Construction Management Strategies for Skyscrapers Projects Case Study

Analyzing Facade Installation and Steel Frame Processes

1. Planning and Programming

Analyse the façade installation process of the case study and evaluate the management planning and programming efforts to eliminate interference and interruption to this process.

In this project, the installation process of the Facads for the Skyscraper building includes the closed cavity Facad structure (Semko et al.2019). Where the case study needs to follow strong management planning and programming regarding those efforts that eliminate the interruptions and interference in this process.

Thus for this purpose here to mitigate the condensation the facade is built as a closed cavity, with the advancement of the thermal properties. It consists of the outer part, which is laminated by the clear glasses and also here the inter cavity housing is incorporated for the automated blind conditions with dry clean air. That built the inner sealed with double glazed unit. It helps to reduce the gaining of solar rays and also the motors are attached to the panels for controlling those blinds which go between the inner and outer panel glazing.

In this process, at first, the panels are placed on the launched table. Those panels are then moved over through the edges of the slabs (Yoo et al.2019). Then for the installation of the different layers of floors, the spider crane hook is dropped positioned above the installation level. Here this launched table is pulled backward and placed over the table to continue the installation. Following these processes, the effectiveness of the management planning and programming helps to eliminate the interruptions and interference from this process.

Assuming the steel frame installation cycle of bay 1 is 10 working days, based on the Work Area Control (WAC) principles, produce the steel frame installation programme of one cycle of bay 1 steel installation.

The skyscraper has two cores, south and north where the steel frame connection is done to the core from the floors dividing into the three processes. Here is the fabrication and installation process for the specialist trade conductors in the steel installation STC by the various trade contractors and suppliers. The installation cycle runs based on the two-floor cycle of the steel installation process,

At first, the plates should be embedded in the core of the concreates and then it includes the preparation process of the vertical fin plates below the columns (Li-hua et al.2019). This helps to receive the steel beams into it. After that, the deliberation and loading process is used for the metal decking that is stored in the proper location.

Figure 1: Steel frame Installation Process Gantt chart

Erecting the height of the two storeys MEWPs are installed, and then bracing is installed that connects the peripheral beams bolting the columns.

Steel frame installation cycle of bay 1: For that purpose at first the plates embedded into the concrete cores should be prepared for receiving the steel beams. Then below the columns the vertical fin plates are prepared where the steels are loaded out and delivered for both storeys on the metal deck in the perfect location, which helps to erect the heights also the MEWPs installation is done for the bracing of two levels connecting the peripheral beams bolting to columns. Here after the safety rails installation process is done installation of the edges that act as the intermediates as the MEWPs repositioning is done. Then installation of two-level interiors, the beams are bolted to columns embedding the plates in core concrete where further installation of the secondary two-level beams is done. Here beams bolted to the main beams and also the levelling, lining, and tightening of those bolts are marked to be finished.

Figure 2: Steel frame installation process for implementation of planning and programming

Here the edge of the safety rails is installed that intermediates for the relocation of the MEWPs, installing the interior beams, it was also embedded to the concrete cores. After this process, the second level of the beams is bolted to the main beams and also embedded in the concrete cores

2. Supply Chain Management

Evaluate and discuss providing examples from the ‘Staircases’ case study, the specialist trade contractors' (STCs) role in delivering quality workmanship, solving the interface issues and achieving smooth site production activities.

The evaluation of the ‘Staircase’ case studies follows various specialist trading constructors that delivered the three main roles with the following interfaces. The main key interfaces are:

• Fixing system (steel staircase subcontractors)
• Handrails (steel staircase subcontractors)

Concrete STC

The designing process of the STC in the staircase case study follows various calculative methods and the structural to Aconex issues with the formal platforms help to check the approvals for t eh project engineers. Whereas the granted manufacturing processes that help to fix the sub-contractual manufacturing handling process may include the concrete STC with the possible ccastwithin the core of the concretes.

The staircase installation process for the steel frame packages separates the packages for the resolution of the various aesthetic considerations based on the architectural specifications that prevent the steel staircase from noisy uses.

Workmanship:

Resolving the issues for the architectural implementation from the workmanship, it includes the flight and landing of the stairs. Applying the piecemeal methodology in manufacturing delivers steel staircase, package managers (Feng et al.2019). To reduce the uncertainty of the noises underneath the stairs aesthetic considerations are applied. To prove this steel staircase process as one of the indicative parts the representation of the splicing details in a 3D model and the connection points is approved for the acoustic soffit manufacturing processes.

Interface issues

The approval of the structural calculations and the design of the staircases involve the various interfaces for the designing teams. Like the fixing teams, the balustrades and the handrails include the designing of the concrete STC and the Handrails. The attachment of the temporary handrails and the balustrades makes it more usable providing the fix in holes and steel staircases STC.

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Smooth site production activities

It also affects the clients that reduce the noises and hide services (Drahošová et al.2022). The positioning of the lifting beams and the packages lifts the beams that are restricted to the movements of the lifted hooks.

Select two points from the suggested management framework based on Deming’s philosophy and explain them using examples from the ‘Fit-out Lean Room’ case study. Discuss with justification whether or not the project management of the case study addressed them.

Management framework based on Deming’s philosophy:

Two key points from Deming's philosophy that can be applied to project management are "Continuous Improvement" and "System Thinking." How about we examine how these concepts connect with the 'Fit-out Lean Room' case study and whether the project management tended to them:

Continuous Improvement: Deming underscores the significance of constantly further developing cycles and items. In the 'Fit-out Lean Room' case study, this guideline might have been applied by consistently assessing and improving the room development process. For instance, the project management group might have carried out normal input meetings with development labourers to recognize and resolve issues as they emerged (Jiang et al.2021). This would guarantee that the project was continually tweaked for proficiency and quality.

Did the project management address this?- The case study ought to be examined to check whether there were occasions of input circles and interaction refinements during the project.

System Thinking: Deming supports seeing the project as a system with interrelated parts. On account of the 'Fit-out Lean Room,' this would include thinking about how different viewpoints, like materials, work, and planning, influence one another (Heravi et al.2020). For instance, the project management group might have dissected what a deferred material conveyance means for the general project timetable and expenses.

Did the project management address this? - The case study ought to be examined for proof of all-encompassing thinking.

In conclusion, whether or not the project management in that frame of mind 'out Lean Room' case study tended to these points relies upon the particulars outlined in the study (Zhang et al.2021). On the off chance that the project showed a pledge to continuous improvement and displayed system thinking by considering the interconnected perspectives, it would line up with Deming's philosophy.

3. Design Management

Compare and evaluate the client’s role during the PCSA period and after placing the contract with the Design and Build contractor. How did this switch from PCSA to D&B contract affect the design process and, consequently, the design management efforts?

Compare the client’s role during the PCSA period and after placing the contract with the Design and Build contractor.

Comparing the client’s roles in the PCSA period and the placement in the designing and building contractors it has been seen that the client’s project life cycle mainly follows the path from the concepts through handing over the project to the users. They ensure the execution process of the projects and follow the terms and conditions as per the contract document.

The main role of the contractors is to follow the sales pipeline, which is taken from the opportunities present in the marketing. Thus it involves the identification of the opportunities, through which the contract awards and the bidding can be done. They also execute the construction site and the works.

Evaluate the client’s role during the PCSA period and after placing the contract with the Design and Build contractor.

After the placement of the contracts with the design and build contractors during the PCSA the clients play an important role (D?browski et al 2019). The business of the markets that affect the steel contractor procurement may take longer lead-in-time because of their requirement. The regular meeting scheduling, price fixation and the discussion of the challenges in the management process may solve those issues.

The design management agreements, detailing the responsibilities of the designers affect the clients. Here the coordination of the progressive design elements in the M&E model helps to recreate the onsite development of the old clashes depending on the changes in the designs produced before their involvement (O'Reilly et al.2021).

Produce a proof of concept of the following tools for the façade design and installation processes. Reflect on the effectiveness of these tools as described by the principal design manager of the case study.

Design responsibility matrix

The designing responsibility matrix mainly focused on the STC contributions and their responsibilities, which are split into design and consultant responsibilities.

Figure 3: The Design Responsibility Matrix Flowchart

It is an important process that helps to interpret the consultants putting down the requirements producing scope gaps and using this matrix for fulfilling these gaps.

Interface matrix

This matrix recognises the constructions and designing interfaces between the STCs that incorporate the procurement tools ensuring the packages for the proper buying process with the coordination of the M&E interface matrix.

Figure 4: Interface Matrix Flowchart

It is responsible for the development of the projects within the possible interfaces linking the various components and also dclassifythe buildings from the generic matrix format. That tailored the interface matrix for consultants and STC design responsibilities.

Package scope sheet

This process aims to define the limitations and extent of the working packages including their manufacturing and designing processes that are relevant to the STC (Shan et al 2020). By tracking the design completeness the development of the design managers supporting the blockwork packages helps to generalise the structural calculations and also helps to build a proper experience for the design managers that deal with the smaller jobs based on ttheBritish standards.

Tender event schedule

This process helps in the building of the spreadsheets for the placement and critical components of the leading time variations on the particular sites, that link the programme with the scheduled spreadsheet.

Figure 5: The Tender event schedule process flowchart

Thus this process helps to review the tenders, build the components and capture the design information within the leading time for the relevant teams as per their needs.

Design information schedule

Figure 6: The Design information schedule flowchart

The design components in the programme for the sequencing of the coordinated designs require the various packages on the STC onboarding process involving the package managers and design managers with the production scheduled information for each STC breaking down the overall designing process.

Documents distribution matrix

This distribution matrix is built based on the interface matrix, which is built using the document controller process. For the facade design when the architectural drawing is needed, this receives the documents in respect to the equality of the processes as per the needs which STCs should be required.

Figure 7: The Document distribution matrix flowchart

The consultant reviews the needs of the STCs which are exchanged electronically as per their requirement. In this process automatically when after receiving the documents the equal implementation of STC drawings is needed it was reviewed and also examined.

4. Organizational Structure

Review the case study ‘Steel Frame Organisation’ document. Analyse and evaluate the effectiveness of the communication process as described by the steel frame package manager and the steel frame STC project manager.

The evaluation and effectiveness uofthe communication process of the ‘Steel frame organization’ by the steel frame package managers and the steel frame STC project managers are shown in the specified document.

Another thing is the wind factors for the high-risk building projects, which helps to reduce the undercutting competitors that create unrealistic pressure upon clients. Here for better approachable situations, the clients should also collaborate inrisk-takingg factors. Here better communication and understanding among the team members is another cause of success.

Another thing is the package manager’s role in the steel frame construction process. Thus it involves the M&E STC groups who ccommunicatewith the sub-supply chain. The M&E STC Directors strategically hehelpo ensure the progress and the monetarization process with the proper communication process and delivery of the packages. Here the management of the program and information are done through the recognition of the professional bodies.

Figure 8: The project organization flowchart

\The two supervisors feature the significance of customary undertaking gatherings, composed reports, and open channels for criticism, which are fundamental parts of powerful correspondence in a development project (Shojaeifar et al.2020). Nonetheless, there is an opportunity to get better regarding lucidity and consistency in correspondence. For example, the bundle supervisor underscores the requirement for compact composed reports, while the undertaking director puts stock in more definite documentation.

Compare the management structure of the case study project to that of the Technology Clusters approach. Critically discuss whether or not it provided the necessary environment to achieve the required integration of the design and construction processes. Support your argument with examples from the case study.

In this case study ‘Project Organization’ document helps to evaluate the construction and design procurement strategies with the various structural implications on the project’s organizational structural implementation. For this purpose the stastartnterior for the fit-out design structure that assumes a lot of energy and time may help to push the architectural designs meeting with the conceptual designs and interior fit-out STCs for steel within the walls, stone interfaces etc. Here various unnecessary designs may present which should be removed. To make the whole process more professional it should be time and cost effective. Here in this place the buildability, and maintenance issues may accounted for under CDM and BIM technology. Here various examples are mentioned some of those are,

M&E’s commissioning work in isolation

For example, the requirement of the team was on the 6th of December but before that here all the devices should have been ready for starting the commissioning process. Thus it looking for M&E team project managers, the identification of particular device installation, and the environmental conditions that may cause any types of issues i.e. the dependent factors.

Cladding package manager

In that example, considering a particular workshop during the PCSA period the clustering approach may be applicable for that purpose. Here the role of the design management in a team may be confused when it comes to focus on cladding and steel-focused meetings. Here the problem faced due to the unavailability of the skills in the available persons. In this context, firefighting situations may occur due to a lack of commercial issues, or management issues that will affect the building construction i.e. cladding, steel, concrete etc.

Steelwork Package Manager

Here is another example of the safety issues of the workers. The steel worker package managers are strongly needed in the crucially of the workmanship. Where it may tamper certain staff, accessing the routes that may generate issues. Here the general role should be applied to the particular trades, where the head people make the decisions but with the lack of facilitiesthee probability of demolition of workers may be noticed. That shows the cap casualty of the managers towards the ststarstuffReview the case study ‘Project Organization’ document. Evaluate the case study design and construction procurement strategy and its implications on the project’s organizational structure. Support your argument with examples from the case study.

The project management tools for maintaining the strategic implications may include various package managers. Among them, some of the examples are stated here.

Another example is there where the designers may missed the maintenance and buildability issues, where the application of CDM may raise the accountability and also include the focus on the main appearance and aesthetic processes. Other issues may occur due to service interfaces, that work on the coordinating facts of the building holes, the clash detection, BIM, Cand AD technology may be used here for the detection of faced issues, which may include the breakage in concrete, cutting of steels, and holes in service. Hence the proper architectural implementation, time-cost management, and budget programming process may help to interpret the maintenance and other constraints.

Possible impacts

The contextual analysis plan and development acquisition system fundamentally impact the task's hierarchical construction. The utilization of a plan bid-construct approach, as depicted for the situation study, brings about a more straight and consecutive undertaking structure. Plan and development groups work independently, which can prompt difficulties in coordination and correspondence, as clear in the venture's deferrals and issues.

Methodical advancement

This approach stresses cost control and obtainment adaptability however may forfeit mixed and coordinated effort. An elective obtainment procedure, for example, plan fabricate or incorporated project conveyance (IPD), might have worked with a more cooperative hierarchical design, with divided objectives and obligations between all venture partners (Esmaeilii et al.2020).

Process discussion

the Steel Edge Association task's correspondence cycle has qualities yet an opportunity to improve, with a requirement for clearer rules and instances of viable correspondence. Contrasting its administration structure with the Innovation Bunches approach features expected weaknesses in accomplishing combination. At long last, the picked obtainment procedure essentially influences the task's hierarchical construction, with potential compromises between cost control and joint effort.

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