Volume 11_Construction Management

GOVERNMENT OF MALAYSIA

DEPARTMENT OF IRRIGATION

AND DRAINAGE

Jabatan Pengairan dan Saliran Malaysia Jalan Sultan Salahuddin 50626 KUALA LUMPUR

Volume 11 Construction Management

DID MANUAL Volume 11

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Disclaimer

Every effort and care has been taken in selecting methods and recommendations that areappropriate to Malaysian conditions. Notwithstanding these efforts, no warranty or guarantee,express, implied or statutory is made as to the accuracy, reliability, suitability or results of themethods or recommendations.

The use of this Manual requires professional interpretation and judgment. Appropriate designprocedures and assessment must be applied, to suit the particular circumstances underconsideration.

The government shall have no liability or responsibility to the user or any other person or entitywith respect to any liability, loss or damage caused or alleged to be caused, directly or indirectly,by the adoption and use of the methods and recommendations of this Manual, including but notlimited to, any interruption of service, loss of business or anticipatory profits, or consequentialdamages resulting from the use of this Manual.

Volume 11 DID MANUAL

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Foreword

The first edition of the Manual was published in 1960 and was actually based on theexperiences and knowledge of DID engineers in planning, design, construction, operations andmaintenance of large volume water management systems for irrigation, drainage, floods and riverconservancy. The manual became invaluable references for both practising as well as officers newlyposted to an unfamiliar engineering environment.

Over these years the role and experience of the DID has expanded beyond an agriculture-based environment to cover urbanisation needs but the principle role of being the countrys leadingexpert in large volume water management remains. The challenges are also wider covering issuesof environment and its sustainability. Recognising this, the Department decided that it is timely forthe DID Manual be reviewed and updated. Continuing the spirit of our predecessors, this Manual isnot only about the fundamentals of related engineering knowledge but also based on the conceptof sharing experience and knowledge of practising engineers. This new version now includes thelatest standards and practices, technologies, best engineering practices that are applicable anduseful for the country.

This Manual consists of eleven separate volumes covering Flood Management; RiverManagement; Coastal Management; Hydrology and Water Resources; Irrigation and AgriculturalDrainage; Geotechnical, Site Investigation and Engineering Survey; Engineering Modelling;Mechanical and Electrical Services; Dam Safety, Inspections and Monitoring; ContractAdministration; and Construction Management. Within each Volume is a wide range of relatedtopics including topics on future concerns that should put on record our care for the futuregenerations.

This DID Manual is developed through contributions from nearly 200 professionals from theGovernment as well as private sectors who are very experienced and experts in their respectivefields. It has not been an easy exercise and the success in publishing this is the results of hardwork and tenacity of all those involved. The Manual has been written to serve as a source ofinformation and to provide guidance and reference pertaining to the latest information, knowledgeand best practices for DID engineers and personnel. The Manual would enable new DID engineersand personnel to have a jump-start in carrying out their duties. This is one of the many initiativesundertaken by DID to improve its delivery system and to achieve the mission of the Department inproviding an efficient and effective service. This Manual will also be useful reference for non-DIDEngineers, other non-engineering professionals, Contractors, Consultants, the Academia,Developers and students involved and interested in water-related development and management.Just as it was before, this DID Manual is, in a way, a record of the history of engineeringknowledge and development in the water and water resources engineering applications in Malaysia.

There are just too many to name and congratulate individually, all those involved inpreparing this Manual. Most of them are my fellow professionals and well-respected within theprofession. I wish to record my sincere thanks and appreciation to all of them and I am confidentthat their contributions will be truly appreciated by the readers for many years to come.

Dato Ir. Hj. Ahmad Hussaini bin Sulaiman,Director General,Department of Irrigation and Drainage Malaysia


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Acknowledgement

Steering Committee:

Dato Ir. Hj. Ahmad Husaini bin Sulaiman, Dato Nordin bin Hamdan, Dato Ir. K. J. Abraham, DatoOng Siew Heng, Dato Ir. Lim Chow Hock, Ir. Lee Loke Chong, Tuan Hj. Abu Bakar bin Mohd Yusof,Ir. Zainor Rahim bin Ibrahim, En. Leong Tak Meng, En. Ziauddin bin Abdul Latiff, Pn. Hjh. Wardiahbte Abd. Muttalib, En. Wahid Anuar bin Ahmad, Ir. Hj. Zulkefli bin Hassan, Ir. Dr. Hj. Mohd. Nor binHj. Mohd. Desa, En. Low Koon Seng, En. Wan Marhafidz Shah bin Wan Mohd. Omar, Sr. Md Fauzibin Md Rejab, En. Khairuddin bin Mat Yunus, Cik Khairiah bt Ahmad,

Coordination Committee:

Dato Nordin bin Hamdan, Dato Ir. Hj. Ahmad Fuad bin Embi, Dato Ong Siew Heng, Ir. Lee LokeChong, Tuan Hj. Abu Bakar bin Mohd Yusof, Ir. Zainor Rahim bin Ibrahim, Ir. Cho Weng Keong, En.Leong Tak Meng, Dr. Mohamed Roseli Zainal Abidin, En. Zainal Akamar bin Harun, Pn. NoraziaIbrahim, Ir. Mohd. Zaki, En. Sazali Osman, Pn. Rosnelawati Hj. Ismail, En. Ng Kim Hoy, Ir. Lim SeeTian, Sr. Mohd. Fauzi bin Rejab, Ir. Hj. Daud Mohd Lep, Tn. Hj. Muhamad Khosim Ikhsan, En.Roslan Ahmad, En. Tan Teow Soon, Tn. Hj. Ahmad Darus, En. Adnan Othman, Ir. Hapida Ghazali,En. Sukemi Hj. Sidek, Pn. Hjh. Fadzilah Abdul Samad, Pn. Hjh. Salmah Mohd. Som, Ir. Sahak CheAbdullah, Pn. Sofiah Mat, En. Mohd. Shafawi Alwi, En. Ooi Soon Lee, En. Muhammad KhairudinKhalil, , Tn. Hj. Azmi Md Jafri, Ir. Nor Hisham Ghazali, En. Gunasegaran M., En. Rajaselvam G., CikNur Hareza Redzuan, Ir. Chia Chong Wing, Pn Norlida Mohd. Dom, Ir. Lee Bea Leang, Dr. Hj. Md.Nasir Md. Noh, Pn Paridah Anum Tahir, Pn. Nurazlina Mohd Zaid, PWM Associates Sdn. Bhd.,Institut Penyelidikan Hidraulik Kebangsaan Malaysia (NAHRIM), RPM Engineers Sdn. Bhd. andJUBM. Sdn. Bhd.

Working Group :

Dato Ong Siew Heng, En. Mohd Said Bin Dikon, Tn. Hj. Shahimi Bin Sharif, En. Ng Kim Hoy, Ir. Dr.Ng Chee Hock, Tn. Hj. Hussin bin Haron, Tn. Hj. Zul bin Mohammad, En. Wan Mohd. Sulaiman binWan Ismail, En. Roslan bin Hussin, Tn. Hj. Shaharuddin Bin Ibrahim, En. Alexander Anak Ngindang,En. Khairuddin Bin Sulaiman, Pn. Norazia Binti Ibrahim, En. Teo Siaw Chung, En. Mohd Adnan binAhmad Fauzi, En. Mohamad Radzi Bin Abdul Talib, Ir Hj. Mohd Razali bin Husain, En. Wan MohdAzam bin Wan Long, En. Hj. Rashiddi Bin Hj Hussein, En. Adnan bin Abd. Latif, En. Abd. Rahmanbin Che Mud, Pn. Nurliza binti Zakaria and Sr Nur Aziz Abu Bakar, Lt Kol (B) Ir Shahar Abdullah,Wong Wing Cheong, Meor Ahmad Saifuddin Mohd Nordin, Khairil Hafiz Rahmat Ali Malim.


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Registration Of Amendments

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Table Of Content

Disclaimer...i

Foreword......ii

Acknowledgements.......iii

Registration of Amendments....iv

Table of Contents.........v

List of Volumesvii

List of Abbreviations..........ix

List of Glossary........................xiii

PART I INTRODUCTION

Chapter 1 Introduction to Volume 11

Chapter 2 Construction Management Overview

PART II CONSTRUCTION STAGE

Chapter 3 Project Construction Start Up

Chapter 4 Quality Assurance and Quality Control

Chapter 5 Project Monitoring Inspection and Supervision

Chapter 6 Time Control

Chapter 7 Cost Control

Chapter 8 Health, Safety and Environmental Protection

Chapter 9 Liaison with Other Government Agencies and Service Providers

Chapter 10 Progress Report

Chapter 11 Records, Drawings and Documentation

Chapter 12 Testing and Commissioning / Final Inspection


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PART III COMPLETION AND HAND OVER STAGE

Chapter 13 As-Built, O&M Manual and Other Deliverables

Chapter 14 Training

Chapter 15 Final Inspection and Hand Over

PART IV DEFECTS LIABILITY STAGE

Chapter 16 Maintenance / Defects Management

Chapter 17 Final (Completion) Report


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List Of Volumes

Volume 1 FLOOD MANAGEMENT

Volume 2 RIVER MANAGEMENT

Volume 3 COASTAL MANAGEMENT

Volume 4 HYDROLOGY AND WATER RESOURCES

Volume 5 IRRIGATION AND AGRICULTURAL DRAINAGE

Volume 6 GEOTECHNICAL MANUAL, SITE INVESTIGATION AND ENGINEERING SURVEY

Volume 7 ENGINEERING MODELLING

Volume 8 MECHANICAL AND ELECTRICAL SERVICES

Volume 9 DAM SAFETY, INSPECTIONS AND MONITORING

Volume 10 CONTRACT ADMINISTRATION

Volume 11 CONSTRUCTION MANAGEMENT


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List Of Abbreviations

AHU Air Handling UnitATDA As Tendered Detailed Abstract

BCS Building Control SystemBOD Biological Oxygen Demand

CCC Certificate of Completion and ComplianceCF Certificate of Fitness for OccupationCIDB Construction Industry Development BoardCMGD Certificate of Completion of Making Good DefectsCNC Certificate of Non CompletionCOC Condition of ContractCOD Chemical Oxygen DemandCPC Certificate of Practical CompletionCPM Critical Path MethodCV Curriculum Vitae

DB Design and BuildDG Director GeneralDID Department of Irrigation and DrainageDLP Defects Liability PeriodDO Dissolved OxygenDOE Department of EnvironmentDOSH Department of Occupational Safety and Health

EI Employers InstructionEIA Environmental Impact AssessmentEMCP Environmental Management Compliance PlanEMS Environmental Management SystemEMSB Emergency Main Switch BoardEOT Extension of TimeEQA Environmental Quality ActER Employer Representative

FAT Factory Acceptance TestFC Final CertificateFCU Fan Coil UnitFIDIC Federation Internationale des Ingenieurs Conseils French for International

Federation of Consulting Engineers.

HSE Health, Safety and EnvironmentHSSE Health, Safety, Security and EnvironmentHVAC High Vent Air Conditioning


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I/O Input / OutputIPC Interim Payment CertificateITP Inspection and Test Plan

JBA Jabatan Bekalan AirJBEG Jabatan Bekalan Elektrik dan Gas - Suruhanjaya TenagaJKKP Jabatan Keselamatan dan Kesihatan PekerjaanJKR Jabatan Kerja RayaJPP Jabatan Perkhidmatan PembetunganJPS Jabatan Pengairan dan Saliran

LAD Liquidated and Ascertained DamagesL&E Loss & ExpenseLOA Letter of Award / AcceptanceLV Low Voltage

MATV Master Antenna TelevisionMCB Main Circuit BreakerMEP Mechanical, Electrical and PlumbingMOH Ministry of HealthMSB Main Switch Board

NCR Non Compliance ReportNIOSH National Institute of Occupational Safety and HealthNSC Nominated Sub-Contractor

O&M Operation and MaintenanceOEM Original Equipment ManufacturerOSHA Occupational Safety and Health Act

PA Public AddressP&A Profit and AttendancePD Project DirectorPE Professional EngineerPERKESO Pertubuhan Keselamatan SosialPM Project ManagerPPE Personal Protective EquipmentPQP Project Quality PlanPT Project TeamPTG Pengarah Tanah dan GalianPWD Public Works Department

QA/QC Quality Assurance / Quality Control


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RFI Request For InspectionRWDP Rainwater Down Pipe

SI Soil InvestigationSO Superintendent OfficerSOCSO Social Security OrganizationSOP Standard Operating ProcedureSYABAS Syarikat Bekalan Air Selangor Sdn Bhd

T&C Testing and CommissioningTMB Telekom Malaysia BerhadTNB Tenaga National BerhadTSP Total Suspended ParticulateTSS Total Suspended Solids

UPS Uninterrupted Power Supply

VO Variation Order

WBS Work Breakdown StructureWMS Work Method Statement


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List Of Glossary

TERM DEFINITION

AAcceleration The use of methods for completing work in a shorter time than previously

planned or required by the contract.

Acceptance The formal process of accepting delivery of a product or a deliverable.

Action Plan A description of what needs to be done, when and by whom.

Activity A task or set of tasks that are carried out in order to create a deliverable

Actual Cost Incurred costs that are charged to the project budget and for whichpayment has been made, or accrued.

Added Value The addition of some worthwhile quality or performance improvement asa result of some action taken, which may or may not have been part ofthe original understanding, agreement or contract.

Agenda A list of things to be done or discussed, typically at a meeting.

Agreement A term often used to refer to contracts between an owner and itsprofessional consultants.

AlternativeDisputeResolution

Any procedure or combination of procedures voluntarily used to resolveissues in controversy without the need to resort to litigation. Theseprocedures may include, but are not limited to, assisted settlementnegotiations, conciliation, facilitation, mediation, fact-finding, mini-trials,and arbitration.

Approval A process for sanctioning a proposed course of action usually followingsome form of review. It should involve the transfer of the necessarysupporting Authority and Responsibility with the expectation of Reliabilityand Accountability.

Arbitration A formalized system for dealing with grievances and administeringcorrective justice as part of collective bargaining agreements.

As-builtDocumentation

Drawings and diagrams that provide an accurate representation of howthe product or facility is actually built.

Award Letter A letter sent in response to an offer that accepts that offer.

BBar Chart A scheduling tool (also called a Gantt chart) in which the time span of

each activity is shown as a horizontal line, the ends of which correspondto the start and finish of the activity as indicated by a date line at thebottom of the chart.


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TERM DEFINITION

BaselineSchedule

A fixed project schedule that is the standard by which projectperformance is measured. The current schedule is copied into the baselineschedule which remains frozen until it is reset. Resetting the baseline isdone when the scope of the project has been changed significantly, forexample after a negotiated change. At that point, the original or currentbaseline becomes invalid and should not be compared with the currentschedule.

Benchmark A standard by which something can be measured or judged.

Best Practices Techniques that agencies may use to help detect problems in theacquisition, management, and administration of service contracts. Bestpractices are practical techniques gained from experience that have beenshown to produce best results.

Bid Documents A set of documents issued for purposes of soliciting bids in the course ofthe acquisition process.

Bond A written instrument executed by a bidder or contractor (the principal),and a second party (the surety or sureties), to assure fulfillment of theprincipals obligations to a third party (the obligee or agent identified inthe bond. If the principals obligations are not met, the bond assurespayment, to the extent stipulated, of any loss sustained by the obligee.

Budget When unqualified, usually refers to an estimate of funds planned to covera fiscal period. Also a planned allocation of resources.

Buildability The practical ease with which parts can be put together to form a unifiedwhole.

CCertification A written testimony to certain facts. Used to satisfy regulatory bodies or

customers that a person's or thing's capability, qualities, performance, etc.are up to specified standards.

Change Order A unilateral written order to a contractor to modify a contractualrequirement within the scope of contract and consistent with the terms ofthat contract.

Checklist A list of items to help in the process of checking.

Claim The assertion of one of the contracting parties against the other seekingfinancial adjustment or interpretation with financial implications of anexisting contract, subject to the terms of the contract's dispute clause.

Clarification As a contractual term, refers to communication between a buyer and aseller to eliminate minor irregularities or apparent clerical errors in aproposal.

Closeout The completion of project work once the project has been implemented.The phase at the end of the project lifecycle just before the operationsbegin.


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TERM DEFINITION

Coding The assignment and use of code numbers for each project activity tofacilitate control and reporting.

Commissionand Handover

The completion, testing and transfer of a facility to the "Care, custody andcontrol" of the operators.

Commissioning Advancement of an installation from the stage of static completion to fullworking order and achievement of the specified operational requirements.

Compatibility The characteristic or ability of systems to coexist and function in the sameenvironment without mutual interference.

Competency In project management, the measurement of both a person's knowledgeand their demonstrated capability in project management.

Concept Phase The first phase of a project in which the need is examined, alternativesare assessed, the goals and objectives of the project are established and asponsor is identified.

ConceptualDesign

An early stage in the life of a project that should result in the preparationof a document containing a functional program, sketches and outlinedrawings, a concept estimate and a set of design standards.

ConcurrentDelays

Two or more delays that take place or overlap during the same period,either of which occurring alone would have affected the ultimatecompletion date. In practice it can be difficult to apportion damages whenthe concurrent delays are due to the owner and contractor respectively.

Conditions The existence of, or setting of, certain requirements before agreementcan be reached or work can begin, etc.

ConflictResolution

To seek a solution to a problem, five methods in particular have beenproven through confrontation, compromise, smoothing, forcing andwithdrawal.

Consent In project team decision-making, acquiescence or agreement to a courseof action commonly characterized by comfort with the general directionthough not necessarily with all the specific details. In project decision-making, consent is considered a more practical approach than consensus.

Consistency The degree of uniformity, standardization, and freedom from contradictionamong the documents or parts of a system or component.

Constructability The extent to which the design of a structure facilitates ease ofconstruction, subject to the overall requirements for the completed form.

Construction All the work involved in assembling resources and putting together thematerials required to form a new or changed facility.

ConstructionCost

Any of the cost types (appropriations, commitment, expenditure orestimate to complete) associated with the scope of the construction work.


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TERM DEFINITION

ConstructionManagement

The process by which a potential owner of a capital facility engages aprofessional agent, referred to as a construction manager, to coordinate,communicate and direct the entire process of construction from theproject planning stage through design, procurement, construction andstartup, in terms of scope, quality, time and cost.

ConstructionStage

That part of a project life cycle during which the construction work iscarried out.

Consultant One who provides some specialized service based on their specialqualifications, education or experience.

Contingencies Specific provision(s) to mitigate random or unknown project risks fromcausing project failure or frequent baseline changes.

Contract A mutually binding agreement in which the contractor is obligated toprovide services or products and the buyer is obligated to providepayment for them. Contracts fall into three categories: fixed price, costreimbursable or unit price.

ContractCloseout

Contract closeout activities which assure that the contractor has fulfilledall contractual obligations and has released all claims and liens inconnection with work performed.

ContractCompletionDate

The date established in the contract documents for the completion of allor specified portions of the work. This date may be expressed as acalendar date or a number of work days from the issuance of the NoticeTo Proceed. When time extensions are issued by the owner, this revisedcontract completion date is referred to as the Adjusted ContractCompletion date.

ContractDispute

Disagreement between the parties. This may occur during contractexecution or at completion and may include misinterpretation of technicalrequirements and any terms and conditions or due to changes notanticipated at the time of contract award.

Contract Pre-award Meetings

Meetings with prospective suppliers before final award determination toaid ranking and/or finalize terms of agreement between parties.

Contract Termsand Conditions

The stated legal, financial, and administrative aspects of a contract.

Contract Types The various forms of contracts by which goods/services can be acquired.

ContractualConditions

Conditions that bind parties to a performance in exchange for payment(lawful consideration.)

Coordination The act of ensuring that work carried out by different organizations and indifferent places fits together effectively. It involves technical matters,time, content and cost in order to achieve the project objectiveseffectively.


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TERM DEFINITION

CorrectiveAction

Action for the purpose of adjusting for deviations from a project plan. InQuality Management, Corrective Actions are those measures taken torectify conditions adverse to specified quality, and where necessary, topreclude repetition.

Cost Analysis The analysis of the cost elements of a proposal or on-going work. Itincludes verification of cost data, evaluation of all elements of costs, andprojection of these data to determine the effect on price.

Cost Control The work of ensuring that costs fall within budgeted estimates bymonitoring actual costs against control estimates, flagging actual orpotential deviation, preparing forecasts and recommending actions to betaken to keep costs in line with target.

Cost Estimate The expected costs to perform a task or to acquire an item. Costestimates may be a single value or a range of values.

CostManagement

The effective financial control of the project through evaluating,estimating, budgeting, monitoring, analyzing, forecasting and reportingthe cost information.

Cost Plan A budget which shows the amounts and expected dates of incurring costson the project or on a contract.

Cost Reviews Planned, systematic and rigorous reassessments of the estimated cost atcompletion of the scope of work in a cost class. Every design reviewshould be accompanied by a reforecast of cost.

Criteria A statement that provides objectives, guidelines. procedures, andstandards that are to be used to execute the development, design, and/orimplementation portions of a project.

Critical Activity An activity that has zero or negative float. This activity has no allowancefor work slippage. It must be finished on time or the whole project will fallbehind schedule. (Non-critical activities have float or slack time and arenot on the critical path. Super-critical activities have negative float.)

Critical Path The path (sequence) of activities which represent the longest total timerequired to complete the project. A delay in any activity in the critical pathcauses a delay in the completion of the project. There may be more thanone critical path depending on durations and work flow logic.

Critical PathAnalysis

Procedure for calculating the critical path and floats in a network.

Critical PathMethod

A technique used to predict project duration by analyzing which sequenceof activities has the least amount of scheduling flexibility. Early dates arefigured by a forward pass using a specific start date and late dates arefigured by using a backward pass starting from a completion date.


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TERM DEFINITION

DDefect Any condition or characteristic in any supplies or services furnished by the

Contractor under the contract that is not in compliance with therequirements of the contract.

Defective A unit of product which contains one or more defects.

Delay An interruption or hindrance to planned progress.

Deliverables End products of a project or the measurable results of intermediateactivities within the project organizationNote: Deliverables may be in the form of hardware, software, services,processes, documents or any combination thereof.

Design In construction, defining the construction requirement (including thefunctional relationships and technical systems to be used, such asarchitectural, environmental, structural, electrical, mechanical, and fireprotection), producing the technical specifications and drawings, andpreparing the construction cost estimate.

Design &DevelopmentPhase

The second phase in the generic project life cycle encompasses detailedtechnical, commercial and organizational decisions. There is oftensubstantial opportunity to optimize these decisions without theexpenditure of significant resources. Modeling, prototyping and testingmay thus be effort well spent. Management approval gates will benecessary where major decisions are to be made, for example, technicaland design or procurement and commercial. In some industries this phaseis dealt with as two separate phases with a management gate betweenthe two. This is to allow the design to be developed in further outlinebefore approval is given for significant resource expenditure on fulldesign/development. Equally, the gate may be required before majorprocurement decisions and commitments are made after initial design butprior to full design/development.

Design Brief The design synopsis of a project, usually at the end of the feasibilityphase.

DesignDevelopment

The process of identifying and verifying technical solutions to meet therequirements of the Conceptual Design. It brings a Conceptual design tothe next level of detail, but not as detailed as the Detailed Design Stage.Depending on the size and nature of the project, it may be a separateStage in the Project Life Cycle.

Design Review A formal, documented, comprehensive and systematic examination of adesign to evaluate the design requirements and the capability of thedesign to meet these requirements and to identify problems and proposesolutions

DetailedDesign Stage

That part of a project life cycle during which working drawings, standards,specifications and tender documents are prepared.


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TERM DEFINITION

DetailedEstimate

An estimate based on complete or nearly complete details of quantity,specifications, conditions and the like. Suitable for major commitments,cost tracking and control. Also known as Definitive Estimate, or "bottomup estimate".

Dispute Disagreements not settled by mutual consent which could be decided bylitigation or arbitration.

Disruption A major interference with the orderly progress of a project or majoractivity. Usually on the part of a group or individuals who are dissatisfiedwith conditions as they are.

Document Any official or authoritative paper containing instructions, information,evidence, facts and the like.

DocumentControl

A system for controlling and executing project documentation in a uniformand orderly fashion.

DocumentManagement

The orderly and appropriate organization, distribution, storage andretrieval of project documents.

Documentation The collection of reports, user information and references for distributionand retrieval, displays, back-up information and records pertaining to theproject.

Duration The length of time needed to complete an activity.

EEarly Finish The earliest calculated date on which an activity can end. It is based on

the activity's Early Start which depends on the finish of predecessoractivities and the activity's duration. Most PM software calculates earlydates with a forward pass from the beginning of the project to the end.

Early Start The Early Start date is defined as the earliest calculated date on which anactivity can begin. It is dependent on when all predecessor activities finish.Most PM software calculates early dates with a forward pass from thebeginning of the project to the end.

Endorsement Written Approval. Endorsement signifies personal understanding andacceptance of the thing endorsed, and recommends further endorsementby higher levels of authority if necessary. Endorsement of commitment bya person invested with appropriate authority signifies authorization.

EnvironmentalRequirements

Regulatory conditions that pertain to the natural environment that mustbe met in the planning and execution of a project.

Estimate The prediction of a quantitative result. It is usually applied to projectcosts, resources and durations.

EstimatedCompletion Date

The predicted date at which all requirements for a defined task will becompleted.


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TERM DEFINITION

Estimated Costat Completion

Actual Direct Costs, plus all related indirect costs, plus the estimate ofcosts, both direct and indirect for all the work remaining.

Evaluation The process of determining satisfaction of requirements. Evaluations mayinclude methods such as analyses, inspections, reviews, and tests. Foracquisition, evaluations are conducted throughout the contract period ofperformance.

Evaluation ofProgress

A careful assessment of the work completed to date as compared to thebaseline plan.

Expediting Facilitating and accelerating progress by the removal of obstacles.

Expert One who is skilled by virtue of learning and experience. One who hasacquired special knowledge, skill or mastery of something.

FFabrication The making, building, construction, or assembly of parts into a whole.

Facilitating Enabling activities to proceed or be completed through encouragingcompromise and acceptance and/or by removing obstacles or otherwisemaking the activities easier.

Failure A deficiency, defect, nonperformance or non-conformance with specifiedrequirements.

Fast Tracking Compressing the project schedule by doing some or all of certain activitiesin parallel that would normally be done in sequence (such as design andconstruction).

FeasibilityStudy

The methods and techniques used to examine technical and cost data todetermine the economic potential and the practicality of projectapplications. It involves the use of techniques such as the time value ofmoney so that projects may be evaluated and compared on an equivalentbasis. Interest rates, present worth factors, capitalization costs, operatingcosts, depreciation, etc., are all considered.

Field Inspection An inspection at the site of the work or job site.

File A group of records.

FinalCompletion

When the entire work has been performed to the requirements of thecontract, except for those items arising from the provisions of warranty,and is so certified.

Final Payment Final settlement paid at contract completion of the contractually obligatedamount including retention.

Final Report Post-implementation report. Normally a retrospective report that formallycloses the project having handed over the project deliverables foroperational use.Note: The report should draw attention to experiences that may be ofbenefit to future projects and may form part of the accountability of theproject team


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TERM DEFINITION

Findings The conclusions of an assessment, evaluation, audit, or review thatidentify the most important issues, problems, or opportunities within thearea of investigation.

Float The difference between the time available for performing a task and thetime required to complete it. If the total float for a task equals zero, thenthat task is on the critical path.

FunctionalManagement

The standard departments of a business organization that representindividual disciplines eg. engineering, marketing, purchasing, accounting,etc.

GGantt Chart A Gantt chart is a time-phased graphic display of activity durations. It is

also referred to as a bar chart. Activities are listed with other tabularinformation on the left side with time intervals over the bars. Activitydurations are shown in the form of horizontal bars.

GeneralProvisions

The mandatory clauses (by law or regulation) for contracts of a type.Unique clauses are called Special Provisions.

GeneralRequirements

Non-technical specifications defining the scope of work, payments,procedures. implementation constraints, etc. pertaining to the contract,

GovernmentRegulations andRequirements

Those laws, regulations, rules, policies, and administrative requirementsimposed upon organizations by government agencies.

Guideline A recommended or customary method of working to accomplish anobjective. A guideline is not enforced but is generally followed.

HHand-Over A process of transfer of responsibility for all or part of a project or its

deliverables. Typically, this takes place at the end of a project or a majorpart thereof.

Hand-OverPhase

The phase in the generic project life cycle covers completion of the projectto the satisfaction of the sponsor. It includes management of theintroduction of the product or service being delivered by the project.During Hand-Over, project records together with an audit traildocumentation include any operations and maintenance plans, arecompleted and delivered to the sponsor.

Holdback orRetention

A sum of money withheld from a construction contractor is paymentaccording to the terms of its contract, and/or statutory obligation toensure protection against valid third party claims.

IImplementation That part of the project life-cycle during which working drawings,

specifications and contract documents are prepared, contracts aretendered and awarded, and the construction work undertaken.

ImplementationPhase

The project phase that develops the chosen solution into a completeddeliverable.


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TERM DEFINITION

IndependentVerification andValidation

The process of proving compliance to a specification by using personnelthat are technically competent and managerially separate from thedevelopment group.

InexcusableDelays

Project delays that are attributable to negligence on the part of thecontractor which lead in many cases to penalty payments.

Inspection Activities such as measuring, examining, testing, gauging one or morecharacteristics of a product or service and comparing these with specifiedrequirements to determine conformity.

InspectionRecord

Recorded data concerning the results of inspection action.

Instrumentation The application of instruments for observation, measurement, or control.

Integration The process of bringing people, activities and other things together toperform effectively.

Interface The functional and physical characteristics required to exist at a commonboundary or connection between persons, or between systems, orbetween persons and systems.

Invitation to Bid The invitation issued to prospective suppliers to submit a bid/quotation/proposal for the supply of goods/ services.

JJurisdiction The extent of territory over which legal or other power extends, e.g.

authority to interpret and apply the law.

KKick-OffMeeting

A meeting of representatives of all groups (stakeholders) involved in theproject execution, to come to a common understanding of the projectresponsibilities, scope of work and safety program.

LLate Finish The latest dates by which an activity can finish to avoid causing delays in

the project. Many PM software packages calculate late dates with abackward pass from the end of the project to the beginning.

Lead Time The time required by one task before another task can begin.

Lessons Learned The capture of what went well as well as past errors of judgment resultingin material failures, wrong timing or other mistakes, all for the purposes ofimproving future performance.

Letter of Intent A type of letter sometimes issued to a contractor to confirm the award ofa contract and pending the signing of formal contract documents. It is acommitment document. It allows the contractor to prepare formobilization. Permitting work to start on site before the contract is signedis not recommended as the Owner is without full protection at that pointuntil the construction contract is signed.


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TERM DEFINITION

Limits ofAuthority

A corporate policy that provides guidelines for issuing proposals andbidding in the interest of risk detection and evaluation.

LiquidatedDamages

A stipulation in a contract of a monetary amount that must be paid by thecontractor if the contractor fails to deliver supplies or perform services asspecified in the contract or any subsequent modification. Payments are inlieu of actual damages related to the failure.

Long Lead Items Those components of a system or piece of equipment for which the timesto design and fabricate are the longest and for which an earlycommitment of funds may be desirable or necessary in order to meet theearliest possible date of system completion.

MMaintenance Upkeep of property, equipment, or conditions (such as working

conditions.)

Major Defect A defect other than critical, that is likely to result in failure, or to reducematerially the usability of the unit of product for its intended purpose.

Manuals Books of reference providing standard operating management or technicalinformation.

Master Plan Plan showing the main project structure

Methodology A documented process for management of projects that containsprocedures, definitions and roles and responsibilities.

Milestone A point in time representing a key or important intermediate event in thelife of a project. A milestone should be capable of validation by meeting allof the items prescribed in a defining checklist as agreed with thestakeholders.

Minor Defect A defect that is not likely to reduce materially the usability of the unit ofproduct for its intended purpose, or is a departure from establishedstandards having little bearing on the effective use or operation of theunit.

Mitigation Working to lessen risk by lowering its chances of occurring or by reducingits effect if it does occur.

Mobilization Organizing people, resources, etc. for starting up a project or an activity.

Mock-up A physical demonstration model, built to scale, to verify proposed designfit, critical clearances, and operator interfaces.

Module A self-contained unit of code that accomplishes a particular processnetwork diagram. A scheduling tool in which activities or events aredisplayed as arrows and nodes in which the logical precedence conditionsbetween the activities or events are shown.

Multi-Disciplined Activity or project involving several professions.


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TERM DEFINITION

NNegligence In legal terms, the omission to do something which a reasonable person,

guided by those ordinary considerations, which ordinarily regulate humanaffairs, would do, or the doing of something that a reasonable andprudent person would not do.

Negotiation A bargaining process between two or more parties seeking to reach amutually satisfying agreement.

Non-Conformance

A deficiency in characteristics, documentation or procedure that rendersthe quality of material/service unacceptable or indeterminate.

Nonconformity The non-fulfillment of specified requirements.

Non-DestructiveTesting

A method of testing which does not destroy or alter the item being tested.

OObligation A duty to make a future payment of money. The duty is incurred as soon

as an order is placed, or a contract is awarded for the delivery of goodsand/or the performance of services. The placement of an order issufficient. An Obligation legally encumbers a specified sum of moneywhich will require outlay(s) or expenditures in the future.

Obsolete No longer current.

Off the ShelfItem

An item produced and placed in stock by a contractor, or stocked by adistributor, before receiving orders or contracts for its sale.

OffsiteFabrication

The assembly of materials, components, systems and parts away from thesite of the project. For example, the parts of fixed furnishings for abuilding may be pre-assembled in a manufacturing plant.

On-siteAssembly

The assembly of materials, components, systems and parts on the siterather than offsite.

On-the-jobTraining

Training by acquiring direct experience in the job environment. Usuallyimplemented by a team or mentor approach

Operations andMaintenance

Usually covers field operations, training, repair, logistics support,upgrades, and related items.

Operations andMaintenanceManual

A document that describes the required operations and maintenanceprocedures for an entity or a system.

Overhead Costs arising from management and supervision, office expenses, interest-during-construction, and any other general costs associated with theproject not directly attributable to design or construction.


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TERM DEFINITION

PParameters Any of a set of physical properties whose values determine the

characteristics or behavior of something. In project work, typically refersto the range or limits within which the item must work.

Penalties Sums to be forfeited to which the organization has agreed to be subjectedin case of non-fulfillment of requirements. Typically, sums forfeited undercontract for late delivery or non-performance or both.

PerformanceBond

A bond that secures performance and fulfillment of the contractor isobligations under the contract.

Phase The time between two major project milestones, during which a well-defined set of objectives is met, artifacts are completed, and decisions aremade to move or not move into the next phase.

Post ProjectReview

A formal review of the project that examines the lessons that may belearned and used for the benefit of future projects.

Practice The usual, traditional, or commonly recommended way of doing things.

Pre AwardMeetings

Meetings to aid ranking of prospective suppliers before final awarddetermination and to examine their facilities or capabilities.

PreCommissioning

That work which is carried out prior to commissioning in order todemonstrate that commissioning may be safely undertaken.

Precedence When one task must be completed before another task can be started,the first task is said to have precedence over the other.

PrecedenceDiagramming

An activity oriented system in which activities are displayed in uniformboxes complete with activity number, start duration and finish dates. Thelogical relation between activity boxes is shown by logic connector lines.Lead and lag times can also be shown. The display is more effective thanArrow Diagramming and is also easier to revise, update, and program oncomputer.

Preliminary Something that precedes or is introductory or preparatory. Coming beforeand usually forming a necessary prelude to something else.

PreliminaryDesign

The design prepared in the planning stage of a project and submitted aspart of the project brief. The drawings and specifications that comprisethe Preliminary Design should be clearly specified as a matter of policyand provide the basis for the Appropriation estimate.

Prequalification An assessment of capabilities, current capacity, etc. as an initial part of aselection process. Used to narrow the number of bidders when invitingtenders for contract work and thereby reduce the amount of work for boththose bidders unlikely to be successful on these grounds as well as theamount of work in reviewing the submissions and making a final selectionfor award.


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TERM DEFINITION

PreventiveMaintenance

All actions performed in an attempt to retain an item in specified conditionby providing systematic inspection, detection, and prevention of incipientfailures.

ProblemResolution

The interaction between the project manager and an individual teammember with the goal of finding a solution to a technical or personalproblem that affects project accomplishment.

Procedure A prescribed method for performing specified work.

ProceduresManual

A book of reference describing standard project procedures.

Process A set of interrelated work activities in which value is added to the inputsto provide specific outputs.

Procurement A process for establishing contractual relationships to accomplish projectobjectives. The assembly, tendering and award of contracts orcommitment documents. Specific procedures should be established for theProcurement Process.

ProcurementStrategy

A macro view of the manner or approach to securing the necessaryresources for carrying out the work of the project. Procurement strategyshould be established early on in the project planning phase, sinceprocurement strategy decisions will affect the design of the workbreakdown structure. Procurement strategy may range from completingall of the work in-house, or a single complete contract to a number ofseparate trade contracts under the direction of a coordinating (e.g.construction) manager.

ProductLiability

A generic term used to describe the onus on a producer or others to makerestitution for loss related to personal injury, property damage or otherharm caused by a product or service.

ProgressMilestones

Those project milestones identified as the basis for making ProgressPayments.

Project Brief Statement that describes the purpose, cost, time and performancerequirements/constraints for a project.

ProjectCompletion

The point at which the results are handed over to the client, and theproject group disbanded.

Project Control A project management function that involves comparing actualperformance with planned performance and taking corrective action (ordirecting or motivating others to do so) to yield the desired outcome whensignificant differences exist.

ProjectCoordination

Communication linking various areas of a project to ensure the transfer ofinformation or hardware at interface points at the appropriate times andidentification of any further necessary resources.

Project HandOver

The acceptance of the facility by the facility operators for occupancy andtraining even though construction may not be fully completed.


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TERM DEFINITION

Project Life Cycle The four sequential major time periods through which any project passes,namely:

1. Concept2. Definition3. Execution (Implementation or Development)4. Finishing (Commissioning or Close Out)

Each period may be identified as a Phase and further broken down intostages that typically reflect the area of project management applicationand the size and complexity of the specific project.

ProjectManagement

The planning, monitoring and control of all aspects of a project and themotivation of all those involved in it to achieve the project objectives ontime and to specified cost, quality and performance.

ProjectManagementTeam

The members of the project team who are directly involved in projectmanagement activities. On some smaller projects, the projectmanagement team may include virtually all of the project team members.

Project Milestone An important or key event in the project plan.

ProjectStakeholders

People or organizations who have a vested interest in the environment,performance and/or outcome of the project.

Project Startup The complex sequence of activities that are required to start the project,mobilize the team, initiate the project definition process, obtainagreement to the project's objectives and plan to deliver them.

Project Team The central management group headed by a project manager andresponsible for the management and successful outcome of the project.

Project TeamMembers

The people who report either directly or indirectly to the project manager.

Punch List A list made near to the completion of a project showing the items of workremaining in order to complete the project scope.

QQualitative Subjective opinion of quality based on judgment and not on quantitative

measurement.Quality The composite of all attributes or characteristics, including performance,

of an item or product required to satisfy stated or implied needs.Conformance to requirements.

QualityAssurance

All those planned and systematic actions necessary to provide adequateconfidence that a product or service will satisfy given requirements forquality.

QualityAssurance

All those planned and systematic actions necessary to provide adequateconfidence that a product or service will satisfy given requirements forquality.

QualityAssurance Plan

A plan that guarantees a quality approach and conformance to allcustomer requirements for all activities in a project.


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TERM DEFINITION

Quality Audit A systematic and independent examination to determine whether qualityactivities and related results comply with planned arrangements andwhether these arrangements are implemented effectively and are suitableto achieve objectives.

Quality Control The process of monitoring specific project results to determine if theycomply with relevant standards and identifying ways to eliminate causesof unsatisfactory performance.

QualityManagement

The function required to determine and implement quality policythroughout the project life cycle. Quality management encompasses thesub-functions of Quality Assurance and Quality Control.

Project QualityPlan

A document setting out the specific quality practices, resources andsequence of activities relevant to a particular product, service, contract orproject.

Quality Policy The overall quality intentions and direction of an organization as regardsquality, as formally expressed by top management.

RRecordRetention

The necessity to retain records for reference for a specified period aftercontract closeout, in case they are needed.

Records The collection of related items of information assembled during the courseof a project.

RecordsManagement

The effective and efficient receipt, processing, storage and retrieval of allproject records, in whatever form (hardcopy, electronic, etc.) A goodRecords Management program should:1. Encompass all records having a bearing on the project's activities

including procurement and technical aspects2. Establish policies for standardizing required forms, reports,

procedures and manuals3. Ensure smooth and consistent distribution of information throughout

the project organization on a need-to-know basis4. Expedite all required or outstanding information5. Ensure security of vital records6. Provide necessary retention for historical purposes7. Meet legal retention requirements8. Withdraw and destroy obsolete duplicates

Every project large and small is involved in records management to agreater or lesser degree whether recognized or not. A conscious effort inthis area can greatly reduce the time and effort required to traceinformation or to avoid duplication of work in the field due to oversight ormisplaced information.

RecoverySchedule

A special schedule showing special efforts to recover time lost comparedto the master schedule.

Regulations Rules or orders issued by an executive authority or regulatory agency of agovernment and having the force of law.

Reliability The ability of an item to perform a required function under statedconditions for a stated period of time.


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TERM DEFINITION

Request forChange

A buyer or seller request to spend contract funds on an engineeringchange proposal for a change. The request states the technical orcontractual issue being addressed, the impact on or benefit to the project,and an assessment of the cost and schedule impact.

Request forInformation

A formal inquiry in the market place for information, typically concerning"Expressions of Interest", capacity, capability and availability ofcontractors to undertake and bid on work described in the solicitation.

Request forProposal

A document issued by one organization to another organization (or to severalother organizations) describing work that the issuer wishes to have undertaken bythe recipient(s) and inviting the recipient(s) to respond with a proposal.

Request forQuotation

A formal invitation to submit a price for goods and/or services asspecified.

Resource Any personnel, material or equipment required for the performance of anactivity.Note: - Time is not a resource. It is the measure of the duration for whicha resource is needed or used. Also, money is better not thought of as aresource, except in financing. It is better seen as the basis of evaluationof the resources used by an activity or task.

ResourceManagement

The planning, allocating and scheduling of resources to tasks, generallyincluding manpower, machine (plant and equipment), money, andmaterials. Resource Management typically covers resource allocation andits impact on schedules and budgets, as well as resource leveling andsmoothing.

Retention A sum of money retained by the customer from each stage paymentwhich is paid at the end of the project when the end product is accepted.

RiskManagement

An organized assessment and control of project risks.

SS Curve A display of cumulative costs, labor hours or other quantities plotted

against time.Note: The name derives from the S-like shape of the curve, flatter at thebeginning and end and steeper in the middle, which is typical of mostactivities (and whole project). The beginning represents a slow, deliberatebut accelerating start, while the end represents a deceleration as the workruns out.

Safety The condition of being safe from undergoing or causing hurt, injury, orloss. Protection against failure, breakage, or accident.

Sample One or more units of product drawn from a lot or batch, the units of thesample being selected at random without regard to their quality.

Sampling The technique of selecting a representative part of a population for thepurpose of determining parameters or characteristics of the wholepopulation. A small part selected as a sample for inspection or analysis

Satisfaction Fulfillment of a need or want; acceptability.


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TERM DEFINITION

Schedule A time sequence of activities and events that represent an operatingtimetable. The schedule specifies the relative beginning and ending timesof activities and the occurrence times of events. A schedule may bepresented on a calendar framework or on an elapsed time scale.

ScheduleDevelopment

Developing a project schedule based on activity sequences, activitydurations and resource requirements.

ScheduleManagement

The management or rearrangement of the activities in a project scheduleto improve the outcome based on the latest available information.

Scope The definition that describes the project's product deliverables.

Shop Drawings Drawings submitted by the construction contractor or a subcontractorshowing in detail:

1. The proposed fabrication and assembly of structural elements2. The installation (i.e., form, fit, and attachment details) of

materials or equipment, or3. Both

Sign-Off The formal acceptance of a planned or proposed course of action,constituting authority for the planner or proposer to proceed with theaction. Key sign-offs in the project life-cycle, by Owner and User, occur atthe conclusion of the concept and planning phases.

Specialist One who specializes in a particular occupation, practice, or branch oflearning.

Specification The document that prescribes the requirements with which the product orservices has to conform.

Stakeholders Specific people or groups who have a stake in the outcome of the project.Normally stakeholders are from within the company, and could includeinternal customers, management, employees, administrators, etc. Aproject may also have external stakeholders, including suppliers,investors, community groups and government organization.

Stand Alone A system which performs its function requiring little or no assistance frominterfacing systems.

Standard A specific statement of the rules and constraints governing the naming,contents, and operations of deliverables. The rules and constraints aredesigned to support specific objectives.

StandardProcedure

Prescribes that a certain kind of work be done in the same way whereverit is performed.

Status The comparison of actual progress against the plan to determine varianceand corrective action.

Stop Work Order Request for interim stoppage of work due to non-conformance, or fundingor technical limitations


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TERM DEFINITION

SystemSpecification

Defines the system baseline in terms of system description, functionalrequirements, quantitative technical parameters, design constraints andthe criteria for acceptance. It must be formulated in terms that arequantifiable and verifiable.

SystemVerification

Proof of compliance with system specifications. Verification may bedetermined by test, analysis, inspection, or demonstration.

TTender andAward Stage

That part of the project life-cycle during which contractors are invited toprepare and submit bids, a selection is made and contracts are awarded.

Termination The discontinuation of a project, project phase, stage, activity, or person.

Terms ofReference

A specification of a team member's responsibilities and authorities withinthe project.

Test Any procedure designed to obtain, verify, or provide data for theevaluation of a system, service or product.

Test Criteria Standards by which test results and outcomes are judged.

Test Plan A description of the tests needed to complete a project properly. Adocument that describes the approach to all development, integration,qualification, and acceptance testing.

Time Extension An increase in the time allowed for completion of the project, usuallythrough the issuance of a Change Order.

Time Line A Schedule line showing key dates and planned events.

Total Float The maximum number of work periods by which an activity can bedelayed without delaying project completion or violating a target finishdate.

Traceability The ability to trace the history, application or location of an item oractivity, or similar items or activities, by means of recorded identification.

Tracking Collecting actual time, cost and resource information and feeding themback into the project plan.

Turnkey A form of contract in which a facility or equipment is to be designed, built,supplied, or installed complete and ready for operation.

VValidation As in Project Validation, the process of providing evidence that a system

meets the needs of the user, i.e. "Are we building the 'Right Thing'?"

ValueEngineering

The structured approach to optimizing project value through examinationof the project's design. It is concerned with optimizing the design,engineering and configuration aspects of value.


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TERM DEFINITION

ValueManagement

This technique is a creative, organized approach designed to optimize thetotal cost and/or performance of the project. Usually applied only to themost significant elements of a project by analyzing their contribution andidentifying functionally acceptable substitution. VM often results inimproved performance and/or appearance and simplification at a payoffmany times the cost of the VM program. It is best applied in the earlieststages of a project. VM is not popular because of its "real" front end costcompared to "notional" downstream savings.

Variation A change in scope or timing of work which a supplier is obliged to dounder a contract.

Variation Order The term used in the construction industry for an approved technicalchange to the project.

Vendor A supplier of material or services offered from a catalog or price list andpurchased with a purchase order.

Verification Proof of compliance with specification performance requirements.Verification may be determined by test, analysis, inspection, ordemonstration.

WWaiver Buyer action that grants contract relief from achieving specified

performance. Usually applied when the required performance is not worththe cost and/or schedule to achieve full compliance.

WorkingDrawings

The detailed graphical representations resulting from the detailed designeffort and which are necessary for the proper construction, assembly orcreation of the thing designed.

Workmanship The art and skills of the operative performing the work and the resultingstyle and character of the work performed.

Workshops A usually brief and intensive program for a relatively small group ofpeople that focuses especially on techniques and skills in a particular field,e.g. a training workshop. Unlike a briefing or lecture, a workshop formatencourages interaction and creative participation. Workshops areespecially useful at the commencement of a project to "educate andmotivate" team members by examining the project's goals, objectives,organization, etc. and promotes team building through development ofschedules, coordination and problem solving activities.

ZZero Float A condition where there is no excess time between activities. An activity

with zero float is considered a critical activity. If the duration of anycritical activity is increased the project finish date will slip.

DID MANUAL VOLUME 11CONSTRUCTION MANAGEMENT

PART I : INTRODUCTION

CHAPTER 1

INTRODUCTION TO VOLUME 11

Chapter 1 INTRODUCTION TO VOLUME 11

Revision 0 : March 2009 1-i

Table of Contents

Table of Contents..........1-i

1.1 INTRODUCTION ......................................................................................................... 1-1

1.2 SCOPE OF VOLUME 11................................................................................................ 1-1

1.3 AUTHORISED PARTY AND LIMITS OF AUTHORITY ....................................................... 1-1

1.3.1 Chapter 4 of Volume 10 - Superintending Officer (SO)/ Project Director (PD)....... 1-1

1.3.2 Chapter 5 of Volume 10 Authorised Party ....................................................... 1-1

1.4 DOCUMENT STRUCTURE AND CONTENTS.................................................................... 1-2

1.4.1 Structure Procedures And Appendices ............................................................ 1-2

1.4.2 Contents.......................................................................................................... 1-2

1.4.3 Samples/Pro-Forma.......................................................................................... 1-3

1.5 DOCUMENT UPDATES & CHANGE CONTROL/APPROVAL ............................................... 1-3

Appendix 1A Document Change Control / Approval .......1A- 1

Appendix 1B Amendments Record Sheet 1A- 2


1-ii Revision 0 : March 2009



Revision 0 : March 2009 1-1

1 INTRODUCTION TO VOLUME 11

1.1 INTRODUCTION

This chapter provides:

An overview of the scope, document structure and contents of Volume 11.

Procedures on updating the document.

1.2 SCOPE OF VOLUME 11

Volume 11 covers the general procedures and practices pertaining to constructionmanagement, commencing from the award of contract stage until the completion ofdefects liability stage.

It aims to be the first point of reference for matters pertaining to the constructionmanagement procedures of the Department of Irrigation and Drainage (DID), forexample:

1. The construction start-up processes and liaison with other Government agenciesand service providers;

2. The Quality Assurance (QA) documents and Quality Control (QC) procedures;

3. Project schedule and cost control;

4. Project monitoring records, reports and Health, Safety and Environmentalprotection (HSE) concerns;

5. Training, Testing and Commissioning (T&C) and hand over inspection anddeliverables; and

6. Defects management during Defects Liability Period (DLP).

1.3 AUTHORISED PARTY AND LIMITS OF AUTHORITY

The officers who are empowered to exercise the relevant powers under the conditions ofcontract on behalf of DID, with the corresponding limits of authority are set out inVolume 10 as follows:

1.3.1 Chapter 4 of Volume 10 - Superintending Officer (SO)/ Project Director (PD)

The administration of the construction contract is the responsibility of the SO/PD dulynamed in the contract. The appointment of the SO/PD depends on a number of factors,including value of the works; whether the project is undertaken at HQ or State level andthe location of the works.

The supervision of the construction work is generally carried out by the SO/PDRepresentative. The SO/PD may delegate powers to more than one officer to performdifferent duties on his behalf.

1.3.2 Chapter 5 of Volume 10 Authorised Party

The DID complies with the procurement guidelines set under the current relevantTreasury Instructions. Accordingly, only the person who is duly authorized (AuthorisedParty) may accept, approve, certify or otherwise act on behalf of the Government, inmatters of procurement or administration of contract, regardless who the SO/PD may be.


1-2 Revision 0 : March 2009

Such person may be an officer, by virtue of his office, or a board or committee dulyconvened and comprising the relevant officers. The limit of authority is usuallydependent on the value or estimated value of the contract.

1.4 DOCUMENT STRUCTURE AND CONTENTS

1.4.1 Structure Procedures And Appendices

Where applicable, the information is presented in the following manner and order:

a) ProceduresThe procedures section describes the relevant work processes/activities. Theguidelines or guidance notes on salient processes within construction managementpractices, if any, are included in the respective appendix.

b) AppendicesThe Appendices may include the following, as may be relevant to the chapter.

a. Checklist of proceduresb. Formsc. Pro forma documentsd. Flow charts - provides an overview of a particular process set out within the

chapter, and the sequence and interrelationship between the processes.e. Guidelines

1.4.2 Contents

The chapters within the Volume 11 are grouped into 4 parts, covering the followingsubjects:

a) Part I : Introduction

Part I gives a description on the structure and components of Volume 11. It alsoprovides a brief description of the overall process involved in the implementation ofconstruction management.

b) Part II : Construction Stage

Construction management can be defined as the coordination of actions requiredfor the performance of site construction activities including procedures andelements of control and monitoring necessary to assure that all contractualobligations under construction stage are fulfilled by the parties to the contract.

Part II covers the general construction management process from the award ofconstruction contract to the Contractor, up to the stage prior to initiation of theissuance of Certificate of Practical Completion (CPC).

It also includes guidelines, explanatory notes, checklists, flowcharts and samplepro-forma on various construction management processes such as sample pre-construction meeting agenda; sample project quality plan (PQP) and workinspection forms; management of work programme flowchart; guidelines ontesting and commissioning (T&C) administration and environmental complianceaudit checklist.



c) Part III : Completion And Hand Over Stage

Part III covers the general management process on works completed by theContractor to be handed over to DID. The procedures provide elements of controlnecessary to assure that all contractual obligations are fulfilled by the parties to thecontract, before the issuance of CPC and hand over certificate.

It also includes guidelines, explanatory notes, checklists, flowcharts and samplepro-forma on the processes involved such as sample defects list form; sampletraining agenda; guideline for operation and maintenance (O&M) manual and as-built drawings including the flowchart on review and approval cycle for testrecords, O&M manual and as-built drawing; CPC and hand over certificatechecklist.

d) Part IV : Defects Liability Stage

Part IV covers the general management process from the commencement ofdefects liability period up to the stage of issuance of certificate of making gooddefects (CMGD). The procedures provide elements of control necessary to assurethat all defects and/or outstanding works rectified or closed out before issuingCMGD to the Contractor. Checklists for CMGD and final certificate are included.

Sample Project final (completion) report is included as a guide to the Project Team.This document is prepared by Project Team involved. It serves to facilitate thedissemination of knowledge gained from the projects undertaken by DID. It willalso serve as a guide to the Project Teams undertaking other projects in thefuture.

1.4.3 Samples/Pro-Forma

Samples/Pro-forma are included for reference and ease of comprehension of theprocedures only. Users should exercise care in its use in accordance with the specificrequirements of the respective projects.

1.5 DOCUMENT UPDATES & CHANGE CONTROL/APPROVAL

Volume 11 is a live document and is to be updated from time to time. The document isring bound for this purpose.

An officer may propose changes to the contents or procedures set out in Volume 11, byusing the Document Change Control Form. The officer should state the proposedamendments together with reasons for the amendments in the Amendment RecordSheet. Refer to Appendix 1A and 1B respectively.

Upon approval, the superseded page or document shall be replaced by the new/updatedpage/document. The changes must be recorded in the Registration of Amendmentssheet at the front of the Manual.

DID MANUALVolume 11

Construction Management

Revision Number : Revision 0

Revision Date : March 2009


APPENDIX 1A

Document Change Control / Approval


Revision 0 : March 2009 1A- 1

APPENDIX 1A DOCUMENT CHANGE CONTROL/APPROVAL

TO :.

CHANGE REQUEST

DOCUMENT REFERENCE PROPOSED AMENDMENT

DID MANUAL VOLUME 11

................................................................... ........................................[OFFICER] Date

Name :Designation:Contact No :

APPROVAL RECORD

Approved for Implementation Not Approved

Remarks :

.............................................................[APPROVING OFFICER]

Name :Designation:Contact No :

.....................................Date

DID MANUALVolume 11

Construction Management

Revision Number : Revision 0

Revision Date : March 2009


APPENDIX 1B

Amendment Record Sheet for Revision


Revision 0 : March 2009 1A- 2

APPENDIX 1B AMENDMENTS RECORD SHEET FOR REVISION

AMENDMENT RECORD SHEET FOR REVISION : _______

TO:.

The amendment enclosed herewith is the revision to your DID Manual.

DOCUMENTS ISSUED

1.1 REMOVEINSERT AMENDMENT/

DOCUMENTEDPROCEDURE

REASON FORAMENDMENT/DOCUMENTEDPROCEDURE

Volume 11, Chapter .

Page ____ toPage ___, Rev.___

Page ___ toPage ___, Rev. ___

Attachment ___,Page ___ to Page___ , Rev. ___


Volume 11, Chapter .

Page ____ toPage ___, Rev.___

Page ____ toPage ___, Rev. ___



After Revision : ____ has been inserted, please complete the Registration of Amendments Sheet on

Page ___ of your Manual

DID MANUAL VOLUME 11CONSTRUCTION MANAGEMENT

PART I : INTRODUCTION

CHAPTER 2

CONSTRUCTION MANAGEMENT- OVERVIEW

Chapter 2 CONSTRUCTION MANAGEMENT - OVERVIEW

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Table of Contents

Table of Contents..2-i

List of Figures.2-ii

2.1 INTRODUCTION ......................................................................................................... 2-1

2.2 FUNCTION OF CONSTRUCTION MANAGEMENT ............................................................ 2-2

2.3 CONSTRUCTION STAGE.............................................................................................. 2-2

2.3.1 Construction Start-Up ..................................................................................... 2-2

2.3.2 Quality Assurance and Quality Control ............................................................. 2-3

2.3.3 Project Monitoring Inspection and Supervision............................................... 2-3

2.3.4 Time Control .................................................................................................. 2-3

2.3.5 Cost Control ................................................................................................... 2-4

2.3.6 Health, Safety and Environmental.................................................................... 2-4

2.3.7 Liaison with Other Government Agencies and Service Providers......................... 2-5

2.3.8 Progress Report.............................................................................................. 2-5

2.3.9 Records, Drawings and Documentation ............................................................ 2-5

2.3.10 Testing and Commissioning............................................................................. 2-5

2.4 COMPLETION AND HAND OVER .................................................................................. 2-6

2.4.1 Final Inspection and Defects/Outstanding Works .............................................. 2-6

2.4.2 Hand Over of Records, Documents and Drawings ............................................. 2-6

2.4.3 Training ......................................................................................................... 2-6

2.4.4 Hand Over Certificate and Certificate of Practical Completion ............................ 2-7

2.5 DEFECTS LIABILITY STAGE......................................................................................... 2-7

2.5.1 Defective Works During Defects Liability Period ................................................ 2-7

2.5.2 Certificate of Making Good Defects .................................................................. 2-7

2.5.3 Final Certificate .............................................................................................. 2-7

2.5.4 Final (Completion) Report ............................................................................... 2-7


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List of Figures

Figure 2.1 Project Life Cycle Flow Chart.......2-1

Figure 2.2 Construction Management Methodology....2-2



TENDER STAGE

CONSTRUCTION STAGE

COMPLETION ANDHAND OVER

DEFECTS LIABILITY STAGE

2 CONSTRUCTION MANAGEMENT - OVERVIEW

2.1 INTRODUCTION

This chapter provides an overview of the processes involved in the following three stagesof a project life cycle:

i. Construction stageii. Completion and Hand-Over stageiii. Defects Liabilities stage

Figure 2.1 indicates these stages with respect to the overall project life cycle.

START

Volume 11PROJECT INITIATION STAGE Construction

Management

PROJECT PLANNING STAGE

CONCEPT DESIGN STAGE

SCHEMATIC DESIGN STAGE

DETAILED DESIGNDEVELOPMENT STAGE

END

Figure 2.1 PROJECT LIFE CYCLE FLOW CHART (Outline)



The overview provides a quick reference of the procedures within the ConstructionManagement module. Refer to Figure 2.2 for the flowchart on the ConstructionManagement methodology (Please see attachment Figure 2.2).

This procedure is written in anticipation that events would unfold in a chronological order(although it is not always possible) in the management of a project. There are activitiesthat run through the entire phase of the project rather than in stages.

In general, the following procedures address the common approaches to bothconventional and design and build type of contracting method. In the case ofconventional type of contracting method, there can be projects whereby supervision isfully undertaken by DID and also projects where consultants assume supervisory roles.Where there are exceptions or departures from the conventional contracting, specificmention is made in the procedure in reference to design and build practice.

2.2 FUNCTION OF CONSTRUCTION MANAGEMENT

The function of construction management is to provide overall procedures and describethe major tasks and elements of control in construction management, from the award ofconstruction contract to the stage of issuing the Certificate of Practical Completion to theContractor. This volume also covers procedures in handing over completed works anddefects management during the defects liability/maintenance period.

The Project Team administers and monitors the Consultants services and theContractors progress on site with respect to time, quality, cost, environment, safety andhealth.

Relevant procedures are stipulated in Chapters 3 to 17 of this volume and whereapplicable, cross-referred to corresponding procedure on contract administration inVolume 10 of the Manual.

2.3 CONSTRUCTION STAGE

2.3.1 Construction Start-Up

Chapter 3 provides the procedures and elements of control from the award of theconstruction contract to the commencement of works on site. The procedure is readtogether with Chapter 5, 8 and 20 of Volume 10 on contract administration for Limit ofAuthority; Tender Evaluation and Acceptance and Nominated Sub-contract, respectively.

Upon the issuance of Letter of Award, such as Surat SetujuTerima Tender, JKR 203D(Pind. 6/2005), a Pre-construction or kick off meeting is conducted to inform local leadersand the public about the development. The first site meeting with the Contractor is heldbefore the commencement of work on site, to address contractual deliverables and otherstandard requirements with respect to site operations. A sample of the agenda in suchmeetings is provided.

The Project Team should ensure that the site is ready for handover to the Contractor andthat the Consultants have secured the necessary Authority approvals before thecommencement of works on site. If no approvals are obtained, the Authorized Person willdecide whether to commence with the works or otherwise.

Issue letter of Acceptance /Award to Contractor.

Issue to Contractor, letter ofEmployers delegation of powers

and its authority.

Contractor Organisation & Program Submittals

Project Quality Plan

Organisation Chart

Site Office requirements

Materials Approvals

Work Programme

Drawings Management

Product Technical Information

Inspection and Test Plan

QA/QC, Safety, Health, Logistic, Environmental

Requirements

Statutory Permits

Temporary Structures

Tower Crane

Project Signage

Temporary Utility Supply

Pre Construction Meeting

Review and Approval of Contractors

Submissions ( Consultant )

Minutes of Meeting ( Consultant )

Client Information & Project Files

Client Endorsement of Claims & Interim

Payment Certificate

( Client )

Mobilisation

Contractor Submittals

Shop Drawings

Work Method Statements

Manufacturing Programs

Updated / Revised Work Programme

Testing Programs and Results

Mock-Up / Sample / Cut Sheet / Catalog

Consultant Review & Approval

Contract Administration Ongoing Contract Correspondence

Project Meetings

Approval and Recommendations

( DID )

Progress Reports

Monthly

Quarterly

Construction Survey ( Contractor ):

Setting out based on Land Surveyor

Demarcation Plan

Establish control points from given TBM

DID Final ApprovalComments /

Status C

DID

Review & ApprovalComments

Final Approval

( DID )Comments

Consultants Review & Recommendations

Comments

Contract Variation Request ( EI / VO )

Contractor EOT & IPC.

Comments

Agenda for Contractors pre-construction meeting advise on

procedure to be used.

DID brief Contractor onspecific procedures. (i.e.: Drawings

Management, Programming, NCR,

Testing, Commissioning, Reporting

etc.).

Ensure acceptance of Contractorswork programme and project quality

plan.

Contractors Development of Requestfor Information and Request for

Inspection Proforma based on its

Inspection & Test Plan.

Implement cost and contractmanagement procedure.

Prepare, bind and sign off constructioncontract documents.

Comments

Contract Award

Figure 2.2 Construction Management Methodology

Construction Civil & Structures,

Architectural, ID.

Quality Assurance / Control

( Contractor )

Temporary Works / Mockups

( Contractor )

Construction Activities

( Contractor )

Site Supervision of

Works

( Consultant )

Repair Procedures

( Contractor )

Element Acceptance

( Consultant )

Civil & Building Complete

As Built Drawings

( Contractor )

Civil & Building Inspection

( Consultant )

Defects List

( Consultant )

Issuance of Certificate of Practical

Completion ( Client, DID )

Defects Liability Period

( Contractor )

Correct Defects

( Contractor )

Equipment, Warranty

Certificates Acceptance

( Consultant , DID )

Commissioning

( Contractor )

Defects List

( Consultant )

Equipment Inspection

( Consultant )

Correct Defects

( Contractor )

O & M Training

Site Witness Testing of Equipment

( Consultant & DID )

Field Validation Testing

( Contractor )

As Built Drawings

( Contractor )

Site Installation

( Contractor )

Plant Performance Verification

( Consultant )

Final O & M Manuals

(Consultant Approval)

Draft O & M Manuals

Factory Witness Testing of Equipment

( Consultant, DID, Client )

Manufacture Equipment

Construction Mechanical,

Electrical & Special Systems

Pass Testing

Pass Testing

Testing, QC

No

Yes

No

Yes

No

Yes

Final Certificate

( Client, DID , Consultant )

Delivery to Site

Inspect Equipment

Storage on Site

DID ensures continuousupdate of Contractors work

programme and Inspection & Test

Plan.

Contractors development ofTesting and Commissioning

procedures and acceptance by

Consultant.

DID develops handing overprocedures to owner / operator.

DID develops procedures toensure safe keeping of contract

end records :

CPC

CMGD Certificate

Operation & Maintenance

Manual

Asbuilt drawings

Warranty Certificates

Contract Documents

Final Certificate

The flow chart is also applicable toinfrastructure works with modification

of elements referred i.e. Omission of

ID, Architectural and Special Systems.

Owners appointment of BuildingMaintenance Operator.

Operator O & M training.

Closure of all NCRs.

Closure of EOT and Loss andExpense claim.

Contractor prepare Draft Final Account.

Ensure all defects corrected beforeissuance of Certificate of Making

Good Defects.

Secure Certificate of Fitness for Occupation/Certificate of Completion

and Compliance ( Could be Consultant

or Contractors role depending on

types of construction contract ).

Closure of all Consultants andContractors contract.

Owner taking Operational Insurance.

Certificate of Making Good Defects

( Client, DID, Consultant )

Handing Over to DID

Recommendation for Practical Completion

( Consultant )

Revision 0 : October 2008 2-2



2.3.2 Quality Assurance and Quality Control

The quality procedures and controls to ascertain that the works comply with th

Volume 11_Construction Management

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