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Assignment 3 (ME-CM Group)
Assignment 3 (ME-CM Group)
CE-71102
Project Administration
Group Assignment-3
Project Administrator’s roles and responsibilities in a project closing out phase
Supervised by Prepared by
Sir U Myint Oo ME-CM group
Content
1.Introduction
2.Objectives
3.Testing and commissioning
4.Submission of records (Inspections, as-built drawing)
5.Delivery operating manual and maintenance procedure
6.Defect rectification
7.Handover
INTRODUCTION
OBJECTIVES
To define areas of responsibilities and acceptance
To clarify and define different phases of acceptance and handover
To record items outstanding for phase or project completion on a punch list
To minimize outstanding work at the various phases or project start up
To optimize plant start up
To determine whether design characteristics and parameters are met
To ensure technical acceptability of plant and equipment
These drawings are typically composed by architects and designers, they are the
ones to create the drawings because they have the most training and talent in
doing so; however, they are not always on site to see the work being done first
hand, meaning they can sometimes be liable for inaccuracies in the completion of
the project.
Recording an as-built drawing:
Because as-built drawings contain important information, it is crucial that every
construction site has at least one set of completed set of as-built drawing
available at all times. When handling as-built drawings, whether you are on or off
the construction site, keep in mind these few factors:
1. the date
2. weather conditions such as the amount of rain, temperature, wind speed as
well as the hours that couldn’t be worked due to adverse weather
3. the site physical conditions (such as encountering rock)
4. resources available including; staff, personnel, equipment, subcontractor’s
resources and site visitors
5. work done
6. delays and disruptions
7. major items of material received
8. potential future delays
9. any safety, environmental or industrial relations incidents
10.any other relevant information
If the client wants the daily report submitted in their format, which doesn’t allow
for all of the above, or has insufficient space to record everything, it may be
necessary to persuade them to amend their format.
The numbers of people recorded on site, in the diary, may be important when the
client is adjudicating any claim for acceleration or delays. It’s important when work
is performed on a cost recovery basis that the number of personnel recorded in the
daily report ties-up with the cost recovery records. If they don’t agree, the client
may only reimburse the contractor for the lesser number.
Often a contractor experiences a delay, and records it on the daily report, but when
the delay continues, they neglect to record its continuation, which can cause a
problem later, because the delay has been recorded as if it only affected one day.
It’s important to note every delay on every day that it affects progress.On
construction projects daily records, or reports, are important, yet Project Managers
often leave them for other staff to prepare and submit. These reports may be
referred to in the event of a contractual dispute. Therefore, they must be accurate
and, if possible, signed by the client or their representative. Often it’s a project
requirement to submit these reports daily, and even if it isn’t, I would recommend
every contractor still submits one.
The main objective of the operation functions is to efficiently manage the available
resources to produce the goods and services required by customers. Several large
and small organizations should have the importance of operations. The operation
managed activities are as follows:
- Material availability
- Quality data
- Delivery schedules
- Designs
- Orders for materials
- Production and delivery
- Schedules
- Quality requirements
- Design/Performance specifications
- Customer orders
- Customer feedback
The operation manager could perform the several tasks in construction site
to improve any work package. The coordination of the various teams is essential
for operation manager who gives the owner the perfect product. The aspect of
operation manager, therefore, is to try the appearance of the virtual estimates or
image to a real trade center (mixed – use Development).
Maintenance Procedure
The importance of the phase is to specify the real conditions of the large
construction with systematic performance of the areas.
1. All systems and components are long-lasting and easy to maintain
2. Ongoing maintenance is considered at the start of the design process
3. Effective mechanisms are established to ensure occupants understand
and carryout maintenance requirements
Overview
The design of the building and the way that it is managed will influence the
extent and cost of maintenance requirements. Maintenance includes repair,
cleaning and future upgrading of a development’s components or systems. With
speculative projects there will always be the tendency to reduce up-front costs.
However, developers need to be aware that an increasingly sophisticated market
is demanding greater efficiencies/lower ongoing costs be built into their purchase.
Considered material selection and design can dramatically reduce the need
for long-term maintenance. Designers should consider the likely longevity of
building components and plan for their future maintenance. Designers should also
be aware of the consequences of using complex mechanical systems. These
typically require more extensive, costly servicing performed by technically
specialized contractors. Design phase decisions should balance up-front costs
against ongoing life cycle costs.
What is a defect?
In the context of building construction, a defect is any deficiency in the
construction of a
building where an element has not been properly completed and/or fails to
perform in the
manner that was intended. Examples of defects are:
• missing handles on joinery;
• water leakage from taps, basins, toilets or pipes or roof leaks;
• doors failing e.g. hinges falling off, ill fitting doors, faulty locks;
• sinking paving, dying plants etc.
Defects are not element failures caused by incorrect maintenance or
modifications or
additions during the defects liability period that have impacted on the original
contract works.
Defects are also not element failures caused by unreasonable wear and tear
(vandalism,
wilful damage) or accidental breakages. Common sense plays an important role in
determining whether an issue is a defect or not.
Defect liability period (DLP)
The defects liability period (now called the 'rectification period' in Joint Contracts
Tribunal (JCT) contracts) begins upon certification of practical completion and
typically lasts six to twelve months.
During this period, the client reports any defects that arise to the contract
administrator who decides whether they are defects (i.e. works that are not in
accordance with the contract), or whether they are in fact maintenance issues. If
the contract administrator considers they are defects, then they may issue
instructions to the contractor to make them good within a reasonable time.
NB: It is actually the contractor's responsibility to identify and rectify defects, not
the clients, so if the client does bring defects to the contractor’s notice, they should
make clear that this is not a comprehensive list of all defects
At the end of the defects liability period, the contract administratorprepares
a schedule of defects, listing those defects that have not yet been rectified, and
agrees with the contractor the date by which they will be rectified.
The contractor must in any event rectify them within a reasonable time.
When the contract administrator considers all the items on the schedule of
defects have been rectified, they issue a certificate of making good defects. This
has the effect of releasing the remainder of any retentionand results in the final
certificate being issued.
It is important to note that the defects liability period is not a chance to correct
problems apparent at practical completion, it is a period during which
the contractor may be recalled to rectify defects which appear. If there
are defects apparent before practical completion, then these should be rectified
before a certificate of practical completion is issued. This can however put
the contract administrator in a difficult position, as both thecontractor and
the client may be keen to issue the certificate (so that the building can be handed
over) and yet defects (more than a de minimis) are apparent in the works. Issuing
the certificate could render the contract administrator liable for problems that
this causes for example in the calculation of liquidated damages.
In practice it is not unusual, particularly if it is in the client’s interests, for
acertificate of practical completion to be issued with an attached list of minor
omissions and defects to be rectified in the defects period. An example of this
would be if the certificate of practical completion might trigger tenants fit out and
subsequent payment of rent, when it is in nobody’s interest to delay the
programme just for delivery of a piece of door furniture or a replacement light
fitting.
If the contract administrator is pressured to certify practical completioneven
though the works are not complete, they might consider informing the client in
writing of the potential problems of doing so, obtaining written consent from
the client to certify practical completion and obtaining agreement from
the contractor that they will complete the works and rectify any defects. If
the contract administrator is not confident about the potential problems this may
cause, they may advise the client to seek legal advise. During the defects liability
period, the builder must rectify any defect that becomes apparent.
Handover
The handover of the site to the client takes place once the contract
administrator has confirmed that the works defined in the contract are
complete. However, it should be planned well in advance, and any special
requirements included in appointment documents and contracts.
Handover may take place during a handover meeting following aninspection of
the site.
During handover the client should be issued with:
Keys, fobs and transmitter controls for the development.
The health and safety file.
The draft building owner's manual.
The building log book.
A building user's guide.
Up to date testing and commissioning data.
All certificates and warranties in respect of the works.
As-built drawings from consultants and specialist suppliers andcontractors (or
as manufactured and installed). Or an as-constructedbuilding information
model.
Copies of statutory approvals, waivers, consents and conditions.
Equipment test certificates for lifts, escalators, lifting equipment, cradle
systems, boilers and pressure vessels.
Licences such as licences to store chemicals and gases and to
extractgroundwater from an artesian well.
If building information modelling (BIM) is being used, the common data
environment may be transferred to the employer, including the final published
information and the archive which provides a record of all activities in
the common data environment during the project. If they have not already done
so, the employer should appoint an asset information manager to maintain the
information.
In addition:
A defects reporting procedure should be agreed.
Access arrangements should be arranged for the contractor to remedydefects.
The contractor’s insurance cover ceases upon practical completion so a new
policy for full cover needs to be in place.
The contractor will no longer be responsible for security and so theclient's own
security arrangements need to be implemented.
As the client's facilities management team takes over the running of plant
and equipment, meters and fuel should be checked and recorded
and tools and spares issued or sourced.
Legal agreements such as adoption of roads or lease agreements should be
signed.
Outsourced contracts for maintenance should be signed.
If the soft landings framework is adopted, there may be additional requirements
to ensure a smooth transition from construction to occupation, such as
aftercare services and the provision of a technical guide. These
additional services should be included in appointment documents and contracts.
References
Sayar U Myint Oo's lectures
Operation and maintenance standard book
Submission records by Tyler Riddell
Defect rectification by www.hpw.qld.gov.au
Internet resources