Construction Inspection Week 1 Tuesday PDF

Construction inspection WEEK 1 Tuesday Transcribed by TurboScribe.ai. Go Unlimited to remove this message. My name is Mark Brown. I am the charter appointed to serve here. A couple of years of experience. I deal with aspects of, some aspects of project management. Project monitoring and generally...

Construction inspection WEEK 1 Tuesday Transcribed by TurboScribe.ai. Go Unlimited to remove this message. My name is Mark Brown. I am the charter appointed to serve here. A couple of years of experience. I deal with aspects of, some aspects of project management. Project monitoring and generally construction inspection. So, I cover most aspects of what we're going to do in this course for the semester. I want to start by just a quick overview, general walkthrough of what we will be going through for the entire semester. If at any point, when I'm going through this presentation, if you wish to ask any questions, feel free. If you need clarification on anything, raise a hand, ask a question. Information generally benefits everyone. I'm here to learn from you, and you should learn something from me. So, we'll begin with the definition of construction project management. It's defined as coordinating and overseeing the various aspects of a construction project from planning stages to the execution. One of the key components is budgeting. Secondly, planning and scheduling, and resource allocation. Another key element is risk management and overall quality control. Going through the key components, one that comes out in terms of handling a project from start to finish is planning and scheduling. In any of your other courses, are you looking at or have you gone through anything in terms of doing, whether it's a bar chart, whether it's a Gantt chart, or anything to do with planning and scheduling works of architecture. Have you covered anything along that line? Are you familiar with anything along that line? Anything you can trust in terms of outlining progress or items to be completed? So that's one of the aspects that we will look at in this course. Because in all aspects of construction, time equals money. Time equals money. If there is a delay on a project, whatever causes the delay, the additional time that it takes to get the item completed, there is a cost associated with that. Mr. Ennis, in your own words, tell me what you understand by resource allocation. Give me a little bit more definition. No, no, you're good. Give me a little bit more definition in terms of resource. I didn't have a resource. Remember, we're learning from everyone. Repeat what you said. When you say something you get from a project, what are you pointing towards? When you get concrete, which kind of building will you be pointing towards the best? I mean, basically the same thing, right? Yeah, but add a bit more to it. Alright, I'll give you a scenario. You are pouring concrete. You have budgeted, based on your measurements, $3,500 towards a concrete that's to be poured. You've planned in the next two days, the concrete will be poured. Resource allocation. Who would you tell to come to the job site? Would it be your masons, your carpenters, your steelfixers, or your electricians? Your masons. Why not the steelfixers? It's a simple question. Why not the steelfixers? Mr. Alper? By having a good pour-in, the steelwork can be finished. And we get to meet the workers as well. So, why not the steelworkers? So, if you're having your steelfixers and so on, he might be there for a what-if situation. But if the steelworks have already been inspected and certified or passed, he doesn't need to be there. So, if he is there, by his time, they're actually losing money because you're paying him to stand around. You don't need him. As you rightfully said, you need your masons on site to ensure that when the concrete is poured, you finish it with your trowel or they actually float it when it's done. So, thinking in terms of... So, the key elements of project management is to look ahead, understand what needs to be done, and make a critical decision in terms of not going over budget, proper planning and scheduling, adequate resource allocation, and risk management. Give me an example of this one. If you were in the same place, what are the risks? Just give me an example. What could go wrong when you pour enough concrete? What would you double- check or ensure before going ahead to pour that stuff? Make sure that you have enough equipment, enough things to pour, and then make sure that they have the right equipment, and you're going to be able to tell how much of a risk that was already there. Oh, good question. Interesting. Ms. Casamora, do you agree? All right. Ms. Richardson, anything to add to that? Give me an example of something that can go wrong during a concrete floor slab pour that's exposed to the elements. Give me a possible scenario of what could go wrong. Planning and scheduling. Give me an example of what could go wrong. Yeah, we all agree. It could rain. Still got some people here? It could rain. All right. Key point. So you're thinking clearly. Planning ahead delays equalization of costs. When planning to pour next week, Tuesday, you do a simple forecast. Look at the weather. It may be a situation where it might rain the day before or it rains the day after. So you make adequate adjustments to either move the concrete floor or do it earlier and protect it. These are the things in construction where you always protect the budget because time equals money. So you therefore put all your components together to ensure that what is being done actually makes sense. And by doing risk management and the proper planning and scheduling, you ensure that quality is also controlled. There is a downside, a major downside, to pouring an exposed floor slab during rainfall. When you pour that concrete, leave it exposed and the rain comes. When the rain hits that slab and that aggregate is exposed, basically you may have to remove that slab. Because for quality control purposes, you have basically risked the integrity of that floor slab. Construction is a process. It not only happens on paper. It happens in the real world. And during this course, we should be going on project inspection actual job sites. And these are the things where you would actually see things happening and get to interact with the work on the ground. So, the role of a construction project manager. Primary responsibilities. You are leading and managing project teams. You oversee the overall project scope, budget, and the timeline. Those three items always go hand in hand. The project scope, budget, and timeline. You ensure quality and safety standards. So whatever materials you are using, whatever specifications are there for the work to be carried out, you should always read your manuals, know what your specifications are, and ensure that you are using the equipment or the materials properly. Communicate with the stakeholders. Communication is key for your clients, your contractors, and suppliers. Improper communication leads to delays. Delays lead to what? No, I'll show you that once. One person say it. Give me an additional role of a project manager. Do you agree with any of those? All of them or none of them? Are you saying I cover all of them? Planning and scheduling. The main thing with plans and scheduling is to create a realistic timeline based on the project scope and based on the project budget. Everything ties in. Mr. Ennis, remind me of the three things that tie in to make the project run smoothly. Tell me one. Ms. Burke, tell me one. Feasibility. Ms. Burke, ready? Feasibility. Planning. Communication. Who are the stakeholders? Anyone of the stakeholders, Ms. Burke? Do you know what you're saying? General IT management. Supplier. Contractor. Planning and scheduling. Creating realistic schedules and timelines. Procurement. Procurement is sourcing and receiving materials on site. It's overseeing the acquisition of materials and services that are required for the project. Team management. The responsibility of the project manager is to lead the site workers, oversee the contractors and subcontractors. Then we get into the legal part of it, which is the regulatory compliance. So you're ensuring adherence to local laws, codes and regulations. So, all of you are doing architecture. Give me an example of a building code or an element from the building regulation that might jeopardize the location of the building. From before you even started, tell me one of the things that needs to be observed in terms of putting the building on the map. Qualified location and geography. Ms. Burke, what do you think about that? Building on a hillside versus building on a sandy, uh, on a sandy site. That's kind of technical, but you could tell me something simple. Uh, where are you with that Ms. Burke? Ms. Fleming, give me an example of a, give me an example of a building code or regulation in terms of setting up the building. Are we required to do any setbacks? Can we build right up to the boundary? Familiar with the word encroachment? Never heard that word before? So, if you disregard the setback and you go over your boundary into somebody else's land, the term we use for that is encroachment. Basically, you've gone from your property and you're now building on someone else's property. Um, building codes. Are there requirements for plumbing where we have to move in a certain, anything to follow wherein we ensure that we don't use waste pipes for fresh water or fresh water pipes to carry waste. We don't use plumbing pipes to run electrical lines. That sort of thing. As the project manager, you have to ensure that all the trades on site are doing their work in accordance with the local building laws, applicable building codes, and everything is legal. So the building is in the right place as per the drawing. It's on the parcel of land that it's supposed to be on. It hasn't gone over onto the neighbor's property. It is within the setbacks. Within the foundations from a strength of confidence based on the drawing has been used. The onus is on you as the project manager to oversee everyone's work and keep everyone in line to ensure that you stick to the project, you stick to the project scope, and you stick to the timeline. Bear in mind, you can prove me wrong on this, but the only perfect construction project happens in a textbook. It never happens in a real world because life happens in real world. So things will happen. However, your purpose of being here is to mitigate, and by mitigate I mean lessen, reduce, if you can try to prevent any incidents from going wrong. So whatever risk there is to your client, you are there as that blocker to ensure that there is least amount of stress to your client and everyone ends up happy at the end of the day. Remember when I'm going through this thing, if there are any questions, stop me and let me know. So the purpose, we're going into construction inspections. The purpose of a construction inspection is to ensure that the work is performed according to contract documents and standards. Do you have an example of a contract document? Anything? A contract document? Yes. Any part of the contract document? Sorry? Contract document. Contract document. So we're going to construct a building. What's the first thing we need? Contract document. Alright, that's a part of the contract document. Your plans and specifications are a part of the contract document. Your agreement, your contractual agreement between the client and the contractor, that's a major part of the contract. Your bill of quantities is another part of the contract. Standards. Standards are specifications. So, give me an example of a specification for concrete. You need all these drawings that you can't. Don't tell me when you draw a column, you don't draw a column. So here it's supposed to be a column. Don't specify what type of column it's supposed to be. I don't want that. So, so, I already have it. So what are you working on? You're in CAD and you're drawing a concrete column that needs to be constructed. You just draw a column and leave it like that? You don't tell me? The size. The size of the column. The size of the reinforcement going in the column. What is the strength of the concrete? Are you familiar with nothing like that? You just draw a column and leave the column so? So, standards and specifications. Load-bearing columns in a building, the concrete has to be of a certain strength. Based on the engineering behind that column, the column has to be a certain size. So for example, you wouldn't put a small column in a high-rise, four-story building. And the column that you put in a high-rise, four-story building, you wouldn't put that in a container that you're going to put material in. So standards and specifications. You need to ensure that whatever you're doing, it is correct. So, pouring the floor slab. Is it a load-bearing slab? Is it just a slab on grade? Do you know what a slab on grade means? So, slab on grade. Should there be a standard or a specification for the material as under that slab? Should it be compacted? And you just throw some gravel in and cast the concrete under that? So, standards. As a project manager, it is your duty to ensure that all those standards are adhered to. So basically, everything that happens, you will be the one signing off on it. And in order to sign off on anything, you have to know it to ensure that it is correct. Because at the end of the day, it's really coming back to you when you sign off on anything. So, construction technology. You have to be aware of, you have to understand, and you have to know. So, when questions are asked, get your contract document. There will be one example of a contract document. Alright? Another example of a contract document. Do you want to go through this together? Because we're just here. Anyone? Give me, give me, give me. I just love almost all the contract documents. You said a contract. The agreement between the client and the contractor. Somebody give me another example. I love the plan. Alright. You see when we refer to plans in this class, I need you to tell me that they are the approved drawings. Because once it has been approved, that means that everything is in order. So, we don't just say plans. We say approved plans. Because that means they're approved and you can go ahead with construction. They're not preliminary drawings. They're not pre-construction drawings. They're approved plans that you can go ahead and actually start construction with. Mr. Fleming, give me another section to the construction documents. Contract documents. Add one more thing to it. We have the approved plans. We have the contract agreement. Tell me what else we need. Documents, man. We got the paper. How are we going to get a price for the building? I don't know. Builder quantities. Estimate. Do you agree? Yes or no? Yes. You're sure? Give me another example. We're building a contract document. We have the agreement. And we have the approved plans. Tell me something else we need. What's the next part? I like technicality, yes. But give me something else. With the drawings, outlining, the works to be carried out. Tell me something that goes hand in hand with the drawings. So I just explained that. With a concrete column that is in the building. What would you... How would you tell me exactly the details of that column? Somebody say it. Specifications. Say what? Specifications. Specifications. So material specifications. So another key thing that you need to study as a part of the documentation. You can't just tell me floor tiles. You need to tell me what type of material those floor tiles are made of. You need to tell me what's the size of that floor tile. Next you need to tell me how that floor tile is to be handled. Then you need to tell me how that floor tile is to be made. And the key thing, where time equals money. You need to tell me who is supplying that floor tile. Whether it's the client supplying it. Or it's a case where the contractor is supplying it. Bringing it to the site. And then it's installed. So during construction. During construction. The project manager needs to always check for quality. And safety. So we're laying the floor tiles. This is just the first step. But we're looking at everything. Because we need to jump right in. We're laying floor tiles. What's the first thing we need? We have a box of tiles standing. Tell me the first thing we need. And don't overthink it. Just think simple. But what's the first thing we need? We need a floor slab. You need to ensure that you have a floor slab. Before planning and scheduling. Sequence of events. Don't think too far ahead. But also. Never ever operate by what we term the nose principle. Meaning when it's right in front of your face. That's the time you see it. Then it's too late. Quality and safety. Almost every construction material. Contains a chemical. I will say that to you. And I'll say it to you from now. And I'll reinforce it as we go along during this course. When we are doing construction inspections. This file is longer than 30 minutes. Go Unlimited at TurboScribe.ai to transcribe files up to 10 hours long.