HI-RIZE DEVELOPMENT 2011 (HRD 2011)

Hi-Rize Development 2011 (HRD 2011)

Table of Contents

Introduction2

Analysis/Discussion3

Monitoring axial forces8

Allowable axial forces8

Procurement Route8

Design and Build Route9

Construction Management Route10

Way to install equipment for monitoring axial forces10

Critical scaffolds to be instrumented for measuring axial forces11

Critical locations to be instrumented for measuring lateral displacements13

Allowable lateral displacement of scaffolds17

Setup of equipment and flowchart of monitoring process20

A site test22

Conclusion25

References30

Hi-Rize Development 2011 (HRD 2011)

Introduction

As per the given scenario, a HRD 2011 Manager should be appointed on this particular HRD 2011. The reason behind a dedicated HRD 2011 manager is that the construction of this building requires extensive look after as HRD 2011 requires every aspect of technology to be integrated into this new structure. The proposed parking for the top of the dwelling.s foundation walls shall be shown at the corners of the foundation. (Yen 1993 78)

Estimating or predicting construction times is not easy. Predicting construction time of structural elements at an early stage of the design process is even more so. This is because any method developed for this purpose can only make use of a very limited amount of input information regarding design, quantities, resources and management structure (as this has not been finalized), but yet must be capable of predicting construction time with adequate accuracy. The general approach taken in this research is to emulate models and techniques used by construction planners during the construction planning (post-tender / pre-construction) stage and apply these to suit the early design stage, making some adjustments and assumptions wherever necessary. Among them, the process-based methodology is the most widely used by planners and therefore adopted. (Yen 1995 202) Using this model, floor construction time is systematically evaluated by conducting the following tasks: (1) Identification of construction activities, their sequence and interdependencies (2) Measurement of the quantity (or volume) of work for each activity (3) Determination of a construction (or productivity) rate to suit the schedule, and (4) Selection of appropriate level of resources (Yen 2002 89)

Techniques that fall under this category include Critical Path Method (CPM), Program Evaluation and Review Technique (PERT), Precedence Diagramming Method (PDM) (all of which are network techniques) and the Bar (or Gantt) Chart Method. CPM and PERT identify critical paths and estimate times based on a single precedence relationship (i.e. Finish-Start) and do not, in their basic form, take into account overlaps (leads and lags) between dependent activities as commonly found in practice. (Lin CH 1993 87) On the other hand, both the Bar Chart and PDM readily take into account of overlaps between activities by having three different precedence relationships in their procedure (i.e. Finish-Start, Start-Start and Finish-Finish) and should therefore produce more realistic time estimates. Between the two, however, the Bar Chart Method has been chosen as the basis of the evaluation procedure due to its simplicity of use, popularity and familiarity among design engineers. (Woodward 1997 69)

Analysis/Discussion

Building parkings must show the relationship of the proposed building to the grades as specified on the subdivision.s approved lot grading plan. Any deviation to these grades must be ...