for project planning and scheduling
WORK BREAKDOWN STRUCTURE
60
FACTORS THAT AFFECT THE DURATION OF AN ACTIVITY
1. QUANTITY AND QUALITY OF WORK
2. NUMBER OF PEOPLE / LABOR
3. NUMBER OF EQUIPMENT OF THE ACTIVITY 4. LEVEL OF WORKERS’ SKILLS
5. AVAILABILITY OF EQUIPMENT
6. WORK ENVIRONMENT
7. EFFECTIVENESS OF SUPERVISION
8. ETCETERA
61
3 ways to determine the duration of activity:
1. by analyzing historical records
2. by referencing commercially available manuals
3. from the experience and judgment of a person
62
the amount of time that a task can be delayed without affecting the completion date of the project.
Total Float (TF)
63
the amount of time that the activity can be delayed before any successors will be delayed
Free Float (FF)
64
Primary resources in construction phase
1. Labor
2. Materials
3. Equipment
65
graphical representation of a project’s timeline, tasks, and the dependencies between those tasks
PRODUCT EVALUATION AND REVIEW TECHNIQUE
66
is the shortest possible time an activity could possibly be completed, assuming that everything goes well
Optimistic time
67
is the longest the activity could ever require, assuming that everything goes poorly
pessimistic time
68
is the time the activity could be accomplished if it could be repeated many times under exactly the same conditions
most likely time
69
3 durations of PERT
1. optimistic time
2. pessimistic time
3. most likely time
70
a graphical representation that shows the sequencing of activities in the project
CPM DIAGRAM
71
the preceding activity
Predecessor
Activity
72
72
the following activity after the preceding activity
Successor
Activity
73
4 SUCCESSOR/PREDECESSOR RELATIONSHIPS
1. FINISH TO START
2. START TO START
3. START TO FINISH
4. FINISH TO FINISH
74
-assumed in a pure CPM
Network Diagram
-preceding activity must
be completed before
starting the following
activity
Finish-to-Start (F-S)
75
the successor activity
can start at the same
time or later than the
predecessor
activity
Start-to-Start (S-S)
76
the predecessor
activity must start before
the successor activity can
finish
Start-to-Finish (S-F)
77
the successor activity
can finish at the same
time
as or later than the
predecessor activity
Finish-to-Finish (F-F)
78
amount of time that an activity follows or is delayed from the start or finish of its predecessor; can be a negative number
Lag
79
80
is the opposite of lag, which is the amount of time that an activity precedes the start or finish of its successor
Lead
Construction Methods and Project Management
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