Construction of Kingsgate Footbridge - Term Paper Example

Table of Contents Method statements 2 Designing Kingsgate footbridge 2 Temporary works and formwork fabrication required 4 A risk assessment for the significant hazards 6 A plant schedule 11 Ms project -bar chart programme & network diagram 12 Method statements The aim is to provide a procedure that will enable successive completion of Kingsgate footbridge with utmost safety as well as following laws of the land. Tasks have been highlighted and risks determined. Designing Kingsgate footbridge The foot bridge will begin by repairing the ground, holding initial meetings, piling, laying foundation, making formworks during 5-working days and working hours of 8:00 a.m-4:00 p.m. Tasks 1).Initial planning meetings This will involve formation of stakeholders committees which will handle various parts of the project. A team leader will be selected during this meeting. 2). Sign in and site induction health and safety Members who will be involved in site construction as well as the bridge will be inducted on safety rules as well as on the working environment 3). site & compound preparations The site will be prepared to enable materials to be delivered ready for use. 4). create dam and pump out water i.e. create dry river bed clear formation and set out pile cap centres. In this case a dam will be created to displace water from the site for bridge construction. 5). set out initial and level steel driven piers to give caps 6).Levelling for pile cap formation, prepare formation for pier caps 7). clear formation and set out pile cap centres. 8). set out initial and level steel driven piers to give caps 9). "levelling for pile cap formation, prepare formation for pier caps (binding, PL membrane etc)" 10). earth ramp setting out construction 11).fabricate reinforcement for pile caps 12).fabricate formwork shuttering for pier caps 13). fabricate reinforcement for bridge decks 14). fabricate formwork shuttering for bridge decks man shutters inlay shutters) 15). install pile cap shuttering and reinforcement cages insite. Level bearing base plates 16). concrete pile caps 17). concrete start to bridge (deck-walls) 18). strike shuttering from pile caps 19). fix steel support columns to pad bases 20). strike shuttering from bridge decks 21). install hand rails to bridge decks walls 22). lift bridge decks to close and fix centrally 23). "flood river, remove dam - The sandbags which were used to create the dam are removed and the dam is drained. 24). Cleaning down of work materials, to gits and other equipment” The materials that remain unused during the construction would be cleaned and removed from the sight to leave only a completed project. 25). handover completed bridge The project will be complete and handed over to the college Temporary works and formwork fabrication required The bridge will be constructed using steel and concrete and will be sketched as shown in the diagrams below; Form word for the pile cap, A risk assessment for the significant hazards The definition of risk in bridge construction projects cannot be made precisely and its measurement often proves to be controversial because there is no uniformity in the use of the term risk. Mostly, risk is understood in relation with uncertainty. From this perspective, risk means that there are several possible outcomes for a given event, whereby the improbability is expressed in terms of probability. In this case, risks are mostly related to costs, technical functioning, schedules and safety. Risk analysis has to be done in determining the possible impacts of the given risks and is carried out with the use of qualitative and quantitative techniques. It is recognized that risks can be evaluated and controlled effectively once have been identified and defined, after which they are no longer risks because they are then quantified as management problems. Therefore, the identification issue is very important. There are several ways of identifying risks and only the most adaptable to the construction industry should be chosen by contractors. Generally, methods have to be matched with perceived risks by using tools of analysis as applicable in the given construction environment. Effective risk management infrastructure provides for the right place for analysing risks in the overall set up of project management. According to some researchers, it is not sufficient to only analyse risks and then to manage them because estimation of risk analysis requires discipline in risk evaluation and identification, which is mostly lacking in conventional systems. It is important for analysts to seek probability options from experts in the field, whereby formal processes will develop a pattern of regularity and constancy in conducting the exercise. This will allow narrowing down the spectrum in which the scrutiny is made. After having decided about the required information, appropriate data is obtained that has to be processed in different ways. After the risk has been acknowledged and analysed, the most efficient response has to be planned, which is known as risk management and is the final phase in the process that creates a chain of further actions. Risk insurance has to be taken against risks such as theft, accident and fire. Risk sharing is a concept that is occasionally considered very important by entering into joint ventures so that risks can be distributed and made more manageable. Risk reduction is achieved by attaining knowledge about the issue so that there are least possible chances of mistakes because of ignorance, oversight etc. This becomes possible by getting involved in programs relative to gathering intelligence and information. The risk management cycle is considered to be completed when all actionable risks have been responded to. After identification of risks they have to be analysed and assessed by way of impact and chances of occurrence. To determine the process of analysis, an understanding is required of the probable impact on the objectives of the construction project because projects usually have limited resources that can be used for risk management, which means that firms can concentrate only on the major risks that are considered to have a strong bearing on project outcomes. It is required to have a dependable estimate of the chances and consequence of risk before any prioritization is made. Risk assessment can be made by using qualitative or quantitative analysis. Most widely used processes of estimating the impacts and probability of risks is through the use of usual scales such as from 1 to 5 or from increasing to decreasing parameters that are defined numerically. The probability impact figure as given below is considered by researchers to be a convenient way to analyse risks that need to be attended to in being detected easily. The given grid is simple to detect risks that need the most immediate actions. The left hand lower corner includes the given risks. Action in controlling such risks is taken in circumstances whereby adequate resources are available or the cost of reducing the risk is lesser than the sum of the possibilities of the risk’s incidence and its effect on the project goals in terms of probable value. . Probability Impact Figure It is also known that analysis of risks and their evaluation does not provide adequate support in conducting subsequent procedures of risk management. The large amounts of data pertaining to risks have to be framed in ways that they assist in interpreting and comprehending risks. There is also a need to assess risks relative to other risks because such relationships can make smaller risks to assume greater relevance in the risk management processes if they prove to be strong sources for other risks. Giving insufficient attention to the cause and effect processes is a major area of concern in some research findings that was based on risk continuums, which are cause and effect processes whereby one event creates the occurrence of another risk. They analysed risks in relation to four different levels of projects, which is a major initiative towards more effective risk management processes. Assessment of risk links has been suggested by researchers who have pointed out that such processes of risk analysis have to be restricted to comparatively smaller numbers of distinct risks. Such limitations have the potential of creating risk of leaving out low probability risks from occurring. The methodology for risk analysis in bridge construction begins with the identification of major application shortcomings, main features and recapitulating the risks that are encountered. Thereafter, cost risk analysis and schedule risk analysis are carried out for the given risks. Data is simulated to perform the risk analysis. Simple spreadsheet models have been developed that can be used as platforms to develop risk analysis systems after carrying out the applicable schedule computations. Spread sheet models are known to provide opportunities for achieving the range of project cost and project duration in terms of percentage after the simulation exercise is completed by considering the recognized risks and their impact on the activity costs and duration. Spreadsheet models are characterized with being schedule risk models and cost risk models. Schedule risk models comprise of project actions, their inter-relationships as well as their maximum and minimum duration. Cost risk model comprises of elements of price and their components constituting the total price. This allows users to make use of the maximum, minimum and probable production amounts and per unit cost of each price element. For the purpose of clarifying the scope of this paper, the main risks that construction companies have to consider while making risk analysis are as given in the following table: Risk Identification and Classification Table Risk No. Risk description Consequence 1 Changes in quantity or scope of work Duration and Cost 2 Design changes Duration 3 Delay in design Duration 4 Subcontractor or Vendor delays or default Duration 5 Weather conditions Duration 6 Financial problems Duration and Cost 7 Inadequate quality of work and re-work delay Duration and Cost 8 Sub-soil Stability conditions Duration and Cost 9 Safety Duration Duration and Cost It thus becomes evident that the cost risk analysis model is best implemented on the basis of information that is sketched by estimators for management to understand during scope clarification meetings. The probable maximum and minimum financial values are determined by using estimators’ experiences as well as past records and patterns relative to other projects. The prices are depicted by adopting varied models of probability distribution. It is required to identify, classify and analyse risk management properly before considering the implementation of any responses. It has to be kept in mind that once the risks are identified they are no longer risks. They become management issues that do not rely on intuitive approaches for management. The process of risk analysis has to be a constant process from the beginning of the commencement of the project and should continue till the time the project is completed. Management has to ensure that risk reporting and sources of risk flow in the right ways upwards in the management framework. A risk structure that is not defined efficiently will create more risks, which is why there is need to adopt a proactive approach towards identifying and analysing risks in bridge construction. Creative as well as negative brain storming helps in finding new ways of mitigating risks with the given resources at any given time. bridge construction require a contingency plain that should be ready to implement in the event of coping with any eventuality. Moreover, risk management procedures in the bridge construction should not be complex or cumbersome because they have to be completely integrated into the company’s daily functioning. All problem areas and possibilities of project failure should be checked and addressed at the earliest in order to avoid huge losses in terms of finance and credibility. A plant schedule giving the times when specific plant such as mobile cranes, concrete order & delivery, concrete $ compaction plant etc. are required (do not include hand tool $ non-hired minor plant); Details Time 1 mobile cranes Throughout the project time 2 Vibratory Compactor 3 Hydraulic Excavator At first stage of the project 4 Wheel Loader During the loading of materials 5 Tractors Trailors Throughout the project time 6 Trucks Throughout the project time 7 Roll Over During the final stages 8 Pavers During the final stages 9 Concrete skips or buckets During concrete mixing and use 10 Batching Plants During concrete mixing and use 11 Mixers During concrete mixing and use 12 Concrete Pumps During concrete mixing and use 13 Compressors During the compression 14 Lifting & handling equipment During the lifting of materials 15 Welding equipments Joining metal materials Ms project -bar chart programme & network diagram The project will begin on the 9th March, 2015 as shown Gantt chart below A speculative Work Breakdown Structure (WBS) for bridge will look like the following: 1. Project Kickoff Meeting Plan to introduce the project as well as define and explore potential problems that must be addressed, identify short-term deliverables and schedule for Preliminary Design Report . 2. Request for Preliminary Environmental Assessment Plan directed to regulatory agencies so that environmental assessments of targeted areas is conducted. 3. Verify and Validate Client Requirements so that the project manager and team are able to review the original user requirements. While at this verification process, the Client and other stakeholders also verify requirements so that if necessary, clarification can be undertaken. 4. Initial Design Report is prepared by the Project Design Chief prior to the actual construction drawings. This will include data on mapping, description of potential barriers and complete alternative analysis. 5. Acquisition of Software and Hardware when the project plan is 30% completed. 6. Construction Plan will include tasks such as verification of utility relocation scope, a request for proposal (RFP) for projects on private property, and work order for rights of entry. A Quality Management Plan is also prepared. 7. 60% Plan Preparation wherein the initial design will be continued and facility improvement plans are accomplished at 60%. The Plan may be modified depending on results of meetings with stakeholders, including government officials. 8. Survey Stake-Ability Review wherein the project team’s survey personnel will study the plan and make an assessment to ensure that the location and facility alignment are properly staked in the field. 9. Construct-Ability Review so the Construction team can study the plans and provide feedbacks on design feasibility relative to construction activities and practices. 10. Acquisition of Regulatory Permits to make sure that all needed regulatory permits are obtained. 11. 90% Plan Completion wherein the Project Manager, Project Engineer and Project Design Chief will interact so that a Structural Design report may be accomplished. 12. 100% Plan Completion wherein specifications are finalized based on feedback from the Senior Engineer, Engineering Project Manager or the Project Sponsor. Final cost estimates are also presented to the relevant stakeholders. 13. Testing of equipment and plan specifications. 14. Implementation which starts with the advertisement of the project and the preparation of bid books. References Heldman, K 2011, Project management jumpstart. New York: John Wiley & Sons. Kerzner, H 2009, Project management: A systems approach to planning, scheduling, and controlling. New York: John Wiley & Sons. Lam, P, Wong, F, & Tse, K 2010, 'Effectiveness of ICT for construction information exchange among multidisciplinary project teams', Journal of Computing In Civil Engineering, vol. 24, no. 4, pp. 365-376, Academic Search Complete, EBSCOhost, viewed 05 March 2015. Project Management Institute 2007, Project manager competency framework. Newtown Square: Project Management Institute. Project Management Institute 2008, A guide to the project management of knowledge. Newtown Square: Project Management Institute. Project Management Institute 2008, Organizational project management maturity model. Newtown Square: Project Management Institute. Wysocki, RK 2011, Effective Project management: Traditional, agile, extreme. New York: John Wiley & Sons. Read More

Risk sharing is a concept that is occasionally considered very important by entering into joint ventures so that risks can be distributed and made more manageable. Risk reduction is achieved by attaining knowledge about the issue so that there are least possible chances of mistakes because of ignorance, oversight etc. This becomes possible by getting involved in programs relative to gathering intelligence and information. The risk management cycle is considered to be completed when all actionable risks have been responded to.

After identification of risks they have to be analysed and assessed by way of impact and chances of occurrence. To determine the process of analysis, an understanding is required of the probable impact on the objectives of the construction project because projects usually have limited resources that can be used for risk management, which means that firms can concentrate only on the major risks that are considered to have a strong bearing on project outcomes. It is required to have a dependable estimate of the chances and consequence of risk before any prioritization is made.

Risk assessment can be made by using qualitative or quantitative analysis. Most widely used processes of estimating the impacts and probability of risks is through the use of usual scales such as from 1 to 5 or from increasing to decreasing parameters that are defined numerically. The probability impact figure as given below is considered by researchers to be a convenient way to analyse risks that need to be attended to in being detected easily. The given grid is simple to detect risks that need the most immediate actions.

The left hand lower corner includes the given risks. Action in controlling such risks is taken in circumstances whereby adequate resources are available or the cost of reducing the risk is lesser than the sum of the possibilities of the risk’s incidence and its effect on the project goals in terms of probable value. . Probability Impact Figure It is also known that analysis of risks and their evaluation does not provide adequate support in conducting subsequent procedures of risk management.

The large amounts of data pertaining to risks have to be framed in ways that they assist in interpreting and comprehending risks. There is also a need to assess risks relative to other risks because such relationships can make smaller risks to assume greater relevance in the risk management processes if they prove to be strong sources for other risks. Giving insufficient attention to the cause and effect processes is a major area of concern in some research findings that was based on risk continuums, which are cause and effect processes whereby one event creates the occurrence of another risk.

They analysed risks in relation to four different levels of projects, which is a major initiative towards more effective risk management processes. Assessment of risk links has been suggested by researchers who have pointed out that such processes of risk analysis have to be restricted to comparatively smaller numbers of distinct risks. Such limitations have the potential of creating risk of leaving out low probability risks from occurring. The methodology for risk analysis in bridge construction begins with the identification of major application shortcomings, main features and recapitulating the risks that are encountered.

Thereafter, cost risk analysis and schedule risk analysis are carried out for the given risks. Data is simulated to perform the risk analysis. Simple spreadsheet models have been developed that can be used as platforms to develop risk analysis systems after carrying out the applicable schedule computations. Spread sheet models are known to provide opportunities for achieving the range of project cost and project duration in terms of percentage after the simulation exercise is completed by considering the recognized risks and their impact on the activity costs and duration.

Spreadsheet models are characterized with being schedule risk models and cost risk models.

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