RIICWD507D Learner Guide
RIICWD507D Learner Guide
RIICWD507D Learner Guide
s
Table of Contents..................................................................................................2
Introduction..........................................................................................................3
CHAPTER 1: PLAN FOR THE DETAILED DESIGN OF GEOTECHNICAL WORKS..........4
1.1 Access, interpret and apply geotechnical works design documentation and ensure
the work activity is compliant..........................................................................6
1.2 Obtain, read, interpret, clarify and confirm work requirements...........................14
1.3 Identify and confirm the geotechnical works project requirements and information
................................................................................................................19
1.4 Prepare a design plan which makes best use of the available resources...............23
CHAPTER 2: UNDERTAKE THE DETAILED DESIGN OF GEOTECHNICAL WORKS.....28
2.1 Interpret and analyse data and identify viable options.....................................31
2.2 Interpret and analyse data and make a recommendation for the preferred option.34
2.3 Complete the detailed design of the geotechnical works....................................38
2.4 Prepare a cost estimate for executing the designed geotechnical works...............40
2.5 Participate in the review of the geotechnical works design with peers and
stakeholders...............................................................................................44
2.6 Complete the documentation for the geotechnical works design.........................48
2.7 Monitor and coordinate the progress of other team members involved in the design
process......................................................................................................51
2.8 Gain design approval...................................................................................54
CHAPTER 3: FINALISE DESIGN PROCESSES OF GEOTECHNICAL WORKS.............58
3.1 Ensure filing of design records is completed....................................................60
3.2 Complete and submit design cost and other reporting.......................................63
3.3 Participate in performance review of the design process....................................65
3.4 Seek client feedback and contribute to the verification of the design...................67
3.5 Close out all systems...................................................................................69
CHAPTER 4: SUPPORT AND REVIEW THE APPLICATION OF THE DESIGN OF
GEOTECHNICAL WORKS......................................................................................73
4.1 Provide clarification and advice to those applying the design..............................76
4.2 Review the application of the design and recommend changes for continuous
improvement..............................................................................................78
4.3 Contribute to the validation of the design........................................................80
Knowledge evidence (KE) Compliance................................................................83
References..........................................................................................................85
It is a civil engineering discipline that studies the behaviour of natural geological materials
in engineered systems.
This guide describes the skills and knowledge required for a participant to prepare detailed
geotechnical designs in civil construction.
Slope stability
Soil reinforcement
A u stra lia n s ta n d a rd s
C o d e s o f p ra ctic e
You must be aware of the laws that apply to the construction industry. Key legislation
includes:
Organisational rules and procedures guide decision-making processes and how work
should be done in an organisation. Increased openness, accountability, uniformity, and
stability result from clear, well-written policies and processes.
WHS
Work health and safety (WHS) – sometimes known as occupational health and safety
(OH&S) – is the management of threats to everyone's health and safety in the workplace.
This encompasses the health and safety of your employees, as well as your customers,
visitors, and suppliers.
Implementing safe procedures and installing safety equipment may cost money and time
at first, but it is vital to the success of your organisation. Failure to act may also result in
prosecution, fines, and the loss of your skilled personnel.
WHS Advantages
Creating a safe working environment is a legal requirement. It is also crucial to the long-
term success of your company and can:
You must implement health and safety practices as soon as you begin your business.
Under Australian WHS legislation, your company must guarantee its employees' health and
safety while not endangering others' health and safety. To accomplish this, you must:
Ensure that machinery and structures are safe and that they are kept in good
working order
Provide safe working conditions
Ensure that machines, structures, and chemicals are used, handled, and stored
safely.
Create and maintain sufficient facilities.
Employees in your company have WHS responsibilities to themselves and others on the
job. They are required to:
Each state has its own set of WHS legislation and a regulator enforcing them. Each state's
WHS framework comprises the following elements:
Regulations - establishes precise criteria for various hazards and risks, such as
noise, machinery, and manual handling.
Codes of practice - provide practical guidance on how to meet the Act's and
Regulations' requirements.
Regulating Agency (regulator) - administers WHS legislation by inspecting
workplaces, providing advice, and enforcing the laws. Check out their website for
WHS resources and information.
Manufacturer's guidelines and specifications
(b) an instruction, maintenance, and operating manual, including any diagrams, for the
equipment or supplies.
Australian standards
Australian Standards are published papers outlining requirements and processes to ensure
that products, services, and systems are safe, dependable, and consistently functioning as
intended. They establish a set of minimal parameters that determine quality and safety
norms.
A code of practice is a practical guide for meeting the legal obligations imposed by the
Work Health and Safety (WHS) Act and Regulations.
The WHS Act allows the relevant Minister to approve, modify, or revoke codes of practice.
The Act also specifies how codes of practice may be applied in court.
Deals with
Industrial instruments
Common law
The major pieces of legislation we deal with are the Fair Work Act 2009 (FW Act) and the
Fair Work Regulations 2009. In Australia, they control the employee-employer
relationship. They provide a safety net of minimum entitlements, allow for flexible working
arrangements and workplace fairness, and prevent employee discrimination.
The Fair Work (Transitional Provisions and Consequential Amendments) Act 2009
permitted certain aspects of the Fair Work system to be phased progressively from 1 July
2009 until roughly 2014.
The Fair Work (State Referral and Consequential and Other Amendments) Act 2009 and
the Fair Work Amendment (State Referrals and Other Measures) Act 2009 amend the Fair
Work Act to allow states to refer issues to the Australian federal government to establish a
national workplace relations system. Before this, most individual states enacted and
enforced workplace regulations. States retained control over state and local government
employees regarding labour relations.
EEO, or Equal Employment Opportunity, is the notion that everyone, regardless of race,
gender, or sexual orientation, has an equal opportunity to find work based on merit.
Several pieces of legislation in Australia aim to ensure equal opportunity and combat
employment discrimination. The majority of states have comparable legislation.
The Disability Discrimination Act was enacted to protect everyone, including employees,
from disability-based discrimination and is now part of Australian employment law.
It is forbidden under this statute to treat an employee unfairly because they have a
disability. This also applies to employees who are relatives, friends, coworkers, or
companions of a disabled individual.
What the legislation defines as a "disability" includes physical problems and intellectual,
sensory, neurological, and mental disorders.
Employers can take a few different steps to assist in establishing a compliance culture.
Here are six techniques to ensure that your personnel follows existing policies and
procedures.
The first step towards workplace compliance is ensuring everyone is familiar with your
policies and processes. It is critical to include your company's regulations in your employee
handbook. In this manner, you may provide each employee with a handbook in which they
can evaluate the policies and procedures in place.
This method provides everyone with a document to review their rights and obligations and
functions as a compliance tool if someone violates business policies. Employees can sign
off on obtaining and studying the handbook. You may also use checklists to ensure
employees understand the necessary steps for specific operations.
Keeping your rules and processes current with new federal regulations or company trends
is also critical. You can update your handbook to incorporate new policies or alter old
rules; ensure every employee can access these modifications to remain compliant. Finally,
these documents should be easily accessible to employees so they can peruse them at
their leisure.
Having policies and procedures in place is one thing; how they are implemented is quite
another. Everyone in your organisation is affected by your compliance regulations, from
the top CEO to the newest team member.
You must constantly apply such policies and processes equitably so that your entire
organisation recognises that there is no preferential treatment. Employees will be
The simplest method to avoid this possible issue is to emphasise the importance of these
policies and procedures for everyone. Conduct frequent handbook reviews with your entire
employees, going through essential regulations and corporate culture and reinforcing that
it takes buy-in from everyone. You can build a culture of compliance and avoid challenges
caused by inconsistent treatment by leading by example and holding everyone
accountable.
If you want people to genuinely buy into a compliance culture, it's important to emphasise
what they should do rather than what they shouldn't do. Taking an "against" stance on
workplace standards is analogous to repeatedly telling someone "no" - at some point, they
may stop listening.
This natural reaction to being told what to do is why it is preferable to focus on the right
actions and educate staff on why that approach is preferable. Create policies outlining
what employees should do and why those behaviours are best if you have specific safety
guidelines. Establish guidelines, for example, on the safety equipment employees should
use and how it keeps them safe and healthy. That is, messaging will naturally impact more
than saying, "don't work without a harness."
Once you've established your policies, you'll want to do more than merely explain them to
staff. Training will help to reinforce those compliance procedures and regulations, making
it less likely that they will make mistakes. The following topics should be covered
throughout these training sessions.
Contact information for anyone with questions or complaints about the programme.
Training should also be more than just a one-time occurrence. A continuous training
program can assist your personnel in keeping informed about company policies and
processes, especially if your compliance guidelines alter.
Positive reinforcement can not only assist in preventing problems, but it can also
encourage your staff to actively participate in workplace compliance initiatives.
There are numerous approaches you might take in this situation. You can also motivate
staff by instituting a small rewards program for those who actively engage in compliant
behaviour.
Positive reinforcement is a good start, but remember that compliance is a two-way street.
Therefore, it is vital to have open lines of communication for any employees who wish to
discuss workplace compliance. These discussions will not only make your staff feel heard
but also reveal some possible areas for improvement.
It's also critical to have an open line of communication with employees to learn about
what's happening in the workplace. For example, if employees have problems with certain
regulations or have suggestions for establishing a safer work environment, let them know
that management is there to listen. In addition, allowing workers to express their feelings
can help develop a more engaged workforce and highlight potential possibilities to improve
compliance.
Occupational safety and health (OSH) risk management includes a function called risk
assessment that focuses on locating potential hazards. The objectives include finding
hazards and analysing and evaluating the risks they pose.
To reduce the likelihood of injury and sickness, risk management in OSH is a rigorous
procedure for identifying hazards, assessing and analysing the risks connected to those
hazards, and then taking action to mitigate the risks that can't be eliminated. Any
organisation's efforts to proactively mitigate risk before an accident or tragedy must
include risk management.
In any company, the risk is the primary source of uncertainty. Before an event occurs,
you, as a safety expert, may assist your organisation in identifying and managing risks.
Even though your company must adhere to standards and lower its injury rate, these
measures require a perspective from the past. You may minimise risk proactively, improve
safety, and maximise the return on investment from safety initiatives by putting risk
management principles into practice.
By taking the following actions, risk management aims to produce and protect value:
Create a risk management programme unique to your internal and external goals.
requirements
Consultation with the client: A consultation allows you to gather information from your
client, understand their objectives, and recommend the best products for them.
Understanding the client's needs and expectations, which are then recorded and signed off
on by the customer, is the key to a great consultation.
Potential hazards:
This hazard is not limited to electricians. It can also affect other workers if they work near
underground or overhead cables, at a height near power lines, or in other hazardous
situations. Injuries caused by this hazard can result in serious illnesses and even death.
Noise
Construction workers are prone to hearing disorders due to the noise produced by
machinery, power tools, groundwork equipment, and supply vehicles. This noise can take
the form of a sudden burst of high volume, which is extremely dangerous.
Long-term repetitive sounds, such as drills and compressors, can cause short- and long-
term issues, including hearing loss. It can also be a source of distraction, leading to
accidents.
Time, scope, and cost are the three primary constraints that project managers should be
aware of. These are commonly referred to as the three constraints or the project
management triangle.
This Advisory Note explains the relevant provisions of the Aboriginal Heritage Act 2006
(the Act) and the obligation to protect Aboriginal cultural heritage when conducting
geotechnical investigations. In addition, this Advisory Note addresses the following topics:
Geotechnical data: Any information describing the ground condition through which a
trenchless construction project will pass is considered geotechnical information. It
considers factors such as soil type, rock presence, groundwater conditions, and other
existing installations in the surrounding area.
Hydrological data: Various technologies are used to collect hydrological data, from
observing gauges installed at flow measuring points to automatic data recorders and
remote sensing. Data from international hydrological data collection systems are
transmitted via telephone, radio, and satellite.
Survey data: A geotechnical survey involves gathering information about the physical
properties of the soils and rocks that comprise the land.
The elements required for distinct work instructions will vary depending on the job, but
most work instructions must include the following:
Equipment
Locations of work
Nature and scope Achievement allocation,
and essential
of the work targets including any
survey data
defects
Coordination
Potential hazards Next area of work
requirements/issues
Work specifications and strategies are the characteristics that are necessary to complete a
particular job or task.
You may require a manual that includes plans, specifications, quality requirements, and
operational details and checks the work's accuracy.
Signposts
Work schedules/plans/specifications
Work-related journals/newsletters/advertisements
Memos
All work must comply with worksite, environment, and organisation safety strategies.
Procedures help ensure the work is completed safely without damaging equipment or
putting individuals in unsafe situations. They also help ensure that the work is completed
in the correct order and doesn’t interrupt or get in the way of other work on the site.
Your work manual will describe the safest method of performing work and the equipment
based on the specifications. You must clarify work instructions with your supervisor.
If you are unclear about where you will find work instructions or any section regarding
work instructions, you must seek help from your supervisor. They will help you to locate
and understand the work instructions.
Determine expectations.
The keywords that must be understood when reading the compliance documents are as
follow:
Should
Consider
Must
course of action. It is mandatory measures from a
foremost to explain consistened with group of actions
the action in case of legislative and which will produce
any event. compliance best and safest
requirements. results.
If there is any doubt while reading the compliance documents, discuss it with the site
manager to understand them.
Contains factual information and data from an office, field investigation, and a laboratory
testing program for project design elements. These are typically created by or for the
owner and used in Design-Build (DB) contracts. In addition, they are given to proposal
teams as a starting point for developing designs and costs for the project's pursuit phase.
Owner agencies typically state that any additional investigations required are the
contractor's responsibility.
Project site geological data: The data collected during the subsoil survey of a proposed
construction site is referred to as project site geological data. The study is carried out
using field research, available data, and maps, from which data is compiled to provide
answers about site feasibility. Below the earth's surface, trenchless construction methods
such as horizontal directional drilling (HDD) and micro tunnelling are used.
The engineering survey collects, evaluates, and records ground data to determine objects'
exact position on the Earth's surface (whether natural or artificial).
Among the primary goals of the engineering survey are the following:
Geotechnical reports
A set of review checklists and technical guidelines has been developed to assist engineers
in reviewing projects with major and unusual geotechnical features. These features may
include any earthwork or foundation-related activities, such as the construction of cuts,
fills, or retaining structures, that require special attention due to their size, scope,
complexity, or cost.
Advise on the geotechnical certifications needed for different types and stages of
development.
Determine the locations that are prone to instability.
The following factors may hamper development on steep and/or potentially unstable land:
Building and other structure construction (such as swimming pools, tennis courts,
retaining walls, roads, and driveways).
Near retaining walls and any structure, underground services.
Field investigations and tests using excavators, drill rigs, and/or seismic techniques
will be required to assess the following factors.
Within the proposed work areas, the subsurface profile.
Previous instability (curved and/or non-vertical tree trunks, broken kerbs and
gutters, cracked or uneven roadway surfaces, distressed houses or other
structures). It is necessary to determine the classification of any existing slips.
The extent and type of any existing erosional occurrences.
Environment management
Geotechnical engineers, closely related to civil engineers, also play an important role in
sustainable development. Geotechnical engineering has the potential to embed
sustainability early in project development, reducing negative environmental impact and
adding social and economic value to society.
Wherever site contamination has occurred, the Environment Protection Agency (EPA)
recommends and encourages remediation. Remediation is the treatment, containment,
removal, or management of chemical substances or wastes so that they no longer pose an
actual or potential risk to human health or the environment while considering the site's
current and intended use.
The profession and practice of managing cultural heritage are known as cultural heritage
management (CHM). Although it draws on cultural conservation, restoration, museology,
archaeology, history, and architecture practices, it is a subset of cultural resource
management (CRM).
The interpretation and presentation of heritage to the general public, a substantial tourism
component, serves as the public face of CHM and a key source of revenue to support
ongoing heritage management. Thus, effective communication with the government and
the general public is essential.
Quality management
The geotechnical engineer performs visual quality control (QC). For example, the engineer
would monitor soil compaction to ensure it was done following contract documents.
Quality control of geotechnical design work should be an ongoing process that takes place
regularly throughout the design process. Each Region is in charge of quality control for
geotechnical products manufactured in its region.
available resources
Human resource needs refer to the particular skills or qualities that project workers will
need to possess. Managing people within an organisation is known as human resource
management (HRM). HRM in construction is primarily concerned with ensuring that a
project has enough human resources with the necessary skill sets and experience to
complete the project successfully.
Human resource managers must be able to identify and document project roles and
responsibilities and create a plan describing the end-to-end processes required on a
project (or series of projects) to determine its human resource requirements.
Automatic processes are used for data collecting, contouring, terrain modelling, site
design, and earthwork quantities. As a result, everything is completed quickly, including
the design of culverts, corridors, drainage layers, barriers, guardrails, roundabouts, and
alignments.
Simply input the necessary information, and the computer will handle the rest. Most will
also permit customisation to more accurately reflect the complexity of taxing projects.
The geotechnical designer is given complete authority over pertinent design data and has
ongoing access to project information, both of which are significant.
Design software’s
Civil 3D by Autodesk
Revit LT
Every activity and event in a construction project has a timeline, which is called a
construction schedule. The construction schedule is essential to project planning because it
identifies the teams and resources required to complete each activity.
These five stages will help you address all the key issues that must be addressed when
making a building timetable.
The local code office must also obtain a list of requirements and the inspections required
during the build. You must conduct the necessary study to ensure that your project
complies with all applicable code requirements because they differ depending on the sort
of building and materials you'll be using.
The project needs to be broken down into the steps that will take it from a building plan to
a completed project now that you have the context and resources necessary. These are
the assignments. A complete inventory of every activity that has to be completed for the
construction to be successful is a requirement before you can create an accurate
construction timetable.
A work breakdown structure (WBS) can help you understand the scope and scale of your
project. This tool can be used to visualise your deliverables by starting with anything
you're going to build and then disassembling it until you reach the most basic components.
It doesn't hurt to collect the team and any subcontractors you plan to use at this time and
ask them for advice. Always remember that your job list will determine your building
timeline's precision. Remember that tasks might cause a project to fail; therefore, focus on
the scope. Finally, remember that certain jobs depend on others, so link those together.
You must arrange the tasks on your task list after it is as complete as feasible. The WBS
can help with this since it simplifies complex projects by identifying their key components
and the critical dates for their completion. To distribute these jobs throughout a project
timetable, use Gantt chart software. Soon, we'll go into more depth about that.
Small tasks are a good thing. Of course, larger tasks must be divided into more
manageable, smaller bits. But breaking the project up into bigger sections or milestones
also helps. A project's major phases, such as the addition of electrical or the cementing of
3. Add duration
Give each task a start and end date so that a bar chart showing the task's duration may be
created on the Gantt chart. These conclusions must be grounded in reality. For example,
climate impacts building schedules, and long-term weather forecasts are particularly
inaccurate. Therefore, to estimate how the climate might affect the task, look at historical
weather data.
You may need to determine your construction schedule holidays and consider employee
sick and vacation days depending on how long the project will last. Be sure to use them as
a ruler when calculating the length of your schedule if there are any potential seasonal or
personal concerns.
Working with suppliers and subcontractors is an additional concern. Your contract will
contain details; however, remember that these dates are frequently subject to change.
Therefore, your construction timeline needs to provide flexibility to account for changes.
Making the schedule realistic is crucial. You can have a deadline in mind, but to meet it,
you'll need to make quality compromises and cut shortcuts. Unfortunately, construction
prohibits this from being done. The consequences are too severe. Therefore, be sincere
with yourself and provide enough time in your construction timetable for everything to be
finished appropriately.
Don't overlook scheduling non-task-related items like delivery, procurement, and other
sources essential to the project. You must know the materials you need to order or
replenish. It's equally crucial to the build. The same goes for planning any inspections, so
you have time to address code violations.
When planning, bear into consideration the project's financial component as well. Add the
bank draws and associate them with the relevant construction schedule assignments.
When money is needed, you and the bank need to be aware. On the other hand, you don't
want to delay the project by chasing after money.
The activities and resources are the focus of the construction schedule. Of course, tasks
can't be completed independently, but assigning the work to teams in your construction
plan might become complex when you have so many subcontractors to keep track of.
Instead, you may simply distinguish between the various teams and work by colour-coding
tasks. Once the project execution phase starts, you can identify who is working on what.
To assign your teams appropriately, you should have estimated how long the work will
take them to complete and a full description of their talents and expertise. A project
management solution like a project manager can provide notifications when new tasks are
given, and deadlines are approaching after allocating your resources.
5. Review
As a result, you must review the building schedule at every stage of the project to ensure
that your progress matches your expectations. Look at your schedule daily and make
frequent updates depending on your time. To monitor the development of your
construction project, utilise our daily report template for construction.
This is a time management issue. Suppose you discover that providing a daily update
diverts you from other project concerns and obligations. In that case, you may need to
make time each week to address the adjustments you've noticed daily and incorporate
them into the timetable. The most crucial part of keeping your project on track may be
monitoring and modifying your construction schedule when on- and off-site challenges
develop.
Procurement
Partnering
Compared to the traditional way of working, partnering is a unique working style. Working
on this requires a collaborative approach. It has been demonstrated through great projects
that collaboration aids in achievement.
Quality enhancement
Risk Management
Risks in projected are always to be expected, and a "risk register" must be kept. This will
assist in entering all risks encountered from the beginning to the end of the project. The
method used to manage the risk is also recorded along with the risk. This can be used in
other projects. Risk assessment and analysis will aid in assigning appropriate actions to
various project teams.
Value Management
This critical practice considers time, cost, and risk constraints to meet the client's business
needs. The value management method will entail complete team collaboration. The team
is in charge of project design and delivery.
QUESTION 2
QUESTION 3
______________________________________________________________
______________________________________________________________
______________________________________________________________
______________________________________________________________
______________________________________________________________
______________________________________________________________
In this chapter, we will learn how to undertake the detailed design of geotechnical works.
It takes analysis, contextual interpretation, and presentation to give data meaning so that
the reader can utilise it to further their goals.
Evaluating material and formulating conclusions and recommendations for both expert and
non-expert audiences are typical tasks within the critical thinking skills category. They are
crucial to academic and professional activity.
A step-by-step approach
Working through data in three steps might be helpful when dealing with it.
1. Analyse
Analyse each piece of information to reach conclusions. Do you see any trends or
patterns? Do you notice any mistakes or contradictions?
2. Interpret
Describe the implications of these discoveries in the setting at hand. What does this
suggest to your reader, exactly?
3. Present
Choose, arrange, and classify ideas and supporting documentation logically. Which
research findings are more crucial or pertinent? Will text or visuals help your reader
understand what you mean?
2.) An examination of the interaction of soil structure with these conditions and proposed
engineered structures.
3.) The design of a functional structure(s) to achieve the required stability objectives.
The filling material must be compaction-ready; granular fill is typically compacted to 95%
of its maximum dry density as determined by the modified proctor test.
Overturning
The overall stability of the reinforced soil system includes the unstable or
potentially unstable ground behind it.
They are carried out in static and seismic conditions using simplified methods for
conventional earth-retaining structures.
Internal stability assessments will include the following:
Slope stability analyses consider slope geometry, soil mechanical properties, and
groundwater conditions to determine a slope's performance about a specified safety factor.
These properties change spatially over time; geotechnical design codes require factored
design parameter values to account for worst-case scenarios.
unit weight
embankment height
slope steepness
If the geotechnical designer determines that a slope stability study is required, the
following information will be required for analysis:
Grade proposed
For static slope stability, the design factor of safety is 1.25. For slopes where failure would
significantly impact adjacent structures, this safety factor should be increased to at least
1.30. The factor of safety can be reduced to 1.1 for pseudo-static seismic analysis. Cut
slopes are generally not designed for seismic conditions unless the slope failure could
impact adjacent structures.
A cut slope below the groundwater table destabilises seepage forces, adds weight to the
soil mass, and increases the driving forces for slope failures. It is critical to identify and
accurately model seepage within proposed cut slopes to use appropriate slope and
drainage designs.
Pore pressures must be known or estimated for slope stability analysis that requires
effective stress parameters. This is best accomplished by using open standpipes or
observation wells to measure the surface of the phreatic (water table).
When designing cut slopes, the importance of adequate drainage cannot be overstated.
Surface drainage can be achieved by placing drainage ditches and berms above the cut's
top, around the cut's sides, and at the bottom. Surface water should be directed to
appropriate collection facilities by surface drainage facilities.
1. Identify the project's design needs and the owner's design criteria
The design manager should obtain any extra design-related information from the owner
and any pertinent sources in addition to the design-related data obtained to create the
workplace case. Any informational gaps should be noted, and sources should be sought as
necessary.
Now is the time to hire all the important design experts to create the functional and
concept design brief. The consultant's scope of work must be clearly defined in their
contract agreement and the quantity of contribution needed.
Control and direct the design consultant team to produce the functional design brief and
the concept design that will address and document all owner requirements and needs and
serve as the foundation for the design to be implemented across all design disciplines.
The concept design sketches and report, which give an overview of the suggested design,
will complement the functional design brief.
For the greatest outcomes, the design management plan must be created at this stage
since it serves as the road map for managing the design. It is an important part of the
project manager's project management plan.
Introduction
Project Overview
Design Objectives
Design Status
Value Engineering
Design Reviews
Design Change
Owner Sign‐Offs
5. Cost-outline plan
The creation of the outline cost plan must be managed and coordinated by the design
manager and the quantity surveyor with participation from all pertinent design
consultants.
With participation from the entire design team, any design-related risks identified during
the workplace case stage should be examined and expanded upon. Any design hazards
related to safety should be noted as well. The overall risk register should then be used as
the foundation for the use and continuous management of the design risks after they have
been evaluated and their mitigation recorded.
7. Value administration
At this point, the design manager needs to set up a value management workshop. Value
management systematically evaluates a project's core capabilities or results to ensure that
the best possible return on investment is realised. It considers the project's overall
purpose as well as the project's capital and ongoing costs.
A value management report should be created after the workshop, reviewed by the owner,
and any recommendations executed.
Now the design manager and design team should outline and specify the planning
approval procedure and align it with the needs of the design process.
Create a report outlining the outline design process and submit it to the owner with the
functional design brief, concept drawings, and findings. This gives the owner an update
and an opportunity to comment before going on to the following design phase.
Cost: The cost of performing a geotechnical design is the number of worker hours spent
performing standard calculations, the time and experience spent evaluating the most likely
conditions and the most unfavourable conceivable deviations from these conditions that
will affect the proposed project.
1. Economic constraints
2. Legal constraints
3. Environmental constraints
4. Technical constraints
5. Social constraints.
Available resources:
Resource management is the process of planning, supplying, and managing the resources
required to meet the client's requirements on time and within budget. Proper resource
management ensures that resource demand is met while maximising resource benefits.
Resource management may involve more than one project, ensuring that resource
utilisation is optimised across projects. However, this can lead to conflicts when the
resources needed to optimise project delivery differ from those needed to optimise
performance across a portfolio of projects.
The overall process of hazard identification, risk analysis, and risk evaluation is
known as risk assessment.
The process of locating, listing, and characterising hazards is known as hazard
identification.
Risk analysis is the process of determining the nature of hazards and the level of
risk.
Maintainability of the completed works
The stand-alone and combined processes are the two basic approaches for implementing
design for maintainability. The standalone maintainability process is solely concerned with
meeting project maintainability objectives. The project's resources and procedures are
solely dedicated to implementing appropriate levels of maintainability.
Australian agencies only recognise qualifications that meet their standards. Engineering
teams typically carry out designs with assistance from many other professional fields.
Project objectives: A design should achieve project goals while considering geotechnical
earthwork link and network goals. To achieve the project's goals, the design team must
comprehend the project's scale, purpose, and relevance to the growth of the design.
Fit for purpose: While attempting to attain the highest degree of design, operational
efficiency, and safety within the constraints of the site, the project scope, and the budget,
a design must be fit for purpose.
To properly apply pertinent principles and engineering judgement and build a design
solution that is fit for purpose, the design team must comprehend the purpose and
function of the geotechnical design and the project scope. All aspects of geotechnical
design engineering (geometric design, slope stability etc.) should be considered while
creating a design.
Site specifics: To achieve the goals of the design and a balance of frequently opposing and
contradictory aspects, a design must be context-sensitive, take into account, and
incorporate input from all applicable disciplines and stakeholders. Each site is different.
Thus the design team must consider it. It's possible that what has worked at one place
won't work at another. The design team must consider various stakeholders' and
disciplines' suggestions and opinions.
External factors: To meet project objectives, the design team must consider all
environmental, cultural heritage, and social needs and issues, as well as how best to offset
any negative effects.
Determine the distribution of soil and rock types for the concept design and
evaluate how material properties will affect the design and construction of project
elements.
Define the ground and surface water regimes for the project concept design. It is
especially important to determine the depth of groundwater or surface water and
its seasonal and spatial variability. It is also necessary to identify the locations of
confined water-bearing zones, artesian pressures, and seasonal or tidal variations.
Identify and consider any impacts to adjacent facilities that the Concept Design's
construction may cause.
Identify and characterise any geologic hazards within or adjacent to the project
boundaries (e.g., landslides, rockfall, debris flows, liquefaction, soft ground or
otherwise unstable soils, seismic hazards) that could affect the concept design as
well as adjacent facilities that the concept design's construction could impact.
Evaluate the feasibility of proposed alignments, including the feasibility and
conceptual evaluation of retaining walls and slope angles for cuts and fills, as well
as the impact of concept design construction on adjacent facilities.
Geotechnical works options
Satisfactory pavement performance depends on the proper design and operation of the
pavement system's key components. These include:
The stability of both naturally and artificially formed rock slopes can be rationally
assessed. Slope stability can be improved by modifying factors such as slope geometry
and groundwater conditions and adding engineered reinforcement. The slope materials'
geology determines the rock mass's nature, which serves as an invariant in any
subsequent analysis.
The surfacing materials section develops standards and specifications for asphalt and
concrete pavements and bridges and designs and evaluates material mixes for these
products. In addition, the section evaluates new materials and manages the approved
products list, which identifies construction and maintenance materials approved for
procurement.
The term "aggregate" generally refers to materials that began as bedrock. Aggregate is
commonly used for unpaved access roads, heavy-use area protection sites, stream
crossings, trails, and other projects that require subgrade stabilisation.
geotechnical works
Materials costs: materials required for the project. Plants, boulders, fertilisers,
mulch, PVC, sprinklers, valves, controllers, wood, concrete, etc.
Equipment costs: equipment needed to complete a project, whether rented, making
payments, or completely owned. Tiller, backhoe, etc.
Subcontracting costs: Even if the geotechnical design contractor isn’t doing a
specific task on site, it still needs to be included in the bid. Usually, subcontracting
occurs if it falls out of the contractor’s expertise.
Contingencies: this is a backup plan in case something occurs during a project that
wasn’t accounted for; this can range from missing certain tasks to missed items.
However, the contingencies only account for a fraction of the overall bid, so a
geotechnical contractor will lose money if too many items are forgotten.
Profits: profits need to be included in a bid, or the job is practically being done for
free. This section in a bid usually ranges from seven to fifteen percent. A profit
section in a bid ensures that the company performing the tasks makes enough
money to keep thriving long-term.
Estimating a full design requires meticulous attention to detail to ensure a profit is made
at the very end of the process. The margin of error is rather high if this phase is skipped
and/or guessed at.
Making an excel spreadsheet is the quickest approach to finishing this section. Once a
specific plan is finished, put all the materials needed to build or construct the design into
the sheet. Understanding the requirements for constructing a certain structure or setting
up an irrigation or drainage system requires experience. After becoming familiar with this
building style, assembling all the necessary components becomes increasingly simple.
Including a contingency, sales tax, and profit margin in the bid is the last step in
calculating the cost of a project. A category called contingency is used to account for
anything that is overlooked. For instance, a contingency will take this into account if a
backflow is not taken into consideration. Additionally, the contractor will probably incur
losses if several duties or supplies are overlooked. Particularly, the contingency for this bid
only represents 3% of the total bid.
Establish the cost estimate's purpose, the required level of detail, the recipient of the
estimate, and the estimate's overall scope.
Organise a team to estimate costs and describe the methods they will use. Establish a
schedule and choose the person who will conduct the independent cost estimate. Make the
team's schedule last.
3. Define characteristics
Establish a baseline description of the goal, the system, and the performance metrics. This
covers all technological implications, system setups, plans, and interactions with current
systems. Don't overlook the need for support, security, risk considerations, testing and
production, deployment and maintenance, and comparable older systems.
Create a work breakdown structure (WBS) and select the optimal estimating technique for
each WBS component. Cross-check for drivers of cost and schedule, then make a
checklist.
Determine explicit assumptions and specify what is included and excluded in the estimate.
Determine the primary cost drivers and test the sensitivity of costs to changes in
predicting input values and key assumptions.
Decide how to manage each WBS item's cost, scheduling, and technical risks.
To keep everyone on the same page with the cost estimate, have documentation for each
step in the process. After that, you can inform the project's stakeholders about cost
projections and request their permission.
The cost estimate needs to be updated and reported on if anything changes. Perform a
post-mortem as well so you can record the things you learnt.
One of the crucial elements of the assessment and planning of geotechnical work is cost
calculation. Therefore, these estimations must be reliable and consistent.
Cost estimates are necessary for various tasks, such as policy and strategy planning, rapid
and in-depth initiative evaluation, cost-benefit analysis, financing decisions, budgeting,
contract negotiation, and contract management for initiative delivery.
Components of an estimate
A Contingency Allowance
An Escalation Allowance.
The Base Estimate is the sum of the Construction Costs and the Client’s Costs.
Costs associated with planning and completing the tasks or activities related to a
project's construction components are referred to as construction costs. They
Client costs are the expenses the proponent (for instance, a public sector agency)
incurs to create and implement an initiative. These expenses include project
management, design and investigation, client-specified insurance, fees, levies, and
the acquisition of land and property.
The first principles estimation method is preferred to other base estimate approaches,
including:
Unit rate estimates multiply the amount of work by historical unit rates obtained
from earlier initiatives to determine the number of each initiative's element.
Despite being a quicker way of estimation than a first-principles estimate, it is less
accurate. Such a technique has inherent problems because it applies factors and
allowances defined for a previous initiative (which might not apply to the initiative
being assessed) inside the unit rate. After all, each initiative has specific restrictions
and requirements.
Global estimating is an estimation technique that uses "all in" or "global" composite
rates, like the cost of a road per kilometre. This approach may be acceptable at the
beginning of an initiative when the scope is not sufficiently specified to develop a
first-principles estimate, even though it is less satisfactory for later advanced
initiatives.
Contingency allowance
Cost estimating contains risks and uncertainties; it is not an exact science. A contingency
allowance calculates a project's cost portion that considers or represents risks and
uncertainties related to the project.
The Real Cash Flow (including Contingency Allowance) for the financial years in which the
expenditure will take place is then adjusted with an escalation allowance. This accounts for
variations in expenses over the time from the estimate's base date (the day it was
created) until the project is finished. Changes in market conditions, technology, regulation,
overall industry or regional productivity, and other economic factors often impact an
economic sector or segment and are among the causes that drive escalation (AACE
International, 2011). As a result, escalation rates may change between economic sectors
or subgroups, geographic regions, and other factors.
Who is a stakeholder?
A stakeholder is any person, group, or organisation whose interests are affected by the
success or failure of a project. Stakeholders can be inside or outside the company funding
the project, and they all have a vested stake in the project's success. Stakeholders are
significant because their choices can positively or negatively affect the project. In addition,
there are additional crucial or important stakeholders whose backing is necessary for the
project to proceed.
A set of review checklists and technical guidelines has been developed to assist engineers
in reviewing projects with major and unusual geotechnical features. These features may
include any earthwork or foundation-related activities, such as the construction of cuts,
fills, or retaining structures, that require special attention due to their size, scope,
complexity, or cost.
A geotechnical peer review checks for compliance with minimum code standards,
completeness, obvious factual errors, consistency of data with conclusions, and
geotechnical practice standards, as well as identifying areas where the proposed
design may lead to future significant problems.
The geotechnical reviewer should understand that differing viewpoints characterise
geotechnical engineering among geotechnical professionals.
Suppose the geotechnical consultant of record's professional opinion is supported
by sufficient data and geologic and engineering analyses, and professional
experience indicates that the recommendations will provide satisfactory
performance. In that case, the consultant of record's opinion should be accepted.
However, given the diversity of experience and background of the professionals
involved, no single valid opinion or interpretation is often possible.
The geotechnical reviewer should be a licenced professional geotechnical engineer
and/or engineering geologist who practises in the field being reviewed (e.g., reports
by a registered geotechnical engineer should be reviewed by a registered
geotechnical engineer, reports by an engineering geologist should be reviewed by
an engineering geologist).
To ensure that the evolving design accurately reflects the client's objectives and
that the design and budget do not diverge, it is crucial to conduct regular
evaluations throughout the design process.
Design excellence.
Value administration.
Risks (other than risks to health and safety) related to the design, such as using
novel components, goods with extended lead times, and non-standard design
aspects.
Coordination in design.
The requirement for samples, testing, mockups, and inspections (in the later stages
of the design process, it may be appropriate to visit the premises of specialist
contractors or suppliers to assess samples, mock-ups and tests).
Creation of a site waste management strategy that addresses ways to cut back on
resource use and waste production
Evaluation of design submission methods, such as building information modelling
(BIM) protocols.
After a design review, the lead designer often aggregated the feedback and gave the
consulting team the go-ahead to modify or improve the design as needed.
Every successful design review has a defined objective. Most design evaluations aim to
improve the design. Therefore, issues and suggestions for improvement should take centre
stage.
Choose the design review procedure to help you reach your objectives, and then make
sure to convey it to your team before the review begins. Finally, create a schedule to
make the most of your limited time.
User-centred design reviews are the most successful. They are all focused on the user and
how to give them the best experience. Don't pay attention to what you or your colleagues
prefer.
An excellent location to obtain the initial round of feedback is always using wireframes. In
place of specifics, it will concentrate on and emphasise the broad issues.
Examples include peer review, design and development review, customer requirement
review, review of remedial action, and review of management.
2. Verification: confirming that certain standards have been met by providing unbiased
proof.
3. Validation: confirming that the conditions for a particular intended use or application
have been met by providing objective proof. The outcome of a test or another type of
determination, such as conducting alternative calculations or evaluating documents, offers
the objective evidence required for validation.
1. Self-Evaluation
2. Behavioral Checklist
The behavioural checklist is exactly what it sounds like: a list of actions that must be taken
by an employee to be regarded as a valuable team member and, consequently, to receive
a positive review. Of course, the actions expected of an employee vary depending on the
job type. To complete the evaluation, the employer must answer a series of precisely
written yes-or-no questions, each of which may be weighted with a predetermined value.
3. 360-Degree Evaluation
design
The Geotechnical Data Report (GDR), Geotechnical Baseline Report (GBR), Geotechnical
Memoranda (GM), and other geotechnical documents provided as part of or in support of a
design-build project.
A GDR should only present factual geotechnical and geological information obtained for the
project through site and subsurface investigation and laboratory testing and should not
include interpretive information. The GDR is typically considered part of the contract in the
RFP.
A geological site survey of the proposed alignment emphasises all key project
features and identifies potential hazards within and adjacent to the alignment.
A subsurface investigation includes borings, cone probes, field testing, field
instrumentation (such as piezometers or inclinometers), geophysical surveys, and
laboratory testing.
The following elements should be included in the final geotechnical reports:
The design method(s) used for each set of calculations must also be identified, including
any assumptions used to simplify the calculations, if any, or to determine input values for
variables in the design equation.
The most basic document in a collection of building contracts is the agreement. This is
essential to "the contract," the basis upon which the remaining project specifics are
constructed. Therefore, the overall intent of the contract, as well as the agreed-upon price,
will be stated in this document.
2. General conditions
The general conditions serve as the basis for the written construction contract papers.
Most crucially, general conditions define all contracting parties' rights and obligations. The
roles and obligations of each party will also be outlined.
3. Special conditions
Usually, the general conditions section is expanded upon or modified to include special
conditions. The particular terms and conditions for each assignment or project are
described in full in this document. For instance, unique circumstances could contain
detailed guidelines that only apply to a particular task or section of the construction.
4. Scope of work
The amount of work the contractor must accomplish to fulfil their contractual obligations
depends on the scope of the work. Therefore, the scope is a crucial point of reference
when creating change orders and punch lists.
5. Drawings
A set of blueprints or drawings should be included in every building project. Drawings offer
a quick overview of the entire project. Before any construction work starts, the architect or
construction manager should deliver these to the contractors.
The contractors are given instructions in this paper on what to build and how to execute it.
Then, the architect, the clients, and the contractor work together to create the
construction drawings. These are ideally the most recent iterations of the drawings.
6. Specifications
All technical information and performance specifications are contained in the construction
specifications section. For example, the materials and methods the contractors must
employ for each task should be specified in the specs. In addition, it will list all the
requirements for approved materials, quality standards, and any quality checks required to
ensure compliance.
The engineer or the architect will create these, and the client will confirm them. The client
then gives the specifications to the contractors, who must carry out the work following
them. However, if the specifications are flawed, the customer can be held responsible for
any additional expenditures the contractor may have incurred due to the specs.
7. Bill of quantities
On some contracts, a bill of quantities is required but not always beneficial. For example,
an itemised inventory of the components, labour hours, and materials needed is called a
bill of quantities. Usually, this list is made available during the bidding process.
This will make it easier for potential bidders to evaluate their costs and enable more
precise cost estimation. A quantity surveyor or building estimator often creates the bill of
quantities.
Often, a schedule of values will resemble a bill of quantities to the extent that some
individuals conflate the two concepts.
8. Construction Schedule
9. Schedule of values
A contractor offers a schedule of values that details every aspect of the work from
beginning to end. It will divide the contract payment among the different parts of the
work. The schedule of values is a helpful management tool for submitting and evaluating
progress payments. This document can support timely bill payments and financial flow.
To clarify the project's scope, timetable, budget, and expected objectives collaborate with
the many stakeholders, designers, and project executors.
Engage all parties immediately, highlight the project's advantages, and establish a
continual, open communication channel.
Early on in the process, identify probable obstacles, and budget for unforeseen
expenses and delays
Establish a schedule for regular site visits, updates, and follow-ups to guarantee
that the project is carried out as intended and that problems are dealt with as soon
as they arise.
Coordinate with nearby ongoing projects to maximise effects and minimise the
need for reconstruction or repair in the future.
Monitoring the progress of a project entails keeping track of numerous moving parts. For
example, most projects have multiple team members working on different aspects of the
project simultaneously. In addition, you must keep track of the budget, scope, schedule,
resources, and tasks to be completed. Accurate and effective monitoring allows us to stay
on schedule and identify problems early in the process, ensuring project success.
Budget management.
Interagency coordination
Public-private coordination
Make sure to keep the client up to date on the project's progress and development.
Let all contractors know what the goals and deadlines are.
Work with utility companies and maintenance stakeholders to explain how their
efforts contribute to the project's long-term success.
Make sure project objectives are well communicated and rules are established for
restoring the street to its previous condition or a better one.
Communicate information
Throughout the process, keep the community informed to foster and sustain
support.
Use a variety of channels to share progress, such as social media, update signs,
weekly fliers, in-person meetings, and announcements.
Demonstrate influence;
Communicating clearly and concisely with others to receive and clarify work instructions:
When messages are given clearly, there is no possibility for misinterpretation or message
modification, which lowers the likelihood of conflict. When conflict does arise, effective
communication is critical to ensuring that it is resolved respectfully.
Organising people, systems, activities, and other things is called coordination (or
coordination). In general, coordination increases effectiveness and efficiency, whereas
fragmentation can result in inefficiencies and conflicts.
A design review is performed to ensure that all contributing factors and reasonable design
options have been considered and that the design meets the requirements outlined in the
geotechnical design development Specification.
The design team provides an accurate, concise overview of the design to date and
facilitates productive discussions. Reviewers are responsible for evaluating the design to
ensure that it can be manufactured, tested, installed, operated, and maintained acceptably
to the clients.
That documentation provided for building approval includes sufficient information to:
Demonstrate how each regulatory requirement will be met and document the
assessment methods used to support the design.
Allow the statutory building surveyor to conduct a comprehensive evaluation of the
project.
Allowing the project to be built following the NCC (National Construction Code) and
other specified requirements.
Advise the statutory building surveyor on the appropriate compliance assessment
to be performed during construction; and provide information on each registered
practitioner responsible for the building's design and certification.
Record filing:
Filing entails storing documents in a secure location and being able to locate them quickly
and easily. As a result, Cared-for documents will not easily tear, become lost, or become
dirty. A filing system is an organisation's central record-keeping system. It assists you in
being more organised, systematic, efficient, and transparent.
A summary of the regional and site geology. The detail included here will vary
depending on the project's scope.
A summary of the site data available, including as-built information.
A description of the soil and rock conditions for the project. The amount of
information included here will vary depending on the type of report.
Gaining design approvals for geotechnical work design
The geotechnical site investigation shall be carried out following AS 1726, and the logging
of encountered subsurface materials during the geotechnical investigation shall be carried
out following the departmental Geotechnical Logging Guideline.
All geotechnical design reports, including drawings, must be submitted in electronic format
(and hard copy if requested) to the Transport and Main Roads Geotechnical Section for
review. The reports must clearly state the assumptions, justify the adopted geotechnical
profiles, parameters, and design methods, and address all relevant issues or concerns for
the design element.
The following items must be provided as minimum documentation for each project, as
applicable:
a) Identify the site and the characteristics and conditions influencing the design (e.g.
title, survey plan, soil sampling, climate zone, easements, vegetation, known
hazards, etc.).
b) Site plan with confirmed boundaries, setbacks, dimensions, levels, contours, north
points, existing buildings, and other site features that may impact the design.
c) Any notice of a local government decision or other referral body that conditions the
site.
d) A description of the construction work to be done, including the building Class,
Type, Importance Level, and, if required, complexity.
The Deemed-to-Satisfy or Performance Solution pathway was used for each relevant
Performance Requirement, which includes a reference to where the evidence in support
can be found in the documentation. The checklist also keeps track of which version of
the NCC was used in the design.
Concept designs are more casual drawings, often consisting of freehand sketches and
diagrams. They are intended to explore options and design solutions for a project. The
drawings will typically include site and floor plans, sections, and, on occasion, three-
dimensional modelling to aid the client's early consideration of a proposal.
Following client feedback, concept designs are developed in greater detail as more
certainty about the project is defined.
Following completing these designs, the next step is to prepare a development application,
also known as D.A. documents. These documents contain all the information required for a
formal development approval submission to the local Council.
During this stage of the project, an Architect will be juggling various tasks at once,
including but not limited to the following:
Design refinement
Development Application/D.A
The approved D.A. represents the Council's approval of the project's design aspects. These
aspects include the height, setbacks from the boundaries, site coverage, compatibility with
the streetscape, colours and materials, and vehicle parking and access.
The requirements for D.A. drawings these days include many detailed notes and
dimensions. Unfortunately, these drawings do not usually contain enough information to
build the project.
Construction certificate:
The Construction Certificate is the authorisation required for an owner or builder to begin
construction. A local council or a private building certifier can issue a Construction
Certificate.
QUESTION 2
QUESTION 3
Operations management aims to convert materials and labour into goods and services as
efficiently as possible.
Techniques
3. Six Sigma is a quality-focused approach. The term "six" refers to the control
limits, which are set at six standard deviations from the mean of the normal
distribution. In addition, trending charts, potential defect calculations, and other
ratios are tools used in the Six Sigma process.
Construction projects should be documented appropriately and kept on file for the
duration. This produces a contemporary history of what occurred during the project's
course that may be consulted if necessary.
This not only creates a paper trail or memory for the project that can be used to assess
actions and decisions, but it also enables the reconstruction, examination, and analysis of
events and timeframes in the event of a disagreement. It is commercially crucial to the
parties involved that accurate records are kept since disputes are frequently resolved
based on the records that are accessible rather than the facts.
Legal prerequisites.
Contractual conditions
To manage work.
The sort of project will determine how much record-keeping is necessary. It's important to
balance keeping sufficient documents in case a disagreement arises and trying to capture
everything, which can be challenging, time-consuming, and expensive.
High-quality records must be kept. Otherwise, they might not include the data that is
expected when it is needed. Therefore, a document management system should be in
place to enable effective storage and retrieval, and records, in particular, should be dated
(including incoming records) and signed as needed.
Specialised software is now frequently used to manage information. Some apps make
record-keeping simpler and more trustworthy. This may, for instance, enable mobile phone
records to be produced on the job site and then instantly uploaded to a project document
management system.
Tenement owners must submit geotechnical reports to the government within the time
range given by their tenancy agreements. For example, these reports may need to be filed
every month or as a one-time submission (such as a TSF construction report) (such as an
annual TSF operational review report).
Geotechnical reports should not be submitted through the DMIRS Submissions system;
rather, they should be submitted with the corresponding mining proposal or mine closure
plan to support the approval of a new substantial engineered structure (such as a TSF
design report).
When the report has been examined, the agency will respond in writing to tenement
holders.
Plans for project scope, time, cost, quality, resources, communication, risk, procurement,
stakeholder involvement, and change management are all included in project management
plans. Contains the scope, time, and cost baselines as well.
Project Documents - Several documents are produced during the project's planning,
execution, and closeout phases.
Project Contracts and Agreements - Consists of various contracts and agreements with
outside clients and suppliers.
Records from the projects above must be managed. Not all project records are documents.
Therefore, there needs to be a clear set of guidelines for determining which papers above
will be classified as project records and require efficient management. The management
process for all such records will include the following steps:
Creation
Organisations do develop their own internal records management rules and procedures. It
is made sure that every employee is informed of these rules and regulations. Records
management can benefit from the usage of information technology. For example, it is
possible to design appropriate file structures where the records will be stored for the
project's management.
Cost reporting is informing a client (or another party) about a construction project's
estimated or actual cost. This can be expressed in absolute terms or as a percentage of
the project budget.
Cost reports are typically prepared by a cost consultant (such as a quantity surveyor) and
updated regularly (perhaps monthly) to keep the client informed and to assist the client
and project team in cost control.
Cost reports typically evolve throughout a project, increasing in detail and accuracy as
more information about the nature of the design becomes available. Finally, specialist
contractors and suppliers provide the actual prices and costs incurred.
A cost report will typically include all costs incurred up to the date of the report, where
known, a forecast of the costs likely to be incurred during the remainder of the project, to
the extent that these can be predicted and estimated, and risk allowances for the
possibility of unforeseeable costs. Contingencies to cover these risks are frequently
expressed as percentages.
Hard cost: The labour and materials used to construct the finished structure, excluding
large appliances (though it generally includes installing those appliances). This includes
any demolition, removal, or site work required to complete the project. This is sometimes
referred to as the project's "hard cost."
General conditions refer to work that must be completed for the project to function but
does not directly contribute to the finished product. Some examples include securing the
site during construction, managing water runoff, providing toilet facilities during
construction, and paying for the insurance required of the General Contractor (G.C.).
When it comes to each construction project, it is critical to understand the two types of
charges. Soft costs and hard costs are the two types of costs:
Soft expenses
Soft costs account for 30% of total construction costs and include project management,
taxes, and inspection fees.
Inspection fees apply to all transactions involving building inspections and permits. In
addition, the costs of filing and obtaining necessary permits are required for project
approval.
Loan interest, accounting fees such as loan-generated interest, bank transaction fees,
construction loan commitment fees, mortgage broker fees, permanent commitment fees,
and a few others are correlated fees.
Additional soft costs may include project management fees, construction insurance,
professional dues, local and state taxes, advertising, and public relations fees.
High costs account for roughly 70% of total construction costs. The hard cost category
includes any expense that is a substantial asset, such as labour and materials, to build the
structure and is required to complete the project. In addition, the following are references
that can also be used to offset hard costs:
Site costs include utility underground, aerial, water systems, drains, fire, paving, and
grading.
A contingency fund is money for unforeseen problems that may arise during construction.
It typically ranges between 5% and 10% for new projects and 10% to 20% for
remodelling projects.
Overhead: covers the costs of general business operations such as staff, management,
temporary facilities, utilities, tools and safety, and security.
A report is a written document that contains data. Reports in the construction industry are
typically formal documents that provide information to a client, local authority, purchaser,
and so on about key events, project stages, or processes. However, they can also provide
more general information about the state of something, from individual components to the
entire construction industry or the economy.
To ensure that the design being generated accurately reflects the client's needs and that
the design and budget do not diverge, it is crucial to perform regular reviews throughout
the design process. Furthermore, the project's solutions must abide by all applicable laws.
Before moving to implementation, a qualified individual must typically review the project.
The construction control specialists offer clients their professional judgement on suggested
design solutions, optimising investment implementation costs while considering industry-
specifics and particular client needs. In addition, investors can save money by avoiding
costly errors by thoroughly reviewing all documentation before it is published for
implementation.
It conducts assessments of the documentation during the draught and detailed design
phases to ensure its accuracy, conformity to the contract, and compliance with all relevant
laws. Verifies the accuracy of the assumptions used for the project computation in specific
instances at the client's request.
The scope of the review is laid forth by the project managers, together with the choice of
an appropriate Reviewer (or review team). The Project Manager should suggest a method
for conducting the review. There are the possibilities above (in no particular order of
preference).
By drawing numbers
No preferences (left to the Reviewer to decide how they want to conduct the
review).
Before sending the document to the reviewer(s), the project manager should complete all
the fields.
Significant projects should be assessed at critical junctures during the design development
process to minimise rework. However, sometimes it is advantageous to review certain
project components more frequently than at the important milestone.
For each project, a plan for design reviews should be created. A design review plan may
be necessary depending on the project's size, complexity, and the number of different
design disciplines involved. The project manager should consider the risks associated with
starting the project without a design review plan.
Project Details - To inform the Reviewer of any matters they should be aware of,
such as restrictions, approvals, or directions that deviate from accepted practises
and the project's current state. A Design Report including all design-related topics
(such as survey, environmental, geotechnical, lighting, etc.) and any additional
pertinent documentation, such as Project Charters and Plans, should be included
with the design.
Information Provided: A list of documents provided for review and those provided
merely as background material, such as the design brief.
Review Requirements: To state whether a site inspection is necessary, the length of
the project that needs to be evaluated, the features that need to be taken into
account (such as drainage, geometry, etc.), and the deadline for the review report.
Material about whether the information delivered is a copy or whether it is returned
to the project manager after evaluation.
Site visits are typically helpful for the review, especially for projects with a high level of
risk. Site inspections, however, are not always a wise investment due to travel expenses.
The risks involved in failing to recognise a project issue because a site visit was not made
should be considered when determining the requirement for a site visit.
Before the review, it is frequently advantageous for the project manager and designer to
speak with the reviewers about the project.
The geotechnical Engineering Branch can conduct some design reviews. By speaking with
the Design Review Co-ordinator, Project Managers can check the availability of
geotechnical Engineering resources. A project manager might need to engage external
resources if the necessary resources are not readily available. For projects that are
internally evaluated, the project manager still must coordinate each design element, such
as geotechnical studies, structures, and other elements that the appropriate departments
examine.
According to project managers, a design review should take ten working days. However,
complex projects may take longer.
Both supervisors and peers can give feedback, and when done properly, the process can
result in a stronger, more harmonious workplace. Positive and negative feedback is
essential because it helps to break bad habits, reinforces positive behaviour, and allows
teams to work more effectively toward their goals.
Unless there are good reasons not to, the Designer should make changes to the design to
remedy the faults in the review.
Agree with the comment but propose not to amend it because of project constraints
- (proper justification required).
Understand the comment but propose not to amend it because it is beyond the
scope of the brief.
Disagree with the comment and propose not to make the amendment. Details on
why the Designer disagrees with the comment are required.
Disagree with the comment but will amend it as instructed by the Project Manager.
This report should provide information on how the Designer intends to address the
shortcomings noted. If the Designer disagrees with a change to address discovered flaws,
they should document their reasoning in the design review report.
The Project Manager ensures that the right course of action is implemented in response to
the review's findings.
To decide on a course of action, the Project Manager and the Designer should discuss the
Designer's findings and reactions. Some conclusions will be regarded as the Designer's
fault, while others as a shift in the commission's original parameters. This occasionally
results in a dispute over who should pay for the change. Finally, to finish the last column
of the review report, it is necessary to agree on the cost of the necessary adjustments at
this point.
While the Reviewer is not involved in the closeout of design changes, a Project Manager
may desire to consult the Reviewer for further review information. In rare cases, a
closeout meeting with the Project Manager, Designer, and Reviewer might help to explain
issues presented during the review.
Any deviation from the norm or the adoption of a prescribed therapy over the Designer's
advice must be approved following the Delegation of Authority.
As a formal record of the outcomes, the Project Manager must complete the last column of
the design review report after the agreement has been obtained. The Designer shall
receive a copy of the final report.
The Project Manager must ensure that the Designer has made the agreed-upon changes
and that a copy of the finished design review report is added to the relevant project files.
Project close-out concludes all activities throughout all phases to formally terminate and
transfer the finished or abandoned project as necessary. Project closeout evaluates the
project, guarantees its completion, and identifies lessons learned and best practices that
can be used in similar projects. However, in multi-phase projects, the close-out approach
may be used at many points in the project, such as the completion of a deliverable, a
phase, an iteration, at predetermined intervals during the project's duration, or at any
other point that designates a completed section of project work. When the close-out
procedure is used in this way, only the portion of the project scope and related activities
that pertain to that section of the project is closed out.
It is a process for which coordination must take into account a variety of factors:
Equipment rental
Trash management
All project management procedures have been followed, all work has been finished as
planned, and all necessary permissions have been acquired.
The seven stages that must be taken to accomplish the construction closure are as
follows:
Delivery to a customer.
Before the work can be finished, you must have all the required paperwork ready.
It is advisable to confirm that all systems and features adhere to the client's specifications
and are compatible with the project.
After the verification procedure is finished, all that is left to do is deliver the project to the
client.
The client's expectations will be satisfied, and the delivery process will be completed
without a hitch if all work phases have been adhered to diligently. On the other hand, if
there are any administrative or quality problems, you'll almost likely need to justify any
adjustments.
Client feedback is crucial, especially their approval, which is nearly always required for a
project to be considered closed.
It could be helpful to develop a feedback survey to examine and expand on the findings to
improve future efforts.
With the client's agreement, it is possible to close any unfinished contracts and move
forwards with payment to suppliers and contractors.
The works closing report is the last document to be written and is used to assess the
project's level of success, point out any flaws and identify any positive features before
formally wrapping up the entire procedure.
The project, its goals, and its accomplishments should all be summarised in the report.
Analysis of results
As with any project, it's crucial to compile as much data as possible to support ongoing
improvement. For instance, a survey conducted internally could help address the following
questions:
The project can then be deemed complete, and all files and data will be archived.
QUESTION 2
QUESTION 3
Ensure you understand the project details to outline your plans and communicate them to
your team.
Next, the best leaders are acquainted with and understand their team members. Take the
time to get to know each team member, and you'll be able to communicate with them
more effectively, all while assisting them in doing their best and achieving the best results
possible.
Always be learning
Looking to constantly improve your skill set will allow you to expand your opportunities
and effectively lead your team.
Listen
Good leaders can listen and understand what is being said. Soliciting feedback from your
team and taking their suggestions seriously can significantly impact the results. Getting
advice from your team could also be beneficial to you.
Learn to Delegate
A good leader can effectively delegate. This includes knowing how to enlist the help and
ensuring that tasks are outsourced ahead of time to allow for adequate completion time.
Encourage collaboration
Following that, good leaders encourage team collaboration. A team with open
communication channels can interact well, and supporting one another will produce the
best collaborations.
4.
Making your expectations clearer reduces room for misunderstanding. By doing this, your
construction team will easily complete your project the way you want it to.
The less likely your contractor will need to undo work already done, the clearer the
expectations in the scope of work should be. Even though it's crucial, editing work can be
time- and money-consuming. In addition, a professional relationship may become overly
stressed due to figuring out who is responsible for those charges.
Planning is one of the best ways a contractor can complete your project on schedule,
especially given the state of the supply chain today. They may plan and schedule
deliveries with a clear scope of work so that necessary components arrive on time.
Otherwise, items with long lead times may delay important tasks.
Maintaining the project's schedule depends on having the appropriate personnel on-site at
the appropriate time. Without a defined scope of the work, this gets complicated. In
addition, finding the talent the project needs without planning could be difficult, as
partners and subcontractors are frequently booked months in advance.
Because they first misidentify the client or problem, workplaces frequently struggle to
solve issues successfully or achieve goals. To pinpoint your issue, you can:
Pose inquiries: Who runs into the issue and why? Why did earlier tries to address it
fall short?
Stay impartial
Develop the mindset: Start putting the approach into practice in your role as soon as
possible.
This process is ongoing. Iterating on prior experiments enables the outcome or product to
be improved. However, without feedback, learning cannot be put into practice.
Finding the optimal solution is what design thinking aims toward, not perfection. And it's
unlikely that the initial response will always be the best. So the feedback loop must always
be active. For example, you can use a feedback loop to:
Make as many tests and revisions as you can. Look for fresh approaches and
perspectives to test your theories. You might discover something that would have
never occurred to you otherwise.
Hold frequent feedback sessions. When you accept feedback, you establish a safe
environment for innovation and stop the same errors from repeating.
The geotechnical design team may find it helpful to use design thinking to find and
address important problems. In addition, you may spend time productively solving
the correct problems and creating procedures that will affect your company's
success if you adopt a design-thinking mentality.
Review the application of the design and recommend changes for continuous
improvement
Design review concerns the appearance of new construction, site planning, geotechnical
work, hydrological data etc.
A set of review checklists and technical guidelines has been developed to assist engineers
in reviewing projects with major and unusual geotechnical features. These features may
include any earthwork or foundation-related activities, such as the construction of cuts,
fills, or retaining structures, that require special attention due to their size, scope,
complexity, or cost.
The goal is to compare the current state of the design to a set of requirements, using the
team's collective wisdom to digest the information and provide feedback on the emerging
design solution. Finally, the team either approves the design state or creates a prioritised
list of issues that must be addressed before moving on to the next stage of development.
1. Appoint a facilitator: The facilitator will plan the review, decide who will participate, and
determine whether the review will be complex enough that information will need to be
provided ahead of time, among other things. Assign someone to take notes.
2. Outline the review's objectives: Begin with a level-setting exercise to ensure that
participants understand the project's status and the purpose of the review.
3. Give the team context: What are the requirements and constraints? What are the
critical success factors?
5. Maintain a productive and focused discussion- Don't be defensive if you're the technical
lead. The review's goal is to identify problems and make improvements. Some comments
will undoubtedly be subjective, such as "that's not how I would do it..." Investigate further
to comprehend the issue with the current design state. Refrain from turning the design
review into a brainstorming session for improvement. First, locate all of the issues. A
follow-up activity could be brainstorming solutions.
6. Make a list of issues and prioritise them. This is why having someone assigned to take
notes is extremely beneficial. As people get tired and time runs out, this can be the most
difficult part of the meeting. Ensure that you adhere to your Design Review procedures,
categorise issues, and create follow-up tasks and sign-offs as needed.
7. Document, follow up, and conclude. Send meeting notes, and make sure action item
lists are completed and signed off on.
The scope and content of the report will be determined by the clients and what was agreed
upon during the design review. This report should typically be issued within a month of the
design review meeting. In addition to the meeting minutes, the report should include the
status of each issue or action item and details on how these items were resolved. If
additional investigation, testing, or other analyses have been completed, proof of these
should be provided.
It is not unusual for the results of a design review to result in changes in direction,
schedule, and budget. The impact of these changes should be assessed, and an updated
project plan should be included.
Some designs may be validated by comparing them to similar equipment serving similar
functions. This method is especially useful for validating configuration changes for existing
infrastructure or standard designs used in a new system or application.
The design can be analysed using mathematical modelling and simulation techniques to
recreate the required functionality.
On the final design, tests are performed to validate the system's ability to operate as
specified.
The test plan, execution, and results should all be documented and kept as part of the
design records. As a result, Validation is a compilation of the outcomes of all validation
activities.
Because validation is all about ensuring that the product/intended service's purpose is
met, it is critical to specify as a design input:
The environment and circumstances in which the final product/service will be used
After the architect has completed the design and verified the drawings using the steps
outlined earlier, he must determine whether the geotechnical design meets the intended
purpose.
Any defects or issues discovered during the design verification and validation activities
must be resolved before the organisation moves forward with production.
Before beginning validation tests, establishing acceptance criteria is always a good idea.
This can be subjective or objective as long as it is relevant to the product/service you are
providing. Another important point to remember is that final design validation always
comes after design verification activities, never before.
______________________________________________________________
______________________________________________________________
______________________________________________________________
______________________________________________________________
______________________________________________________________
______________________________________________________________
QUESTION 2
______________________________________________________________
______________________________________________________________
______________________________________________________________
______________________________________________________________
______________________________________________________________
______________________________________________________________
QUESTION 3