PUBLIC INFRASTRUCTURE MANAGEMENT

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PUBLIC INFRASTRUCTURE MANAGEMENT

• PRESENTATION OF CHAPTERS 9 and 10
• MEHMET BOZKURT
• 501022001

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CHAPTER 9 Design for Infrastructure Service Life

• PART 9.1. Introduction
• PART 9.2. Design Objectives and Constraints
• PART 9.3. Design Framework and Components
• PART 9.4. Design Effectiveness
• PART 9.5. Summary

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Introduction

• Design is a uniquely project-level activity of
  infrastructure management, along with
  construction, maintenance, and rehabilitation.
• Design is applicable to a specific unit of
  infrastructure or project.
• For the infrastructure to function effectively,
  it must start with good design.
• Each type of infrastructure has its own design
  requirements and each agency has its own design
  elements and approach.
• PROCESS FLOW

DESIGN
CONSTRUCTION
MAINTENANCE
REHABILITATION
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Reliability Technology Evolution

• Working stress and factor-of-safety methods are
  outmoded for the modern design of infrastructure.
• Reliability concepts are far superior, and any
  infrastructure engineer is urged to examine
  reliability-based methods in detail for design.
• Modern technology and computer tools make it
  completely possible for the designer to consider
  a fully functional design process, and design
  education should be broadened in this regard.
• The design process and methods have had a great
  evolution over the years.
• The quality of design depends upon
• the intuition
• knowledge
• hard work of the designer.

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Alternative Options, Try Again
No
USE FACTORS Loading, Volume or Traffic
Satisfies Requirements ?
Set of Common Alt. Designs
Design Models
Yes
ASPECTS NOT ANALYZED Maintenance Condition Practic
e etc.
Detailed Design for Service Life
(Desired Path)
Service Environment
(Traditional Path)
Adjust Other Details as Needed for the
Design Obtained
Comprehension Design Models
Available Materials
(Limited Options Considered)
Prepare Plans, Specifications and Contracts
Figure 9.1 Description of Most Design Practices
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Design Objectives Constraints

• Infrastructure management helps the designer
  focus on the basic function and constraints of
  the design process
• First activities that should be accomplished
  under the systematic approach is to carefully
  define the objectives and constraints of the
  problem.
• OBJECTIVES
• Max. or reasonable economy
• Max. or adequate safety
• Max. or reasonable serviceability
• Max. or adequate capacity
• Min. or limited physical deterioration
• Min. or limited noise and air pollution
• Min. or limited disruption
• Max. or good aesthetics

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• CONSTRAINTS
• Availability of time and funds for conducting the
  design and construction
• Min. level of serviceability allowed before
  rehabilitation
• Availability of materials
• Min. and / or max. dimensions allowed
• Min. time between successive rehabilitations
• Capabilities of construction and maintenance
  personnel and equipment
• Testing capabilities
• Capabilities of the structural and economic
  models available
• Quality and extent of design information available

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Design Framework Components

• In an IMS (infrastructure management
  system), the design phase involves several
  activities broadly classified as
• Information needs related to inputs, objectives
  and constraints
• Generation of alternative design strategies
• Analysis of structure, flow characteristics, and
  other aspects of the facility, along with
  economic evaluation and optimization of these
  strategies.

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Information Needs

• The information needs of good IMS is extensive.
  Much of the needed information can be obtained
  from network-level management activities prior to
  project-level design. But the designer must not
  assume that the network-level data quality is
  adequate for whole design process.
• Main categories of data needed are
• Environmental data (weather, maps, sources...)
• Projected use, loading and traffic (sewage flow,
  water consumption, average daily vehicular
  traffic...)
• Material characteristics (materials, elements...)
• Other information factors required (costs,
  estimated service life, details of design method,
  inflation...)

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Generating Alternative Design Strategies

• The design phase of IMS will only be adequate if
  it considers alternatives. Thus, the process of
  generating alternatives is critical to the
  process of optimum design.
• Design strategies
• consist of
• Combination of elements
• Setting up of configurations
• Future rehabilitation actions
• also include
• Material types
• Sources
• Expected performance evaluation policies
• Quality control and assurance methodologies

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Analysis Economic Evaluation Optimization

• The first step in the analysis of any facility
  alternative is the application of appropriate
  model.
• This model, to be analyzed, must be sufficiently
  comprehensive to cover the needed areas of
  concern.
• The economical evaluation of a facility
  alternative should involve the assignment of
  costs and benefits to the predicted outputs.
  These variables are then incorporated into an
  economic model to determine the total costs and
  benefits strategy.
• When all alternative design strategies have been
  analyzed and evaluated, optimization should be
  used to define the best strategy for presentation
  to the decision-maker.

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• Phase I Application of structural and / or use
  model
• Phase II Analysis of model in deep
• Phase III Economic Evaluation
• Materials
• Construction
• Maintenance
• Rehabilitation
• Phase IV Definition of the best strategy by
  using optimization

MODEL
ANALYSIS
ECONOMIC EVALUATION
OPTIMIZATION
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Design Effectiveness

• The Construction Industry Institute has developed
  a method for systematically evaluating the
  effectiveness of a design project CII 86. This
  method has the flexibility to be useful in a wide
  variety of circumstances, including
• Widely differing types of projects
• Mixtures of objective and subjective measurements
  of design effectiveness
• Differing objectives and criteria for design
  effectiveness
• Measurement of overall design effectiveness
  regardless of influence source, or measurement of
  designer performance when influences of designer
  and owner can be separately identified

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Design Evaluation

• TABLE 9.1 Initial Design Evaluation Criteria

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• The method for evaluating design
  effectiveness can be used to
• Develop a common understanding among the owner,
  designer, and constructor concerning the criteria
  by which design effectiveness on a given project
  will be measured
• Compare design effectiveness of similar projects
  in a systematic and reasonably quantitative
  manner, highlighting performance trends
• Identify opportunities to improve the
  effectiveness of the entire design process and
  contributions to the ultimate result of all
  participants

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CHAPTER 10 Construction

• PART 10.1. Introduction
• PART 10.2. Construction as Related to Other
  Phases of Management
• PART 10.3. Constructability
• PART 10.4. Construction Quality Control and
  Quality Assurance
• PART 10.5. Summary

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Introduction

• To fulfill its purpose, an infrastructural
  management system (IMS) must follow through from
• the design phase
• to the implementation phases of
• construction
• maintenance
• rehabilitation
• data feedback.
• Construction converts a design recommendation
  into a physical reality.
• Successful construction meets the planning and
  design objectives within budget and time
  constraints.

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• Attention in this chapter is focused on
• interrelationships of construction with other
  phases of infrastructural management
• constructability of the project
• construction quality assurance
• documentation or data that construction should
  produce.
• If these functions are carried out
  systematically, then the normal and expected
  variations in
• construction methods
• equipment
• materials
• environment
• can be taken into account properly.
• The documents of design and construction are
• a set of drawings
• a set of specifications
• a set of standards

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Construction Management

• Construction management involves the use of
• physical
• financial
• personnel
• resources to convert designs to physical
  reality.
• The process of construction management contains
• estimation
• designation
• scheduling
• organizational and personnel aspects
• legal aspects
• finance
• cost control
• keeping of records

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Construction as Related to Other Phases of
Management

• Planning and Construction
• This phase provides what, when and where
  type of information.
• Design and Construction
• This phase provides direct design input
• Evaluation and Construction
• This phase also provides various direct
  input
• Maintenance, Rehabilitation and Construction
• This phase provides feedback
• Also the input from construction to above phases
  is vitally important.

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Figure 10.1 Information provided by construction
for potential use by other management phases.
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Constructability

• What is constructability?
• 3 definitions from different views of look
• To the project owner, constructability affords
  the opportunity on construction projects to
  achieve greater efficiency, with resulting lower
  cost, shortened schedule, or improved quality.
• To the designer, it is an understanding of the
  methods and constraints of the actual
  construction required to execute the design being
  made.
• To the contractor, it is a combination of the
  effort required to implement the design
  efficiently and the opportunity to minimize his
  or her effort and resource expenditure.

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• The Construction Industry Institute (CII) has
  identified a number of constructability concepts
  applicable to the different phases of a project.
  Briefly, these concepts address
• project execution planning,
• conceptual project planning,
• specifications,
• contracting strategies,
• schedules,
• and construction methods, including those
  concerning
• pre-assembly,
• site layouts,
• design configurations,
• accessibility,
• and adverse weather CII 86.

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Constructability Value Engineering
Productivity

• Value engineering (VE), has similarities to
  constructability. and the differences may not be
  apparent at first. Innovative construction
  practices, leading to cost reductions, can be
  attributed to both constructability and VE
• Value engineering is denned as a disciplined
  procedure for analyzing the functional
  requirements of a product or service for the
  purpose of achieving the essential functions of
  the product or service at the lowest total cost.
• Total cost, in this case, takes into account the
  owner's cost of planning, design, procurement and
  contracting, construction, and maintenance over
  the life cycle of the product or service and may
  also consider user cost.

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Construction Productivity Improvement Construc
tability Enhancement Construction Industry
Cost Effectiveness
Figure 10.2 Construction industry
cost-effectiveness relationships.
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• The relationships among productivity, value
  engineering, and constructability, all of which
  are important to effective infrastructure
  management, are as follows
• Productivity is a measure of the output/input
  ratio in constructing a facility.
• Value engineering is concerned with providing the
  required functions of the facility at the least
  cost.
• Constructability is a measure of ease or
  expediency of construction.
• Once the project advances beyond these
  phases, investment and other commitments
  generally accumulate at rates depicted by the
  well-known S-curve.

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Preliminary Engineering Phase
Construction Plans Preparation Phase
Construction Phase
Difficulty in Implementing Changes
Time
Project Development
Figure 10.3 Significance of early decisions.
(Adapted from Azud 69, CTB/CII 89).
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Constructability Enhancement Programs

• To enhance constructability, good objectives must
  be established. Typically, they are
• Increase productivity
• Reduce project costs
• Reduce project duration
• Reduce delays/meet schedules
• Eliminate unnecessary activity
• Reduce physical job stress
• Promote safety on construction sites
• Reduce conflict
• Increase quality

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Program Implementation Recommendations Barriers

• Recommendations I
• The commitment of senior management to
  constructability must be obtained.
• A strong approach to project management with a
  single point of responsibility should be pursued.
• Project-execution plans should be developed for
  large complex projects during a project-concept
  conference. Additional planning meetings and
  design reviews should involve greater
  participation of involved parties.
• A proactive approach to constructability needs
  to be taken. Over-reliance on late, reactive
  design reviews should be avoided.

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• Recommendations II
• Feedback from the field, if not forthcoming,
  should be solicited on a periodic basis, prior
  to, during, and after construction. This feedback
  should involve department personnel, contractors,
  and suppliers.
• Post-mortems should be conducted upon completion
  of all projects. These should be attended by
  representatives from the owner and the
  contractor.
• Management training programs that promote
  communication and integration between design and
  construction should be conducted.
• An accessible and current knowledge base of
  "lessons learned" should be maintained. Advanced,
  computerized systems are being developed for
  storing and retrieving the information.

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TABLE 10.3 Barriers to Program Implementation
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Construction Quality Control Assurance

• Construction quality assurance is a complex and
  detailed process to guarantee that the finished
  facility is built to the standards desired by the
  owner as defined in the design documents.
• No matter what type of quality assurance is
  undertaken, all of them start with
  specifications.
• There are several types of specifications used in
  the construction of infrastructure. These are
• Methods and materials specifications
• Recipe specifications
• End-result or end-product specifications
• Performance-based specifications
• Guarantee or warranty specifications for a
  specified time or utilization period

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Figure 10.4 Improving constructability.
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THANK YOU

• MEHMET BOZKURT
• 501022001