M Flashcards
(126 cards)
1
Q
project definition
A
sequence of co-ordinated activities with definitive start and end points to meet specific objectives and performance parameters
2
Q
construction contributes __% towards the UK economy
A
7 (similar to China)
3
Q
how does payment work in projects
A
pre-financed by contractor
reimbursed at agreed stages by partner organizations/ client
4
Q
BIM
A
building information modelling/ management
5
Q
who funds the public sector
A
government
6
Q
what financial issue is common in construction chains
A
late payments/ reimbursements
7
Q
project lifecycle stages - list stages up to construction
A
assessment of need
initial proposal
feasibility studies
design
procurement
8
Q
project lifecycle stages - post-construction
A
testing and commissioning
operation and maintenance
in-service monitoring
refurbishment/ renewal or demolition
9
Q
British Standard
A
standardized legal guidelines for construction projects
10
Q
RIBA plan of work lifecycle stages
A
strategic definition
preparation and brief
concept deign
developed design
technical design
construction
handover and close-out
in use
11
Q
how many stages in RIBA
A
8
12
Q
what is the outcome of the strategic definition
A
contextual overview and title documentation
prepares client’s requirements, reviews feasibility and risks, reviews similar projects
13
Q
what is the outcome of the preparation and brief
A
site overview
client approving brief and assembling execution team, specifies budget and site information needed, sets out plan of action/ steps
14
Q
what is the outcome of the concept design
A
in depth site analysis
architectural designs emerge, project strategies and stakeholders assigned
15
Q
what is the outcome of the developed design
A
local authority submissions
detailed cost, space and general project strategy updated to reflect emerging design
16
Q
what is the outcome of the technical design
A
sustainability and logistic, full info for design (ready for execution) + procurement strategy
design team more detailed briefing, architect and engineer interaction
17
Q
what is the outcome of the construction stage (RIBA)
A
site safety and logistics
finalizing sequencing, manufacturing systems, monitoring progress, quality control
18
Q
what is the outcome of the handover
A
maintenance and facilities/ services/utilities details
exchange of building manual
19
Q
important building design strategies (9)
A
conservation
cost
fire safety
health and safety
inclusive design
planning
plan for use
procurement
sustainability
20
Q
triad of construction
A
time
cost
performance
21
Q
what is the hierarchy of net zero
A
range of decisions that could be made
from building nothing to minimizing waste
(using less stuff -> reducing impact -> offsetting/ managing)
22
Q
who are the three main stakeholders in projects
A
client
design team
construction team
23
Q
design team members
A
architect
quantity surveyor
structural engineer
other designers
24
Q
construction team members
A
main contractor
sub-contractors
specialists
25
responsibility of
- client
- project manager
- architect
- QS
- struct. eng.
- services eng.
sponsor/ funding
coordinating
lead design process/ team
cost control
structure and drainage
IT, electrics and security
26
what are the services of a building
security
IT
power
plumbing
heating/ ventilation
27
types of specialist consultant
planning
environmental impact
traffic
surveyors (of demand, building conditions and space)
28
ECI, and its benefits
Early Contractor Involvement
- ensured feasibility, ensures client's aims fulfilled
29
Quantity surveyor role
pre-designs budget
agrees final costs
reports on costs throughout - monitoring
30
four factors to consider in site layout
scope/ access
resource efficiency - waste, energy etc.
circulation/ equipment locations
regulations - e.g. safety, welfare facilities
31
site appraisal features
measurements
topography
archaeology
wildlife and nature
services underground
legal agreements/ details
soil survey
32
contractor obligations
stick to design and schedule
meet British standard codes/ euro-code standards
manage sub-contractors
maintain legal practice
communicate with all parties
33
site security
marked, fenced boundaries
guarded/ monitored entrance(s)
record of visitors/ on-site personnel
34
site layout traffic
one way = beneficial
regular maintenance (especially if only route)
35
what welfare facilities are legally required on site
toilets
washing facilities
drinking water
changing rooms and lockers
rest places
36
site layout should ___________
maximize efficiency and safety
37
stakeholder
a person, group or organization who have a specific investment in the outcomes of a project
38
stakeholders are financially engaged in the project. true or false
false
stakeholders may have social, ethical or political engagement with a project but not be directly involved
39
internal vs external stakeholders
internal: legally binded/ contracted to project, typically financially involved (client, contractor, investors, suppliers)
external: those who may have an interest in the impact of the project (at any point in its lifecycle) from an indirect perspective
40
stakeholder management
identifying, analysing and engaging/ communicating with all potential stakeholders
41
how can stakeholders (external) be identified
geographically
social research/ awareness
site analysis
nature research
purchase history/ previous financial involvements
42
what is key analytical question for stakeholder management
what power/ influence can the stakeholder have on the project (and its lifecycle)
43
engagement - stakeholder management
different forms, frequency and aims dependent on project and stakeholder significance
44
analysing stakeholders - 2 main consideration umbrellas
importance vs influence
45
procurement
process which ignites the construction process/ sets out the progress steps
process to organise and manage the deisgn and construction processes
46
what proceeds procurement
contracting
47
procurement choice is influenced by factors such as:
type of client and project
time (complexity and experience/ knowledge)
cost/ funding
quality
risk/ health and safety
value/ performance
48
three procurement routes
traditional
design and build
management contracting
49
RIBA plan of work guidance on responsibility management documents
project role tables
design responsibility matrix
50
which RIBA stage includes the procurement strategy
technical design
51
procurement - BritishStandard definition
the process of acquisition of an asset
52
Procurement: traditional
separation of design and construction (consecutively)
53
Procurement: design and build
some design work done by contractors (enhancing contractor involvement)
54
Procurement: prime contracting
extension of D&B where there is a prime contractor who manages in-house design and construction
55
Procurement: management contracting
civil engineering company manages the sub-contractors construction on site
56
what two important elements of construction are often linked to procurement errors
time (delays)
cost (poor estimates)
57
in traditional procurement, how is cost based
on initial design team designs
58
in traditional procurement, who is responsible for dealing with construction issues
design consultant
59
how are contractors hired in the traditional procurement method
design bid build
- designs are sent out to tender
60
traditional procurement advantages
simple to understand
known financial commitments
high client design influence
reduced time pressure on design
61
traditional procurement disadvantages
requires completion of a full design
low contractor build-ability involvement
low incentive for designers to consider full lifecycle
62
in traditional procurement who has a contractual relationship
client and designer
client and contractor
63
how does the client communicate with the contractors
hires consultants and advisors to support
64
D&B procurement advantages
single company responsibility
known financial commitments
direct client contact to construction
less disrupted/ problematic construction
65
D&B procurement disadvantages
requires a very detailed design brief
changes to design can cause substantial costs
designs lack creativity (too build-ability focused)
66
management contracting incurs ________ for providing __________
an additional supervisory cost (based on estimated construction costs)
site offices, plant, supervisory staff
67
client relationships in management contracting
client -> design team and management contractor
design team and management contractor (communication)
68
management construction procurement advantages
time reductions by overlap of design and construction (some elements)
Improved team communication
easy to accommodate changes to deign and within team
69
management construction procurement disadvantages
final outcomes not fully known by client
can increase pressure on design team
reliant on good quality, honest management
design liability blurred
additional supervisory costs
70
four main types of clients
larger owner-occupier
small owner-occupier
public sector
developer clients (private)
71
less knowledgeable clients may lean towards
the traditional procurement approach
72
construction stages requiring management
contract procurement
design approval
material/ resource orders
deliveries
installation/ transport of equipment
commissioning
handover
73
tender stage program
program of cost and time estimations based on draft designs
74
the contractor wins the tender, what does this mean?
they have won the bid to complete the project
75
planning tools/ technology
program/ schedule of operations
change and issues logs
risk registers
cost plans
health and safety documentation
quality control plans
stakeholder analysis
work performance register
76
project charter
authorizing summary document allowing manager to employ organizational resources
details stakeholders, project info, responsibilities and time-cost data
77
Project management plan
define how project is executed, monitored and controlled
+includes communication management plan
78
project requirements documentation
details client's final outcome desires
79
stakeholder register
element of stakeholder management
lists and summarizes findings
80
enterprise environmental factors
relevant conditions that affect the project/ the project affects
81
organizational process assets
processes of the project
82
PMIS
project management information systems
83
PMIS function
organizes, stores retrieves and distributes organisation information
84
types of PMIS
filing/ catalogues/ archives
emails/ teams etc.
web interfaces and apps
85
on any project, continuous _________ is essential
reporting of progress
86
purposes of progress reporting
identify and manage any issues
assure stakeholders
praise successes
87
critical path analysis
prioritizing tasks which must be carried out and specifically organizing the order of sequencing to maximize efficiency (cost focused)
88
PERT
program evaluation and review technique
89
PERT explain
task-focused (not cost) sequencing aid (sometimes integrated into software)
uses 3 time estimations (optimistic, expected and pessimistic)
90
BIM uses
3D visualization
clash detection (design errors)
asset information and detail
91
list some key BIM applications
space planning/ tracking
structural analysis
lighting/ energy/ utilities service analysis
programming
cost analysis
design reviews
92
3D vs 4D vs 5D analysis
4D includes addition of construction sequencing and time optimization planning
5D applies quantifiable cost and carbon data
93
clash detection is a feature of
BIM
94
legal requirements of projects (3)
access to rights of land
power/ authorization to proceed (e.g. planning permission)
finance and resources
95
tenure
conditions under which land or buildings are held or occupied
96
land tenure: freehold vs leasehold
freehold: ownership outright
leasehold: ownership for a defined period of time
97
restrictive covenant
restrictions on use of the land (set out in tenure)
98
what projects usually do not require planning permission
agriculture and forestry
town/ country planning
changes of use (of a development)
99
3 pillars of sustainability
economic
social
environmental
100
sustainability regulations (5)
carbon emission rate
solar gains - global warming
air permeability/ temperature
heat transmission U value
AC control
101
sustainability goals of regulation
health, safety, welfare and user convenience
conserve fuel/ power
reduce waste and water contamination
promote sustainable development
102
if multiple contractors are involved, the CDM states that
a principal designer must be hired
103
HSE must be notified for projects
longer than 30 days
or greater than 20 workers
or longer than 500 person days
104
lump sum payments
fixed up-front prices, risk for contractor
105
re measurement payments
paid in stages
based on bill of quantities/ scheduled rates
106
activity schedule payments
price based on key tasks
107
cost-reimburse payments
contractor paid incurred costs plus fees - common for civils
108
target price payments
pre-determined contract price
contractor reimbursed if errors
client and contractor risks: uses pain/gain share formula
109
for D&B, ____ payments are usually used
fixed price
110
principal designer HSE responsibilities
plan, manage, monitor and coordinate health and safety
identify and mitigate risks
liaise with contractor to ensure safe practice
ensuring designers meet regulations and requirements
111
principal contractors HSE responsibilities
plan, manage, monitor and coordinate health and safety
provide suitable worker instructions and PPE
liaise with principal designer about construction phase plan
prevent unnecessary on-site risk
provide welfare facilities
112
contractors HSE responsibilities
comply with guidance from principal designer and contractor
prepare the construction phase plans (where no principal contractor)
113
worker HSE responsibilities
comply with training and PPE/ equipment usage protocol
report issues
co-operate with others
114
building safety act 2022
regulate higher-risk buildings
raise safety standards
aid design and construction process
provide confidence in legal standards
115
when is the building safety act 2022 required
7 storeys
or greater than 18m high
or multiple residential units
116
partnering and alliance procurement strategy
collaboration schemes for long-term projects
strong connections between client, consultant and contractor
117
framework agreements procurement strategy
establishes general terms and conditions for future contracts between procurer and several suppliers
enables faster procurement
118
design build finance operate
procurement route that is a public private partnership
private sector designs builds and finances before leasing back to the public sector
119
private finance initiative
remove burden off government and taxpayers
government repays private firms (long-term)
120
in traditional procurement, there are _______ links between the client and contractor but not _____________.
contractual
communication
121
why do clients require a consultant
typical for design and build, helps guide client to communicate with contractor
122
management contracting is most similar to the ____________ procurement strategy
traditional
(difference: contractors are managed by management service = extra link in chain)
123
high influence high importance stakeholders
client representatives, consultants, contractors, suppliers
124
low influence high importance stakeholders
agencies, regulators
125
low influence low importance stakeholders
general public
126
high influence low importance
local residents, interested/ affected groups and organizations
