The Complete Guide To Construction Management: Course Manual

The Complete Guide to Construction Management
Course Manual
©Hussain Najwani, 2020
The Complete Guide to

Construction Management
Course Manual
By: Hussain Najwani

Course Manual
Author: Hussain Najwani
Introduction
This course manual is dedicated for the content of Udemy
course “The Complete Guide to Construction Management” by
its author Hussain Najwani. The manual provides the guidelines
and main points presented in the course material. For further
explanations, examples, photos, and deeper discussions you can
refer to the recorded video material.
Disclaimer
This document is copyrighted to its author Hussain Najwani and
is strictly for the use of students enrolled in the course. Students
are not permitted to share this document with any personnel
beyond the enrolled students.
Course Manual
Section 1: Course Introduction

This course overlooks the entire process of construction projects, following the
below concept map in order of topics:
Project Tender and

Understanding the
Contractor Project Site Activities
Construction Industry
Appointment
Define Project Identify Soil Client Material

Objectives (TCQ) Properties Selection
Set Project
Understand Project
Contractual and Manage the Project
Design Systems
Financial Models
Appoint Project
Establish Client Brief Project Closing
Consultant
The content is diverse and multi-disciplinary in nature. Due to the

differences in the construction industry among different countries
around the world, the course attempts to focus only on the common
construction methodologies adopted worldwide.
End of Section 1
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Section 2: The Decision to Build

In this section we commence our journey to a construction project by understanding the drivers
and the implications and of the “decision to build”. We also look at the industry you are about to
enter, what characteristics, challenges, and expectations you need to know.
Section 2.1: Decision Drivers
What drives your decision to build? It may be a response to a personal need (a place to live in), a
response to a business need, or a variety of other objectives such as having a place of worship.
Ultimately, we all use buildings for most of our activities!
Note that the implications of the decision differ greatly from your original purpose, i.e., you may for
example have a business of commercial trading and you need to build a headquarters for your company
but going into a construction project will take you into another field that is far away from your business.
You will get into details of engineering, building materials, contracting works, etc. to reach your ultimate
goal of your personal/business need
Section 2.2 Introducing the Industry
The construction industry accounts for a huge percentage of the global GDP. It is an industry impacting
all other industries directly – all offices require buildings!
To identify the main characteristics of the industry, let’s compare the process of building a house to
another typical procurement process like buying a car. When you buy a car, you visit an
agent/distributor, where the entire process of your car procurement is going to be made through that
party (acting as your focal point). The product you will purchase is already defined, price is set,
specifications are fixed, and you actually get to see a real model in the showroom that is identical to
what you will purchase.
Building a house on contrast, is a process where the product is unique (every construction project is a
unique project!). Thus, the prices, specifications, and all other details you have about the project are
mere estimates and not a definite reality. In addition, the components of any construction project are
too diverse to be procured through a single party. You will probably end up dealing with multiple
designers, contractors, suppliers, etc. The increase in the number of parties complicates the process
even more. More characteristics are discussed in the course material.
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Section 2.3 Industry Characteristics
Main characteristics of the industry are listed below:
Unexperienced Nature of Production Pricing Before Ease of Entering the

Clients Process Production Market
Low Profitability Project Uniqueness Fragmentation Project Team Liability
Governmental Impact Old Craft Culture Cash Flow Sensitivity Complexity of Works
End of Section 2
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Section 3: Defining Project Objectives

This section sets the primary objectives of a construction project. These objectives will form the
basis of the entire process hereafter. We start by identifying the building users and usage. A
glimpse of construction figures and terms is presented to enlighten the comprehension of the
project objectives. Next, we look at the three main objectives: Time, Cost and Quality (TCQ).
Section 3.1: Building Users and Usage
Identifying the users of the building in terms of numbers, ages, interest, genders, needs, etc. is critical
for the project design. Special needs – such as wheelchairs – demand special features in the project.
These features will ultimately influence the project budget and schedule.
Section 3.2: Understanding Building Numbers
You need to be familiar with some figures and terms in construction. For example, if a bedroom is stated
to be 4m X 4m in size, is this considered tight, average, or spacious? If a bathroom is of the same size (16
m2) how would that space be evaluated? Typically, such a space is average for bedrooms but is too large
for bathrooms. Understanding such figures will bring your expectation of the project closer to reality.
This will improve the entire project process.
Refer the course video content for more details of terms such as built-up area, building footprint, etc. as
well as an example of a typical project drawings.
Section 3.3: TCQ Objectives
Commonly the main objectives of a project are considered to be: Time, Cost and Quality. These
objectives are represented by a triangle, where an objective sets at every end of it. This comes in a
manner symbolic to the fact that combining these objectives at optimum is not possible. The closer you
get to a certain end of a triangle, the farther you are from the other two.
Section 3.4: Estimating Project Cost and Time
Simple methods to define C and T objectives of a project are presented here. Cost is best estimated – on
very rough basis – through the built-up area. You can obtain the estimated cost of construction from the
market per built-up area and apply it on your project. To estimate Time, its best to approach the market
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and question contractors on the matter. Time depends largely on the resources available with the
contractor which of course differ greatly from one firm to another.
Section 3.5: Estimating Project Quality
Unlike Time and Cost, Quality cannot be defined by a number. Estimating quality looks at elements such
as the project specifications, material selections, and design elements. My recommendation for
construction project clients is to focus on the target range of materials you are looking for. Whether you
are willing to pay for high, medium, or low level materials. The identification of the materials and brands
can be easily determined through simple market investigation.
End of Section 3
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Section 4: Contractual Modules

Section 4 sets the basis of the project contract agreement. This involves identifying the
procurement route, and subsequently the parties involved and their level of responsibility. Next
we discuss the contract agreement between the client and contractor – being the main contract
in a construction project – where we look at forms of agreement and observe clauses that
require highlighting.
Section 4.1: Procurement Routes
There are several options that can be followed to procure a construction project. Three are observed:
1) Traditional Procurement Route: Where the client directly hires the designer and the contractor.
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2) Design and Build Procurement Route: Where the client hires a focal point only; a single
contractor responsible of project design and execution
3) Construction Management Route: Where the client hires a designer directly, but hires separate
work packages contractors for execution rather than one main contractor.
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Section 4.2: Routes Comparison
The three procurement routes explained in the previous section are compared:
Construction
Item/Route Traditional Route Design and Build
Management
Medium (two
Cost Certainty High Low
stage tendering)
Time Efficiency Low High Low
Reliance on Client Experience Medium Low High
Accommodation of Variations Possible but not easy Difficult Possible
Buildability Low High Low
Quality/Design Risk Low High Low
Cost Efficiency & Tender
High Low Very High
Competition
Team Spirit Low High Medium
Section 4.3: Range of Contracts
After deciding on a procurement route, we examine the range of contracts available in a construction
project. We have client – designer contract (under traditional and management routes), Client –
Contractor contract (under traditional and design & build routes), and so on. Every range is examined in
terms of Cost, Duration, and responsibilities. In all cases and under all aspects, we find the agreement
between client and contractor(s) to be the most critical.
Section 4.4: International Forms of Agreement
We have already concluded in the previous section that the contract between client and contractor(s) is
the most critical. We now set the details of that contract. How can that contract be defined? Can we
draft its terms by ourselves? We can but this indeed is not the best option. Therefore, we refer to
international standards to assist us in this matter.
International forms of FIDIC are observed, being one of the oldest and most widely used forms
worldwide. FIDIC published many books that are known by their colors. The most common is the Red
Book which examines projects under traditional procurement route. The main components of FIDIC Red
Book (1999) are:
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 General clauses: the main part of the contract, addressing the common requirements of all
contracts such as the client’s obligation to pay the contractor and the contractor’s obligation to
execute the works
 Particular clauses: project specific details such as parties, amount, duration, etc.
 Appendix: single appendix of DAB form of agreement
 Annexes: Several forms and formats such as the letter of tender.
Section 4.5: Clauses to Highlight
Regardless of the form of contract you follow, you need to define the following clauses carefully:
Period of warranty against all defects Modifications by the

Defect Liability Variations/O
that is given by contractor to client. client on the agreed
Period missions
Typically lasts for one year. design
Contractor’s request to
Penalty on contractor if works are Extension Of
Delay Damages extend the project
delayed Time
period
The methods of solving
To be ensured by contractor against Dispute any disputes arising
Insurances
all material, damages, workers, etc. Resolution between project
parties
The liability
Construction The time schedule of all activities and Subcontract distribution among
Programme their order or’s Liability contractor and
subcontractors
An amount that is retained with the Site safety, health,
HSE and Fire
Retention client and released to contractor after environment methods
Safety
defect liability period and procedures
The site surveillance
Conditions beyond control that can
Force Majeure Site Security required from the
obstruct the project works
contractor.
End of Section 4
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Section 5: Financial Modules

Section 5 introduces the methods of pricing in construction projects, which are mainly price-
based and cost-based. We then look at the Bill of Quantities (BOQ), by identifying its
components, types of items, and usage. This section sets the framework of the project
financials.
Section 5.1: Pricing Methods:
The main two methods of pricing construction projects are presented:
1) Cost Based Methods: Contractor shares his costs and gets is compensated + an agreed profit
and overhead
2) Prices Based Methods: Contractor quotes amounts inclusive of his costs, profits, overheads, etc.
The risk in method 2 is heavily on the client, while method offers great risk to the contractor.
Section 5.2: The BOQ:
The BOQ (Bill of Quantities) is a detailed document for every construction project indicating all materials
required along with their quantities, unit rates, and amounts. The BOQ may include items with different
pricing methods; every item as suitable for its case. Below are the items recommended to be considered
in a BOQ:
Type Description Example

Items that are of defined scope and details, and Concrete works,
Lump Sum may be fully handed to the contractor against a reinforcement steel, and
fixed price blockwork
Items that are of defined scope and details, but no
Re- definite quantities. Such items are to be quoted by
Excavation and backfilling
measureable unit rates only, and the amounts to be calculated
later on as per reality.
Items without defined scope or details, that are left Specialized aluminium,
Provisional
only as provisions for the client to define glass, joinery, and
Sum
throughout the project decorative works
Items where a portion is defined and can be stated
Prime Cost as Lump Sum, while another part is left as a Tile works
provision for the client to define
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Section 5.3: The Issue of Quantities:
The need of quantities is discussed here. Why do we need quantities and BOQ if the contract is lump
sum (full amount quoted against the project)? Lump sum requires drawings from client, and a price
quoted from contractor, that’s it! The reason behind the use of BOQ is to evaluate any changes,
modifications, variations, etc. that are inevitable in any construction project.
Section 5.4: Cost Estimation Methods:
The basic method of estimating cost is already defined in Section 3 as being equivalent to the built-up
area multiplied by the market price per square meters. Another method – that is very detailed and
accurate – is to prepare a full BOQ. This may not be feasible in all cases, thus a middle solution can be
followed where items in contractor’s hand are estimated on market unit rates and client scope items
(provisional sums) are calculated in a detailed BOQ manner.
Section 5.5: Subcontractor’s Payments:
Previous discussions focused on the financial agreements with main contractor, what about
subcontractors? Subcontractor’s payments may be directly through client, or through contractor, or in
between (nominated by client but processed by contractor). Refer the course material for further
discussion of every method.
Section 5.6: Financial Bonds and Guarantees:
The following items are considered:
 Advanced Payment: Commonly issued by client to contractor at the start of the project. The risk
on the client is mitigated by offering an advanced payment bond
 Performance Bond: A guaranteed bond issued by the contractor – through the bank – to the
client to provide a sort of guarantee against contractor’s performance.
 Retention: An amount (typically 2.5% - 5% of the contract agreement) that is retained by the
client against the contractor as a form of guarantee until the completion of the project liability
period.
End of Section 5
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Section 6: Client Brief

Section 6 presents the client brief document as a master document required for the project at
this stage. This is one of the most critical steps of any construction project.
Section 6.1: Document Preparation:
The client brief is introduced as the document compiling all the details discussed earlier, i.e. it is the
project bible. This document is prepared by the client solely (or with the assistant of a consultant) to
ensure that the process hereafter is matching with the client’s objectives and requirements.
Section 6.2: LIVE Document:
The Client brief is recommended to be used as a live document, which is constantly updated and
improved to keep reflecting the project requirements ultimately becoming the client’s guide and
financial manager.
End of Section 6
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Section 7: Consultant Appointment

Section 7 discusses the appointment of project consultant. It sets first the scope of works
executed by consultants, the methods of agreement, and the pricing approach.
Section 7.1: Scope of Work:
The scope of works executed by consultants is divided into:
 Design: includes main architectural, structural, and MEP disciplines as well as additional
disciplines – if required – like interior, landscaping, and lighting designs.
 Supervision: considers the technical supervision of site activities.
 Project Management: a wider approach of supervision, which considers the entire project
management process in financial, contractual, technical, and time aspects.
 QS Services: The preparation of BOQ through quantity take off. Conducted by quantity
surveyors.
 Contract and Tendering Services: preparation and management of contract documents and
tendering process.
Section 7.2: Costing Methods:
The pricing methods of all above items are briefed:
 Design (various disciplines): in square meters, Lump sum, or time consumed

 Supervision: according to site attendance and staff
 Project Management: according to site attendance and staff
 QS Services: Lump sum
 Contract and Tendering Services: Lump sum
End of Section 7
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Section 8: Project Plot

This section observes the characteristics of the project plot, by listing the pros and cons of every
characteristic and its impact on the project future. The section then examines the “soil
investigation” process which is carried to identify the characteristics of the plot.
Section 8.1: Plot Characteristics:
You need to understand the characteristics of the plot proposed for your project and do they enhance or
obstacle your progress. The main properties observed are:
 Highest to lowest level difference

 Type of soil and bearing capacity
 Shape of plot
 Roads adjacent to the plot
 Governmental requirements
 Distance from sea or other reservoirs
 Water Table
 Distance from infrastructure connections
 Shoring Requirement
An important term to understand is: Soil bearing capacity, which is the soil’s capacity to carry loads. The
soil – if not strong enough – may experience failures and collapses which offer a critical risk to the
project resting on that soil.
Section 8.2: Soil Investigation:
We have examined the different properties of a plot and their impacts, but how can we identify the
characteristics of the soil? This is done through “soil investigation” processes. Two main processes are
conducted in the soil investigation:
- Boreholes test
- Trial pits
The above tests are conducted to extract samples of the plot (and it’s underground). These samples are
then tested in laboratories to identify the soil characteristics such as composition and bearing capacity.
End of Section 8
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Section 9: Architectural Design

This section examines the process of project architectural design. We first identify what is the
architectural design, and then we look at the basis, requirements, and outcomes of the design.
At the end of the section we look at how we can evaluate an architectural design to confirm its
efficiency.
Section 9.1: Project Master Design:
The architectural is the first and the main design conducted for any project. The architectural design is
about everything you see in a building, such as spaces, entrances, heights, circulation paths, etc. On the
other hand, structural and MEP designs are supporting designs that consider elements you do not see
(such as the steel bars inside the concrete structure and the wiring that feeds the lights with power).
Thus, the architectural design is the identity of the building and the translation of the client’s
requirement from the project. It is therefore done first.
Section 9.2: Basis of Design:
The architectural design is based on the following:
 Client Requirements
 Plot Characteristics
 Architect’s standards and data
 Architectural Design Concepts and themes (like classic design, modern design, Victorian, etc.)
 Governing Laws and Regulations
Section 9.3: Design Steps:
Three main steps of architectural design are:
1) Design Concept:
An un-engineered step that represents the basic concept and theme the architect proposes for a
project
2) Design Development:
The engineered step where the approved concept is translated into engineering drawings with
numbers, figures, and dimensions
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3) Design Finalization:
This step is done at last, after all other design disciplines are complete, in which the
architectural design is reviewed for any conflicts between it and other design disciplines.
Section 9.4: Design Outcomes:
The architect presents the design of a project in the form of drawings. Below are the main types of
drawings you need to be aware of:
Section
Elevations
Details
Item
Plans
Schedules
3D
Sections
Perspective
The perspective of the drawings differs. For example: plans consider the building from a top-view (as if
you are at the ceiling level and looking down on the floor). On the other hand, elevations consider the
building from top to bottom, as if you are standing outside in front of the building and looking at it from
far. Refer the course material for examples of drawings presented.
Section 9.5: Design Review:
The architectural design must be reviewed in the following aspects:
Re-evaluate the built-up area estimations Estimate the cost of special elements
Identify waste areas Restrictions in design & material options
Be clear with your lifestyle! Cross check minimum/maximum size
The zoning exercise requirements
End of Section 9
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Section 10: Structural Design

The structural design of a construction project is a pure engineering matter, unlike the
architectural design which involves personal taste and aesthetic elements. In this section start
by identifying the structural design, and then looking at its inputs, basis, outcomes, and review.
We also examine reinforced concrete in light of the structural design being the most common
material used.
Section 10.1: Design Inputs:
Just as the architect requires some input about the project to propose a design, the same applies to the
structural engineer. The structural engineer needs to know the following:
 Plot Characteristics
 Building Usage and Users (including future plans)
 Architectural Design
As you can see above, the architectural design is one of the main requirements needed by the structural
engineer to propose a building design.
Section 10.2: Basis of Design:
The structural design is based on the laws of physics, in particular on the Statics part of Mechanics
studies. The structural engineer calculates the loads the building has to carry, from the users,
equipment, furniture, building materials, etc. The structure of the building must be designed to be
strong enough to support the intended loads. Note that efficiency is required here, designing a structure
that is too strong is not desired as it will result in additional unnecessary costs, while designing a
structure that is too weak will endanger the users of the building.
Section 10.3: Concrete Structures:
Concrete is one of the most common materials used in building the structure of construction projects.
The laws of physics referred to in the earlier section are applied on concrete. Concrete is very strong in
carrying loads of compression, while is weak in carrying the loads of tension. This property is considered
by structural engineers while preparing a design. Areas where tension forces is going to be applied on
certain concrete elements the designer will consider additional reinforcement steel to cover up for the
weakness of concrete in that part.
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Observe the above concrete element, when load from the users or the equipment/furniture of the
building is applied on the structure, it is normal to have a minor curvature as the picture above shows.
This curvature offers a force of compression on the top of the concrete element, and a force of tension
on the bottom side. Thus, the bottom side is the weaker side where additional strength is required.
Concrete structure are composed of the following main elements:
 Foundations (shown below as red squares)

 Columns (grey color)
 Beams (green color)
 Slabs (yellow color)
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Section 10.4: Design Outcomes:
Just like an architect, the structural designer also translates his design of the project in the form of
drawings. Below are the main types of drawings considered. Refer the course materials for examples of
drawings
Other
structural General Notes
elements and Details
Details
Foundation
Slabs Details
Details
Columns
Beams Details
Details
Section 10.5: Design Review:
Even though the structural design is a pure technical matter that no ordinary client can judge on, there
are some aspects which you can use to evaluate the efficiency of the design. These are:
 Amount of steel: calculate the amount of steel in kg per cubic meters (average 130kg/m3).
 Amount of Concrete: review the sizes of concrete elements.
 Architectural Coordination: cross-check if there are no conflicts between the structure and
architecture drawings
 Type of Foundation: main types are isolated footings, raft, and piling. The selection depends on
the building size and loads as well as the soil properties.
 Type of Slab: main types observed are RCC and PT slabs, where the latter is for areas requiring
long spans.
Refer the course material for details and examples.
End of Section 10
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Section 11: MEP Design

This section looks at the design of MEP (Mechanical – Electrical – Plumbing) networks. These
networks are also known as Services networks. The design of MEP networks looks at the need
for water supply, electricity, drainage, and other services throughout the building. These
networks are all eventually embedded into the main architectural and structural designs of a
project.
Section 11.1: MEP Networks:
Unlike the structural and architectural designs, MEP networks do not necessarily look at the building as
a whole, but rather as individual components that are required to feed certain areas. The scope of MEP
designs can vary a lot, according to the case and the client requirement. It is not necessary for example
to have smart system embedded within your electrical network, however the basic electrical network –
also part of MEP – is indeed considered in any construction project.
Section 11.2: Plumbing Networks:
The plumbing networks design is – similarly to the structural design – based upon principles of physics,
mainly on Fluid Mechanics field. The most important terms you need to understand are:
- Water Pressure: the strength water has in its flow
- Gravity Flow and Pressure head: the gain of water pressure due to the effect of gravity. Think
about water flowing from a very high tank placed on a building roof to the bottom floor. The
higher is the water tank the more pressure you will get at the ground floor. This is due to
gravity.
- Use of Pumps: If water does not have enough pressure, or there is no enough height to give the
water pressure from the gravity effect, you may need to use water pumps. Water pumps are
used for the purpose of giving water the pressure it needs to flow.
Due to the above, we can conclude that to have water flowing with good pressure – avoiding the use of
pumps for their cost and technical challenges – the best option is to optimize the use of gravity effect.
For that reason, pipes in buildings are commonly placed at an inclined arrangement to keep the water
flowing always downward. The typical slope of pipes is 1:100.
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Section 11.3: Water Supply Network:
Following the principles provided in the previous section, to have water flowing in the building to supply
all outlets (wash basins, irrigation pints, bathrooms, etc.) the best option is to keep the water tank as
high as possible (building roof) and then connect a series of pipes that will take the water from the
source and feed it to every outlet. As simple as that!
Section 11.4: Drainage Network:
Following the same principles, water used in different places in the building needs to be
drained/extracted. Places where water flow is expected are tapped with drainage points, those points
follow a series of pipes that again depend on the use of the gravity effect to flow, until a final point of
collection is reached. Maintaining the use of gravity, the collection point – sometimes called holding or
septic tank – is typically placed on a very low point within the building perimeter (to be placed
underground). If this is not possible, and the collection point is not enough to have the flow purely by
gravity, then temporary collection chambers and pumping system will be required.
Section 11.5: Grey Water Network:
For cases where the water drained from the building is required to be reused, a collection point – similar
to a holding tank – is placed and water filters are installed. The water is collected to that point through
pipes using the effect of gravity, the water is filtered, and then pumped back into the system for reuse.
Section 11.6: Power Networks:
Power networks mainly refer to electrical power. This is also a very simple network, typically you will
find electrical points owned by the government (or any other power supplier) in the area surrounding
your building, you approach such authorities to connect to their points and receive power. The power
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will be received by your building through a main electrical panel, which will then distribute the power to
all outlets required in your building. Outlets include: lights, AC’s, sockets, and all other points requiring
electrical power.
Section 11.7: ELV Networks:
ELV stands for Extra Low Voltage. These are part of the main electrical power, however are mentioned
separately due to the special requirement of low voltage wiring and potential other needs such as
separate boards. ELV networks include CCTV, data, WIFI, intercom, etc.
Section 11.8: Earthing Networks:
Earthing is part of the electrical network, it is the safe key. For cases where electrical failure may occur,
we do not want to have the circuit feeding the failed item constantly with power, leading to a potential
fire. An earthing system is provided to ensure that if any failure occurs, the network will automatically
disconnect preferring the safety of the building and its users.
Section 11.9: HVAC Networks:
HVAC stands for Heat, Ventilation, and Air Conditioning. Every room in every building requires some
form of ventilation. In normal areas like bedrooms and living rooms, simple windows and temperature
regulation devices (like AC or heaters) are sufficient. Other areas with special ventilation requirements
may need more provisions. For example, underground car parking requires special fans, since it is closed
area that is subject to high levels of carbon release from the cars. Another places is the kitchen, where
exhaust fans and kitchen extract hood are used for ventilation and air circulations.
Section 11.10: Air Conditioning Systems:
Being of particular importance, the following three air conditioning systems are observed. Refer the
course material for detailed comparison.
- Window AC System: Single unit

- Split Unit System: Outdoor unit for every indoor unit
- VRF System: One outdoor unit for multiple indoor units
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Section 11.11: Accommodating MEP Services:
Imagine the amount of pipes, wires, cables, and other items required for the purpose of all MEP
networks. How are all of these going to fit in a building without damaging the structural and
architectural designs? You wold not want to go in a building and see exposed pipes and wires! There are
6 main ways to hide such services and these ways are listed down here. Refer the course material for
examples and photos of these methods.
Cable Blockwork
Trays chipping
Concrete
core Shafts
cutting
Floor False
screed ceiling
Section 11.12: Design Review and Outcomes:
Just like the architects and the structural designers, MEP designers produce drawings to show their
designs. To review the efficiency of MEP design you need to observe the following:
- Type of system chosen: different systems serve different purposes. Make sure the system you
are using is what you need!
- Routing paths: all MEP networks depend on connecting some sort of source to outlets. The
shorter the paths you follow, the more efficient and economical is your design.
End of Section 11
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Section 12: Other Design Systems

This section examines other design system that are worth mentioning, which are: Interior
Design, Landscape Design, Fire Fighting/Fire alarm systems, and Infrastructure Networks.
Section 12.1: Interior Design:
Interior Design follows the perspective of architecture design (it looks after elements that you see in a
building). However the interior design extends further and looks over finishing details, furniture, and
accessories. The requirements of the interior design must be known early in the project to be
coordinated with the main architectural design.
Section 12.2: Landscape Design:
Landscape design has two main parts:
- Architectural part: this part looks over the softscape (plantation, greenery, trees, etc.) and
hardscape (pavement, stone decoration, benches, etc.)
- MEP Part: mainly in the irrigation. This follows the same principles discussed earlier. A simple
network where a water source feeds the irrigation line through a series of pipes depending on
the gravity effect.
The requirements of the landscape need to be coordinated but can be delayed a bit since such
requirements depend mostly on outdoor areas that are not directly connected to the building.
Section 12.3: Fire Fighting / Fire Alarm Systems:
These systems include items like fire sensors, fire extinguishers, heat detectors, sprinklers, etc. They
follow the same principles of MEP systems. For example, the detectors is an electronic device, so it
needs to be connected to the power system to receive power. The sprinklers need water supply and are
therefore connected to a water source, and so on.
Section 12.4: Infrastructure Networks:
These networks look at the connection of the building to the main infrastructure around it, such as
connection to main water line to receive water, or connection to main power supply, and so on.
Although these are part of MEP networks, infrastructure does require additional needs since they
extend beyond the building plot, and they carry huge capacities (feeding entire building).
End of Section 12
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Section 13: Preparing Project Tender

After observing the project design, we start preparing now for the project tender by compiling
the required documents, and stating the tender conditions and requirements.
Section 13.1: Tender Composition:
The main components of the tender documents are:
Contract
Technical
Tender Drawings Agreement &
Specifications
Conditions
BOQ (or BOI) Tender Conditions
 Tender Drawings: Prepared by the Designer as observed in sections 11 and 12

 Technical Specifications: technical details set by the consultant
 Contract Agreement and conditions: Set as discussed in section 4
 BOQ (or BOI): Set as discussed in section 5. Note that the BOI stands for Bill of Items, which is
the same as the BOQ but with items only and no quantities. Quantities are left to be filled by the
contractor.
 Tender Conditions: the rules and regulations set for the tendering process. Explained in details
below
Section 13.2: Tender Conditions:
Think of the contract tender as a mini-agreement itself! It requires the following:
- Method of receiving and submitting bids

- The expected process thereafter
- The liabilities of the client and bidder against the bid
- Award requirements
- Submission requirements
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The last item is explained further below
Section 13.3: Submission Requirements:
The following submissions may be required from the bidders of a project. These documents assist in the
evaluation of the bidders technically and commercially.
Available
Projects Executed
Resources Quality Plan
and Ongoing
(Material & Staff)
Organization
Method
HSE Plan Chart + Personnel
Statements
CV’s
Construction Cash flow Manpower

Programme Diagram Histogram
Financial Proposed
Priced BOQ
Statements Makes/Specialists
Site Visit Statement of

Statement Compliance
In the next section we will observe the evaluation of the tender in light of the above documents and
contractor’s appointment.
End of Section 13
Course Manual
Section 14: Tender Floating, Submission, and Evaluation

In this section we look at the process of releasing the tenders, receiving the offers, and
evaluateing them until the project main contractor is selected.
Section 14.1: Tender Release and Review Period:
The tenderers are first invited to participate, either through public announcement or direct invitations.
The tenderers will then need to confirm officially their willingness to participate, and may pay some
tender fee if demanded by the client. The tenders are then released in soft or hard copies, as stated in
the tender conditions. After the tenderers receive the documents, they get a period to study the
documents and raise any queries they may have.
Section 14.2: Tender Receipt and disclosure:
After concluding the review period, the bidders submit their offers in a manner as stated in the tender
conditions. The client will then commence opening the offers, which may be done in secrecy (the offers
are only shared with the client) or in public (bidders know the amounts their competitors quoted). The
later avoids immoral attempts among the bidders but may however lower the competitiveness of the
offers.
Section 14.3: Tender Evaluation:
The tenders are evaluated on two main aspects:
- Technical evaluation: based on the documents required from the bidders (recall the list in
section 13.3), the client may assign scores on every category. For example, 5 scores on
experience in similar projects, 5 marks on the resources available, and so on.
- Commercial evaluation: this is based on the quoted BOQ. Typically the lowest quoted bidder
receives the highest mark. However, this is done AFTER the offers are corrected. A bidder may
for example reduce the PS amounts (which should remain as set by client). After correcting the
offers the evaluation can occur.
A trade-off of 60% t0 40% may be used to obtain a final score merging the technical and commercial
evaluations.
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Section 14.4: Offer Negotiation:
Keep in mind: there is always room for negotiation! You need prepare well for the negotiation sessions,
and aim at achieving a win-win situation by considering the following:
- Offer alternative materials that can save you and the contractor good money!
- Conduct Value Engineering Exercise
Value Engineering is examined in detail in the coming section.
Section 14.5: Value Engineering:
Value engineering is about satisfying the below equation, to increase the overall “value” of the project:
𝑭𝒖𝒏𝒄𝒕𝒊𝒐𝒏
𝑽𝒂𝒍𝒖𝒆 =
𝑪𝒐𝒔𝒕
To increase the value, you can increase the function (keeping or reducing the cost) or reduce the cost
and maintain the function.
Refer the course material for a practical example.
Section 14.6: Contractor’s Appointment:
Finally, after conducting all of the above, the main contractor may be selected and appointed. The
awarded contractor must submit the performance and advanced payment bonds, and the client must
start processing the advanced payment release. The contractor is officially on board, and the works may
commence.
End of Section 14
Course Manual
Section 15: Construction Activities

In this section we observe the construction activities done by the contractor at the site. Starting
by preliminary works, earthworks, structural works, and until MEP and finishing work
Section 15.1: Preliminary Works:
These works include:
- Obtain necessary approvals

- Sign Board erection
- Demarcation and topography survey
- Site Fencing
- Site Clearing
- Site facilities
- Site Storage and Equipment
Checklist for preliminary works:
Structural Elements (like

Proper Material Storage HSE Boards, Signs, PPE, crane & signboard) are
(Especially Steel) etc. approved by structural
engineer
Site Security (24/7

Fire Fighting Plan
Guarded)
Section 15.2: Earthworks:
Earthworks are about preparing the plot to receive the building. The main activities are:
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 Excavation & Disposal: lower the ground to reach the building level or to find suitable soil.
Checklist:
Water-spraying to Material disposed to
minimize dust hazard approved dumps
Target level identified Elevator, holding tank,

and verified by and other additional
surveyor excavations
 Backfilling & compaction: raising the ground level to reach building level to create strong soil
base.
Backfilling to be with Backfilling to be in

Checklist: approved filtered layers, each layer of max.
material 25 cm
Compaction to be done
on each layer, and Water is to be sprayed
samples are to be tested prior to compacting
to verify bearing capacity
 Anti-termite
Application PCC (Plain Cement
polyethylene sheet is to
Concrete) to be casted
cover the ground directly
prior to 24 hours from
after applying the termite
Checklist: anti-termite application
Anti-termite requires at
least 2 hours without
disturbance to seep into
the ground
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 Waterproof Application
If adjacent walls are
Ensure membrane layers
casted, the waterproofing
overlap, so no gaps are
Checklist is to rise on these walls
left
for at least 200 mm
Apply on walls as well if

are in direct contact with
soil
Section 15.3: All About Concrete:
Concrete is composed of cement, water, sand, and aggregate. When mixed, water and cement react
forming a viscous adhesive material. This material hardens within hours and becomes the solid
compound we know as concrete. Different proportions of the components result in different strengths
of concrete. It is common to conduct a trial laboratory mixture of concrete and to test its properties
before using the material at site.
Concrete curing: Studies showed that although concrete hardens within few hours, the reaction of
cement keeps progressing in time and concrete keeps getting stronger and stronger through the days. It
is found that placing the hardened concrete in water speeds up the process, in particular it takes 28 days
for concrete to reach optimum strength. This process is known as “curing”. Curing is done in labs in 28
days but site conditions cannot wait that long, thus the concrete mixture at lab must show strength 25%
more than the desired, to account for the loss is strength at site conditions.
Concrete received at site must be tested for: workability (refer course material for slump test details)
and temperature (concrete should not be more than 32 degrees Celsius).
Section 15.4: Main Structural Works:
The main structural works of a concrete structure (refer section 10) include forming the foundations,
columns, slabs and beams. A similar process is done for all elements. The steps of the process are:
1. Install Formwork (formwork is the wooden works that forms the mould for concrete)
2. Install Reinforcement (reinforcement steel is set in place before casting concrete)
3. Cast Concrete
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4. Remove the Formwork

5. Cure the Concrete (by spraying water at site)
The above process is done for all concrete elements, the order of steps might differ in cases where steel
reinforcement installation comes before the formwork works (such as in columns).
Checklist
Check the stability of

Confirm the formwork is
the formwork supports. Test concrete slump
sealed so not concrete
Concrete pouring might prior to casting
leakage occurs
remove unstable items
Concrete temperature
Ensure steel Concrete age must not
should not be more than
reinforcement is be more than 2 hours
32 Degrees Celsius and
continuous between (unless specified and
weather temperature
current element and considered by the mix
should not be more than
future elements components)
40 Degrees
MEP Provisions to be Water Spraying for

Check alignment using
considered and properly curing purposes shall be
survey methods
sealed in the formwork continuous 24/7
Section 15.5: Secondary Structural Works:
These are structural elements that do carry some loads but are not critical to the building like the main
structural works. Such works include:
- Block work
- Concrete Lintel beams
- Concrete Railing upstands
- Concrete. Blockwork, or steel Elevator Walls
- Concrete Equipment pads
- Concrete Parapet walls
Note that all concrete works follow similar processes to the mentioned in the previous sections as the
material and its properties remain the same regardless of the usage.
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Section 15.6: MEP Works:
The MEP works are done on two main stages:
1) First Stage: preparation of MEP provisions, passages, and routes through the main and
secondary structural works
2) Second Stage: installation of the actual MEP pipes, wires, and equipment on the provisions and
spaces allocated in the previous stage.
For example, the passages of drainage pipes are all considered within the structural elements of the
project. So during the concrete casting, pipe spaces will be left un-casted. Such openings might even
pass through structural elements like beams. At later stages during the project, the actual pipes will be
installed passing through the passages set earlier.
Checklist:
Pressure Test for Provide identification Install MEP provisions

installed pipes and labels for future in proportionate sizes
joints for leakage maintenance of block work
Ensure Slope is
Use Gully trap in
maintained for
drainage provisions
drainage provisions
Section 15.7: Preparing for Finishing Works:
Finishing works will be discussed in details in the next section (section 16). Here however we need to
look at preparation works required prior to finishing installation. These works include:
- Waterproofing (in we areas)

- Smooth Plastering Works (to prepare for receiving paint)
- Rough Plastering Works (to prepare for receiving tiles)
- Floor Screed (to level the floor and hide MEP conduits)
After the above works are done, finishing works can commence.
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Section 15.8: External Works:
External works such as external levelling (for drainage purposes), infrastructure, landscaping and water
features works are nothing more than a combination of above mentioned works. Infrastructure for
example will require excavation. Landscaping might require casting concrete planter boxes (concrete
follows the same typical method of any concreting). Water features require installation of water source,
and MEP equipment such as pump and filter. External works are commonly focused upon the
completion of main building works so the perimeter can be free of heavy equipment such as concrete
trucks.
End of Section 15
Course Manual
Section 16: Client Selections

In this section we observe in more details the items in the client scope, such as floor finishes,
kitchen works, wooden works, and many others.
Section 16.1: Floor Finishes:
Concrete is not the best finish for the flooring! We need to have another material for aesthetic
purposes. Floor finishes can be in the following 4 main categories:
 Tiles
o Ceramic: manufactured material
o Porcelain: manufactured material
o Marble: natural material
o Granite: natural material
o Interlock: : manufactured material
o Terrazzo: : manufactured material
o Wooden Tiles: natural material
o Stone Tiles: natural material
 Sheets / Carpet: such as fabrics, and vinyl sheet.
 Paint: such as epoxy paint.
 Raised Flooring System
Section 16.2: Wall Finishes:
Blockwork and plaster are also not the best finish! Walls need to be finished by another material for
aesthetic purposes. Below are the main options of wall finishes:
 Tiles / Panels (cladding): The same options of tiles mentioned above can be used.
 Paint
 Fabric
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 Wallpaper
Section 16.3: Ceiling Finishes:
Main finishes on ceilings are:
 Paint
 False Ceiling: different types, including gypsum boards, gypsum sheets, and aluminium tiles.
Section 16.4: Aluminium/UPVC and Glazing:
Aluminium (or UPVC) and glazing works include many items such as: Windows, Glass doors, Fixed Glass,
Glass Railing, and Shower Glass.
These items are composed of three main components:
 The Frame (Aluminium or UPVC):

o Aluminium is easier to color in any desired colors, is less heat insulating, and can take
larger spans of glass. The system of aluminium may be slab to slab (windows fixed on
every floor bound by its floor and ceiling) OR curtain wall (a continuous system that
spans along the entire building height and not bound by every floor slab).
o UPVC is more expensive, cannot be painted, and carries smaller spans of glass
 Glass: Glass properties to look at are:

o U-value: the amount of heat the glass allows to pass through to the building
o The reflection outside and inside: how clear/reflective is the view of the glass from both
sides
o SHGC (Solar Heat Gain Coefficient): How much the glass itself absorbs heat
 Accessories: such as hinges, handles, insulation silicon, etc.
Section 16.5: Kitchen Works:
Kitchens have three main components:
 Kitchen Cabinets: wood or metal based

 Countertop: Tiles; just like the discussion in Section 16.1 Commonly granite is used
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 Appliances: Electric equipment like cooker, oven, etc. Can be built-in within the cabinets or free
standing.
Section 16.6: Wooden Works:
Door components are: Main door panel, the inner and outer frames (architrave). Internal doors may not
be necessarily made of full solid wood. Materials such as MDF or compressed chipboard may be used.
The outer finish however is made of veneer (natural material extracted from wood) or lamination
(manufactured material).
Veneer types depend on wood types, of which some examples are:
- Meranti Wood
- Mahogany Wood
- Walnut Wood
- Ash Wood
- Beech Wood
In addition to the wooden part, doors require metal ironmongery (hinges, locks, door stopper, etc.)
Section 16.7: Sanitary and Fittings:
The four main elements of sanitary and fittings are:
 Ceramic Equipment: such as WC, washbasin, and bathtubs

 Fittings: Such as shower mixers, basin mixers, and WC concealed cistern.
 Accessories: Such as the toilet paper holder and towel rail. Can be ceramic or chrome made.
 Counters: can be made with tiles, or ready-made cabinet units
Section 16.8: Swimming Pool:
There are two main parts in swimming pool works:
1) Civil Works: related to the pool boundaries and walls, which may be made from concrete (like
any other concrete element) or ready-made fiberglass.
2) MEP Works: including the pool pump, filter, etc.
Section 16.9: Light Fittings:
Three main types of lights are:

Course Manual
 Ambient Light: general room lighting

 Task Light: lights for specific uses, such as reading lamp
 Accent Light: decorative lighting such as spotlights on wall painting
Note that light selections are also affected by the type of ceiling. Some light models are fixed on the slab
and others are embedded within false ceiling.
Section 16.10: Elevators:
There are two main parts in elevators works:
1) Civil Works: related to the elevator shaft, pit, walls, and headroom
2) MEP Works: related to the elevator machine, equipment, safety belts, etc.
Elevators need to be planned well at very early stages of any construction project.
Section 16.11: ELV Systems:
Include the following systems:
- Telephone & Wi-Fi System

- Intercom System (internal audio/video communication)
- Access Control (such as access cards or fingerprint system_
- Security Systems (such as intrusion alarm system)
- CCTV (security cameras)
- SMATV or IPTV (TV and satellite networks)
- Smart Systems
Each of the above systems has certain MEP requirements that must be known and embedded within the
structural and civil works of a building.
Section 16.12: Other Items:
There are other items which may also be part of client scope (Provisional Sums), we have already
discussed many in the earlier sections, such as HVAC systems, infrastructure, and landscape works.
Scope of PS contractor can be design and execution. For example, HVAC subcontractor can do heat load
calculation. Infrastructure subcontractor may do the MEP designs of networks
End of Section 16
Course Manual
Section 17: Managing the Project

In this section we go through common scenarios faced while managing construction projects.
This includes payment processing, dealing with variations, hold orders, and many others.
Section 17.1: Activity Pre-requisites:
Activities in construction projects depend on each other. This is very critical for all personnel working in
construction to understand. For example, you need to have the electrical design done before doing your
block work plastering, to hide the conduits and prepare the sockets locations. Another example is that
you need to have the details of the elevator – if any – while doing the early excavation works. Elevators
typically require to have additional excavated pits.
An important key to managing construction projects is realizing these perquisites and planning them
ahead.
Section 17.2: PS and PC items:
Recall that Provisional sums and the material of PC items are items indicated as provisions only in the
contract agreement and must be cleared by the client. This adds flexibility to the client to select any
desired materials, however it adds to the liabilities of the client. PS and PC are NOT the contractor’s
scope of works. The client must adhere to the contractor’s schedule in finalizing the PS and PC items. To
do this, the client must act very early in the project or else the delay will be blamed on the client!
Section 17.3: Preparing RFQs:
RFQ stands for Request for Quotation. Most construction clients realize very late in the project that they
do not actually know what their requirement is! And this is something normal and expected for
unexperienced clients. Take the sanitary fittings as an example, do you want a floor or wall mounted
WC? A built-in cabinet or a marble counter with the washbasin? There are many options and each
option differs in prices, specifications, benefits, and disadvantages.
Preparing an RFQ is a process where the client actually sets the exact requirements of the project, and
shares the RFQ with subcontractors or suppliers in the market to quote on the required works.
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Section 17.4: Subcontractor Coordination:
The use of subcontractors cannot be avoided in construction projects. But who takes the responsibility
of such subcontractors? In general, the appointer is liable. Therefore I recommend all construction
project clients to keep the official appointment of subcontractors with the main contractor, and not with
the client directly.
Section 17.5: Payment Processing:
Several methods can be used to process contractors; payments. Of which, I recommend to use the
following:
This method is cumulative; item No.1 should end up being equal to the contractor’s works agreed in the
contract agreement. The above form starts by summing up all the amounts to be paid to the contractor,
until reaching item 6 (Total Amount). We then start deducting the amounts that need to be deducted,
until we reach item 11. Finally we deduct the previous payments to find the payment due on the current
month.
Refer the course material for detailed example with numbers.
Section 17.6: Design Detailing:
Are consultant drawings enough for the contractor to execute the works? Unfortunately, not always.
The consultant drawings focus mainly on what to execute and not how to execute it. For example the
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consultant will indicted that porcelain tiles are to be fixed in a certain rooms. The consultant will not
show the installation details, the joints, the sizes, cut pieces, etc. These details are proposed by the
contractor in drawings known as “shop drawings”.
Section 17.7: Material Approvals:
It is a common norm in construction that contractors do not have the right to use any material in the
project without prior approval from the project consultant. Typically the contractor would submit an
MAS (material approval sheet), which is a document stating the details of every material intended to be
used in the project. Every material must be listed with the name of the supplier, the origins, the
specifications, etc.
Section 17.8: RFIs:
RFIs stand for request for information. These are request raised by the contractor to the consultant in
cases where the design is missing some information or shows a conflict. The consultant is then liable to
provide a response to the contractor.
Section 17.9: Consultant Inspections:
A common norm in construction projects is having the consultant inspecting the works of the
contractor. This may also be a legal obligation for cases where authorities require to have consultant
approval on major elements such as concreting works Contractors typically raise inspection request to
the consultant at the end of every activity. The contractor will not proceed with further works unless the
consultant inspects and approves.
Section 17.10: Material Inspection:
It is recommended to inspect and check all materials delivered at site as soon as received. Imagine for
example receiving a delivery of tiles and not inspecting it until 6 months later when the installation time
comes. If there are any defects in the material, the entire project will suffer a delay. Even though this is
not a common obligation on the client and consultant, it is however strongly advised.
Section 17.11: Progress Review:

It is recommended to conduct frequent revise pf the project, to be able to catch any delay as early as
possible. The review of projects can also be represented in figures and charts, for easier estimate. Two
main methods may be used:
Course Manual
- Time review: where you can compare the project planned schedule and the actual days of
works done. Comparing these two can yield a percentage showing the overall project progress
- Cost review: similar to the above, you can compare the overall project cost and the cost of
works done. This will also give a percentage indicating the overall project progress.
Section 17.12: Critical Path Method:
Critical path method is a planning method where activities are arranged in a schedule, showing the start,
end, duration, and relation of every activity to other activities. The purpose of this arrangement is to
identify which activities are the most critical, the activities forming the main project line. Such activities
are called the critical path activities. Refer the below example:
Observe the activities in blue color. Those activities require short durations, and do not have many other
activities depending on them. So if for example you delay the GF block work for 10 days, and start it at
day 72 rather than 62, nothing in the overall project schedule will be affected. This activity is said to
have a float, and is not a critical activity.
On the other hand the activities in red are activities which do not have a time float. A delay of one day in
any of the red activities will delay the entire project. This is because these activities depend on each
other directly and have long demanding durations. Thus, the red line of activities is said to be the project
critical path
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Section 17.13: Variations and EOT:
Variations are modifications to the design. Modifications may be increasing the work of the contractor
or reducing it. In any case, a variation is considered a deviation from the agreement, which is typically
initiated by the client. Examples of variations include changes in design, adding new room in a building,
and so on.
Contractors are eligible to claim an additional amount and time to perform the additional works of
variation even if the contract is lump sum. For cases where the variation omits the works of the
contractor, the contractor might be permitted – according to the contract agreement – to claim a
compensation of profits lost.
In addition to variations are EOT (extension of time). Just like conducting new works requires additional
cost, it often requires additional time as well. The contractor typically submits to the consultant a claim
of time and/or cost variation, and the claim is then reviewed and accepted/rejected by the consultant.
Section 17.14: Contract Termination:
Termination may be:
- Forced by the Client: for cases where contractor is not delivering is not adhering to the contract
agreement
- Forced by the Contractor: for cases such as a client which does not pay to the contractor
- In agreement of both: for cases where both parties agree that it is best to terminate their
contract.
All above cases must be detailed well in the contract agreement.
Section 17.15: Force Majeure:
Force majeure are special events beyond the control of either party which obstruct the completion of
the project works. Examples are earthquakes and pandemics. It is important to detail in the contract
agreement the cases of force majeure and how to deal with them. Typically, the contractor will be
eligible to receive an extension of time to cover up the time lost due to the force majeure.
Section 17.16: Hold Orders:

Course Manual
For cases where continuous non-conformance occurs from the contractor’s side, the consultant or client
may be permitted to issue a hold order. For example, if the contractor’s workers do not follow the safety
regulations. The consultant can provide first warning, second, and finally issue a hold order.
A hold order prohibits the contractor to perform any works at site, for a day or as specified in the order.
Hold orders are very critical as they directly reduce the time schedule available for the contractor. The
contractor will then to recover the days lost on his own expense.
Section 17.17: Accidents and Incidents:
Accidents unfortunately occur in construction projects. Reasons include falling debris, working at
heights, heavy material lifting, and fires. Sources of accidents must be addressed by the contractor and
tackled very well. Safety equipment such as helmets, gloves, etc. must be adhered to by all personnel
within the site premises.
In addition to accidents, incidents – or near miss – cases are also very common. If treated with enough
seriousness, incidents can form a guide for adopting the best procedures to avoid accidents. Luckily,
incidents are more common that accidents.
Section 17.18: Communication Channels:
Various official and unofficial channels may be used. The best approach is to reduce the unofficial
discussions. Official discussions may be made in emails, letters, site documents (like drawings, material
approvals, specifications, lab tests, etc.) and for sure meetings are an inevitable method.
In addition, the procurement route chosen also affects the communication channels. For a traditional
route for example, it is best to keep the communication of client and contractor through the consultant
and not directly.
Section 17.19: Meeting Management:
The most efficient way to communicate and yet one of the leading causes of wasting time! Meetings
must be managed properly to be efficient. To manage a meeting well, consider the following:
- Avoid blame game

- Think of solutions rather than issues
- Look for the missing gaps to target the issues from where they originate
- Speak as an engineer: talk with numbers, dates, and provide proofs
- Always specify dates and action plan
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- Record the agreements and share the minutes of meeting with all attendees
Section 17.20: Documentation:
A tedious part of any project! However documentation cannot be avoided. The project team must keep
records of all communication occurred during the project, especially of documents that include
decisions affecting the project time, cost, or quality. Not only is this required for cases of dispute, it is
also required to be a reminder for all project team. Keep in mind that construction projects do last for
several years in some cases, no one will be able to remember every single detail and agreement made
few years ago!
End of Section 17
Course Manual
Section 18: Project Closing

This section examines the final steps required at the project handing over stage, such as the
preparation of as-built drawings, the project snagging, and contractor’s demobilization
Section 18.1: As-built drawings:
There is always difference between the design/shop drawings, and reality. As-built drawings are done by
the contractor to reflect the works done at site in accuracy. The use of as-built drawings is for cases in
future where modification or maintenance is required and the client needs to identify the services and
provisions hidden behind his paint and plaster. Contractors must keep proper records of work done at
site to prepare the as-built drawings. Keep in mind that there is no way to identify the details of
reinforcement steel for example after concrete have been casted!
Section 18.2: Snagging:
Snagging is the final project quality review process, where all features and elements of the building are
tested for real usage. As a client, you are recommended to walk around, use the electrical sockets, try
the lights, open the windows, lock the doors, and test every single element available. The contractor
cannot hand the project over unless snags are attended and approved by the client and consultant.
Section 18.3: Warranties and O&M Manuals:
The contractor must compile all warranties, certificates, and operation & maintenance manuals and
hand them all to the client. Warranties of items such as waterproofing, wooden doors, etc. are needed
by the client as such warranties typically last for long years that go beyond the contractor’s defect
liability period.
Section 18.4: Authorities Approvals:
Typically authorities will require to visit and inspect the site to confirm that the project have been
executed according to the approved drawings. Connections of water, electricity, drainage, and other
infrastructure are only permitted upon receiving the building completion certificate.
Section 18.5: Demobilization:
Just like the contractor mobilized into the site at the start of the project, demobilization is required here.
The contractor must remove all site offices, storage areas, equipment, etc. It may also be required to
level the areas that the contractor used.
End of Section 18
Course Manual
Conclusion
This course provided not only a brief into construction

management, but also the first many steps into it. Listen to the
course while taking notes of different topics introduced, and
make your own plan of expanding further. If you understand
everything in this course then you have already made great
progress. Work hard and you will become an expert in no time!
I look forward to your feedback of the course content and

presentation, and I hope the course presented the benefit you
are looking for.
Hussain Najwani

The Complete Guide To Construction Management: Course Manual

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The Complete Guide To Construction Management: Course Manual

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The Complete Guide to Construction Management

The Complete Guide to

By: Hussain Najwani

Author: Hussain Najwani

Section 1: Course Introduction

Project Tender and

Define Project Identify Soil Client Material

The content is diverse and multi-disciplinary in nature. Due to the

Section 2: The Decision to Build

Section 2.1: Decision Drivers

Section 2.2 Introducing the Industry

Section 2.3 Industry Characteristics

Main characteristics of the industry are listed below:

Unexperienced Nature of Production Pricing Before Ease of Entering the

Low Profitability Project Uniqueness Fragmentation Project Team Liability

Section 3: Defining Project Objectives

Section 3.1: Building Users and Usage

Section 3.2: Understanding Building Numbers

Section 3.3: TCQ Objectives

Section 3.4: Estimating Project Cost and Time

Section 3.5: Estimating Project Quality

Section 4: Contractual Modules

Section 4.1: Procurement Routes

Section 4.2: Routes Comparison

Section 4.3: Range of Contracts

Section 4.4: International Forms of Agreement

Section 4.5: Clauses to Highlight

Period of warranty against all defects Modifications by the

Section 5: Financial Modules

The main two methods of pricing construction projects are presented:

Section 5.2: The BOQ:

Type Description Example

Section 5.3: The Issue of Quantities:

Section 5.4: Cost Estimation Methods:

Section 5.5: Subcontractor’s Payments:

Section 5.6: Financial Bonds and Guarantees:

The following items are considered:

Section 6: Client Brief

Section 6.1: Document Preparation:

Section 6.2: LIVE Document:

Section 7: Consultant Appointment

Section 7.1: Scope of Work:

The scope of works executed by consultants is divided into:

 Supervision: considers the technical supervision of site activities.

Section 7.2: Costing Methods:

The pricing methods of all above items are briefed:

 Design (various disciplines): in square meters, Lump sum, or time consumed

Section 8: Project Plot

Section 8.1: Plot Characteristics:

 Highest to lowest level difference

Section 8.2: Soil Investigation:

Section 9: Architectural Design

Section 9.2: Basis of Design:

The architectural design is based on the following:

Section 9.3: Design Steps:

Three main steps of architectural design are:

Section 9.4: Design Outcomes:

Section 9.5: Design Review:

The architectural design must be reviewed in the following aspects:

Section 10: Structural Design

Section 10.1: Design Inputs:

Section 10.2: Basis of Design:

Section 10.3: Concrete Structures: