Introduction:
Construction projects, consultants and contractors have to be managed and supervised daily by good systems and experienced and qualified construction client representative engineers. The course is primarily aimed at people already working in a supervisory or management role within the construction industry. To achieve these qualifications, supervisors or managers have to provide satisfactory evidence of their management skills, as well as their technical knowledge and competence in the workplace and ability in supervising or managing a construction operation.
Objectives:
The main objectives of this course is to enhance the participants knowledge, abilities and skills necessary to increase his value to his organization and enhance his career as a supervisor in engineering projects. Also present and discuss the Managing and Supervising Projects, Consultants and Contractors during the different phases of the project. Such projects involve much time and expense, and close management control of them is required if they are to be completed within the established time, cost and quality limitations. Developed and discussed are management techniques directed toward the control of time, cost, quality, resources, and project finance during all phases of the project.
Upon completion of this training course, participants will be able to demonstrate that they can:
Manage projects, consultants and contractors
Supervise projects, consultants and contractors
Organize work operations and activities
Organize resources for the work
Monitor and supervise work operations and activities
Implement health and safety in the workplace
Maintain team and individual performance
Establish working relationships
Plan and implement project maintenance
Face challenges in moving to supervision
Build dependable working relationships
Increase labor productivity and morale
Avoid claims and legal problems
Communicate and lead effectively
Balance managerial skills with technical skills
Promote team performance
Increase skill sets in Managing and Supervising Projects, Consultants and Contractors
Increase their sense of Professionalism
Increase their Knowledge of Advanced Techniques of Managing and Supervising Projects, Consultants and Contractors
Increase their ability to lead successful construction sites
Increase recognition by the organization due to improved performance
Who should attend:
This course is recommended for anyone involved with the construction stage of construction, maintenance and repair projects:
Clients Representatives
Supervisors
Engineering Project Managers,
Team Leaders
Site Officers and Managers,
Construction Engineers,
Technical Professionals
Operation Supervisors,
Mechanical Engineers,
Field Production Supervisor, and
Project Engineers and Operation Engineers.
Daily Outlines:
1. INTRODUCTION TO CONSTRUCTION INDUSTRY:
INTRODUCTION
THE CONSTRUCTION INDUSTRY
THE CONSTRUCTION PROJECT
SELECTION OF PROFESSIONAL SERVICES
CONSTRUCTION CONTRACTORS
LEGAL AND REGULATORY REQUIREMENTS
THE PROJECT LIFE CYCLE
PROJECT CONSTRUCTION CONTRACTS AND CONTRACTORS SELECTION METHODS
MANAGEMENT DURING THE DESIGN PHASE
MANAGEMENT OF FIELD CONSTRUCTION
THE PROJECT MANAGER
NEED FOR PROJECT MANAGEMENT
MANAGEMENT PROCEDURES
2. DEVELOPING THE SUPERVISORY SKILLS IN THE CONSTRUCTION PROJECTS
CHALLENGES IN MOVING TO SUPERVISION
BUILD DEPENDABLE WORKING RELATIONSHIPS
INCREASE WORKER PRODUCTIVITY
ENCOURAGE LABORS INITIATIVE
AVOID COMPLAINTS AND LEGAL PROBLEMS
INCREASE COMMUNICATION AND LEADERSHIP SKILLS
THE IMPORTANCE OF BALANCING MANAGERIAL SKILLS WITH TECHNICAL SKILLS
PROMOTING OUTSTANDING TEAM PERFORMANCE
HOW TO MEDIATE DISPUTES BETWEEN LABORS
PLANNING
PHYSICAL RESOURCE MANAGEMENT
IMPLEMENTING
MONITORING AND CONTROL
MANAGING TEAMS AND INDIVIDUALS
Day #2
A. Managing Construction Projects
3. PROJECT COST ESTIMATING
INTRODUCTION TO COST ESTIMATING
ROLE AND QUALIFICATIONS OF COST ENGINEER
TYPES OF COST ESTIMATING
THE FINAL PROJECT COST ESTIMATES
PROJECT BUDGETING
UNBALANCED BIDS
SETTING OF A COST ESTINATE MODEL
COST ESTIMATE COMPUTER PROGRAM
4. THE PROJECT COST CONTROL
OBJECTIVES OF COST CONTROL
PROJECT COST CONTROL
DATA FOR ESTIMATING
PROJECT COST CODE
USAGE OF PROJECT COST CODE
PROJECT COST ACCOUNTING
LABOR AND EQUIPMENT COSTS
COST ACCOUNTING REPORTS
LABOR TIME REPORTING
TIME CARD PREPARATION
MEASUREMENT OF WORK QUANTITIES
WORK QUANTITIES FROM NETWORK ACTIVITIES
WEEKLY LABOR COST PEPORT
WEEKLY LABOR COST REPORT
COST RECORDS AND REPORTS
EQUIPMENT COST ACCOUNTING
CHARGING EQUIPMENT TO THE PROJECT
EQUIPMENT TIME PEPORTS
WEEKLY EQUIPMENT COST REPORT
SPECIAL ASPECTS OF EQUIPMENT CHARGES
MONTHLY COST FORECAST
TIME-COST ENVELOPE
SPECIAL COST ACCOUNTING PROBLEMS
PRODUCTION COST REDUCTION
INFORMATION FOR ESTIMATING
COMPUTER APPLICATION
ACCURACY OF ESTIMATING
5. CONSTRUCTION PROJECT PLANNING
THE CPM PROCEDURE
THE PLANNING PHASE
JOB ACTIVITIES
JOB LOGIC
RESTRAINTS
PRECEDENCE NOTATION
THE PRECEDENCE DIAGRAM
LAG RELEATIONSHIPS
PRECEDENCE DIAGRAM FOR HIGHWAY BRIDGE
REPETITIVE OPERATIONS
NETWORK IINTERFACES
THE MASTER NETORK
SUBNETWORKS
DRAWING THE DIAGRAM
6. CONSTRUCTION PROJECT SCHEDULING
SCHEDULING PROCEDURE
ACTIVITY TIMES
RULES FOR ESTIMATING ACTIVITY DURATIONS
ESTIMATING ACTIVITY DURATIONS
TIME CONTINGENCY
NETWORK COMPUTATIONS
EARLY ACTIVITY TIMES
PROJECT DURATION
LATE ACTIVITY TIMES
TOTAL FLOAT
THE CRITICAL PATH
FREE FLOAT
ACTIVITY TIMES IN TABULAR FORMAT
FLOAT PATHS
EARLY START SCHEDULE
ACTIVITIES AND CALENDAR DATES
SORTS
LAGS BETWEEN ACTIVITIES
HAMMOCK ACTIVITY
MILESTIONS
TIME-SCALED NETWORKS
BAR CHARTS
7. PROJECT TIME REDUCTION
TIME SCHEDULE ADJUSTMENTS
NEED FOR TIME REDUCTION
GENERAL TIME REDUCTION PROCEDURE
SHORTENING HHE LONGEST TIME PATH
PROJECT DIRECT COSTS
VARIATION OF ACTIVITY DIRECT COST WITH TIME
PROJECT INDIRECT COSTS
TIME-COST TRADEOFF BY COMPUTER
RESTUDY OF CRITICAL ACTIVITY DURATIONS
RESTUDY OF PROJECT PLAN
CRITICAL ACTIVITIES IN PARALLEL
SUBDIVISION OF CRITICAL ACTIVITIES
SBCONTRACTING
THE CRITICAL PATH METHOD (CPM) OF TIME-COST TRADE-OFFS
8. PROJECT TIME MANAGEMENT
THE TIME MANAGEMENT SYSTEM
ASPECTS OF TIME MANAGEMENT
PROGRESS MEASUREMENT
HIGHWAY BRIDGE AS OF JULY 14
JULY 21 STATUS OF HIGHWAY BRIDGE
PROGRESS ANALYSIS
CORRECTIVE ACTION
NETWORK UPDATING
PROJECT PROGRESS CURVES
9. PROJECT FINANCIAL MANAGEMENT
FINANCIAL CONTROL
PROGRESS PAYMENTS
PAYMENT REQUESTS FOR UNIT-PRICE CONTRACTS
SCHEDULE OF FOR PAYMENTS BY OWNER-UNIT-PRICE CONTRACT
FINAL PAYMENT
CASH FLOW
CASH DISBURSEMENT FORECASTS
CASH INCOME FORECASTS
CONSTRUCTION FINANCING FOR CONTRACTORS
EFFECTS OF OTHER FACTORS ON A CONTRACTOR'S PROFITS
10. QUALITY MANAGEMENT PLANS
QUALITY: AN OVERVIEW
QUALITY CONTROL (QC
QUALITY ASSURANCE (QA
TOTAL QUALITY MANAGEMENT
TOTAL QUALITY MANAGEMENT
PRE-DESIGN PHASE
DESIGN PHASE
TENDERING PHASE
CONSTRUCTION PHASE
POST-CONSTRUCTION PHASE
OBJECTIVES OF QUALITY PLAN
METHODOLOGY OF QUALITY PLAN
ANALYSIS AND EVALUATION
EVALUATION MATRIX
TOTAL QUALITY CONTROL
QUALITY CONTROL BY STATISTICAL METHODS
STATISTICAL QUALITY CONTROL WITH SAMPLING BY ATTRIBUTES
STATISTICAL QUALITY CONTROL WITH SAMPLING BY VARIABLES
Day #3
B. Managing Construction Consultants
11. CONSTRUCTION CLAIMS AND DISPUTES
INTRODUCTION
CLAIM DEFINITION
CLAIMS REASONS AND SOURCES
VARIOUS TYPES OF CLAIMS
CONTRACTOR'S CONSTRUCTION CLAIMS AVOIDANCE
LIFE CYCLE OF CONSTRUCTION CLAIMS
CASE STUDIES OF CONSTRUCTION CLAIMS
12. VALUE ENGINEERING
HISTORY OF VALUE ENGINEERING
BENEFITS AND APPLICATION OF VALUE ENGINEERING
VALUE ENGINEERING METHODOLOGY
SPECIAL TECHNIQUES FOR PROJECT SELECTION
OTHER VE METHODOLOGIES
VALUE ENGINEERING PRACTICE
VALUE ENGINEERING RESULTS
13. KEY PERFORMANCE INDICATORS (KPIs)
WHAT IS A "BALANCED SCORECARD?
MAKING THE BSC A STRATEGIC TOOL
HR MEASURES FOR A BSC
PERFORMANCE MEASUREMENTS
WHY MEASURE PERFORMANCE
WHAT TO MEASURE
HOW TO MEASURE
FEEDBACK TO SUPPLIERS REGARDING PERFORMANCE
C. Managing Construction Contractors
14. CONTRACT FUNDAMENTALS
THE ELEMENTS OF A CONTRACT
TYPES OF CONTRACTS AND THEIR ADVANTAGES AND DISADVANTAGES
FORMS OF CONTRACT
IDENTIFICATION OF CONTRACT TERMS
TERMS AND CONDITIONS OF CONTRACT
15. CONSTRUCTION MANAGEMENT SAFETY
ORGANIZE WORK OPERATIONS AND ACTIVITIES
ORGANIZE RESOURCES FOR THE WORK
MONITOR AND SUPERVISE WORK OPERATIONS AND ACTIVITIES
MAINTAIN TEAM AND INDIVIDUAL PERFORMANCE
ESTABLISH WORKING RELATIONSHIPS
HEALTH AND SAFETY INCLUDING MANAGEMENT OF HEALTH.
COVERAGE OF ALL REGULATION RELATING TO THE CONSTRUCTION INDUSTRY.
ACCIDENT PREVENTION, INVESTIGATION AND REPORTING PROCEDURES.
OCCUPATIONAL HEALTH AND HYGIENE PERSONAL PROTECTION.
GENERAL HAZARD IDENTIFICATION AND SAFE WORKING METHODS
IDENTIFY HAZARDS AND REDUCE RISKS
OVERVIEW OF SAFETY IN CONSTRUCTION PROJECTS
DESIGN OF SAFETY PLAN AND FIRE PLAN
CASE STUDY OF SAFETY PLAN AND FIRE PLAN
Day #4
D. Supervising Construction Projects
16. PROJECT NEGOTIATION
INTRODUCTION
FUNDAMENTAL KNOWLEDGE OF NEGOTIATION
AGREEMENT / BREACH
COROLLARIES / RESULTS
PRINCIPLES AND COROLLARIES ABOUT NEGOTIATION
(CAUSE EFFECT)
"THE NEGOTIATION IS NOT AN EXACT SCIENCE
PRINCIPLES AND COROLLARIES ABOUT NEGOTIATION
NEGOTIATION CHARACTERISTIS
NEGOTIATION ELEMENTS STUDY IN EMIRATES
NEGOTIATION ITEMS
17. ORGANIZING FOR PROJECT MANAGEMENT
WHAT IS PROJECT MANAGEMENT?
TRENDS IN MODERN MANAGEMENT
STRATEGIC PLANNING AND PROJECT PROGRAMMING
EFFECTS OF PROJECT RISKS ON ORGANIZATION
ORGANIZATION OF PROJECT PARTICIPANTS
TRADITIONAL DESIGNER-CONSTRUCTOR SEQUENCE
PROFESSIONAL CONSTRUCTION MANAGEMENT
OWNER-BUILDER OPERATION
TURNKEY OPERATION
LEADERSHIP AND MOTIVATION FOR THE PROJECT TEAM
INTERPERSONAL BEHAVIOR IN PROJECT ORGANIZATIONS
PERCEPTIONS OF OWNERS AND CONTRACTORS
E. Supervising Construction Consultants
18. DRAWINGS AND SPECIFICATIONS
THE ARCHITECT-ENGINEER
SERVICES PROVIDED BY THE ARCHITECT-ENGINEER
PROJECT DESCRIPTION
THE DRAWINGS
STANDARDIZED DRAWINGS
THE SPECIFICATIONS
WORK AND MATERIAL SPECIFICATIONS
SPECIFIACATIONS DIVISIONS
THE GENERAL CONDITIONS
SUPPLEMENTARY CONDITIONS
THE TECHNICAL SPECIFICATIONS
PERFORMANE SPECIFICATIONS
DESIGN SPECIFICATION
MATERIAL AND PRODUCT STANDARDS
CLOSED SPECIFICATIONS
OPEN SPECIFICATIONS
OTHER MATERIAL SPECIFICATION TYPES
STANDARD SPECIFICATOINS
19. CONSTRUCTION PRICING
PRICING FOR CONSTRUCTED FACILITIES
RELATIVE COSTS OF CONSTRUCTION CONTRACTS
PRINCIPLES OF COMPETITIVE BIDDING
PRINCIPLES OF CONTRACT NEGOTIATION
20. METHODS FOR BID EVALUATION
CLASSIFICATION OF METHODS FOR CONTRACTORS SELECTION
EVALUATION OF COMPETITIVE BIDS
PROPOSED METHODOLOGY FOR CONTRACTOR SELECTION
PROPOSED METHODOLOGY FOR CONTRACTOR SELECTION
COMPUTER PROGRAMMING AND IMPLEMENTATION
21. REVIEW OF THE DIFFERENT APPLIED DESIGN MANAGEMENT MODELS FOR CONSTRUCTION PROJECTS:
INTRODUCTION
DESIGN MANAGEMENT VS. CONSTRUCTION MANAGEMENT
CHARACTERISTICS OF DESIGN MANAGEMENT
DESIGN MANAGEMENT PHASES
THINKING TO BUILD A SIMPLE MODEL OF DESIGN
RESEARCHES REVIEW IN DESIGN MANAGEMENT
CONVENTIONAL DESIGN PROCESS IN CONSTRUCTION
PROCESS-PARAMETER-INTERFACE MODEL
CASE STUDY: DESIGN OF A CONFERENCE ROOM
DESIGN REVIEWS IN THE CONSTRUCTION PROCESS
CONCURRENT ENGINEERING APPROACH TO REDUCING DESIGN DELIVERY TIME
DIFFERENT CASE STUDIES
22. TENDERING PROCEDURES
PROJECT STRATEGY
PREQUALIFICATION OF TENDERERS
OBTAINING TENDERS
OPENING OF TENDERS
EVALUATION OF TENDERS
AWARD OF CONTRACTS
Day #5
F. Supervising Construction Contractors
23. CONSTRUCTION EQUIPMENT MANAGEMENT
CONSTRUCTION EQUIPMENT SELECTION FACTORS
COST OF OWNING AND OPERATING CONSTRUCTION EQUIPMENT
SOURCES OF CONSTRUCTION EQUIPMENT
ECONOMIC LIFE OF CONSTRUCTION EQUIPMENT
PRODUCTION CYCLE & OUTPUT
24. CONSTRUCTION LABOR MANAGEMENT
PERFORMANCE MEASUREMENTS
LEVEL OF PERFORMANCE MEASUREMENTS
SETTING WORTHY STANDARDS
SETTING IMPROVEMENT PRIORITIES
PERFORMANCE IMPROVEMENT PHILOSOPHY
PERFORMANCE ANALYSIS
WORTH OF PERFORMANCE
