The Civil Engineering Project Life Cycle - Report Example

The Civil Engineering Project Life Cycle Project Life Cycle In Civil Engineering This refers to the entire process of a project from its inception toits ultimate decommissioning of the facility. An average project in civil engineering has a life cycle with the following stages: Initial concept development, design, construction, maintenance and finally the removal stage (APM Body of Knowledge 2006). Figure 1, below, shows the various stages in the project life cycle as well as how they inter-relate. Therefore, any decision taken during the concept or design stage has some implications on the infrastructure, construction and any maintenance that may follow after the removal stage. Figure 1 Various stages of project life cycle. Generally, projects are dissimilar in novelty, scale and complexity, duration, and urgency. However in most cases they follow a similar sequence in some distinct activities as shown in figure 2 below. The only notable differences between the various stages is either marked by their complexity, type, the resources required or just in duration of the activities involved (Hendrickson & Au 1989). It is worth noting that at times some of the stages in project life cycle do overlap under various situations such as when the client requires a speedy completion of the project to take advantage of a lucrative business opportunity. Figure 2 Project life cycle of a constructed facility In essence, every project is initiated to meet with the demand that may exist in the market in the shortest time possible. Depending with the agency, the conceptual planning stage may require various alternatives to be assessed in terms of economic and technological feasibility so as to come up with the best (ICE 2009). In addition, the financial aspect of the best alternative may have to be assessed to make sure it is in line with the completion time and the existing cash flow. This will help define the project scope so that it is easier to develop an engineering design which will serve as the blue-print for the entire construction and facilitate the projection of cost estimates. The cost estimates may serve as baseline for subsequent cost control (Charted Institute of Building 2010). In some instances, some stages shown above require iteration while some may be done in overlapping or parallel time frames depending on the size, urgency or nature of the project. In addition, the owner may have the capacity to oversee these stages but at times he may enquire for professional advice and services to cover all the stages. In most cases, the owner of a project may prefer to do some of the work in-house and acquire professional services for more complex activities (APM Body of Knowledge 2006). The role of various participants during the project activities can be analyzed from the owner perspective regardless of any contractual agreements that may exist. This report presents a typical project life cycle for traditional civil engineering project (Residential building project) which involves five generic phases as indicated in the figure 3 below. Figure 1 Traditional Civil engineering project life cycle The cost control may have a pronounced impact during the procurement and construction stage, materials delivery and project formation. After the completion of the project, there is a brief period that follows which involves shake-down or start-up during the first occupation of the constructed facility (Charted Institute of Building 2010). This is followed by a full change in management of the facility from the contractor to the owner for occupancy. After the facility occupation, its useful life decrease over time which leads to conversion or demolition. 1. Feasibility This refers to the first stage of project development during which proposals are made which is geared towards meeting the project demand. It often comprises of several concepts, engineering ideas, experiences and records from previous projects along with information and innovations indicating novel possibilities (Charted Institute of Building 2010). In these stages, the potential problems that may face the project are analysed and solutions developed so as to come up with a workable business idea. Key technical processes, commercial matters and project management issues that need to be considered in this stage include in no particular order: i. Establishing Objectives ii. Confirming the need for the project iii. Production of initial programme of works, although this is mostly dependent on the nature of project. iv. Budgetary (Cash flow objectives, determine mechanism for funding and level of risk the stakeholders are prepared to take) v. Stating and clarifying the targeted performance and quality. vi. Scope management i.e. establishing the project scope in broad terms at the early stages to prevent ambiguity as the project progresses. vii. Investigating and evaluating different options, so several concepts are developed and analysed so as to choose most suitable ones to drive the project to satisfy stakeholders’ requirements. viii. Making best-fit recommendations based on various concepts and evaluations carried-out throughout the feasibility study stage. ix. Identifying limitation that can impede project completion. This generally involves establishing constraints so as to design methods of mitigation and control, thereby reducing project risk. Typical examples include; risk of flooding, availability of utilities, physical property of ground (lab tests), seeking planning permission, health and safety concerns, composition of waste generated from site, access to site, archaeological interests, etc. x. Developing appropriate Project and contract strategy i.e.: a. Project management and control techniques appointing project manager and project team Establishing methods of project control Planning methods Monitoring and reporting systems b. Scope and purpose c. Health and safety management i.e. Employing the Construction (Design and Management) (CDM) regulations Selection of CDM co-ordinator Principal contractor d. Risk Analysis and Management Project risks Risk management (identifying, analysing and response) e. Contract strategy development (L & A damages, retention, bonus for early completion, etc.). f. Plans and procedure for project execution. g. Quality Management h. Contract for construction work, taking into consideration various implication such as; cost, quality, programme and flexibility. i. Determining appropriate procurement strategy (strategy polices) Table 1Stakeholders involved during Feasibility stage include; Typical Stakeholders Form of Contract of Engagement (NEC3) 1 Principal contractor (early Involvement) Engineering and Construction Contract and Subcontract (ECC) 2 Estimator Term Service Contract (TSC) 3 Project Manager, Architect, Engineers, Quantity Surveyor, CDM Co-ordinator Professional Services Contract (PSC) 4 Adjudicator Adjudicators Contract (AC) 2. Design The Design stage actually starts during the project brief/the investigation period. In this stage the client requirements are recorded in full by the design team (Cook and William 2009). To fully implement the client ideas, it is imperative for the design team to possess sound technical knowledge and sufficient information coupled with a good awareness of engineering principles, construction methods, health and safety, costing as well as legal, and environmental issues. Key stages in a process involving a typical design include: i. Design brief: a. Quality cost and time b. Design programme c. Roles and organisation d. Aesthetics e. Health and safety ii. Outline design iii. Design development iv. Whole-life requirement a. Decommissioning b. Use and maintenance c. Future additions and change of use v. Statutory approvals vi. Detailed design and calculations vii. Design methods a. Information technology (CAD or BIM) b. Value engineering c. Calculations and analysis d. Review and audit e. Checking and assessment viii. Construction support (Availability to aid construction process) Table 2 Stakeholders involved during Design stage include; Typical Stakeholders Form of Contract of Engagement (NEC3) 1 Principal contractor (early Involvement) Engineering and Construction Contract and Subcontract (ECC) 2 Project Manager , Architect, Quantity Surveyor, Construction manager, CDM co-ordinator, Engineers, Supervisor Professional Services Contract (PSC) 3. Procurement This stage comprises of the organisational structure employed by a client in developing contractual relationship with suppliers to facilitate acquisition of raw materials required for the completion of the entire project.The project manager has no control in this stage but can offer professional advice to the client. It is important that this process is effectively done to ensure the services are economically acquired. The developed project strategy has a high influence of the selection of procurement method (Rory 2006). In most cases, it involves a full consideration of the various risks, financial constraints and benefits that may accrue as the project progresses. Some of the major concerns in this stage include: i. Quality ii. Cost iii. Time iv. Supply chain management v. Selection process vi. Negotiation vii. Tender procedure viii. Risk management ix. Environmental restrictions x. Logistics management xi. Frame work of agreements xii. Define roles and duties Table 3 Stakeholders involved during Procurement stage include; Typical Stakeholders Form of Contract of Engagement (NEC3) 1 Principal contractor , Sub-contractor Engineering and Construction Contract and Subcontract (ECC) 2 Specialist Sub-contractor Engineering and Construction Short Subcontract (ECSS) 3 Materials and services suppliers Framework Contract (FC) 4 Project Manager, Quantity Surveyor, CDM co-ordinator, Programme manager Professional Services Contract (PSC) 5 Adjudicator Adjudicators Contract (AC) 4. Construction This is the most important stage in the project life cycle since it involves the actual structure erection (Cook and William 2009). It is therefore crucial to all the activities are carefully planned and executed as any mistake can result to irreparable damages and severe financial implications. The main activities in this stage include: Planning Valuation Earn value analysis Budgeting and cost management Scheduling Programme of works Ground works Site management Logistics management Construction phase health and safety plan. Knowledge and information management Project control Progress report Issue Management Project Management plan Building regulation Legal agreements Table 4Stakeholders involved Construction this stage include: Typical Stakeholders Form of Contract of Engagement (NEC3) 1 Principal contractor , Sub-contractor Engineering and Construction Contract and Subcontract (ECC) 6 Project Manager, Architect, Engineers, Quantity Surveyor, CDM coordinator, Operations manager, Construction manager Professional Services Contract (PSC) 7 Adjudicator Adjudicators Contract (AC) 5. Commission: Completion, Testing, and Handing over This is the final stage of the project where the constructed facility changes hands to the client. Prior to the change in ownership, a contract administrator conducts a full inspection of the facility to check whether it abides with the contractual agreement. If the administrator is fully satisfied, a certificate of practical completion is awarded to the contractor and if dissatisfied a clause that covers for such eventuality is applied (APM Body of Knowledge 2006). The main activities in this stage include: i. Planning and organisation a. Public liability b. Health and safety c. Organisation and resources ii. Inspection and testing a. Test criteria and schedules b. Inspecting and testing iii. Commissioning a. Organisation and management b. Commissioning roles c. Staffing and training d. Commissioning plan, process and schedule iv. Completion and handover a. Defects b. Practical and sectional commission c. Warranties and defect liabilities d. Documentation e. Acceptance, handover and acceptance v. Occupation a. Organisation and control b. Planning vi. Operation and maintenance a. Flexibility b. Economic and non- economic considerations c. Manual and operating documents d. As-built drawings vii. Contact for operation and maintenance a. Maintenance b. Operation c. Condition of contract and risk d. Training viii. Decommissioning Table 5 Stakeholders involved during Commissioning stage include Typical Stakeholders Form of Contract of Engagement (NEC3) 1 Principal contractor , Sub-contractor Engineering and Construction Contract and Subcontract (ECC) 3 Specialist/Energy/Environmental consultants Engineering and Construction Short Subcontract (ECSS) 4 Commissioning manager Term Service Contract (TSC) 5 Suppliers Framework Contract (FC) Bibliography APM Body of Knowledge (2006), Association of Project Management, 5th edition Charted Institute of Building (CIOB), 2010, Code of Practice for project management for construction and development.4th edition; West sussex: Wiley-Blackwell. Cooke, B. and William, P., 2009, Construction Planning, Programming and Control.3rd edition; West sussex: Wiley-Blackwell Hendrickson, C., & Au, T. (1989). Project management for construction: Fundamental concepts for owners, engineers, architects, and builders. Englewood Cliffs, N.J: Prentice Hall. Institution of civil engineers (ICE) 2009, Civil engineering procedure 6th edition; London: Thomas Telford Ltd. Rory Burke (2006) Project Management Planning and Control Techniques, 5th edition, Burke. Read More