UNIT 1. PROJECT STAGES OVERVIEW project.

The role of contractors:

- Construction Management
CONSTRUCTION MANAGEMENT - the process of coordinating, - Resource Allocation
monitoring, evaluating, and controlling a construction project. - Quality Control
- Safety Management
WHAT IS PROJECT? - Schedule Management
- Project have a defined goal or objective. - Cost Management
- Project represent a specific task, which is routinely done
- Project take a certain time to complete, have specific *Contractor hired subcontractors for specialized work on a
beginning and end, and have their own schedule. project; the general contractor did most of the work with his
- Project use resources such as labor, money, and/or equipment own crews.

Who are the players? *In addition to subcontractors, the general contractor's team,
1. the owner’s team typically led by an executive of the construction company,
2. the designer’s team includes the following:
3. the contractor’s team - Project Manager
- Superintendent
1. THE OWNER’S TEAM - Foreman
- Project Initiation
- Decision – Making
- Financial Management
- Risk Management
- Quality Assurance

PUBLIC vs. PRIVATE OWNERS

Public Owner - Government Agencies: Federal, state, or local
government agencies, such as the Department of OTHER IMPORTANT PLAYERS
Transportation or Public Works.
- Authorities having jurisdiction
Private Owner - Companies or Individuals: Private companies,
developers, or individuals who invest in construction projects. - Manufacturers / Fabricators / Product representative and
suppliers
Key differences:
- Funding sources - Testing and inspecting angencies
- Regulatory environment
- Bidding process - Commissioning agents
- Project goals
- Decision-making
PROJECT STAGES

2. THE DESIGNER’S TEAM - The designer's team provide 1. PROJECT FEASIBILITY

planning, design, and construction administration services to
GOALS - to assess the risk, and potential of a project so that the
the project. The designer can be both the architects and
owner can decide whether to move ahead with the project
engineers. Both are licensed professionals whose accreditation
is typically administered by the state. PRIMARY RESPONSIBLE PARTY - The owner
The role of team designer: OUTCOMES - project and site analyses and reports;
- Design Development identification of major project goals, initial budget, and
- Technical Expertise schedule requirements; financing commitments; selection of a
- Regulatory Compliance project delivery approach
- Cost Estimation
- Design Coordination
- Design Documentation
2. PROGRAMMING AND DESIGN

GOALS - to define specific project requirements

3. THE CONTRACTOR’S TEAM - Contractors are a group of
people who work together to plan, execute, and oversee a
PRIMARY RESPONSIBLE PARTY - The owner typically takes the OUTCOMES - Completion of the physical work, substantial
lead during programming and the architect is responsible completion
during the design.

OUTCOMES - the identification of project requirements:

updated estimates and schedules: the documents to be used by 6. CLOSE-OUT AND OCCUPANCY
contractors to price and build the project. GOALS - To complete all the requirement of the construction
contract, owner move-in

3. BIDDING AND AWARD OF PRIME CONTRACT PRIMARY RESPONSIBLE PARTY - The contractor

GOALS - Selection of a contractor OUTCOMES - Completion of contract terms and final payment
to the contractor, building occupancy
PRIMARY RESPONSIBLE PARTY - The designer

OUTCOMES - Bid package, bid submittals by contractors; award

of the construction project.
UNIT 2. CONSTRUCTION PROJECT ORGANIZATION

2 TYPES OF BIDDING Construction Project Org - driving force in every org is

management team
1. Competitive Bidding
Smal enterprise the owner is the manager
A procurement or auction process where multiple bidders
submit offers, and the contract is awarded to the bidder that
meets the specified criteria Organization - group of individuals working for a common goal
Commonly used in government contracts, infrastructure -promote better management; foundation of administration
projects, and corporate procurement.

Ensures fair competition and transparency in awarding

contracts. STRUCTURAL ELEMENTS OF AN ORG (5M'S)

2. Absolute Bidding 1. MEN - members of org fr top to last workman

A type of auction where an item is sold to the highest bidder 2. MATERIALS - necessary in distribution of functions
with no minimum price or reserve price.
3. MACHINE - tools necessary in producing output
Once bidding starts, the item must be sold, regardless of the
final bid amount. 4. METHODS - procedures and ways used in the course of
actions. E.g proj mngt methodologies
Often used in real estate, liquidation sales, and surplus asset
disposal. 5. MONEY - financial resources. E.g budget for labor, machines,
raw materials, etc.

4. PRE-CONSTRUCTION AND MOBILIZATION

MAJOR ELEMENTS OF ORG STRUCTURES
GOALS - To organize for construction; move onto the worksite
1. Distribution of Functions - each team has roles
PRIMARY RESPONSIBLE PARTY - contractor
* project mngt - planning, scheduling
OUTCOMES - The plans for how the contractor intends to
complete the job; onsite layout plan; move onto the jobsite * engrg and design - designs

* procurement supply chain - material sourcing

5. CONSTRUCTION * costruction and execution - site supervision

GOALS - To complete the physical work, safely and on time, on * safety and compliance
budget, and according to the quality requirements of the
contract
2. Vertical and Horizontal Authority Relationships
PRIMARY RESPONSIBLE PARTY - The contractor
* Vertical - top to down approach
*Horizontal - depts at same level work together to achieve Training - enhance knowledge and skills, knowledge, attitudes,
project goals and behaviors necessary for the trainees to effectively and
efficiently perform their tasks better.

Objectives:
3. Communication and Decision Making Process
1. Skill Development
* Top to Down communication
2. Safety Awareness
* Bottom to Up communication
3. Teamwork and Communication
* Lateral Communication - collaboration bet depts
4. Ensure project/ workers know exactly their task
* Centralized decision making - major decisions prepared by
top mngt 5. Problem-solving skills

* Decentralized -on site manager or supervisors make quick

decisions on minor issues
CONSTRUCTION MNGT PLANS
4. Policies - guidelines and standards
Proforma CMP - preliminary docs on how to manage
* health and safety construction

* quality control

* HR and Labor Policies Scope of Works

1. PLANNING AND SCHEDULING

PROJECT ORG AND STAFFING - Formulate Work Plan

- structuring of teams, defining roles, and assigning tasks, and - Determine and Schedule Resources (manpower, equipment,
training etc. materials, budget)

- Formulate Construction Methods

Org Structure - defines heirarchy - Ensure all pertinent data are available

org group are based on: - Develop a Rebar Cutting List

* skills

* discipline 2. ORGANIZATION AND STAFFING - manpower

Type: - Develop an Org Structure of the Project Team

small prjects - has project manager - Devise a functional chart

large projects -

interrelationship among proj participants 3. DIRECTION, SUPERVISION, AND REPORTING

- Direct Daily Proj Activities

FUCTIONAL CHART - Supervise projcet execution

- define in words and statements the tasks and responsibilities - Prepare project incident reports
of the departments, divisions, and sections.
- Accomplish and maintain project logbook
- visual representation

4. PROJECT MONITORING AND EVALUATION

- Conduct monthly monitoring of project activities

5. FINANCIAL MNGT/ PROJECT ACCTNG AND AUDITING

- Prepare monthly budget, control disbursement 3. Consensual & Real Contracts
- Maintain project accounting and auditing system - A consensual contract is perfected by consent (e.g., sale),
while a real contract requires delivery to be binding (e.g.,
pledge, deposit, commodatum).
6. CONTRACT ADMINISTRATION

- Provide assistance to the Client in the documentation and 4. Executed & Executory Contracts
execution of contracts
- An executory contract is one which is not yet implemented as
where none of the parties has performed the prestation or only
7. PROJECT COORDINATION AND CONTROL a part there has been performed by each party.

- Conduct periodic meetings

- Coordinate with client and project designers 5. Nominate & Innominate Contracts

- Ensure effectuve coordination among project participants - Nominate contracts have a legal name (e.g., agency, sale,
partnership), while innominate contracts have no specific name
and depend on party agreements.
UNIT 3. CONTRACTS AND SPECIFICATION

CONTRACT - The law defines contract as a “meeting of the FREEDOM IN CONTRACTS

minds between two persons whereby one binds himself, with
respect to the other, to give something or to render some Article 1306
service.” "the contracting parties may establish such stipulations. clauses,
terms, and conditions as they may deem convenient, provided
they are not contrary to law. morals, good customs, public order,
and public policy."

CONTRARY TO LAW

The parties cannot stipulate on matters against the law. If the

object and cause of the contract is prohibited or against the law,
the contract will be null and void.
STAGES OF CONTRACT

1. Preparation or Conception
CONTRARY TO MORALS AND GOOD CUSTOMS
2. Perfection or Birth
Contract offending morals or good customs are void and
3. Consummation or Termination without effect

CLASSIFICATION OF CONTRACTS CONTRACTS AGAINST PUBLIC ORDER AND PUBLIC POLICY

1. Express & Implied Contracts Public policy is much broader than public order. It refers to
higher goals of the state for the good of all, like free enterprise
- A contract is express when the intent of the parties is shown to promote the national economy or family planning policy to
by words which may be verbal or written, whereas, a contract is arrest population growth whereas, public order refers not
implied when the intent is manifested by the conduct or essentially to peace and order but also to existing institutions of
behavior of the parties. a people, like peaceful means of enforcing rights or grievances.I

2. Unilateral & Bilateral Contracts EQUALITY OF PARTIES UNDER THE CONTRACT

- A unilateral contract is synonymous with gratuitous contract The law gives equal standing or treatment upon the parties
as a bilateral is with an onerous one. such that the validity or compliance with the contract cannot
be left to the sole will of one of them.
PREPARING THE CONTRACT Affirmation of the parties to be bound by contract.

the engineer should among others, be aware of the following: “IN WITNESS WHEREOF, we hereunto set our signatures etc”

a) the need of the client; d) Date and Place of Execution

b) the terms and conditions desired including the subject The date and place of execution is the reference to when and
matter and considerations of the contract; and where the contract has been perfected.

c) legality of the contemplated contract.

4. SIGNATURES OF THE PARTIES

PARTS OF A CONTRACT Proof of their consent and give binding effect thereto as
without the same the instrument would just be an ordinary
a. Title of Contract writing.
b. Salutation

c. The BODY NOTARIAL ACKNOWLEDGEMENT

d. Signature of the Parties If necessary, a notary public verifies the identities of the parties
and makes the contract a public document

1. TITLE OF THE CONTRACT

- top of the document Matters usually embodied in engineering contracts

- delivered from agreement 1. Workmanship Standard

2. Materials Specifications

2. SALUTATION 3. Legal Compliance

- purpose of style 4. Control and Supervision

- impress the parties and public who may glance. 5. Bonds

6. Contract Modifications

3. THE BODY 7. Risk and Liability

The body is that part which identifies the: 8. Payments Terms

- Contracting parties

- Intention to be bound on the objects SPECIFICATIONS

- Terms and Conditions CONCEPT OF SPECIFICATION

- Act or process of making specific through supplying particular

details
a) Introduction of the parties and the agreement
- Aims at decreasing the generality or vagueness of something
- Describe the parties and states what agreement is all about.

- In multiparty transactions or agreement it uses “WHEREASES”

PURPOSE OF SPECIFICATION
b) Terms and Conditions
Proper specifications ensure that materials, machinery, labor,
Specifies in detail the terms and conditions as intended by the and work processes are well understood.
parties
for bidders:
1. Subject Matter
- to understand project requirements and determine fair pricing
2. Mechanics and workload expectations.
c) Dispositive Clause - if specifications are unclear, they may increase cost to cover
risks.
 Detailed Specifications: Required for complex projects, these
specifications cover every aspect of material selection,
LANGUAGE OF SPECIFICATION processes, and execution methods.
- The language must be clear, accurate, and exact.

- Technical terms should match industry standards, ensuring MODIFYING REQUIREMENTS IN SPECIFICATIONS
common understanding.
Specifications should include provisions for modifying methods
- Courts may use these definitions in case of disputes and materials when necessary. Changes that may impact the
project cost should be accompanied by clear provisions for
adjusting the contractor's compensation.
Requirements of Good Specifications

1. Clear
USE OF STANDARD SPECIFICATIONS
2. Brief
It is important to choose materials and methods that are
3. Definite commonly available and suitable for the project. Specifications
are not only about quality but also about practicality and cost-
4. Determinate efficiency.
5. Not Ambiguous

6. Not Arbitrary STANDARD SPECIFICATIONS PRESCRIBED BY TECHNICAL

7. Fair SOCIETIES

8. Not Unnecessarily Severe Standard specifications are guidelines developed by technical

societies for materials, processes, and structures. These
standards are based on expert knowledge, experience, and
thorough discussions of industry practices.
TECHNICAL SPECIFICATIONS

- Material Quantity, Quality, and Characteristics

OUTLINING TECHNICAL SPECIFICATIONS OF CONSTRUCTION
- Work Execution Methods
WORK
- Manufacturing and Construction Methods
Construction work is typically divided into trade lines, with each
trade specifying a particular type of work. Workers are usually
unionized and assigned based on their specific trade skills. This
NEED OF PREPARING AN OUTLINE division ensures efficient and specialized labor for each task.
Preparing an outline before writing technical specifications is
essential. Construction projects involve numerous materials
and processes, and an outline helps prevent the omission of OUTLINING TRADE TECHNICAL SPECIFICATIONS
critical details.
When all the works for the project has been identified, each of
the trade technical specifications should be prepared. The trade
technical specifications are further divided into sections, each
REFERRING TO PUBLISHED SPECIFICATIONS of which presents in detail the Information needed.
Engineers often use published specifications from previous
projects as a reference. Using proven standards for similar work
ensures reliability and consistency while saving time. DESIGNS AND SPECIFICATIONS FOR ENGINEERING WORK

Before making a design of any plant or structure, a thorough

investigation and study should be mad of the nature of the
SIMPLE AND DETAILED SPECIFICATIONS materials which must be excavated or moved, the foundation
upon which the structure must rest, and also of the materials
Simple Specifications: Used for standard materials and simple
through which the tunnels, foundation piles, channels, caissons
work. They require minimal technical knowledge but must still
etc., must be driven.
clearly describe execution methods.
UNDESIRABLE PRACTICE

A common practice now is to require the contractor to assume

all risks and responsibilities concerning the character and the
relative amounts of different materials.

BASIS TO DESIGNS

In every technical endeavor the primary consideration is the

accomplishment of the objectives or end at the least possible
expense. If the structure is to be built, both utility and beauty
are involved. Always, a permanent structure should not be
unsightly. In each case, the purpose is to achieve maximum
utility for a minimum expense. But the structure must be safe

DESIGN AND FALSE ECONOMY

To design properly any structure or plant, the designer must be

familiar with the methods which must be used in the
construction. The design should not involve unreasonable
requirements that will add expense without the corresponding
benefit. In making a design, cost of maintenance and cost of
operations in certain cases should be taken into account.

ESTIMATING THE STRUCTURE

Estimating the cost of structure and materials is an important

duty of the engineer.

Engineering structures are sometimes built in locations where

they are subject to considerable hazards due to conditions that
cannot be predetermined and contingencies of storms and
floods which could not be foreseen. In such cases, a greater
percentage of difference of the actual and estimated cost is
excusable but this should not deter the engineer to exhaust all
possible resources and anticipate factors and contingencies of
the project.