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Project Management Year 1 > Construction Industry and its Management > Flashcards

Construction Industry and its Management Flashcards

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1
Q

Prof Duccio Turin definition of Construction

A

Need to consider its :
Output - What type of building
Process - The people involved
Characteristic

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2
Q

Brief 3

A

Determines requirements
Clients
Users

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3
Q

Land 3

A

Lawyers
Chartered Surveyors
Land Use

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4
Q

Design 3

A

Consultants - Arch, Eng, QS
Statutory Consent - Local Authority
Standards - Proff Institutions

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5
Q

Procurement 3

A

Purchasing goods/services
Contractual Arrangements
Tendering Process

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6
Q

Construction 3

A

Components, Plant, Labour, Capital
Sub/contractors
Standards/Building control/Safety

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7
Q

Occupation 4

A

Equipment
Fixtures/Fittings
IT
Furniture

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8
Q

Maintenance 1

A

Facility Management

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9
Q

Building Cycle

A

Where the circle leads back to Land

Brief, Design, Land, Procurement, Construction, Occupation, Maintenance

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10
Q

Characteristics of Construction

A

Buildings Expensive
Building process is large and complex
Fragmented Industry

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11
Q

How did the BuiEnv develop

A

Urbanisation, Building type, Standards/control, Management

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12
Q

Early Civilisation (3)

A

Relied on natural resources: Reeds, Trees, Leaves
Needed for Shelter and portable
Skills within the family

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13
Q

Roman Impact (3)

A

753 BC to 27 BC and 64 AD to 1453 AD
Sophisticated structures/infrastructure/towns
Build Mats, stone, concrete, bricks, tiles, decoration
Built largely by the Military

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14
Q

Dark Ages

A

Rural Farming focus around monasteries

Black Death 4m to 2.4m lack of tradesmen cost increase

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15
Q

17th, 18th, 19th Century

A

Wool Industry, Industrial buildings, Towns, large estates
Increased Building Demand/complexity
Formation of Bodies

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16
Q

Industrial Revolution

A

Wool/steam engine - Factories, mining, transport
Urban housing for rural-urban migration workers
Public sector buildings, gov/edu/health
Disease/hygiene problems led to gov planning/control

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17
Q

Number of listed buildings

A

500,000 England and Wales

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18
Q

Evolution of Management of Projects

A

Created split design/construction, fragmented design/main contractor has responsibility of delivery. Discontented results created the project manager

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19
Q

Medieval Period (4)

A

600-1500
12 trade guilds where tradesmen followed work
Design followed trade practices
Large Projects led by master tradesman or mason

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20
Q

Gothic Style (2)

A

Pointed Arch, Rib Vaulting (ceiling), Flying Butress

Enabled Slender, Higher, Complex structures

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21
Q

Renaissance Period (4)

A

1500-1600
Grand Tour, introduced to other European designs
Buildings influenced by crafts
Introduction of architect and contracting unit

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22
Q

Classical Period (4)

A

1600-1800
Architect established, designed and contracted to build
Emergence of Contractors
Christopher Wren and Inigo Jones

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23
Q

Victorian Period

A

1800-1900
Introduced Engineer
Institutionalisation of construction
Seperation fo design and build

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24
Q

20th Century (5)

A

Commercialisation of clients and buisness
Unique buildings not necessarily follow style
Functionalism of design
Demand for complex buildings
Increased Fragmentation

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25
3 Factors evolving planning
Industrialisation Urbanisation and population growth Overcrowding and Disease
26
Town Planning
-Diff Disciplines: Public Health, Building control, Housing Management, Town/Country Planning Asso 1899 Sir Ebenezer Howard Letchworth/Welwyn
27
Drivers of Construction Demand (Macro) (3)
Economic Growth Political/Economic Policy Population Growth
28
Drivers of Construction Demand (Micro)
Business activity/investment Response to society demands Maintaining the building/building stock
29
Client
An individual or organisation that commissions the construction of a building
30
Factors effecting the Con. Industry
Nature of the demand Diversity of types of project Low barriers to entry/exit for firms Manner of industry evolution
31
Manner of industry evolution
Seperation of design and construction and manner of work carried out.
32
Broad Definition of Construction
Manufacturers of building products, (equipment/ components), various professional services by architects, surveyors, engineers and property managers’
33
Narrow Definition of Construction
Estimating the activity of firms that construct and maintain buildings and infrastructure – that is, just those businesses that undertake on-site activities
34
Overview - Nature of Con. Industry (8)
``` Highly fragmented, involving many organisations/ parties, highly complex, high uncertainly, high levels of risk, proceeds in sequential stages, expensive, dangerous ```
35
Characteristics of Projects (6)
``` Uniqueness - Location and issies Clearly defined objectives - Time cost Quality Fixed timescale Team of people - Teamwork No practice or rehearsal Change ```
36
Impact of Large Projects
Creates employment Impact environment Cen/Loc Gov - Envi, Planning, Quality/workman standards
37
Product Life Cycle (PLC) (9)
Inception, Feasibility, Strategy, Pre Construction, Construction, Commissioning, Occupation, In-use, start
38
Consideration for each PLC Stage
Scope Participants and their roles Key activities and output
39
Scope Management
Defining what work is required and then making sure all of that work – and only that work – is done.
40
Input to Construction Process (7) Management
Need, Land, Labour, Materials, Plant, Information, Captial
41
Output of Construction Process (5) Management
Finished Building, Investment, Employment, Profit, Carbon Emissions
42
Fragmentation
Lots of parties involved although mostly for short periods of time in the process
43
Health and Safety
1 of the highest fall/fatality per 1000 | Workers 2x likely, disabling injury than other industries
44
Health and Safety Statistics
5% of total employment 31% of total fatalities 10% of major/substantial injuries Last 25 years 3,000 people have died
45
Overview - Management of Con. Industry
Over last 100 years the design & construction split and lack of manager has caused conflict and an adversarial culture. Introduction of PM a response to this problem.
46
Widening Procurement Options
``` Package Deal/Turnkey Management Contracting Design and build/design and develop Construction Management Contractor Fee not fixed Price, able influence design ```
47
CIOB PM Defintion Abbreviated
Overall planning, control and co-ordination of a project from inception to completion aimed at meeting a client's requirements, ensuring completion on time, within cost and to required quality standards
48
Basic PM Functions (4)
Scope Management Time Management Quality Management Cost Management
49
Integrative PM Functions (4)
Risk Management HR Management Communications Management Contract/Procurement Management
50
What is PM About (4)
Achieving Objectives Managing Groups Knowledge of Technical Process Analysis and Control
51
Qualities/Skills PM Need (4)
Develop/maintain team spirit Organise and Lead Right qualities of temperament Maturity of judgement
52
Project Management Techniques (5)
``` Project Scope Planning and scheduling Financial Management Stakeholder Management Risk Management ```
53
3 Measures of Project Success
Project Functionality - Performance of final product PM Effectiveness - Delivery in accordance to objectives Participants Commercial Performance - Whether PT gained financially from their contribution.
54
Categories of Land Owners
``` Traditional - Church crown aristocracy Industrial - firm Financial - institution Developers - for profit Householders - home owners Conservation Charity - national parks ```
55
Value of Property Effected by (8)
``` Size/Quality Location Age Local Demand Availability of similar Property Local Transport Local amenities Value of similar properties ```
56
Development Appraisal
Compares Total Revenue with Total Cost of scheme How much land/construction cost Cost of borrowing Project rental income/investment yield
57
Development Appraisal Variables (7)
``` Land Price Building Cost Project Cost Rental Income Interest Yields Investment Yields Time - Length uncertainty ```
58
Optimum Property Investor Position
A prime property Good quality product Long pre-let w/ blue-chip (does well in downturn) tenant A fully repairing & insuring lease arrangement Regular upward rent reviews
59
Current Major Issues in Con.
30% of projects still exceed their cost budget by 20% and 75% miss target completion by 10-15%. Significant moves to change industry, w/ more single source arrangements + collaborative working.
60
Emerson Report (criticism of industry)
Emerson Report (1962) concerned with relationships in the building process – lack of liaison, separation of education of professionals,
61
Banwell Reports (criticism of industry)
Banwell Reports (1964 & 1967) concerned with project organisation
62
Higgins & Jessop Report (criticism of industry)
Higgins & Jessop Report (1965) identified the need to co-ordinate design & construction First to suggest the overall co-ordination role
63
Drivers for Change in Con.
``` Quality driven agenda Commitment to people Committed leadership Focus on customer Product team integration ```
64
Improving the project process
Product development Product implementation Production of components Partnering the supply chain
65
Tagets for improvement
``` Capital Cost - -10% Construction Time - -10% Defects - -20% Accidents - -20% Productivity - +10% Turnover/Profit - +10% ```
66
Egan Report
``` 1998 30% of construction is reworked, Labour is only 40-60% efficient, 10% of materials are wasted, Accidents can account for 3-6% of total project costs ```
67
Change to Collaborative Culture
``` Integrated teams No blame culture Sharing ‘pain & gain’ Partnering Frameworks. ```
68
Project Management changes
Introduction of client-facing manager of overall process | Use of a PMgr now mandatory on public sector projects
69
Construction 2025
UK should be in 2025 - 33% in both initial cost and the whole life cost - 50% inception-completion time new build/refurb asset - 50% in greenhouse gas emissions inbuilt environment - 50% trade gap all exports/imports for product/materials
70
Drivers of Con 2025 delivery
Improved image of the industry Increased capability in the workforce A clear view of future work opportunities Improvement in client capability & procurement A strong & resilient supply chain Effective research & innovation
71
Types of Castles
Shell Keep - Round/Curtain Wall Hall Keep - Large multi storey High Curtain wall - Defence structure
72
Evolution of PM
Master tradesman PM More commercialisation, control cost client QS Architect taking over design 1800 split of architect and contractor Design and construction kept drifting apart Formation of professional bodies
73
Tudor
``` 1485-1560 Non religious show off wealth Steep Roof Fireplaces Small Windows ```
74
Elizabethan / Jacobean
``` 1560-1620 Large mansions for aristocracy Grand Tour Jetting / Dutch Gables More sophistication of housing ```
75
Planning Policy
Process of policy making, control and implementation. Public health - Indust rev hygeine/disease House Man - C'cil Housing, prevent mass cheap housing Building COntrol - Important over time
76
Inception
``` Initial Stage Statement of objectives Environmental Mandate Approval of feasibility Appointment of PM ```
77
Feasibility
Establishing/reviewing options to achieve objectives Understand client demands/appraising options Financial viability Client decision to proceed to strategy
78
Strategy
PM takes clients preferred options Assembling the team Establish infrastructure for managing/controlling project Facility Management/Procurement strategy
79
Pre - Construction
Implement plans of strategy stage Execution of design process, obtaining legal consent Client approval with construction works
80
Construction
Facilities construction defined by design | Process involves greatest n.o of people/orgs/expenditure
81
Commissioning
Confirms building services systems are installed Commission strategy/schedule Training of client staff
82
Completion
Formal transfer of completed facilities Single or phased over time Ensure client has knowledge/capability to operate Final inspections
83
Evo Man Project : Middle Ages
Client Master Mason organises trade guilds Measurer equate work to pay
84
Evo Man Project : 16th
Introduction of Architect | Functional specialists
85
Evo Man Project : 18th
Introduction of Engineers, QS, Main contractor Subcontractors QS - 2 Measurer Client+Contractor
86
Evo Man Project : 20th
Introduction of PM, design teams
87
Estimate Value of Property
Similar property Comparative contractors - cost of construction Residual method - future estimate Investment - opportunity cost
88
High Net to Growth Ratio
Maximising floorspace to let out | Minimise circulation space
89
Latham Report
Need for better teamwork and co-operation

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