Ethiopian Roads Authority Design Review and Approval

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Ethiopian Roads Authority Design Review
and Approval

• Focused On Design Management

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Outline
Design Management Theory The Process of Feasibility and Engineering Design Responsibility for Design-Contractual and legal aspects Case Studies


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Time and Cost Over Runs
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Description Unit 2003 EFY (Base year) 2004 EFY 2005 EFY 2006 EFY 2007 EFY
Projects completed within contract time 15 28 6 22 16 36
Projects completed within contract Budget5 26 31 32 40 50
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Targets the Design Performance
  Customers' Needs and Expectations Customers' Needs and Expectations Customers' Needs and Expectations Current Performance Current Performance Stretched Objective
  Criterion Measurement Importance (H, L, M) As-Is Process TO BE Performance Stretched Objective
1. Project Design Sub Process 1. Project Design Sub Process 1. Project Design Sub Process 1. Project Design Sub Process 1. Project Design Sub Process 1. Project Design Sub Process 1. Project Design Sub Process
1 Quality Incr. to the original works contract price (( per project) H 18.05 or (40 mill) N/A 5
1 Quality Time extension to the original works contract ( per project) H 54. or (580 days) N/A 5
1 Quality Env., Socio-economic and Safety Considerations Detailed and that satisfy customers demand (H, M, L) M L M H
1 Quality Project Design Duration - not longer than 365 days (100km) M 384 398 365
2 Time Time taken to review design documents (working days/document) H ?? 17.0 6 - 13
3 Cost Incr. in construction cost due to delay in design duration Zero (age incr. in construction cost /project OR ETB/Km/project) M 1 OR 29,000 ETB/Km/project N/A Zero
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The Need for Design Management

• Failures during design have significantly
  contributed to cost and time overruns,
• Cost and time overruns can reduce significantly
  if the quality of design deliverables is
  enhanced,
• Clients (ERA in particular) expecting better
  performance from both designers and contractors
  and their need to be certain of the final outcome
  of their projects

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The Need for Design Managementcont

• Clients have also sought greater control over
  their projects and an increased involvement in
  decision-making,
• Design is a complex process that continues to
  grow in complexity because of the dramatic
  increase in specialist knowledge. There are now
  many contributors to the design of a project from
  a wide variety of organizations

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Definition

• Design Management is best seen as an
  information processing system driven by
  innovative and/or creative solution to problems
  of the client organization.

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Design ManagementCont.

• Two important aspects of Design Management
• The need to produce information that fully
  interconnects the inputs of all the contributors
  into one coherent and complete piece without
  ambiguity,
• Ensuring that all contributors are working to a
  co-ordinated schedule to achieve a timing of the
  information flow that allows the development of
  the co-ordinated information.

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Management and Organization in design and
construction

• Separating responsibility for managing from the
  responsibility for doing work is firmly
  entrenched in the management literature,
• The management of industrial production
  processes, and can be traced back to Adam Smith
  and Charles Babbage, as shown by Hawk (1996).

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Management and Organization in design and
construction

• OrganisationTo organize something is to arrange
  the elements into a co-ordinated whole. This
  shows that complex things can only be understood
  when orderly structure is imposed upon them. In
  other words, dealing with complex issues often
  requires the whole to be split into pieces,
• ManagementThe definition of manage is to
  conduct things and people in order to achieve
  some end. Management involves co-ordination,
  motivation, leadership and many aspects of
  getting things done through other people

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Management and Organization in design and
construction

• Complexity Common in construction projects
  (Bennett 1992). Not due to technological
  complexity (mostly) but due to the following
  causes
• The need for different discipline to come
  together during design,
• Specialization
• Economic reasons to belong to different firms

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• Differentiation
• The simple idea is people working on a particular
  thing differed in a number of respects,
• Fragmentation and specialization may refer to an
  increased division of labor within the
  construction industry

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Fragmentation and specialization
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• Differentiation is more than a mere division
  of labor the difference in attitude and behavior
  of the managers concerned
• orientation towards certain goals (e.g. economy
  is more important in cost control than it is in
  structural design, where safety and stability are
  more important)
• time orientation (construction site planning is
  likely to have a shorter term than the
  development of a design brief).

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• Lawrence and Lorsch
• people differ because of their own learnings and
  predilections,
• The key thing is that these differences exist
  because they are needed,
• They identified that greater levels of
  differentiation required greater levels of
  integration,
• The amount of differentiation required is
  dependent on the complexity of the organizations
  environment, so simply eliminating
  differentiation is of no help.

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• Integration
• Unifying the diverse contributions into a
  cohesive team effort,
• Co-ordination is concerned with ensuring that the
  output from each team member is directed towards
  the clients objectives,
• In order to achieve these, information must flow
  from one team member to another,

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Integration-Traditional/ Hierarchical and Team
work
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Relative increase in the number of communication
links for different Style of Organization
Number of People Central Control Central Control Team Work Team Work
Number of People No. of Links Increase () No. of Links Increase ()
2 1 1
3 2 100 3 200
4 3 50 6 100
5 4 33 10 66
6 5 25 15 50
7 6 20 21 40
8 7 17 28 33
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• Techniques for co-ordinating work and
  achieving integration
• 1. Standardize and control internal operations
  in order to facilitate interaction between
  inputs, outputs and boundary transactions
• Procedures
• Hierarchy
• Planning
• 2. Reduce the amount of information required
• Creation of self-contained units
• Slack resources
• Environmental control

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• Techniques for co-ordinating work and
  achieving integration
• Increase the information processing
  characteristics of the firm
• Task autonomy
• Information systems
• Lateral relations

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Management and Organization Cont.

• Contingency theories of organization show that
  the best way to organize a complex task is to
  ensure that the skill diversity (differentiation
  of technology) is appropriate to the complexity
  of the task, and then to match the level of
  integration and co-ordination (management
  functions) to the level of differentiation.

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Management and Organizationcont

• The task of the design manager is to make sure
  that the organization of the design process is
  structured appropriately for the task at hand,
  and to ensure that there are sufficient
  integrative and coordinating mechanisms for the
  work to progress meaningfully,
• The collaboration between individuals is part of
  the wider collaboration between firms in the
  construction sector. The construction industry is
  thus characterized as networks of transactions, a
  phenomenon that exacerbates discontinuities in
  the process, but an inevitable feature, given the
  nature of the tasks and the market.

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2. The process of Feasibility and Engineering
Design

• Design Series

• ERA Designation

• Stages

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Terms of Reference(ToR)/ Statement of
Requirement(SoR)

• ToR

• SoR

• Older Version
• Requirements stated vaguely
• No code of ethics
• No quality manuals
• Limited requirements

• New Revised Version
• States clear comprehensive requirements and
  process
• Includes ERA Code of Professional Conduct and
  Ethics
• Instructs to use latest ERA design manuals and
  quality manuals

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Feasibility and Preliminary Design

• Feasibility Study and Preliminary Design

• The client and the designers must agree on the
  complete scope of the work,
• The process involves identifying the real problem
  as well as solving it,
• Designers work in a complex and interactive way
  this requires the additional focus
  of prioritization to the project delivery
  objectives

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Feasibility Study and Preliminary Design

• The design manager must achieve the following
  during Feasibility Stage
• Allow designers time for reflection,
• Establish a framework within which the tasks and
  objectives are kept in focus as the design moves
  through its stages of development, (How?)
• Help the designer understand the full
  implications of a new definition of the design
  problem and the possible need to re-enter the
  design cycle,
• Maintain Continuous liaison with the Client.

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The Four Part of the Design Process (From
Hickling)
The Choice The Product
Interpretation What is the Shape of the Problem A definition of the problem
Generation What are the alternative solutions A range of alternative solutions
Comparison What Makes them Different A set of comparison and preferences
Choice Where do we go from here A decision regarding policy and action
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Contd

• the proposition that design is a linear sequence
  can be questioned,
• the designer thinks freely across and around the
  boundaries of a problem,
• a complex cyclic model is more realistic and
  representative of the process

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Components of Phase I Design

• Feasibility

• Route Selection

• Study of Maps, Aerial Photography and Literature
• Proposed Corridors
• Site Visit and Survey
• Towns Passed Through by Project Road
• Orographic and Morphological Characteristics
• Socio-Environmental Impact of the Project on the
  Area
• Recommendation

• Consultation Process
• Traffic Data and Analysis
• Highway Engineering
• Economic Data
• Economic Evaluation

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• Base Case (do minimum Case)

• Do Something

• shall be used as the basis for evaluation
• Not the do noting criteria
• and the do minimum shall only be the work
  necessary to keep the road open

• project case represents one or perhaps two or
  more feasible solutions to solving the problem or
  issue at hand
• of the most important features of effective
  project analysis

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Criteria for Acceptance

• The expected present value of the project's net
  benefits must not be negative and
• The expected present value of the project's net
  benefits must be higher than or equal to the
  expected net present value of mutually exclusive
  project alternatives,
• The project must pass stringent environmental
  screening criteria

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Value Management

• Value management is a strategy of examining every
  aspect of the whole project to ensure that all of
  the expectations can be delivered in the most
  economical way,
• A problem with traditional briefing documents is
  that few contain any judgment as to the relative
  priorities in the requirements

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Value Hierarch/Tree
Life time cost
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Decision Matrix/ Multi criteria
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• Detailed Engineering Design
• The engineering design process deals with the
  creation of the production information necessary
  for site operations
• Design Management must obviously make sure that
  all the information transfers occur at the right
  time, which can only be achieved if the required
  knowledge and its availability has been organized
  and contracted

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• Design Standards Report

• Topographic Survey Report

• Identification of national grid points and
  benchmarks
• Purpose of topographic survey what the data is
  to be used for, e.g. for detailed design of road
  or structures, for hydraulic modelling of
  watercourses, for ROW and land acquisition
  (recording property boundaries and physical
  assets), etc

• Based on the findings of the Feasibility Study
• Geometric Standards and Design Speeds
  (carriageway width)
• Road safety features
• Design criteria and standards for pavements

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• Detail Design

• Materials and Site Investigation Report
• Engineering Design Report
• Environmental Impact Assessment Report
• Hydrology Report
• Structural Report
• Land Acquisition Report

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Engineering Drawings and Detail drawings

• In UK the Practice is for the Engineer a lot of
  Design Information (1 drawing 9 m2, contractor 1
  drawing 17m2)
• US and other European Practice-follow
  standardized approach (Contractor 4x as many
  drawings)

• Costly practice,
• Gives way to mistake
• Originality/ innovativeness of the design
• Standard design
• Not appropriate for detail designing
• Requires competent contractor to make use of the
  design

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Topographic Surveying

• Previous Practices

• Present-day Practices

• Route Selection using desk study and field
  reconnaissance survey
• Feasibility Study use route selection data, plus
  partial topographic survey
• Detail design uses full topographic survey

• Route Selection using maps, aerial photographs
  and satellite imagery
• Feasibility Study use route selection data, plus
  full topographic survey
• Detail Engineering Design use Feasibility Study
  data, plus Supplementary survey where required

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Concept of Optimization

• Minimizes cost and time overrun during
  construction.
• Adds value to the detail design
• Optimize the initial design to reduce volumes of
  earthworks and rock excavation, improve drainage
  design, improve road safety design, and minimize
  land acquisition, without compromising the
  quality of the road services.

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Planning, Monitoring and Controlling

• Iterative process and partial completion not
  indicated,
• Simple, link, interconnectivity not addressed,
• Suited for construction phase,
• ADePT-Activity as well as information
  interdependency
• 7-30 loops, 350-400 design tasks, 2400
  information dependencies

• Network Analysis
• Bar Chart
• Information required schedule
• Information transfer schedule

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3. Stages, Roles and Responsibilities
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Stages, Roles and Responsibilities

• Change in responsibility with each
  phase-additional burden on management
• Ensure that designers, in attempting to limit
  design liability, do not confuse their
  co-ordination and management responsibility with
  liability for the content of their design and so
  limit their co-operation

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4.Design Liability

• There are two types of liability
• professional liability, imposing an obligation on
  a consultant to act with skill and care,and
• absolute liability, requiring fitness for
  purpose. This may be attached to an agreement to
  provide a finished building
• PI policies

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Art. 2636. - Required care and responsibility.

• (1) Whoever hires out his work shall undertake to
  carry it out in the best interest of his client,
  conscientiously and in conformity with the
  practice and rules of his profession,
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• (2) He shall not be liable to his client, unless
  he commits an error, having regard to the
  rules of his profession,
• (3) The error may consist in an omission or an
  act detrimental to his the client

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ERA Code of Professional Conduct and Ethics

• ERA seeks to ensure that all professional firms
  and individuals, who provide services and works
  on its behalf, abide by a Code of Professional
  Conduct and Ethics that supports the aim of
  providing a high quality, safe and efficient road
  network in the interest of the public.
• Consists of Five set of rules (1)Responsibility
  to Public, Society and Profession,
  (2)Responsibility to Client/Employer, (3)
  Responsibility for Environment, (4)
  Responsibility to Professionals, (5) Adherence
  and Disclosure

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• 5. Case Studies Variation Order during
  Management

VO No. Short Description of Variation Orders Issued Date of Issue of Variation Order
1 Widening of Urban Section 22/Dec/08
2 Provision of Walkways in Urban Sections 4/Feb/09
3 Change of wearing course from DBST to AC 17/Aug/09
4 provision of Additional Slab Culverts 30/Jan/10
5 Design Modification of Assasa Town 27/Apr/10
6 Construction of safe structures in flood prone areas of Kubsa and Assasa Town 5/Oct/10
7 Removing and Relaying of existing pipes 28/Nov/10
8 provision of vehicular access 7/Feb/11
9 Change of SST to AC at towns for parking lanes 6th May 2011

• Could have been done at one times

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S.No. Project Problems Possible Causes
1 Project A Increase in overall cut volume from 239,960.00m3 to 2,108,572.76 m3 (an increase by about 778.72 over the design provisions for same) Error in quantity estimation-escarpment section located at the middle of the project had not been properly quantified-related to improper surveying. Improper desk study and site investigation survey
Increase in cut/ borrow to fill volume from 421,493.00 m3 to 557,791.08 m3 (an increase by about 32.34 over the design provisions for same) Improper estimation of borrow to fill material
Pavement type change from DBST to AC has brought about additional cost of about 65 million birr Traffic study has not been properly investigated in terms of considering potential generated traffic, diverted following improvement of the existing road type Improper economic analysis of project area
2. Project B Pavement type change from DBST to AC has brought about additional cost of about 57 million birr Ditto as above
3. Project C Increase in quantity of minor drainage structures by 46 Increase in major drainage structures by 40.09 Slope instability and land slide problems and increase in quantity of ditches Improper sub-surface investigation Improper estimation of the quantity of abutment Improper sub-surface investigation
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Contd

• Lack of integration

4. Project D Increase in quantity of AC surfacing by about 42.47 Improper computation of AC quantity
5. Project E Land slide problem Inappropriate route selection Inadequate sub-surface investigation

• Missing of Geotechnical Investigation

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Conclusion

• Client demands improvement in Quality of Design
• Enhanced Design can be achieved by applying the
  principles of design management,
• Design management, can be considered as a
  framework for managing interconnectivity, quality
  and timely delivery of design information,
• Liability is being enforced through code of
  conducts and design accountability.

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• Thank You!