Time & Schedule, Submittals, Site visits, Testing and Inspection

1. Time and Schedule
Lecture 7a
American University in Cairo School of Sciences and Engineering
Department of Architectural Engineering
AENG441 – Professional Practice, Design Management and Codes
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2. Topics
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3. Design Scheduling
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4. Design Scheduling
• Phases of production from Conceptual Planning  Start of
Construction.
• Efficient use of Manpower and Resources
• To achieve an economical, functional and harmonious
design
• Executed within a reasonable period of time
• With an efficient utilization of personnel.
• Experience and Judgment
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5. Design Scheduling
• Phases (AIA standard owner-architect agreement)
• Schematic Design: Drawings + Cost Estimate
• Design Development: Drawings +Outline Specifications, + Cost
Estimate
• Construction Documents: Working Drawings +Final Specifications
+ Final Cost Estimate
• Bidding and Negotiation: Receipt and Evaluation of Bids +
Addenda
• Construction Administration: Services after bidding or negotiation
to assure that the structure is built in accordance with the
construction documents.
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6. Design Scheduling
• Estimate time required for reach phase.
• Schematic Design phase is the most difficult to
estimate - Greatest amount of variability. (1-12
months!)
• Size and Complexity
• Quality and Completeness of the Program Information
• Decision Making Ability of the Client.(committees!)
• Nature of the Design Team.
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7. Design Scheduling
• Design Development and Construction Documents:
• More predictable
• Project Architect and/or Job Captain
• From Schematic Design into Preliminary Design Drawings then
Working Drawings
• Complexity not Size determines scheduling and staffing
requirements.
• Coordination between consultants, client and designers is vital!
• From 2 - 4 months
• Construction Documents 3-7 months.
• Bidding or Negotiation 6 weeks.
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8. Design Scheduling
• Project financing to convert design into reality.
• Client review and approval between phases depends on
the size and complexity of the project- usually between
one week. And one month.
• Approvals by building department and public agencies
varies considerably.
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9. Design Scheduling
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10. Contingencies
• Unexpected Problems:
• Building Department
• Consultants
• Staffing problems
• Client
• 10% average additional time
• Flexible and Responsive to changing conditions
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11. Working with a Builder
• Working with contractor to Guarantee Maximum Project
Cost (GMP: Guaranteed Maximum Price)
• Time is generally shortened
• Risk that design is not fully developed
• Documents less specific
• No bidding and negotiation phase
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12. Extending the Schedule
• Change of staff
• Increase cost due to inflation
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13. Shortening the Schedule
• Optimum Use of staff effort and resources
• Work overtime - costly and inefficient
• Hire more people - Part time or freelance or subcontract to
another firm - costly and inefficient.
• Hire new staff - Not familiar with office procedures or projects -
Expensive
• Reduce man-hours - lower quality job, incomplete, unclear
,errors and inconsistencies.
• Higher cost, lower quality.
• Quality work requires time and staff.
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14. Construction Scheduling
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15. Establishing a Schedule
• Construction Projects are Complicated
• They involve the work of numerous trades and
subcontractors
• Coordination
• Equipment and Materials
• Time schedules and Cost recording
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16. Considerations
1. The construction documents - Well or Poorly prepared.
2. The architect-engineer -More or Less demanding
3. The subcontractors - coordination
4. The contractor’s organization - Project manager, field
superintendent, Office and Field staff, … workload
5. Material dealers - Reliability in meeting deliverability
6. Size and complexity of the project - Most critical.
7. Site conditions - Size and Accessibility
8. The Weather
9. The possibility of labor troubles
10. The possibility of material shortage.
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17. CPM (Critical Path Method)
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18. CPM (Critical Path Method)
• Planning Phase - Diagram is drawn indicating the order in
which various operations are to be accomplished - Called
Activities.
• Activity Start and Finish referred to as “events” or “nodes”
• Event: That moment when a preceding activity has been
completed and the following activity may begin.
• Milestone Events - Important points in the construction process.
• No indication of time - arrows are not indicating time.
• No gaps of discontinuities
• CPM is known as a network diagram
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19. CPM (Critical Path Method)
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Event
Activity

20. CPM (Critical Path Method)
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21. CPM Scheduling
• Time!
• Time is estimated based on past
experience.
• Working day is taken as a unit of time.
• Consult with subcontractors.
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22. CPM (Critical Path Method)
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1 1 1 1 2 1 1
2
2
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Critical Path

23. Critical Path
• Critical Path is the longest path!
• Critical activities along the path must be monitored.
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24. Float Path
• Paths that are not on the CP.
• The float is a measure of the extra time available for an
activity or group of activities.
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25. Project Calendar
• Multiply by 7/5 (5 working days in each 7 days)
• 16 days x 7/5 = 22.4 or 23 calendar days.
• Starting date  Completion date
• Project Calendar
• Critical Activities noted in color or boldface
• Most building construction projects require 9 - 18 months.
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26. Contingencies
• Allowance for project delays (weather, …)
• Some contractors add a fixed percentage!
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27. CPM Calculations
• CPM Programming
• Programs.
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28. Bar Graphs
• Start and finish dates of major phases.
• They don’t indicate relationships nor dependencies!
• Inferior to CPM as a management tool but superior as a
means of visual communication.
• Continue to be widely used.
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30. Shortening the Schedule
• Business demands.
• Minimize effect of inflation, weather, interest, …
• Reduce CP time.
• Critical activities 25-30% of all activities.
• Shorter time increases direct cost. Less efficiency in supervision
and coordination. Errors are more likely to occur.
• Less time - More direct cost!
• Less time - Less overhead!
• Analyze the effects and determine a balance.
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31. Fast-Track Scheduling
• Fast-Track - Accelerated - Telescoped scheduling.
• Determine major building elements.
• Produce detailed working drawings for a portion of work on
which the contractor may begin construction
• Further details continue
• Requires close coordination:
Architect - Engineers - Client - Contractor
• Oversights expected, Correction of errors
• Staged bidding awarded to different contractors
• Cost and Time control by CM (Construction Manager)
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33. Time Management
• Fabrication Time
• Erection Time
• Sequence of
Construction
Trades
• Scheduling of
Construction
Trades
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34. Submittals - Site Visit,
Testing and Inspection
Lecture 7b
American University in Cairo School of Sciences and Engineering
Department of Architectural Engineering
AENG441 – Professional Practice, Design Management and Codes
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35. Topics
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36. Material and Equipment Submittals
• Shop Drawings, Product Data, and Samples
• Introduction
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37. Material and Equipment Submittals
• Shop Drawings, Product Data, and Samples
• Introduction
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38. Material and Equipment Submittals
• Shop Drawings, Product Data, and Samples
• Basic Concepts
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39. Material and Equipment Submittals
• Shop Drawings, Product Data, and Samples
• Basic Concepts
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40. Material and Equipment Submittals
• Shop Drawings, Product Data, and Samples
• Basic Concepts
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41. Material and Equipment Submittals
• Shop Drawings, Product Data, and Samples
• Basic Concepts
• Shop drawings are not part of the contract documents.
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43. Contractor’s Responsibilities
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44. Architect’s Responsibilities
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45. Procedures
• Recordkeeping
• Dates received and returned
• Action taken: Approves, corrected, revised, resubmit
• Retain copies of all submittals
• Timeliness
• Within a reasonable time
• 10 working days or two weeks
• Changes and Revisions
• Change orders
• Standard Formats for processing submittals
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46. Procedures
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47. Procedures
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10 - 15 working days

48. Procedures
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49. Procedures
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51. Site Visits
• Contract Requirements
• Architect's Role
• Advise owner whether the contractor is performing the work in
accordance with the contract documents.
• Meeting Reports
• Pre-Bid Meetings
• Pre-Construction Meeting
• During Construction
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52. Site Visits
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53. Site Visits
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54. Site Visits
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55. Site Visits
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56. Site Visits
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57. Site Visits
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58. Site Visits

59. Site Visits
• Safety
• Architect’s Role
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60. Site Visits
• Safety
• Architect’s Role
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61. Site Visits
• Safety
• Contract’s Role
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62. Site Visits
• Evaluating Work Against
Contract Documents
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63. Site Visits
• Evaluating Work Against
Contract Documents
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64. Site Visits
• Evaluating Work Against
Contract Documents
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65. Site Visits
• Testing and Inspection
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66. Site Visits
• Testing and Inspection
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67. Site Visits
• Testing and Inspection
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68. Site Visits
• Testing and Inspection

69. Site Visits
• Testing and Inspection
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70. Site Visits
• Testing and Inspection
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71. Thank You.
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