Design management manual

Ian D. Chapter 12 European Standards for products. Chapter 13 Introduction to policy and practice. Leslie C. Chapter 14 Existing conditions and data.

Michael J. Chapter 15 Characteristics of transport and travel. Chapter 16 Estimating transport demand. Chapter 17 Traffic models for highway schemes. Chapter 18 Forecasting future conditions. Chapter 19 Scheme appraisal. John H. Chapter 20 Public consultation. Chapter 21 Introduction, history, definition. Paul Matthews. Chapter 22 Traffic engineering legislation. Chapter 23 Traditional traffic management. Chris Whitehead. Chapter 24 Capacity analysis. Chapter 25 Highway layout and junction design.

Karl Buchholtz. Chapter 26 Vehicle parking, waiting and loading. Mike Slinn. Chapter 27 Modern traffic management. John Emslie , Glenn Higgs. Chapter 28 Assisting public transport. Chapter 29 Road safety engineering. Chapter 30 Intelligent transport systems. Ken Huddart , Alan Carter. Chapter 31 Highway design principles and practice: an introduction.

Chapter 32 Site investigation and foundation design. Ian R. Chapter 33 Geometric design. Mike Westlake. Chapter 34 Drainage design. Simon Young. Chapter 35 Private developer projects. Chapter 36 Pavement design highways. Chapter 37 Pavement design highways rigid. Geoffrey Griffiths. Chapter 38 Pavement design ancillary usage. Chapter 39 Analytical pavement design. Bachar Al Hakim. Chapter 40 Unsealed highway construction. Andrew Dawson. Chapter 41 Surface characteristics noise.

Chapter 42 Skid resistance. David Woodward. Chapter 43 Sustainability. Tony Parry. Chapter 44 Environmental considerations. Mark Glanville. Chapter 45 Highway materials: an introduction. Chapter 46 Unbound aggregates. John McCulloch. Chapter 47 Hydraulically bound mixtures for local roads. John Kennedy. Chapter 48 Roller compacted concrete. John P. Chapter 49 Cold mix asphalt layers. Chapter 50 Hot mix asphalt layers. Cliff Nicholls. Chapter 51 Laying asphalts. Chapter 52 Small element paving: design and construction.

Allan J. Chapter 53 Surface treatments for highways. John Baxter , Ian D. Chapter 54 Road markings. Keith Grant. Chapter 55 Introduction and scope. Roger Elphick OBE.

Chapter 56 Maintenance policies. Stephen Child. Chapter 57 Maintenance types. Chapter 58 The maintenance organisation. Examples of the standard forms used for these Agreements can be found in the Construction Bidding and Contract Forms see This meeting is held as soon as possible after the Notice to Proceed letter is issued.

Pre-Installation Meetings Pre-Installation meetings are normally required for specific materials and activities of the project as listed below and are an important part of the construction process. These meetings provide the team the opportunity to discuss issues related to the project and hopefully prevent potential problems through thought-out approaches to the installation.

They also allow the Contractor and Subcontractors time to coordinate with other trades. Pre-installation meetings are typically scheduled the same day as construction meetings. These meetings are typically held every two weeks, but may be held weekly on short-term projects or during critical stages of the project.

Submittal documents are described in the paragraphs below. Shop Drawings Shop drawings are drawings, diagrams, schedules and other data specially prepared for the work by the Contractor or a Subcontractor to illustrate some portion of the work.

The Contractor is ultimately responsible for ensuring that all parts of the work are fabricated and installed correctly as described in the Contract Documents. Product Data and Samples Product data are illustrations, standard schedules, performance charts, instructions, brochures, diagrams and other information furnished by the Contractor to illustrate or describe materials or equipment for some portion of the work.

Samples are physical examples that illustrate materials, equipment or workmanship and establish standards by which the work will be evaluated. Product data and samples are prepared by the Contractor or Subcontractor as a package and include technical data from manufacturers and other information proving that specified items 4. The submittal process for product data and samples is the same as that for shop drawings see 4.

Test Reports Test reports are written documents prepared by testing laboratories reporting on examinations performed on materials used in the construction see 4. Refer to 4. The Contractor or Subcontractor prepares submittals Subcontractor submits them to the Contractor 2.

Requests for Substitution of Materials and Equipment The required standards of quality, utility and appearance of materials and equipment are established by the use of specific manufacturers' names, catalog numbers, specific brands or trade names.

Substitutions of alternative materials and equipment that are equal in quality, utility and appearance to those specified may be accepted, subject to the provisions and procedures described in the Contract Documents and specifications.

The Contractor is required to submit a Material Substitution Proposal with each substitution request. The certificates must be prepared on the forms required by the System Office see below. Performance Bond The Performance Bond guarantees the project will be completed even if the Contractor is unable to fulfill the requirements of the Contract Documents.

Minnesota Statutes Section All projects that must comply with Minnesota Labor Standards and Wages requirements of Minnesota Statutes Chapter shall ensure the following are listed in the solicitation and contract documents: Pursuant to Minnesota Statutes Specifically, all contractors and subcontractors must pay all laborers and mechanics the established prevailing wages for work performed under the contract.

Failure to comply with the aforementioned may result in civil or criminal penalties For more information regarding prevailing wage and its application, contact: Minnesota Department of Labor and Industry Prevailing Wage unit Lafayette Road N. Paul, MN Phone: E-mail: dli. The contract must also provide that the contracting agency shall demand, and the contractor and subcontractor shall furnish to the contracting agency, copies of any or all payrolls not more than 14 days after the end of each pay period.

The payrolls must contain all the data required by section Accidents In the case of an accident on the project, the SO Program Manager should be notified as soon as possible. The Contractor records in detail the events leading up to an accident, the conditions at the time of the accident, and a complete description of the accident, damage and injuries.

Insurance Valuation of Property The System Office requires accurate records to insure property at its appropriate value. If a loss occurs, the undervaluation of the building could result in a shortage of funds needed to repair or replace that building. The tracking of building valuation starts with the administration of each facility. The facilities management staff responsible for the building must provide pertinent data for the following costs: constructing, acquiring, altering or adding to a building.

Inspections differ from field observations, as they are a more detailed examination of the quality of the work. The requirements and responsibilities for inspections and testing are detailed in the Design Standards and Contract Documents. The geotechnical engineer may inspect subsurface conditions, document the Contractor's performance and monitor the quality of excavation, grading and soil compaction.

Observation and inspection services shall assist in verification of certain aspects of the work for probable compliance with the requirements specified in the Contract Documents and the Design Standards.

These services shall not relieve the Contractor of responsibility for compliance with the Contract Documents. Testing Materials furnished under construction contracts are subject to inspection and testing by a materials testing laboratory for compliance with Contract requirements. All such inspections and tests of materials must be made in accordance with applicable American Society of Testing and Materials standards or other procedures set forth in the Specifications.

The information contained in the RFI is critical to ensuring a complete and timely response. At a minimum, the information submitted must include the full name and title of the author, the firm name, the date the request was submitted for consideration, the signature of the author and the required date of response.

The description of the request should clearly state what information is required making adequate reference to the appropriate Contract Documents. The initial review should determine if the request is a complete and legitimate question concerning the interpretation of the Contract Documents. If any issues are unclear, the RFI should be returned to the Contractor for clarification.

The sub-consultant response should clearly state the interpretation of the required documents. Four methods are authorized in the General Conditions of the Contract for Construction to represent the cost of the change: o Unit prices listed in the Construction Agreement o Agreed-upon unit prices o Agreed-upon lump sum supported by a Contractor Proposal o Actual cost plus a Contractor fee 4.

This step in the process may require additional information to be supplied by the Contractor for a fair disposition of the request. A Change Order may revise, add to or delete from previous requirements of the work. All changes or potential changes to a project must be recorded to determine the impact on the project. Change Orders shall not be used prior to construction contract award to negotiate a change in the bid, scope, budget or schedule.

Therefore, they may refuse to sign the Change Order. In unusual circumstances, contact the SO for language to accept a qualified Change Order. The Contract Documents provide procedures for resolving claims. Mediation or litigation may follow. Continuous negotiation is required throughout the dispute process. After initiating mediation, the parties then attempt to resolve the claim. At any time during this process, the claim may be resolved by using negotiation. The Contractor must itemize the application using the Schedule of Values, as modified by fully executed Change Orders.

When the work is found to be complete, the Contractor makes a final application for payment. If an application requires major adjustments, the application must be returned to the Contractor with a letter explaining the reason s for the discrepancy.

The primary purpose of the visit is to conduct a first-hand review of the progress of construction in preparation for the project progress meetings. In addition, provide field observation by personnel qualified to determine that civil, structural, mechanical and electrical work is compliant with the Contract Documents.

Any significant findings should be reported to the Contractor's Site Superintendent. Substantial completion initiates the Project Closeout phase. A project's Contract Documents typically note the required services and forms for obtaining substantial and final completion. Following the completion of the project, the project files and records shall be retained and safeguarded per the Project File Retention Schedule.

Therefore, it is critical to ensure the maintenance staff has received all the necessary operations and maintenance manuals and training required to take ownership of the facility. However, additional inspection may be at the Contractor's expense and costs for the additional inspection shall be deducted from any monies due and payable to the Contractor.

This punchlist represents the Contractor's remaining responsibilities. If an item is not on the list, the Contractor must still complete all work in accordance with the Contract Documents. The Certificate of Substantial Completion establishes the date of Substantial Completion, the responsibilities of the Owner and Contractor for security, maintenance, heat, utilities, damage to the work and insurance, and shall establish the amount of time within which the Contractor shall finish all items on the punchlist.

Examples of acceptable punchlist items include touch-up painting, minor repair, replacement and other similar items. The date of the Certificate of Occupancy often becomes the date of Substantial Completion.

The Contractor should begin the process early and submit all written materials at the same time. The general terms of the Contract requires the Contractor to correct defective work during a specified period often one year after Substantial Completion. Additionally, the Contract may require longer warranties for certain items such as the roof system, windows or major pieces of equipment such as the boiler. The Contactor is required to provide written warranties for these items from the manufacturer s.

Although the mechanical and electrical systems have the most complex manuals, nearly every building system or product, from floor finishes to skylights, is likely to require some form of maintenance instructions. Maintenance Contact Information Prior to the issuance of the Certificate of Substantial Completion, the Contractor shall provide a list of contacts to be used during the warranty period.

This list of contacts should include the manufacturers, the name of a company representative and their phone number s. The work includes final cleaning, punch list items, operating manuals, training, as-built documents, warranties, guarantees, and work added by change orders. Punch List Update The Contractor will update the punch list initialing all items that are the responsibility of the Contractor signifying that they are complete.

If an issue is not the responsibility of the Contractor, the issue needs to be addressed in the cover letter that requests the walkthrough. The Contract Documents need to be reviewed to ensure the project was delivered according to the Contract Documents. Final Walkthrough The Contractor is responsible to complete all the punch list items and ensure all outstanding issues with the facility are addressed. Any change orders or claims need to be addressed before the final walkthrough is scheduled.

If the Contractor calls for a walkthrough and is not complete with the items, costs associated with the next walkthrough will be deducted from their final Application for Payment. When the work is found to be complete, the Contractor prepares a final Application for Payment.

Acceptance of final payment by the Contractor constitutes a waiver of all claims except those previously made in writing and identified by the Contractor as unsettled at the time of final Application for payment.

The POE goal is to determine how the building is doing in terms of meeting the various expectations that preceded its construction and to determine lessons learned which could be applied to future programming, design and construction. See Post Occupancy Evaluation - Instructions.

The completed forms should be maintained with the campus project files and a complete copy of the information forwarded to the Director of Design and Construction 4.

Quality Assurance and Quality Control Setting quality assurance standards and measuring them through quality control can alleviate quality issues. Quality Assurance - A system of procedures for selecting the levels of quality required for a project to perform the functions intended and assuring that these levels are obtained. Summarizing the difference, quality assurance is setting the standards, and quality control is testing and inspecting to make sure the standards are met.

Refer to www. The general intent of the design process is that the quality standards for the building not be compromised. The testing and inspection firm s will verify that the quality, composition and strength of the materials conform to the quality assurance standards in the Contract Documents.

The verification will be in the form of on site observations, obtaining samples of materials and testing the samples in an accredited laboratory.

Modifications are made to the project budget as needed, reconciling the total project budget against the funds available. Refer to the Project Budget Worksheet. All budget categories have their estimates refined based on more current and accurate information from the construction documents. The budget is updated based on the actual construction contract award amount, and categories are adjusted as needed to reconcile the construction budget within the funds available.

Scheduling The project schedule contains all the activities, the duration and the proper sequence that the activities need to occur to complete the project. Review time needs to be sufficient and include all user groups and the SO. The scheduled review time contemplates that each phase requires no more than one review and revision to bring the documents into conformance.

Additional time for follow-up reviews will extend the schedule. The process for SO Schematic Design review and formal approval is a thirty-day duration. The construction schedule will be summarized by major milestones such as site clearing, foundations, building enclosure, Substantial Completion, etc. The construction schedule is critical to inform the Contractor of dates to be met, provides a basis for determining when liquidated damages apply and allows time for move in and furnishing after construction.

The construction schedule should cover the period from bidding through occupancy. The construction schedule shall list construction activities, with actual and planned start and end dates, provided in a Critical Path Method CPM format. Ten 10 days after the Notice to Proceed is issued, the Contractor shall submit the first such construction schedule.

At minimum, the Contractor shall update the construction schedule monthly. With each Application for Payment, an updated schedule shall be submitted for review. If the construction schedule indicates a change to the project duration as defined by the Contract Documents, the construction schedule shall be accompanied by a request for change order. This schedule shall be included in the Contract Documents for bidding. If the schedule indicates a change to the project duration as defined by the Contract Documents, the schedule shall be accompanied by a request for change order.

Project Reporting 8. This line only applies if the legislature mandates a separate contingency account. Contact the SO to see if this applies to each capital project. Each part of the entire project budget should be assigned an object code based on the type of activity. A definition of each object code and how it should be assigned is included in Project Budget Worksheet. This section outlines the process on how to fill out the contract once the terms have been agreed on. The Attachment lists the entire schedule, fee, reimbursable and payment information related to the contract.

Once encumbered, all documents are forwarded to the SO Program Manager. See section 2. In addition, the contract form is within Unifier for projects managed on this system.

See the Art Guidelines in If this is a delegated project, the SO Project Budget Officer will inform the college of the transaction entry and provide the transaction number. The construction contingency should only be used to cover unpredictable or unforeseen conditions of construction and should not be used for changes to enhance or expand the project.

The construction contingency is to be used only for construction items. Change orders to the construction contract are to be charged against the appropriate contingency account until that account is exhausted or until the last construction change order is executed.

When the construction contract has been paid in full, the contingency accounts can be evaluated and prioritized for use on the project. In and , the Legislature mandated that MnSCU separately track and account for contingency funds on Capital projects. Please contact the SO when setting up a Capital project to verify whether the contingency account needs to be tracked as a separate cost code.

Contract Management This section describes the process and provides guidelines to administer frequently used Facility contracts.

However, subsequent Purchase Orders at the time of award of work must be executed to confirm that funds are available in an active Cost Center.