By Alan Twort, Gordon Rees
This new version of Civil Engineering: Supervision and Management updates and revises the easiest useful advisor for on-site engineers. Written from the viewpoint of the undertaking engineer it information their tasks, powers and duties.
The publication has been absolutely up-to-date to mirror the newest adjustments to administration perform and new different types of agreement. As a pragmatic advisor to on-site undertaking administration it really is useful to working towards engineers.
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Additional info for Civil Engineering Project Management, Fourth Edition
The contract may be for a lump sum, a proportion of which is payable in stages during the operating period, or income may be derived from sales or charges – bridge tolls for example. Advantages are: • The contractor is given an incentive to design and construct well, in order to ensure low maintenance and repair costs during the operating period. This is useful to a promoter who, for instance, wants a road built, because problems arising from faulty design or construction tend not to be revealed except under two or three years’ trafficking.
C) Bonus payments An employer can include in a contract the payment of bonuses to the contractor for completion of the works, or stages of it, on or before the time or times stipulated in the contract. Provided the times set are reasonably achievable and do not encourage the contractor to skimp work, bonuses can be rewarding to both contractor and employer. Early completion can reduce borrowing costs 34 Civil Engineering Project Management for the employer since he can gain an income earlier from the project output.
The exercise often takes the form of arranging a special ‘workshop study’ in which the client, designer, and contractor and other parties involved take part, and put forward suggestions for discussion and investigation. 1 Promoter’s obligations Before a promoter can start on a civil engineering project it will be necessary to undertake a number of studies. These may comprise: • market demand studies to define what are the needs the proposed project should meet, such as the size and quality of the project output or benefit; • economic and financial studies to decide for how long a period it is economic for the project to cater for the foreseeable demand, taking into account the cost involved and how the project is to be financed; • feasibility studies to ensure the project is engineeringly practicable, confirm its probable cost, and decide what methods should be adopted for the design and construction; • legal studies to ascertain what statutory or other powers must be obtained to construct the project, including environmental approvals.
Civil Engineering Project Management, Fourth Edition by Alan Twort, Gordon Rees