dr hannas presentation

7/30/2019 Dr Hannas Presentation

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Prof Awad S. Hanna 1

Professor and Chair

Construction Engineering & Management Program

Department of Civil and Environmental Engineering

2314 Engineering Dr. Madison, WI 53704

608-263-8903

By

Dr. Awad S. Hanna

Achieving Greater Project Success and

Profitability through Pre-Construction

Planning

No part of this publication may be reproduced or transmitted in any form, or by any

means, without written consent from professor Hanna


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Dr. Awad S. Hanna 2

Biography

Awad S. Hanna, Ph.D., P.E Dr. Awad S. Hanna is a professor and chair of construction engineering and management

program at the University of Wisconsin-Madison, department of Civil and Environmental

Engineering. Dr. Hanna holds M. S. and Ph.D. degrees from Penn State University and he is a

register professional engineer in the U S and Canada. Awad has been an active construction

practitioner, educator and researcher for over 30 years including 10 years as a design engineerand project manager. He has been active in industry-funded productivity research for nearly 20

years, and research sponsors have included the Electrical Contracting Foundation, theMechanical Contracting Foundation, the New Horizon Foundation, and the Construction Industry

Institute, among others.

He has authored over 100 refereed journal articles on construction-related topics with specialemphasis on labor productivity, construction methods, Cumulative Impact of Change,

Construction Risk Management and Orders.

He has authored 15 major productivity-related books for the Construction Industry Institute,Electrical Contracting Foundation, Inc., the National Electrical Contractor Association,

Mechanical Contracting Foundation, and the New Horizon Foundation. These have addressedsuch topics as the effects of absenteeism and turnover on labor productivity, the impact of

change orders on labor efficiency, manpower loading, optimal project peak workforce, optimal

project duration, the effect of multi-story construction on productivity, the effect of temperature on

productivity, and factors affecting labor productivity for electrical contractors.


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Biography (Continued)

He is the author of both the National Electrical Contractors Associations course onConstruction Labor Productivity Improvement and the Canadian Mechanical Contracting

Education Foundations course on Improving Labor Productivity. As such, he has presented

over 500 one-day seminars and instructed more than 10,000 people in the U.S. and Canadian

construction industry on improving construction labor productivity, and on improving site

performance through proper pre-construction planning. His audiences have included NECA

(National Electrical Contractors Association), MCAA (Mechanical Contractors Association ofAmerica), Canadian Mechanical Contracting Education Foundation, Electrical Contractors

Association of Canada, Sheet Metal and Air Conditioning Contractors National Association,

and National Association of Boilermaker Construction Employees (NACBE).

Dr. Hanna has served as consultant and/or expert witness on many major national claims casesthat involved craft productivity evaluation, including such projects such as the MassachusettsCentral Artery The Big Dig and the New England Patriots Stadium.

Dr. Hanna was the recipient of CIIs 2006 Outstanding Researcher Award and was the winnerof an international competition for the

Best Innovative Ideas In Construction.

In 2009, Dr. Hanna was elected as a Fellow for American Society for Civil Engineers. Thishonor is given only to 2% of ASCE members.

Dr. Hanna was selected by he American Society of Civil Engineers Construction Institute Boardof Directors to receive its 2010 Construction Management Award for his significant contributions

as an educator and researcher in quantifying the effects of construction contract change orders

and in addressing major construction productivity issues.

Prof. Awad Hanna 3


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Outlines

Introduction Productivity Gap Causes of poor productivity

Industry Level Company level

Workers level Pre-construction Planning

Reality Background and definition Strategies for Successful Implementation Types of re-construction planning Pre-construction planning activities Reasons for Less-Than Successful Performance


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Productivity Gap Continued to be a

Problem


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Most Recent Time Study(Hanna 2009)


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Cases of Poor Construction LaborProductivity

vIndustry LevelvCompany LevelvWorkers Level


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Research

vAll decisions and activities required to build the job will becompleted by the end of the project, the question is when doyou want to make these decisions?

vAbility to effect the outcome of a project decreasesdrastically as the percentage complete increases

vProjects that use pre-construction planning Achieve an average profit margin of 23 % Those that do not experience a net loss of -3 %


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Pre-Construction Planning

Pre-Construction Planning Definition

A comprehensive set of proceduresinitiated after award but before

construction

Bid

ConstructionstartAward

Pre-construction

Planning


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Background

Less than 10% had a formal PCP process Most (88%) had either semiformal or informal

process

TYPE OF PRE-

CONSTRUCTION

PLANNING PROCESS

NUMBER OF

RESPONSESPERCENT

FORMAL 22 9%

SEMI-FORMAL 113 44%

INFORMAL 114 44%

OTHER 6 2%

MISSING DATA 2 1%

TOTAL 257 100%


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Research


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Prof Awad S. Hanna 12 2006 National Electrical Contractors Association. All rights reserved.

Relationship between Planning and Performance


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Strategies for Successful

Implementation

Foreman take off JobFormal ProcessTop Managers commitment to standardized planning process Tailoring the model planning process to each project System for tracking success on well-planned projects Implementation of a double-check system


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Strategies for Successful

Implementation

Strategies for Successful Implementation

Early involvement of the field supervisor in the planning process Ensure excellent planning effort to critical activities Turnover Meeting and Planning Kickoff Meeting Lessons learned and feedback loop


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MODEL PRE-CONSTRUCTION PLANNING PROCESS

Scope Review

Review of Available

Personnel

Cost Estimating

Schedule Review

BID PREPARATION PLANNING

PRE-CONSTRUCTION PLANNING

Construction Execution

Kickoff

Team Selection andTurnover

Scope and Contract

Review

Administrative Setup Buyout Process

Layout and Sequencing

Schedule Development Budget Preparation

Tracking and Control

Material Handling Plan

Bid Submission

Safety & QualityProcedures

Installation Procedures

MobilizationAdministrative Setup Scheduling & Reporting

JOBSITE MANAGEMENT PLANNING


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Scope Review

Management Review

Cost Estimating

Schedule Review

BID PREPARATION PLANNING

Bid Submission

1.Review plans and specificationsfor project requirements

2.Conduct site visit (performancerecommended)

3.Create a list of questions that needto be answered or issues that

need to be resolved beforesubmitting bid

4.Review customer's schedule andtimeline

5.Think about and tentatively selectproject manager and field

supervisor

6.Prepare quantity takeoff7.Develop Bill of Materials8.Solicit pricing from subcontractors/

suppliers/vendors

9.Determine estimated work hours10. Establish crew size, labor ratios,

and/or average labor rates (perf.

recommended)

11. Develop cost code scheme

12. Prepare scope letter or proposaland submit to customer


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25. Set up project files and createcontact list

26. Set up computer tracking andcontrol system

27. Initiate a change managementsystem

Team Selection and Turnover

Scope and Contract Review

Administrative Setup

13. Finalize selection of projectmanager, field supervisor, and

other key team members

14.Hold turnover meeting betweenestimator and project manager

15.Hold separate turnover meetingbetween project manager andfield supervisor

28. Initiate an RFI tracking andprocessing system

29. Initiate a submittal tracking andprocessing system

16.Hold pre-job (planning) kickoffmeeting with internal team

members to assignresponsibilities30.Develop a "Labor Requirements/

Expectations" letter (performance

recommended)


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42.Develop installation sequenceand layout drawings

43.Develop field instructions,including panel, pull, or conduit

schedules

44.Develop prefabrication drawingsfor field use

22.Compare estimated (bid) workactivities & materials to planned

performance

17.Review contract for unfavorableor high risk clauses (perf.

recommended)

18.Project manager reviews plans,specifications, and schedule

19.Field supervisor reviews plans,specifications, and schedule

20.Create a list of issues that needto be resolved and begin the

request for information (RFI)process

21.Conduct site visit (perfrecommended)

Scope and Contract Review Buyout ProcessLayout and Sequencing

23.Identify value engineering andprefabrication opportunities and

how to simplify the work

24.Prepare construction takeoff

36.Develop and process log andbook of submittals, cut sheets,

and shop drawings

31.Review subcontract/ supplier/vendor pricing and qualifications

32.Negotiate pricing & contractconditions and select

subcontractors/ suppliers/vendors

33.Develop and issue purchaseorders and contracts for materials

and equipment

34.Order long-lead-time materialsand equipment

35.Request submittals, cut sheets,and shop drawings

Schedule Development

Material Handling Plan

45.Review customer's schedule andtimeline

46. Identify work that impactselectrical activities

47.Review the work sequence andlong-lead-time material/

equipment delivery dates

48.Coordinate electrical schedulewith the customer's schedule

49.Create a bar chart schedule (perf.recommended) 37.Develop material delivery and

handling plan

38.Develop material storage andstaging planBudget Preparation


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JOBSITE MANAGEMENT PLANNING

60.Set up field files, documentcontrol system, and as-built

record keeping

61.Customize the computerizedtracking & control system for the

current project

62.Review customer coordinationmeetings schedule

59. Mobilize and set up the jobsite

67.Evaluate and plan crew size orcrew mix

63.Review or establish look-aheadscheduling process

64.Review daily reportingrequirements (perf.

recommended)

65.Establish/review subcontractorstart and finish dates (when

applicable) (performancerecommended)

66.Identify tools/special tools andequipment requirements (perf.

recommended)

72.Review company safety plan,procedures, lessons learned and

OSHA requirements

73.Schedule weekly safety meetingswith the crews

70.Prepare or provide crews withlayout/ installation drawings andfield instructions

71.Prepare or provide crews withprefabrication instructions

Safety Procedures Installation Procedures

Labor Management

MobilizationAdministrative Setup Scheduling &

68.Forecast weekly crewrequirements

69.Develop labor hours reportingprocess


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Reasons for Less-Than-

Successful Project Performance Missed part of project scope Did not set up project tracking system Insufficient turnover between estimator and project manager Prime contractor did not include others contractors in pre-con planning Taking on a larger project that company was capable of

completing

Taking on a project in a location (town) where they were notexperienced or that was far from the home office

Owner was not familiar with the construction process


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Reasons for Less-Than-

Successful Project Performance Poor sequencing of the work Late equipment deliveries Shifting manpower between projects Shifting leadership between projects Stacking of trades due to poor scheduling Poor material-handling procedures

Lack of communication between the foreman and projectmanager

Project appeared to be easy; therefore, no effort was put intopre-con planning

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