Civil Engineering Management

Civil Engineering Management

Aims
 To apply Contract Law and Management 1
 To introduce risk management
 To introduce contract documentation
 To develop outline project data to detailed
construction requirements
Contract Management and Law 2
Learning Outcomes:
On successful completion of this unit
students will be expected, at threshold
level, to be able to:
 Identify and apply appropriate construction
methods and calculate the resources required in
terms of COST.
 Identify and propose mitigation for the RISKS appropriate to the
construction process.
 Identify and apply appropriate construction methods and calculate the
resources required in terms of TIME.
 Describe the coordinating role of the main contractor and the

responsibilities of the sub contractor in contract administration

Project Risk Management
The process of identifying, analysing and responding to
project risk. It involves maximising the results of positive
events and reducing the consequences of adverse
events. It involves the following processes:
 Risk identification
 Risk quantification
 Risk response development
avoidance, mitigation and acceptance.
 Risk response control
 Civil Engineering Management Course Layout
Prepare CV

QUALITY ASSURANCE
&
Sub Contractor Role Identify Bill of Quantity Item QUALITY CONTROL
(ISO 1400)

Take off quantity

Method Statement
incl. associated risks, CESMM
Estimate Rate resources and output rates Risk Identification and
Minimisation

Environment
Health, Safety &Welfare
Item Cost Resources Financial
Plant, Labour Materials

Sub Contractor Cost Sub Contractor Time

Scheme Cost Scheme Time

 The Project Life Cycle
Identification
RISKS Demolition
of need
• Scope
• Contract
• Time
• Cost Operate &
RISKS
Planning

• Quality
Maintain

• Design
• Health & Safety
• Environment Construction Design
ISO 14000
Environmental
Management
ISO 9000
Quality
Management
Definition of a project
According to BSI (1996):
A project is a unique set of co-ordinated activities
with definite starting and finishing points,
undertaken by an individual or organisation to
meet specific objectives within defined time
schedule, cost, and performance.
A Project
 A project is temporary
 A project produces a unique
product and/or service
 Projects arise because of the
need to satisfy identified needs
 What is the project ‘Driver’
 Need to define SCOPE of project
A Project
Time

Cost Quality

 Three (competing ) requirements

 May need to refine scope
A Project
R Time
I
S
K
Cost Quality
S

 Identify / mitigate risks

 May need to refine scope
Project Scope Risk
 Development of the project brief takes about 2%
of project cost, but commits up to 90% of project
costs.
 Often the Client does not know what he really
wants
Project Contract Risk
The Holyrood Building (Scottish Parliament)

 Cost rose from £54 to £431m due to increased

size and redesigns
 Construction Management contract
Project Time Management
The processes required to ensure timely completion of the
project. Project time management involves the following
processes:
 Divide project into numerous activities
 Activity sequencing
 Activity duration estimating
 Schedule development
 Schedule control: the process of influencing the factors that
create schedule changes to ensure that changes are beneficial
 Determining that the schedule has changed; and
 Managing the actual changes when and as they occur.
Portsmouth Spinnaker Tower
 Intended to open late
1999
 Opened mid 2005
 Cost rose from
£16.5m to £38m
 Most additional costs
by client
Project Cost Management
The processes required to ensure that the project is
completed within the approved budget. Project cost
management involves the following processes
 Resource planning – plant, labour & materials
 Cost estimating – rates & productivity
 Cost budgeting – planned cash flow
 Cost monitoring – actual cash flow
unit costs built up to current project cost
compared with budget
Project Quality Management
The processes required to ensure that the project will
satisfy the needs for which it was undertaken.
A critical aspect of project quality management is the
necessity to turn implied needs into stated needs
through project scope management. Project quality
management involves the following processes:
 Quality planning – identify what quality is required
 Quality assurance – the administrative process
 Quality control – actual testing to check if quality plan is
being achieved
 Responsibility in Design
 Poor design caused 35% of European site
deaths
 Poor communication between engineer /
architect/ project contractor caused a further
28% of deaths
 Construction (Design & Management
Regulations) – CDM, introduced in 1994 to
overcome these problems
 Hazard & Risk Management
 “Designers create many of the risks, Contractors
can mostly only manage the risks, while the
workers have to endure them.
 Clients must learn more about their
responsibilities and think about the risks.
 Construction professionals are involved at all
stages. We need to work together to ensure
consistently high standards.”
 John Barber MA LLB CEng FICE MHKIE FCIArb
 Barrister to ICE
Injaka pre-stressed bridge, 1998
Health, Safety & Welfare Management
 Identification of hazards
 Elimination and control of risks
 Avoiding accidents and injuries
 Avoiding occupational ill health
 It is also about:
 Avoiding abortive work
 Avoiding financial loss
 Professional responsibilities
 Complying with statutory obligations
 Avoiding fines and prison sentences
H&S Risk Management
What is risk?
Risk is the likelihood of something causing harm
(HAZARD) and its likely severity. In the health and
safety sense it relates to harm to persons (either as
physical harm or ill health).

Examples of risk to health and safety in construction

include:–
• falling from a height
• being struck by moving vehicles
• electrocution
• musculoskeletal injury
• inhaling toxic fumes/dust
Construction Safety Facts
 Statistically,for 40 year working life in
construction:

 1 in 490 chance of being killed

 1 in 10 chance of serious injury
 1 in 4.4 chance of 3 day injury
 Fatalities / year

100
150
200
250

0
50
91
/9
2
92
/9
3
93
/9
4
94
/9
5
95
/9
6
96
/9
7
97
/9
8
98
/9
9
99
/0
0
00
/0
Construction Safety Facts

1
public

01
employed

/0
2p
self employed
Construction Safety Facts
10 000
9 000 public
8 000 self employed
Major injuries / year

7 000 employed
6 000
5 000
4 000
3 000
2 000
1 000
2

2p
/9

/9

/9

/9

/9

/9

/9

/9

/0

/0

/0
91

92

93

94

95

96

97

98

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00

01
 Construction Safety Facts
 All accidents which result in at least 3 days
 absence from work have to be reported to the
HSE under RIDDOR (Reporting of Injuries, Diseases and
Dangerous Occurrences Regulations, 1995)

 Reliability of self employed data?

 HSE ‘Blitzes’ 2002
Scotland
Wales/ West All
and East
London Midlands/ Areas
North Midlands
South West Total
England

Sites Visited 223 444 383 63 1,113

Prohibition 110 206 120 24 460

Notices
Improvement 11 53 30 3 97
Notices
Total Notices 121 259 150 27 557
Issued
 Safety Culture
'The safety culture of an organisation is the
product of individual and group values,
attitudes, perceptions, competencies and
patterns of behaviour that determine the
commitment to, and proficiency of, an
organisation's health and safety management'.
HSE's 'Successful Health and Safety Management‘

Problem areas
• macho, adversarial culture.
• lack of training and supervision for many operating on
site
• poor understanding by professionals of the impact their
designs and decisions have on a site H&S regime
All Construction – Safety KPI
Respect for People – Sickness KPI
Environmental Management
ISO 14000 model is tool for an organization to
keep aware of the interactions that its
products and activities have with the
environment and to achieve and
continuously improve a desired level of
environmental performance. Note that
‘environment’ here is taken in the widest
context.
Construction companies also have to manage
the ‘green’ environment created by their
designs or construction activities.
Environmental KPI for Construction
Environmental KPI for Construction
Reduce Waste
A DUTY OF CARE
The underlying concept of the European
Environmental legislation is that the polluter
pays. The Environmental Protection Act (EPA)
imposes a "duty of care" on all waste producers
and disposers. Everyone produces waste, and
therefore everyone is responsible for the
disposal of their waste.

The construction industry is inextricably linked

into the entire length of the waste chain and
produced about 30% of all UK landfilled waste
in 1999.

The best solution to the waste disposal problem is

to create less waste through proper
management of resources and the production
process.
Recycle Materials
Protect Groundwater
 Construction is the
second largest polluter
of groundwater and
rivers

 over site run off

 by chemicals seeping
through the ground
Protect local streets
 Wheel washers are required on sites that would
otherwise allow ‘muck’ on local roads
Other Environmental Protection Measures
 Site hoardings – reduce noise and dust outside
the site, provide H&S barrier
 Restricted site working hours – prevents noise
during ‘unsocial’ hours, restricts vehicular
access .
 Water spray – reduces dust
 Equipment mufflers and working methods can
reduce noise
Maintenance Management
 Structures have to be designed for
maintenance (Sidney Opera House).
 Maintenance period 5 – 50 years
 Maintenance cost 0.5 – 15 times
construction cost
 For many structures, periodic
refurbishment (reconstruction) will be
required
 Torre Windsor Tower, Madrid
 106m high
 Built 1979
 Burnt down
2005 during
refurbishment
due to an initial
design fault
 Project Quality Management
The processes required to ensure that the project will
satisfy the needs for which it was undertaken.
A critical aspect of project quality management is the
necessity to turn implied needs into stated needs
through project scope management. Project quality
management involves the following processes:
 Quality planning
 Quality assurance
 Quality control
Conclusions
 There are risks at all stages of a construction project which
have to be managed
Brief
Design
Construction
Maintenance
Demolition

 Project Managers need to have a wide range of technical skills – to be able to

identify and quantify risks.
 Project managers need to have good communication skills – to be able to
avoid and or mitigate risks.
 Project managers need to be able to lead / manage people - to be able to
avoid and or mitigate risks.