Construction management: production information
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#The need to appoint party wall surveyor(s). <br> | #The need to appoint party wall surveyor(s). <br> | ||
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'''C. Preparing production information and completing statutory approvals.''' | '''C. Preparing production information and completing statutory approvals.''' | ||
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#The client prepares or arranges for the consultant team or construction manager to prepare a site waste management plan. | #The client prepares or arranges for the consultant team or construction manager to prepare a site waste management plan. | ||
#The lead designer co-ordinates the establishment of quality control systems and setting out criteria. | #The lead designer co-ordinates the establishment of quality control systems and setting out criteria. | ||
+ | #The construction manager develops the draft preliminaries document, draft tender documents and proposed contract conditions for the trade contracts (including relevant pre-construction services). | ||
#The lead consultant, construction manager and client assess the nature of warranties and performance bonds that will be required from trade contractors. | #The lead consultant, construction manager and client assess the nature of warranties and performance bonds that will be required from trade contractors. | ||
#The lead designer co-ordinates outstanding information needed for building regulations and other statutory approvals (such as negotiations with the Highways Agency, structural calculations, CO2 emission rate and a list of specifications used in the CO2 emission rate calculations) which must be submitted before works start on site. | #The lead designer co-ordinates outstanding information needed for building regulations and other statutory approvals (such as negotiations with the Highways Agency, structural calculations, CO2 emission rate and a list of specifications used in the CO2 emission rate calculations) which must be submitted before works start on site. |
Revision as of 09:46, 2 December 2011
The production information stage (equivalent to RIBA stage F) is concerned with preparing the information that the trade contractors will need to construct the project. It should also include completion of applications for statutory approvals.
The tasks described below are based on the route taken by a project following a construction management procurement route where a construction manager is appointed early in the project as a consultant, and then takes on a management role for the construction of the project. We suggest that the construction manager is appointed on completion of concept design. Earlier or later appointment will result in some activities being re-allocated between the consultant team and the construction manager (for example the role of cost consultant).
Project plans for other procurement routes are available on the Designing Buildings Wiki home page.
NB. This article is locked in order to preserve the logic and continuity of the full work plan. If you would like to propose changes or additions, click on the comment link at the bottom of the page.
Construction management: production information.
A. Commence work stage.
- The lead consultant co-ordinates a work stage start-up meeting with the client, construction manager and the consultant team to pass on feedback from the previous stage and to agree the programme for the preparation of production information, its format, identification of any work packages, sequencing and co-ordination procedures, including co-ordinating and integrating information from specialist contractors. There should be a particular emphasis on equipment with long manufacturing times such as switchgear, chiller units, lifts, escalators and bespoke cladding systems some of which may justify early ordering. The front end construction work of service diversions, demolition, setting out , underground drainage, piling and groundworks may merit placing of preliminary contracts.
B. The construction manager should instigate discussions with the client regarding:
- The possible use of preliminary contracts.
- The possibility of ordering long-lead items.
- The form of contract and contract conditions.
- Exclusions from the contract.
- The date of possession.
- Tender procedures and the tender period.
- Any client contributions required for the contract documents.
- Insurance of works.
- The need to appoint site inspectors.
- The need to appoint party wall surveyor(s).
C. Preparing production information and completing statutory approvals.
- The lead designer prepares a schedule of production information, responsibilities for it's preparation, a programme for it's preparation and a document control system for version control.
- The lead designer co-ordinates the preparation and integration of production information. Any gaps in this information that will require specialist input after a tender process should be clearly defined showing abutment details to adjacent work faces and how such work is integrated into the overall scheme.
- The lead designer co-ordinates the preparation of schedules of inspections and tests, mock ups and samples.
- The client prepares or arranges for the consultant team or construction manager to prepare a site waste management plan.
- The lead designer co-ordinates the establishment of quality control systems and setting out criteria.
- The construction manager develops the draft preliminaries document, draft tender documents and proposed contract conditions for the trade contracts (including relevant pre-construction services).
- The lead consultant, construction manager and client assess the nature of warranties and performance bonds that will be required from trade contractors.
- The lead designer co-ordinates outstanding information needed for building regulations and other statutory approvals (such as negotiations with the Highways Agency, structural calculations, CO2 emission rate and a list of specifications used in the CO2 emission rate calculations) which must be submitted before works start on site.
- The lead designer, consultant team and construction manager undertake a design review of the production information and make amendments or additions as necessary.
- The construction manager assesses any changes relative to the approximate quantities cost plan.
- The lead consultant co-ordinates the preparation of a production information report for the client including any remaining components, assemblies, specialist items, samples or materials still requiring approval by client.
- The construction manager and client should ensure that relevant party wall notices have been served.
D: Considering the production information report.
- The client considers the production information report and if necessary issues instructions to the lead consultant regarding changes required.
- If instructed by the client, the lead consultant directs the consultant team to amend the production information and seeks approval to proceed to the next stage.
Next work stage: Construction management: tender.
Previous work stage: Construction management: detailed design.
Return to: Construction management: outline work plan.
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