Construction Methods and Planning

J.R. Illingworth

• Publisher: CRC Press
• Year: 2017
• ISBN:
  9781351990844
• Edition: 2
• Topic: Architecture
• Subtopic: Architecture General

This new edition of John Illingworth's popular book provides a thorough introduction to the selection of construction methods, their planning and organization on site. Thoroughly revised and updated, Construction Methods and Planning takes a practical, down-to-earth approach and features numerous examples and illustrations taken from real situations and sites. In Part One, the main factors which determine the planning of construction methods - site inspections, the site itself, temporary works, design, cost concepts and selection of plant and methods - are discussed. In Part Two, the application of these tools is presented, covering foundations and basements, in situ and precast concrete structures, steel frames, cladding, internal and external works, waste, methods statements, contract planning control and claims. The author provides an extension of the concept of 'buildability' and new chapters on facade retention and the refurbishment of domestic accommodation.

PART ONE

Factors Affecting Construction Method Assessment

Introduction

Before commencing any study of the principles of the planning of construction methods, it is essential that the meaning of a number of words and phrases are defined and understood as they will be used in this book. In the so-called world of information technology, it is remarkable that specific words seem to be capable of endless meanings, and as a result can readily be misinterpreted by different people. It is hoped that the definitions and meanings given here will make some contribution to stabilizing the meanings of words and phrases associated with the planning of construction activities.

Probably the most abused word today is ‘Management’. It is all things to all men. In the construction industry, the pundits stress the need for better management. Everything involves management – indeed, everyone is a manager or potential manager, or should aspire to be one. The impression is given that no other discipline is needed any more for construction to be efficient.

To manage, management

The Chambers Dictionary defines the verb ‘to manage’ as: to conduct; to control; to administer; to be at the head of. It follows that any manager is at the head of a group of individuals who perform a function. Thus a site manager, for example, conducts, controls, administers and is at the head of a construction team on site. It is obvious that if he is to do his job effectively and efficiently, he will require a suitably qualified team to provide back-up services in both the administrative and technical fields. On the technical side, such services conveniently divide into two distinct parts. These may be termed Aids to management and Adjuncts to management.

Aids to management

While not necessarily a complete list, the following matters are the main components of Aids to management: Method Statements on which the job was priced; cost breakdown of the Tender sum; specialist staff for the supervision of subcontractors; the availability of work study facilities to evaluate performance and provide recommendations for improvements in efficiency; and the use of programme systems appropriate to the contract in question. Such systems will need to allow rapid assimilation of progress situations and provide weekly or short term methods of giving easily understood communication to first line supervision. In addition, visual cost control graphics for all subcontractors are vital where the majority of work and trade elements is sub-let. (See Chapter 18 for operational details.)

These components cannot materialize unless specialized staff with the necessary experience are available.

Adjuncts to management

All the management in the world has no significance if the methods of construction adopted are incorrect for the situation in question and do not take account of all the factors arising on a particular site. It is in this context that Adjuncts to management fall.

In this field we have pre-qualification submissions and pre-tender planning, encompassing plant and method selection, labour requirements and an assessment of the type and scale of temporary works. The temporary works assessment would include the requirements for access, storage, temporary offices and the provision of welfare facilities, to name some. In overseas locations, one may need to assess the need for a construction camp and all the costs attached to it.

Unless the above matters have been adequately priced at the tender stage, no level of management can assess whether the contract is capable of making a profit at the end of the day.

In order to provide adequately for effective Aids and Adjuncts to management, a number of specialized staff have to become involved. Indeed, as construction becomes more specialized, the demand for specialist staff becomes more critical. This view has even more force when one considers the extent of sub-letting of work today, both in relation to trade activity and specialist services. Yet again, the move towards Quality Assurance clauses in contract documents requires the main contractor to have adequately qualified technical staff to see that sub-contractors perform to the standard required.

In conclusion, then, there are other worthwhile occupations apart from the managing role, which have given many people worthwhile and rewarding careers.

To plan, planning

Planning is probably one of the most overworked words in the English language. Even when the word is related solely to the construction industry, difficulties continue to arise. It is often taken to mean the preparation of designs and other information for a project. It can be taken to mean the approval of a project by the local authority. Even if planning can be restricted to activities related to the actual construction, differences of interpretation still occur.

In a recent article in the Chartered Builder[1] the planner is seen as the individual who prepares the Programme, sells it to the site manager and ensures that it will act as an early warning system to trends that may not be desirable. In an article in Building Technology and Management in 1987[2] entitled ‘Planning techniques for construction projects’ it rapidly becomes clear that what is being discussed are methods of programming construction works, both by manual and computerized approaches. There is no doubt that this view of the meaning of the word ‘planning’ is a commonly accepted one in certain parts of the construction industry.

The over-emphasis on the programme is, in this author’s view, the wrong way to look at things if the greatest efficiency in contract organization and control is to be achieved. All the programme and management techniques in the world are of little value unless the construction methods to be used are the most cost effective for the situation and safely carried out. Once the methods of construction are settled, the programme can be prepared showing the results of planning the construction method for the benefit of site management.

It is pleasing to see, therefore, that a new publication from the Chartered Institute of Build-ing[3] has gone some way to helping to rectify this situation. Superseding a previous publication, Programmes in construction – a guide to good practice, the title is now Planing and programming in construction – a guide to good practice. In the first chapter, ‘Terminology’, recognition is at last given to the existence of a person variously known as construction planner or planning engineer or construction programmer. It is also stated that the first name is the preferred term. It is just rather a pity that the last name was not deleted.

In this same document, ‘planning’ is defined as ‘the process of analysing, formulating and organizing the intended actions for the carrying out of a project.’ Even better, in this author’s view, is the definition of ‘programming’: ‘the process of producing a time related schedule of the planning decisions’. Altogether this is a much more realistic appreciation of how the construction industry, as far as contractors are concerned, see the terminology. The following terms and methods for planning reflect this author’s views on why construction method planning needs persons of skill and experience if the first step in construction efficiency is to be properly achieved.

The construction process

In any form of construction, there are only two fundamental activities: (a) the handling of materials and equipment and (b) by the skill of the work force in the positioning of the materials and equipment (assembly) to produce the desired completed whole. It follows that the overwhelming majority of plant on site will be concerned with the handling of materials and equipment (Figure 1). When performance is related to plant and labour activities, in specified areas, a time scale for these elements emerges.

While non-handling plant comes into the picture – compressors, welding equipment, power operated hand tools, and such things as lighting equipment, to name a few – such items have to be seen as aids to the handling and assembly process.

Efficient construction is much dependent on safe places of work and the safe use of construction plant. Indeed, such dependence is required by law. The main requirements, in the legal sense, are given in Appendix A. To achieve such safe working practices, temporary works are a major requirement. While not all temporary works relate to site safety, taken as a whole they represent a significant part of the contract cost. Th...

Table of contents

• Cover
• Title Page
• Copyright Page
• Table of Contents
• Preface to the second edition
• Preface to the first edition
• Acknowledgements
• PART ONE Factors Affecting Construction Method Assessment
• PART TWO Establishing Methods and their Planning Control
• Appendix A Legislation affecting the planning of construction methods
• Appendix B Codes of Practice and British Standards
• Index