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CIVL3510 > Ethics and Procurement & Risk > Flashcards

Ethics and Procurement & Risk Flashcards

1
Q

What was the 19th Century ethics view?

A

Was viewed as personal rather than professional

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2
Q

When was the turning point in engineering ethics?

A

19th/20th century series of structural failures (Ashtabula River Railroad Disaster, Tay Bridge Disaster, Quebec Bridge Collapse).
This forced engineers to produce ethical standards and confront technical & construction practice

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3
Q

What are the current ethical problems?

A
  • Bribery
  • Corruption
  • Kickbacks
  • Embezzlement
  • Competition
  • Offshoring
  • Sustainability
  • Environmental Protection
  • Health & Safety
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4
Q

What is the purpose of the EA code of ethics?

A
  • Code of Ethics which means membership by-laws requires the professional regulation of members
  • EA has disciplinary processes that enables it to take action against members who breach the Code
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5
Q

What are the main components of the EA code of ethics?

A
  • Demonstrate Integrity
  • Practise Competently
  • Exercise Leadership
  • Promote Sustainability
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6
Q

What are the components of Demonstrating Integrity?

A
  • Act on the basis of a well-informed conscience
  • be honest and trustworthy
  • respect the dignity of all persons
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7
Q

Practise Competently

A
  • maintain and develop knowledge and skills
  • represent areas of competence objectively
  • act on the basis of adequate knowledge
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8
Q

Exercise Leadership

A
  • uphold the reputation and trustworthiness of the practice of engineering
  • support and encourage diversity
  • communicate honestly and effectively, taking into account the reliance of others on engineering
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9
Q

Promote Sustainability

A
  • engage responsibly with the community and other stakeholders
  • practise engineering to foster the health. safety and wellbeing of the community and the environment
  • balance the needs of the present with the needs of the future generations
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10
Q

What is a critical path?

A
  • Longest sequence of activities in a project plan which must be completed on time for the project to complete on due date
  • An activity on the critical path cannot be started until its predecessor activity is completed; if it is delayed for a day, the entire project will be delayed for a day unless the activity following the delayed activity is completed a day earlier.
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11
Q

What are the four main essentials of a schedule?

A
  • a list of all activities required to complete the project
  • the time that each activity will take to complete
  • The dependencies between the activies
  • logical end points such as milestones or deliverable items
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12
Q

What is Finish-to-Start (FS)?

A

B cannot start before A is finished

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13
Q

What is Finish-to-Finish (FF)?

A

B cannot finish before A is finished

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14
Q

What is Start to Start (SS)?

A

B cannot start before A starts

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15
Q

What is Start to Finish (SF)?

A

B cannot finish before A starts

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16
Q

What is procurement?

A

The acquisition of goods, services or works from an outside external source

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17
Q

What is supply chain management?

A

Requires a total systems view of the links in the chain that work together efficiently to create customer satisfaction at the end point of delivery to the consumer

18
Q

What is the traditional (design bid build) project delivery method?

A
  • Client hires an architect/Engineer
  • Architect develops drawings & specifications that exactly define the scope
  • Drawings & Specifications used to hire Contractor, based on (most responsible) lowest bidder
19
Q

What are the pros of the Traditional project delivery method? (Hint: there are 2)

A
  • Clear definition of roles for project participants

- Construction Documents clearly define the contractual scope of works

20
Q

What are the cons of the Traditional Project deliver method? (Hint: there are 5)

A
  • Construction cannot start until design complete
  • Cost unknown until construction documents complete
  • Lack of contractor involvement during design may results in constructability issues
  • May produce adversarial relationship between architect/contractor
  • Client liable for exclusions & inconsistencies in the contract
21
Q

What is the design & construct project delivery method?

A
  • one company provides both construction & design service
  • single point of accountability
  • may self deliver or sub contract construction & design services
22
Q

What are the pros of the design & construct project delivery method?
(Hint: There are 4)

A
  • Single source simplifies processes for client
  • Collaborative approach to design & construction yields higher value finished product
  • D & C activities can be
    overlapped to accelerate
    delivery
  • Single source accountability
    minimises risk for the client
    and reduces potential for cost
    escalation
23
Q

What are the cons of the design & construct project delivery method? (Hint: There are three)

A 
- Clients may lack sufficient 
knowledge about D & C 
issues to effectively 
establish program 
requirements & 
performance expectations
- Clear communication prior 
to complete design can be 
difficult
- A disreputable D & C 
contractor may sacrifice 
quality in favour of cost
24
Q

What is the construction management project delivery methods?

A
  • A CM is hired early to collaborate
  • Design not completed prior to start of construction, CM will
    provide CM service on
    cost plus fee basis
  • CM will provide
    Guaranteed Maximum
    Price (GMP), CM
    responsible for cost
    overrun unless change
    to original scope
25
Q

What are the pros construction management project delivery methods?

A 
- Construction Management 
input during design phase 
ensures accuracy in cost 
estimate
- Early Contractor 
Involvement (ECI) allows 
evaluation of systems 
before committing to 
design
- The approach fosters team 
work, less adversarial
26
Q

What are the cons construction management project delivery methods?

A 
- Can cause ambiguity with 
scope included in GMP 
(approx. 80%)
- Client financially liable for 
exclusions & inconsistencies
- No single point of 
accountability for client’s 
performance expectations
27
Q

What is the AS4000 contract?

A

General Conditions

28
Q

What is the AS4902 contract?

A

Design & Construct

29
Q

What is the AS4910 contract?

A

A supply agreement

- Supply of Equipment

30
Q

What is the AS4912

A

A supply agreement

- supply of goods

31
Q

What ist he AS4916

A

Construction Management

32
Q

What is the AS4122

A

Engagement of Consultants

33
Q

What is BCIPA?

A

Building and Construction Industry Payment Act 2004

  • creates statutory right to receive and recover progress payments
  • prevents ‘pay-when-paid’ provisions
  • all construction contracts now covered
  • statutory right to suspend work in event of non-payment
34
Q

What is the BCIPA Timeframe?

A
  • Payment Claim
  • Payment Schedule (10 business days)
  • Adjudication application (10 business days)
  • Adjudication response (5 business days)
  • Adjudicator’s decision (10 business days)
  • Payment of adjudicated amount (5 business)
35
Q

What is Risk Management?

A

The identification, assessment, and prioritisation of risks, followed by coordinated and economical application of resources to minimise, monitor, and control the probability and/or impact of unplanned events or to maximise the realisation of opportunities

36
Q

What are the procurement management steps?

A
  • Plan Procurement Management
  • Conduct Procurement
  • Control Procurement
  • Close Procurement
37
Q

What are the tools & techniques for procurement management?

A
  • Make or Buy Analysis
  • Market Research
  • Tender Comparison
  • Negotiation
  • Payment Systems
  • Contract Administration
  • Record Management
  • Procurement Performance Review
38
Q

What are the risk management steps?

A
  • Plan Risk Management
  • Identify Risks
  • Perform Qualitative Risk Assessment
  • Perform Quantitative Risk Assessment
  • Plan Risk Response
  • Control Risks
39
Q

What risk management Tools & Techniques?

A
  • Document Review
  • SWOT Analysis
  • Probability & Impact Assessment
  • Risk Categorisation
  • Quantitative Modelling Techniques
  • Response Strategies
  • Opportunity Identification
  • Variance & Trend Analysis
  • Risk Audit
40
Q

What is the risk matrix?

A
  • Details the likehood (chance it will happen) and how serious the risk is (impact)
41
Q

What is the impact & probability?

A

A rating system in terms of very low to very high

cost impact of threat, cost impact of opportunity, schedule impact of, schedule impact of opportunity, probability

CIVL3510 (4 decks)

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