Yangon Technological University

Department of Civil Engineering

Construction Management

CE-71102
Project Administration

Group Assignment-3
Project Administrator’s roles and responsibilities in a project closing out phase

Supervised by Prepared by
Sir U Myint Oo ME-CM group
Content
1.Introduction
2.Objectives
3.Testing and commissioning
4.Submission of records (Inspections, as-built drawing)
5.Delivery operating manual and maintenance procedure
6.Defect rectification
7.Handover
 INTRODUCTION

At the mixed-use developing complex buildings project, the aspects above

mentioned are very important for human society. Thus, the developers have to
combine with many organizations as project management team. Project
management for constructed facilities rather than the historical roles of various
specialists such as planners, architects, engineering designers, constructors,
fabricators, material suppliers, financial analysts and others. To be sure, each
specialty has made important advances in developing new techniques and tools for
efficient implementation of construction projects. However it is through the
understanding of the entire process of project management that these specialists
can respond more efficiently to the owner’s desires for their services, in marketing
their specialists, and in improving the productivity and quality of their work.
Improvement of project management not only can aid the construction industry,
but may also be the engine for the national and world economy. However, if we
are to make meaningful improvements, we must first understand the construction
industry, its operating environment and the institutional constraints affecting its
activities as well as the nature of project management.
With the aim of develop a Research Framework for Operations Management
in Large Scale Construction Projects, started from a instantiated concepts
 Testing and Commissioning
 Submission of Records
 Delivery operation and maintenance Procedure
 Defect Rectification

After refined with specific literature review to design a systematic

framework. Although the framework developed can be seen as a generalization of
the Concepts Model from Figure 1, it is considered to be an evolution from that –
where a more integrated and lean approach is reached. Moreover, the dimensions
of different enterprises and project evolution (the axes) for the
operation/evolution phases are represented, trying to give some approximated
notion about scope and scale of the activities in a collaborative network.
 It is good to emphasize that, although most of the material found in the
literature have some relation with the area, its activities are relevant in order to
support collaboration, not to be the main driver of it. But, Operations Management
for Constructions still deserves many academic and practice efforts in order to be
a consistent subject for researchers and managers. This study should be focused on
the improvement of the quality of decision making to enhance the efficacy and
efficiency of construction works and the (virtual) enterprises.

OBJECTIVES
 To define areas of responsibilities and acceptance
 To clarify and define different phases of acceptance and handover
 To record items outstanding for phase or project completion on a punch list
 To minimize outstanding work at the various phases or project start up
 To optimize plant start up
 To determine whether design characteristics and parameters are met
 To ensure technical acceptability of plant and equipment

TESTING AND COMMISSIONING

Testing
Why test?
 To achieve certification by complying with current guidelines and
building regulations
 To ensure materials are fit for purpose
 To find out why equipments and materials are falling in use or during
operation
 To develop new structures and new results through certification
 To solve patent disputes or resolve legal disputes
 To benchmark against competitors’ products
Listed below is the summary of testing services should be applied in all
construction sites;
 Concrete/ Soil/ Asphalt/ Masonry Testing and Monitoring
 Concrete/ Asphalt Mixture Design
 Earthwork Surveillance
 Precast Concrete Inspection
 Foundation Construction Monitoring
 Structural Steel Inspection
 Fireproofing Testing and Inspection
 Petrographic Analysis
 Paint and Coatings Testing and Inspection
 Roofing Testing and Monitoring
 Concrete Coring
 Non Destructive Testing
 Floor Flatness and Levelness Testing
According to the scale, complexity, importance and risk of the project,
Project Board members may delegate some project assurance tasks to
separate individuals and decisions regarding changes to a Change Authority.
The members of the Project Board will be appropriate for the skill of the
project in order to be able to carry out the responsibilities of the Board. The
minimum composition of the Project Board will comprise of the following
people;
 Project Director
 Senior Supplier ( Estates Development and Projects )
 User Coordinator
 Project Manager
Quality management ensures that an organization, product or service is
consistent. It has four main components: quality planning, quality assurance,
quality control, and quality improvement. Quality management is focused
not only on product and service quality, but also on the means to achieve it.
Quality management, therefore, uses quality assurance and control of
processes as well as products to achieve more consistent quality. Quality has
 been defined as fitness for use, conformance to requirements and the
pursuit of excellence. A system of quality management includes all activities
of the overall management function that determine the quality policy,
objectives and responsibilities and their implementation. As ISO 9000
explains, a management system provides the means to achieve those
objectives.
Quality assurance and quality control are two aspects of quality
management. Quality assurance is all the planned and systematic activities
implemented within the quality system that can be demonstrated to provide
confidence that a product or service will fulfill requirements for quality.
Quality control is the operational techniques and activities used to fulfill
requirements for quality.QA is the process oriented and QC is product
oriented.
Quality assurance comprises administrative and procedural activities
implemented in a quality system so that requirements and goals for activity
will be fulfilled. It has been made by the two principles; Fit for purpose (the
product should be suitable for the intended purpose) and Right first time
(mistakes should be eliminated). QA frameworks include;
1. Determination of adequate technical requirement of inputs and
outputs
2. Certification of rating of suppliers
3. Testing of procured material for its conformance to establish quality
performance, safety, and reliability standards
4. Proper receipt, storage, and issue of material
5. Audit of the process quality
6. Evaluation of the process to establish required corrective response
and
7. Audit of the final output for conformance to ;
a. Technical
b. Reliability
c. Maintainability
d. Performance requirements
Quality control
Following the industrial revolution and the rise of mass production, it became
important to better define and control the quality of products. The goal of quality
is to ensure that engineering requirements are met in final products. As operating
stages became more complex, quality developed into a discipline for controlling
process variation as a means of producing quality standards.
Quality assurance and auditing
The quality profession expanded to include the quality assurance and quality audit
functions. The drivers of independent verification of quality are primarily industries
in which health and safety are paramount.
Total quality management (TQM)
Total quality management (TQM) principles are developed to include all processes
in a company, including management functions and services developed to include
all processes in a company, including management functions and service sectors.
The duties and responsibilities of QA/QC engineer
 Perform all daily inspection and tests of the scope and character necessary
to achieve the quality of construction required in the drawings and
specifications for all works under the contract performed ON or OFF site.
 Carry out inspection and checking for all quality related procedures in the
site and ensures activity at the site are as per approved method statement
and inspection test plan.
 Coordinate with the consultant’s representative and Site En-charge for
inspection and meeting about quality problems including the closure of Non-
Compliance Report.
 Report to the QA/QC Manager, control, and monitor all activities related to
Quality Management System; QMS.
 Taking care of QA/QC documents of the entire project including certificates,
calibration, test results, inspection requests, non-compliance reports and
site instruction/observations, permanent materials delivered and other
QA/QC documents. Responsible for the closure of Non-Compliance, NCR and
Site Instruction.
 Responsible for the quality and knowledge of every activity, through
knowledge of all phases of engineering construction relating to Civil,
 Architectural and Structural discipline interfacing the multidisciplinary
operations.
 Develop method statement for the activity including risk assessment and job
safety environmental analysis and Inspection Test Plan and Checklist based
on specifications of the project.
 Carry out Internal Audit at the site as scheduled in the Project Quality Plan;
PQP.
 Liaise the Technical Engineer for submission of material submittals to
consultant.
The 7 roles and responsibilities of a QA/QC engineer
1. Review the Material Technical Data Sheet
2. Preparation of method statement
3. Review method statement approval or comments of the engineer and take
action
4. Submit inspection requests for engineers inspection
5. Issue internal NCR or site observation
6. Conduct regular site surveillance
7. Prepare QA/QC reports
Commissioning
Project commissioning
Project commissioning is the process of assuring that all systems and components
of a building or industrial plant are designed, installed, tested, operated and
maintained according to the operational requirements of the owner or final client.
A commissioning process may be applied not only to new projects but also existing
units and systems subject to expansion, renovation or revamping.
The commissioning process comprise the integrated application of a set of
engineering techniques and procedures to check,, inspect and test every
operational component of the project, from individual functions, such as
instruments and equipment, up to complex amalgamations such as modules,
subsystems and systems.
Commissioning activities, in the broader sense, are applicable to all phases of the
project, from the basic and detail design, procurement construction and assembly
until the final handover of the unit to the owner, including an assisted operation
phase. This project usually comprise planning, execution and control of hundreds
or thousands of inspection and test activities on commissionable objects. The large
volume and complexity of commissioning data and the need to guarantee
information traceability, normally require the use of Commissioning Management
Systems or Completion Management Systems.
During testing and commissioning, the project manager with the assistance of the
commissioning team, monitors the equipment and plant installation, operation
and performance, along with safety and project schedule. The teams check that all
equipments is installed as designed. If any modifications are required, these must
be noted and challenged through the acceptance testing manager to the
construction manager. All installation errors or potential errors should be
identified as early as possible to prevent rework by the contractor. Checklists are
used to control the monitoring and acceptance of the correct installation of the
equipment prior to power being switched on.

Submission of records (Inspection, As built-drawing)

What is an “as-built” drawing?

By definition, an as-built drawing is a revised set of drawings submitted by a
contractor upon completion of a construction project. As-built drawings show the
dimensions, geometry, and location of all components of the project. These 2D
floor plans commonly include details such as walls, doors, windows, and plumbing
fixtures. One of the main purposes of an as-built drawing is to be able to
document any changes made during construction of the project that strays away
from the original design.

These drawings are typically composed by architects and designers, they are the
ones to create the drawings because they have the most training and talent in
doing so; however, they are not always on site to see the work being done first
hand, meaning they can sometimes be liable for inaccuracies in the completion of
the project.
Recording an as-built drawing:
Because as-built drawings contain important information, it is crucial that every
construction site has at least one set of completed set of as-built drawing
available at all times. When handling as-built drawings, whether you are on or off
the construction site, keep in mind these few factors:

Always record exact details of changes or additions to previous information, some

example of this would be sizing, materials used, dimension measurements, or
installation. If any of these details change throughout the course of construction,
be sure not to remove them from the as-built documentation. Crossing out old
details and writing updated information is the best way to document changes
being made, this way anyone can look back at as-built drawings and see exactly
what details were made and where the changes stemmed from.

It is also important that your as-built drawings include:

– written explanations to describe modifications being made
– written dates in the corner of all as-built drawing sheets
– clear and concise handwriting
– using the same scale when adding to as-built drawings or recreating as-built
drawings on different sheets
– primary colors, if applicable, to color code when items are added, deleted, or
important changes.

On construction projects daily records, or reports, are important, yet Project

Managers often leave them for other staff to prepare and submit. These reports
may be referred to in the event of a contractual dispute, therefore they must be
accurate and, if possible, signed by the client or their representative. Often it’s a
project requirement to submit these reports daily, and even if it isn’t I would
recommend every contractor still submits one.
The daily report should record:

1. the date
2. weather conditions such as the amount of rain, temperature, wind speed as
well as the hours that couldn’t be worked due to adverse weather
3. the site physical conditions (such as encountering rock)
4. resources available including; staff, personnel, equipment, subcontractor’s
resources and site visitors
 5. work done
6. delays and disruptions
7. major items of material received
8. potential future delays
9. any safety, environmental or industrial relations incidents
10.any other relevant information

If the client wants the daily report submitted in their format, which doesn’t allow
for all of the above, or has insufficient space to record everything, it may be
necessary to persuade them to amend their format.

The numbers of people recorded on site, in the diary, may be important when the
client is adjudicating any claim for acceleration or delays. It’s important when work
is performed on a cost recovery basis that the number of personnel recorded in the
daily report ties-up with the cost recovery records. If they don’t agree, the client
may only reimburse the contractor for the lesser number.
Often a contractor experiences a delay, and records it on the daily report, but when
the delay continues, they neglect to record its continuation, which can cause a
problem later, because the delay has been recorded as if it only affected one day.
It’s important to note every delay on every day that it affects progress.On
construction projects daily records, or reports, are important, yet Project Managers
often leave them for other staff to prepare and submit. These reports may be
referred to in the event of a contractual dispute. Therefore, they must be accurate
and, if possible, signed by the client or their representative. Often it’s a project
requirement to submit these reports daily, and even if it isn’t, I would recommend
every contractor still submits one.

Delivery Operation Manual

Operation in Construction Process
Operation management focuses on the execution of a production system.
The mission that the production should realize to achieve the firms strategic goals.
This way, operation management contemplates a series of decision areas. Some
analysis of the publications from this knowledge area, identifying the main subjects
as : manufacturing strategy, quality and its metrics, statistics methods, process
design, services, qualitative methods, supply chains, product/service innovation,
RBV(Resources Based View) , measure/balanced scorecard and inventory control.
Operation manager concerned with six board decision areas for production
systems that includes many of the subjects mentioned: Production Planning and
Control, Organizational structure and control, Human Resource, Facilities, Sourcing
and Process Technology.
A collaborative network is a group of autonomous, geographically distributed and
heterogeneous entities (organization and people). These entities have different
operating environment, culture, social capital and goals and they collaborate to
better achieve common or compatible goals. The operation management for
construction represents the research for existing and then recently developed
methods and models related to the activities taking place in the operation and
evaluation phases of value engineering.

The main objective of the operation functions is to efficiently manage the available
resources to produce the goods and services required by customers. Several large
and small organizations should have the importance of operations. The operation
managed activities are as follows:
- Material availability
- Quality data
- Delivery schedules
- Designs
- Orders for materials
- Production and delivery
- Schedules
- Quality requirements
- Design/Performance specifications
- Customer orders
- Customer feedback
 The operation manager could perform the several tasks in construction site
to improve any work package. The coordination of the various teams is essential
for operation manager who gives the owner the perfect product. The aspect of
operation manager, therefore, is to try the appearance of the virtual estimates or
image to a real trade center (mixed – use Development).

Operations Manual after Construction

At this stage after construction process, the important action on the phase
is allowable for many effects on the figure of mixed-use development with the
scope of design specification, pipeline outlooks, painting and architecture design.
The operation manager should also consider upon the rent and sell of shops,
condominiums and apartment and how to promote the building figuring. After
construction process, most of owners think about the critical commercial buildings’
income and how to give the target to the public. This fact, thus, the operation
manager must give a lot of advice for the program and how to advance the desire
of participants or customers. If overcome of this time, the operation management
team should think about the availability, the rate of account and the perfection of
the future expectation to realize to maintain the original anticipated useful life of a
fixed asset including building, fixed equipment and infrastructure.
Another stage is to perform the achievement customer satisfaction is delivering
the product within the required timelines, at or within the project costs, and at the
stipulated quality. Customer satisfaction is important because this is what creates
customer loyalty and good work of mouth marketing all of which translates into
increased business, turnover, profitability and marker share for the construction
firm. To get the complete the strait, inspections are bringing a wealth of knowledge
in multiple declines, industry codes and current quality standards to assure the
ultimate quality and integrity of our project. Operation management has its core in
management of processes, operations that produce goods and service. As a whole
operations management has thus developed into taking quite a broad spectra set
of issues and areas onboard. We are now ready to offer to concepts for
understanding production in construction under conditions of new economics.
In the study presented here the conceptualization processes needed to be
appropriable as a basis for an exploratory approach. In a lean construction
principles the notion of a healthy stream is that a well-executed operation need to
encompass the following seven sub elements:
• Connecting and preconditioned work (properly finished)
• Space for execution work
• External conditions
• Equipment and machinery
• Materials and components
• Workforce
• Project material (construction design)
The healthy stream dimension can be seen as an instrumentation of the external
and internal variability. In order to reduce disturbances and failure the operation
managers need to check for external factors(such as the weather conditions) as
well as internal ones(workforce).The frame work is to incorporate the use basically
same seven dimensions for the design process, which elevates the framework to
be a major problems in the lean construction conceptualizations of a healthy
stream operations.

Maintenance Procedure

The importance of the phase is to specify the real conditions of the large
construction with systematic performance of the areas.
1. All systems and components are long-lasting and easy to maintain
2. Ongoing maintenance is considered at the start of the design process
3. Effective mechanisms are established to ensure occupants understand
and carryout maintenance requirements

Overview
 The design of the building and the way that it is managed will influence the
extent and cost of maintenance requirements. Maintenance includes repair,
cleaning and future upgrading of a development’s components or systems. With
speculative projects there will always be the tendency to reduce up-front costs.
However, developers need to be aware that an increasingly sophisticated market
is demanding greater efficiencies/lower ongoing costs be built into their purchase.
Considered material selection and design can dramatically reduce the need
for long-term maintenance. Designers should consider the likely longevity of
building components and plan for their future maintenance. Designers should also
be aware of the consequences of using complex mechanical systems. These
typically require more extensive, costly servicing performed by technically
specialized contractors. Design phase decisions should balance up-front costs
against ongoing life cycle costs.

Better Design Practice

Establish an effective body corporate with sound operating rules.
The legal ownership and management of mixed use developments is dealt
with under the Unit Titles Act 2010. This provides for the subdivision of land and
buildings into units owned by individual unit owners, as well as common property
that is owned by the body corporate on behalf of the unit owners. Refer to
the following guide for information on the operation of body corporates.

Appoint a professional firm as body corporate secretary.

The body corporate will usually engage a professional management firm to
perform the role of body corporate secretary; as mixed use developments can have
large financial turnovers, there should be skilled and experienced stewardship.
Roles on behalf of the body corporate can include:
 maintaining a register of owners
  convening meetings of the body corporate and preparing minutes
 supplying certification of pre-settlement disclosure statements when a unit
is sold or mortgaged
 administration of accounts and maintenance of up-to-date financial records
 submission of accounts for independent audit
 ensuring the development is fully insured at all times
 preparing budgets for the body corporate and maintaining an operating
account for all its expenses
 collecting levies from the owners and paying accounts
 organizing the annual building warrant of fitness, if required
 coordinating maintenance of common property, usually through the
appointment of a building manager
 establish and maintain a long-term maintenance plan and funds
 Responding promptly to requests for information from owners or owners’
committees.

Establish an effective annual and long-term maintenance program with adequate

funding from owners.
An informed market will factor the cost of ongoing management and
maintenance costs into the cost of the residential or commercial unit. These costs
become easier to evaluate as a development ages and historical data accrues.
Engage a building manager (on-site or off-site) for day-to-day building and
property maintenance.
Depending on both the size and complexity of the development there may
be ongoing maintenance and management issues. Consider setting aside a
residential unit as accommodation for an on-site manager to be funded by the body
corporate.
 Deal with repairs and maintenance in common areas promptly to reduce
the risk of vandalism.
Deferred maintenance in common areas can compound maintenance
issues and encourage vandalism.
Provide clear instructions to new owners (and their tenants).
These can include:
 names and contact details of the owners’ committee representatives,
building manager and body corporate manager
 guidelines for owners and tenants as to who they should notify when repairs
and maintenance are required
 instructions on location and use of waste disposal and recycling facilities
 rules on access to common areas, including permitted hours of use
 instructions on emergency, fire and security systems
 information on location and use of private and visitor parking
 limits on where satellite dishes and TV aerials can be placed (developments
should use common aerials as much as possible)
 rules regarding the general appearance of balconies and gardens and drying
of washing in publicly visible areas.

Consider individual water meters or check meters

A key issue in many developments is how water and wastewater are paid for.
Many developments measure water use through a single meter, with bills being
shared equally between units. Some developments may have ‘check meters’ which
allow individual water usage to be measured and billed for accordingly. Check-
metering may be more time-consuming (meters have to be read, a spreadsheet of
usage has to be maintained and owners billed separately by the body corporate
secretary), but will encourage reduced consumption and may be preferred by some
owners.
 Defect Rectification

What is a defect?
In the context of building construction, a defect is any deficiency in the
construction of a
building where an element has not been properly completed and/or fails to
perform in the
manner that was intended. Examples of defects are:
• missing handles on joinery;
• water leakage from taps, basins, toilets or pipes or roof leaks;
• doors failing e.g. hinges falling off, ill fitting doors, faulty locks;
• sinking paving, dying plants etc.
Defects are not element failures caused by incorrect maintenance or
modifications or
additions during the defects liability period that have impacted on the original
contract works.
Defects are also not element failures caused by unreasonable wear and tear
(vandalism,
wilful damage) or accidental breakages. Common sense plays an important role in
determining whether an issue is a defect or not.
Defect liability period (DLP)
The defects liability period (now called the 'rectification period' in Joint Contracts
Tribunal (JCT) contracts) begins upon certification of practical completion and
typically lasts six to twelve months.
During this period, the client reports any defects that arise to the contract
administrator who decides whether they are defects (i.e. works that are not in
accordance with the contract), or whether they are in fact maintenance issues. If
the contract administrator considers they are defects, then they may issue
instructions to the contractor to make them good within a reasonable time.
NB: It is actually the contractor's responsibility to identify and rectify defects, not
the clients, so if the client does bring defects to the contractor’s notice, they should
make clear that this is not a comprehensive list of all defects
At the end of the defects liability period, the contract administratorprepares
a schedule of defects, listing those defects that have not yet been rectified, and
agrees with the contractor the date by which they will be rectified.
The contractor must in any event rectify them within a reasonable time.
When the contract administrator considers all the items on the schedule of
defects have been rectified, they issue a certificate of making good defects. This
has the effect of releasing the remainder of any retentionand results in the final
certificate being issued.
It is important to note that the defects liability period is not a chance to correct
problems apparent at practical completion, it is a period during which
the contractor may be recalled to rectify defects which appear. If there
are defects apparent before practical completion, then these should be rectified
before a certificate of practical completion is issued. This can however put
the contract administrator in a difficult position, as both thecontractor and
the client may be keen to issue the certificate (so that the building can be handed
over) and yet defects (more than a de minimis) are apparent in the works. Issuing
the certificate could render the contract administrator liable for problems that
this causes for example in the calculation of liquidated damages.
In practice it is not unusual, particularly if it is in the client’s interests, for
acertificate of practical completion to be issued with an attached list of minor
omissions and defects to be rectified in the defects period. An example of this
would be if the certificate of practical completion might trigger tenants fit out and
subsequent payment of rent, when it is in nobody’s interest to delay the
programme just for delivery of a piece of door furniture or a replacement light
fitting.
If the contract administrator is pressured to certify practical completioneven
though the works are not complete, they might consider informing the client in
writing of the potential problems of doing so, obtaining written consent from
the client to certify practical completion and obtaining agreement from
the contractor that they will complete the works and rectify any defects. If
the contract administrator is not confident about the potential problems this may
cause, they may advise the client to seek legal advise. During the defects liability
period, the builder must rectify any defect that becomes apparent.
 Handover

Handover construction site to the client

The handover of the site to the client takes place once the contract
administrator has confirmed that the works defined in the contract are
complete. However, it should be planned well in advance, and any special
requirements included in appointment documents and contracts.
Handover may take place during a handover meeting following aninspection of
the site.
During handover the client should be issued with:
 Keys, fobs and transmitter controls for the development.
 The health and safety file.
 The draft building owner's manual.
 The building log book.
 A building user's guide.
 Up to date testing and commissioning data.
 All certificates and warranties in respect of the works.
 As-built drawings from consultants and specialist suppliers andcontractors (or
as manufactured and installed). Or an as-constructedbuilding information
model.
 Copies of statutory approvals, waivers, consents and conditions.
 Equipment test certificates for lifts, escalators, lifting equipment, cradle
systems, boilers and pressure vessels.
 Licences such as licences to store chemicals and gases and to
extractgroundwater from an artesian well.
If building information modelling (BIM) is being used, the common data
environment may be transferred to the employer, including the final published
information and the archive which provides a record of all activities in
the common data environment during the project. If they have not already done
so, the employer should appoint an asset information manager to maintain the
information.
In addition:
 A defects reporting procedure should be agreed.
 Access arrangements should be arranged for the contractor to remedydefects.
 The contractor’s insurance cover ceases upon practical completion so a new
policy for full cover needs to be in place.
 The contractor will no longer be responsible for security and so theclient's own
security arrangements need to be implemented.
 As the client's facilities management team takes over the running of plant
and equipment, meters and fuel should be checked and recorded
and tools and spares issued or sourced.
 Legal agreements such as adoption of roads or lease agreements should be
signed.
 Outsourced contracts for maintenance should be signed.
If the soft landings framework is adopted, there may be additional requirements
to ensure a smooth transition from construction to occupation, such as
aftercare services and the provision of a technical guide. These
additional services should be included in appointment documents and contracts.

References
 Sayar U Myint Oo's lectures
 Operation and maintenance standard book
 Submission records by Tyler Riddell
 Defect rectification by www.hpw.qld.gov.au
 Internet resources