CHAPTER 4

Construction Project Lifecycle

Introduction
Six basic phases contribute to developing a project from idea to
reality:
Time
Phases
Conceptual &
Feasibility Studies
Engineering & Design
Procurement
Construction
Start-up &
Implementation
Operation &
Utilisation

Year 1

Year 2

Year 3

Concept and Feasibility Studies

Most construction projects begin with recognition of a
need for a new facility.
Long before designers start preparing drawings, and
certainly well before field construction can commence,
considerable thought must go into broad-scale planning.
Elements of this phase include conceptual analyses,
technical and economic feasibility studies, and
environmental impact reports.

 For example, location is fundamental to planning for a

new industrial plant. Where can the plant are located to
provide desirable, nearby employment for an adequate
supply of skilled, productive workers? What are the
present and projected costs and customs associated
with the labour force?
What political or institutional factors may ease or
impede the development and operation of the facility?
What will be the sociological and economic impact of
this plant on the community? What will be the
environmental impact?

 Similar forethought must go into the planning for any

new project. Transportation facilities, such as highways,
bridges, airports, and rapid transit systems, not only
need forecasts of future demands, but also analyses
of how the existence or non-existence of these
structures will actually affect social, economic, and
demographic patterns.

Engineering and Design

Engineering and design have two main phases:

- Preliminary engineering and design
- Detailed engineering and design.

Preliminary engineering and design

Stress architectural concepts, evaluation of
technological process alternatives, size and capacity
decisions, and comparative economic studies.
In heavy construction, engineers are responsible for the
preliminary design, but they often need substantial input
from geologists, hydrologists, and increasingly from
ecologists and other professionals in the natural
sciences.
Once preliminary engineering and design are essentially
complete, an extensive review process need to be done.
The review focuses mainly on seeking approval from
higher levels of management and from sources of
external financing, where required. Involves regulatory
bodies that look for compliance with zoning regulations,
building codes, licensing procedures, safety standards,
environmental impact, etc.

Detailed engineering and design

Process of successively breaking down, analyzing,
and designing the structure and its elements so that
it complies with recognized standards of safety and
performance while rendering the design in the form of a
set of explicit drawings and specifications that will tell the
constructors exactly how to build the structure in the
field.
The design professional often conducts detailed field
studies to get good engineering information on
foundation conditions, slope stability, and structural
properties of natural materials.

Procurement
Procurement involves two major types of activities.
One is contracting and subcontracting for services of
general and specialty construction contractors.
The other is obtaining materials and equipment required
to construct the project.

Construction
Construction is the process whereby designers' plans
and specifications are converted into physical
structures and facilities.
It involves the organization and coordination of all the
resources for the project-labour, construction equipment,
permanent and temporary materials, supplies and
utilities, money, technology and methods, and time-to
complete the project on schedule, within the budget, and
according to the standards of quality and performance
specified by the designer.

 The key roles at this stage are played by the contractors

and subcontractors and their employees from the
building trades.
There is also considerable input for inspection and
interpretation from the architect/engineer.

Start-up and Implementation

Most structures and facilities of any significance involve
a start-up and implementation phase.
Much testing of components is done while the project
is underway. Nevertheless, as the project nears
completion, it is important to be sure that all components
function well together as a total system.
In some cases, this mainly involves testing, adjusting,
and correcting the major electrical and mechanical
systems so that they perform at their optimum level.
Also involves a warranty period during which the
designer and the contractors can be called back to
correct problems.

Operation and Utilization

The functional value of the project will depend upon the
decisions and implementation of the objectives
developed during the preceding phases.
With a projected operational life of 20 to 25 years or
more, it is evident that the overall cost and value to the
owner throughout the operating life are determined
largely during the period from conception through startup.

Activities of project closure

Commisioning
Start up and trial
Main objectives of commissioning:
Prove performance prediction
To pass test and check
To search for hazard

Correction of design
Personnel training
Operation and maintenance of facility.
Technical support required

Activities of project closure

Issuing certificates
Completion certificate has consequences,
responsibility changed to client.
Power of S.O ceased.
L. A. D also ceased.
Remedial works start
CPC given.

Activities of project closure

Preparing documentation
Maintenance manual
To tell the client on maintenance operation.

Record drawing
As built drawing, changes, variations, etc.

Purchased equipment records

Vendor should provide technical back up.
Technical specification, test certificate, operation
manual.

Correspondence
Proper storage of legal correspondence.

Activities of project closure

Finalising financial matters
Final certificate is issued.
Independent contractors are being paid.

Project team report

List the difficulties.
Lesson learned for future

Disposal of staff (Redeployment)

Handling personnel
Ensure staffs are motivated
Keep staff fully informed.

End of Chapter 4