Date post: | 07-Aug-2018 |
Category: |
Documents |
Upload: | hesham-mohamed |
View: | 216 times |
Download: | 0 times |
of 62
8/20/2019 Buildning Information Modelinga and Construction Management-libre
1/168
Synchronization of Construction Project Management in Building Information
Modeling
Master Thesis
Construction and Real Estate Management
University of Applied Sciences, Berlin
Helsinki Metropolia University of Applied Sciences
Submitted on 12.04.2011
Md.Afjalur Rahman
Student ID: 527076
First Supervisor: Prof.Dr.-Ing. Märkus Kramer
Second Supervisor: Prof.Dr.-Ing. Dieter Bunte
8/20/2019 Buildning Information Modelinga and Construction Management-libre
2/168
Synchronization of Construction Project Management in Building Information Modeling »
International Master of Science in Construction and Real Estate Management
Joint study program of HTW Berlin and Metropolia Helsinki UAS
Conceptual Formulation January 12, 2011
Of the Master Thesis for Md. Afjalur Rahman(0527076)
Title: Synchronization of Construction Project Management in Building Information
Modeling.
Background:
Like every industrial sector building development sector also needs a prototype before going
on construction. Building or every type of construction job is new and more challenging with
new difficulties. The prototype is the best solution for this kind of challenging work. BIM or
Building information modeling first create a opportunity in building sectors to make such
kind of prototype for forecasting construction stages.
But the process is still now quite limited with the early construction phase or in design
phase. More precisely most of the people used BIM or think BIM, as a method to give better
coordination in design and visualization. While the construction phase and life cycle is the
most vital part of any construction. It is also possible to make construction management and
life cycle management through BIM. But it needs the right application in right way, because
still now BIM used in construction management is fragmented with different thoughts and
ideas.
The task:
The main objective is that, how to define a clear way or how to synchronize the construction
activities after design stage through BIM. Construction of a project is divided in different
layers and construction management evolved all the layers with different names and different
scope.
The author will focus on the technical relationship of construction project work through BIM
and identify a route to be applicable as BIM approach in the construction project
management phase.
8/20/2019 Buildning Information Modelinga and Construction Management-libre
3/168
Synchronization of Construction Project Management in Building Information Modeling » i
Research problems:
1. What is the key concept of BIM and construction project management?
2.
Where is the linkage on BIM and construction project management?
3.
How BIM can support construction project management?
4. Which kinds of tools presently exist to support construction project management
through BIM?
5. Which way BIM can make collaboration of total construction phase and in the
facility management through the life cycle of the building?
6. What kind of contractual problem arise in the implementing of BIM workflow in
construction management phase or in later phase?
7. How can BIM support all kinds of infrastructure projects?
8. Why BIM is fragmentized in the implementation part of construction project
management?
Signature of the 1st Supervisor
8/20/2019 Buildning Information Modelinga and Construction Management-libre
4/168
Synchronization of Construction Project Management in Building Information Modeling » ii
Abstract
In last 30 years construction industry has been changed with other industry. The scope andrange of work increased enormously. But unfortunately the technological advancement is not
quite satisfactory compared with other manufacturing industry. With the advancement of
technological support manufacturing industry reduce their waste, improve quality and time.
While construction industry is unique in every project, thus due to lack of technological
support the waste in construction industry is quite higher than any other industry. As well as
often delayed due to faulty error prone calculations. CAD is the first technological
advancement in construction industry. But this advancement is not developed all over the
construction process. It means from the inception to execution it does not work. CAD has
limited effects until design phase. When design phase is just only the inception of
construction.
Later, in the end of last century Building Information Modeling concept came to the
construction world. The purpose of this new concept or technology is to increase efficiency
in construction industry. From the very beginning it focuses on the inception to execution
process of construction projects.
The aim of this thesis paper is to demonstrate a clear view to manage a construction project
in construction phase through BIM process. To make this paper, materials are used as BIM
software and construction management study experience, publications, AEC journals,
articles, software vendor brochure, online magazines and the most important practical
experience based books and regarding related topics.
The findings of this thesis will make a conceptual path of construction management through
Building Information Modeling or rather it can be better to say the whole process as
construction MIS. The main aspect is to define a view to make construction management
easier, less waste and increase efficiency with technology.
Key words: construction management, BIM, conceptual path, efficiency, construction MIS
8/20/2019 Buildning Information Modelinga and Construction Management-libre
5/168
Synchronization of Construction Project Management in Building Information Modeling » iv
Table of Contents
Table of Figures ix
List of Tables xii
List of Abbreviations xiii
1. Introduction 1
2. Construction Project Management 5
2.1
Construction Project Management Definition 5
2.2 Construction Project Management Phases 7
2.2.1 Pre Construction Phase 8
2.2.1.1 Design-Bid-Build 9
2.2.1.2 Design-Build 11
2.2.1.2.1 Designer and Contractor Relationship 12
2.2.1.2.2
Full Service Design Build Firm 12
2.2.1.2.3
Joint Venture 132.2.1.3 Integrated Project Delivery Method 13
2.2.1.4 Construction Management Method 14
2.2.1.4.1 Agency CM 14
2.2.1.4.2 At-Risk CM 15
2.2.2 Construction Phase 17
2.2.2.1 Managing Job site and Construction operation 17
2.2.2.2 Planning and Scheduling the project 18
2.2.2.3
Monitoring and Controlling the Project Performance 20
2.2.2.4 Managing Project Quality 22
2.2.2.5 Managing Project Safety 23
2.2.2.6 Assessing Project Risks 23
2.2.3 Project Delivery Phase 25
2.2.3.1 Project Punch Out 26
8/20/2019 Buildning Information Modelinga and Construction Management-libre
6/168
Synchronization of Construction Project Management in Building Information Modeling » v
2.2.3.2
Substantial Completion 26
2.2.3.3 Certificate of Occupancy 27
2.2.3.4 Commissioning 27
2.2.3.5 Final Documentation 27
2.2.3.6
Warranties 28
2.2.3.7 Project Evaluation 28
2.3 Construction Project Management Framework 29
2.3.1 Construction Project Integration Management 30
2.3.2 Construction Project Scope Management 31
2.3.3 Construction Project Time Management 32
2.3.4 Construction Project Cost Management 33
2.3.5 Construction Project Quality Management 34
2.3.6 Construction Project Human Resource Management 35
2.3.7 Construction Project Communications Management 36
2.3.8
Construction Project Risk Management 37
2.3.9
Construction Project Procurement Management 38
2.3.10 Construction Project Safety Management 38
2.3.11 Construction Project Environmental Management 39
2.3.12 Construction Project Financial Management 40
2.3.13
Construction Project Claim Management 41
3. Building Information Modeling 42
3.1 Building Information Modeling Concept Definition 42
3.2 Building Information Modeling Principle 44
3.3 Building Information Modeling Scopes 47
3.3.1 Architectural Scope 47
3.3.2 Structural Engineering Scope 48
3.3.3
MEP Scope 49
3.3.4
Fabrication Scope 50
3.3.5
Construction Management Scope 53
3.3.6 Facility Management Scope 55
3.3.7 Sustainability and Life Cycle Scope 57
3.4 CAD Transformation in BIM 58
8/20/2019 Buildning Information Modelinga and Construction Management-libre
7/168
Synchronization of Construction Project Management in Building Information Modeling » v
3.5
BIM Tools 60
3.5.1 Autodesk BIM Tools 60
3.5.1.1 Design and Documentation solution 60
3.5.1.1.1 Autodesk Revit Architecture 60
3.5.1.1.2
Autodesk Revit Structure 61
3.5.1.1.3 Autodesk Revit MEP 61
3.5.1.1.4 AutoCAD Civil 3D 61
3.5.1.2 Analysis and Visualization solutions 61
3.5.1.2.1 Autodesk Ecotect Analysis 61
3.5.1.2.2 Autodesk Robot Structural Analysis Professional 62
3.5.1.2.3 Autodesk 3Ds Max Design 62
3.5.1.2.4 Autodesk Navisworks 62
3.5.1.2.5 Autodesk Quantity Takeoff 62
3.5.1.3 Collaboration Solution 62
3.5.1.3.1
Autodesk Buzzsaw and Constructware 62
3.5.2
Graphisoft BIM Tools 63
3.5.2.1 ArchiCAD 63
3.5.2.2 ArchiCAD MEP Modeler 63
3.5.2.3 Eco Designer 64
3.5.2.4
Artlantis 64
3.5.2.5 Virtual Building Explorer 64
3.5.3 Tekla BIM Solution 66
3.5.4 Vico BIM Solution 68
3.5.5 Other BIM Solutions 70
3.5.5.1 Bentley BIM Solution 70
3.5.5.2 Solibri Model Checker 70
3.5.5.3
Nemetscheck BIM Solution 71
3.6
Data Exchange solutions 72
3.6.1
IFC 72
3.6.2 Other Data Exchange solutions 74
3.6.3 Comparison of Different Data Exchange Format 75
3.7 BIM based Construction Management Case study 75
8/20/2019 Buildning Information Modelinga and Construction Management-libre
8/168
Synchronization of Construction Project Management in Building Information Modeling » vi
3.7.1
Barton Malow Case Study 75
3.7.2 Construction Management in Bridge Case Study 77
3.7.3 Summary of Case Studies 78
4. BIM and Construction Project Management Linkage 79
4.1
Construction Project Management Development through BIM 79
4.2 BIM and Preconstruction 81
4.3 BIM and Construction 84
4.4 BIM and Post Construction 85
4.5 BIM and Facility Management 85
5. BIM Simulation in Construction Project Management 88
5.1 BIM Implementation in Preconstruction 88
5.1.1 Construction Project Integration Management in BIM 88
5.1.2 Construction Project Scope Management in BIM 95
5.1.3 Construction Project Cost Management in BIM 100
5.2
BIM Implementation in Construction 102
5.2.1
Construction Project Time Management in BIM 103
5.2.2 Construction Project Cost Control Management in BIM 107
5.2.3 Construction Project Quality Management in BIM 108
5.2.4 Construction Project Human Resource Management in BIM 112
5.2.5
Construction Project Communications Management in BIM 114
5.2.6 Construction Project Risk Management in BIM 118
5.2.7 Construction Project Safety Management in BIM 123
5.2.8 Construction Project Environmental Management in BIM 125
5.2.9 Construction Project Procurement Management in BIM 127
5.2.10 Construction Project Financial Management in BIM 129
5.2.11 Construction Project Claim Management in BIM 130
5.2.12
Construction Project Site and Logistics Management in BIM 131
5.3
BIM Implementation in Post Construction 133
5.3.1
Handover Management in BIM 133
5.3.2 Facility Management in BIM 134
6. Discussion and Conclusion 136
6.1 Future BIM Construction Management 136
8/20/2019 Buildning Information Modelinga and Construction Management-libre
9/168
8/20/2019 Buildning Information Modelinga and Construction Management-libre
10/168
Synchronization of Construction Project Management in Building Information Modeling » ix
List of Figures
Figure 1.1 Life cycles on construction projects 7
Figure 1.2 Preconstruction phase 8
Figure 1.3 Design -Bid-Build process 9
Figure 1.4 Design-Bid-Build structure 10
Figure 1.5 Agency CM approach 14
Figure 1.6 At-Risk CM process 15
Figure 1.7 Non residential designs and construction delivery method in U.S.A 16
Figure 1.8 Preconstruction phase cycle 16
Figure 1.9 Planning process 18
Figure 1.10 Planning and scheduling diagram 19
Figure 1.11 Basic cost/value S-curve 21
Figure 1.12 Project close out phase 25
Figure 1.13 Typical construction management team 29
Figure 2.1 Fabrication from design data to CNC 52
Figure 2.2 CAD transformations to BIM 59
Figure 2.3 Artlantis rendering 65
Figure 2.4 Exporting model in virtual environment 65
Figure 2.5 Tekla structure reinforcement bending model 67
Figure 2.6 Vico cost planner 69
8/20/2019 Buildning Information Modelinga and Construction Management-libre
11/168
Synchronization of Construction Project Management in Building Information Modeling » x
Figure 2.7 Solibri model checker rules check 71
Figure 2.8 IAI vision shared project model, IAI 1997 73
Figure 2.9 Barton Malow Project 3D structure in Tekla 76
Figure 3.1 Construction productivity index compared to nonfarm industries 79
Figure 3.2 BIM preconstruction phase cycle work 83
Figure 4.1 Schematic (simulation) design model in 3D by AutoCAD 90
Figure 4.2 Architectural (simulation) model for detailed design in ArchiCAD 90
Figure 4.3 Structural (simulation) model for detailed structural design by TEKLA 91
Figure 4.4 MEP(simulation) model for detailed design by Vico Constructor 92
Figure 4.5 Integration management (plan development) through BIM 93
Figure 4.6 BIM based Design-Bid-Build proposed model 97
Figure 4.7 Approach differences in integrated and traditional way 98
Figure 4.8 Quantity information takes off from Solibri model checker 101
Figure 4.9 Cost report in Microsoft Excel 101
Figure 4.10 Flow chart of cost (estimation) model through BIM 102
Figure 4.11 Process of scheduling through BIM support 104
Figure 4.12 BOQ in Vico control software 105
Figure 4.13 Scheduling in Vico control software 105
Figure 4.14 Scheduling control in Vico software without construction simulation 106
Figure 4.15 Location based time simulation for scheduling control 106
Figure 4.16 Clash detection check (simulated model) in Autodesk Navisworks 109
Figure 4.17 Total quality Management phases 111
8/20/2019 Buildning Information Modelinga and Construction Management-libre
12/168
Synchronization of Construction Project Management in Building Information Modeling » x
Figure 4.18 Design communications through IFC data format 117
Figure 4.19 Field communications through BIM 117
Figure 4.20 Safety rule set and check in Naviswork 123
Figure 4.21 Safety net models through architect model 124
Figure 4.22 Transfer the model in Google earth for determine the env. Effect 126
Figure 4.23 Model in Google Sketch up Pro 126
Figure 4.24 Procurement material list from architect (simulated) model 128
Figure 4.25 Financial management processes in simulated model 130
Figure 4.26 Model placed at real site to make site management plan 132
Figure 4.27 Logistics placement model in the site 133
Figure 4.28 Facility Management Flowcharts in BIM 135
Fig 5.1 Composite model concept 137
Fig 5.2 BIM server data collection and transfer model 139
8/20/2019 Buildning Information Modelinga and Construction Management-libre
13/168
Synchronization of Construction Project Management in Building Information Modeling » xi
List of Tables
Table 1.1 Risks allocation table 24
Table 2.1 IFC 2*3 support software 73
Table 2.2 Comparison of different data exchange format 75
Table 2.3 Summary of case studies 78
Table 3.1 BIM and preconstruction phase linkage 86
Table 3.2 BIM and construction phase linkage 87
Table 3.3 BIM and post construction phase linkage 87
Table 4.1 Summary of integration management in BIM 94
Table 4.2 Summary of scope management in BIM 99
Table 4.3 Summary of quality management in BIM 112
Table 4.4 Risk assessment and BIM support on prebid 119
Table 4.5 Risk assessment and BIM support on design risks 120
Table 4.6 Risk assessment and BIM support on construction risks 120
Table 4.7 Risk assessment and BIM support on political and legal issues 121
Table 4.8 Risk assessment and BIM support in financing risks 121
Table 4.9 Risk assessment and BIM support in environmental risks 122
Table 5.1 BIM support in overall construction management 145
8/20/2019 Buildning Information Modelinga and Construction Management-libre
14/168
Synchronization of Construction Project Management in Building Information Modeling » xii
List of Abbreviations
AEC Architect, Engineering and Construction
ASCE American Society of Civil Engineers
BIM Building Information Modeling
BOT Build-Operate-Transfer
BOQ Bill of Quantity
CAD Computer Aided Drafting
CAFM Computer Aided Facility Management
CMAA Construction Management Association of America
CM Construction Management
CNC Computer Numerical Control
CityGML City Geographic Markup Language
DBB Design-Bid-Build
DB Design-Build
DFX Drawing Exchange Format
DWF Drawing Web Format
ERP Enterprise Resource Planning
GMP Guaranteed maximum price
GIS Geographic Information System
GPS Global Positioning System
8/20/2019 Buildning Information Modelinga and Construction Management-libre
15/168
Synchronization of Construction Project Management in Building Information Modeling » xiv
HR Human Resource
HRM Human Resource Management
IFC Industry Foundation Classes object oriented file format
HVAC Heating, Ventilating, and Air Conditioning
IPD Integrated Project Delivery
IFC Industry Foundation Classes
IAI International Alliance for Interoperability
LEED Leadership in Energy & Environmental Design
MIS Management Information System
NIST National Institute of Standards and Technology
OSHA Occupational Safety and Health Administration
PM Project Manager
PDF Portable Document Format
QFD Quality Function Deployment
RCC Reinforced Cement Concrete
RFID Radio-Frequency Identification
RFI Request for Information
TQM Total Quality Management
UK United Kingdom
US United States
VTT Valtion Teknillinen Tutkimuskeskus
WBS Work Breakdown Structure
8/20/2019 Buildning Information Modelinga and Construction Management-libre
16/168
Synchronization of Construction Project Management in Building Information Modeling » xv
XML Extensible Markup Language
3D 3 Dimensional
2D 2 Dimensional
4D 4 Dimensional
5D 5 Dimensional
8/20/2019 Buildning Information Modelinga and Construction Management-libre
17/168
8/20/2019 Buildning Information Modelinga and Construction Management-libre
18/168
Synchronization of Construction Project Management in uilding Information Modeling » 1
1. Introduction
Buildings and infrastructures are the symbol of civilization.
From the very beginning, mankinds are intended to make house for their basic shelter. Laterwith time, the demand of people increase and according to their demand all kind of civil
facilities grown up. The history of this journey was glorious. Mankind built the giant
Pyramid, Great wall before making the BMW car. So people have knowledge from the
beginning of civilization to built infrastructure with traditional developing technologies.
With time the technology and knowledge developed and for that reason now on this age we
see mega structures, high rise skyscrapers and so on. The development of industrial sector
increases rapidly in the last century. This development also touches on the construction
industry. People need new spaces for work, for industrial work, for power and facilities that
can meet the ongoing demand of the society. With the increased and development of global
trade in manufacturing industry, poses a cold competition to make better products in desire
quality, reduce wastes and provide efficiency in every phase of the production management.
So that the product can be made in quality and meet the demand of the consumer.
Like any other manufacturing industry construction industry is also a big industry. It‟s a
unique production industry. Every construction project is different here. They are different in
size, in use, cost and so on. So it is clearly assumed that the complexity of this industry is
much more than any other manufacturing industry due to the uniqueness of each
construction project. The complexity starts with expectation of the owners and ends with the
life cycle process of the structure or infrastructure. As a result this industries productivity is
quite low than other manufacturing industries. They produce much more wastes in material,
time, money and obviously organizational value. In recent NIST report shows that, the
annual waste in construction industry in US alone is $15.8 billion1. From this it can clearly
assumable the world construction industry produce how much wastes in total construction
projects.
“The forms of wastes are defined by Sir John Egan. A study conducted in USA, Scandinavia
and UK shows that, the problems are as follows
- Up to 30% construction rework
8/20/2019 Buildning Information Modelinga and Construction Management-libre
19/168
Synchronization of Construction Project Management in uilding Information Modeling » 2
- Labor is used at only 40-60% of potential efficiency
- At least 10% of material are wasted” 2
From the beginning manufacturing industries are concern about the productivity of the
process system, market development, new technologies and implementing efficient
management system. So that, now we can see so many new production theory or concept
that can reduce wastes, increase efficiency and so on. As an example, so many production
companies in USA and Japan applied Deming price philosophy.
Dr.W.Edwards Deming focus on manufacturing problems and then make some appropriate
principles on management, organization an increase quality and simultaneously reduce costs(
target set as reducing waste, rework, staff attrition and litigation with increasing customersatisfaction.) Dr. Deming thinks it as a process of continual improvement and think of
manufacturing as a system, not as particular part.
In the beginning of 1990 there was a new manufacturing concept came named as “Lean
manufacturing” or simply termed as “Lean”. The main concept of this philosophy is to
increasing efficiency, decreasing waste and using empirical methods for making decision
rather than followed traditional ideas. Lean concept came from Toyota production system,
when they remove their 7 wastes to improve value.3
Later this principle is widely used inmanufacturing companies to improve quality and remove wastes
_________________________
1Solibri magazine/ 1.2010/open BIM is here/by Heikki Kulusjärvi/CEO Solibri, http://www.solibri.com/documents/english-
material/solibri-magazine-1-2010/download.htm access 17.01.2011 time, 4.30 PM2 BIM Journal. Issue 1; 2009, BIM Concept “over budget, delays, rework, standing time, materials waste, poor
communication, conflict.” Page -1, bimjournal.dev.asentechdev.com/index.php?option access 17.01.2011 time 5. 13 PM 3Holweg, Matthias (2007). "The genealogy of lean production". Journal of Operations Management 25 (2): 420 – 437.
doi:10.1016/j.jom.2006.04.001 ,access 1.28.2011, 6,17 PM
8/20/2019 Buildning Information Modelinga and Construction Management-libre
20/168
Synchronization of Construction Project Management in uilding Information Modeling » 3
Construction projects are fully occupied with various kinds of wastes. The type of waste can
be defined as waste in time, waste in money and waste in value. To reduce this wastes
construction or AEC industry also focused on to develop the management system and the
production process. While construction process are different from other projects in a fashionthat, in a single construction project the no. of stakeholders are quite large and even the
process is complicated than other industries. To minimize wastes construction industry also
followed “Lean construction principles”. The main principle is same to “Lean manufacturing
process.” The process came to known by Lauri Koskela in 1992 in construction.
From research it is found that traditional construction management system not able to
perform execution in project maintaining time, quality and budget. The reasons behind that
found by 6th
annual survey of construction owners by CMAA, " While the cost of steel andcement are making headlines, the less publicized failures in the management of construction
projects can be disastrous. Listen carefully to the message in this comment. We are not
talking about just materials, methods, equipment, or contract documents. We are talking
about how we work to deliver successful capital projects and how we manage the costs of
inefficiency."4
Hence construction industry also feels to make changes in their working way, to break the
traditional system and to adopt new process to reduce wastes. While the practice of “Lean
construction” in construction industry rises day by day as a process.
Computer aided drafting or CAD system changes the world from pencil drawing to computer
drafting. The development starts at 1970 and from that time the construction and production
world changing enormously day by day. The blessing of information technology or computer
technology makes the world faster. This change brings us the faster flight from Paris to New
York. The production industry also used it quite impressively with management information
system; computer numerical controlling system, automation, and prototype build up. This
technology makes the production industry more efficient with their process based system.
_________________________________
4http://www.cmaanet.org/,access 1.28.2011,7.05 PM
8/20/2019 Buildning Information Modelinga and Construction Management-libre
21/168
Synchronization of Construction Project Management in uilding Information Modeling » 4
But unfortunately the development in construction industry is not so impressive like
manufacturing industry. Perhaps at the beginning of new century a new technology or can be
specified as a system termed as BIM changes the construction world. It makes the door open
to developed construction industry with digital information. It makes the way to build
prototype before original construction takes place. It opens the door to provide better
information for better management and better process in practice. It opens the door to
implement its better information, inception to completion phase of construction.
To maintain success in construction industry it is essential to build up relation with process,
technology, organization and the most important thing is knowledge to combine this three
things.5
The process applicable in the construction projects are defined in project management body
of knowledge. Where cost, quality and time is most important factor. On the other hand
“Lean Construction principle shows a new way from traditional way to bring success in
construction industry. By research, there is a synergy found between Lean as a process and
BIM as technology.”6
At last in the part of conclusion of this introduction it can be said that, BIM provides support
as a technology that build the efficient and productive process of construction. In this thesisthe main idea is to make the practical way to support the process system or management
system through BIM in the construction phase of the project.
___________________________
5 Lean Construction, Construction blog, 2008, http://constructiondata.wordpress.com/2008/05/21/lean-construction/,
access 1/28/11 , 9.39 PM 6
Revised and submitted 11/2009 to the Journal of Construction Engineering and Management 2009 © Sacks, Koskela,
Dave and Owen,The Interaction of Lean and Building Information Modeling in Construction, page 1
8/20/2019 Buildning Information Modelinga and Construction Management-libre
22/168
Synchronization of Construction Project Management in uilding Information Modeling » 5
2. Construction Project Management
This chapter will discuss about the mean of construction management, the phases of
construction management and the framework to maintain a construction project.
2.1 Construction Project Management Definition
Construction project management is a broad meaningful word. Before giving any idea of
construction project management it would be better to know what is project and
management. Both word‟s have very deep meaning on its context.
Project itself is a big term for explanation. In general, project means to perform some work
to achieve a desired goal or destination. From the beginning to end until the desired goal
achieved it can be termed as project or project period. “A project can thus be defined in
terms of its distinctive characteristics-a project is a temporary endeavor undertaken to create
a unique product or service. Temporary means that every project has a definite beginning
and a definite end. Unique means that the product or service is different in some
distinguishing way from all other product or services.”7
Management is the core heart of any industry, company or any process. A phrase given by
Mr. Thomas Rohweder “Organization never moves itself, only in downhill”.8 The key to
move organization is management. According to“Mary Parker Follett (1868– 1933), who
wrote on the topic in the early twentieth century, defined management as "the art of getting
things done through people". She described management as philosophy”.9
“Management comprises planning, organizing, staffing, leading or directing, and controlling
an organization (a group of one or more people or entities) or effort for the purpose of
accomplishing a goal. Resourcing encompasses the deployment and manipulation of human
resources, financial resources, technological resources, and natural resources.”1
______________________________________ 7 A guide to the Project Management Body of Knowledge (2000), PMBOK GUIDE, Project Management Institute, page no-
48 Leadership course; PPT material by Mr. Thomas Rohweder.
9Vocational Business: Training, Developing and Motivating People by Richard Barrett - Business & Economics - 2003. -
Page 51 10
http://en.wikipedia.org/wiki/Management
8/20/2019 Buildning Information Modelinga and Construction Management-libre
23/168
Synchronization of Construction Project Management in uilding Information Modeling » 6
Now with combining project and management, project management can be defined as;
“The overall planning, co-ordination and control of a project from inception to completion,
aimed at meeting a client‟s requirements in order to produce a functionally and financially
viable project that will be completed on time, with in authorized cost and to the required
quality standards”.11
With combining this meanings according to the book of Charles Patrick‟s” Construction
Project Planning and Scheduling” the definition of construction project management or
construction management is that “Construction Management(CM)entails the planning,
scheduling, evaluation and controlling of construction tasks or activities to accomplish
specific objectives by effectively allocating and utilizing appropriate labor, material and time
resources in a manner that minimizes costs and maximizes customer/owner satisfaction.”12
Well, construction project management or we can simply term as construction management
is not as simple as definition. Cause it consists of enormous task to perform and organizing
these tasks is a big challenge for every construction management team. But the main aspect
is same for every construction management team to deliver project in time, with estimated
cost and in desired quality.13
_______________________________
11CIOB(2002) Code of practice for Project Management for Construction and Development, 3 rd Edition. Blackwell
publishing, Oxford.12
Barbara J. Jackson, 2010; Construction Management Jump start 2nd Edition, Wiley Publications Inc. Indianapolis, Indiana, page -4013
Stanley E. Portny, 2007; Project Management for Dummies, 2nd Edition, Wiley Publishing,Inc, page-24
8/20/2019 Buildning Information Modelinga and Construction Management-libre
24/168
Synchronization of Construction Project Management in uilding Information Modeling » 7
2.2 Construction Project Management Phases
Every kind of Construction has its own life cycle. The life cycle starts from client‟s point of
view. Client‟s demand make the inception of the project and later through the successful
handover of client‟s desirable product, in general termed as completion or project delivery.14
Through the inception to completion in the life cycle of the project, it divides the total time
in some phases and every phase is managed by different people. The following figure
illustrate the general phases occurred in the life cycle of construction projects.
Figure 1.1 Life cycles on construction projects.15
Well, for any project the most important factor is projects owner. The word owner is used in
a big context. Owner means the person who will initiate the project financially. Thus the
owner can be a group of people like stakeholders, developers or it might be government
project. Every project is the result of owner‟s demand. The set begins in this way that, to
meet owners demand a group of people worked together in some stages to deliver the
project. The total period starting from owner‟s idea, can be divide in three major stages or
phases.
_______________________
14 Peter Fewings, 2005, Construction Project Management, An Integrated Approach, Taylor and Francis, London And New
York ; page 7
15Construction Project Management, An Integrated Approach; by Peter Fewings; page 8;Source CIOB; CIOB (2002) Code
of Practice for Project Management for Construction and Development, 3 rd Edition. Blackwell Publishing Oxford.(figure
3.1)
8/20/2019 Buildning Information Modelinga and Construction Management-libre
25/168
Synchronization of Construction Project Management in uilding Information Modeling » 8
The phases are as below-
1. Preconstruction phase
2. Construction phase
3. Project delivery phase
The whole project life cycle majorly divided in these basic three stages. Where in every
stage construction management team find new personnel and new approach.
2.2.1 Pre Construction Phase
As earlier mentioned project starts with the idea of owner or end user. From owner the
concept of the project comes out and then it goes to architects drawing sheet. In general
every project inception phase is the same. After owner the second early participator in the
project is architect. From architect idea and drawings the next set begins in the field.
After the concept of project the owner think about the procurement way for completion the
project. In this case the first issue comes as the contract. It can be said that, design and
tendering are the most common preconstruction phase in every construction project.
Figure 1.2 Preconstruction phase
From preconstruction stage owner think about the procurement or the project delivery
method. Project delivery is another important and crucial part of the project. Becausedepending on the project delivery method the construction process later goes on. Delivery
methods are form of contract with different parties who will take the responsibility to
completion of the project. There is several delivery methods exist in the construction
industry. These methods are important, cause according to this contract or delivery method
Project Conception /Predesign
Initial Design/Schematicdesign
Detailed design/Designdevelopment
Implementationsdocuments/Construction
documentation
8/20/2019 Buildning Information Modelinga and Construction Management-libre
26/168
Synchronization of Construction Project Management in uilding Information Modeling » 9
contractor or the construction management team has to perform their work. Often in
construction industry dispute arise with owner to contractor due to faulty contract agreement.
The main part of preconstruction phase is to select the delivery method and according to this
owner gives the working order to the contractor or related organization. The common
delivery methods are described below –
2.2.1.1 Design-Bid-Build
The definition of DBB or Design-Bid-Build is that, “A project delivery method in which the
owner holds two separate contracts for design and construction. This method is often
referred to as the traditional project delivery method”.16
Figure 1.3 Design -Bid-Build process
Design-Bid-Build is a linear concept of delivery process. In this method, three parties play
the major role in the total construction. At first, owner makes a contract with architect for the
total or partial schematic design. It depends on Owners interest. Feasibility study can also be
on this stage or owner can make it by different organization. But normally the feasibility
study is done before preliminary design stage. Architect at first make the preliminary design,
schematic design and in later the total final design. The final design will be the joint
collaboration of total design team where mechanical, electrical and plumbing engineers arealso take part in the design phase.
After the completion of design, design team focus on the documentation for general contract
bidding. They make the design document in digital PDF or in CAD files.
___________________________________16
Barbara J. Jackson, 2010; Construction Management Jump start 2nd Edition, Wiley Publications Inc. Indianapolis,
Indiana,page no-47
Owner
design Contractor
8/20/2019 Buildning Information Modelinga and Construction Management-libre
27/168
Synchronization of Construction Project Management in uilding Information Modeling » 10
Well there is an always complexity in sharing information of design in general bidding.
“Contractually, however, the design team is not typically responsible for sharing digital files
and often doesn‟t to limit any involuntary editing or further possibility for misinterpretation
of information.”17
In this method, there is no communication between the designer and design team with the
contractor. Because in this method they are not bounded with any legal agreement for data
share in construction phase. It‟s a linear approach and there is no involvement of general
contractor regarding design. The main responsibility for contractor is to perform work
according to the design document and accomplish the project in time with desired quality
and cost.18
Figure 1.4 Design-Bid-Build structure
“Under the design-bid-build method, the owner warrants the sufficiency of the plans and
specs to the contractor. If there are gaps between the plans and specs and the owner‟s
requirements or any errors and omissions in the design, the owner is responsible for payingfor those corrections.”
19
________________________
17 Brad Hardin, 2009; BIM and Construction Management; Proven tools, methods, and workflows, Wiley Publishing Inc.,
Indianapolis, Indiana; page no-09
18,19 Barbara J. Jackson, 2010; Construction Management Jump start 2nd Edition, Wiley Publications Inc. Indianapolis,
Indiana; page no- 48
Design Bid Build
8/20/2019 Buildning Information Modelinga and Construction Management-libre
28/168
Synchronization of Construction Project Management in uilding Information Modeling » 11
2.2.1.2 Design-Build
Design build is quite flexible delivery method. According to Design-Build Institute of
America ( DBIA) the definition for design build method is,
“The design-build form of project delivery is a system of contracting whereby one entity
performs both architectural/engineering and construction under one single contract. Under
this agreement, the design builder warrants to the contracting agency that it will produce
design documents that are complete and free from error(design builder takes the risk). The
selection process under design-build contracting can be in the form of a negotiated process
involving one or more contracts, or a competitive process involving one or more contracts,
or a competitive process based on some combination of price, duration, and proposer
qualifications. Portions of the overall design or construction work can be performed by the
design-build entity or subcontracted out to other companies that may or may not be part of
the design build team”.20
The design-build concept is getting popular in the construction industry last 10 years. This
kind of delivery system widely termed as single-source project delivery method.21 In the
client point of view design-build is much more easier to monitor and reduce the risk from
client. In this method design-builder takes the responsibility or warrants of delivering proper
information to owner. Normally design- builder party takes liability for any lags in the plans
and specs according to owner requirements for the performance of the building.22
In design build method the main advantage is effective communication between designer
and contractor. There is an opportunity for general contractor participate in the project from
the conception of the project. Thus this creates a better understanding, co ordination and
planning in field construction. In this method all the participators of the project can get better
collaboration during all the phases of the project. Well it‟s necessar y to make a clarification
a relationship between architect and other people
________________________________
20 Brad Hardin, 2009; BIM and Construction Management; Proven tools, methods, and workflows, Wiley Publishing Inc.,
Indianapolis, Indiana; page no-1121
Barbara J. Jackson, 2010; Construction Management Jump start 2nd Edition, Wiley Publications Inc. Indianapolis,
Indiana; page no- 5022
Barbara J. Jackson, 2010; Construction Management Jump start 2nd Edition, Wiley Publications Inc. Indianapolis,
Indiana; page no- 5
8/20/2019 Buildning Information Modelinga and Construction Management-libre
29/168
Synchronization of Construction Project Management in uilding Information Modeling » 12
In DBB method there are three different parties. In DB method perhaps players are same, but
they configured in a little different way. The three key player as early mentioned are, owner-
designer-contractor. The Design-Build method demonstrate in three different ways, they are
as follows-
2.2.1.2.1 Designer and Contractor Relationship
In this type of relationship two company or firm, as one architectural and one general
contractor makes an agreement to work together in any project and the risk of the project
will beard by one of those players. Either the lead can be taken by architect company or by
general contractor company. In general case, the player who makes the contract with owner
takes the lead.
As an example if general contractor made contract with owner team than general contractor
has to provide for both design and construction service for the project. In this case general
contractor hired architect for design. Here is the difference from DBB method, where owner
has to hire the architect for design. In vice versa if the contract is designer led contract where
architect or engineer firm made contract with owner will hire general contractor for
construction.
In this case the second party will act as subcontractor for the first party and don‟t have any
relation with owner. Approximately 56% of all design-build projects are led by contractors.23
2.2.1.2.2 Full Service Design Build Firm
In this method everything goes under one roof. One company will provide architectural
drawing and construction support. Hence the communication is much better and reduces the
risk. The scenario is that this type of companies are fully serviced organization where
architect, engineers and other people worked together to accomplish a project and this one
liked by owners mostly due to less contractual and legal works.24
________________________________
23 Barbara J. Jackson, 2010; Construction Management Jump start 2nd Edition, Wiley Publications Inc. Indianapolis,
Indiana; page no- 5124
Barbara J. Jackson, 2010; Construction Management Jump start 2nd Edition, Wiley Publications Inc. Indianapolis,
Indiana; page no- 51
8/20/2019 Buildning Information Modelinga and Construction Management-libre
30/168
Synchronization of Construction Project Management in uilding Information Modeling » 13
2.2.1.2.3 Joint Venture
“The joint venture configuration is similar to the designer and contractor partnership with
one exception: the design firm and the construction firm actually create a legal entity, the
joint venture, for the purpose of carrying out the design and construction of a specific
project. Under this agreement, both parties are at financial risk for delivery the project.”25
2.2.1.3 Integrated Project Delivery Method
This is quite a new method of delivering project and it has gained popularity as an integrated
solution.26
According to American Institute of Architectures May 15, 2007, working definition version1:“Integrated Project Delivery (IPD) is a project delivery approach that integrates people,
systems, business structures, and practices into a process that collaboratively harnesses the
talents and insights of all participants to optimize project results, increase value to the owner,
reduce waste and maximize efficiency through all phases of design, fabrication and
construction. IPD principles can be applied to a variety of contractual arrangements, and IPD
teams can include members well beyond the basic triad of owner, architect, and contractor.
In all cases, integrated projects are uniquely distinguished by highly effective collaboration
among the owner, the prime designer, and the prime constructor, commencing at early
design and continuing through to project handover.”27
The main advantage of early involvement of contractor in the design is that, with his/her
view architect produce better design documents which can able to reduce time over run, cost
overrun and most important bring value engineering in construction.
____________________________
25 Barbara J. Jackson, 2010; Construction Management Jump start 2nd Edition, Wiley Publications Inc. Indianapolis,
Indiana,Page no-5226
Brad Hardin, 2009; BIM and Construction Management; Proven tools, methods, and workflows, Wiley Publishing Inc.,
Indianapolis, Indiana; page no-2027
Barbara J. Jackson, 2010; Construction Management Jump start 2nd Edition, Wiley Publications Inc. Indianapolis,
Indiana; page no- 53
8/20/2019 Buildning Information Modelinga and Construction Management-libre
31/168
Synchronization of Construction Project Management in uilding Information Modeling » 14
2.2.1.4 Construction Management Method
Construction management is also worked as a type of contract. In this method a construction
management company makes a contract with owner for the project. This kind of arrangement
worked in two different ways-
2.2.1.4.1 Agency CM
“It‟s one of the contract methods where, “A construction management option in which the
construction manager acts in the owner‟s best interests at every stage of the pro ject from
design through construction. The construction manager offers advice and project
management services to the owner but is not financially responsible for the construction.”28
In this method there are three contracts. They are between owner and designer, owner and
contractor and the last one with a construction management company as a representative of
the owner in the project.
Figure 1.5 Agency CM approach29
_______________________
28 Barbara J. Jackson, 2010; Construction Management Jump start 2nd Edition, Wiley Publications Inc. Indianapolis,
Indiana; page no- 4829
Barbara J. Jackson, 2010; Construction Management Jump start 2nd Edition, Wiley Publications Inc. Indianapolis,
Indiana; page no- 48
8/20/2019 Buildning Information Modelinga and Construction Management-libre
32/168
Synchronization of Construction Project Management in uilding Information Modeling » 15
2.2.1.4.2 At-Risk CM
“The CMAA defines the at-risk CM project delivery method as an option that entails a
commitment by the construction manager to deliver the project within a guaranteed
maximum price (GMP). The construction manager acts as consultant to the owner in the
development and design phases but does the work of a general contractor during the
construction phase.
In this scenario, there are only two contracts, one between the owner and designer and the
other between owner and at risk CM.”30
Figure 1.6 At-Risk CM process31
After selecting the contract method owner gets relieved from the project. The next
responsibility will taken by contracted parties. To make clear about one thing in
preconstruction phase contract or bid is an important part. Because project budget and time
line is a big factor for the project. And these two crucial features set up at the preconstruction
phase.
In bid or negotiation contract procedure general contractor has to submit project cost and
time line. In some cases it might be come from the owner. The contract awarding procedure
is different in different methods. DBB is a public or open procedure, but for the others it
might not be open or public. Turnkey, BOT and some others contracting methods are also
available in construction industry
________________________
30 Barbara J. Jackson, 2010; Construction Management Jump start 2nd Edition, Wiley Publications Inc. Indianapolis,
Indiana; page no- 4931
Barbara J. Jackson, 2010; Construction Management Jump start 2nd Edition, Wiley Publications Inc. Indianapolis,
Indiana; page no- 49
8/20/2019 Buildning Information Modelinga and Construction Management-libre
33/168
Synchronization of Construction Project Management in uilding Information Modeling » 16
Figure 1.7 Non residential design and construction delivery method in U.S.A32
Preconstruction works are finishes with selecting project delivery method, completing
design, make estimation budget of total project and decide the time line of the project. After
that make bid or contract with project cost and time, and reward the contract to general
contractor.
Figure 1.8 Preconstruction phase cycle
_________________________
32 Barbara J. Jackson, 2010; Construction Management Jump start 2nd Edition, Wiley Publications Inc. Indianapolis,
Indiana; page no-54
ProjectDelivery
method
selection
Design
Estimating costand time
Bid/Negotiation
Award Contarctfor Construction
8/20/2019 Buildning Information Modelinga and Construction Management-libre
34/168
Synchronization of Construction Project Management in uilding Information Modeling » 17
2.2.2 Construction Phase
After getting the job and design documents, now construction management job will start for
general contractor. While in this cases before making the contract with owner or after getting
the job general contractor has to made some contracts with subcontractors and initiate the
work. Construction management consist inception to completion time period of the project.
Where estimating, design and contract administration takes part at the pre construction phase
of the project. In construction phase the main construction management tasks can be
separated in the following ways-
-“Managing job site and construction operation.
- Planning and scheduling the project
- Monitoring and controlling the project performance
-Managing project quality
- Managing project safety
- Assessing project risks.”33
These are common construction management responsibilities at the field in construction phase of the project.
2.2.2.1 Managing Job Site and Construction Operation
Construction will take on a certain place. So for the builder this place is important to set up
necessary infrastructure for the people who will work in the project. General contractor or
sub contractor has to provide necessary logistics such as construction tools,
equipment,traffic,parking,deliveries,storage,security,communications,signage,safety,trash,dr-
inking water, job trailer, crane everything which is necessary for constructing the project.34
To manage these issues and provide logistics support is the primary challenge for
construction at the beginning in the field construction.
_____________________________
33,34 Barbara J. Jackson, 2010; Construction Management Jump start 2nd Edition, Wiley Publications Inc. Indianapolis,
Indiana; page no-56,57
8/20/2019 Buildning Information Modelinga and Construction Management-libre
35/168
Synchronization of Construction Project Management in uilding Information Modeling » 18
2.2.2.2 Planning and Scheduling the Project
Planning and scheduling the project is the most vital part of construction phase. Because on
this plan and schedule, depends the project success to being on time and save cost and time
overrun. In general terms planning are the identification of the job activities and organize
them according to availability of resources.
Figure 1.9 Planning process35
Planning job is mainly done by planners and for that planner follows following techniques,
- Gantt chart for normal construction work as master schedule
- Line of balance for repetitive works.
- Linear program or time chain age chart for linear work.
- Network analysis for complex projects.36
______________________________
35 Richard H.Neale and David E. Neale, 1998; Construction planning, Thomas Telford, London, page no- 6
36 Richard H.Neale and David E. Neale, 1998; Construction planning, Thomas Telford, London, page no- 24
8/20/2019 Buildning Information Modelinga and Construction Management-libre
36/168
Synchronization of Construction Project Management in uilding Information Modeling » 19
“Project planning has been defined as “the process of choosing the one method and order
of work to be adopted for a project from all various ways and sequences in which it
could be done”( Antill and woodhead 1990,p.8; Callahan, Quackenbush, and rowing
1992, p.2)”37
Figure 1.10 Planning and scheduling diagram 38
“Scheduling is the determination of the timing and sequence of operations in the project and
their assembly to give the overall completion time. Project planning answers the questions.
What is going to be done? How? Where? By whom? and when (in general terms, the
project‟s start and end)? Scheduling deals with when on a detailed level”39
_________________________________________
37 SALEH MUBARAK, 2010; Construction Project Scheduling and Control; second Edition, John Wiley and Sons Inc.,
Hoboken, New Jersy; page no-338
SALEH MUBARAK, 2010; Construction Project Scheduling and Control; second Edition, John Wiley and Sons Inc.,
Hoboken, New Jersy; page no-439
SALEH MUBARAK, 2010; Construction Project Scheduling and Control; second Edition, John Wiley and Sons Inc.,
Hoboken, New Jersy; page no-4
8/20/2019 Buildning Information Modelinga and Construction Management-libre
37/168
Synchronization of Construction Project Management in uilding Information Modeling » 20
2.2.2.3 Monitoring and Controlling the Project Performance
Estimating cost is the part of preconstruction phase. To maintain this estimated cost and time
it is essential to monitor and control the project performance. Because if there is no
monitoring there will be no control on the project. This is the most sophisticated part for ay
construction management team. Project success depends largely on it. If a project is failed to
maintain schedule and cost, mostly poor controlling and monitoring is responsible more than
other issues.
Control is important f or managing risks. It‟s possible to reduce risk in any project by
continuous monitoring of the project. The control and monitor issue also discuss at the
contract delivery method, that who has the authority to control and monitor project
performance. But in general, contractor has the authority to control the project.
Contractor‟s or owner control and monitor are necessary to give payment to subcontractor or
the contractor. In construction the trend is to give money after completion of certain stage of
the project. It‟s not like that full money will be paid at the end of the project.
For project performance measurement there are several tools exists. Among them S curve is
famous. S curves are useful to measure performance for people, money, materials and other
resources. In S curve the overall progress of the project is possible to measure or monitoredin terms of project costs and values.40
To evaluate project condition, construction management team often uses different types of
curves. This curve shows the estimated and current situation of any time to the project.
These curves can be drawn for cost/value comparison, for cash flow, for labor, plant and
equipment.
_______________________
40 Richard H.Neale and David E. Neale, 1998; Construction planning, Thomas Telford, London, page-93
8/20/2019 Buildning Information Modelinga and Construction Management-libre
38/168
Synchronization of Construction Project Management in uilding Information Modeling » 21
For monitoring, project team used daily report, completion data and later put it on parallel
line of balance or linear programs from where they get the difference between actual and
estimated progress of the project.
Figure 1.11 Basic cost/value S-curve41
In industrial world people used MIS or management information system for measure
performance and control their production. In construction industry the practice is not so
common. But besides this there is an opportunity to practice management information
system on construction to measure performance.
______________________________
41 Richard H.Neale and David E. Neale, 1998; Construction planning, Thomas Telford, London, page-93
8/20/2019 Buildning Information Modelinga and Construction Management-libre
39/168
Synchronization of Construction Project Management in uilding Information Modeling » 22
2.2.2.4 Managing Project Quality
“The American Society of Civil Engineers (ASCE), in its much-lauded Quality in the
Construction Project: A Guide for owners, Designers and constructors (American Society of
Civil Engineers, 2000) defines quality as „the fulfillment of project responsibilities in the
delivery of products and services in a manner that meets or exceeds the stated requirements
and expectation of the owner, design professional and constructor‟. From this definition the
contractor‟s task in managing quality is to assure compliance with the technical requirements
of the project, as described in the contract documents, through a series of steps that plan,
execute, monitor and control the physical aspects of the work.”42
Quality brings value in the project. If the quality is not properly maintained than during the
warranty phase contractor has to spent money again for those faulty construction which
diminish the value of work. More over most of the cases it seen that problem occurred for
quality issues with owner.
Owner always careful about the quality of the project, thus during the design phase quality
of the material or quality criteria are included in the design document by designer. The
requirements included dimensions, tolerances, test results, temperatures and other technical
specifications. To make it implementable in the field, builder or contractor has to make
quality control plan. In some cases during the bid process contractor can be asked to submit
a quality plan also. These plans are taken care by procurement or logistics part of the
management team that they can manage it during procurement period. More over inspection,
field tests and observations are necessary to maintain quality in the project.43
_____________________________________________________
42 F. Lawrence Bennet, 2003; The Management of Construction: A Project Life Cycle Approach; ISBN 0 7506 5254 3,
Page no-21843
Barbara J. Jackson, 2010; Construction Management Jump start 2nd Edition, Wiley Publications Inc. Indianapolis,
Indiana; page no-58
8/20/2019 Buildning Information Modelinga and Construction Management-libre
40/168
Synchronization of Construction Project Management in uilding Information Modeling » 23
2.2.2.5 Managing Project Safety
Construction industry jobs are often termed as one of the risky profession for the workers,
who involved in the construction. For over all accidental rates, construction industry is the
second worst industry after mining and agriculture. The rate is an accident per 1000 of
workforce, where it is four times worse than manufacturing industry. In 1992 EU makes a
survey of workers in construction and according to their report the work safety in
construction was 10-20% worse comparing with others. Moreover Egan shows that this
accident makes 3.6% of project costs. By providing safety, maintaining health and the
environment of the construction site this amount of money can be possible to save. 44 Job site
safety is the most important construction management goal. As an example in Finland
construction industries follow the rule that, safety is first. For that in their construction jobsite death rate is 0%, which is a milestone achievement for Finnish construction industry.
They achieve this rate just only providing better safety rules, regulations and maintain them
properly in the job site.45
Job site safety is also required for reducing the risk of construction delay and additional cost
in accidental or in injury cases. More over human life is important than any other things. So
that safety and health of workers are the prime important factor for any industry. By making
a proper safety plan and regulation it can be possible to provide safer working environmentwhich is necessary for every construction job site.
Construction project success also depends on the safety of the construction site.
2.2.2.6 Assessing Project Risks
“Risk arises out of uncertainty. Risk in the context of project management is a realistic
approach to things that may go wrong on the site and it is used in the context of decision
making and in answer to the question, „What happens if...?‟ Once a risk has been identified
and defined, it ceases to be a risk and becomes a management problem.
______________________________44
Peter Fewings, 2005, Construction Project Management, An Integrated Approach, Taylor and Francis, London And
New York; page no- 23945
Mika Lindholm; International Site Management Lecturer; ConREM 09; Helsinki Metropolia UAS
8/20/2019 Buildning Information Modelinga and Construction Management-libre
41/168
Synchronization of Construction Project Management in uilding Information Modeling » 24
In this context, it needs to be analyzed and a response made – usually to accept the risk,
mitigate it, reduce it or transfer it. People reactions are important and the response to the
same risk varies according to who is effected, how many and who is responsible for it. This
may also lead to the ethical question of acceptable risk. It is important then to classify risks
so that appropriate action is taken.”46
Construction projects are very risky project in terms of profit. In most of the construction
project brings marginable profit considering the risks. Hence one simple error can bring
catastrophe in the project. Risks are in every phase of the project. These risks are both for
owner and contractor. Owner has risk about the profitability of the project and contractor has
risk for cost and time overrun which will bring penalty. Thus assessing risks is the important
part of construction management team. Continuous monitoring and controlling, proper
quality control followed planned activities and schedule, job site safety reduces the risk in
the project. Following table shows which risks are taken by whom-
Table 1.1 Risks allocation table 47
_____________________________
46 Peter Fewings, 2005, Construction Project Management, An Integrated Approach, Taylor and Francis, London And
New York; page no- 19547
Barbara J. Jackson, 2010; Construction Management Jump start 2nd Edition, Wiley Publications Inc. Indianapolis,
Indiana; page no-59
8/20/2019 Buildning Information Modelinga and Construction Management-libre
42/168
8/20/2019 Buildning Information Modelinga and Construction Management-libre
43/168
Synchronization of Construction Project Management in uilding Information Modeling » 26
2.2.3.1 Project Punch Out
In every project there are minor defects found after the completion of the project. Before
handover the project, construction management team has to review the total project again to
sort out these kind of minor defects which will not acceptable by the owner. For this work
construction management team make a punch list. Punch list can be termed as a fault report
after inspection done by owner, designer, and contractor in a formal project element
checking period. The fault found on this report has to replace again by the contractor before
handover the project. This is often a complex job to manage. Cause for these minor works
again contractor has to arrange people or may be asked for subcontractor while they are
moving already in a new project. Thus it often delays the project handover. These punch list
work is important for construction management team or contractor for completion to get thefinal payment from the owner.50
2.2.3.2 Substantial Completion
Every project has definite start and end. But project ending is more complex compared with
starting. Every project has two ending periods they are termed as substantial and final
completion.
When all the work or task accomplished written in the punch list and approved by thearchitect is termed as substantial completion of the project. In this case architect make
inspection through punch list and if the facility is ready to use, issued a formal substantial
completion certificate and from that the official warranty period starts. On basis of this
contractor get the final payment but still a small amount of money retained by the owner
which is termed as retainage. Final completion related with final paper work and
documentation such as warranties, product manuals etc. In this step when all paper works are
done and given to facility management team, architect again certify for final completion and
basis of this contractor get the retainage money.51
___________________
50 Barbara J. Jackson, 2010; Construction Management Jump start 2nd Edition, Wiley Publications Inc. Indianapolis,
Indiana; page no-13351
Barbara J. Jackson, 2010; Construction Management Jump start 2nd Edition, Wiley Publications Inc. Indianapolis,
Indiana; page no-134
8/20/2019 Buildning Information Modelinga and Construction Management-libre
44/168
8/20/2019 Buildning Information Modelinga and Construction Management-libre
45/168
Synchronization of Construction Project Management in uilding Information Modeling » 28
-Operational manuals
-Inspections and testing reports
-As built drawings or record drawings52
2.2.3.6 Warranties
Warranties are important in construction management. Because in this period contractor has
to take care of the facilities problem and any other construction work for which contractor
are responsible. Warranties can be two types. In one type it is written in the contract and
another type can be set by the local rules or code.
2.2.3.7 Project Evaluation
This is important for general contractor or construction management team to evaluate their
performance, their lacking, success and so on regarding the project. Every project is unique
in construction and every project scenario is different. Thus from every project construction
management team learns new techniques to bring success in the future projects.
After this stage officially construction management team ended the project.
_____________________________
52 Barbara J. Jackson, 2010; Construction Management Jump start 2nd Edition, Wiley Publications Inc. Indianapolis,
Indiana; page no-135
8/20/2019 Buildning Information Modelinga and Construction Management-libre
46/168
Synchronization of Construction Project Management in uilding Information Modeling » 29
2.3 Construction Project Management Framework
Construction project are divided in some particular management areas. Construction
management team is a big team where every person has separate responsibility. According to
their work in the management team the total management hierarchy divided in some
particular management areas. Following figure shows a typical construction management
team.
Figure 1.13 Typical construction management team53
In construction management a management team has to perform lots of work. It‟s not
possible to manage the whole work in an indiscipline way. Thus “Project Management
Body of knowledge” divides the whole management framework in some small
manageable frames. This framework processes quite practiced well in all over the
construction world. In next page these framework processes will be discussed tounderstand the management responsibilities in construction work.
___________________________53
Barbara J. Jackson, 2010; Construction Management Jump start 2nd Edition, Wiley Publications Inc. Indianapolis,
Indiana; page no-122
8/20/2019 Buildning Information Modelinga and Construction Management-libre
47/168
Synchronization of Construction Project Management in uilding Information Modeling » 30
2.3.1 Construction Project Integration Management
Construction project integration management means the combination and co ordination of all
the processes which are required to complete the project. Project integration management
focuses in three major areas.54
Project plan development is the first integration approach. Integration management is quite
an official thinking work where project manager takes the lead of this integration. Project
plan development work relates to integrating and coordinating all project plans to create a
consistent, coherent document. Project plan development takes place in the preconstruction
phase of the project life cycle.55
In the second stage of integration management, needs to execution of the project plan. For
construction it can be defined as the total planning of the whole construction work based on
project development plan. Where the plan revised in the executable mode which shows the
result and forecasts executable approaches.56
In the third stage, shows the integrated change control in the total project constructability. It
can be used as project plan updates, measuring the corrective action of the total plan.57
As a summary, construction project integration management deals with the coordinating
project processes, which make a clear view of the project plan, excitability and related
forecasting which mostly takes place at the preconstruction phase of the construction
management.
_________________________54
A guide to the Project Management Body of Knowledge (2000), PMBOK GUIDE, Project Management Institute; page-
41 55
A guide to the Project Management Body of Knowledge (2000), PMBOK GUIDE, Project Management Institute; page-
45 56
A guide to the Project Management Body of Knowledge (2000), PMBOK GUIDE, Project Management Institute; page-
47 57
A guide to the Project Management Body of Knowledge (2000), PMBOK GUIDE, Project Management Institute; page-
49
8/20/2019 Buildning Information Modelinga and Construction Management-libre
48/168
8/20/2019 Buildning Information Modelinga and Construction Management-libre
49/168
Synchronization of Construction Project Management in uilding Information Modeling » 32
2.3.3 Construction Project Time Management
Time is a limited and important resource in construction management. The proper utilization
of this resource brings success in project. PM BOK, 2000 edition gives the definition that,
“Project Time Management includes the processes required to ensure timely completion of
the pr oject.” In further to manage this time properly they divide it in 5 major areas. They
defined this time management in terms of activity definition, activity sequencing, activity
duration estimating, schedule development and schedule control.60
Time management is the part of construction management phase. Because in preconstruction
phase general contractor submit a time limit to accomplish this job and the time limit starts
in construction phase. Besides that, for owner point of view in addition with this time, owner
adds the time for design, bidding and contracting period. With combining this total time,
total construction time found for owner purpose. It is important to define it from the
beginning for owner because time means money and money comes from bank. More over
profitability also depends on time period. However for construction management team time
is important because they have to accomplish this job in a certain period and for that they
need proper planning and scheduling. More elaborately time management done by planner in
planning and scheduling phase of the construction. In this phase planner define the activities
with the help of BOQ, or collaborating with estimator or following project managementinstitute guidelines. After that planner makes the sequencing on basis of available resource
in general and also define the activity duration. These activities can also be found from the
WBS structure. In later planner or time management people make the schedule with help of
any method describes in construction phase. After that they monitor the project schedule and
control it, which also describes at the project control and monitoring phase.
One thing has to mention again here that, PM institute guidelines are helpful for planners to
manage the time but they can also use their own methodology and experience to manage
time. Again the main philosophy is, time management is important and it might be followed
in different ways in different organization.
___________________________________
60 A guide to the Project Management Body of Knowledge (2000), PMBOK GUIDE, Project Management Institute; page-
65
8/20/2019 Buildning Information Modelinga and Construction Management-libre
50/168
Synchronization of Construction Project Management in uilding Information Modeling » 33
2.3.4 Construction Project Cost Management
Time, quality and cost are the three angle of project triangle. These three factors are
interdependent on each other. To change in one factor made changes in the other factors and
overall the project. The perfect balance of this three factors leads to a successful project
completion. Thus cost management is an important issue for construction management team.
PM Institute defines that “Project Cost Management includes the processes required to
ensure that the project is completed with in the approved budget.” They make a link of cost
management with resource planning,cost estimating,cost budgeting and cost control.61
Cost comes after design of the construction. As earlier mentioned after design owner invite
tender or proposal to accomplish the project. On that proposal the main criteria is the cost of
the project for giving the contract. So that cost management starts from the preconstruction
phase. Contrator‟s cost management team or estimator made a cost proposal according to the
architectural drawing, profit of contractor, construction costs and keep in mind other costs.
While making this estimation estimator has to made a BOQ or resource planning by which
estimator find out the exact cost estimating for project. Often subcontractors also helps to
make this with providing their individual work costs.
After that, if the contractor get the contract, the role of cost management team changed
immediately. Now they made cost budgeting for every phase of work and control the cost
according to the budget. Cost over run is one of the main factor for many unsuccessful
projects. Only cost control is the main key to make the project in estimated cost and budget.
For this, in the control phase cost management team used several types of cash flowcurve,s
curve, reports and other methods to control the cost in order to complete the project in
estimated budget.
___________________________
61 A guide to the Project Management Body of Knowledge (2000), PMBOK GUIDE, Project Management Institute; page
no- 82
8/20/2019 Buildning Information Modelinga and Construction Management-libre
51/168
Synchronization of Construction Project Management in uilding Information Modeling » 34
2.3.5 Construction Project Quality Management
Quality brings value in the project and also reputation for contractor.
According to PM BOK Guide -2000 Edition, “Project Quality Management includes the
processes required to ensure that the project will satisfy the needs for which it was
undertaken.” These means ensuring project specifications in terms of product and process.
PM institute in further broadly define it in three stages as quality planning, quality assurance
and quality control.62
This quality management part will occurred in the construction phase of the project. Where
quality management team has to make a quality planning for identifying designer and projectquality requirements and according this accomplish the procurement stage.
Quality management team also has to focus on the quality assurance. Quality assurance can
be done by regular inspection of work, based on field engineer report, testing of material
before used, perfect workmanship, specified materials and so on. The main purpose of the
quality assurance is that project is going on quality that in later warranty or punch out period
they don‟t have to spend money for that.
Quality control and assurance are quite similar tasks. Both are linked together. To give
proper quality assurance quality management team has to control the quality of work in
every phases. It‟s only possible by strictly follow the quality plan which made by the quality
management team by the specification of the contract.
____________________________________
62 A guide to the Project Management Body of Knowledge (2000), PMBOK GUIDE, Project Management Institute, page
no- 48
8/20/2019 Buildning Information Modelinga and Construction Management-libre
52/168
Synchronization of Construction Project Management in uilding Information Modeling » 35
2.3.6 Construction Project Human Resource Management
In construction basic resources are often termed as four Ms: men, machines, materials and
money. Besides this time is an important resource for construction.63
Among these resource men or human resource management is vital in nature. Because these
humans are able to move, they have stress and power limit to work. As an example, a human
cannot work more than 8-10 hours in normal cases, but for a machine is possible to operate
24 hours by 3 men. In this aspect human resource management is important in construction
management.
“Project Human Resource Management includes the processes required to make the most
effective use of the people involved with the project. It includes all the stakeholders-sponsors, customers, partners, individual contributors and others.” Project human resource
management related with organizational hierarchy planning, staff acquisition and team
development.64
In a single project there are lots of people worked together in the management team and also
in the field construction. To manage this huge workforce project human resource
management is necessary. Human resource management work related with identifying,
documentary and assigning project roles, responsibilities and reporting relationships.Moreover it is essential to develop individual a group competencies to enhance project
performance.65
Human resource management can be separated in two parts. One part is related to the
organizational management work and another part related to the field construction human
resource. While field construction workforce are pre planned by the planner at the time of
planning and scheduling. They need the logistics support at right place in right time. So that
it can be wise to say that human resource management is important to enhance the project
communication, managed and organized people at the right place and right moment.
__________________________63
Richard H.Neale and David E. Neale, 1998; Construction planning, Thomas Telford, London, page no-7464
A guide to the Project Management Body of Knowledge (2000), PMBOK GUIDE, Project Management Institute; page
no- 107 65
A guide to the Project Management Body of Knowledge (2000), PMBOK GUIDE, Project Management Institute ; page
no- 107
8/20/2019 Buildning Information Modelinga and Construction Management-libre
53/168
Synchronization of Construction Project Management in uilding Information Modeling » 36
2.3.7 Construction Project Communications Management
Communications management is a vital issue for any project. One of the project success key
is to make effective communication between various participators inside the project.
The definition of project communications management comes from PMBOK Guide2000
Edition that, “Project Communications Management includes the processes required to
ensure timely and appropriate generation, collection, dissemination, storage, and ultimate