De the possibility to act to Build. By: Nicanor Wong Arch
jnwong@caplima.pe
Abstract: The performance of any building project requires a pre-processing stage is crucial. This article attempts to show the value of same because of the consequences that a good or bad management plan will result in changes that can then become claims.
If in the previous article that you should ideally be equal to the cost for this benefit can be realized not only will have to take special care in planning and monitoring processes within the act of building but also in quality management , human resources and communication between agents involved in any process building complex.
Every company looks for a profit margin either from the real estate (finance and marketing) or building (technical and management). However, both the client and the architect or the executor have to incorporate four additional areas that have always been present at one time and have found a policy area:
1. Security Management
2. Partner Impact Management - Environmental
3. Management Project Funding
4. Claims Management
complementary areas are not joint management theorists. In reality they are a group of people - with or without a representative - firms or municipal, state or nongovernmental organizations (NGOs).
a. BASIC PRINCIPLES
Since construction is a process that involves insiders external and beyond the machine tool or the work of cabinet or office, to the agents will have to notice three basic conditions for a successful implementation and to better manage the changes that manage claims during or after work. These three principles are:
1. Principle of authority, clarify who makes the rules. Usually be the Owner and Project Manager.
2. Good faith work: remove any "hidden agenda" is to say all those expectations from the start and are made only await the right moment to "unlock" the Owner or Project Manager.
3. Be socially responsible: Owner, Project Manager and Construction Manager have to be respectful not only to regulations of the area where the work is done with the building industry but for internal and external staff where it is located. For example, times in which the truck mixers to obstruct a public highway in rush hour traffic. Within that principle the Project Manager must consider especially the needs, interests and legal rights of these human groups and external agents that could impact the Project so as not to block it. Going to the extreme case in which the Work has to be frozen, for example due to problems with the Union of Workers, Management will pay wages and settle the bill for all workers and then re start the work under conditions in which workers are entering for the Project and in doing so, you can use arguments such as a contractual review prior medical.
The union issue is of utmost importance in any work. It is extremely important for anyone who manages the project will not only be socially responsible but keep control within the workers' committee. In any case, claims submitted by external or internal, it is advisable that conciliation with the same or in another venue, under a legal or police who sows the principle of authority. B.
DOMESTIC WORKERS
Whether in the form of sub contract or contractor, these organizations providing a service must also be governed under the basic principles but with other considerations. For example:
- What will be required during the implementation process?
- Will contribute expertise and knowledge to my staff?
- What are the strengths and weaknesses of these companies?
- What level of authority is going to give?
- What legal rights protects them or they will require? For example: If you make a contract with a company of tower cranes, the operator must be fully qualified (approved) by the distributor of such a machine.
- What means of communication and frequency will be maintained for exchange of information?
It is also extremely beneficial for all parties to create a climate for the project, which is involved in decision-making within the level of authority being granted. C.
IDEAL MODEL TO THE REAL
real thing as they approach a construction project that will not go into serial stages but overlap. That is, between the design and integration phases (compatibility) of the specialties, planning and procurement of contractors or sub contractors and their respective implementation control changes will basically two scenarios:
1. The design phase is not yet entirely harmonizes with the other specialties and, consequently, the scope is affected, creating uncertainty about the risks that may occur.
2. That during the implementation phase the Contractor encounter unexpected changes outside the terms of the contract. For example, faults are discovered important, an unexpected decline in the stock market or the domestic or foreign politics, a natural disaster ...
To cushion the uncertainty generated by the risks you take when you run a play and not succumb to the "dead time" or partial shutdowns, the figure can be used to hire a Construction Manager. Before you mentioned this figure. Such a person has an essential characteristic: a lot of experience in project implementation, therefore, is able to remove or curtail the process of "packages" without having the design yet fully integrated with other specialties in various eventualities.
changes during the execution of the work produces stresses which the Construction Manager is to manage jointly with the Owner and Project Manager. These tensions could be imagined as a pyramid, where the triangular base at its vertices have cost, quality and time., while the top is the range. What is changed to stretch or contract by either side affect the shape of the pyramid structure: stress. Preferably, this pyramid is to save as the equilateral quality. Often given the contrary to the adage "suffers now and then laughs." Therefore a major change, less constructive. Nor must we wait for the Construction Manager will be able to do magic. D.
CONSTRUCTION AND PLANNING THE GEOMETRIC
could be defined as "the optimum use of construction knowledge and experience in planning, design and field operations to achieve the objectives of the project (Construction Industry Institute. 1987. AM University).
adjetivización The constructability as the verb is crucial in the study, development and implementation of construction systems. Too often we fall into viable designs due to absence of approach in the construction system and technical specifications. Does the acceleration of technical processes is the pace of integration and the design and planning? Just the opposite. In the previous article, "Construction, Process, Management and the Architect" (http://arkhe-noticias.blogspot.com/2010/04/construccion-proceso-gestion-y-el.html. Revised 10 May 2010) the emphasis is on the stage of starting the project as extremely critical. Without a good foundation the building will not stand. Even the ISO will handle warranty as the "what" but not "how." Each piece is unique and unique.
Great responsibility is assumed by the project architect to stay only in the creative stage without further coordination with the Project Manager and Construction. I called as geometric planning will be understood as viewing during the creative stage of the construction process, ie, how will joining the pieces. This means dealing with concepts modulation and arrangement of parts. For example, if the project has the size to use a tower crane will be located where their work is to be effective? Or where to place the prefabricated elements, camping, workshops and access facilities., How that piece was hoisted to its final location? It's a view the work setting. That is why the project architect is not an autonomous entity within the process, but - necessarily - have experience building industry.
The project architect must seek not only unwarranted complexities including, but - simultaneously - the "what to build" not include excessive restrictions on the "how to build." In other words, a sequence allowing the intervention of agents and themselves to make their requirements within the project. Also, the design has to have some ability to replace parts and finished by other alternative under the skilled labor and materials are available on the market., Further agree that you are up to date with innovations in tools, materials and techniques constructive. Clearly, the architect, in his role as "creative" transcends the same. Will possible to executable and vice versa, knowledge that is acquired only with previous practical work.
depend on the magnitude of the project so that the designer can determine - in integrated work with the engineering building - the possibility of using prefabricated or preassembled to enable the remote making them, not take up space in the ground and cause congestion of the operations carried out there, especially when working conditions are difficult. For example, work in wet areas or on steep slope.
Standardizing the project architect has to understand not the infinite replication of a form, but the clever use of it so that it accords the possibilities Feasibility of civic work in full knowledge of all requirements by the client and builder from project conceptualization.
So that the work has a high degree of constructability has to combine the following elements: proper coordination of project plans systematic reconciled with the manager of it for proper planning, commitment to internal and external actors and the achievement the objectives of short, medium and long term.
The project in itself, will bring changes. If from the boot process, the project is not "fully" as defined in the fields of design, engineering and management, thereby leaving to resolve uncertainties in play, the tensions can pyramid to sacrifice the quality of the work (trade off), setting out the budget and deadline extensions: loss. The golden rule is: better manage changes to manage future claims. E.
PRODUCTIVITY
as a capacity or level of output per unit of work, studies presented in percentages the relationship between working hours and efficiency of workers (Oglesby at al. 1989. Productivity Improvement in Construction. Mc Graw Hill. USA). It will therefore important to take into account the human aspect of fatigue and work stress issues are not resolved only with productivity bonuses. The direct impact is on cost and duration of the phases of the project. For example, if the workers camp area is removed from the project and the paths to the work area are in poor condition, if the conditions under which you perform a certain task are adequate lighting, air exchange, temperature ... matters other than PPE (Personal Protective Equipment)., we must take account of the time working hours.
Moreover overcrowding can be understood as the entry to the work of several actors who, given the shorter time of delivery, the percentage of inefficiency in the operations increases. For example, if you paint a room is a painter, his efficiency will be commensurate with their expertise. If we have two eventually reduce but not necessarily have ten efficiency and reduces time, and no loss of efficiency and money. It will be important that the client is present in numbers the cost of loss for this case so that it can grant an extension of time.
between productive and constructive are closely linked. Another curiosity of the contemporary system of construction is the separation - under the name of "specialization" - between the various actors in the early phase of the project. I mean, if internationally may be the architectural drawings in NY, London and engineering in China details the coordination can be equally or more distant to be within the same office. So we have a design section, other computing and engineering, another of quantities and budgets, other financial, other management purposes. The approach has been handling the stovepipe, the mental barriers that "finished" work in an area and passed to the other without having to accept the return of the same lack of data or lack of stock finished in materials, for example. Nothing better than a coordinated approach in all areas involved. Within this approach is also correct and complete definition of the order of the principal and the exhaustive study of it to satisfy. For example, if the client requested the design of a Clinical Analysis Laboratory, the designer has to soak and make the consultations on all of the conditions constractibilidad beyond basic reading manuals or, alternatively, if the principal changes the scope of the project and requested that instead of two levels is three or four. Although the relationship be negotiated tensions caused pyramidal and black and white show the impact of change, the designer will not be limited the repetition of the template class it has to coordinate with other stakeholders on the impact that this new range is on it.
According to studies by Alarcón and Mardones, 1998 in Santiago de Chile, after a study of four buildings were identified fourteen key issues that led to changes, delays and, consequently, increased risks and costs during implementation. Below are presented in order of priority:
1. Little detail of the structural elements
2. Lack of architectural drawings
3. Incompatibility between the architectural drawings with the other specialties
4. Crossing information
wrong with the structure 5. Lack of definition of the technical specifications of the architecture
6. Changes at the
structures 7. Lack of adequate dimensions in architecture
8. Lack of identification and placement of elements of architectural drawings
9. Materials and finishes are required samples and approval
10. Problems with the axes
11. Defects in the design of drains
12. Crossing incorrect information architecture
13. Principal design changes
14. Other
is clear that, in general, the process of construction are not isolated phases. Experience shows in the construction sector is very difficult to combine the design and construction phases, initially because since modernity began to take shape the showdown between the two that in the late modern curdle in the field of teaching in a bad architecture mechanistic interpretation of the Industrial Revolution. The stage design does not end until the end of the project. It's like a living organism in which return flows - in this case for reconsideration or fitness information - for purification and purging of harmful elements to it. The study by Alarcón and Mardones considered under "other" efforts of licenses and other entities that mandate the work as completed., there are also efforts to consider approval of plans to the same entities.
current quality standards required to break the traditional management system construction design under the dual model of cost and time. Therefore, the approach must be multidimensional plan within a Project Management Plan.
f. THE PROJECT MANAGEMENT PLAN
itself is a formal document that defines how execute, supervise and monitor the project. Indeed, the level of detail of this document varies according to the magnitude of it is closely related to the contract terms.
This plan should be supported by:
1. Executive Strategy: Planning geometric
-
constructability analysis - Work fronts
- Temporary Works
- Ancillary works
- Main equipment
-
constructive methods
2. Production strategy:
- Planning (the) system (s) of production
- Planning (the) production processes
Usually, the production system is described as a train of work in a single lane (time work) and among wagons, leaving some "slack" in a "just in case an unforeseen happens." Humanly know of the existence of "slack" implicitly meant that it was part of the first carriage so that, when genuinely needed to "play" they no longer exist.
The most practical is to design the production system and several trains of work in several lanes, adding the length of the rails, is equal to the time-intensive. Seen this way, the ABC's first rail train appears under a stream moving more and so on until a time of "final cushion of protection" or "unexpected clearance." Conceived in this way work time is reduced substantially since the pace of activities execution can proceed in parallel and not continuous., view and even critical points and better manage change.
