CM MIDTERM.txt

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omart22
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577
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CM MIDTERM.txt
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2009-10-28 04:34:02
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CM MIDTERM
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CM MIDTERM
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  1. Project delivery system; is the comprehensive process by which a building is designed and constructed, including;
    • • Definitions of scope and requirements of a project
    • • Procedures, actions and sequences of events
    • • Contractual requirements, obligations and responsibilities of the parties.
    • • interrelationships among the participants
    • • Mechanisms for managing time, cost, safety and quality
    • • Forms of agreement and documentation of activity.
    • • Closeout of the project and startup of the new facility.
  2. Criteria for determining the best project delivery system for a proposed building:
    • • Time available for the entire project, including design and construction.
    • • Overall scope and complexity of project.
    • • Possibility of phased or (fast Track) Construction.
    • • Strength of the owner’s staff in regard to administration of a project.
    • • Availability of qualified contractor, subcontractor, suppliers and tradespersons.
    • • Legal requirements, particularly in construction of Public buildings.
    • • Financial strength of owner.
    • • Budget and cash flow capabilities of owner.
    • • Design expectations of owner.
    • • Owner’s desire for integration of the design and construction processes, including preconstruction services by contractor.
    • • Special needs of users.
    • • Special employment preference program requirement by owner.
    • • Desired risk distribution.
  3. Traditional Approach (Design-Bid-Build)
    • Advantages (owners viewpoint)
    • • Simplified contract
    • • Overall cost determined prior to construction award.
    • • Less owner involvement (not always good)
    • • Competitive process
    • • More risk passed on to contractor.
    • Disadvantages (owners point)
    • • Design completed without contractor input.
    • • Design construction time does not overlap.
    • • Adversarial position with contractor.
    • • Change orders difficult to resolve.
    • • Process assumes drawings depict most cost effective design.
    • • Less control by owner over control of work.
    • • Process encourages the use of marginal subcontractors (i.e cheap)
    • • Costs not confirmed until after the design process is completed.
  4. Difference between CM and General Contractor:
    • CM GM
    • Hired on basis of Fee/Credentials Hired by Lump Sum Bid Process
    • Preconstruction Services Usually no Preconstruction services
    • Conceptual Estimate Safety
    • Value Engineering/Constructability Reviews Construction
    • Bid Packaging Warranty
    • Coordinate owners Team Risk for quality, Cost & Schedule
    • Interface with Agencies
    • Cash Flow Studies
    • Overview GM
    • Advise Owner on claims/Change Orders
  5. Negotiated Approach
    • Advantages (owners)
    • • Overlap of design and construction phases shortens overall project schedule.
    • • Reduces adversarial relationship with contractor.
    • • Contractor’s expertise brought in during the design phase.
    • • Owner usually participates in savings.
    • • Better prequalification of subs.
    • • Greater control by owner during all phases of construction.
    • Disadvantages (owner)
    • • Unrepeatable contractors can abuse arrangements.
    • • GMP if set too early can cause numerous changes as the design finalizes.
    • • More owner skill (involvement) is required.
    • • Contract more difficult to administer.
  6. Design-Build Approach
    • Advantages (owners)
    • • One Contract eliminates finger pointing between design and construction teams.
    • • Minimal owner coordination.
    • • Delivery time shortest of all methods.
    • • Opportunity for construction involvement during design phase.
    • • Change orders are simplified.
    • • Early establishment of GMP.
    • Disadvantages (owner)
    • • Owner must identify clearly the intended scope and quality expectations.
    • • Selection of team might be hard, based on qualifications cost or combination?
    • • If selection by cost, design/build team has to invest effort to determine cost.
  7. Role Program manager
    • • Pre-design
    • ex: feasibility studies, finance, program, schedule, plan

    • • Design
    • ex: schematic design, design development, construction documents.

    • • Construction
    • ex: project control, cost reports, change order modification, safety.

    • • Post-Construction:
    • ex: Commissioning, Move in, Start up, Operation, Maintenance, Insurance
  8. Six Steps of scheduling process:
    • • Identify Project activities.
    • • Estimate activity durations
    • • Develop the project plan
    • • Schedule project activities
    • • Review and analyze the schedule
    • • Implement the schedule.
  9. Bar Chart
    • -identify activities
    • -estimate duration
    • -activity sequence
    • - constructs bar chart.

    • Advantages: Simple, Good Communications Tool
    • Disadvantages: No interrelationships, hard to determine impacts of delay.

    CPM: resources can change critical path, activities are linked and logical.

    Resources schedule: a schedule that is affected by resources availability.

    • Factors affecting productivity:
    • • Seasonal conditions
    • • Skills
    • • Quality of work
    • • Material and equipment availability.
  10. Project Planning
    • Logistics: Planning and establishment of the strategy to deal with the
    • 1. Procurement
    • 2. Maintenance
    • 3. Transportation
    • 4. Handling of material
    • 5. Facilities
    • 6. Personal
    • Logistics plan Process
    • • Investigate
    • • Establish the plan
    • • Communicate the plan
    • • Implement follow up and control.
  11. Benefits of a good project plan:
    • • Cost/time impact reflected in schedule and estimate.
    • • Subcontractors know what is expected from them.
    • • Eliminate surprises.
    • • Identify concerns and risks.
    • • Smooth running project.
  12. Areas to investigate during the planning process:
    • • Adjacent properties
    • • Existing roads, streets, utilities, features
    • • Environmental concerns.
    • • Soil types and ground water level.
    • • Safety concerns.
    • • Proposed building size, height. Coding.
    • • Climate concerns.
    • • Historical investigation.
  13. Why is quality difficult to achieve in the construction process:
    • • Uniqueness
    • • Changing teams
    • • Environment uncontrollable
    • • Cost restrictions.
  14. Quality control pre-construction:
    • • Establish Partnering:
    • -Create team environment
    • -Establish common goals.
    • -Methodology to solve ponflict.
    • -Avoid litigation.

    • • Perform Constructability reviews:
    • -Repetitive items
    • -Tolerance
    • -building phasing.

    • Establish comparative building standards.

    • Estimate must confirm established quality levels.
  15. Quality assurance during construction:
    • • Purchasing
    • • Submittals
    • • Mock-ups
    • • Inspection and testing
    • • Field work
  16. Reasons for construction Claims:
    1. Delays: weather, documents, owner, force majeure, accidents.

    2. Cost overruns: Changes, Drawing “scope creep”, unanticipated events, Hidden/unknown conditions, poor contractor estimates.

    3. Performance: Owner, Architect “Errors and omissions”, contractor, subcontractor.

    4. Varying Conditions: Site, Environmental, Code Issues, Phasing.

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