PRINCIPLES OF ENGINEERING

CONSTRUCTION
UE-322
Syllabus
 1. Able to analyze project management aspects related to building
delivery process.
 2. Able to apply principles of construction in earthworks and
substructure elements.
 3. Able to apply principles of construction in superstructure and
nonstructural elements.
Books
 “Construction Methods and Management” , S. W. NUNNALLY, 8th
edition, Pearson Prentice Hall

 “Construction Planning, equipment and Methods”,Peurifoy,

Schexnayder and Shapira, 7th edition, McGraw Hill
Building Delivery Process
 Invoke first principles
 idea (owner )
 building design (architect, engineer)

 construction (contractor/construction manager)

Project Delivery Phases
 Predesign
 Design

 Preconstruction

 Construction

 Post-construction
How Buildings Come Into Being
Project Delivery Phases – Pre-Design Phase
Predesign Definition
“The owners’ objectives, schedule, constraints and criteria including space
requirements and relationships, special equipment, flexibility, expandability,
systems and site requirements.”

From: Standard Form of Agreement Between Owner and Architect (AIA Document
B141)
Predesign Phase
 Define building program
 Assess economic feasibility
 Site assessment and/or selection
 Assess governmental constraints
 Select design team
Building Program
 Detailed written document used to guide design
 Reduce liability risk for architect
 Avoid misinterpretation
Building Program
 Activities
 Functions
 Space requirements
 Space sizes
 Adjacencies
Economic Feasibility
 Owner’s budget
 Cost/benefit analysis

 Availability of financing
How Buildings Come Into Being
Project Delivery Phases – Design Phase
Design Team

Typical design team under traditional contractual organization

Consultants
 Civil and structural engineers
 Mechanical, electrical, plumbing, and fire protection
 Geotechnical
 Acoustical
 Landscape architect
 Building type specialist
Relationships Between Design Team
Members

Relationships between design team members

Design Phase Components
 Schematic design
 Design development
 Construction documents
Schematic Design
 Overall design concept that illustrates key ideas of the design solution
 Graphic solution to owner’s program
 Multiple revisions
Design Development
Work with consultants to develop practical and
pragmatic solutions to building systems: envelope,
structure, interior systems, MEPF, etc.
Construction Documents
 Documentation required by the contractor to construct the building
 Drawings

 Specifications
Construction Drawings
 Dimensioned drawings that delineate the building
 floor plans
 elevations

 sections

 large scale details

Specifications
 Written technical descriptions of design intent.
Construction Documents
How Buildings Come Into Being
Project Delivery Phases – Pre-Construction and Bid Negotiation
Phase
Preconstruction Phase

General Relationships: Construction Team

How Buildings Come Into Being
Project Delivery Phases – General Contractor and Project
Delivery Methods
 Methods of Selecting a General
Contractor
 Competitive bidding
 Invitational bidding
 Negotiated contract
 Multiple prime contracts
Bidding Documents
Bidding Documents/Contract Documents

 Design team must produce graphics and text to convey design intent to
contractors, and assure
 Accurate and competitive bids
 Detailed and descriptive submittals
 Efficient and accurate construction process
 Minimal questions, revisions or changes
Surety Bonds
 Bid bond
 Performance bond
 Payment bond
Competitive Bidding – Public Projects
 Advertisement for bids
 Bid documents
 Qualification of bidders
 Bid bond
Invitational Bidding – Private Projects
 Competitive process
 Pre-screened (invited) general contractors
Negotiated Contract – Private Projects
 Pre-qualified, trusted general contractor
 General contractor involved during design or predesign phase
 Helps control costs
 Competition among subcontractors and material suppliers
Multiple Prime Contracts
(Fast-Track Delivery)
 Form of negotiated contract used to speed up construction time
 Multiple construction phases and contractors
 Extensive coordination and sequencing required
How Buildings Come Into Being
Project Delivery Phases – Construction Phase
Construction Phase
 Implement contract documents
 Submittals

 shop drawings
 mock-ups

 material samples

 product data

 certifications

 calculations
Architect’s Review Stamp
How Buildings Come Into Being
Project Delivery Phases – Construction Contract Administration
Construction Contract Administration
 Review and approve submittals & shop drawings
 Observe construction
 Prepare change orders (if required)
 Interpret contract if needed
 Certify pay requests
 Inspect work
How Buildings Come Into Being
Project Delivery Phases – Post-Construction (Project Closeout)
Phase
Post-Construction (Project Closeout) Phase

 Substantial completion
 Punch list
 Certificate of final completion
 Record documents
Organizational Relationship
 ORGANIZATIONAL RELATIONSHIPS

Architech/Engineer Owner

General Contractor
 ORGANIZATIONAL RELATIONSHIPS

Architech/Engineer Owner

General Contractor

Subcontractor Subcontractor Subcontractor

 ORGANIZATIONAL RELATIONSHIPS

Architech/Engineer Owner

General Contractor

Subcontractor Subcontractor Subcontractor

2nd Tier Subcontractor

3rd Tier Subcontractor

 ORGANIZATIONAL RELATIONSHIPS

Architech/Engineer Owner

General Contractor

Subcontractor Subcontractor Subcontractor

2nd Tier Subcontractor

3rd Tier Subcontractor

Supplier
 ORGANIZATIONAL RELATIONSHIPS

Architech/Engineer Owner

Specialists General Contractor

Subcontractor Subcontractor Subcontractor

2nd Tier Subcontractor

3rd Tier Subcontractor

Supplier
 ORGANIZATIONAL RELATIONSHIPS

Architech/Engineer Owner

Specialists Construction Manager

Subcontractor Subcontractor Subcontractor

2nd Tier Subcontractor

3rd Tier Subcontractor

Supplier
 ORGANIZATIONAL RELATIONSHIPS

Architech/Engineer Owner

Specialists Construction Manager

General Contractor

Subcontractor Subcontractor Subcontractor

2nd Tier Subcontractor

3rd Tier Subcontractor

Supplier
 ORGANIZATIONAL RELATIONSHIPS

Owner

Architech/Engineer Design Builder

Specialists
Subcontractor Subcontractor Subcontractor

2nd Tier Subcontractor

3rd Tier Subcontractor

Supplier
 ORGANIZATIONAL RELATIONSHIPS

Architech/Engineer Owner

Specialists
Subcontractor Subcontractor Subcontractor

2nd Tier Subcontractor

3rd Tier Subcontractor

Supplier
 ORGANIZATIONAL RELATIONSHIPS

Beneficiary Owner Performance Bond

Principal General Contractor Surety

Subcontractor Subcontractor Subcontractor

2nd Tier Subcontractor

3rd Tier Subcontractor

Supplier
 ORGANIZATIONAL RELATIONSHIPS

Beneficiary Owner Payment Bond

Principal General Contractor Surety

Subcontractor Subcontractor Subcontractor

Beneficiary
2nd Tier Subcontractor

3rd Tier Subcontractor

Supplier
Project Delivery Systems
Design-Bid-Build (DBB)-Project Delivery
Method

Design-Bid-Build (Traditional) Process

Typical Organization of DBB
Salient Features of DBB
 Role of each party clearly defined
 Rigid and formal procedures are usually followed in forming contract
 This is the only method in which owner has firm idea of the final cost of the
project prior to construction phase.
 Brokerage is when general contracts all the work on project
 DBB often extends the project duration
 Owner doesn't have agent or friendly party involved in the contractual
agreement.
 Less emphasis on quality to maintain low cost
 Adversarial relationship between different parties.
 Exposes owner to a greater probability of claims
Self-Performance Method

Owner Architect

Worker Worker Worker Worker Worker

Design-Build (DB) Delivery Method
 Single firm designs and constructs the building
(design- constructor or turnkey construction
 costplus
 lump sum
Salient Features DB
 Utilizes the construction firm’s experience in the design
phase
 Higher degree of constructability
 Contract can be awarded through competitive approach (if
scope is well defined).
 Contract is generally established as a target cost or
guaranteed maximum price (GMP).
 It is common to be written as a cost plus fee with a GMP.
 In public sector, owners prefer to keep all the savings when
the cost is below GMP.
 On a private project, different mechanisms for sharing the
savings might be explored
Salient Features of DB
 As design is developed with contractor’s input there are
fewer changes due to design error.
 Disputes arising between design and construction firms are
essentially eliminated
 It is possible to start construction to begin before completion
of design
 It is accomplished by designing the foundation first and then
developing the design as construction commences
 There are fewer checks and balances built into this process
 Owner has lesser control
 Laws and regulations may place serious restrictions on the
process.
Construction Manager as the Owner’s
Agent — CMAA Method
 Also known as Professional Construction
Management Method
Salient Features CMAA
 Owner hires a firm with construction expertise to
perform construction management
 During design phase, CM periodically reviews the
design to see how the cost and time of the project can
be reduced.
 Value Engineering is most cost effective during design
phase before any monetary commitments have been
made to construction.
 CM payment may be based on flat fee, an incentive
payment method or cost plus a percentage fee.
Construction Manager at Risk — CMAR
Method
Salient Features- CM@R
 CM is an independent contractor
 CM is at risk and responsible to owner to complete
the project by the established substantial
completion date and within the agree budget.
 CM expertise can be utilized during early phases
of construction.
 Value Engineering can be effective.
 Contract is generally established as a cost plus fee
with a GMP.
Fast-Track Project Scheduling
The Integrated Project Delivery (IPD)
Method
 Intended as a fully integrated system for project
delivery
 trust-based

 collaborative

 zero-blame

 zero-litigation

 Reduces waste in labor and materials

Technology for IPD — Building
Information Modeling (BIM)
In an IPD method, all
stakeholders in the
project, such as the
owner, architect,
architect’s consultants,
general contractor, and
subcontractors contribute
in constructing the virtual
model.
Conventional vs. IPD
BIM Tools and Interoperability
 Different software used by various team members
 Interoperability is the ability to exchange information between the
model and BIM
 Four requirements:
 Correctly
 Completely
 Minimalcost
 Worldwide
Life-Cycle Nature of BIM
 BIM precludes the need to require record documents
 Self-contained in the model in real time
 Tracking of processes throughout the life of the building
 Owner’s, architect’s, and consultant’s knowledge about building construction
is critical for proper implementation
 BIM not limited to IPD