Reconstruction site Investigation, Planning, Scheduling, Estimating and Design Eng. Fahmi Tarazi

Local Contractors The Professional construction manager must develop a representative list of qualified contractors of each proposed bid package List should be: Large enough to ensure competition Small enough to create significant interest in all bidders

Local Contractors Some owners require strict financial qualifications where other owners will depend upon the professional construction manager to screen potential bidders Preliminary lists of prospective bidders should generally be developed before financial screening

Local Contractors Several Days early in the planning stage can be allowed for scheduling short individual meetings with all interested contractors. The meeting is conducted to accomplish: Explain the overall program of project Review the preliminary procurement schedule Determine the interest of the potential bidders Discuss trade jurisdiction as applied to the contractor Obtain required information on previous jobs completed by the contractor

Local Contractors Many professional construction management jobs cannot be successfully managed unless certain phases of work are early explained If the program is properly explained many leading contractors can and do offer suggestions for scoping work packages or for using local saving methods or material

Other Key Local Contractors The local Building department is a key factor to a successful early start for a phased construction program where the plans and specifications has to approved before construction beginning Special licenses are required for the field construction manager who in direct charge of the job-site work The permits and fees required at various stage of the program such as sewer and water connections could be best handled by the designer

Establishment of Project Field Office The Field office should be established in advance of the award of the contract so that potential bidders can be shown the work site so that local contact with other potential bidders The field construction manager is the key representative in all dealing with local people

Preliminary Estimate The preliminary estimate serves: The design against the owners original budget Preparing a realistic overall schedule that forecasts occupancy date and specifies completion schedules for individual construction contracts

Summary Schedules SUMMARY SCHEDULES include: Design and Procurement Schedule Construction Schedule summarized by individual contracts Construction Schedules summarized by individual facility

Design and Procurement Schedule Schedules of proposal bid package must be prepared showing the detailed Specification period Package Review and approval period Bidding period Evaluation and award period

Design and Procurement Schedule The Schedule has to form the control standard for monitoring actual performance during the planning and design and procurement phases The manager must take the proposal bid package and with the designer develop a control design schedule in order to fit the requirements of the critical path Review of preliminary bid packages should be done by a third party i.e. owner to avoid plan changes which will result in addition cost after contract award

Design and Procurement Schedule If sufficient time is planned for bid periods, schedules can be more easily met and more competitive bids will be received The professional construction manager has the opportunity to seek for alternate the quotations by: Specifying clear choices in the contract documents Encouraging the ingenuity of the bidder

Summary Construction Schedule CPM diagram can be prepared to Determine the critical path and develop key contract milestones Enable adjustments to be made to the design and procurement schedule so the critical items are taken into account by the designer, owner and manager

Summary Construction Schedule Working summary bar-chart schedules are then prepared showing Early and late start dates Late completion date The anticipated duration of each contract package The interrelationships between separate packages Monitoring of actual performance when compared to early and late start scheduled performance will show status of schedule at all times and is an integral part of the project control system

Work Packages The professional project manager should then define proper work packages and develop a reasonably detailed scope Two factors influence defining work packages process: Construction Economy Design Constraints

Construction Economy The scope of work packages should be designed to be of a size that will: Prove most economical by stimulating competition Minimize overall costs by avoiding unnecessary tiers of contractors Take the advantage of the coordination skills of the various general and trade contractors

Design Constraints Design constraints modify the content of bid packages in balance with overall objectives A successful phased-construction program is wholly dependent upon the care and skill that go into designing work packages to achieve maximum benefit to the owner

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