CON 101 Exam 3 CSU

Study

Contract Administration

Managing the business details and relationships. It is a process to oversee contracts and make sure every party is doing what they said they would.

Owner Involvement

Sets the stage for the project, establishes project program, decides project delivery method, selects a contract form. 

Pre-construction conference

Almost everyone attends, parties are introduced, relationships established. Covers administrative and coordination issues.

Partnering

A team-building technique, calling upon the parties to the construction contract to establish a common set of project goals and objectives and develop a mutually acceptable protocol for communication and conflict resolution through a formal agreement

RFI

A written request for clarification regarding the details presented in the plans or specifications. The requests are usually made by subcontractors through the general contractor to the architect.

Submittals

Data, samples, details, colors, and product literature required by the terms of the contract to be presented to the architect by the contractor for approval prior to ordering and installing them.

Mock-up

Physical models or small samples constructed to allow the architect and owner to review the appearance and function of materials, colors, textures, and other aesthetic features before incorporating them into the actual project

Shop Drawings

A supplemental drawing to the plans and specifications that details fabrication methods, materials, and models of a product or installation associated with the project

Claim

An issue that occurs during construction and remains unresolved after the job is complete.

Retainage

A certain percentage of money owed to the contractor for work progress that is held back by the owner to encourage completion of the project

Schedule of Values

A budget template established early in the project against which progress payments are measured. The schedule summarizes the total project cost by the various divisions of work

How does the contractor receive clarification from the architect regarding details of the design

They do this by sending in an RFI

What is the name of the document that establishes the template for measuring work progress as it relates to requests for payment?

Schedule of Values

What is the name of the document that formally and officially authorizes a payment to the contractor?

Application and certificate for payment

Liquidated Damages

An agreed amount of money that is set in the contract that if one party breaks the contract they have to pay it

Back Charges

An amount of money charged against a subcontractor for work that the general contractor performed because the subcontractor failed to do so

Site Logistics Plan

Detailed document that tells how things like materials, equipment, workers will be managed, moved, or stored to make sure the project is safe, efficient, and on schedule

Concrete Washout Station

A temporary container installed on a construction site to collect all water runoff from the washing of trucks, tools, and equipment associated with concrete. The container may be prefabricated and delivered or built on-site.

Straw Wattles

An erosion control product made of compacted straw or other materials such as geotextile fibers, bound into a tight, tubular roll that comes in 10- to 25- foot lengths

Dry Shacks

These facilities may be constructed on-site or brought in as modular units equipped with tables and storage lockers. They provide a dry place for workers to eat their lunch and change their clothes. Union agreements often require that the contractor provide these on-site.

Transmittals

A tracking document that serves as a cover notification to any communication, submittal, or shop drawing being transmitted among the project participants

Laydown Area

A designated area on the building site where large orders can be stored and sorted in an organized manner so that the parts can be easily identified for use on the project

Will-call

A will-call acts as a verbal confirmation of an order that has been placed prior to the date it is actually due for delivery. The will-call, generally made by the superintendent, occurs just before the scheduled delivery date

Identify at least three issues that the superintendent must be concerned with when trying to manage construction operations

All materials, equipment, and trades are coordinated correctly. Maintaining the quality of the project and make sure everything passes inspection. Need to make sure everyone is safe, everyone follows OSHA

Backward Pass

A scheduling technique used to calculate an activity's late start and late finish

Network Diagrams

A common type of construction schedule, also called the critical path method (CPM), which depicts a continuous chain of activities showing both activity durations and the relationship of the activities. There are two types of network diagrams.

Two types of construction schedules

Gantt Chart and Critical Path Method

Two techniques used to create a network diagram

Arrow Diagram Method (ADM), or activity-on-arrow (AOA), and Precedence Diagram Method (PDM), or activity-on-node (AON). Currently, PDM or AON scheduling techniques are mostly used. PDM as a scheduling technique allows for overlapping of concurrent activities so most scheduling software tools mainly utilize PD

Critical Path

The longest path through a network diagram schedule and includes those activities that have zero days of float. The critical path determines the overall project duration

Network Logic

The order in which activities are sequenced in the network diagram relative to their interdependent relationships

Total Float

The amount of leeway available to start or complete an individual schedule activity before it affects the planned project completion

Precedence Diagramming

A graphic presentation of a schedule depicting project activities on a node with an arrow that depicts the dependencies that exist between the activities

Forward Pass

A scheduling technique used to calculate an activity's early start and early finish. Must be completed before the project duration can be determined

Short-interval schedules

Also called look-ahead schedules, they are typically prepared by superintendents and focus on relatively short periods of time, such as two to six weeks. These schedules are usually provided to trade contractors and focus on specific areas of work in greater detail than is provided in the overall project schedule

Gantt Chart

Considered revolutionary when Henry Gantt first published this planning tool around 1910, a Gantt chart is a type of bar chart that illustrates a project schedule. It illustrates the start and finish dates of the various activities of a project

Cost Code

A reference number used to track cost and schedule information on materials, labor, subcontracts, equipment, overhead, and fees throughout the project control process

Escalation Clauses

Usually negotiated into the construction contract when there is suspicion that some pricing component of the estimate is in a high state of flux. The clause allows for some fluctuation in the contract price based upon the current pricing of the suspected component

Cost Control

A continuous monitoring process used to track the variances between actual performance and planned performance on a project, specifically concerning cost and time

Forecast

Periodic predictions stated in reports as to the final cost and schedule outcomes on a project while the work is still ongoing

Crashing the schedule

To takes steps that accelerate activities in the schedule, resulting in an earlier completion date

Earned Value Analysis

A technique used in construction to determine the estimated value (earned value) of work completed to date on a project and compare that to the actual work completed on the project

Seven fundamental steps in the project control cycle?

Develop project plan, establish the project benchmarks, monitor the project performance, identify performance deviations, evaluate corrective options, make adjustments as needed, document and report and evaluate results

Variance

The cost or time difference between the actual project performance and the planned project performance.

Two essentials of effective project control cycle

Having accurate, timely, and relevant performance data and a structured way to report this to the correct stakeholder