Contracting Contracting Contracting Contracting ConstructionSubject Construction Construction Construction ManagementMatter Management Management ManagementProject Construction Construction Construction No textbook No textbookControls Planning and Planning and Planning and Scheduling – Scheduling – Scheduling – The The The Associated Associated Associated General General General Contractors of Contractors of Contractors America America of AmericaConstruction
bias in the sample that couldaffect the findings of this study.Three modules defined the training intervention. The modules were separately instructedat different locations in a four months period and covered, in this order, the followingtopics: front end planning, project execution methods, and project completion and teamdynamics. Table 1 details the instructed material. Each module was taught by a differentprofessor from The Department of Civil, Construction, and Environmental Engineering atthe University of Alabama.Table 1. Material of instruction Topic Area Introduction Understanding Objectives Feasibility Phase Front End Planning
AC 2012-4801: DEVELOPING CONSTRUCTION MANAGEMENT EDU-CATORS: IS INSTRUCTIONAL DESIGN, DEVELOPMENT, AND EVAL-UATION THE KEY?Mr. Kenneth J. Tiss AIC, CPC, State University of New York Mr. Kenneth J. Tiss, AIC, CPC is an instructor in the Department of Sustainable Construction Manage- ment at SUNY College of Environmental Science and Forestry. His research areas are in undergraduate and graduate education, curriculum, construction project management, construction safety, planning and scheduling, and equipment and methods. Page 25.426.1 c American Society for Engineering Education, 2012
MEPdrawings are then highlighted and the procedures for their analysis are presented in a systematicorder including the differentiating aspects of various systems. The laboratory portion of themodule concentrates on performing quantity takeoff, digital or manual, where the results aretranslated into work scope sheets. The paper further explains the detailed scope identificationmethodology for each system and their integration into estimating course context.IntroductionConstruction science and management graduates are expected to work in a dynamic workenvironment performing various tasks including planning, estimating, scheduling, and managingthe construction process. The graduates are also expected to be familiar with work scopes for allconstruction
focus is in active learning and project based learning in engineering and technology education. Contact: kgt5@txstate.edu Page 23.1286.1 c American Society for Engineering Education, 2013 Unrealized Potential: Course Outcomes and Student LearningAbstractDo you recall those course-level student learning outcomes on your syllabus? Ones that wereargued over in some curriculum planning meeting long ago when they were developed to satisfyan accreditation agency. You know, those outcomes that students rate at the end of the semesteras to how well they agree that they learned various things in
results indicate that Bromilow et al.’s1 model holds goodfor the Indian Construction Industry at the level of significance (p-value) of < 0.0001. The resultsindicate that there is a statistically significant relationship between construction time ofinfrastructure projects and their actual construction cost and number of change orders.Key words: Change Orders, Construction time, Construction Cost, Infrastructure Construction,Indian Construction IndustryIntroductionPrediction of construction time at planning and bid preparation stages is necessary for includingrealistic project duration in the bid package. It represents a problem of continual concern andinterest to both researchers and contractors. It is also important for the studies related
: Building Professional Relationships between Construction Programs and their InstitutionsAbstractConstruction engineering and construction management programs often seek industry partners assources of curricular advice, case studies, field trips, guest instruction, internships, andpermanent placement for graduates. These partnerships can be leveraged to enhance and improveprograms’ resources and better prepare graduates for the professions upon which they are aboutto embark. While the focus is typically on partnering with external entities, programs oftenoverlook their own institutions as valuable potential partners. Colleges and universities havesophisticated facilities, planning, and management departments that can provide a
course delivery to having active sites, and all their technical and non-technical activities, become the central point through which the course is delivered. Directcontact with a “living” site provided valuable insight to what the students were reading andhearing in lectures as well as immediate relevance to course assignments. It is hoped that thecourse becomes sustainable via a continued partnership between the department and theconstruction manager.BackgroundIn the Fall of 2003, Tufts University initiated the development of a Master Plan for its campus inSomerville/Medford, Massachusetts. The plan, which is evolving, noted a number of potentialbuilding sites for the existing campus. Two such sites are the locations for Tufts first newbuilding
job functions that would be categorized asmanagement-related. The most frequently listed internship activities that were deemedmanagement-related were estimating/takeoff functions, and planning and scheduling functions.These two tasks descriptions were submitted by more than 50% of the responses.There were other job functions that were less common (identified by 3 or less respondents).These activities included: Lead crews Assist project manager/superintendents/project engineers Communicate with architects and engineers/clients Testing Building inspections/punch list Assist LEED Hands-on training (carpentry, steel working, equipment operation) Learn product types Warranty returns
specifics of various monumentsmore clearly. For this specific simulation, the intent is to replicate the construction of the Roman Colosseum in twodifferent ways – a unique undertaking – which can be adjusted for presentation to various audiences, rangingfrom academic scholars in history or engineering to students in relevant topics. The expected outcome is anassembly of the structure that can be viewed from both the inside and outside. The “top-down” approach,which divides a completed monument into multiple stages, is useful for defining the overall plan of thestructure, but presents a risk of large amounts of data slowing down the simulation process. In contrast, the“bottom-up” approach, which creates the structure in a piecewise fashion, may
Arab Emirates University. In addition to his experience in the academia, Dr Zaneldin has more than thirteen years of work experience in areas related to design, construction su- pervision, and project management of mega size projects in North America and the Middle East. He has authored and co-authored several journal and conference publications in topics related to engineer- ing education and course management, design coordination, change management, site layout planning, constructability, claims and disputes, and simulation of design and construction operations.Dr. Amr M.I. Sweedan, UAE University Amr Sweedan is an associate professor of Structural Engineering and the Chairman of th Department of Civil and
sustainability.Since then the faculty members have taken steps towards developing such programs, beginningwith offering the “Sustainable Development Principles and Practice” course that coverssustainable development, international practices, policy, and ethics and complements the“Construction Systems and Planning” and “Civil Engineering Systems Management” coursewhere engineering and architecture students create a detailed proposal for a semi-realistic teamproject (1). Subsequently, a task group examined the feasibility of further courses. A new studentchapter of EWB has been founded at the university, which crystallizes the interest of theengineering students in bringing their skills to developing regions and which is enjoying anexceptionally active group of
Paper ID #12604Emerging Technology in the Construction Industry: Perceptions from Con-struction Industry ProfessionalsProf. Eric A Holt, University of Nebraska - Kearney Eric A. Holt is an Assistant Professor at the University of Nebraska-Kearney, teaching in the Construction Management program. He has 23 years of industry experience, with 16 years in the design field. He teaches Plan Reading, Virtual Design and Construction, BIM, and Building Codes to CM Majors.Mr. James M Benham, JBKnowledge, Inc. James is now the President and CEO of JBKnowledge, Inc. and a highly acclaimed construction technol- ogy public speaker
in the C4P laboratory tocomplete this mockup. These companies consist of a project build team, project design team anda project management team. The roles of each experience level of students within each sub-teamare as follows: Sophomores in the CM200 Lab (“200 Lab”) section act as the Project Build Team, being responsible for construction of the mockups per plans and specifications. These students document progress using daily logs and resolve issues through the request for information (RFI) process Juniors in the CM300L (“300 Lab”) section act as the Project Design Team, assuming the role of project architect and design engineer. They create and manage BIM models, develop construction documents
the constructionindustry for that task. They were also provided with ‘none of these’ and ‘don’t know’ optionsfor each task. The list of tasks they were to respond to included: Plan Reading Estimating Planning & Scheduling Contract Management Budget Management, Cost Control, Accounting Internal Communications (within company) External Communications (outside of company) Safety Equipment Management (small tools, like a hammer) Equipment Management (large equipment, like a bulldozer) Surveying & Project Layout Materials Selection & Construction Procedures Management of Changes 3D ModelingIn most instances, there was very little difference in the responses to the
adding four additional key safety management techniques,management commitment, staffing for safety, worker involvement, and subcontract management[3]. Nelson (2005) asserts that safety training can occur only when management and employeesare taught how certain tasks must be accomplished in order to prevent injury, including specifictraining on how to develop an adequate work-execution and pre-task safety plan [18].Typically, construction companies faced several challenges associated with safety training thatthey need to be overcome. For instance, the extent to which workers' learning experiences areaffected in safety training sessions and the extent to which workers learn safe practices intraining sessions is among these challenges [6]. In
methods. For example,house plans are distributed to students, and in a problem-based approach, students “red line”drawings to meet the IRC. In a case-based module, students identify solutions to grey-watersystems that do not meet current local codes. Course modules were developed with an advisorycommittee including building code officials, architects, construction managers, disastermitigation experts, and academic faculty. Advisory members anonymously submitted feedbackfor each module. Feedback was compiled, discussed and course content edited. This review-discuss-edit process was repeated until a final version was agreed upon with the advisorycommittee. The course and content is a free resource for educators. Over thirty modules, houseplans and
sponsored bycontractors’ organizations, where statistical model used to quantify the impact of the changeorders on the project cost was based on data supplied by the contractors; a situation that lead toowner-contractor disagreements related to the quantification method used. Also, resulting changeorder models didn’t rely on the actual plans, specs, daily productivity and changes of the project;rather they relied on the reply of the contractor filling survey.The study addresses the need for a statistical model to quantify the increase of the contract pricedue to change orders from verifiable site data such as owner’s daily reports, change orders,drawing, and specifications. A model is developed and validated to quantify the percent increasein the
Page 12.470.4 assurance that students will be exposed to what they are required to learn during internships; • some students may not be lucky enough to have the right internship at the right time;Course DesignCourse design involves the planning and structuring of a specific course of study to attain thedesired/requisite academic, institutional and program accreditation goals, in the context of aBloom’s taxonomy of educational objectives. Generally course planning/design is considered asthe process of identifying the contents of a course and defining measurable objectives3 .Particular attention must be paid to the design process since courses are normally tailored andrequired to serve a very specific purpose in the entire
tasks to produce a completed project. Theseprofessionals should be capable of managing the construction projects effectively and efficiently.Apart from developing skills for logical thinking, computing, and communication, they must becapable of assuming the responsibilities for the planning, co-ordination and financial control of aconstruction project.The duties of a construction graduate also include the determination of most appropriate methodand sequence of construction operations for a particular project. They must be able to predict andmonitor the construction operations in terms of labor, materials, equipment, and technicaldifficulties, and finally timely execution of all project items. They are responsible for dealingwith scores of
Page 15.1320.3tasks encountered in the delivery process for construction projects9.In the past, there has been a wide variation in the level of technology used in the MEP coordinationprocess. At the low-tech end of the spectrum, specialty contractors drafted plan-views ontranslucent media and prepare section-views when necessary. At the other extreme, progressivecontractors have used three-dimensional (3-D) computer-aided-design (CAD) software to improvethe process. With the recent development of BIM technology software, the process has gravitatedtoward the use of BIM technology as BIM is becoming standard practice now for large-scaleprojects and is able to provide more efficient coordination, scheduling, and cost estimating.BIM has been
accomplished teacher and has taught a variety of construction courses, including Construction Planning and Scheduling, Construction Project Management, Cost Es- timating I, Project Control, Proposal Preparation, and Project Implementation, among others. Sulbaran received the prestigious John Trimmer Award for Excellence in Teaching in 2010. Sulbaran engages stu- dents in learning activities inside and outside the classroom continuously advocating hands-on experience and collaborative learning. He has been in the forefront of online teaching, and he was one of the pioneers in delivering online courses in the School of Construction. He established the Study Abroad program in Panama at the University of Southern Mississippi
effectively guide students through the complex process of operational planning anddesign. As a result, students gain insight into actual industry practices.Faculty mentoring of capstone projects is used extensively within the construction managementprogram at the University of North Carolina at Charlotte (UNC Charlotte). This paper describesthe overall structure of the capstone course and projects, outlines the role and expectations forfaculty mentors, and provides an assessment of the impact and effectiveness of the facultymentoring on student performance and project outcomes. Capstone students were surveyed at thecompletion of the course and asked to rate the effectiveness of their faculty mentor. An analysisof the results appears to indicate a
to the class. Page 22.1388.3The REDUCE project is considered a service learning project, the students are expected andencouraged to gain input and feedback on their proposal from contractors, vendors, and materialssuppliers; however, students are not permitted to earn wages for participation on the project. Studentteams are expected to conduct themselves in a professional manner in all aspects of the project.Student teams are expected to plan visits and phone calls with clients in a professional manner that isnot disruptive to the activities of the client. To motivate students to keep on task, the followingmilestones are required for
AC 2011-617: TOMORROW’S UNIVERSITY GRADUATE: CONSTRUC-TION INDUSTRY NEEDS AND CURRICULUM ENHANCEMENTJohn Walewski, Texas A&M University John A. Walewski, Ph.D., is an assistant professor with the Zachry Department of Civil Engineering at Texas A&M University with research interests in sustainable design and construction techniques, risk management and insurance, pre-project planning, and the use of alternative project delivery and procure- ment methods. John is a Board member of the U.S. Green Building Council’s Central Texas-Balcones Chapter. Dr. Walewski obtained a Civil Engineering Ph.D. (Construction Engineering and Project Man- agement focus) at The University of Texas at Austin (UT) in May 2005, and
have responded to the needs of themarket by offering degrees ranging from associates to masters, as well as certifications inspecific topics such as planning, scheduling, and safety management.There are many benefits to the online classroom environment; it is not limited by geography, aslong as reliable internet access is available. The flexible nature of online instruction allowsstudents of any age or level of experience to enroll in courses of their choosing at times that aremost convenient to them. Depending on the flexibility of the respective institution students maywork full-time and pursue an advanced education in the comfort of their own homes. In addition,students are able to work at their own pace, gradually transition to their new
). Thebuilding does not have enhanced commissioning, but could be achieved withinreasonable time. The energy costs are paid by the tenant and not included in the base rent.There is no green power usage in the building.Materials and ResourcesThe floor provides some means of collecting recyclables but lacks central collectionlocation. The building does not have policy of minimum lease of ten years. The buildinghas a strict policy to maintain as much of the existing no-shell, non-structural componentsin place during any type of renovation. The building does not have a construction wastemanagement plan or policy. The building does resource re-use policy, but it could beverified if it satisfy 10% threshold. There is no policy on recycled (content
including the ability to comprehend business procedures related to the legalenvironment, budget, resource management and implementation of new and emergingtechnologies in a construction environment. The department suggested layout of the program takesthe student through introductory courses that cover broad aspects on construction managementduring the first year of study through courses such as Introduction to Construction Management,Construction Graphics with plan and specification readings, Building Construction Material &Systems and Construction Safety. As the program advances to the second year, courses that engagea more hands on and experiential learning focus with laboratory class times are explored - such asBIM (Building Information
) Estimating life cycles for roadway departure countermeasures such as rumble stripes. 4) Estimating, scheduling, and safely managing a hazardous materials event. 5) Developing, estimating, scheduling and managing wildlife deterrence plans in high traffic and urban areas. 6) Environmental impact of rumble stripes and/or other run off road (ROR) countermeasures toward noise pollution, pedestrians and bicyclists. 7) Developing “Work Zone” highway safety plans.Characteristics of Rumble Strips and StripesTwo of the countermeasures used to increase roadway safety by deterring roadway departures areRumble Strips and Rumble Stripes. Although in many cases Rumble Strips and Rumble Stripeshave been used interchangeable, they do not have the
hybrid learning course that was developedat a large Midwestern university consists of face-to-face interaction as well as online problemsolving demonstration modules and lecture videos. The two components, face-to-face interactionand online, must be synchronized and the content for each must be carefully planned in order forthe course to be successful. There is considerable research as well as trial and error developmenteffort that must be invested to develop both components of a hybrid learning course. However, inthis paper, the development of the online component will be discussed.In particular, this paper discusses the pilot implementation of the online component for hybridlearning in three construction engineering classes. The primary target