Category: Construction

Introduction

This report concerns a project that aims to construct a museum in the Sharjah emirate of the United Arab Emirates. The facility is innovative in its approach, which aims to blend traditional exhibit-based methods to museums and modern technologies such as virtual reality. The purpose of this mixture is to represent the history and culture of the region faithfully and accurately while also using the latest technologies and methods to make this information accessible. To improve interactivity and attract tourists, the museum will also incorporate a space for local craftsmen to provide a range of products and activities that represent Sharjahs heritage. The purpose of this report is to justify the existence of the project and discuss the various stakeholders that will be involved in it. To that end, it will provide a rationale and evaluate stakeholders in terms of mapping and applicable strategies.

Priority Justification

The reason why the project is based in Sharjah is that the emirate would benefit from such an undertaking more than others. Abu Dhabi and Dubai are already highly technologically advanced Emirates that respect and promote their history and culture. Fujairah is also a center of tourism due to its natural attractions and developed tourism industry, and similar considerations apply to Ras Al Khaimah. Neither of these emirates would benefit substantially from the introduction of an additional point of interest, as it would likely have to contend with diminishing returns. Umm Al Quwain is renowned for its Dreamland Aqua Park, which, while an excellent attraction for both Emirati and tourists, is not necessarily culturally relevant. Thus, this report finds either Umm Al Quwain or Sharjah the most suitable location for the museum, but the latter is more appropriate due to its strategic direction.

Sharjah is renowned for its ongoing effort to become a cultural center of the Middle East. Hence, the project will likely be accepted there and implemented, as it is consistent with the emirates overall direction. Moreover, 2021 (2020) describes the current Sharjah Tourism Vision 2021, which aims to promote it as a tourist destination, empower cultural and heritage elements, adopt innovative tourism approaches, and emphasize collaborative action to enhance efficiencies. The museum can satisfy all of these requirements, serving as a tourist attraction, displaying Sharjah heritage, using VR technologies to provide novel experiences to visitors, and hosting a variety of local entrepreneurs to secure mutual benefits. As such, the Sharjah Emirate is an excellent location for the project, as it satisfies a variety of requirements and aligns with its objectives, though some factors still need to be taken into consideration.

While Sharjah aims to further improve its status as a cultural center, it has already created a robust framework of various sites and museums. Its various cultural attractions that are based on historic buildings, as well as its dedicated heritage museum, are particularly noteworthy because their goals and effects overlap substantially with the project. As such, the emirate may not be interested in constructing a new museum with a similar purpose, instead preferring to renovate their current facilities and introduce new technologies. With that said, this issue is not necessarily sufficient to prevent the project from going forward or receiving adequate support. It can succeed if it can differentiate itself from Sharjahs current enterprises sufficiently with its novel elements. To assist in this differentiation, it is essential to identify stakeholders and their needs, finding a solution that satisfies each one.

Stakeholder Identification

Sharjahs authorities are prominent stakeholders, as they will play a substantial role in securing the projects approval. It is necessary to approach them and secure their support before beginning construction to ensure that all legal requirements are met and that they approve of the initiative. By creating a friendly relationship with Sharjahs governing authorities, the museum will be able to integrate itself into the emirates broader collaborative framework. With that said, the emirates leadership is likely to approve of the project, as it will further enhance cultural tourism to the city. McManus (2016) claims that museums contribute to this variety of travel, which attracts affluent visitors, substantially while also promoting and sustaining the local culture, which contributes to their overall popularity with policymakers.

The community is another vital stakeholder, as it stands to benefit from the introduction of a new tourist attraction. The museum will likely employ local workers and source necessary supplies from nearby businesses, increasing the flow of money in the area. It will also provide locations for Sharjah entrepreneurs, enabling them to improve their incomes and sustaining the local culture. Moreover, the tourists visiting the museum are also likely to spend time at nearby businesses, both accommodations and amenities such as restaurants, creating an indirect community benefit. However, if it does not engage in these practices, it can create dissatisfaction in the area, as it would be using the resources without generating a substantial benefit. Community disapproval may build a poor reputation for the museum, lowering its attractiveness and popularity. As such, its qualities as a stakeholder need to be taken into account for the project to proceed smoothly.

The companys owners are another essential stakeholder category, as they are vital to the projects existence. Their purpose in promoting the museums construction is to generate a profit, which can be accomplished by creating an adequate revenue stream without incurring excessive costs. If the project fails to perform to the company owners expectations, they may interfere to reduce its scope and rearrange the plan to make it more profitable. In extreme cases, they may cancel the project altogether if they see that it will not satisfy their requirements, choosing to partially recoup their losses by selling the unfinished project to someone else to use for a different purpose. To avoid these problems, the project manager needs to stay in contact with the owners and ensure that effective communication regarding the projects goal and its current state takes place at all times.

Lastly, the customers who will be visiting the museum have to be taken into consideration. They expect to see a unique experience at the museum, different from the others they can find in Sharjah. Moreover, they would like to receive high-quality services and see excellent entrepreneurial activities and crafts in the dedicated section. Based on their visit to the museum, they will create its overall reputation by recommending it to others or advising them to avoid it. In the modern age, customer feedback is easy to access on the Internet, and people increasingly rely on such tools to form an initial opinion of a location. As such, even for tourism, customer opinions can substantially influence the future revenue flow of a site in either direction. Hence, the projects success largely depends on how well it can cater to their desires and needs.

Interest The authorities of Sharjah likely have little interest in the museum project, as it is not a public facility. They will mostly be concerned over its compliance with the law and participation in various cultural initiatives. Beyond that, they will let it operate without much interference, as is standard in public-private relationships. With that said, if the government decides to become involved, it can exercise extensive influence over its progress and overall existence. Depending on the degree of misconduct the authorities find, they can impose penalties or require specific actions to be taken, introducing additional costs or time into the project. Moreover, the manager will not have the right to refuse a legitimate intervention, and challenges to illegitimate ones can take a substantial time. Overall, the governments power is extremely high, and it is in the Keep Satisfied portion of the Stakeholder Matrix.

The community will generally not feel the effects of the museum directly, especially during the construction and early operation stages. Over time, it may develop to be more reliant on the facility, creating infrastructure that depends on it and integrating cash flows. However, such a shift can only happen as a result of the museums success, as the community is unlikely to exert a concerted effort to promote the museum to benefit itself. Overall, it can be asserted that the communitys interest in the museum will be low, at least initially, which is the period with which the project is concerned. Its power to influence the museum is also low, with it able to contribute to its reputation somewhat, but not substantially. As such, the community should be considered in the Monitor section in fig. 1.

The owners have a substantial interest in the project and influence over it, which justifies their inclusion in the Manage Closely category. As mentioned above, they need the construction to proceed on time and the finished museum to create sufficient profits to offset the costs. To that end, they will likely regularly monitor the project and check for any issues that may jeopardize its progress. Additionally, as also discussed above, the owners can exert massive influence over the project, as they have the ability to overrule any decision and institute theirs. Hence, it is vital for the project manager to work with them closely and ensure that the project complies with their needs.

The customers belong in the same category, as they will determine whether the project succeeds in the long term. They have a substantial interest in the museum, as they will be spending their time and money there. As such, they want to receive the best possible experience and can contribute substantially to it with feedback and improvement suggestions. Additionally, as discussed in the previous section, they have high power over the facility, which they will likely exercise. In addition to influencing its future customer numbers through reviews and recommendations, customers can also change their spending depending on how attractive the museums activities are. As such, they can affect revenue both directly and indirectly, and, being the sole source of income for the facility, they require close interactions.

Stakeholder Management

To leverage the strength of the authorities as a stakeholder group, the project manager will have to engage with them closely. It is essential that they familiarize themselves with all pertinent laws and guarantee that no activities taken during the course of the project go against it. With that said, this task is challenging for a single person to complete, which is why it is typical to hire assistance. Fewings and Henjewele (2019) recommend hiring consultants that specialize in such specialized topics to assist in the project managers work and describe a process for doing so. With the advice of said consultants, compliance with all regulations can be assured, enabling the work to proceed smoothly. Additionally, the project manager will be able to become more involved with the authorities and cooperate with them to turn the museum into a substantial part of the emirates cultural promotion effort.

To engage the community, the project manager will need to position the business in a manner that involves people beyond the basic operations. Brown, Carroll, and Buchholtz (2017) propose measures such as local sourcing, joining public policy debates, locating facilities in areas that benefit community development, and conducting additional community action programs. As such, it should be possible to leverage the museums specialization in UAE heritage to engage in educational tours for children and adults. By doing so regularly and free of charge, the project can promote its popularity in the community while also generating a positive reputation. Other methods of participation, such as using the entrepreneur grounds to occasionally host events, may also be possible, depending on the museums final design.

To maximize the advantages of working with the companys owners, the project manager should regularly report to them and keep them appraised of the latest significant developments. Through transparent communication, it should be possible to secure their trust in the project to perform well regardless of the setbacks that may occur. Additionally, the manager will be able to learn of their changing needs and opinions on particular matters, which enables the timely adjustment of the necessary aspects of the project. With regard to the customers, the project manager should establish and maintain feedback and communication mechanisms. Visitors should be asked about their opinions, which then need to be compiled and processed. By using the results to focus on improving particular services, the museum should be able to create a contemporary and highly enjoyable experience, attracting additional people.

Conclusion

The project has substantial potential in Sharjah, but there are also complicating factors that require the project manager to perform excellently to guarantee success. They need to have a definite understanding of the four stakeholder categories identified: the authorities, the community, the company owners, and the visitors. The first needs to be kept satisfied through regular communication and careful compliance with the law. The second does not necessitate excessive effort but can benefit the business if it engages in community-centric initiatives. However, the other two stakeholder categories are both highly interested in the project and have large amounts of power over it. Therefore, for the owners, regular and transparent two-way communication is required to ensure that the project proceeds unimpeded. With regard to customers, feedback should be collected and incorporated into operations continuously to achieve improvement and superior satisfaction.

Reference List

2021 (2020) Web.

Brown, J., Carroll, A. B. and Buchholtz, A. K. (2017) Business & society: ethics, sustainability & stakeholder management. 10th edn. Boston, MA: Cengage Learning.

Fewings, P. and Henjewele, C. (2019) Construction project management: an integrated approach. 3rd edn. Abingdon: Routledge.

McManus, P. M. (ed.) (2016) Archaeological displays and the public: museology and interpretation. 2nd edn. Abingdon: Taylor & Francis.

Introduction

A robot has been defined by the International Organization for Standardization as a device that is automatically controlled, can be reprogrammed and can manipulate programs in an industrial setting; The device can be fixed or mobile (ISO 8373). The construction industry is defined by several characteristics regarding its operations. It requires heavy lifting, high degree of accuracy is essential, it is a high risk job and time management is crucial. Until very recently, most of the activities in constructions were manually carried out or relied on machines requiring human control but due to the inadequacy of manual labor, automated and semi-automated devices were introduced. Balaguer and Mohammed have noted that robotics has infiltrated virtually every sector of the construction industry namely; Demolition, surveying, excavation and earth moving, tunneling, paving, house building and inspection activities (1135). Each of these activities has specific tasks that require the use of specific robots or automated machinery. This article looks at each of the construction categories and the type of robots being used.

Demolition

Demolition involves tearing down of structures and buildings in general. The demolition activity is usually very dangerous and requires precision so as adjacent structures are not destroyed during the process. Several types of robots have been introduced in the construction field to handle demolition activities however most robots in this field require some form of human input.

Aqua Jet H-450 and HV-550 Hydro-demolishing robots

This robot is used to remove weak concrete from structures such as bridges that may prove difficult to be done manually. The robots are controlled by computers using preset programs that are selected depending on the type of work to be carried out. The devices use a highly pressured water jet for the removal of weak concrete. The water jet passes across the surface of the structure and once it reaches a point of weakness, it removes the weak or damaged concrete. The identification of weak concrete is determined by the penetration of the water jet. Since the device has been programmed with the pressure normal concrete should withstand, this pressure is applied on the surface and if the water jet should chip away the concrete the device directs the water jet at that particular point until strong undamaged concrete is met or until a quality depth set by the operator is reached (IAARC 9).

Conjet Robot 361

This computer controlled robot uses highly pressurized water that forces its way into the surface of concrete structures for its demolition activities. The robot is remotely controlled by an operator whose main purpose is setting a timer that determines how long the water jet is released. The robot is fitted with ultrasonic sensors that aid in positioning of the water jet in inclined areas and also the sensors determine the distance of concrete removal. Water is forced out of the robot at supersonic speed creating an over pressure in the concrete surface which begins to chip away once the over pressure exceeds the concretes tensile strength. The nozzle, which is adjustable, is mounted on a cassette which is constantly oscillating. The cassette is bolted to a cradle that moves back and forth. The oscillation of the cassette and the back and forth movement are meant to increase the efficiency of the robot to provide maximum productivity.

This robot has been used for renovation and repairing purpose all around the world. The robot was used in 2008 to repair the Ponti Del Valico viaduct on the Swiss-Italian border. The robot was used to remove the concrete to a specific predetermined depth so as the concrete could be replaced. The advantage of this robot is that it can remove a specified amount of concrete in a specified place without damaging the surrounding surface or destroying the reinforcement. It also cleans the reinforcement and leaves the surrounding concrete rough so as to enable proper bonding of the newly placed concrete (IAARC 15).

There are other types of robots being used for demolition purposes and they include: Demolition unit Minicut, Concrete Hydro-Demolition robot, Water-Jet Concrete Chipping robot and BROKK BM demolition units. These robots mainly use the same principles as for the two named above.

Surveying

Surveying is a very tedious and time consuming task that requires high levels of accuracy in its execution. During the surveying of vast areas of land, manual execution may consume a lot of time which may not be practical. In surveying activities one robotized device is mainly used to collect and analyze data.

Navigation type surveying system using real time kinematic GPS

This robotic system utilizes satellites for topographic surveys so as to generate data to be used in earthworks activities for purposes such as construction of dams, airport and extensive building structures. The system comprises of a receiver situated on the datum point (point whose coordinates are known) and a receiver on the moving point (point whose coordinates are to be determined). The moving point receiver can be mounted on a car to enable collection of three dimensional coordinates constantly. The last component of the system is a transmitter which sends a signal to the satellites that is relayed back and collected by the receivers. The receivers can the process and determine the exact coordinates of the point (IAARC 19).

The main advantage of robotics in surveying is that it saves time as a task that can be done by many men for a long period of time can now be carried out by a single person in a very short time period. The use of robotics in surveying also increases accuracy in the collection of data.

Excavation and Earth Moving

In most cases, earthwork activities are carried out by the use of machinery such as bulldozers, excavators, draglines and in some cases manual digging. This machinery is quite effective in open areas where there is minimal confinement. The need for underground earthwork activities and in the removal of materials from very deep pits that is very dangerous has necessitated the use of robotics in this field of construction. Robotics in earthwork not only enhance safety but also save on time and enable carrying out activities to hard and complicated for manual labor or use of simple machinery. Various projects have been undertaken by the EU in this field and they include the OSYRIS and CIRC projects.

OSYRIS project

The OSYRIS and CIRC projects were initiated by the EU to come up with machines that utilize GPS and laser data to enhance earthworks in road construction. The projects uses semi-autonomous machines that collects and processes data to enable the control of aspects in road construction such as speed, temperature of the bitumen to be laid, thickness of the layers and distance control. The project also aims to coordinate several machines at the same time to improve efficiency and productivity. This will be carried out by using computer programs fitted into each machine that decide when and how each machine will be activated. OSYRIS and CIRC projects involve the use of robotic technologies in a variety of tasks and are not as such a single robot (Balaguer and Mohammed 1140).

Tokyu Digging Work Robot

This remote controlled robot developed by the Tokyu Construction Company is mainly used for digging vertical pits and subsequent loading of materials on trucks for carting away.

The robot is fitted with a turning body that can maneuver according to the area being excavated. The robot also has cutters for the actual digging work and vacuum extraction system that removes the excavated material from the pit to the surface. The robot can also be used in digging areas with soft rock which may prove difficult and dangerous for other techniques. The robot is fitted with a cutter drum that scrapes out soft rock thus reduces the risk posed by actual digging in soft rock. The cutter drum has little vibration hence noise pollution is minimized and the risk of collapse is also minimized. The free travelling robot can be used regardless of the pit shape. The entire functioning of the robot is controlled by a control panel contained within it. Signals are sent to the panel from the surface regarding the speed of digging and when to remove the dug materials. The controller also initiates emergency shutdown if any problem arises (IAARC 23).

Other types of earth works robotic systems present in the construction field include: Unmanned Caisson system, ROVO Caisson Method, Pneumatic Caisson, Tele-Earthwork System.

Tunneling

The tunneling process involves high risk tasks of digging underground. The tunneling process requires heavy lifting and digging in potentially unstable areas hence a need for accuracy. Various robots have been developed for this process so as to limit the risk for human operators.

Segment Automatic Carrier System for Shield Works

This machine developed by Shimizu Corporation is intended to convey materials from the surface stock yard to the underground where the materials are received by the shield tunneling machine. The system contains five components: A central control unit equipped with an optical communication system, battery operated carriages, an automatic elevator, a lifting and transfer device and an automatic stock-rack device (IAARC 53).

The battery operated carriages receive commands from the control unit regarding the conveyance of materials from the point of tunneling to the point where the elevator system is situated. The carriages run on rails present in the tunnel and are loaded by the tunneling machine. The carriages are controlled by the control unit and all activities are coordinated such as efficiency is maximized.

The stock rack device moves up and down the shaft as commanded by the control system. The elevator is the means by which the carriages travel through the shaft. The elevator is controlled by the control unit such that each time a carriage is loaded the elevator is turned on. The segment lifting and transfer device collects materials from the carriages and transfers them to the elevator. It is comprised of a forklift that receives the materials and a trolley hoist whose main aim is to ensure every piece is transferred to the elevator.

Tunnel Swift Lining Robot

This robot is used for the lining of tunnels (both new and existing) using concrete. The robot is equipped with a movable segment that is attached to an endless belt. The robot also contains an arm that can extend and contract as required, a sliding device and a hydraulic unit. A computer in the robot controls the extension of the arm, the sliding device the thrust force of the movable segment and the rotation of the belt. The positioning of the robot is through ultrasonic sensors that measure distances from the far edge of the tunnel. The rotation of both the arm and the belt are set to be equal such as the materials being delivered by the belt are conveyed to the arm where they are placed on the tunnel surface.

The lining process is through shotcreting concrete at a high speed into the space between the tunnel edge and the interior movable form. The positioning of the movable form is achieved by use of stroke detectors that measure the stroke and arm length of each thrust jack (IAARC 57).

Road Paving

The major function in road construction is the actual paving activity. Road paving requires high degree of accuracy so as to ensure an even surface. Due to increasing cost of road construction it has become a necessity to automate the whole process so as to increase both productivity and efficiency so as to enable the reduction of costly operations.

SAKAI road profile cutter

This is a profiling robotic machine that uses programmed data to adjust the cutting depth automatically along the road. The cutter contains an automatic control system (ACCS) with two modes, a contour dependent mode and a longitudinal contouring mode. The two modes depend on different cutting methods with the contour dependent mode maintaining a steady cutting depth that depends on the surface of the road. The longitudinal contouring mode changes the cutting depth progressively depending with the changes of the lateral road surface. The robot is fitted with electro-hydraulic servo valves that control the cutting depth. As the machine moves forward, sensors pick up data pertaining to the gradient and condition of the road surface which is the processed by the on board microprocessors. The micro processors send signals to the servo drums on what depth of cutting is required thus raising or lowering the cutting drum as appropriate. The robot requires proper input of the road datum points so as to be able to compare the data collected by the sensors and the actual road surface required (IAARC 39).

The RoadRobot

The RoadRobot is a multipurpose machinery that has automated various functions of the paving process (IAARC 43). The robot can receive asphalt automatically, has an automated asphalt conveyance system, can control the asphalt laying process, has sensors for automatic control and finally the robot can start and stop automatically depending on the controlling programs.

The robot contains sensors situated at the drivers compartment that sense and judge the distance to the asphalt feed vehicle and also the height at which the asphalt conveyors are situated. The robot then forwards this data to the driver who can the reverse and set the correct parameters required to receive the asphalt. The robot can initiate where to start and where to stop the paving process depending on the level of asphalt it carries. This ensures that the road surface is smooth, even and to the required depth.

The RoadRobot uses pre-programmed data to lay the asphalt to the required depth. The paver moves along the road laying and compacting the asphalt to the appropriate depth that depends on the initial surface of the road and the required preset final surface. All functions regarding paving i.e. compacting, laying and leveling are all controlled by computer programs inbuilt into the robot.

Although the robotic paver has an operator, the steering process is completely automated. The operators job is mainly to set the paver along a given guideline and perform small task such as setting the paver to receive asphalt. A specific guideline such as a curb forms the basis of mechanical referencing through which the RoadRobot steers. In situations where a guideline is absent, a laser based navigation system installed in the robot is utilized. The laser system scans the surrounding area and analyzes the angle between the robot and positioning elements installed by surveyors along the road profile. The RoadRobot is a pioneer in its field as it is the first paver able to navigate itself.

House Building and Inspection

Various robots are used to carry out certain functions in house construction. These robots provide work that may require high levels of precision otherwise unattainable manually. Inspection activities also require automated machinery since visual inspection is not reliable and cannot accurately judge if a structure has been constructed to the required degree.

Concrete-Slab Finishing Robot

This robot is designed to carry out the final finishing of concrete slabs in building projects. After concrete has been laid on a floor it is essential to carry out smooth finishing. This was traditionally done using trowels by skilled craftsmen but it has proven to be too tiresome and time consuming. The robot has been equipped with sensors that allow it to move automatically within a specified area. The robot carries out the finishing process by use of installed trowels attached on its bottom side. Due to the homogeneity of the trowel marks, the final finishing is of excellent quality. The robot has been programmed to lay a specific amount of concrete to achieve a level surface. The robot contains sensors that determine the amount of concrete to be placed depending on the initial texture of the slab (IAARC 93).

Exterior Wall Tile Inspection Robot

This robot was developed so as to analyze the bonding conditions of tiles for external walls. The boding strength of exterior wall tiles reduces with age. This shortens the life of a structure and may even lead to the tiles falling off. The robot is designed to move up and down the wall surface by use of cables suspended from the roof parapet. The robot has ten diagnosis balls that tap the tiles continuously and the resulting sound is analyzed. The robot then provides a graphical representation of the results (IAARC 95). The robot movements up and down are automatic and the collection and analysis of the data is also automatic.

Conclusion

It can thus be seen that the construction industry has been infiltrated by robotics to a large extent. Robotics in construction offer very many advantages to the conventional methods that included manual labor and use of machinery. First, robots enable work that may prove unsafe for humans to be carried out. Activities such as digging of large pits, construction of tunnels and earthworks in unstable formations are too risky to be carried out by human beings thus robotics can be utilized. The second advantage of robots is that they are accurate and conserve time. Work that may take ten men ten days can now be done on a single day by a single person using a robot. Robots can also gather information that could previously impossible or too expensive. The use of GPS surveying in large areas is an example since manual execution may take too long to be of use. The use of the tile inspection robot is also another example since the determination of the quality of the tiles would otherwise been have left for visual inspection which could have been too late to manage the problem.

In considering these advantages we can conclude that the construction industry has greatly benefitted from the use of robotics and future developments in the application of robotics in construction is highly welcomed.

Works Cited

Balaguer, Carlos and Mohammed Abderrahim. Robotics and Automation in Construction. Automation in Construction 18.8 (2009): 1135-1143. Print

ISO 8373: Manipulating Industrial Robots. Geneva (Switzerland): International Organization for Standardization, 1994. Print.

Robotics and Automated Machines in Construction. Watford: International Association for Automation and Robotics in Construction (IAARC). 1998. Print

JP Phentar case presents a complex construction initiative that presupposes a plethora of various nuances. Due to the unique nature of the project, there is a need for the establishment of an effective managerial framework. In this paper, the most effective information-gathering and analytic tools will be chosen and discussed in relation to JP Phentars case.

Project Activities for Monitoring

The complexity of the project is based on several factors that dictate the choice of tools for their management and monitoring. One of the most crucial aspects of the construction project is the quality of work. In this case, it could be logical to assume that Peter is an expert in construction projects and saw a multitude of similar works being done. Therefore, with a high degree of certainty, he possesses the required knowledge to define quality. However, the technical details that might be elusive to all but highly specialized professionals would likely require a tailored managerial approach.

Another issue that requires control is the timing. As mentioned before, the project is rather complex, and delays that might arise due to construction issues could offset the deadlines. Another problem could concern the rising costs of construction. The project could take many months to complete, and the prices for materials may change. Therefore, the estimation needs to be managed with the utmost care.

In addition to that, the Phentars house project presents a combination of different jobs ranging from design to construction and furnishing, which presupposes a range of different contractor firms whose schedules and the task might overlap and offset one another (Wilson, 2014). Thus, this complex house project requires effective information-gathering and analytical tools.

Information-Gathering Tools

Team meetings are one of the most widespread and popular managerial tools for gathering information about the project. The essence of this method is in assigning specific dates on which teams that are responsible for assigned tasks gather and present information about the results of their activities (Marchewka, 2014).

The tool is rather versatile and can be fine-tuned for every project that involves teamwork. Weekly team meetings are a two-way process that helps managers receive relevant information but also allows them to correct the work of the team. The internal meeting presupposes that only the individuals and groups that are actively involved in construction attend them, although the client may also appear and participate.

Customer meetings are another tool that could be used in this project. They are designed to inform the client of the projects key deliverables, while the contractor company or any party responsible for the task may organize their workflow as they see fit (Marchewka, 2014). The third information-gathering approach involves using written forms of communication such as templated reports. It surmises the absence of frequent meetings while all information is created, gathered, and distributed either manually on paper or digitally. Such an approach allows greater time saving and minimizes information losses.

In the framework of this project, it would be possible to hypothesize that the use of all three methods could be valid. Each of the methods has its strong sides and disadvantages, and it could be wise to combine them in order to tackle the variety of tasks for which they could be suitable (Marchewka, 2014). More abstract issues such as budget and schedule, it might be reasonable to utilize team meetings followed by customer meetings. As these issues presuppose discussion, these managerial approaches could be most useful. In relation to more concrete and quantifiable issues such as the construction of different parts of the house, the reports can be more effective.

Analytical Tools

In terms of analytics, one of the most popular tools for project management is a multi-criteria decision-making tool called PROMETHEE. This method, according to Dziadosz, and Rejment (2015), allows managers to assess multiple parameters of a construction project and assign and calculate numeric coefficient values to them. This paradigm appears to be a near-perfect solution for projects that assume a variety of works and associated risks.

This method is rather flexible and provides an opportunity to implement it in combination with other tools. Among other tools, there is a project in controlled environments (PRINCE2) management method. It incorporates assigning qualitative and quantitative values to different risks in order to deductively measure and assess them (Dziadosz & Rejment, 2015). Its strengths imply highly understandable structure and visual attractiveness.

For the benefit of Peters current project, it could be reasonable to employ these two approaches in combination. The PROMETHEE tool is grounded in statistics and calculation, which allows precision in planning and acting. In complex projects with a plethora of nuances, an application of such an approach could become invaluable in order to economize on corrections. However, the usage of this tool alone could be detrimental as the client may not be as proficient in understanding complex analytic formulas. Therefore, for client meetings where managers and contractors will accept his wishes and corrections, it could be better to use a more understandable and straightforward model such as PRINCE2.

Corrective Actions

Should there arise a necessity in making corrections as the construction of the house progresses, the above-mentioned models could accommodate any number of them. The management and monitoring system built on the basis of team meetings, client meetings, reports, and the two analytical tools is rather flexible and welcomes adjustments. In the framework of this project, there appear to be two levels of management: inner and outer.

On the inner level, managers gather information and deliver it to the workers through reports and team meetings. Here the corrective actions are possible at a larger frequency due to the weekly design. Analytical actions are based on the received data and can be formed into trends compared with project deliverables. This information is communicated to the customer at regular intervals, and he may make adjustments. By varying the frequency of meetings, the customer and managers may determine the scale of corrections possible (Marchewka, 2014). More numerous meetings allow for a larger number of small corrections, while rare ones may produce large-scale adjustments.

Conclusion

The project of the JP Phentar is an exceptional endeavor that requires finesse in management and monitoring. Even the slightest errors in designing and choosing the tools for these tasks could undermine the success of the whole project. Therefore, there is a need for multi-aspect and interprofessional collaboration. The combination of team, customer meetings, and reports would tackle the objective of gathering information.

The benefit here would be in versatility and time economy due to controlling each construction nuance with a suitable tool. Analytical tasks could be divided into inner and outer ones, with the former serviced by PROMETHEE and the latter  by PRINCE2. In this manner, professional information could be better assessed and delivered to the client for him to make weighted decisions and corrections if necessary.

References

Dziadosz, A., & Rejment, M. (2015). Risk analysis in a construction project  Chosen methods. Procedia Engineering, 122, 258-265.

Marchewka, J. T. (2014). Information technology project management (5th ed.). New York, NY: John Wiley & Sons.

Wilson, R. (2014). A comprehensive guide to project management schedule and cost control: Methods and models for managing the project lifecycle. Upper Saddle River, NJ: Pearson FT Press.

Introduction

The economic value of the construction industry is significant. The industry contributes up to 10% of the annual GDP for most nations (Best & De Valence, 2002). The industry encompasses many other complementary industries such as electrical, mining, steel and transportation to name but a few. This involvement of multiple industries suggests that the construction industries success or failure can reflect on a number of other industries.

Despite the clearly vital role of construction as an economic entity, the industry continues to be affected by inefficiencies which mostly spring from a lack of communication between the relevant parties involved especially in the field setting (Best & De Valence, 2002). This is because the success of projects in the construction scenario hinges on the availability of information to the necessary personnel when they need it. Malone (2005) asserts that automating information capturing and access by use of mobile technology greatly enhances performance in such settings.

Considering the significance that information systems can have in the construction industry, it would be prudent to look into the ways in which these systems can be exploited for optimal benefit. Wireless communications technology implementation provides the best means for dealing with the inefficient communication systems. This paper sets out to illustrate that implementation of mobile communication technologies in the construction industry is not only technologically and economically feasible but also the most cost effective manner in which construction companies can best utilize their IT resources in the field setting thereby leading to optimal results. This paper shall delve into the various hardware and software required to achieve a functional network. In addition, an overview of the process of implementing this innovation shall be described. This shall aim at showing how WIFI can improve construction processes.

Wireless Implementations process

Hardware Requirements

For any kind of network to be implemented, various hardware and software components must be made available. As has been previously stated, a WLAN is a grouping of computing devices that share a common communication network. There are a number of components that are basic to any WLAN implementation. An access point which is a device that links the wireless LAN to a wired LAN is one of the core components in the network system (CITA, 2005).

This is the device that is directly responsible for transmitting signals which are used for communication by the computing devices. The capacity that this device can support is largely dependent on the particular Wireless Access unit. Ideally, this device should be installed on a central location at the site and at a high point so as to ensure that there is a direct line of sight to as many spots in the site as possible. High gain antennas can be fitted in case the site is expansive but this would require the station remains EU compliant with the resultant Effective Isotropic Radiated Power (Otani, 2002).

The other device of equally great importance in the network is the Wireless Network Interface Card. It is this piece of hardware that will enable the machines of the various users to detect and connect to the Access Point. These devices are mostly inbuilt in the computing devices that many of the users utilize. In a situation where this is not the case, the same can be purchased and installed easily. In the event whereby the network will be connected to the internet, a Router will be used.

A router is a device that is used to share a single internet connection by many computers which are on the same network (Otani, 2002). This would come in handy in a situation where the workers in the construction industry require some resources from the internet. The organization may also greatly benefit from the vast pool of resources that are available on the internet should they connect their network to the internet.

The hardware that will be used by individual users varies greatly. According to Martinez and Scherer (2006), the most popular mobile computing device in the construction industry is the personal digital assistant (PDA). This device is largely favoured because of its relatively small size (as compared to notebooks) as well as the wide range of applications that can be run from it. By use of a PDA, users can perform tasks such as tracking the materials received, sending emails and accessing the centralized database. Apart from PDAs, other mobile devices also do exist such as laptops, tablet PCs and Pocket PCs. The decision on which devices employees should use, lie in the hands of the construction companys management.

Application Software

The basic software that will be needed in all devices will be an Operating System that allows for network communication. There exist a number of vendors for this and the choice selected may be a matter of organizational preference or a consideration of other software that the particular platform supports. Owing to the large number of users in the construction industry who are highly mobile, a number of applications have been developed to support this versatile group of users. These class of applications are know as mobile business-to-employee (B2E) applications and they play a critical role in ensuring that the logistical hurdles that exist in the construction industry are gracefully conquered (CITA, 2005).

In any organization, having all the vital information located in a centralized database with search functionality can be not only convenient, but also effective. This is also true for construction firms and there are applications for searchable databases for contractors, materials and prices. These applications help the project manager to find the closest suppliers for the relevant material as well as look up the names of their business contacts. This software not only makes the manager more efficient in his work but, it also reduces costs which would have been incurred in phone bills. In addition, it lessens the time spent as personnel try to trace crucial information that is decentralized.

Mobile online project collaboration and print management solution is among the software classes that are tailor made for the construction industry (CITA, 2005). This software help users to manage, distribute and share project related documents from a centralized location. A site manager using this application can effectively manage the use of material and labor personnel on site by logging into the network and using the project collaboration tool. Printing of blueprints and site plans can also be done. Similarly, the bill of materials management systems is an effective application for the staff on site (Man et al, 2009).

Through using this application, on site project progress reporting can be done in a timely fashion therefore keeping the various stakeholders informed as to progress made on the ground. In addition to this, the consumption of material on site can be closely monitored enabling the detection of reduction of ordered materials. This mobile system can also greatly reduce the paperwork that would otherwise have been generated and avoid transcribing error as the data is keyed into a computer.

In the construction field, managers may be found on site or in their offices. When they are on the project site, there may be errors or defects located on site. A leading magazine in construction technology, CITA, suggests that with the launch of a mobile application such as the BuildOnline, mobile data capture can ensure better defect management (CITA, 2005). By using such an application, managers can automatically capture and log all defects on site and subsequently post the same to a centralized database. PDAs are prevalent in the construction industry as a result of their reduced size and usability.

By use of these devices, staff can input data and later update the centralized database. Software vendors such as Buildscape provide application that can be used for ordering materials as well as synchronizing the supplies list so as to create a large list on a mobile computing device (Best & De Valence, 2002). Synchronization Software enables the users to cache data on their respective devices and also transmit data to the company database at some later time. While this is not a real-time wireless implementation, it may be necessary when the user is out of range of the WLAN. This can be a functional solution when the data in question is not time-critical and a delay does not lead to repercussions for the organization.

Result analysis

I conducted a survey in four construction sites. The questionnaires (Appendix 1) were distributed among thirty participants. The questions in the survey were designed to gather information regarding the efficiency of WIFI in construction, whether the network was user friendly and to evaluate whether people in the construction industry preferred WIFI networks. The results (Appendix 2) indicated that in the four sites, most builders preferred this network type and they rated it as being highly efficient. However, the results suggested that in some cases, builders were not able to use the network properly due to insufficient knowledge on how the infrastructure operated. Despite this shortcoming, I believe that instituting a training program in all construction companies may go a long way in ensuring that all builders have a clue on the benefits of these networks as well as how to use them while they are at work.

Conclusion

Wireless LAN implementations in the construction industry may be the key to reinventing the construction industry therefore making it more effective by changing the mode in which activities are carried out. This paper set out to illustrate how the implementation of mobile communication technology in the construction industry can be achieved. To this end, a detailed discussion as to the various hardware and software requirements for a mobile infrastructure implementation has been given. A list of the hardware devices necessary and the software applications that are provided by vendors has been given. By implementing this network infrastructure, the construction industry will be able to work faster and reduce the errors that occur due to miscommunication and the human factor.

References

Best, R., & De Valence, G. (2002). Design and construction: building in value. New Jersey: Butterworth-Heinemann.

CITA. (2005). Special Issue: Mobile Technology in Construction. California: CITA.

Malone, S. (2004). Case Study: A Path towards a Secure, Multi-role Wireless LAN in a Higher Education Environment. New York: SANS Institute.

Man et al. (2009). NangKOM: Development of a Web Based Job Scheduling Tools for Nangka On Mobile Using Wi-Fi Technology. Journal of Basic and Applied Sciences, 1(2): 172  178.

Otani, H. (2002). Lets Set Up A Community WLAN. Web.

Introduction

The UAE is a fast developing country that has already achieved a lot in the sphere of tourism, management, and constructing. One of the latest improvements that can be observed in the construction industry is connected with health and safety management at construction sites (Redfern, 2010). A number of explanations can be given to the question about the success of a safety management system (SMS) in the UAE companies. Maraqa and Mohamed (2013) admit that the attention to different aspects of SMS implementation is necessary.

For example, they identify the following spheres to be considered: technical, financial, external, organisational, procedural, and stakeholders involvement (Maraqa & Mohamed, 2013). In fact, safety management is crucial for the construction industry because of many occupational accidents that can bother employees and employers; people should learn the regulations and consider the standards according to which they can perform the required amounts of work in order to overcome the challenges caused by a lack of knowledge and skills.

The essence of Safety Management in the UAE

Safety management is the process that helps to define the principles of work and measure the processes to prevent different types of accidents and injuries that can lead to the negative outcomes for an organisation or its workers. As a rule, the success of such SMS implementation depends on the culture of teamwork and the abilities to cooperate at different organisational levels (Hoonakker, Carayon, & Loushine, 2010). Safety management means that the workers of a construction company know about the main precautionary measurements and understand how to behave in different situations. Redfern (2010) admits that almost all issues concerning safety on a site are too general in scope; that is why it is necessary to implement more perspective laws and provide the UAE people with safe working conditions.

Importance of Safety Management Programs

According to Shibani, Saidani, and Alhajeri (2013), the UAE is one of the countries that introduce the strongest and the most effective construction project management system. The evaluation of the current situation in the construction sphere shows that the number of injuries and accidents has been considerably reduced in the company where appropriate safety issues have been identified. This achievement serves as the best benefit that can be used to promote the adoption of safety management programs in different UAE organisations. Many contractors agree with the fact that legalisation of safety issues in the UAE can help to improve health, safety, and environmental performance of the country and prevent a number of misunderstandings (Redfern, 2010). Safety management is the ability to work better and earn more avoiding conflicts, accidents, and troubles. As soon as safety is provided to workers, they are eager to work more and demonstrate better results and achievements.

Conclusion

During the last ten years, the UAE government demonstrates a serious interest in the sphere of construction and provides its people with a number of safety measurements. The rising of construction projects is evident and cannot be neglected. As soon as a team starts working on a project, it is necessary to clarify the conditions under which all work should be done. UAE citizens pay much attention to the issues of safety and security (Maraqa & Mohamed, 2013). If these points are discussed, other aspects of the work can be good as well.

References

Hoonakker, P., Carayon, P., & Loushine, T. (2010). Barriers and benefits of quality management in the construction industry: An empirical study. Total Quality Management, 21(9), 953-969.

Maraqa, M.A. & Mohamed, A.M.O. (2013). Key drivers for the successful safety management system of construction activities in Abu Dhabi Emirate. International Journal of Advanced Fire, Explosive, Environment Safety and Disaster Management, 1(1), 1-17.

Redfern, B. (2010). UAE taking the lead on construction site safety. Middle East Business Intelligence. Web.

Shibani, A., Saidani, M., & Alhajeri, M. (2013). Health and safety influence on the construction project performance in the United Arab Emirates (UAE). Journal of Civil Engineering and Construction Technology, 4(2), 32-44.

Introduction

Modern method of construction is a technology involving various forms supply chains, specification, prefabrication and off-site assembly. MMC includes;

• Make use of more effective material
• Speed up hiring delivery
• Enable high standards of design quality
• Can help to reduce resource consumption

It has often been regarded as a mean of improving quality, reducing time spend on site, improving on site safety and over coming sill shortages in the construction oh hose holds.

History of Construction in the United Kingdom

In total about one million houses were built during the 20^{th C} many of which were designed to be temporary. However problem arose over the quality of building materials and poor workmanship leading to negative attitude towards prefabrication.

This has however continued to be used in the U.K especially in hospitals, hotels and schools as well as housing in other countries.

Emergency of modern methods of construction

This primarily involves the manufacturing of homes in factories with potent benefits such as faster construction, fewer housing defects and reduction in energy use and waste.

MMC is a new term intended to reflect technical improvement in fabricated, encompassing of on and off site construction methods.

What are the modern forms of construction?

It involves the manufacturing of house parts off site in a specially designed factory. The main two products of MMC are;

• Panels; this include ready made walls, floors and floors. This are transported to the site and are assembled quickly often within 34 hours. Some panels have writing and plumbing already inside them making construction faster.
• Modules; this include ready made rooms which can be pieced together to make s whole house of flat but are frequently used for bathrooms and kitchens where all the fittings are added in the factory and it is also known as pods.

MMC can also include innovative site methods an example being use of concrete moulds, a range of material is used for MMC and the most common one being wood, steel and concrete. Although most houses in the U.K. have adopted the MMC the have brick outer layer and it is not easy to notice them.

The main advantage of using MMC is that;

• MMC houses have typically fewer defects and are built more quickly and are quite reliable.
• MMC houses can be more efficient, may involve less transportation of materials and produce less waste.
• Their may be fewer accidents and less impact on local resident during construction.

Current use of MMC

Majority of homes in the U.K are still under the old form of bricks and blocks masonry. However within the last few years their has been increased use of MMC for housing driven by arrange of factories including demand for faster construction and skill shortage.

Many large private investors have recently invested in MMC thus although there is uncertainty about the amount the MMC housing production will increase.

In the U.K it has been estimated that the national house building council has built 10% are built with timber frames, and 5% using MMC this is equivalent to about 25000 MMC homes per year.

MMC internationally

In Japan about 40% of the new houses are MMC, in other European countries there is greater use of MMC houses especially in the Scandinavian countries and Germany. Some house building companies in Europe have started exporting their houses to the U.K. an example is one U.K housing association is exporting modules from Poland.

Although there are no certain reason for greater use of MMC houses suggestion may include;

• In cold climates the building season is short due to the extreme bad weather but use of MMC allows quick construction.
• MMC building materials like timber are more available than the brick and block.
• There is a greater tradition of self built housing. MMC way of construction appeals because faster construction reduces disruption to neighbours and allow earlier occupancies.
• There are certain preferences for certain house styles e.g. timber frame Scandinavian.

MMC Policies

The government has come to believe that MMC has social, economical and most importantly environmental benefits and thus has established initiative to encourage its use focusing on the social housing sector. From 2004 the housing corporation, the social housing regulatory for England and Wales embarked on building of new houses which were all built on the MMC equivalent.

The millennium communities overseen by the generation agency English partnerships are also using MMC. There is an agreement between the housing corporation and the English partnership to built 1300 key houses for workers using MMC.

Although the government has little influence on the private sector on construction, it has with industry sponsored rethinking construction programmes and encouraging use of MMC.

Issues

Despite the fact that the government is keen on encouraging the use of MMC for building, research is still on going to assess its benefit. Issues also arise on cost of MMC, industry capacity, its environmental benefit, the quality of such housing, public acceptance, planning and building regulations. I shall discuss each one of them individually;

Cost

Although most house builders argue that MMC is less expensive than the traditional methods, industry resource indicates increased cost of about 7-10%. The reason for higher cost may be difficult to discern because most project financial information is confidential, and traditional masonry building costs vary widely too.

It may be that the high cost can be attributed to some of the benefits of using MMC such as better quality houses and fewer accidents, which are not obviously reflected in the project account.

MMC housing is faster to build, which reduces on site construction time by 50% and thus reducing labour costs. Quicker construction is an extra benefit to the builders of apartments because viewing only starts once all flats are furnished and for housing associations who will start receiving rent earlier. This however is less important to private house builders as they rarely sell all the property on a new development at once.

Industry Capacity

Industry capacity can be a barrier to increasing the number of houses build using MMC. This can fall in two categories;

• shortage of skills
• the factory capacity to manufacture parts

Skills

When it comes to the U.K there is a shortage of skilled labour, to about 80% of house builders have reported difficulties with recruitment. When using MMC the build house parts in factories and faster on site thus fewer construction labourers are required.

Although there are uncertainty about the level of skills needed for MMC compared with masonry construction, MMC can require high skilled labour for precise on site assembly of factory made house parts. Some of the problems with pre-fabricated housed build during the 20^th c stemmed form poor skills, rather than defects with the housing materials.

The construction industry training board , funded by the government is developing MMC training courses for the estimate 2000 workers erecting MMC housing with no formal qualification.

Factories

Currently in U.K there are over 30 houses building factories. Their capacity can estimate to produce about 30000 MMC houses per year. Production could be increased by implementing more factory shifts.

Environmental Benefits

The government is promoting the environmental benefits of MMC as are many of the manufacturers. Research conducted by the building research establishment found MMC homes to be more energy efficient, but their has been no sufficient evidence of waste and transport reductions. Evaluating environmental benefit of MMC housing development is complex because it is difficult to attribute outcome solely to the use of MMC.

Energy Saving

Houses build using MMC typically require less energy to heat because of increased level of insulation fitted in the walls and roofs and also less air leakage from the building.

Among the reasons house builders are interested in MMC is because they anticipate that the energy required of the U.K regulation will soon become more stringent.

Waste

In the U.K construction and demolition waste comprises of 25%. The amount of waste produced using MMC is likely to be reduced because factory materials can be ordered to the exact specifications, and there is a lower risk of on site spoilages during wet weather.

Transportation

The total number of trips to building sites can be reduced. This is a growing importance because as more house building takes place on brown field site in inner city area little detailed analysis has been conducted to date on transport benefits, but they are likely to vary considerably depending on the distance between the building site and the factory.

Public Attitude

A survey of MMC manufactures identified lack of market demand and public perception as the main two important limitations on expansion.

In the 2001 MORI poll, 69% of the respondent felt a brick built home would fetch a better piece. The negative attitude towards MMC may stem from the high publicised problem within historical use of pre fabricated housing. There are concerns that if more innovative MMC is used exclusively the distinction in design may mean residents are stigmatised.

Planning

The planning system has direct interest on the MMC market because of its role in determining the supply of land to house building. The government planning policy has laid down rules in planning policy guidance however the use of MMC is not currently mentioned and planning guidance would not generally cover such details about construction type.

Building Regulations

The U.K building regulations do not specify the building materials or the methods to be used but instead sets minimum performance standards. Proposed changes to the building regulations covering integrity are forthcoming. These changes may make it cheaper and easier for MMC to meet the regulation compared to the traditional masonry construction.

Health Safety

The construction industry has been considered the most dangerous for workers. In the U.K about 100 construction workers die a year. MMC would improve safety because there is a reduced risk of accidents in a controlled factory environment and less time spent on the construction site. The health and safety executive that regulate construction safety are encouraging the use of MMC.

Beco Wallform

This is a monolithic, insulated concrete system of building which is quick to construct yet offer level f performance significantly better than available form slower more traditional approach to building.

It is based on hollow light weight block components that lock together without intermediate bedding materials to provide a formwork system into which concrete is poured.

On set, the concrete becomes a high strength structure and the frame work remains in place as thermal insulation with U value ranging from0.30w/m2k to 0.12w/m2k.thus ideal for zero energy building. The building process is thus quick, tidy, and precise with low labour and equipment requirement than alternative methods.

Creative design is encouraged by the availability of a comprehensive range of components, which is enhanced by the build option to incorporate reinforcement for basement and multi story project.

Flexibility to the building due to the concrete makes it more practicable to coordinate other products and material system

It was developed in 1970s and it has been progressively improved and developed to satisfy the very best worldwide stranded of energy efficiency, and the recognised need for improved building techniques.

Forms Of MMC

Volumetric Construction

It involves three dimensional units produced in a factory, fully fitted out before being transported to site and stuck into prepared foundation to form the dwelling.

Volumetric construction is also known as modular construction. These units can be made from most materials including light gauge steel frame, timber frame, concrete and composites. The units are sometimes used alongside panels

Pods another type of volumetric unit usually asked for bathroom or similar high serviced areas. A volumetric construction is most efficient when used for large number of identical units an example would be in flats where a house is typically made up of four units plus roof.

Example of buildings with this mode of construction is the Summit house.

Panellised Construction

The flat panel units are build in a factory transported to the site for assembly into three dimensional structures or to fit within an existing structure. System includes wall, roof and floor and roof panels to create the complete structural shell. Factory made structure for and roof panels are known as cassettes.

The different types of panels include;

• Open panel; panel delivered to site where insulation window and services and lining are fitted. All structural components are visible. Panels can be structural or non structural closed as non load bearing separating walls and partitions.
• Closed panels; panel based on a structural framing system like the one used in open panel systems, it can have factory fitting windows, doors services, internal wall finishes and external cladding. The internal structure components can only be seen around the perimeter of the panel.
• Concrete panel; structural wall panel which can include cladding , insulation materials, windows and doors.
• Structural insulated panels; sand which construction comprising two year layers of sheet materials bounded to form insulation cover. They do not rely on internal studs for their structural performance. Used as wall and roof panels.
• In fill panels; non load bearing panel inserted within a structural frame. Any type of panel can be used although framed panels are more common.
• Curtain walling; vertical building enclosed system that support no load other than its own weight and the environmental load that acts upon it

Hybrid Construction

Volumetric units integrated with panelised system also referred to as semi volumetric construction. Highly serviced areas such as the kitchen and bathroom can be constructed as volumetric units with the rest of the dwelling constructed with panels.

Timber Frame Work

In timber frame construction of the internal frame work is wooden which has been designed to support the structure of the house. This frame is clad by facing materials such as brick or store to provide an alternative finish.

Concrete Forming

It is through the use of permanent insulated form work systems which provide a particular method of building insulated walls for houses.

Sub Assemblies And Components

These are large components that can be incorporated into either conventionally built or MMC dwelling.

These items are not full house system and are usually factory made or occasionally site assembled.

They include;

1. Pre fabricated foundation; a series of pre fabricated ground beams and other components assembled to form foundation quickly and accurately.
2. Floor cassettes; pre fabricated panel specifically designed for floor constructions. Fewer labour hours on site are needed per square metre of floor and reduce reduces work. It has health and safety benefits.
3. Roof cassettes; pre fabricated panels designed specifically for pitched roofs. The panel are very stiff and are designed to leave the loft free of struts and props, allowing easy production of room in the roof construction. Using the cassettes allows the building to become water tight and more quickly than conventional trussed rafter or cut roof construction.
4. Pre assembled roof structure; roof is assembled on ground level before constructing and shell off a dwelling. The roof can be craned into a place as soon as the rest of the super structure is in place, creating a weather tight structure more quickly.
5. Pre fabricated dormers; factory made dormer can speed the process by making the roof water tight.
6. Wining looms; cabling system manufactured so that they can be assemble quickly with relatively unskilled labourers. Cables are manufactured in various lengths and terminate with plug that simply plug into sockets and other electrical items.
7. Timber/ beams; light weight joints stood or rafters manufactured with solid and composite timber flanges with timber sheet material web to form a beam.
8. Metal web joint; light web joint comprising two timber flanges separated by light gauge steel lattice webs,

Energy Efficiency, Saving Money

The first step to taking a whole house energy efficient approach is to find out which part of the house uses the most energy. This will pinpoint those areas and suggest the most effective measures for cutting your energy costs;

TIPS

1. Check the insulation level in your attic exterior and basement walls, ceiling, floors, and crawl space.
2. Check for holes or cracks around the walls, ceiling, windows, doors, lights, and plumbing fixtures, the switches, electricity outlets that can leak air in or out of the house.
3. check for open fire place dumpers
4. Make sure that the appliances, heating and cooling systems are properly maintained. Read the owner manual for the recommended maintenance.
5. Study you families lighting need and use patterns paying special attention to high use areas such as the living room.

Formulating Your Plan

1. How much money do you intend to use.
2. where are your greatest energy loss
3. How long will it take for the investment of energy efficiency to pay for itself in energy cost saving.
4. Does your energy saving measure provide additional benefits that are important to you?
5. how long do you plan to own your current home
6. Can you do the job yourself or will you need to hire a contractor.

How To Use Less Fuel And Save Money

Light And Appliances

Energy saving bulbs is a good way of saving on energy because they can last up to ten times than the ordinary light bulbs. They work by using less electricity but give the same light output as other bulbs and their fore save on money.

When buying new appliances such as washing machines, tumble dryer of fridge ensure you find information on their energy efficiency by checking the energy level. A related appliances are the most energy efficient and although these appliances may cost more will give in saving in both energy and cash.

Always wait until you have a full load before operating the washing machine and use a 40 degree most of the time to make a considerable savings.

Heating

If your house is centrally heated, you can make the heating efficient and less expensive by upgrading your heating controls. At times switch or programme allows you to set, heating and hot water to come on only at a time when needed. Use room thermostat which allows you to control each room temperature separately.

Avoid old boilers, which is one of the biggest causes of high fuel. All modern boiler systems are energy efficient and use less fuel to run. The most efficient boilers in terms of savings money are called considering boilers which use 30-40 less fuel.

Insulation

Insulation of the home can be away of reducing the amount of fuel used. Good insulation will keep the heat in the building and the cold out.

There are a number of cheap and measurers that can make your home dryer and wormer.

Example; if you home has wooden floors, you can fill gaps in floor boards and skirting with newspaper, beading or sealant and you can brush or seal to your outer doors.

The most effective way to insulate the house is to insulate the loft. Most houses have loft insulations but the energy saving will depend on how thick the insulation is. The recommended level of thickness for loft insulation is now a minimum of 100mm deep, but ideally should be between 150 and 200 mm. loft insulation should be allowed to retain its natural thickness and not be compressed this shall reduce the insulation level.

If the outside walls of the house are cavity walls, insulation can be added in the cavity. If your interior walls are solid, you can protect the exterior with render or cladding which is also weather proof. This work for purpose of safety should be carried out by a specialist.

Glazing

Double glazing stops heat form escaping and can reduce condensation on your window. A lot of heat is lost through the window so double glazing can be an effective way to make savings on fuel in the long term. It can reduce outside noise considerably. Glazing is quit expensive so it is important to consult before using it.

Secondary glazing is cheaper that replacement. Glazing can be bought from DIY shops. Savings are similar to those made by double glazing.

Getting The Best Price Fuel

Apart from general energy savings, fuel costs may be reduced by changing fuel providers. Many fuel companies know operate dual fuel schemes which can save your money if you buy both gas and electricity from their suppliers.

Sealing Air Leaks

Warm air leaking into the house during the summer and out during winter can cause a lot of money. One of the quickest saving tasks you can do is caulk and seal all cracks and opening of the outside.

Tips Of Sealing Air Leaks

1. Test your house for air tightness on a windy day, hold a little licences stick next to your window, door, electrical outlets, ceiling fixtures and other locations where there is a possible air path to the outside.
2. Caulk and weather strip door and windows that leak air.
3. Caulk and seal air leaks where plumbing, ducting, or electricity wiring penetrates through exterior walls, floors and ceiling.

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Stulz, Roland and Kiran Mukerji, Appropriate Building Materials, Intermediate Technology Publications, London, 1993.

In construction industry, contingency planning requires a special attention because it influenced overall success of the project and its outcomes for the organization. The budget can be controversial in administration circles, in terms of whether it is well conceived and whether it would have lasting and beneficial effects. Both should assess their relative contributions to the total project management task and view each other as alternative and supporting resources. As alternatives project managers present management with different means of budgets. The problem at this level is one of deciding what proportion of the total budget should be allocated to each. Conceptually, the decision of the relative amounts to be spent on each is straightforward. Economic theory furnishes the marginal approach (Clough et al, 2000).

Following Donaldson (2001) contingency budgets can reach 30% of the total cost of the project influenced by unstable economic situation, political risk and high inflation rates. But this optimal amount is impossible to determine because manages cannot get such data, and also because it assumes an adequate budget. Even if data are not available, it behooves management to think of the total project task that match resources with market potential. For example, with a relatively small budget many alternatives are not feasible. Once a total budget is set, project management should think in terms of the possible impact of different combinations: the extremes of spending the total budget, and the results expected from different combinations of each. Here again, although it is impossible to get precise data, management estimates can be made. There is at least an advantage to thinking in terms of inputs of alternative mixtures and resulting outputs (Clough et al, 2000).

In construction industry, the contingency perspective on organizational structure rejected the quest for one common set of principles to guide organizational design. What remains for examination once this foundation has been accepted and understood is the peculiar distortion of both decision making and worker participation created by long-term accumulation of decision-making power in the hands of narrow technical and functional specialists (Clough et al, 2000). Thus, this situation prevents the organization from effective contingency planning which covers all aspects of organizational performance. The main problems of contingency budgets is that as organization and technology became increasingly complex, structure remain, but decision making begins to fragment into a variety of specialized technical domains..Aside from the unsupportable assumption that experts have all the answers, the error of this role design resides in assuming that all or even most decisions are best made by a functional expert and that experts from different functions with conflicting purposes will consistently resolve their differences productively. Neither assumption is fully tenable. Messy, unstructured problems are best handled by a team composed around diverse perspectives, as suggested by the contingency model. In the construction industry, the insular independence of technical specialists makes no provision for problems outside their technical domain nor the teamwork they demand (Clough et al, 2000).

Team collaboration among technical experts who neither understand nor respect one anothers functional perspectives is difficult at best. It can become impossible where each feels accountable for full execution of his or her functional objectives. This is not the formula for effective contingency budgets. Managers are often left only with the most trivial decisions. They spend the largest part of their time mediating the political battles of subordinates and dissenting experts. Political skill and experience now more often shape cross-functional policy decisions and operational effectiveness than do organizational objectives.

References

1. Clough, E.H., Sears, G.A., sears, S. K. (2000). Construction Project Management. Wiley; 4 edition.
2. Donaldson, L. (2001). The Contingency Theory of Organizations. Thousand Oaks, Calif.: Sage.

Introduction

The growth of the Saudi Arabian economy can largely be attributed to the oil industry of this country, especially petrochemical production and petroleum refining. In 2007, oil products constituted 88, 1 percent of the total export ( 1 The United Nations, 2010, p. 322). At the given moment, Saudi Arabia is among the fastest-growing economies in the Middle East. This is as a result of the rapid growth in population and large scale projects that have been emerging over the last few decades.

Domestic consumption has been affected by the rise in oil prices. Currently, this country is the largest oil producer in the world. In 2007 Saudi Arabia produced 12,8 percent of the worlds oil output ( 2 Olah, Goeppert, & Prakash 2009, p. 38).

The country produces so much oil that is capable of meeting its domestic needs. The surplus is normally exported to overseas markets. Saudi Arabia has become is currently the biggest producer of oil and as a result, it plays a critical role in determining the demand and supply of the product. Due to the high level of dominance that Saudi has in the oil industry, the country plays a critical role in the determination of the world oil prices.

On the whole, oil production is the main sector of the countrys economy. These products play a critical role in the growth, development, and control of Saudis economy. However, the industry is highly mechanized and as a result, it does not require high human labor. This, therefore, states that it does not provide enough employment to the local people. It should be noted that Saudi oil-producing companies occupy leading positions in the world. This argument can be illustrated with the help of this chart.

The production of crude oil reached a peak of 9.9 million barrels per day in 1980 and began to decrease (4 Federal Research Division 2004, p. 183). The production was later hindered by the war between Iran and Iraq in 1985 (5 Federal Research Division 2004, p. 183). Since that time the countrys oil output began to increase. The country was able to increase its share in the global oil industry after the international embargo on Kuwaiti and Iraqi oil; in 1991 average daily output was 8.5 million barrels per day (6 Research Division 2004, p. 183). Since that time, Saudi Arabia has turned into the most important oil producer in the world.

The government of this country aims to other oil reserves located in this country such as Shaybah Field which is near the border with the United Arab Emirates (7 Cordesman 2003, p. 81). Additionally, one can mention such reserves as the Abu Hadriya or Khurais Fields. Each of them can significantly contribute to the production of oil in this country. Moreover, it was announced that the country will attempt to raise its production level to a record-breaking height, namely 12, 5 barrels per day (8 Weisenbacher 2009 p. 642). Although many analysts are skeptical about these plans, they indicate that the government of Saudi Arabia intends to become the main leader in the production of crude oil.

Although production levels decreased slightly at the end of 2008, the government officials are still convinced that the countrys oil-producing facilities will be able to achieve the expected results; moreover, they even claimed that the country can reach a new oil production level, namely 15 million barrel per day after 2011 (9 The Kingdom of Saudi Arabia, 2011). Thus, one can say that oil exploration and production is one of the top priorities for Saudi Arabia.

In order to achieve these very ambitious production objectives and meet the increasing demand for energy throughout the world, the government will invest billions of dollars in the development of new fields. Moreover, they intend to invest in infrastructure in an effort to expand the capacity of their oil-producing facilities (10 Weissenbacher 2009 p. 642). The global economic crisis which manifested itself throughout the world presented the country with new challenges. This recession resulted in the decreasing demand for oil throughout the world (11 Oxford Business Group 2010, p 30). However, this decline was only temporary, and currently, the global demand for oil is on the increase (12 Oxford Business Group 2010, p 30).

Saudi Arabia is willing to pursue the development of the oil and gas sector of the economy. These projects are important for the local as well as the global economy. For instance, the Saudi Arabian Oil Company intends to open new export refineries at Yanbu and Jubail.

The increasing competition in the construction industry and decreasing pricing will help the government of Saudi Arabia to reduce expenses ( 13 The Kingdom of Saudi Arabia 2011, unpaged). In March 2009, the government of this country expressed intentions to invest about $60 billion in oil infrastructure (14 The Kingdom of Saudi Arabia 2011, unpaged). These plans indicate that in the future the role of the oil industry may become even more important for this country.

The economy of Saudi Arabia has grown together with the establishment and development of its state. The building of the state has been equipped by oil sources in the modern institutions of the system of government and has worked to empower the economic status of the country. This has also led to new project ventures which bring revenue to the country and its citizens. Today, Saudi Arabia is known for its enormous reserves of oil and gas.

However, an export-led economic diversification effort will soon help the Kingdom become a significant global producer of value-added industrial components and manufacturing inputs from aluminum and fertilizer to high-tech fiber-optic cables ( 15 The Kingdom of Saudi Arabia 2011, unpaged).

Major Projects Opportunities

As has been said there are a great number of projects which are of great importance to the oil industry of this country. Examples of these projects include Herath, Khursaniyah Hawiyah, and Shaybah Expansions that were done by ARAMCO, the largest oil and gas company in the world. Furthermore, one should not forget about those project which are going to be implemented in petrochemical sector, for instance, Sharq, Yansab, Saudi Kayan, or Ar-Razi Expansions (16 Seznec & Mirk 2010, p. 35). They are of great significance to such petrochemical company as SABIC (17 Seznec & Mirk 2010, p. 35).

Several projects are going to be executed, for instance, oil refinery will be constructed in Jubail, Jazan, and Yambu (18 Oxford Business Group 2007, p 116). In addition, each of the new refineries will be designed keeping petrochemical products such as benzene, xylene and paraxylene. The effective functioning of these facilities will depend on the choice of contractors. This issue will be discussed in the next section.

Engineering Procurement and Construction (EPC) contracts

An EPC contract deals with engineering services. The contractor acquires everything for the project on behalf of the owner. They also take the building work. Due to its nature, this project is run and managed by the contractor. The cost, risk and control are borne by the contractor away from the owner. EPC contractors take direct agreements with other parties to necessitate the construction process (19 Loots and Nick, 2007, p 15).

In an EPC contract organization, the contractor has responsibility to design and construct a building. This gives a single point means of accountability. In case a problem results, the project company will deal with one party for accountability (20 Loots and Nick, 2007, p 14).

Proper comprehension of EPC contract conditions and clauses usually helps the project to be achieved and be monitored through the right management with regards to the requirements of the project. This will help the project to run smoothly and meet the standard requirement. This usually avoids disputes and conflicts that may happen in the process of the contract. The customer should have good understanding of the contract terms and articles before starting the project.

EPC is a common type of contracting style where the contractor makes a plan for the project and purchase the materials for construction. There are some instances whereby the contractor will assume the risks of the project. According to this type of agreement, the contractor is completely responsible for design and development of a project (21 Huse, 2002, p. 17). In turn, the customer is obliged to provide accurate functional specifications and requirements which the contractor has to meet. As a rule, EPC project are called turnkey because the client does not have to do any work on the project. In this case, both the customer and contractor must ensure that every requirement is clarified; otherwise, they may have many legal disputes.

EPCM Contracts

According to an EPCM (Engineering, Procurement and Construction Management) contract, there is agreement with the company to give engineering, purchase materials and equipments necessary for the project and have management in the construction site. The project owner makes agreement with other companies and other subcontractors so that they can render their services in the construction process but they work under the supervision of the EPCM contractor.

The whole project is usually directed and supervised by the owner who in turn takes all the risk that is incurred in the process of construction (21 Loots and Nick, 2007, p. 5). Both EPC and EPCM contracting are the common types of contracts in the construction industry. The project owner has to come up with a decision depending on the state of risk he is willing to acknowledge, the expenditure, limitations and his own skills and experiences will help to choose the best method for a project.

There are several differences between EPC and EPCM contracts. In this case, special attention should be paid to the obligation of both partners. According to EPC agreement, the contractor performs the following tasks:

1. The design of the project;
2. Management and administration of the project and provision of strategic and programming services;
3. Moreover, this side of the agreement has the responsibility to monitor procurement and construction work, management of tender. These are the main responsibilities that this party has (22 Loots and Nick, 2007, p. 5).

In comparison with EPC agreements, EPCM contracts are normally more expensive. The owner is supposed to pay the subcontractors directly for equipments, materials and on-site works. This side has the responsibility to reimburse the EPCM contractor for the expenditures that this company had to make. In this case, we can speak about labor costs, supervisory services, as well as the bonuses specified in the contract. The amount that the EPCM contractors charge will depend on the risk that will be assumed in the process of the contract.

An EPCM contract is particularly suitable in those cases when it is necessary to redesign the project or when the customer did not fully specify functional requirements. Such agreements are particularly suitable under those circumstances when the construction company want to insure itself against possible legal disputes. In those cases, when the client is able to determine the functional characteristics of the construction facility, this side will normally prefer an EPC agreement (23 Gloria 2011, p 50). In this case, the main responsibilities are shifted on the contractor.

An EPCM contract can be preferred by parties for several reasons. Very often they do so because they cannot to obtain an efficient contractor that would accept the terms of EPC contract. Moreover, in many cases, the owners may not be able to define the main capabilities and features of construction facilities. So, this side of the agreement may be forced to accept the terms of EPCM agreement.

EPCM contracts are used when expanding large engineering facilities, construction projects. For instance, among them one can single out petrochemical facilities or oil refineries. The main peculiarities of these projects that they are likely to be redesigned even in the course of construction. These changes may not be very significant but they are very costly. EPCM contracts are not used in public and social projects. The only exceptions are those cases when the project can be completed by multiple contractors. These are the main differences these models. This chart illustrates the main components of EPC model.

EPC Model

An EPC contract is a form of a contract whereby the contractor is responsible for all the elements of the project. The contractor is responsible for designing, procuring, engineering and construction. In case of EPC contract, the contractor accepts to give the keys of the specially made project to the owner at an accepted amount like it happens in contracts where a builder gives keys of a building to the buyer.

In Saudi Arabia EPC contracts are becoming the commonly used ways to conduct projects but both parties need to know the constituents of the contract in order to have the best project (25 Schramm, Maibner, and Waidiger 2010, p 33).

While conducting EPC contracts, people need to be very keen on management so that the company that is taking the project makes conditions and outlines the design and framework like expenditures and expenses so that they can have the necessary standard.This demands specifications of performance according to the productivity of the project, planning and maintenance of the project. The interactions between various sides of an EPCM contract can be described with the help of this chart.

EPCM contract deals with specialized services which have totally specific risk sharing and different formal costs.The key difference is that under an EPCM contract, other parties construct the project and the EPCM contractor is not the builder or constructor. The EPCM contractor acts as a mediator on behalf of the owner of the project and he has to necessitate close connection and have positive reactions between the owner and the other contractor so that the works can meet the required specifications. Each step in the project is a connection and agreement between the owner, the contractor and the vendors or expatriates (27 Schramm, Maibner and Waidiger 2010, p 35). The following table shows the differences between EPC and EPCM, and the main principles which govern these approaches.

Risk Allocation in EPC and EPCM

In EPC, the contractor provides the owner with a single point of responsibility, communication and coordination related to the major activities involved in the project. All the risk is allocated to the contractor because he is the overall in the project (Quick MBA, 2011). This usually leads to a likelihood of high contract prices that comprise contingencies and mark-up to hedge against risks like performance, time extension, cost increase and potential loss (29 Loots and Nick, 2007, p. 15).

The EPC contractor deals with the owner and a large number of sub-entities during the execution of the contract and he has to make sure that those entities comply with the conditions outlined and adhere to delivery requirements. The contractor assumes full responsibility for realization of the project incurring all risks involved (30 Clifford 2009, p 30).

In EPCM, the contractor assists the owner to manage the whole project. Under this contract, the project is owner managed and the cost risk is borne by the owner and not the contractor (31 Clifford 2009, p 11). The owner has to approve the EPCM contractors managing complex contracts and the cost risks of the project are taken by the owner, any cost over runs and savings are taken to the account of the owner.

Determining Which Model to Use in the Oil and Gas Industry Major Projects

The decision taken while selecting contractor has a significant role in the delivery of any construction project. The criteria for selecting either EPC or EPCM contractors will be based on the idea of risk sharing. EPC projects are usually more expensive than EPCM ones because the risks are borne to the contractor and not the owner (31 Clifford, 2009, p 6).

The EPC contract is normally priced based on the fixed price method whereas the EPCM makes use of the cost reimbursable method. In the cost reimbursable contract, the risk is the same during the project process irrespective of the project stage. On the other hand, in the fixed price contract a change in the project at the design stage leads to changes in the construction stages.

Nonetheless, they are normally more expensive than EPCM agreements. Thus, the owner will have to consider the advantages and disadvantages of these models. In contrast, according EPCM model, the owner has to take responsibilities because this party will approve and monitor the procurement, engineering and contraction processes. In this case, the owner guides almost every aspect of the project. In the process, the owner has many contracts with construction contractors, subcontractors and suppliers. The owner usually transfers the risk to the contactors. In EPCM contract, the owner has to emphasize the idea of reducing the high cost.

The idea of risk sharing has strong implication for the development of schedule and cost planning. EPC contracts normally increase the cost of construction, especially in comparison with EPCM agreements but the time taken to finish the project is shorter. The company has to weigh between the two and come up with the best choice.EPC companies have both technical and managerial knowledge because they make use of different expatriates with quality skills and knowledge.

When to use EPC

This can be used when the owner does not want to be involved in case of risks in a project (Clifford, 2009).

Limitations of EPC as outlined by Clifford (32 2009, p 8) include:

1. It is costly because contractors will have to charge more for their services due to increased risks that they take.
2. The contractor assumes full control of design, engineering and construction
3. The contractor will prefer minimum standards of compliance.
4. Unwillingness of many contractors to enter EPC agreements. Thus, tender process becomes more time-consuming.
5. As a rule, construction process may take a large amount of time. The owners should pay attention to FEED Stage which the project is designed at a conceptual level.
6. Capacity is low because few contractors have financial capacity to assume the risks related to the project. Some of them may not afford these expenses; this is why they do prefer EPCM agreements.
7. There may be many disputes before the beginning of the project because the contractors will want to eliminate every possibility of financial risks.
8. The transfer of EPC risks can be limited by financial constraints such as bonding limitations.

When to Use EPCM

EPCM is used when the owner wants to have a greater role in purchase of equipments and selecting the contractors. Here the owner takes more control of the project.

Limitations of EPCM as discussed by Clifford (33 2009, p. 11) include:

1. The majority of risks are taken by the owner:
2. Lack of coordination among suppliers;
3. The necessity to prove the fault of contractors.
4. Owners legal remedies are diluted: By need to allocate fault, By reduced value of remedies and by limited rights against the EPCM contractor.
5. EPCM model implies that the owners choices are significantly limited by earlier decisions of this company.
6. This approach is applicable only to those owners who have significant expertise in construction management and design. Otherwise, this side of the agreement will find it very difficult to protect its interests, especially if any legal disputes occur.
7. EPCM works best within established relationships between experienced parties.

The Use of EPCM and EPC in Saudi Arabia

Due to the taxation legislation adopted in Saudi Arabia, the EPC or EPCM contracts are split into two broad categories, namely Out of Kingdom and In Kingdom contracts (34 Al Amri, p 23). These two agreements are transferred to two different legal entities. They are normally linked with the so-called bridging agreement letter that obligates the Out of Kingdom contractor to complete the In Kingdom contract. In many cases, the In Kingdom contractor is a part of a foreign company but it is registered as a separate organization in Saudi Arabia for various legal reasons. Design, engineering, or supply activities are regulated by OOK agreement, while major construction activates are the domain of the IK contract.

In order to reduce the risks of working with separated contractors the oil and gas companies normally prefers to give and sign an EPC contract with the EPC contractor. Although, such a solution is more costly but it ensures that the project will correspond to their requirements and will be completed on time. This is because it is more efficient even though the project delivery method is more time-consuming because it is necessary to make comprehensive design clarifications and discuss every provision of the contract. Still, this framework can be very suitable for oil or petrochemical companies.

The methods of construction contracts can be modified to suit the needs and demands of the owner. The companies usually make choose contracts with the help of financial advisors before launching a particular project.

Reasons for Using EPCM or EPC for Major Projects in Saudi Arabia

According to Damian, Jim, and Marsh (2004) and Kees, (2007) major projects in Saudi Arabia use EPC. The following are the benefits of using EPC as discussed by Clifford (35 2009, p 8):

1. The contractor takes all supply chain risks that are incurred in the project.
2. The transfer of other construction risks is maximized relative to other procurement methods
3. A high degree of certainty is attained as to cost time and quality of work done
4. Remedies like liability caps or bond amounts are determined on the basis of the total construction costs. Therefore, they are more likely to compensate a significant part of the owners expenditures or losses.
5. Administrative burdens on the owner are minimized since everything is done by the contractors. The owner saves time because he does not take his time to supervise the project. Everything is left to the contractors.
6. The documentation is relatively simple and standardized and hence it is clear to the owner to see the proceedings of the contract and make accounts of the budget.
7. EPC model is very widespread and it is viewed as the most efficient approach to procurement.
8. This approach to project management sets minimal staffing requirements, and entails minimal legal risk. Overall, it is best for well defined projects that have detailed engineering complete before EPC contract chosen

Other organizations use EPCM contractor because of the following benefits (36 Clifford, 2009, p 10)

1. EPCM works well because it is the most cost-effective method, especially when there is no need to utilize the risk contingency.
2. One can also say that EPCM model is probably the fastest procurement method. By adopting this model, the owners will find the contractors much sooner.
3. The large number of small packages enables the owner to choose from a large pool of contractors.
4. The owner can manage the process of design and smaller changes can be made without running the risk of significant losses.
5. Insolvency and performance failure risks are spread
6. There is staffs Sense of Ownership
7. Lower overall cost, there is more Control over Process.
8. It is better for the projects which are less defined. Under such circumstances, there is great possibility to design changes.
9. This framework enables both owners and contractors to identify and resolve potential conflicts at early stages. It can prevent expensive and time-consuming lawsuits.
10. It allows owners financing flexibility
11. The contractor is responsible for the coordinating the work of other package contractors, including designers.

The Development of EPC Contractors in Saudi Arabia to Shift from EPCM to EPC

There is a trend in construction contracting according to which EPCM agreements are becoming more popular. In turn, EPC contracts are not particularly widespread; still both of these approaches are used by Saudi Arabian companies. Contractors in Saudi Arabia can take both of these approaches. There has been an improvement in cost contract which help in sharing losses and EPCM has gained popularity for international projects and major construction projects (37 Loots and Nick 2007, p 1).

The main difference between EPCM and EPC contracts is that in EPCM contract, the contractor gives qualified and skilled services like designing to the owner of the project. There are so many benefits of using EPC over EPCM. The EPCM has some limitations such as:

1. More risks retained by the owner like risks of interface claims from contractors and risk of burden proving fault in the contract.
2. Owners legal remedies are diluted because of the need to allocate a fault in the projects, reduce value of remedies to be taken in the contract and there are limited rights against the EPCM contractor.
3. The later package choices of the owner may be restrained by earlier decisions of this organization.
4. This model sets very high demands the owners skills, resources and ability to manage such construction projects. The main problem is that EPCM contractors can have the problems of interest and it will be difficult to reconcile them.
5. This model is more complex from legal point of view.
6. Financing options are limited.
7. EPCM works best within established relationships between experienced parties.

Large EPC contractors are uniquely situated in terms of their close connection with the local society and because of their international expertise. These competencies can increase the social value of a project. One obstacle to realizing this proposition is the owners often forget that such contractors can add extra value to the project and make it more appealing to the community (38 Sawant 2010, p. 235).

For instance, they often create job opportunities for local people and this contributes to the positive reputation of the entire project. More attention should be paid to early involvement of contractor, award discussions as well as project collaborating. This will make an EPC contract much more specific and clear to both sides. In EPC companies the contractor takes full responsibility of everything in the project in respect to cost of the project, the time for completion is short and also the quality of the work and achievement is guaranteed.

Conclusion

EPC (Engineering Procurement and Construction) and EPCM (Engineering, Procurement, Construction and Management) contracts are the most used in the oil and gas projects in Saudi Arabia. The paper has discussed the differences between the two contracts and how risks are taken in the contracts and how they are used in oil and gas industry in Saudi Arabia. An EPC contract is a plan and construction contract in which one contractor has responsibility for the project as a whole while an EPCM contract is where skilled services are given and risk allocation is different. In EPCM contract other subcontractors build the project while in EPCM the contractor does not construct the house.

Before making the choice of the contractors, the owner has to know the risks that are incurred in the projects and have idea about the contractors limitations in dealing with risks and cost. An EPC agreement offers a convenient framework for those projects that require significant expertise in design. The initiator of the project does not have to take full control over design and construction. These agreements are more suitable for large-scale constructions projects such as oil refineries or petrochemical facilities.

EPC contracts are usually complicated in terms of legal issues and therefore it is advisable for the owners and contractors must have in-depth knowledge of about the construction that they are going to undertake. Otherwise, one of the parties runs the risk of enormous losses. Moreover, there is great likelihood of various legal disputes. There are several indispensible conditions for good social performance during the construction of manufacturing facilities. One of them is high qualification standards that prompt various bidders to rely on international experience and those projects which were completed in similar political, social, and economic environments.

References List

Al Amri (2011). Doing in Saudi Arabia. Web.

Clifford, C. (2009). EPC and EPCM Procurement Issues for Owners. 10 Upper Bank Street, London. Web.

Cordesman A. (2003). Saudi Arabia enters the 21st century. London: Greenwood Publishing Group.

Federal Research Division. (2004). Saudi Arabia A Country Study. Washington: Kessinger Publishing.

Gloria, J. (2011). Project Contracting Strategies: Evaluating Costs, Risks and Staffing Requirements. Power Engineering, 115(3), 50-57.

Huse, J. (2002). Understanding and negotiating turnkey and EPC contracts. NY: Sweet & Maxwell.

Loots, P. and Nick, H. (2007) Worlds Apart: EPC and EPCM Contracts: Risk issues and allocation. Web.

Olah, G., Goeppert, A. & Prakash S. (2008). Beyond Oil and Gas: The Methanol Economy. NY: Wiley-VCH.

Oxford Business Group (2007). Emerging Saudi Arabia. Oxford. Oxford Business Group.

Oxford Business Group. (2010). The Report: Saudi Arabia 2010. Oxford: Oxford Business Group.

PetroStrategies Inc. (2011). Leading Oil and Gas Companies Around the World. Web.

Prodigy Engineers Group. (2011). EPC / EPCM Definition & Comparison. Web.

Sawant R. (2010). Infrastructure investing: managing risks & rewards for pensions, insurance companies & endowments. NY: John Wiley and Sons.

Seznec J. & Mirk M. (2010). Industrialization in the Gulf: a socioeconomic revolution. London: Taylor & Francis.

Schramm, C., Maibner, A., and Waidiger, G. ( 2010 ) Contracting Strategies in the Oil and Gas Industry. Web.

The Kingdom of Saudi Arabia. (2011). Energy in the Kingdom. Web.

United Nations. (2010). International Trade Statistics Yearbook 2008: Trade by Country. New York. United Nations Publications.

Weisenbacher M. (2009). Sources of Power: How Energy Forges Human History. London: ABC-CLIO.

Introduction

This report concerns a project that aims to construct a museum in the Sharjah emirate of the United Arab Emirates. The facility is innovative in its approach, which aims to blend traditional exhibit-based methods to museums and modern technologies such as virtual reality. The purpose of this mixture is to represent the history and culture of the region faithfully and accurately while also using the latest technologies and methods to make this information accessible. To improve interactivity and attract tourists, the museum will also incorporate a space for local craftsmen to provide a range of products and activities that represent Sharjahs heritage. The purpose of this report is to justify the existence of the project and discuss the various stakeholders that will be involved in it. To that end, it will provide a rationale and evaluate stakeholders in terms of mapping and applicable strategies.

Priority Justification

The reason why the project is based in Sharjah is that the emirate would benefit from such an undertaking more than others. Abu Dhabi and Dubai are already highly technologically advanced Emirates that respect and promote their history and culture. Fujairah is also a center of tourism due to its natural attractions and developed tourism industry, and similar considerations apply to Ras Al Khaimah. Neither of these emirates would benefit substantially from the introduction of an additional point of interest, as it would likely have to contend with diminishing returns. Umm Al Quwain is renowned for its Dreamland Aqua Park, which, while an excellent attraction for both Emirati and tourists, is not necessarily culturally relevant. Thus, this report finds either Umm Al Quwain or Sharjah the most suitable location for the museum, but the latter is more appropriate due to its strategic direction.

Sharjah is renowned for its ongoing effort to become a cultural center of the Middle East. Hence, the project will likely be accepted there and implemented, as it is consistent with the emirates overall direction. Moreover, 2021 (2020) describes the current Sharjah Tourism Vision 2021, which aims to promote it as a tourist destination, empower cultural and heritage elements, adopt innovative tourism approaches, and emphasize collaborative action to enhance efficiencies. The museum can satisfy all of these requirements, serving as a tourist attraction, displaying Sharjah heritage, using VR technologies to provide novel experiences to visitors, and hosting a variety of local entrepreneurs to secure mutual benefits. As such, the Sharjah Emirate is an excellent location for the project, as it satisfies a variety of requirements and aligns with its objectives, though some factors still need to be taken into consideration.

While Sharjah aims to further improve its status as a cultural center, it has already created a robust framework of various sites and museums. Its various cultural attractions that are based on historic buildings, as well as its dedicated heritage museum, are particularly noteworthy because their goals and effects overlap substantially with the project. As such, the emirate may not be interested in constructing a new museum with a similar purpose, instead preferring to renovate their current facilities and introduce new technologies. With that said, this issue is not necessarily sufficient to prevent the project from going forward or receiving adequate support. It can succeed if it can differentiate itself from Sharjahs current enterprises sufficiently with its novel elements. To assist in this differentiation, it is essential to identify stakeholders and their needs, finding a solution that satisfies each one.

Stakeholder Identification

Sharjahs authorities are prominent stakeholders, as they will play a substantial role in securing the projects approval. It is necessary to approach them and secure their support before beginning construction to ensure that all legal requirements are met and that they approve of the initiative. By creating a friendly relationship with Sharjahs governing authorities, the museum will be able to integrate itself into the emirates broader collaborative framework. With that said, the emirates leadership is likely to approve of the project, as it will further enhance cultural tourism to the city. McManus (2016) claims that museums contribute to this variety of travel, which attracts affluent visitors, substantially while also promoting and sustaining the local culture, which contributes to their overall popularity with policymakers.

The community is another vital stakeholder, as it stands to benefit from the introduction of a new tourist attraction. The museum will likely employ local workers and source necessary supplies from nearby businesses, increasing the flow of money in the area. It will also provide locations for Sharjah entrepreneurs, enabling them to improve their incomes and sustaining the local culture. Moreover, the tourists visiting the museum are also likely to spend time at nearby businesses, both accommodations and amenities such as restaurants, creating an indirect community benefit. However, if it does not engage in these practices, it can create dissatisfaction in the area, as it would be using the resources without generating a substantial benefit. Community disapproval may build a poor reputation for the museum, lowering its attractiveness and popularity. As such, its qualities as a stakeholder need to be taken into account for the project to proceed smoothly.

The companys owners are another essential stakeholder category, as they are vital to the projects existence. Their purpose in promoting the museums construction is to generate a profit, which can be accomplished by creating an adequate revenue stream without incurring excessive costs. If the project fails to perform to the company owners expectations, they may interfere to reduce its scope and rearrange the plan to make it more profitable. In extreme cases, they may cancel the project altogether if they see that it will not satisfy their requirements, choosing to partially recoup their losses by selling the unfinished project to someone else to use for a different purpose. To avoid these problems, the project manager needs to stay in contact with the owners and ensure that effective communication regarding the projects goal and its current state takes place at all times.

Lastly, the customers who will be visiting the museum have to be taken into consideration. They expect to see a unique experience at the museum, different from the others they can find in Sharjah. Moreover, they would like to receive high-quality services and see excellent entrepreneurial activities and crafts in the dedicated section. Based on their visit to the museum, they will create its overall reputation by recommending it to others or advising them to avoid it. In the modern age, customer feedback is easy to access on the Internet, and people increasingly rely on such tools to form an initial opinion of a location. As such, even for tourism, customer opinions can substantially influence the future revenue flow of a site in either direction. Hence, the projects success largely depends on how well it can cater to their desires and needs.

Interest The authorities of Sharjah likely have little interest in the museum project, as it is not a public facility. They will mostly be concerned over its compliance with the law and participation in various cultural initiatives. Beyond that, they will let it operate without much interference, as is standard in public-private relationships. With that said, if the government decides to become involved, it can exercise extensive influence over its progress and overall existence. Depending on the degree of misconduct the authorities find, they can impose penalties or require specific actions to be taken, introducing additional costs or time into the project. Moreover, the manager will not have the right to refuse a legitimate intervention, and challenges to illegitimate ones can take a substantial time. Overall, the governments power is extremely high, and it is in the Keep Satisfied portion of the Stakeholder Matrix.

The community will generally not feel the effects of the museum directly, especially during the construction and early operation stages. Over time, it may develop to be more reliant on the facility, creating infrastructure that depends on it and integrating cash flows. However, such a shift can only happen as a result of the museums success, as the community is unlikely to exert a concerted effort to promote the museum to benefit itself. Overall, it can be asserted that the communitys interest in the museum will be low, at least initially, which is the period with which the project is concerned. Its power to influence the museum is also low, with it able to contribute to its reputation somewhat, but not substantially. As such, the community should be considered in the Monitor section in fig. 1.

The owners have a substantial interest in the project and influence over it, which justifies their inclusion in the Manage Closely category. As mentioned above, they need the construction to proceed on time and the finished museum to create sufficient profits to offset the costs. To that end, they will likely regularly monitor the project and check for any issues that may jeopardize its progress. Additionally, as also discussed above, the owners can exert massive influence over the project, as they have the ability to overrule any decision and institute theirs. Hence, it is vital for the project manager to work with them closely and ensure that the project complies with their needs.

The customers belong in the same category, as they will determine whether the project succeeds in the long term. They have a substantial interest in the museum, as they will be spending their time and money there. As such, they want to receive the best possible experience and can contribute substantially to it with feedback and improvement suggestions. Additionally, as discussed in the previous section, they have high power over the facility, which they will likely exercise. In addition to influencing its future customer numbers through reviews and recommendations, customers can also change their spending depending on how attractive the museums activities are. As such, they can affect revenue both directly and indirectly, and, being the sole source of income for the facility, they require close interactions.

Stakeholder Management

To leverage the strength of the authorities as a stakeholder group, the project manager will have to engage with them closely. It is essential that they familiarize themselves with all pertinent laws and guarantee that no activities taken during the course of the project go against it. With that said, this task is challenging for a single person to complete, which is why it is typical to hire assistance. Fewings and Henjewele (2019) recommend hiring consultants that specialize in such specialized topics to assist in the project managers work and describe a process for doing so. With the advice of said consultants, compliance with all regulations can be assured, enabling the work to proceed smoothly. Additionally, the project manager will be able to become more involved with the authorities and cooperate with them to turn the museum into a substantial part of the emirates cultural promotion effort.

To engage the community, the project manager will need to position the business in a manner that involves people beyond the basic operations. Brown, Carroll, and Buchholtz (2017) propose measures such as local sourcing, joining public policy debates, locating facilities in areas that benefit community development, and conducting additional community action programs. As such, it should be possible to leverage the museums specialization in UAE heritage to engage in educational tours for children and adults. By doing so regularly and free of charge, the project can promote its popularity in the community while also generating a positive reputation. Other methods of participation, such as using the entrepreneur grounds to occasionally host events, may also be possible, depending on the museums final design.

To maximize the advantages of working with the companys owners, the project manager should regularly report to them and keep them appraised of the latest significant developments. Through transparent communication, it should be possible to secure their trust in the project to perform well regardless of the setbacks that may occur. Additionally, the manager will be able to learn of their changing needs and opinions on particular matters, which enables the timely adjustment of the necessary aspects of the project. With regard to the customers, the project manager should establish and maintain feedback and communication mechanisms. Visitors should be asked about their opinions, which then need to be compiled and processed. By using the results to focus on improving particular services, the museum should be able to create a contemporary and highly enjoyable experience, attracting additional people.

Conclusion

The project has substantial potential in Sharjah, but there are also complicating factors that require the project manager to perform excellently to guarantee success. They need to have a definite understanding of the four stakeholder categories identified: the authorities, the community, the company owners, and the visitors. The first needs to be kept satisfied through regular communication and careful compliance with the law. The second does not necessitate excessive effort but can benefit the business if it engages in community-centric initiatives. However, the other two stakeholder categories are both highly interested in the project and have large amounts of power over it. Therefore, for the owners, regular and transparent two-way communication is required to ensure that the project proceeds unimpeded. With regard to customers, feedback should be collected and incorporated into operations continuously to achieve improvement and superior satisfaction.

Reference List

2021 (2020) Web.

Brown, J., Carroll, A. B. and Buchholtz, A. K. (2017) Business & society: ethics, sustainability & stakeholder management. 10th edn. Boston, MA: Cengage Learning.

Fewings, P. and Henjewele, C. (2019) Construction project management: an integrated approach. 3rd edn. Abingdon: Routledge.

McManus, P. M. (ed.) (2016) Archaeological displays and the public: museology and interpretation. 2nd edn. Abingdon: Taylor & Francis.

Introduction

A robot has been defined by the International Organization for Standardization as a device that is automatically controlled, can be reprogrammed and can manipulate programs in an industrial setting; The device can be fixed or mobile (ISO 8373). The construction industry is defined by several characteristics regarding its operations. It requires heavy lifting, high degree of accuracy is essential, it is a high risk job and time management is crucial. Until very recently, most of the activities in constructions were manually carried out or relied on machines requiring human control but due to the inadequacy of manual labor, automated and semi-automated devices were introduced. Balaguer and Mohammed have noted that robotics has infiltrated virtually every sector of the construction industry namely; Demolition, surveying, excavation and earth moving, tunneling, paving, house building and inspection activities (1135). Each of these activities has specific tasks that require the use of specific robots or automated machinery. This article looks at each of the construction categories and the type of robots being used.

Demolition

Demolition involves tearing down of structures and buildings in general. The demolition activity is usually very dangerous and requires precision so as adjacent structures are not destroyed during the process. Several types of robots have been introduced in the construction field to handle demolition activities however most robots in this field require some form of human input.

Aqua Jet H-450 and HV-550 Hydro-demolishing robots

This robot is used to remove weak concrete from structures such as bridges that may prove difficult to be done manually. The robots are controlled by computers using preset programs that are selected depending on the type of work to be carried out. The devices use a highly pressured water jet for the removal of weak concrete. The water jet passes across the surface of the structure and once it reaches a point of weakness, it removes the weak or damaged concrete. The identification of weak concrete is determined by the penetration of the water jet. Since the device has been programmed with the pressure normal concrete should withstand, this pressure is applied on the surface and if the water jet should chip away the concrete the device directs the water jet at that particular point until strong undamaged concrete is met or until a quality depth set by the operator is reached (IAARC 9).

Conjet Robot 361

This computer controlled robot uses highly pressurized water that forces its way into the surface of concrete structures for its demolition activities. The robot is remotely controlled by an operator whose main purpose is setting a timer that determines how long the water jet is released. The robot is fitted with ultrasonic sensors that aid in positioning of the water jet in inclined areas and also the sensors determine the distance of concrete removal. Water is forced out of the robot at supersonic speed creating an over pressure in the concrete surface which begins to chip away once the over pressure exceeds the concretes tensile strength. The nozzle, which is adjustable, is mounted on a cassette which is constantly oscillating. The cassette is bolted to a cradle that moves back and forth. The oscillation of the cassette and the back and forth movement are meant to increase the efficiency of the robot to provide maximum productivity.

This robot has been used for renovation and repairing purpose all around the world. The robot was used in 2008 to repair the Ponti Del Valico viaduct on the Swiss-Italian border. The robot was used to remove the concrete to a specific predetermined depth so as the concrete could be replaced. The advantage of this robot is that it can remove a specified amount of concrete in a specified place without damaging the surrounding surface or destroying the reinforcement. It also cleans the reinforcement and leaves the surrounding concrete rough so as to enable proper bonding of the newly placed concrete (IAARC 15).

There are other types of robots being used for demolition purposes and they include: Demolition unit Minicut, Concrete Hydro-Demolition robot, Water-Jet Concrete Chipping robot and BROKK BM demolition units. These robots mainly use the same principles as for the two named above.

Surveying

Surveying is a very tedious and time consuming task that requires high levels of accuracy in its execution. During the surveying of vast areas of land, manual execution may consume a lot of time which may not be practical. In surveying activities one robotized device is mainly used to collect and analyze data.

Navigation type surveying system using real time kinematic GPS

This robotic system utilizes satellites for topographic surveys so as to generate data to be used in earthworks activities for purposes such as construction of dams, airport and extensive building structures. The system comprises of a receiver situated on the datum point (point whose coordinates are known) and a receiver on the moving point (point whose coordinates are to be determined). The moving point receiver can be mounted on a car to enable collection of three dimensional coordinates constantly. The last component of the system is a transmitter which sends a signal to the satellites that is relayed back and collected by the receivers. The receivers can the process and determine the exact coordinates of the point (IAARC 19).

The main advantage of robotics in surveying is that it saves time as a task that can be done by many men for a long period of time can now be carried out by a single person in a very short time period. The use of robotics in surveying also increases accuracy in the collection of data.

Excavation and Earth Moving

In most cases, earthwork activities are carried out by the use of machinery such as bulldozers, excavators, draglines and in some cases manual digging. This machinery is quite effective in open areas where there is minimal confinement. The need for underground earthwork activities and in the removal of materials from very deep pits that is very dangerous has necessitated the use of robotics in this field of construction. Robotics in earthwork not only enhance safety but also save on time and enable carrying out activities to hard and complicated for manual labor or use of simple machinery. Various projects have been undertaken by the EU in this field and they include the OSYRIS and CIRC projects.

OSYRIS project

The OSYRIS and CIRC projects were initiated by the EU to come up with machines that utilize GPS and laser data to enhance earthworks in road construction. The projects uses semi-autonomous machines that collects and processes data to enable the control of aspects in road construction such as speed, temperature of the bitumen to be laid, thickness of the layers and distance control. The project also aims to coordinate several machines at the same time to improve efficiency and productivity. This will be carried out by using computer programs fitted into each machine that decide when and how each machine will be activated. OSYRIS and CIRC projects involve the use of robotic technologies in a variety of tasks and are not as such a single robot (Balaguer and Mohammed 1140).

Tokyu Digging Work Robot

This remote controlled robot developed by the Tokyu Construction Company is mainly used for digging vertical pits and subsequent loading of materials on trucks for carting away.

The robot is fitted with a turning body that can maneuver according to the area being excavated. The robot also has cutters for the actual digging work and vacuum extraction system that removes the excavated material from the pit to the surface. The robot can also be used in digging areas with soft rock which may prove difficult and dangerous for other techniques. The robot is fitted with a cutter drum that scrapes out soft rock thus reduces the risk posed by actual digging in soft rock. The cutter drum has little vibration hence noise pollution is minimized and the risk of collapse is also minimized. The free travelling robot can be used regardless of the pit shape. The entire functioning of the robot is controlled by a control panel contained within it. Signals are sent to the panel from the surface regarding the speed of digging and when to remove the dug materials. The controller also initiates emergency shutdown if any problem arises (IAARC 23).

Other types of earth works robotic systems present in the construction field include: Unmanned Caisson system, ROVO Caisson Method, Pneumatic Caisson, Tele-Earthwork System.

Tunneling

The tunneling process involves high risk tasks of digging underground. The tunneling process requires heavy lifting and digging in potentially unstable areas hence a need for accuracy. Various robots have been developed for this process so as to limit the risk for human operators.

Segment Automatic Carrier System for Shield Works

This machine developed by Shimizu Corporation is intended to convey materials from the surface stock yard to the underground where the materials are received by the shield tunneling machine. The system contains five components: A central control unit equipped with an optical communication system, battery operated carriages, an automatic elevator, a lifting and transfer device and an automatic stock-rack device (IAARC 53).

The battery operated carriages receive commands from the control unit regarding the conveyance of materials from the point of tunneling to the point where the elevator system is situated. The carriages run on rails present in the tunnel and are loaded by the tunneling machine. The carriages are controlled by the control unit and all activities are coordinated such as efficiency is maximized.

The stock rack device moves up and down the shaft as commanded by the control system. The elevator is the means by which the carriages travel through the shaft. The elevator is controlled by the control unit such that each time a carriage is loaded the elevator is turned on. The segment lifting and transfer device collects materials from the carriages and transfers them to the elevator. It is comprised of a forklift that receives the materials and a trolley hoist whose main aim is to ensure every piece is transferred to the elevator.

Tunnel Swift Lining Robot

This robot is used for the lining of tunnels (both new and existing) using concrete. The robot is equipped with a movable segment that is attached to an endless belt. The robot also contains an arm that can extend and contract as required, a sliding device and a hydraulic unit. A computer in the robot controls the extension of the arm, the sliding device the thrust force of the movable segment and the rotation of the belt. The positioning of the robot is through ultrasonic sensors that measure distances from the far edge of the tunnel. The rotation of both the arm and the belt are set to be equal such as the materials being delivered by the belt are conveyed to the arm where they are placed on the tunnel surface.

The lining process is through shotcreting concrete at a high speed into the space between the tunnel edge and the interior movable form. The positioning of the movable form is achieved by use of stroke detectors that measure the stroke and arm length of each thrust jack (IAARC 57).

Road Paving

The major function in road construction is the actual paving activity. Road paving requires high degree of accuracy so as to ensure an even surface. Due to increasing cost of road construction it has become a necessity to automate the whole process so as to increase both productivity and efficiency so as to enable the reduction of costly operations.

SAKAI road profile cutter

This is a profiling robotic machine that uses programmed data to adjust the cutting depth automatically along the road. The cutter contains an automatic control system (ACCS) with two modes, a contour dependent mode and a longitudinal contouring mode. The two modes depend on different cutting methods with the contour dependent mode maintaining a steady cutting depth that depends on the surface of the road. The longitudinal contouring mode changes the cutting depth progressively depending with the changes of the lateral road surface. The robot is fitted with electro-hydraulic servo valves that control the cutting depth. As the machine moves forward, sensors pick up data pertaining to the gradient and condition of the road surface which is the processed by the on board microprocessors. The micro processors send signals to the servo drums on what depth of cutting is required thus raising or lowering the cutting drum as appropriate. The robot requires proper input of the road datum points so as to be able to compare the data collected by the sensors and the actual road surface required (IAARC 39).

The RoadRobot

The RoadRobot is a multipurpose machinery that has automated various functions of the paving process (IAARC 43). The robot can receive asphalt automatically, has an automated asphalt conveyance system, can control the asphalt laying process, has sensors for automatic control and finally the robot can start and stop automatically depending on the controlling programs.

The robot contains sensors situated at the drivers compartment that sense and judge the distance to the asphalt feed vehicle and also the height at which the asphalt conveyors are situated. The robot then forwards this data to the driver who can the reverse and set the correct parameters required to receive the asphalt. The robot can initiate where to start and where to stop the paving process depending on the level of asphalt it carries. This ensures that the road surface is smooth, even and to the required depth.

The RoadRobot uses pre-programmed data to lay the asphalt to the required depth. The paver moves along the road laying and compacting the asphalt to the appropriate depth that depends on the initial surface of the road and the required preset final surface. All functions regarding paving i.e. compacting, laying and leveling are all controlled by computer programs inbuilt into the robot.

Although the robotic paver has an operator, the steering process is completely automated. The operators job is mainly to set the paver along a given guideline and perform small task such as setting the paver to receive asphalt. A specific guideline such as a curb forms the basis of mechanical referencing through which the RoadRobot steers. In situations where a guideline is absent, a laser based navigation system installed in the robot is utilized. The laser system scans the surrounding area and analyzes the angle between the robot and positioning elements installed by surveyors along the road profile. The RoadRobot is a pioneer in its field as it is the first paver able to navigate itself.

House Building and Inspection

Various robots are used to carry out certain functions in house construction. These robots provide work that may require high levels of precision otherwise unattainable manually. Inspection activities also require automated machinery since visual inspection is not reliable and cannot accurately judge if a structure has been constructed to the required degree.

Concrete-Slab Finishing Robot

This robot is designed to carry out the final finishing of concrete slabs in building projects. After concrete has been laid on a floor it is essential to carry out smooth finishing. This was traditionally done using trowels by skilled craftsmen but it has proven to be too tiresome and time consuming. The robot has been equipped with sensors that allow it to move automatically within a specified area. The robot carries out the finishing process by use of installed trowels attached on its bottom side. Due to the homogeneity of the trowel marks, the final finishing is of excellent quality. The robot has been programmed to lay a specific amount of concrete to achieve a level surface. The robot contains sensors that determine the amount of concrete to be placed depending on the initial texture of the slab (IAARC 93).

Exterior Wall Tile Inspection Robot

This robot was developed so as to analyze the bonding conditions of tiles for external walls. The boding strength of exterior wall tiles reduces with age. This shortens the life of a structure and may even lead to the tiles falling off. The robot is designed to move up and down the wall surface by use of cables suspended from the roof parapet. The robot has ten diagnosis balls that tap the tiles continuously and the resulting sound is analyzed. The robot then provides a graphical representation of the results (IAARC 95). The robot movements up and down are automatic and the collection and analysis of the data is also automatic.

Conclusion

It can thus be seen that the construction industry has been infiltrated by robotics to a large extent. Robotics in construction offer very many advantages to the conventional methods that included manual labor and use of machinery. First, robots enable work that may prove unsafe for humans to be carried out. Activities such as digging of large pits, construction of tunnels and earthworks in unstable formations are too risky to be carried out by human beings thus robotics can be utilized. The second advantage of robots is that they are accurate and conserve time. Work that may take ten men ten days can now be done on a single day by a single person using a robot. Robots can also gather information that could previously impossible or too expensive. The use of GPS surveying in large areas is an example since manual execution may take too long to be of use. The use of the tile inspection robot is also another example since the determination of the quality of the tiles would otherwise been have left for visual inspection which could have been too late to manage the problem.

In considering these advantages we can conclude that the construction industry has greatly benefitted from the use of robotics and future developments in the application of robotics in construction is highly welcomed.

Works Cited

Balaguer, Carlos and Mohammed Abderrahim. Robotics and Automation in Construction. Automation in Construction 18.8 (2009): 1135-1143. Print

ISO 8373: Manipulating Industrial Robots. Geneva (Switzerland): International Organization for Standardization, 1994. Print.

Robotics and Automated Machines in Construction. Watford: International Association for Automation and Robotics in Construction (IAARC). 1998. Print