In made critical to reduce the amount of

In this paper two building construction projects were
evaluated to understand the importance of preplanning in the field of
construction. The first project was evaluated to assess the productivity on the
basis of current construction methods, current construction planning
methodology, potentials and lacks construction equipment, existing tools, and
production rates. The results obtained from the first project were used for the
preplanning of the second construction project. In the second project detailed
designs were developed, detailed production planning was developed, and crew
components were segregated based on their specific tasks. Preplanning was used
to calculate the new budgets and schedules.

The first construction project was to construct 560 low
income apartments in Santiago Chile. It was observed that several measures were
taken onsite to augment the performance however the measures were not
successful due to the existing design and planning. The experiences and results
obtained from the first project were used for the preplanning of the second
project covering all the possible utmost details. The second construction
project was a smaller but similar kind of project involving the construction of
240 low income apartments.

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Further productivity measurements suggested by Serpell (1993)
and Oglesby et al (1989) were applied to the second project. Also, information
regarding the detailed construction methods was acquired. During the architectural
design phase, principles of basic constructability were applied to optimize the
negative aspects of the project. “All activities critical” planning approach
was adapted to schedule the job. In this type of planning approach all
activities on the schedule are made critical to reduce the amount of wastes. It
is similar to the lean construction philosophy and gives much more accurate budget
and planning.

The detailed preplanning methodology for the second
construction project included – determining of construction rhythm, listing of all
the activities with the required crew, deigning of the optimal crew, calculation
of productivity, construction volume calculation, calculation of duration and
development of “all activities critical” planning approach. For the accurate
execution of these preplanning methodologies several control tools were
introduced which includes – Rhythm control, man hour control, daily reports and
daily control of completed planned activity percent.

As a result of preplanning methodologies, the second project
had a 20% increase in productivity, however as the project is still undergoing
the overall profit cannot be determined at this stage. Also, the optimization
techniques applied to the first project increased the budgeted profit by 80%. As
the twin project had a poor planning with no constructability, the project
faced failure.

It can be concluded that the experiences gained, and the
lessons learned from the first project were helpful in creating the pre-plans for
the second project and optimizing the performance at the job site.

 

 

 

 

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