Construction Projects For Project Delivery System †Free Samples

Question: Discuss About The Construction Projects For Project Delivery System? Answer: Introduction Project delivery method is defined as a fixed set of systems that are used by construction agencies and contractors for developing a particular construction or design of a structure. These also include, design, development, operations and maintenance. However, the proposed delivery system must be approved by legal agreements between the agencies and the parent organizations that have commissioned the project in the first place. Selection of a suitable project delivery system is necessary in order to ensure the success of the project. Construction projects are generally large scale projects and hence, selection of suitable delivery model is necessary. The project is built upon the research of project delivery systems and is continued to the design of a new project delivery system. Project delivery method is defined as a fixed set of systems that are used by construction agencies and contractors for developing a particular construction or design of a structure. These also include, desi gn, development, operations and maintenance. In this particular project, the preliminary design of the project delivery system must be approved by the supervisors after which, the final design will be developed. The title of the project is the design of a new project delivery system for the company under which, the research is being conducted. Before designing the project delivery system, a literature review and research process will be conducted on project delivery systems. The chosen case for the design of the delivery system is the Construction of Dam Spillway Upgrade in South East Queensland Project. This was conducted in order to construct some additional upgrades to the originally existing Wivenhoe Dam in Queensland. Project Background The project is built upon the research of project delivery systems and is continued to the design of a new project delivery system. Project delivery method is defined as a fixed set of systems that are used by construction agencies and contractors for developing a particular construction or design of a structure. These also include, design, development, operations and maintenance. In this particular project, the preliminary design of the project delivery system must be approved by the supervisors after which, the final design will be developed. Objectives and Scope Objectives and Scope The main objective of this project is to design and deliver a new project delivery system for the construction of dam spillway upgrade in Wivenhoe Dam, South East Queensland. Hence, the objectives of this particular project are as follows. To analyze the existing condition at the Wivenhoe Dam To find a suitable project delivery model for the same project To analyze the usefulness of the chosen delivery model in the project To prepare a basic design of a project delivery system and get it approved by the project supervisor To prepare the final design of the project delivery system based on the requirements of dam spillway upgrade of Wivenhoe Dam The scope of the project includes the following. Detailed and in-depth review of all project delivery systems Selection of a suitable methodology for the implementation of one particular project delivery system in the chosen project Evaluation of the chosen delivery system with the clients requirements and solve any gaps or issues in the delivery system accordingly Compilation of Team PDR report on the chosen case project Outcomes/Benefits The beneficial outcomes of this project will be as follows. Identification and development skills of project delivery system of the participants will increase significantly. The chosen project will have a particular delivery model that will give a proper direction to the project i.e. the project will then be conducted in a specific way. The new delivery model will ensure the project is conducted specifically based on the clients requirements. Outputs The main output of the project is the design of a new project delivery system for the chosen project of construction of dam spillway at Wivenhoe Dam. The other outputs will include a PDR report on the entire research containing different data collected from the organization sources, the development details of the new project delivery system and the test results of the developed delivery system. Assumptions and Constraints The assumptions made in this project are as follows. It has been assumed that the chosen delivery model will be applicable for the chosen project. It has been assumed that all the parameters of the project have been known from the available information. It has been assumed that the selected project delivery model will enhance the quality of the project. The constraints of the project are as follows. There is limited amount of information regarding the project details. Whether the client has a preferred choice of delivery method or not is not known. Feasibility of the chosen model on the project have not been experimentally tested. Literature Review and Features of Typical Delivery Systems Literature Summary Related to Project/Program Delivery Systems Project delivery method is defined as a fixed set of systems that are used by construction agencies and contractors for developing a particular construction or design of a structure. These also include, design, development, operations and maintenance (Francom, Asmar Ariaratnam, 2014). However, the proposed delivery system must be approved by legal agreements between the agencies and the parent Business organizations that have commissioned the project in the first place. Selection of a suitable project delivery system is necessary in order to ensure the success of the project. Construction projects are generally large scale projects and hence, selection of suitable delivery model is necessary (Azari et al., 2014). Picking the best strategy for any project must begin with a decent comprehension of decisions accessible. In all delivery frameworks, there is dependably at least three stakeholders are included: proprietor, designer and contractual worker. It is critical to pick a delivery technique that best meets the one of a kind needs of every proprietor and their project. Project contemplations affect the delivery technique chose. Proprietors should have the ultimate control of the effect of every decision that are in context with the project, in light of the fact that the delivery strategy sets up when all the stakeholders agree to the same idea and approved by the project manager; and it impacts possession and effect of changes related to the project costs and budget (Lee et al., 2014). These contemplations incorporate a practical spending plan, a schedule that incorporates a sensible execution period, a responsive and quality design process, a hazard appraisal with designation of dangers to the suitable gatherings and an acknowledgment of the level of aptitude inside the proprietor's association. Out of the various frameworks being utilized to deliver different facilities around the globe, the three delivery frameworks most generally utilized in the construction business are (1) conventional DBB, (2) construction administration in danger (CMR), and (3) DB. There is a plenitude of construction delivery writing looking at the execution of DBB, CMR, and DB. Kovvuri et al. (2016) analyzed the execution of conventional and option project delivery approaches utilizing military construction projects. Lee et al. (2014) likewise measured the level of group combination, which he exhibited was straightforwardly affecting project execution The measurements examined for which the outcomes were factually huge included unit cost, construction speed, and delivery speed. Kibert (2016) contemplated DB execution in general society area and considered various project factors: proprietor encounter, level of design finish, design-developer choice, contract sort, technique for honor, and DB process varieties. The works of Giachino et al. (2016) demonstrated that DB projects result in changes of delivery speed by 30% and construction speed by 12%, and a 13% lessening in unit cost. A CII research led by Francom, Asmar Ariaratnam (2014) likewise demonstrated DB has a better control of execution over CMR, which thus is also more efficient than DBB. Execution measurements were both quantitative, including expense and schedule development, and subjective, including the estimation of value regarding the client's desires, construction authoritative weight, and proprietor fulfillment with the general project. Quantitative outcomes demonstrate 59% of the DB projects experienced fewer than 2% cost development. On the other hand, it has been found that 77% of the DB projects experienced fewer than 2% schedule development. Subjective outcomes indicate most proprietors were happy with the execution of DB. Case Project Objectives, Business Case, Context, Requirements and Challenges The chosen case for the assignment is the Construction of Dam Spillway Upgrade in South East Queensland Project. This was conducted in order to construct some additional upgrades to the originally existing Wivenhoe Dam in Queensland. Case Project Activities The main objectives of the project were as follows. To improve the existing infrastructure of the dam To construct a dam spillway To develop a road and transport system on the dam Business Case and Context Wivenhoe Dam is a multi-reason water storage office of around 2.5 million megalitres limit. In the project, it was suggested that around 1.14 million megalitres would be utilized as an urban water storage and around 1.4 million megalitres would be utilized for a flood storage. The put away water would likewise go about as the lower pool of a pumped storage hydro-electric power era plot (McMahon, 2016). The construction of Wivenhoe Dam was expected to bring about the immersion of vast regions of land upstream of the site. This would dislodge display arrive use in the zone and would affect the social and financial action in the territory, and also an impact on the indigenous habitat. The aggregate surface range of the put away water surface would be around 10700 hectares at full supply level and this "lake" and its foreshores would give a noteworthy recreational asset to the Moreton Region. There was a need to inspect in some detail the reasonable impact of Wivenhoe Dam and its related chips away at the characteristic, social and monetary condition as far as both great and antagonistic impacts (Toombes, 2014). Measures went for "limiting" the unfriendly impacts and "boosting" the positive impacts should be characterized and these measures ought to end up some portion of the proposition. Requirements The Pumped Storage project which would be worked to utilize Wivenhoe Dam water would give sparing pinnacle stack control subsequent to dispatching in 1983. Just the water lost by dissipation and leakage in the upper Dam was lost to urban water supply. Antagonistic impacts amid construction, for example, expanded turbidity of the stream water, and so forth, were not anticipated that would be noteworthy at the Mt. Crosby treatment works (Leigh, Watkinson Burford, 2015). The 300 kilometers of shoreline and the 10700 hectares of water surface made by the Dam at full supply level would guarantee that the Dam would form into a truly necessary recreational asset in the Moreton Region. The degree of the recreational utilize would be dictated by water quality prerequisites. The construction techniques which would be received were designed to guarantee the security of the uncompleted dam amid construction so no failure of the uncompleted divider ought to happen. Challenges The Environmental Protection Agency's conditions for the project gave strict guidelines regarding dust, water and air contamination as well as erosion and sedimentation control to the project authority. As the works were being built executed neighboring south-east Queensland's actual residential water supply, water quality and the control of any silt loaded spillover from the site was of most extreme importance (Espada, Apan McDougall, 2015). Furthermore, the spillway construction and dam upgrade works should have been finished with negligible disturbance to a close-by significant roadway. The upgrade should have been conveyed quickly while in the meantime giving group and natural inheritances that would have durable advantages for the neighborhood. Structuring Knowledge to Respond To Case Project Requirements and Challenges As the Dam was a proposed to be used as a multi-purpose facility, a strict series of rules and guidelines were implemented along with the project requirements. The arrangement of the following water supply hotspot for the Brisbane City was the main role for which Wivenhoe Dam needed to be assembled. The cost of construction of Wivenhoe Dam would expand the unit cost of water in the Brisbane City dissemination framework (Davis, 2016). Flood relief in the urbanized ranges of the lower Brisbane Valley was another reason for which the Dam was being constructed. The comparable uniform yearly flood damage in the flood plain in mid 1974 costs and with mid 1974 phase of improvement, barring the impact of Wivenhoe Dam, has been surveyed at $6.18 million. It was then expected that the water from the Dam would be required in 1981/82 and the Dam should take care of the demand for water until around 1995. In perspective of the constrained surface water storages accessible in the Region after Wive nhoe Dam was constructed, changes in administration and water valuing strategies to support less waste in the utilization of water would be required later on. The flood storage compartment gave in the Dam would altogether lessen this level of damage however this advantage would just hold on into the future if infringement into perilous regions of the flood plain can be ceased and if the advancement of less unsafe zones was confined to flood tolerant employments (Pisaniello Tingey-Holyoak, 2017). The cost of the procurement shifts with the adequate peril level embraced, yet the comparable uniform yearly flood damage maintained a strategic distance from could be as high as $5 million if a consolidated 1400 000 megalitres flood storage and a flood plain administration methodology in view of a worthy danger level was received. It was emphasized that the most favorable position of the flood alleviating capability of Wivenhoe bam must be acquired if corresponding flood plain administrati on arrangements were presented by the Local Authorities in the urbanized zones of the Brisbane River flood plain (White et al., 2016). It is important to secure private properties underneath the level embraced as the worthy danger level. The lake behind the Wivenhoe Dam was proposed to be utilized as the lower storage for a Pumped Storage Hydro-electric Project. Typical Delivery Systems and Key Success Factors Project delivery systems are of several types which are as follows. Design-Bid-Build (DBB) This delivery method is chosen before choosing a suitable contractor. First, the organization owner or management board prepares a design for the proposed project along with a blueprint. After that, through a bidding process, a suitable contractor with a responsible and lowest bid is chosen and the contract is signed (Nawi et al., 2014). However, if the design is partially completed by the owner, a construction manager is hired to act as an agent to complete the design and choose a subcontractor for the contractor through the bidding process. Design-Build (DB) This system is used when the owner is unable to prepare a final design for the project. Instead, he will just prepare a draft design and the requirements list and forward it to the construction engineer/architect who will then proceed to complete the final design and initiate the project. Design-Build-Operate-Maintain (DBOM) This is an extended version of DB system with added options of operation and maintenance in the contract i.e. the duties of operations and maintenance will also be imposed on the construction manager instead of the owner or parent organization. Build-Operate-Transfer (BOT) In this system, the entire project is handed over to the contractor without any previously prepared plan (El Asmar, Hanna Loh, 2013). The contractor prepares the plan according to the requirement, operates, maintains and completes the project and then hands it over to the owner or the parent organization. Integrated Project Delivery (IPD) This is a project delivery system that is mainly based on collaboration between members of the parent organization and the project members of the contractors team. The project is executed by the mutual coordination between the two sides. Public-Private Partnership (3P) This type of project delivery system is based on the mutual cooperation and agreement between public and private entities in order to complete the project with success. The key success factors for the project delivery systems are as follows. Mutual Agreement No project delivery system can be developed without the mutual agreement between the parent organization and the contractor. After the contractor is chosen through bidding process, the project plan is forwarded (Kibert, 2016). When the contractor prepares a project delivery system, it is must be mutually agreed with the parent organization in the form of written contract before it is implemented in the actual project. Choice of Delivery Model Choice of the suitable delivery model for the project is a key success factor for the project. Different delivery systems are used for different types of projects and during execution of a project, the most suitable one must be chosen. For instance, 3P model is suitable for construction of dams or bridges but are not suitable for construction small houses and similar structures (Giachino et al., 2016). Again, BOT model is suitable for construction of houses and buildings but not suitable for construction of bridges and roads. Choice of Contractor Another important success factor is the choice of contractor. Not all contractors take responsibilities in the project or deliver poor quality outcome in the project. Hence, during the bidding, while accepting the lowest bid, it should also be checked whether the contractor is sufficiently reliable or not. Conclusion In this particular project, the preliminary design of the project delivery system must be approved by the supervisors after which, the final design will be developed. Wivenhoe Dam is a multi-reason water storage office of around 2.5 million megalitres limit. In the project, it was suggested that around 1.14 million megalitres would be utilized as an urban water storage and around 1.4 million megalitres would be utilized for a flood storage. The put away water would likewise go about as the lower pool of a pumped storage hydro-electric power era plot. The construction of Wivenhoe Dam was expected to bring about the immersion of vast regions of land upstream of the site. The main output of the project is the design of a new project delivery system for the chosen project of construction of dam spillway at Wivenhoe Dam. The other outputs include a PDR report on the entire research containing different data collected from the organization sources, the development details of the new projec t delivery system and the test results of the developed delivery system. References Azari, R., Kim, Y. W., Ballard, G., Cho, S. K. (2014). Starting from scratch: a new project delivery paradigm. InConstruction Research Congress 2014: Construction in a Global Network(pp. 2276-2285). Davis, A. (2016). A civil engineering feasibility study on a sustainable pumped hydroelectricity plant at Wivenhoe. El Asmar, M., Hanna, A. S., Loh, W. Y. (2013). Quantifying performance for the integrated project delivery system as compared to established delivery systems.Journal of Construction Engineering and Management,139(11), 04013012. Espada, R. J., Apan, A., McDougall, K. (2015). Vulnerability assessment and interdependency analysis of critical infrastructures for climate adaptation and flood mitigation.International Journal of Disaster Resilience in the Built Environment,6(3), 313-346. Francom, T., Asmar, M. E., Ariaratnam, S. T. (2014). Using alternative project delivery methods to enhance the cost performance of trenchless construction projects. InConstruction Research Congress 2014: Construction in a Global Network(pp. 1219-1228). Giachino, J., Cecil, M., Husselbee, B., Matthews, C. (2016). Alternative Project Delivery: Construction Management at Risk, Design-Build and Public-Private Partnerships.Proceedings of the Water Environment Federation,2016(1), 1214-1224. Kibert, C. J. 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(2016). The implications of guidelines and standards allowing overtopping of dams by very large floods. In11th International Symposium on Ecohydraulics (ISE 2016)(p. 536). Engineers Australia. Nawi, M. N. M., Haron, A. T., Hamid, Z. A., Kamar, K. A. M., Baharuddin, Y. (2014). Improving Integrated Practice through Building Information Modeling-Integrated Project Delivery (BIM-IPD) for Malaysian Industrialised Building System (IBS) Construction Projects.Malaysia Construction Research Journal (MCRJ),15(2), 29-38. Pisaniello, J. D., Tingey-Holyoak, J. L. (2017). How to achieve best-practice integrated land-use and safety assurance policy for hazardous on-farm water storage.Land Use Policy,62, 268-279. Toombes, L. (2014). How far can you push a HEC-RAS model and other conundrumsa Nam Theun 2 case study. InISHS 2014-Hydraulic Structures and Society-Engineering Challenges and Extremes: Proceedings of the 5th IAHR International Symposium on Hydraulic Structures(pp. 1-8). The University of Queensland. White, S., Turner, A., Chong, J., Dickinson, M., Cooley, H., Donnelly, K. (2016). Managing drought: Learning from Australia.