Chapter 5:

Construction Process

by Syed Burhanuddin Hilmi Syed Mohamad

 Project Format
• The construction industry is generally
focused on the production of a single and
unique end product.
• The product of construction industry is a
facility that is usually unique in design and
method of fabrication.
• It is a single ‘one-off’ item that is stylized in
terms of its function, appearance and
location.
 Project Development
• Construction projects develop in a clearly
sequential or linear fashion.
• The general steps involved are as follows:
– A need for a facility is identified by the owner.
– Initial feasibility and cost projections are
developed.
– The decision to proceed with conceptual
design is made, and a design professional is
retained.
 Project Development
– The conceptual design and scope of work are
developed to include an approximate estimate
of cost.
– The decision is made to proceed with the
development of final design documents, which
fully define the project for purposes of
construction.
– Based on the final design documents, the
project is advertised and proposals to include
quotations for construction of the work are
solicited.
 Project Development
– Based on proposals received, a constructor is
selected and a notice to the constructor to
proceed with the work is given. The proposal
and the acceptance of the proposal on the part
of the owner constitute the formation of a
contract for the work.
– The process of constructing the facility is
initiated. Work is complete and the facility is
available for acceptance and occupancy.
 Project Development
– In complex projects, a period of testing decides
if the facility operates as designed and planned.
This period is typical of industrial projects and is
referred to as project start-up.
– The facility operates and is maintained during a
specified service life.
– The facility is disposed of if appropriate or
maintained in perpetuity.
 Process
• A process is defined as a system of operations
in the design, development, and production of
something, such as a project.
• A process is a series of actions, changes, or
operations that bring about an end result – cost,
schedule, technical performance objectives.
• A process is that it is a course or passage of
time in which something is created – an ongoing
movement or progression.
(Ireland & Iceland, 2002)
 Construction Processes
• The process of purchase begins with a
client who has need for a facility.
• The nature of risk is influenced by this
process of purchasing construction.
• In construction, since the item purchased
is to be produced, there are many
complex issues which can lead to failure
to complete the project in a functional
and/or timely manner.
 Managing the Project Life Cycle
Phase 1 Phase 2 Phase 3 Phase 4
Conceptual Phase Planning phase Execution phase Termination
• Determine that a • Define the project • Perform the work of • Assist in transfer of
project is needed. organization the project (i.e. design,project product.
• Establish goal. approach. construction, • Transfer human and
• Define projects production, site nonhuman resources
• Estimate the
target. activation, testing, to other organizations.
resources that the
delivery, etc.).
organization is willing • Prepare the schedule • Transfer or complete
to commit. for execution phase. commitments.
• “Sell” the • Define and allocate • Terminate project.
organization on the tasks and resources. • Reward personnel.
need for a project • Build the project
approach. team.
• Make key personnel
appointment.

Cleland & King, 1983

 Construction Process
• The construction process may be subdivided
into the stages considered below:
1. Conceptual stage: the client identifies the need for
the item of construction and appoints and briefs
consultants who study the client’s requirement,
propose an outline of the design and assess the
feasibility of the project.
2. Design stage: the concept of the project is further
developed and production information and contract
documentation prepared. Tenders are called.
 Construction Process
3. Construction stage: production programmes
are prepared and construction carried out on
site.
4. Operation and maintenance stage: the
completed building or works is maintained,
repaired or altered as required over the
course of its life.
 Activities at Various Stages of a
construction project
Substage Activities
Inception Client considers project requirements,
acquires land, sets up project team,
appoints and briefs architect/engineer.

Outline Members of the design team develop

proposals brief, consider the technical and
functional feasibility of the client’s
intentions, make general proposals for
the project including form, layout, height
and floor area, Architect applies for
outline planning approval.
 Activities at Various Stages of a
construction project
Substage Activities
Scheme Architect/Engineer finalises brief, and
Design with other consultants, prepares sketch
designs which are submitted to the
client for approval.
Detailed Design team prepares the full design of
design the project and all relevant production
information and contract documentation.
Architect applies for building plan
approval.
 Activities at Various Stages of a
construction project
Substage Activities
Tender Invites tenders. Quantity Surveyor
evaluates the tenders and report to
client. Recommends to Client. Client
signs a contract with the successful
bidder.
Project Prepares a programme for the project
planning and mobilises resources for construction
on sie.
 Activities at Various Stages of a
construction project
Substage Activities
Site Main Contractor and subcontractors
Operation transform the production information into
a physical facility. Members of the
design team supervise construction.
Architect/engineer issues payment
certificates periodically on the
recommendation of the Quantity
Surveyor. Site Meeting. On completion,
Architect, applies for a temporary
occupation license. Application for a
final certificate.
 Activities at Various Stages of a
construction project
Substage Activities
Operation All faults becoming evident during the
defects liability period are made good by
the contractor. Quantity surveyor
prepares the final account for the
project. Clients arranges for the
management and maintenance of the
facility.

George Ofori, 1990

 On time and within budget
A quality facility on time and within budget
 Construction Process
• The construction process involves the
translation of a client’s needs and
intentions.
• Then prepare documentations; cost plan,
BQ, Specifications, Drawings.
• Finally, the construction phase.
 Construction Process
• Pre-Construction Activities
– Feasibility study
– Outline Conceptual Design Stage
– Preliminary Design Stage
– Design Development Stage (Working
Drawing)
– Completion of Working Drawings
 Activities During Construction
• Construction Supervision
– Preliminaries
– Demolition
– Excavation and foundation
– Concrete and brickwork
– Finishes
– M&E works
– External works
 Activities During Construction
• Construction Activities
• Variation Order
• Progress Payment
• Certificate of Practical Completion (CPC)
• Certificate of Fitness (CF)
 Site Preparation
 Site clearing
 Earthwork
 Setting Out & Levelling
 Hoarding
 Dewatering systems
 Temporary buildings
 Access
 Detail Process
1. Decision of a client in order to invest or not.
2. The client acquires a piece of land for
project development.
3. The client will engage professionals to
prepare documentation including drawings,
specifications, a form of contract, BQ. All
about consultancy works.
 Key Players
• The owner/Employer
• The designer/Estimator
– Architect/Planner
– C&S Engineers
– M&E Engineers
– QS
• The constructor
– Main
– Subcont.
 Clients
• Initiator of the construction process.
• Will be financing the project.
• An employer
• May be the public and private sectors.
Parties Involved in the
Construction Industry

Public Sector CLIENT Private Sector

AUTHORITIES CONSULTANTS

Project Management Consultant

Planner
Federal Architect
State Engineers; C&S, M, E
Local Quantity Surveyor
FINANCIER Land Surveyor
Interior Designer
Bank
Landscape Architect
Finance Company
Credit Corporation
Leasing Company
Main Contractor

SUPPLIER CONTRACTOR

Nominated Supplier MANPOWER Domestic Sub Contractor

Manufacturer
Nominated Sub Contractor
Vendor
Distributor
Administration
Site Management
Site Worker
• The process will be organised into the
sequence of activities/works differ from
one project to another.
Construction Site Management
• Work Programme
– The first stage, which is best commenced by
referring to the initial draft programme submitted at
tender stage.
• Includes time schedule for all major activities in the
contract.
• Critical activities, early start time, early completion time,
milestones.
• Sequence of works.
 Project Planning and Control
Objectives
- To arrange the activities appropriately
- To make a realistic time scheduling
- To make a resources estimation and
planning
- To implement time and cost controlling
- To ease the contract administration
 Planning
• What are we aiming for and why?
• In the execution of this function, the
organization’s mission, objectives, goals,
and strategies are determined.
 Control
• Construction – monitored by Project
Manager.
• Based on work programme – as planned
vs. actual progress.
• IT - Microsoft project & Primavera
(sometime Excel).
• Cash Flow (Financial Progress)
• Inspection & Observation (Physical
Progress).
WHY THERE HAS TO BE A PLAN?

INTERNAL (STRATEGIC) OR
EXTERNAL (CLIENT’S REQUEST)
TO AVOID RISK
TO TRACK PROGRESS
TO MAKE CORRECTION
 WHY SCHEDULE?

 To communicate the
construction plan
 To establish production goal
 To monitor and measure
progress
 To manage change
 INTRODUCTION
• The task of monitoring and controlling help
to determine the objectives are within reach
• Monitoring and control has to start at early
stage of the project development since it has
more impact on cost
• Focusing on monitoring and control at the
construction stage since many acknowledge
of its difficulty
 MONITORING and CONTROL
• Monitoring is comparing the planned
against actual
• Using software can easily be updated and
preparation of reports are standardised
• Several methods used to monitor the work
progress these include time weightage,
cost weightage, man-days and quality
• Most common is using cost weightage
 Progress Curves
Table 3.4 Combination between S-Curves and Bar Charts

No. Description Month

    1 2 3 4 5 6 7 8 9 10
100
1 Mobilization
2 Foundation Excavation
Original Schedule
3 Diversion Stage
4 Foundation Grouting
5 Dam Concrete

Cumulative progress (%)

6 Install Outlet Gates
7 Install Trash Racks
8 Prestress Actual progress
9 Radial Gates
10 Spillway Bridge
11 Curtain Grout
12 Dismantle Plant, Clean Up
0
 Project Controlling
Procedure
Project
plan
- What performance measures should be
selected?
Project - What data should be used to
implementation estimate the current value of each
performance measure?
- How should raw data be collected,
Measurement from which sources, and in what
Of work performance
frequency?
- How should the data be analyzed to
Project
detect current and future
control deviations?
- How should the results of the
analysis be reported, in what
Project format, to whom, and how often?
updating

Figure 3.12 Project Controlling Procedure

 Project Controlling

Design
Main office
Procurement

Constructio
n
Project Site
Implementation of
Project Controlling Subcontrac
t

Figure 3.13 Implementation of Project Controlling in Construction Project

 Elements of Project
Controlling
Forecasting

Elements of
Tools Project Controlling Budget

Milestone Action Plan

Figure 3.14 Elements of Project Controlling

Gantt Chart:
The Gantt chart (invented by Henry L. Gantt in 1900's)

is a bar chart presentation showing a horizontal bar for each task,

the length of the bar representing the duration of the task.

Figure below presents a Gantt Chart generated by Microsoft Project.

 Construct Bar Chart
• Layout?
• Time unit?
• Workdays or calendar days?
• Continuous or non-continuous…
 Bar Charts Limitations
Advantages Disadvantages
• Easy to prepare • Do not show inter-
• Easy to understand relationship
• Good communication • Difficult to
tool documentation and
manage project
 Time Controlling
Factors causing delay in construction project
•

Procurement of resources which is not on schedule

–
Inappropriate work capacity
–
Low productivity
–
Ineffective project management
–
There are some redesign and extra work to the project
–
– Bad communication among parties involved in project
Inefficient decision making
–
Force majeur, etc.
–

Need an effective supervision

 Suggestion of Practices
• Some of the practices can be incorporated in the
monitoring and control process system these
include:
– Daily monitoring
– Morning discussion with the foreman
– Afternoon discussion
– Discussion the resources requirement every forth nightly
– Using bonus system to improve productivity
– Using damages clause to control supplier and sub-
contractor
The Planning & Scheduling Process

IDENTIFY THE PROJECT ACTIVITIES

EXTIMATE DURATION OF ACTIVITY

DEVELOPED THE PROJECT PLAN

SCHEDULE PROJECT ACTIVITIES

REVIEW AND ANALYSE THE SCHEDULE

YES NO
IMPLEMENT OK?
 Historical Background
• During world war 1, Henry L.Gantt develop a
graphical technique of displaying bar type line
upon specific time.
• The technique was known as Bar Chart.
• In 1956 E.I. du Pont de Nemours & Company
developed network concept known as Critical
Path Method
• Booz Allen & Hamilton develop Project
Evaluation Review Technique (PERT)
• Scheduling software application are Primavera,
Microsoft Project, Artemis, Timeline etc
 Choice of Scheduling Method
Factors that governed the choice of the
technique are:
• Familiarity on the technique to be used
• Type and size of project
• Purpose of scheduling
Familiarity on the technique to be used

• A planner should not engaged any

technique which he has a limited
knowledge on it’s application
• Main objective of the schedule as a
communication tool
• Important to have a schedule technique
which is acceptable by all parties.
 Type and Size of the Project
• Project with few but repetitive tasks – Line
of Balance
• Medium to Large Project – (Critical Path
Method) like Precedence Method or Arrow
Diagram
• Small Project – Gantt Chart or Bar Chart
 Purpose & Important of Schedule
• Claim
• Project time and cost control
• Allocate project resources more efficiently
• As a monitoring tool
• Material delivery at site
• Storage – all material cannot put in the site (confined space)
• Avoid delay of the work and activity.
• Minimize the cash flow – as min as possible such as order
material stage by stage depend on the work needed.
• To guide fabricate (roofing, steel etc)
• Control human resources and machinery
• To give confidence to the client especially when bidding process.
• To improve the efficiency of the operation through the efficient
use of resources and cost control.
• Basic schedule for endorsement.
ACTIVITY DEFINED
FIVE CHARACTERISTICS
Must consume time
Mostly consume resourse
Have a defineable start and finish
Measurable
ACTIVITY IDENTIFICATION
THINGS TO BE REVIEWED
Plans and specification
Agreement
Contract conditions
BQ
Other information
ACTIVITY IDENTIFICATION
CRITERIA FOR BREAKING DOWN
PROJECTS:
WHAT?
WHERE?
WHO?
WHEN?
HOW?
 ACTIVITY DETAIL
DEPENDS ON THE FOLLOWING:
>Purpose Complexity
>Philosophy
>Information
>Responsibility
>Effect of detail
ACTIVITY DESCRIPTIONS
CONCISE AND CLEAR
MAY USE SCOPE AND LOCATION
ALWAYS HAVE THE SAME MEANING
LEGIBLE AND UNDERSTANDABLE
CONSISTENT
USE STANDARD ABBREVIATION
 WORK BREAKDOWN STRUCTURES (WBS)

 A PLANNING TOOL AND NOT A SCHEDULING METHOD

 BREAKS A PROJECT DOWN INTO GREATER DETAIL BY
LEVEL
 ORGANISES WITHOUT SCHEDULING
 PROVIDES A FRAMEWORK FOR ORGANISING AND
ORDERING ACTIVITIES
 Work Sequence
• Stages of construction activity.
• Normally from site clearing until project
handover.
• Logical sequence of activities.
• Needs an experience and knowledge
during planning and scheduling process.
 AKTIVITI MASA MINGGU
1 2 3 4 5 6 7 8 9 10 11 12

Bersih Tapak 4

Korek Asas 4

Pasang Tetulang Asas 4

Tuang Konkrit Asas 4

Penambakan 4

Pasang Acuan Tiang 4

Pasang Tetulang Tiang 4

Tuang Konkrit Tiang 4

Kerja Bata 4

Jumlah 36
Jumlah Mingguan 1 2 3 3 4 4 5 5 4 3 1 1
Jumlah Terkumpul 1 3 6 9 13 17 22 27 31 34 35 36
(Dirancang)
Act. ID Description Duration (days) Successors
1200 Rough HVAC 3 1300
1300 Rough Electrical 3 1000
1400 Shingles 3 1000, 1600, 2700
1500 Ext siding 3 20000
1600 Ext finish carpentry 2 1500
1700 Hang drywall 4 1800
1800 Finish drywall 4 1900, 2400, 2500
1900 Cabinets 2 2100, 2300
2000 Ext paint 3 2200
2100 Internal finish carpentry 4 2200
2200 Internal paint 3 2600
2300 Finish plumbing 2 2200
2400 Finish HVAC 3 2200
2500 Finish electrical 2 2200
2600 Flooring 3 2800
2700 Grading and landscaping 4 2800
2800 Punch list 2
A SUCCESSFUL CONSTRUCTION:

WITHIN BUDGET
ON TIME
MEETS OWNWER SPECIFIED
NEEDS AND REQUIREMENTS
WORK WITH FLEXIBILITY
• Daniel W.Halpin (2006); Construction
Management; Third Edition; John Wiley &
Sons; USA.
• Andrew A. L. Tan (2004); Why Projects
Fail? 1001 reasons; Venton Publishing (M)
Sdn. Bhd.; Selangor, Malaysia.