Contents and Preliminary Pages
1. Civil engineering projects
A short history of civil engineering
Projects
The project life cycle
Concept
Figure 1.1
Feasibility
Figure 1.2
Project selection
Design
Contracts
Construction
Testing, commissioning and handover
Assets in service
Objectives
References and further reading
BSI (2010)
HA (Highways Agency)
HRH Prince Charles (2012)
ICE (2015)
ICE (2014)
NCE (New Civil Engineer)
Network Rail (2014)
Royal Institute of British Architects (RIBA)
2. Concept and promotion of a civil engineering project
Project promoters
Central government
Local government
Statutory authorities
Incorporated companies
Special purpose companies (SPCs)
Other bodies
Overseas
Study team
Consulting engineer
Project sponsor
Project manager
Selection of the team
Selection of a consulting engineer
Overseas
Selection of a project manager
Selection of the project team
Preparation of brief
Responsibilities
Outline programme and budget
Further reading and references
Griffith A and King A (2003)
Hamilton A (2001)
Kamara JM, Anumba CJ and Evbuomwan NF (2002)
Loraine RK (1991)
3. Feasibility
Introduction
Confirming the need
Table 3.1
Establish objectives
Budgetary
Programme
Scope
Quality and performance
Identify constraints
Investigate and evaluate options
Make recommendation
Further reading and references
Corrie RK (ed.)
Site Investigation Steering Group (2011)
Site Investigation Steering Group (2013)
Smith NJ (1995)
4. Project strategy
Scope and purpose
Project management and control
The project manager
Project team
Project controls
Planning
Monitoring and reporting
Risk analysis and management
Project risks
Risk management
Figure 4.1
Health, safety and welfare management
Legislation
Quality management
Promoter’s procurement strategy
Procurement strategies
Strategy choices
Contract strategy
The project manager
Figure 4.2
Contracts for construction work
Table 4.1
Table 4.2
Table 4.3
1. Traditional contracts
Cost implication
Quality implication
Programme implication
Flexibility implication
2. Design and build
Cost implication
Quality implication
Figure 4.3
Programme implication
Flexibility implication
3. Develop and construct
4. Management/package route – construction management/management contracting
Cost implication
Figure 4.4
Quality implication
Programme implication
Flexibility implication
5. Term service/maintenance contracts
6. Public private partnerships
Figure 4.5
Contracts for consultancy services
Contract responsibilities
Responsibilities and duties of the promoter
Responsibilities and duties of the contractor
Specialist contractors
Alternative contract management arrangements
Sub-contracting
Internal contracts
Project execution plan and procedures
Further reading and references
Baden Hellard R (1993)
BIS (Department for Business, Innovation and Skills)
Ford CR, Johnson GC, Douglas HR, Henderson JR and Valentine WH (1997)
ISO (International Organization for Standardization)
Select Committee on Public Accounts 13th Report (2001)
5. Design
Design and the design process
Figure 5.1
Figure 5.2
Design brief or scope
Design programme
Quality-cost-time
Health, safety and welfare
Figure 5.3
Figure 5.4
Sustainability, waste reduction and low-carbon design
Form and function
Roles and organisation
Outline/concept design
Design development
Design for whole-life cost
Operation and maintenance
Decommissioning/disposal
Statutory approvals
Detailed design
Design methods
Calculation and analysis
Reviewing, checking and assessment
Value management and value engineering
Review and audit
Building information modelling (BIM)
Construction support
Ethical conduct
Further reading and references
BSI (2000)
BSI (2008)
Engineering Council (UK)
ICE (Institution of Civil Engineers)
ICE (2014)
ISO (International Organization for Standardization)
JBM (Joint Board of Moderators)
WRAP (2010)
6. Civil engineering construction contracts
Principles of contract
Contract contents
Standard forms of construction contract
Publishing bodies for the standard forms of construction contract
The Institution of Civil Engineers (ICE)
The Joint Contracts Tribunal
Fédération Internationale des Ingénieurs-Conseils (FIDIC)
Underlying considerations for successful contracts
Increasing value/functionality
Risk and cost/price
Figure 6.1
Letting construction contracts
Ancillary issues
Collateral warranties
Security for performance
Liquidated or ascertained damages (LADs)
Performance bonds
Parent company guarantees
Further reading and references
Broome J (2012)
Egan J (1998)
HMG (Her Majesty’s Government)
ICE (Institution of Civil Engineers)
JCT (Joint Contracts Tribunal)
Latham M (1994)
McAleenan C and Oloke D (eds)
Murdoch J and Hughes W (2007)
New Engineering Contract, 3rd edn (2009)
PPC 2000 (Amended 2013)
7. Planning and control of construction
Responsibilities
Initiation of construction
Starting date
Statutory notifications
Programme and methods of construction
Supervision
Changes, variations and compensation events
Changes proposed by the contractor
Changes negotiated between promoter and contractor
Completion certificates
Responsibilities of the contractor
Implementation of the works
Health and safety
Insurance
Construction planning and control
Methods of programming
Programmes
Detailed programmes
Resource levelling
Labour planning
Plant planning
Materials planning
Sub-contracting planning
Integrated planning
Modifications to programme
Design of temporary works
Quality
Setting out
Reporting
Progress
Cash flow
Cost monitoring systems
Payment to contractor and sub-contractors
Monthly statements for interim certificates
Final payment
Claims and disputes
Communications and records
Further reading and references
APM (Association for Project Management)
Barnes PT, Farren R, Haidar AD and Wells KP (2015)
NEC3: Introduction to the ECC (2013)
Hide G (2011)
Neale D, Neale RH and Stephenson P (2016)
Sheridan P and Marvin J (2010)
8. Construction management organisation
Size and organisation
The promoter’s representative
Consultant’s project manager
Delegation of authority
The supervisor
The supervisor’s site team
Early contractor involvement
Main contractor’s organisation
Figure 8.1
Contractors’ project managers and agents
Sub-agents, package managers and construction managers
Figure 8.2
General foreman
Principal engineer/engineering manager (on large projects)
Section engineers
Contractor’s quantity surveyor (CQS) or cost engineer
Planner/scheduler
Quality/safety/environmental sustainability coordinator
Community and local liaison manager
Logistics manager/controller
Information manager/document controller
Support functions
Appointment of site staff
Industrial relations - communications and procedures
Incentives
Site office administration
Sub-contractors’ organisations
Design and build
Design manager
The Considerate Constructors Scheme
The Construction Skills Certification Scheme
Further reading and references
Bennett J (1991)
Bower D (2003)
Howes R and Tah JMH (2003)
Levy SM (2006)
Loftus J (1999)
Loraine RK (1991)
Martin AS and Grover F (eds)
Morris P (1997)
9. Inspection, testing, commissioning and handover
Planning and organisation
Planning
Organisation and resources
Health and safety
Figure 9.1
Inspection and testing of work
Inspection and testing
Test criteria and schedules
Commissioning
Commissioning roles
Organisation and management
Commissioning process
Commissioning schedule
Commissioning plan
Staffing and training
Completion and handover
Practical and sectional completion, partial possession and taking over
Defects
Documentation
Acceptance, handover and certificates
Warranties and defects liability
Occupation
Planning
Organisation and control
References and further reading
Sharma R (2010)
10. Operation, maintenance and asset management
Operation and maintenance needs
Planning for operation, maintenance and asset management
Economic considerations
Social and environmental sustainability
Flexibility
As-constructed drawings
Operation and maintenance (O&M) manuals
Building information modelling (BIM)
Asset management strategy
Contracts for operation and maintenance
Operation only
Maintenance only
Operation and maintenance
Operation, maintenance and training (OMT)
Government ‘soft-landings’ framework
Conditions of contract and risk
Integrated contracts
Training of operations personnel and managers
Overseas operating contracts
Further reading and references
Cook M (2007)
ISO (International Organization for Standardization)
NEC3 (2013)
11. Building information modelling (BIM)
Introduction
Maturity levels
Dimensions
Figure 11.1
Defining BIM
Advantages of BIM
Interoperability
IFC and buildingSMART
IDM
Information management
Employer’s information request
BIM execution plan
Level of detail
COBie
Figure 11.2
Further reading and references
Bazjanac V and Crawley DB (1998)
BIM Acceleration Committee (2014)
BIMTalk (2012)
BIM Task Group (2013a)
BIM Task Group (2013b)
BIM Task Group (2013c)
BIM Task Group (2013d)
BSI (British Standards Institution)
Building and Construction Authority (2013)
buildingSmart (2014a)
buildingSMART (2014b)
Cabinet Office (2011)
East B (2014)
East EW (2007)
Eastman C, Teicholz P, Sacks R and Liston K (2011)
Gleeds (2014)
GSA (General Services Administration)
Hamil S (2011)
HM Government (2015)
Kemp D (2014)
Krieger J (2013)
Malleson A, Mordue S and Hamil S (2012)
Mordue S and Finch R (2014)
NIST (National Institute of Standards and Technology)
National Federation of Builders (2013)
NBS (2013)
Race S (2013)
Redbike Systems (2013)
Saxon RG (2013)
Sinclair D (2012)
Yan H and Damian P (2008)
Zhenzhong H, Jianping Z and Ziyin D (2008)
Appendix A - Conditions of contract for civil engineering
Table A.1
Definitions used in model conditions of contract
Table A.2
Appendix B - Further reading
The promotion of projects
Allport RJ (2010)
Griffith A, King A and Knight A (2003)
Hamilton A (2001)
Hoffman SL (2007)
Kamara JM, Anumba CJ and Evbuomwan NF (2002)
Scanlon B (1994)
Risk management
Boussabaine AH and Kirkham RJ (2004)
HM Treasury (2004)
Institution of Civil Engineers and Institute and Faculty of Actuaries (2014)
McLaughlin J, Ocock M, Oldfield A and Trebes B (2015)
Perry P (2003)
Design
Austin A, Baldwin A, Hammond J et al. (2001)
Designers’ Guides
Neumann E (2014)
Organisation
Bennett J and Jayes S (1995)
Coffey V (2015)
Cornick T and Mather J (1999)
Naoum S (2011)
Project and programme management
Barnes PT, Farren R, Haider AD and Wells KP (2015)
Chartered Institute of Building (2014)
Hamilton A (2004)
Hamilton A (2010)
Lock D (2007)
Morris PWG (1997)
Walker A (2015)
Health, safety and welfare
Joyce R (2015)
Perry P (2015)
McAleenan C and Oloke D (eds)
Putsman T and McArthur P (2015)
Contract strategy
Bower D (ed.)
Madge P, Edwards L and Lord G (1996)
Murdoch J and Hughes W (2007)
Trebes B and Mitchell B (2012)
Uff J (2013)
Construction management and supervision
Cooke B and Williams P (2009)
Harris F and McCaffer R (2013)
Wearne S (1989)
Cost planning, project financing and quantity surveying
Boussabaine AH and Kirkham RJ (2004)
Brook M (2008)
Haidar A and Barnes P (2014)
Kirkham RJ (2014)
Overseas projects
Bennett J (1991)
Howes R and Tah JMH (2003)
Loraine RK (1992)
Morgan D (2005)
Professional duties
Armstrong J, Dixon R and Robinson S (1999)
Institution of Mechanical Engineers (2015)
Scott B and Billing B (1998)
Steels HM (1999)
Waterhouse P and Steels HM (2015)
Appendix C - Useful addresses and websites
Appendix D - Glossary
Index