Building Today - Issue 2

ISSUE 002 / JAN-APR 2019 PRICE: KES 250.00

Global Trends in Project Management; Innovate or close shop

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* WOMEN IN CONSTRUCTION ∞ BUILDING TODAY IS PUBLISHED BY ASSOCIATION OF CONSTRUCTION MANAGERS OF KENYA ISSUE

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Tononoka Group

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This Quarter

EDITORIAL Head of Editorial Daniel M. Mwangi Editor-in-Chief Godfrey Ombogo Creative Designer Joseph Abuya

Editorial Note A very warm welcome to the 2nd Edition (Jan-April 2019) of Building Today.

It is a well packed issue where we have gone the extra mile to bring our readers up to speed with updated and relevant information in the construction industry and the latest construction trends shaping our world.

Our cover feature in this issue looks at global trends in Project management (PM) and the importance of the local level profession to benchmark against emerging global PM trends. For the better part of the last decade, we have seen the adoption and growth of Project Management in the construction industry within the East African community. As projects become complex and sophisticated so has been the need to develop and regulate the Project management profession as well as adopt to Information technology. Andrew Mwaura, Director Sterling Project Management talks about global best practices and the reason why firms should adopt these practices and embrace innovation culture.

We also spent some time with Edith Andabwa who tells us about her experience as a construction manager in a male domineering perceived industry, the challenges and vital lessons learnt.

We have several exclusive company insights in this issue on key to Africa infrastructural gap, Lean Construction as well as block chain in construction.

We do hope you enjoy the issue.

Daniel M. Mwangi

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MARKETING Head of Marketing Judy Wairimu MAGAZINE COMMITTEE Lucy Mesa Jeremy Mburu Michelle Bosibori Robert Oboch EXECUTIVE Nashon Okowa - Chairman, ACMK Isaac Ndirangu - Secretary, ACMK

Produced/Published By ACMK Eden Square, Chiromo Road, Westlands, 7th Floor, Block 1, Nairobi, Kenya +254 714 860673 / +254 20 3673071 Email: building.today@acmk.co.ke Website: www.acmk.co.ke

Copyright Š 2019, ACMK. All material is strictly copyrighted and all rights reserved.

Reproduction without permission is forbidden. Every care is taken in compiling the contents of Buildingtoday, but we assume no responsibility for the effects arising therefrom. The views expressed are not necessarily those of the publisher.

Building Today what’s inside...

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Global Trends in Project Management; Innovate or close shop

Contents Issue 2 / January - April 2019

8. Building Skills Key To Closing Africa’s Infrastructure Gap

Africa is growing, and the burgeoning infrastructure is evidence that the rise is inevitable.

18. Blockchain In Construction

What Difference Will Blockchain Make in Construction Industry?

24. Innovation & Technology

BIM: The Tipping Point for the Construction Industry

30. Construction Management

30 32. Trades Corner

Common Construction Problems and How They Can Be Solved by a Construction Manager

ACMK talks to Alex Mathenge about his job in carpentry.

36. Sustainability

How to Specify Wood Material In Green Building Projects

39. Building Construction Safety

The likelihood of work at height in construction is very high as clients aim for high-rises.

34. Women In Construction.

It is still perceived as a male domineered industry. The Kenyan construction industry however is expeditiously changing to alter this assertion – it won’t be long. Edith Andabwa speaks to ACMK on what it take to survive as a woman in the industry as she has been practicing Construction Management for the last five years and says she doesn’t regret her decision.

39 42. ACMK Registered Members

Check out the list of all existing ACMK members: Corporate, Graduates and Students.

46. Opinion

Application Of Value Engineering In Construction Projects.

Follow @acmk_ke

Follow us on twitter for the latest trends in Construction Industry

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ACMK EXECUTIVE OFFICIALS - 2019/2020

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Nashon Okowa ~ Chairman

Lillian Ochako - Vice Chairperson

Isaac Ndirangu - Secretary

Esther Waweru - Treasurer

Ford Ongoma - Registrar

Joseph Chege - Assistant Registrar

Lucy Mesa - Organising Secretary

Lilian Mutheu - Assistant Organising

Judy Wairimu - Head of

Secretary

Communication and Marketing

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OPENING DOORS TO NEW OPPORTUNITIES Construction Management & Project Management.

One team, combined strength, greater opportunities.

Feasibility Study

Consulting & Advisory

Head Office BLN House, Gatundu Road, Kileleshwa +254 792 265 321

Project Management

Development Management

info@beaconafricaconsultants.com www.beaconafricaconsultants.com

Construction Management

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SPONSORED EDITORIAL

Building Skills Key To Closing Africa’s Infrastructure Gap Africa is growing, and the burgeoning infrastructure is evidence that the rise is inevitable. A report from the African Development Bank (AfDB) projects a growth of 30 per cent for African economies by 2040. However, there’s a catch. This growth will only be possible by closing the wide infrastructural gaps on the continent. Ensuring a homegrown solution to this challenge is critical.

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oward Aidevo Consulting is an advisory services company supporting clients who are developing infrastructure in the construction industry, with clients from both public and private sector. These include: project owner teams, technical advisors, contractors, developers and infrastructure financiers. The organization offers a wide range of services centered on the Built Environment: Project Management, Construction Management and Capacity Building.

The carefully curated knowledgeable experts are intimately familiar with the difficulties in multi-phased projects, bringing complementary skills and an understanding of the challenges of implementing projects in developing economies.

The training arm of Howard Aidevo, dubbed Building Capacity for Developing Infrastructure Projects (BCDIP) supports growth of local skills so that African infrastructure projects are designed, developed and executed by Africans. It is uniquely positioned to become the go-to training solutions provider for the construction industry on the continent.

“Mentorship and capacity building of graduates and young professionals in the Built Environment is vital for the growth of the sector in

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Mentorship and capacity building of graduates and young professionals in the Built Environment is vital for the growth of the sector in Africa.

Author: Rose Kananu, Civil Engineering, MBA and Managing Director, Howard Aidevo Consulting Limited.

Africa. We are happy to mould the next generation of leaders in the construction sector through our BCDIP Scholar Programme,” says Ms Kananu, the Managing Director.

Howard Aidevo Consulting has already launched a successful innovative training program for graduates, partnered with the Engineers Board of Kenya (EBK) to run CPD training online, and signed partnership with one of Africa’s leading APMG ATOs for PPP certification programs -- just to name a few milestones.

Drawing on the extensive experience and work of local and international experts BCDIP is offering training in Project Management, Construction Management and Public Private Partnerships (PPPs) through public seminars and custom in-house courses at clients’ request.

Governments across the continent are under pressure to close infrastructure gaps in their countries.

Without knowledge in fund-raising and procurement of large infrastructure, such projects are often perceived as insurmountable feats -- or handed over to foreign contractors and financiers.

This is why beginning May 2019, BCDIP will run case-based training programmes to increase awareness level, skills and knowledge on how to go about the PPP process, and navigate the legal, financial and commercial aspects of PPPs. Besides embracing local and global best practice, BCDIP desires that participants become empowered to address a critical driver of PPP success that is often overlooked: securing the right project management expertise.

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COVER STORY

Global Trends in Project Management; Innovate or close shop Locally, there are several bodies that govern project managers namely: PMI Kenya Chapter; the Association of Construction Managers of Kenya (ACMK). While these bodies may still be young, they have managed to seal their mark within a relatively short time.

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n today’s era, project management is positioned at the front line to turn an organisation’s strategy into tangible results. At the local level the profession is still in its infancy but is slowly getting recognition.

As such, it is important to benchmark against emerging global project management trends and how they aid in the successful delivery of projects. Projects at the local level are becoming larger and more sophisticated, as such, project managers need to adopt innovations that will help teams best meet the needs of customers, stay within budget and achieve business goals.

In this article, I will try to identify and expound on current global trends that are shaping the industry and whose adoption is helping better delivery of projects. Some of these trends relate to regulatory bodies, adoption of IT in project management, the use of PMOs in large project delivery, as well as consolidation.

REGULATORY BODIES In an increasingly project-oriented world,

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Ultimately to empower businesses and shape the future of projects, we need to understand that digital tools and technologies ought to concentrate on features that: create a central planning and performance monitoring solution to be used by all relevant departments.

organisations now require project and programme managers to value credentials from top-level project management bodies. Historically, projects have been undertaken for millennia, but it was only in the later 20th century that construction industries began to recognise and indeed speak of project management. An article

by Mosaic Project Services states that project management is now being regarded as an emerging profession that has developed during the last 30 to 40 years.

Over this period project management associations have emerged globally and have been at the forefront of streamlining the profession by detailing knowledge areas and even certifying project managers. This has helped in keeping out quacks and getting wider acceptance of the profession.

Known to be the world’s first project management association founded in 1965, International Project Management Association (IPMA) originally named INTERnational

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COVER STORY

NETwork (INTERNET), started as an international network to exchange project management experiences.

The body then developed into a global organisation in the 1970s and has since seen tremendous growth.

Thanks in large part to the immensely popular Project Management Institute (PMI), project management has become an incredibly valuable merit badge for professionals of all stripes. Founded in 1969, PMI has grown to be the world’s leading project management organisation with over 500,000 global members and over 300 local chapters internationally.

Originally developed in the UK in 1989, today PRINCE (Projects In Controlled Environments) widely dominates countries around the world, after PMI, as it provides the standardised set of processes and procedures for safe, controlled and efficient planning and implementation of projects.

Locally, there are several bodies that govern project managers namely: PMI Kenya Chapter; the Association of Construction Managers of Kenya (ACMK). While these bodies may still be young, they have managed to seal their mark within a relatively short time.

In the recent past at a launch where the Construction Project Managers (CPM) Chapter was added to the Architectural Association of Kenya (AAK), CPM Chairman Arch Oscar Ogunde said, “The addition of the Project Managers Chapter to the AAK recognises the critical role we play in the construction and development sector; with the expected growth in the sector over the next decade, this is the right time to establish the correct framework that will support project managers in the delivery of quality services within the region.�

The formation of this chapter marks a significant achievement in the evolution of project management.

ADOPTION OF IT IN PROJECT MANAGEMENT Managing projects that are multifaceted is quite a challenge even for the most seasoned project managers. These challenges include inconsistencies with approach;

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lack of visibility of project status; improper risk management as projects rarely go exactly according to plan; inconsistencies in presenting consolidated reports and metrics that are represented in all projects; poor management of funds; immense size and scope of projects. Despite the burden and complexity that projects face attributed by the challenges of having to accomplish a range of tasks, adopting technology can and should be used as a way to turn these into a competitive advantage.

Ultimately to empower businesses and shape the future of projects, we need to understand that digital tools and technologies ought to concentrate on features that: create a central planning and performance monitoring solution to be used by all relevant departments; cover a wide range of processes for a range of business types and sizes from mega-construction projects to office management; create a platform to enable front-end planning of potential projects; implement funding traceability to track the flow of funds from source down to transaction level; implement a real time project performance reporting solution based on operational data and transactions from the projects; implement a project portfolio wide risk and issue management solution based on a common risk breakdown structure.

When Information Technology (IT) is implemented purposefully, only then can a business and project see patterns of benefits with respect to: (i) providing full audit capability with comprehensive DMS and IPMS capabilities, thus improving transparency and consequently investor confidence; (ii) improvement of the project efficiencies through unrivalled collaboration tools; (iii) executives and project managers being able to identify areas of deficiency in the projects and then formulate and implement corrective actions in a timely manner (performance and resource management) With the changing complexity and nature of managing projects, embracing IT has become the need

of the hour. Conventional PMO tools such as Microsoft Project and Primavera have been sufficient and widely used worldwide, however software companies are transitioning to new solutions in a bid to help teams navigate the current fast-paced environment.

These include: Proworkflow, Workzone, Microsoft Teams, Key360, Oracle P6 and Prime, Wrike and GanttPRO. PROJECT MANAGEMENT OFFICE (PMO) As one of the most dynamic areas globally, Project Management Office (PMO) has been evolving itself to successfully align the best practices in the industry.

Generally, a PMO can be understood as a group that sets, maintains and ensures standards for project management across an organisation. While a PMO has different responsibilities and focus depending on the organisation, a PMO should provide benefits such as: deliver projects under budget; improve communication across projects; deliver projects ahead of schedule; increase cost savings; reduce failed projects.

A key element every enterprise wants is the ability to respond quickly to changing programme and market conditions.

Additionally, they want to be able to deal with the increasing complexity of projects and technology environments, as well as deliver ROI without unnecessary waste.

On that same note, replicating successful projects and succeeding in working productively and collaboratively is an important element. Lastly, enterprises ideally want to course-correct or cancel

85% of companies had a PMO in 2016, up 5% from 2014. They also found that 30% of companies without a PMO plan to implement one. This is backed up by a recent report published by the Project Management Institute stating, companies with a highly efficient PMO in place are successfully able to meet almost 48% more of their initial goals and objectives.

failing projects in a timely manner. Due to these reasons, PMO set-ups are seen to be gaining more popularity within organisations.

According to PM Solutions research, 85% of companies had a PMO in 2016, up 5% from 2014. They also found that 30% of companies without a PMO plan to implement one. This is backed up by a recent report published by the Project Management Institute stating, companies with a highly efficient PMO in place are successfully able to meet almost 48% more of their initial goals and objectives.

“At the end of the day, PMOs are in place to ensure project and program success, and that is critical because organisations deliver value to their stakeholders through projects and programs,” says Brian Weiss, vice president, practitioner career development of the Project Management Institute.

Locally, while PMOs are yet to establish a firm stance as it is a fairly new concept, international companies such as Eskom, a power generating company in South Africa, and Lukoil, a crude oil extraction company in the MiddleEast, have both introduced central operation points by integrating their project management data with ERP

systems in order to get realtime and daily monitoring of various tasks within their companies. This project visibility has helped greatly improve their productions efficiency.

CONSOLIDATION Another global trend currently is consolidation.

Firms have realised that in order to capitalise on cross expertise and indeed remain competitive, it is important to consolidate resources and this has led to strategic mergers at the global level; for example, British Construction Consultancy Company, Atkins and Canada’s biggest construction company SNC – Lavalin merger in 2017.

At the local level, we have smaller firms with an average of four to five employees of which only one or two have more than 10 years’ experience. Due to this, local firms have found it difficult to compete with international firms who as a result of consolidations and mergers can call upon hundreds if not thousands of experienced personnel to support any bid. As such it is now critical that we move away from small uncompetitive firms to larger firms that can compete locally and regionally as well.

In summary, it is not whether firms should adopt some of the global best practices that I have highlighted but rather they must. Choosing to remain in the past is choosing to remain irrelevant and thus ultimately perish. Innovate or close shop.

Article by Andrew Mwaura, Director, Sterling Project Management.

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SPONSORED EDITORIAL

Usher in the New Year with a healthy leak-free home At the onset of each New Year, we all make resolutions such as opting for healthier eating choices, adhering to a physically active lifestyle and following disciplined sleeping habits. Similar to this, a few of us would have also considered building a New Home in the coming year, for themselves and their family.

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home remains an individual’s most cherished asset and biggest investment decision taken. It isn’t merely a shelter made up of lifeless bricks and concrete. For an individual and his or her family, the home remains a highly emotional part of everyday life.

However, today homes face various types of threats that weaken its structure – both internally and externally, thereby reducing longevity.

One of the biggest threats faced by newly constructed homes today is water ingress and extreme heat, which over the years manifests into water leakages and correlated issues, such as cracks, dampness, mould growth and corrosion. As the widely known phrase correctly states, “A stitch in time saves nine.” any proactive effort towards risk mitigation initiatives such as waterproofing through the usage of quality materials and expert workmanship, could prevent more pain later.

All these issues necessitate the need for new homeowners to undertake waterproofing and other proactive measures; for their newly constructed homes.

While only a few new homes include basic waterproofing, in certain cases it remains restricted to only roofs.

Hence, it is imperative to have proper waterproofing initiated at all water entry points or areas, to ensure that one’s home becomes a ‘5-Point leak-free Home’. A 5-Point leak-free home waterproofed means that

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A 5-Point leak-free home waterproofed means that waterproofing isn’t merely restricted to the roof, but also covers internal wet areas (bathrooms, kitchens and balconies), exterior walls, concrete water tanks and below ground areas.Conventionally

Article by: Crown Classics Limited

waterproofing isn’t merely restricted to the roof, but also covers internal wet areas (bathrooms, kitchens and balconies), exterior walls, concrete water tanks and below ground areas. Conventionally waterproofing has been considered a remedial measure, which is taken only once leakages appear, most new homeowners question the need for chemical waterproofing and especially at a time when their house is being constructed. It would, therefore, be pertinent to point out that in recent years housing construction has largely witnessed a deterioration in the quality of unbranded raw materials such as sand, bricks and aggregates. Along with this, the varying climatic fluctuations are resulting in weather becoming extreme for construction.

During construction, it is important to understand that different surfaces are exposed to diverse kinds of challenges; hence the solution for each of these surfaces should be best-inclass, to have the right

kind of waterproofing. The home will be fully protected only when all five possible water entry areas are properly waterproofed. These five surfaces are crucial and here are some reasons: 1. Below ground – Ground water rises over a period of time and enters your home, damaging internal walls.

2. Internal Wet Areas (Bathroom, kitchens and balconies) – These areas are exposed to water for 365 days, causing seepage and peeling of paint on internal walls.

3. Roof – Temperature changes, as well as wear & tear cause cracks on the roof surface, leading to water leakage & dampness on your beautiful ceilings.

4. Concrete Water Tanks - These water tanks due to the formation of cracks are susceptible to leakages, through the tank surface. It is therefore important to correctly waterproof this area.

5. Exterior Walls - Temperature changes cause cracks in exterior walls, leading to damp patches and therefore tainting the overall look of your house.

Any construction taken up without “5 point waterproofing”, would invariably lead to structural damages in your home due to water ingress. Repairing these damages are often expensive and timeconsuming. Furthermore, it also spoils the appearance of a home and decreases its resale value.

An in-depth waterproofing process ensures that risk of future damage is eliminated and home valuation protected. This remains especially true in the case of new homes and therefore a comprehensive chemical waterproofing must be done in the construction phase itself; to keep the home of your dreams leak-free and beautiful for years to come.

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ACMK GALA DINNER/MAGAZINE LAUNCH AT MOVENPICK HOTEL

01. ACMK Council Members 2018 -2020.

02. Lilian Mutheu, former JKUAT student representative receives her award from Rose Kananu for her diligent service in ACMK. 03. Clifford Ochieng of AKPIA and Isaiah Komotia of Madison Insurance reviewing the building today magazine.

04. Our chairman, Nashon Okowa, poses for a photo with Project managers from Iris Project Management.

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05. Peris receives an award on behalf of MRM in recognition of their contribution towards the growth of Project management.

06. Project Managers from MMLTT pose for a photo.

07. QS Okweto, Public Works Secretary and our Chairman Launch the building today magazine.

08. Silvie Atong receives an award in recognition of her contribution towards the growth of construction Management though her blog, My Buildingcode.

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09. The Building today magazine committee pose for a photo.

A word from Buildingtoday

Keep it here for the latest in construction industry explained in pictures. All pictures are copyrighted.

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BLOCKCHAIN IN CONSTRUCTION

What Difference Will Blockchain Make in Construction Industry?

Blockchain is disrupting businesses across industries, including the construction industry. What is blockchain? In simple terms, blockchain is a technology that creates trust between transacting parties without the help of an intermediary such as a bank. It distributes the role of intermediation across a network of independent computers, also known as nodes, thus results in trust and makes it possible to transact peer-topeer. Think of it as a ‘trust machine’ that somehow propagates trust in any industry.

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he construction industry has faced its fair share of challenges arising from distrust. In Kenya, the real estate industry is a boom with new estates, apartments and office suites rising to the sky almost monthly.

Consequently, there has been a beehive of activities in the construction industry with all stakeholders actively participating. Cases of wrongly acquired title deeds; irregularly issued construction permits; and procurement problems have been on the rise. Instances of poorly constructed buildings, collapsed apartments and demolition of buildings on riparian or public land have recently hit news headlines. Blockchain technology can help dispense trust and restore integrity in the construction industry globally.

Let us explore how this will happen. First, blockchain will disrupt the supply chain mechanisms in the construction sector. Purchase orders, invoices and delivery notes are mostly still paper based.

This makes it difficult to track and manage inventory, track and trace supplies along the supply chain network, ensure timely delivery, and trustable and verifiable transactions with vendors or inventory managers. Time is an important factor in the construction industry because projects are time-

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Blockchain in supply chain can help create a single source of truth about the availability and provenance of construction materials supplied while also helping to track payments.

By Benjamin Arunda, Head of Education at Blockchain Association of Kenya, Author of ‘Understanding the Blockchain’ book.

bound; shortfalls in inventory levels and delays in delivery of materials can be extremely costly. Digitising this entire process in a distributed ledger with blockchain smart contracts installed at different engagement points will make the process seamless and trustable. This kind of system provides audit trails, thus making it possible to track and trace material supplies. Blockchain in supply chain can help create a single source of truth about the availability and provenance of construction materials supplied while also helping to track payments.

Secondly, blockchain can be used to digitise land acquisition, title deeds, and building rights. Having permanent, immutable records of land ownership and permissions can help reduce irregular acquisition and issuance of titles and building rights. These records cannot be altered by anyone once they are entered into the ledger; thus no longer at the mercy of a physical land registry and other authorities. This actually makes work easier for institutions such as the Nairobi County government, National Construction Authority (NCA), and National Environment Management Authority (NEMA),

thus ensuring that built environments are on regularly acquired lands and constructed with permission. A digitised land registry will also speed up the process of land acquisition, thus help real estate investors to achieve their project timelines.

Thirdly, in any construction project, there are many stakeholders involved, such as architects, engineers, construction managers and suppliers. Blockchain can enable stakeholders to collaborate and ensure a smooth workaround in the different aspects of the project. Using smart contracts, worked hours in a construction site can be registered and inputs from various devices managed to ensure that every transaction is more effective and traceable. This makes it easy to hold stakeholders accountable for their contributions to a project.

There are many other possible applications of blockchain in the construction industry but these three stand out. Through formation of associations and consortiums such as the Construction Blockchain Consortium (CBC), stakeholders can explore more ways to use blockchain technology to improve activities in the industry.

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STUDENTS COLUMN

Thanks to ACMK I Now Know I Chose The Right Path Gith Nix poses an important question, “Does the walker choose the path or the path the walker?” Most times when traversing the earth, we take different directions, and whether by fate or accident, we find ourselves one way or another wondering if the choice we made was the best.

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n September 2016, I stepped into Kenyatta University eager and keen to study construction management as one of the pioneers of the faculty in the institution. “Guinea pigs”, as some would call us. Being a pioneer comes with its fair share of challenges, such as being accustomed to taking things as they come. I mean there was no previous experience to draw lessons from.

When I joined the course, I did not anticipate the diversity in the training that came with it. In my first year of study, I spent hours in the studio drawing lines. “You have to train your wrist, drawing and design is a skill that can be perfected, it is not talent,” my lecturer would say. I have never been in agreement with that statement. I think drawing is a talent, the weird elevations and perspectives some of us drew could attest to that.

You have to train your wrist, drawing and design is a skill that can be perfected, it is not talent Kenyatta University Lecturer

management. At least it made me appreciate the term “management” in construction and things started becoming clearer. Confusion slowly faded away and I began appreciating the diversity of Construction Management and what it really entails after attending several workshops by the Association of Construction Managers of Kenya (ACMK). I also interacted more with books and developed a clearer career path.

Being in the presence of my peers and people who

have done construction management boosted my zeal and confidence. Throughout my two and a half years of studying I have been shaped by the experiences I have had.

I am almost on my final lap now and I have never been so ready to take on the industry.

I know it will be worth my while.

Jeremy Ian Njoroge is a Construction Management student at Kenyatta University and ACMK Member representing students.

Lectures at the sites for building construction remain some of my best experiences as they were more practical and engaging. Amidst all these some confusion crept in, I could not really tell my career path.

Studio hours made me think I would probably be an architect by default, funny. Site visits made me think I would be a supervisor at construction sites.

I think that is where the notion of foreman came from; students in other departments would call us that.

Second year was better as we were introduced to some management units such site B U I L D I N G T O D AY ISSUE 002 / JAN-APR 2019

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Oracle Aconex BIM Module: Centralized Cloud Solution for Optimized Collaboration and Usage of Digital Models

Oracle Aconex is a CDE (Common Data Environment) which allows all project participants to access, edit and enrich BIM models.

Oracle Aconex facilitates the coordination of feasibility studies, efficiently managing and tracking design changes, comments, decisions.

Thanks to the innovative functions of Oracle Aconex for BIM, important operational gains are achieved, with a coordination under control for all parties.* *Source: customer case studies on https://www.oracle.com/customers/

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INNOVATION & TECHNOLOGY

Lean Construction

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s the construction sector continues on its strong rebound, expanded opportunities bring new challenges and business considerations. Project owners demand faster builds; skilled trade resources become increasingly scarce; cash flow requirements intensify; and costs—both real and reputational—mount for delays.

These factors, and many more, exert considerable pressure on already narrow margins.

Firms seek solutions to help them more consistently deliver projects on time and within budget to optimise customer satisfaction and margin potential. Lean construction methodologies increasingly factor into the mix, and for good reason. Leveraging Lean practices and principles, which focus on optimising value with fewer resources, can save an average of 10% on total project cost, according to the Lean Construction Institute. Simply embracing Lean does not guarantee these impressive results, though. Instead, firms must effectively implement the approach. Tools have been scarce, however, and those that exist often require considerable manual effort and support only portions of the Lean methodology.

With the rise of Lean in construction, we have also seen many in the industry adopt an either/or approach to construction management methodologies—aligning with either the Critical Path Method (CPM) camp or the Lean Construction contingent.

Both approaches have strong and proven merits. Limiting adoption to one or the other, however, inherently means that organisations are leaving

Lean construction methodologies increasingly factor into the mix, and for good reason. Leveraging Lean practices and principles, which focus on optimising value with fewer resources, can save an average of 10% on total project cost, according to the Lean Construction Institute.

Article

by Oracle Construction & Engineering

important opportunities for improving performance on the table. Firms that can successfully harness the power of both approaches stand to gain a significant competitive and operational advantage.

It is time to bridge the divide between Lean Construction and CPM. The key is digitising and simplifying Lean Scheduling to optimise its impact while providing a unified platform where Lean Scheduling and CPM can coexist, thrive, complement each other—and deliver compounded benefits.

STRONGER TOGETHER CPM and Lean Scheduling both have strong track records.

CPM uses a project network diagram to identify and map relationships between activities that have a direct impact on the project completion date, making it suitable for engineering and construction projects.

Lean Construction applies the concepts of Lean Manufacturing to the end-to-end design and construction process—focusing on the task level and the precise coordination and communication required to meet commitments and task handover between

construction disciplines.

Coordination, commitment, and community are the bedrock for Lean Construction. “Lean methods seek to develop and manage a project through relationships, shared knowledge, and common goals,” says the Lean Construction Institute.

“Traditional silos of knowledge, work, and effort are broken down and reorganised for the betterment of the project rather than of individual participants.”

Lean Construction strives to continuously improve quality and efficiency in the construction process. To achieve this goal, it focuses on maximising utilisation of materials and labour and eliminating waste and nonvalue adding activities.

A recent Dodge Data & Analytics Owner Satisfaction & Project Performance study found that “high Lean intensity projects were three times more likely to complete ahead of schedule and two times more likely to complete under budget.” That’s a powerful testament. However, too often Lean values don’t align with CPM priorities. As a result, we have seen tension rise between “scheduling camps”, as traditional CPM advocates hold firmly to the opinion that its means and methods were the “right way” to build and maintain a proper schedule. At the same time, Lean advocates firmly assert that CPM networks were never intended to manage the level of detail that a Lean schedule targets to properly execute in the field production work.

We argue that with the right technology and tools, these approaches are not only compatible, but when skillfully integrated can deliver exponential benefits.

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INNOVATION & TECHNOLOGY

BIM: The Tipping Point for the Construction Industry The two-dimensional information management model of construction however falls inadequate to the task as it has not adjusted to these intricacies, resulting in difficulty in coordination of this information. Keeping information consistent and compatible across the various project participants is difficult. Design revision using 2D CAD systems can be difficult, time consuming and expensive (Eastman et al., 2011).

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ime and cost control in construction projects fuelled the advent of the construction/project management profession in the industry. Nonetheless, it remains one where, almost certainly, projects tend to cost more and be delivered later than scheduled.

Arguably, many milestones realised in the construction industry have been reinforced by research and development in the manufacturing industry. To imply that the same sort of dramatic change that happened in manufacturing over the past two decades is about to happen in construction would however be deceptive. The manufacturing industry owes much of its success to the presence of a permanent and controlled environment where the product can be designed, prototyped and tested prior to final production.

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This promotes quality assurance, reduction of wastes and value addition as well as enabling potential clients to view and try the product prior to purchase. A fragment of this has been achieved in mass residential construction development.

With increasing complexity of projects, the information generated, exchanged and absorbed by the construction process is intense (Betts and Brandon, 1995). The two-dimensional information management model of construction however falls inadequate to the task as it has not adjusted to these intricacies, resulting in difficulty in coordination of this information.

Keeping information consistent and compatible across the various project participants is difficult.

Design revision using 2D CAD systems can be difficult, time consuming and expensive (Eastman et al., 2011). Idealising a 3D scenario into 2D drawings is

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BIM combines width, height and depth 3D with time (4D), cost (5D) and facility management (6D), thereby encompassing six dimensions.

The use of BIM promotes a work shift with designers’ work efforts being intense during design and documentation unlike in the traditional 2D setting. The BIM platform offers an avenue for the simulated construction of building components as well as coordination of all elements and processes before production (Eastman et al., 2011).

Aticle by: Pauline Wambui Maina, Structural Engineer, Atkins

the root cause of the problem in the 2D setting. The tasking nature of this process bears into the construction process, prolonging it as well as propelling the costs involved.

Effective project management can only be achieved if the quality of this information is not compromised during transfer and application.

Poor information management affects the processes in construction, as it does any other field, ultimately resulting in cost and time overruns as well as undermining the quality of the output (Rocha et al., 2017). The efficiency of information transfer as well as use of formats compatible across the project participants is therefore crucial. This need for a common language across participants in the construction process gave forth to BIM. BIM presents an opportunity for the construction industry to achieve a semblance of the prototyped designing and simulation which pivoted advancement in the manufacturing industry.

BIM is the intentional management of information through the whole life cycle of an infrastructure project.

It entails considering the intended use for an asset at the beginning of the project and how it will be integrated, ran and sustained. BIM combines width, height and depth - 3D with time (4D), cost (5D) and facility management (6D), thereby encompassing six dimensions. The use of BIM promotes a work shift with designers’ work efforts being intense during design and documentation unlike in the traditional 2D setting.

The BIM platform offers an avenue for the simulated construction of building components as well as coordination of all elements and processes before production (Eastman et al., 2011). This

serves to address challenges long before they are experienced on site where they are traditionally encountered at the construction stage as well as improve communication.

The cost of making changes at the design stage is much less than that at construction (Tardif and Smith, 2009).

BIM benefits include improved design consistency, building information standardisation, improved quality, visualisation which facilitates faster decision making, enhanced design coordination which avoids reworks as well as improved cost and time estimation. The cost and time involved in BIM implementation is recovered through savings made from its application. The initial cost of acquisition of BIM tools, lack of expertise in the field, BIM implementation process (need for frequent communication and coordination) during initial design stages and low demand for BIM technology from clients in our region, nonetheless, remain an impediment to adoption of BIM (Maina, 2018). Additionally, as is often the case, most construction players are comfortable with traditional processes. A shift in attitude towards the adoption of technology and digital delivery, especially at top management level is thus imperative for effective implementation.

Should we harness all the possible benefits of BIM, this might as well serve as the ballast that could prevent our industry from tipping further into cost and time overruns and the various battles, legal or otherwise, that ensue from these overruns. This, however, dissipates into an ideal, unless all participants; designers, contractors and fabricators, project and asset managers; get on board this ship.

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SOLAR FLAT PLATE

Collectors A great variety of solar collectors by the leading manufacturer and supplier of flat plate collectors.

The collector’s performance and reliability have been tested according to EN 12975-2 and granted the Solar Keymark Certificate. The Climasol collectors have been also granted with the CSTBat (France) and SRCC (USA) certificates.

AIRSOL

Solar Air Collector The solar air collector airsol can be used for space heating, dehumidification and ventilation of buildings with hot air The advantages of having direct heating for free with solar energy are many: • • • • • •

Saving on fuel for heating from 50-80% in houses or commercial buildings Ideal for country weekend houses, keeping them hot and fresh.

No more humidity.

Ideal for places that need heating and air renewal such as schools, offices, factories.

Ideal for closed rooms such as underground warehouses etc.

Very easy installations eve “do it yourself”.

The solar heater “AIR-SOL” is produced in 3 sizes with “blue selective” surface made of full face selective aluminium sheet for maximum efficiency.

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EUROSTAR

Floor Standing Boilers HIGH QUALITY SOLAR TANKS, IDEAL FOR THE PRODUCTION OF DOMESTIC HOT WATER TO BE INTEGRATED ON ALL KINDS OF INSTALLATIONS, RAPID HEATING. HIGH EFFICIENCY FOR LOW OPERATING COSTS. ABSOLUTE HYGIENE. LONG DURABILITY WITHOUT CORROSION, SIMPLICITY OF INSTALLATION SOLE offers an extensive rage of large floor standing boilers, which are produced according to the strictest European standards and specifications.

Eurostar Floor Standing Boilers are supplied in 8 different sizes - 150 to 1500 ltr in single, double or triple energy supply source, suitable for apartments, villas, companies or hotels. Water is heated by solar collectors and central heating, or even from electric resistance.

CBL

Hot Water Tanks For Professional Use Storage tank for sanitary hot water production Optimal for the store of sanitary water, versatile for domestic and industrial use.

Up to 3 heat exchangers plus electrical back-up Components with all the sources of energy: • To be integrated in all kind of installations • Rapid heating, abundant ad continuous ho water production • High efficiency for low operating costs • Absolute hygiene • Long durability without corrosion • Simplicity of installation

Ace Power Logistics Ltd Mercantile House, Loita Street info@acepowerlogistics.co.ke www.acepowerlogistics.co.ke B U I L D I N G T O D AY ISSUE 002 / JAN-APR 2019

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GREEN ENERGY

The Effects of Borehole Water on Sanitary Fittings and Solar Systems

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o Counter the inefficiencies of the County Governments in Managing the Scarce resource; Water, many developers have resorted in allocating part of the construction capital to sinking boreholes and extracting what should be rightfully referred to as “Groundwater” instead of borehole water.

Over 50% of the population in Nairobi is estimated to depend on ground water for drinking and domestic use.

Unfortunately, groundwater is susceptible to pollutants and Contaminants of various nature and form. Groundwater contamination occurs when man-made products such as gasoline, oil and chemicals get into the groundwater and cause it to become unsafe and unfit for human use. Materials from the land’s surface can move through the soil and end up in the groundwater. For example, pesticides and fertilizers can find their way into groundwater supplies over time. Toxic substances from factories, and used motor oil also may seep into groundwater. In addition, it is possible for untreated waste from septic tanks and toxic chemicals from underground storage tanks and leaky landfills to contaminate groundwater.

The quick fix for contamination and presence of undesirable elements not fit for human consumption can be easily done using “Under sink” Reverse Osmosis Units that are fitted at the kitchen to rid the water of all the undesirables.

This should be the norm but unfortunately as a society we have taken the direction of buying drinking water in 18 Litre bottles and using water

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Over 50% of the population in Nairobi is estimated to depend on ground water for drinking and domestic use. Unfortunately, groundwater is susceptible to pollutants and Contaminants of various nature and form.

Article by Ace Power Logistcis Limited

dispensers at both residential and commercial establishments.

The Most overlooked effect of ground water contaminated with salts and ions is what that presents to and does to the sanitary fittings along the water reticulation systems. How does the water affect the pipes, the taps, and solar water heating systems, the instant showers and the kitchen fittings? This would entail understanding and profiling under the CHEMICAL TESTS (ANIONS) contect levels as required by our standards.

The Water we use, how is the Phenolphthalein Alkalinity, Total Alkalinity, how much of Chloride, Fluoride, Sulfate, Nitrate, Nitrite and Phosphate do we have.

Solar water heating systems, being the main product that we deal with suffers most of the blunt of having anions in the water used for its application.

This is the reason why we are always curious of which type of water source is present at

site. Predominant question at the initial discussions on solar water heating should be “are we using borehole water or County Supplied water?” This informs the decision on whether to use direct water heating systems or the indirect ones.

Indirect water heating systems are preferred for locations that borehole water is used to minimize the effects of the “Hard Water” on the system while use of Direct systems would only be encouraged in instances where there is consistent supply from the county governments controlled Water and sewerage companies.

We are now paying particular attention to sites and locations that are part of the “Great Rift Valley” where in resent past the use of ‘Ground/Borehole Water’ has presented us with unique challenges. We believe that these areas have ground water containing dissolved carbonates. Since one of the materials used in construction of solar water heating systems is copper, and copper reacts with carbonates to form a soluble Copper carbonate salt, this has been to our opinion why we have seen corrosion and at times leakages in solar water heating systems tanks in installations around Ngong, Kiserisn, Naivasha, Nakuru, Areas of Narok and parts of Maasai Mara.

Since the National and County Governments have always fallen short of availing adequate water supplies to the developments we do, we should always endeavour to test the contents of our ground/Borehole water per site before making informed decisions on what type of fittings and systems we install at these locations.

CONSTRUCTION PROJECT MANAGEMENT

Everything must start with a solid foundation.

Our Services Development Advice / Feasibility Studies / Due Diligence / Project Monitoring Cost Management / Quality Control

+254 (0) 737 858 708 / 724 019 141

www.greenloawconsults.co.ke

info@greenloawconsults.co.ke

Eden Square, Off Waiyaki Way B U I L D I N G T O D AY ISSUE 002 / JAN-APR 2019

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CONSTRUCTION MANAGEMENT

Common Construction Problems and How They Can Be Solved by a Construction Manager The construction industry has many different problems and requirements but it is the responsibility of a construction manager to ensure a project is executed in a timely and costeffective manner while at the same time upholding the highest standard of quality achievable.

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he wave of demolitions that swept across the country last year targeted illegal buildings.

An illegal structure is defined as a building set up without following laid down regulations.

A big percentage of the condemned buildings had been constructed either on riparian land or road reserves. Others like the Grand Manor Hotel in Gigiri were considered a security threat to the nearby UN headquarters.

This is despite the building owners having obtained approval documents from the relevant approving authorities. Before embarking on a project, it is important to involve a construction manager early on, who will then conduct due diligence and can advise the client accordingly, before they sink in huge investments that will be counted as money down the drain once the long arm of the law catches up with them.

Other inherent disputes arise when unqualified persons are awarded a job and they are unable to deliver, resulting in abandoning of a project midway or even delivery of substandard buildings.

There is an ongoing dispute between a pay TV service provider, MultiChoice Kenya, and a contractor after the former rejected a Sh895 million faulty office block it had hired a local firm to

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The viability of the project will be determined when project feasibility study is carried out.

The feasibility study can also be used to access funding for the project.

About the author: Silvy Atong’ is a construction manager in one of the leading construction firms in Nairobi.

She’s also founder and writer at www. buildingcode. co.ke

build. It is unclear whether the trouble lay with the contractor or the consulting structural engineer as some of the building’s defects noted include sagging beams, which the contractor blamed on the consulting engineer’s insufficient design. The engineer in turn cited insufficient strength of concrete, a consequence of poor workmanship by the contractor.

Nobody likes court cases because they are often messy, time consuming and cost a lot of money in the form of unnecessary legal fees. Dispute resolution is an important skill that a construction manager should possess but even better would be the avoidance of such disputes altogether. This is possible if sufficient planning is carried out prior to the execution stage of the project.

The project’s scope needs to be well defined and captured in the project brief. The viability of the project will be determined when project feasibility study is carried out. The feasibility study can also be used to access funding for the project. These documents – project brief and project feasibility studies – can easily be prepared by a wellseasoned construction manager.

Once the scope, viability and financing have been determined, then the project team will be selected. The kind of contract

to be used when engaging with the project team is crucial as this becomes the “fall back” document in case any dispute arises. The CM will ensure that the contract to be used assigns risks to the party best suited to carry it. Design/build contracts, where the contractor is responsible for both the design and its execution, have become very popular in modern times as opposed to the traditional designbid-build where the designer is different from the contractor. The merits of the design/build apart from having a single contract, include saving on time since it brings in members of the project team together early in the process.

The CM is also responsible for quality management prior and during construction that will ensure buildings are built according to code. Quality assurance will entail looking at quality requirements and making a plan to meet these requirements, for example, inspections will be scheduled regularly over various phases of the project with checks to determine the requirements necessary to pass an inspection.

Quality control can be in the form of concrete tests to ensure that the design standards have been met.

This minimises the possibility of defects arising once a building has been completed.

EDUCATION

How to Carry Out Waterproofing Article by: Crown Classic Limited

compaction).

3. Placing has been interrupted: (Voids in Concrete)

Leakage is a common problem in any home or structure, caused either by the age of the structure, or improper construction and design methods. Some of the most common reasons for water leakage in structures are given below: 1) Construction Practices 2) Inappropriate Material Selection 3) Aggressive Climatic Conditions 4) Mechanical Damage 5) Inadequate Maintenance Let us elaborate on Construction Practices Construction Practices: • Untrained man power • Improper preparation of mortar and concrete mixes • Use of excess water for to make mixes easily workable, which results in porous concrete, inviting leakage.

• Bleeding & segregation in concrete resulting in honey combing/voids • Inappropriate compaction/ vibration of concrete • Inadequate curing in early and later stages • Negligence in site supervision.

Poor workmanship is one of the factors which causes concrete disease which are detailed below leading to leakages in structures.

1. Porous Concrete 2. Honey-combed Concrete 3. Placing has been interrupted 4. No proper construction

joint 5. Reinforcement has been displaced 6. Inadequate cover to reinforcement.

Excess mixing water, not required for chemical

Cold Joint in concrete due to delay in placing the next concrete strip or the next concrete layer. 5% Voids in Concrete cause 30% Loss in Strength.

4. No proper construction joint:

Caused by not having stopend shutters when stopping for lunch breaks or stopping in the evening.

Porous Concrete: Watery Concrete with excess mix water.

reaction with cement, bleeds to the surface and leaves capillary pores. Moisture and oxygen re-enter through these capillary pores, and rust the steel bars When excess water evaporates it causes shrinkage (cracks).

4. No proper construction joint:

Caused by not having stop-end shutters when stopping for lunch breaks or stopping in the evening.

Poor Construction Joints & Cold Joints are the Source of Leakage in RCC Roof Slabs and Bathroom/Toilet RCC Slabs.

2. Honey-combed Concrete (Large voids in concrete)

Sand too coarse. Not enough sand. Inefficient mixer. Concrete too stiff (Hot Weather). Segregation during placing. Poor shuttering (Grout Leaking) Vibrator not used (Poor

5. Reinforcement has been displaced: Inadequate Concrete Cover to Steel Bars

Moisture and oxygen cause rusting of steel bars. Rust expands the bars to over three times the original size,

subjecting the concrete to tensile hoop stresses thus cracking the concrete.

Hence it is important to have good concrete without the above defects for having durable structures. Usage of integral waterproofing compound helps in a large extent to prevent honeycombing and segregation making concrete mix cohesive. Dr. Fixit presents Pidiproof LW+ an integral waterproofing liquid which is used for making concrete, mortar and plaster.

It is added to water @200ml per 50kg bag of cement and the water is added for making concrete. However, it is very critical and important to maintain the w/c ratio which should not be more than 0.5 while using Dr. Fixit LW+.

Dr. Fixit Pidiproof LW+ Benefits: Corrosion resistant - Makes concrete more cohesive, hence protects steel better against corrosion Compatibility – Being a liquid, easily dispersible & compatible with concrete/ mortar mixes.

Permeability – It reduces the permeability of water into concrete.

Strength – The setting time and compressive strength of the concrete remains within the specification limits.

Shrinkage – Reduces shrinkage crack development in plaster & concrete.

Workability – Improves workability of freshly mixed cement concrete.

Durability – Increases durability by improving waterproofing of concrete Rebound Losses – Reduces rebound losses when mixed with plaster.

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TRADES CORNER What do you like about your job?

I like my work because it is always fulfilling to the clients I serve because I do it from my heart.

It is also a rewarding and paying job as it caters for all my family needs.

What do you think makes a good carpenter?

MEET

Alex Mathenge ACMK talks to Alex Mathenge about his job in carpentry.

How long have you been a carpenter?

From 1998 to date those are 21 years.

Tell us about a time you received instructions you didn’t agree with. What did you do?

I once received a drawing showing a door accessing an open void on from first floor to third floor. Having a door there would have been dangerous since it exposed one to falling off.

I advised fixing a steel grilled which would allow circulation of air in place of the door.

Tell us how you prevent accidents and incidences in your job Wiping off any spilled grease.

Putting away tools and materials that are not in use at that particular time.

Using the appropriate tools and materials required for a particular task.

Use of Protective gears (PPT) when working.

What is your experience as a residential/commercial/ industrial carpenter?

I have largely worked as a residential carpenter building slabs and staircase forms. I have also done floor and wall finishes, roofs and decks. My experience is that clear and well detailed drawings are required to achieve satisfactory work and that choice of material affects quality of work.

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I believe that a good carpenter is a well-trained carpenter who believes in once self.

Secondly, is one who does the right work as required by standards and specifications of the consultant or the client and finally, one who does a clean, tidy and presentable work.

Can you provide first-aid in case of accident on site?

Yes, I have acquired basic first-aid procedures through course of duty over the years.

Do you test tools before use?

How? Yes. For example before using a ladder, chisel, saw I must ensure that it is well sharpened to prevent injury.

What useful information do you gather from a project drawing?

First I study and understand the drawing. Secondly, dimensions. I follow the measurements dimensioned in the drawing taking note of heights, width etc.

How do you ensure your measurements are accurate?

By use of measuring tools eg measuring tape, square and to be keen when cutting up joinery pieces of materials.

Carpentry also requires a lot of concentration when working and I ensure that my mind is focused on the task I am undertaking to avoid mistakes and accidents.

If a piece of your safety gear was hindering your movements, what would you do?

I would replace it with comfortable safety gear. It happens once in a while but the importance of it cannot be underestimated.

What should you consider when building a suspended floor?

When working on staircase formwork, take note of the staircase design, floor to ceiling top height while considering the landing heights. The steps should have equal trends and risers but the architect usually guides in this.

First is to take note of the floor to ceiling soffit height, understand which grid line has beams and from which point the beam spans from and ends.

Take note of floor to beam soffit height.

Take extra attention to beams since some beams are deeper and wider than others.

What do you understand about National Construction Authority (NCA)

What could you do to ensure a deck will last as long as possible? How do you avoid common mistakes resulting to honey combs in your area of work?

What would you do if a co-worker wasn’t taking necessary safety precautions?

How do you manage material wastage in your area of work?

When cutting off materials for use, I use the dimensions specified in the drawings. I also advise purchasing of quantities that I require to work with instead of overstocking on site.

When working on staircase formwork, take note of the staircase design, floor to ceiling top height while considering the landing heights. The steps should have equal trends and risers but the architect usually guides in this.

Ensure that the timber members are fixed close to each other and as firmly fixed as possible. To avoid spillage of cement water mixture in concrete works in between timber members, I lay a polythene sheet on the formwork before concreting works.

Before commencing any project, safety rules are well spelt out to all the people involved in the project. One of the rules that never misses is ‘safety first’. Secondly, on should immediately notify the project supervisor of any breach of safely rule and precaution. Therefore I would inform the supervisor who will instructs the worker to rectify immediately or leave the site.

Alex Mathenge Wanjiku, Skilled Carpenter. alexmathenge416@ gmail.com

NCA is a government agency mandated by law to regulate construction industry in the country. It also accredit and certify skilled construction workers and construction site supervisors. I have been accredited as a skilled carpenter

by NCA.

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WOMEN IN CONSTRUCTION

Construction Manager: My Experience As A Lady in the Industry.

It is still perceived as a male domineered industry. The Kenyan construction industry however is expeditiously changing to alter this assertion – it won’t be long.

Outside the challenge of being in a fairly new profession in the construction industry, she had to overcome another hurdle; being a woman. Growing up, she wanted to pursue medicine but after persuasion she ended up doing Construction management at University of Nairobi. Now she been practicing Construction Management for the last five years and says she doesn’t regret this decision. Edith Andabwa speaks to ACMK on what it take to survive as a woman in this industry.

Tell us a bit about yourself.

I

’m Edith Andabwa. I graduated from the University of Nairobi in 2013 with a degree in Construction Management and I’m just about to start my master’s programme in Project Management. I was lucky enough to get my first job in early 2013, so I’m proud to say that I fall in the bracket of ‘5 years’ experience and above’. It has been an interesting journey, I must say, six years of challenges, growth and satisfaction.

The advantage of studying construction management is that the knowledge you acquire enables you to work in different sectors in the industry until you settle down where you best fit. I have worked in different positions, handled different roles and I’ve come to understand and appreciate the dynamics of the industry.

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I realised my passion is in Project Management and I’m working towards perfecting my skills.

How did you find yourself in the construction industry?

I initially wanted to do medicine, but my Dad and my late cousin asked me to go through the course outline for construction management. I was intrigued and I have never looked back.

What attracted you to the construction field?

Working in construction is very interesting, you meet people from all walks of life, interact with different cultures and if you’re lucky enough, you also get to travel. It is an amazing feeling when you see your work cause

an improvement on people’s quality of life and know that it will still be there for generations to come.

What opportunities does the construction industry present to women?

There are countless opportunities, depending on your passion, personality, talent and preference in nature of work. You can be a project manager, an architect, a quantity surveyor, a site agent, a contract manager, a construction manager, a health and safety officer, a procurement officer, an electrician, a mason, a foreman, a clerk of works…the list is endless. Find your passion and nurture it because it doesn’t matter if you are a woman or a man, you have to love what you do in order to

across the world suffer silently. Only employers can solve this by simply defining work expectations and creating salary bands. This way it will not matter who is in that position, as long as there is production, whether it is Tom or Mary, they will earn the same amount of money.

What advice will you give to young female students choosing a career path?

Study something that interests you.

Because it gets hard, and if you don’t have a passion for it and a vision board, you will not have anything to keep you going. If you have already started your undergraduate studies, don’t rush to do your masters thereafter. Go get some work experience first, gauge your performance and preference then choose a suitable course based on the skill you are keen to develop.

What advice would you offer to other women in the construction field?

Be confident, be humble, learn what you have to learn, own your position then go out there and shine because there is really no difference between you and your male colleagues in terms of skills and additional values they bring to a project.

deliver the best.

What challenges have you experienced in the construction industry?

The biggest so far has been unequal pay compared to our male counterparts.

You will be very productive in a company, work longer hours but still earn less compared to a male colleague simply because you are a woman.

How did you overcome these challenges?

I am very straight forward and confident, so I do approach my bosses and raise my issues and concerns amicably. But should it be really like that? Gender discrimination in the workplace is something that women

Are you in any professional association?

Study something that interests you.

Because it gets hard, and if you don’t have a passion for it and a vision board, you will not have anything to keep you going. If you have already started your undergraduate studies, don’t rush to do your masters thereafter. Go get some work experience first, gauge your performance and preference then choose a suitable course based on the skill you are keen to develop.

Yes of course, I’m registered with the ACMK. What has been the most surprising part of being a woman in the industry?

With the enduring nature that comes with being a woman, we tend to stick around longer and witness the growth of companies.

Who inspires you?

My Dad. He is a contractor who started from nothing and has learnt and penetrated the industry quite fast. He is very keen on the quality of work he produces and that is not a trait you will easily find with contractors.

Edith Andabwa spoke to ACMK on what it take to survive as a woman in this industry.

What would surprise you about you?

That will most likely be the lengths I can go to eliminate poverty in Kenya.

Many educated young people are struggling with unemployment or settling for odd jobs just to be able to pay that rent at the end of the month.

For those lucky enough to get good jobs, your salary is taxed mercilessly for it to later be embezzled by greedy politicians. I think about all that a lot and brainstorm ways of making life better and easier for Kenyans. Maybe one day I’ll figure it out.

Last words?

Well, I’d urge young people who are making some money now, whether in construction or other industries, to learn how to build wealth for themselves and the future generation.

Avoid giving handouts to your uncles and aunties whenever they ask. I know it’s the norm in African culture but read and research ways of using that money to make more money.

You will be amazed at the long term support you will be able to give your entire clan in a few years.

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SUSTAINABILITY

How to Specify Wood Material In Green Building Projects The ultimate goal of green design is to achieve sustainability and open up new opportunities to design and build structures that use less energy, water, and materials, and minimise impacts on human health and the environment. Green design embodies a holistic, integrated and multidisciplinary approach in which every decision is evaluated against multiple criteria to find the best solution.

GREEN BUILDING RATING SYSTEMS he purpose of these standards is to provide minimum requirements for the siting, design, construction, and plan for operation of high-performance green buildings to; 1. Balance environmental responsibility, resource efficiency, occupant comfort, and well-being and community sensitivity and; 2. Support the global goal of development that meets the needs of the present without compromising the ability of future generations to meet their own needs.

Environmental rating systems can help building industry professionals evaluate and differentiate their product or design. The

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standards set by rating systems generally exceed those required by building codes.

The best systems measure performance rather than prescribe solutions and are based on life cycle assessment.

They offer a credible, consistent basis for comparison, evaluate relevant technical aspects of sustainable design and should not be too complex or expensive to implement or confusing to communicate.

Wood can help to earn points in categories typically found in green building rating systems — including certified wood, recycled/reused/ salvaged materials, local sourcing of materials, waste minimisation, indoor air quality, advanced building techniques, and skills and life cycle impacts.

WOOD SPECIFICATION IN GREEN BUILDINGS - CERTIFIED WOOD Forest certification verifies the sustainability of forest

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The two largest umbrella certification programmes are the Forest Stewardship Council (FSC) and the Programme for the Endorsement of Forest Certification (PEFC). PEFC endorses the Sustainable Forestry Initiative (SFI) and the American Tree Farm System (ATFS), three standards functional in North America in addition to FSC.

management. Third-party chain-ofcustody certification traces wood material from point of harvest to its end use, including all stages of processing, transformation, manufacturing, and distribution; it may also include on-product labelling.

More than 50 independent forest certification programmes exist worldwide, reflecting the diversity of forest types, ecosystems and ownership. The two largest umbrella certification programmes are the Forest Stewardship Council (FSC) and the Programme for the Endorsement of Forest Certification (PEFC). PEFC endorses the Sustainable Forestry Initiative (SFI) and the American Tree Farm System (ATFS), three standards functional in North America in addition to FSC. While the various programmes differ, most promote sustainable forest management through principles, criteria and objectives.

HOW TO INCLUDE CERTIFIED WOOD IN A DESIGN Green rating systems offer optional credits for including third-party certified wood-based materials among the building components; the contribution of certified wood to the total cost of installed materials determines the points awarded. Most rating systems include wood used in structural framing and in general dimensional framing, flooring.

CONSTRUCTION WASTE MANAGEMENT The objectives of construction

waste management are to divert construction and demolition debris from landfills and give it a higher value purpose. Recyclable and recovered wood-based materials can be directed to various manufacturing processes, while reusable materials are diverted to the appropriate use.

CONSTRUCTION WASTE MANAGEMENT ADDS VALUE • Reducing, reusing and recycling clean wood waste reduces the demand for virgin resources, minimises the environmental impacts associated with resource extraction, processing, and transportation, and alleviates pressure on limited landfill space.

• The recycling of wood waste is straightforward and affordable.

Most urban centres provide recycling services for clean (nontreated) wood waste. Wood chip products are typically sold as hog fuel and for animal bedding, composting and mulching.

• Reducing waste can reduce costs associated with transporting and disposing of waste.

Changes in the economics of recycling—the advent of market competition for both raw and recycled materials, increased disposal costs, more stringent waste disposal regulations, and decreasing landfill capacity—have made the development of a waste management plan an important consideration in the design process.

HOW TO INCLUDE CONSTRUCTION WASTE MANAGEMENT IN DESIGN Waste minimisation informs the entire design and construction process. The creation of a waste management plan during the design phase embeds the goals of the project from the outset. For example, demolished wood on the site can either be repurposed in the new design or recycled, depending on its quality.

Waste minimisation starts with strategies established during the preliminary design phase that are aimed at not creating waste in the first place. Efficient design, the use

Recycled content is the proportion, by mass, of recycled material in a product or packaging.

Only preconsumer and postconsumer material are considered as recycled content, as defined under ISO 14021 Environmental Labels and Declarations— Self-Declared Environmental Claims (Type II Environmental Labelling).

Author: John Kabuye. VicePresident Kenya Green Building Society

of shop fabricated components, modular construction, and ordering materials cut to size will ensure waste is minimised and may save money in transportation costs.

WHAT TO ASK SUPPLIERS • From preliminary design onwards, it is important to liaise with suppliers regarding waste management solutions.

Having a solid understanding of manufacturing processes, how materials are delivered and the waste they generate during installation is necessary prior to finalising the project specification documents.

• Work with manufacturers to minimise unnecessary packaging and arrange for pallets to be picked up after use.

• Ask suppliers for information about a product’s recyclability and end-of-life impacts.

• Ask if suppliers have a takeback programme to minimise the generation of waste in the future.

LIFE CYCLE ASSESSMENT The best way to determine the full environmental impacts of a building product or design is through Life Cycle Assessment (LCA). LCA analyses the total environmental impacts of all materials and energy flows, either as input or output, over the life of a product from raw material to end-of-life disposal or to rebirth as a new product. For buildings and building products, this includes resource extraction, manufacturing, on-site construction, occupancy, and eventual demolition and disposal or reuse. LCAbased Environmental Product Declarations (EPDs) also provide information about environmental impacts during the manufacture and life of a product.

WHY LIFE CYCLE ASSESSMENT ADDS VALUE Sustainable design is complex and integrated. One way to understand the complex interaction of factors involved in new construction, renovation and retrofits is through Life Cycle Assessment. LCA provides information about ongoing

environmental impacts of building operations as well as upstream environmental burdens of the building materials and products.

LCA also provides measurable outputs that can help clients make meaningful decisions that not only affect their real estate portfolio but also inform their climate change mitigation strategies and their corporate marketing and recruitment efforts.

RECYCLED MATERIALS RECYCLED CONTENT: Recycled content is the proportion, by mass, of recycled material in a product or packaging. Only preconsumer and post-consumer material are considered as recycled content, as defined under ISO 14021 Environmental Labels and Declarations— Self-Declared Environmental Claims (Type II Environmental Labelling). Pre-consumer recycled material: material diverted from the waste stream during a manufacturing process. Materials generated in a process and capable of being reclaimed within the same process (such as rework, regrind or scrap) are excluded.

Post-consumer recycled material: material generated by households or by commercial, industrial, or institutional facilities in their role as endusers of a product that will no longer be used for its intended purpose.

Recycled content products are made from materials that would otherwise have been discarded either during the manufacturing process (preconsumer) or at the end of service life (post-consumer).

Specifying recycled content products plays an essential part in reducing the amount of waste that goes to landfills, the energy consumption and greenhouse gas emissions associated with new product manufacture, and the impacts of ecosystem degradation B U I L D I N G T O D AY ISSUE 002 / JAN-APR 2019

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SUSTAINABILITY

associated with resource extraction.

The use of wood products with recycled content is relatively straightforward. Products such as particleboard, oriented strand board and parallel strand lumber are costeffective, familiar to the trades, and can contribute a high proportion of recycled content to the overall calculations. Furniture is generally not included in calculating the percentage of recycled content.

WHY RECYCLED MATERIALS ADD VALUE Building products that include some or all recycled content reduce the need for virgin materials in new construction. Using recycled materials reduces the need to landfill these materials. It also reduces the environmental impacts associated with extracting and processing virgin materials.

A considerable portion of the wood used in construction (such as formwork, bracing, and temporary structures) and the wood in demolished buildings can be salvaged and reused. Reuse strategies divert material from the construction waste stream, thus reducing the need for landfill space and mitigating environmental impacts associated with water and air contamination.

WHY SALVAGED MATERIALS ADD VALUE • Salvaged materials such as structural members and flooring add significant character to design.

Frequently, salvaged wood products are sourced from old-growth timbers; these offer close grain finish and are extremely hard wearing.

• Some salvaged materials are more costly than new materials because of their “one of a kind” quality and because of the high cost of labour involved in the recovery and refurbishing processes.

RAPIDLY RENEWABLE MATERIALS Rapidly renewable materials and products are made from plants that are typically harvested within a 10-year cycle or shorter and are grown and harvested sustainably; for example, bamboo. Bamboo has more than six different species that can be harvested from three years upwards.

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Construction Management Association of Uganda (CMAU)

T

he Construction Management Association of Uganda (CMAU) is an industry association dedicated to the practice of professional construction management with a common goal of improving regional infrastructure. World over, construction management is rooted in traditional project management practices. However, CM practice requires its own unique set of skills and professional knowledge to perform effectively and efficiently. Construction management profession training in Uganda has existed since inception of the undergraduate course by Makerere University in 2003. CMAU came into existence in 2011, and now boosts of more than 200 subscribed members in various categories. Each member pays a nominal membership fee but is encouraged to contribute to the CMAU by actively providing current news, papers on new initiatives, or speaking at conferences and seminars. We like to see our members progressing to take an active part in managing the CMAU affairs.

RECOGNITION AND RELEVANCE Since inception, CMAU has success indicators in securing

Construction management profession training in Uganda has existed since inception of the undergraduate course by Makerere University in 2003.

Abraham Muhindo Walker Chairman, CMAU

the recognition and relevance from some of the most formidable organisations within the industry in Uganda and East Africa, with a focus to world over in the coming years.

Driving from the fact that adequacy and quality of tomorrow’s professional workforce is among the most frequently cited concerns in the construction industry, identifying construction management practice as a unique profession is not far from achieving.

MISSION AND FOCUS Our goal in the next five years is to help the construction management profession further develop its own unique identity within Architecture, Engineering and Construction industry.

We are focused and dedicated to career – long education and professional development of our members. By this, we support members to acquire credentials of most accomplished practitioners in construction industry, and partnering with certifying institutions that significantly complement our mission and vision.

OPINION

Building Construction Safety The likelihood of work at height in construction is very high as clients aim for high-rises. Work at height results in more fatalities than any other construction activity.

FALLS FROM HEIGHT INTRODUCTION

C

onstruction is one of the biggest employers after manufacturing and agriculture. It begins with an occupier (the client). The law provides that every occupier shall ensure the safety, health and welfare of all persons working in his workplace, OSHA 2007, Section 6. It is therefore the mandate of the client to meet the law without citing ignorance.

The project manager, being the client’s advisor, is supposed to know various statutory requirements governing construction safety.

He should enlist the services of a professional safety and health officer according to the law.

The likelihood of work at height in construction is very high as clients aim for high-rises. Work at height results in more fatalities than any other construction activity. Works done beyond 1.8 metres is considered work at height based on international best practices.

However, OSHA 2007, 77(7) stipulates above three metres.

HAZARDS AND RISKS ASSOCIATED WITH WORK AT HEIGHT

Risk assessment is the only way to know activity hazards and risks. Some key risks associated with work at height are falls and falling objects. These are created by hazards such as roofs (fragile and sloping), vertical distance, unprotected edges, deteriorating materials, unstable or poorly

maintained access equipment, among others.

Every occupier shall ensure the safety, health and welfare of all persons working in his workplace.

OSHA 2007, SECTION 6.

The writer is a graduate construction manager and a registered member of ACMK. He is also a certified occupational health and safety expert and an approved NEBOSH tutor.

CONTROLS OF WORK AT HEIGHT HAZARDS

The project manager should ensure that these hazards are mitigated by elimination, substitution, engineering control, administrative control or personal protective equipment where practical to minimise the risks. The project manager should always question the safety of the design to ensure that during construction it poses minimal risk to the workers and the public. He/she must also ensure safety is billed just like any other item.

Project manager can deploy some of the following techniques in controlling hazards: Procedural controls such as elimination of work at height where practical, proper safe system of work and assessment of work at height, use of physical barriers and where not appropriate one can use collective measures like safety netting, use of fall arrest and fall restraint equipment and buddy system.

Physical controls such as edge protection, proper means of access, mobile elevated work platform, use of body belts/harnesses and safety nets to reduce fall distance and controlled use of portable ladders to a height below 1.8 metres.

Capabilities involve competency of workers carrying out the task.

Everyone involved in work at height should undergo compe-

tency based training; for example, scaffold erector and inspector, painters, roofers, among others.

Maintaining controls involves prechecks and inspection of work at height equipment. Note that some inspections are statutory while others are internal based on client standards.

Administrative control such as maintaining behaviour of the entire team involved in the task in accordance with the procedural, physical and capabilities listed in the risk assessment. The management is always encouraged to support safety.

CONSEQUENCES

Consequences of falling from height can be social, moral or financial and they include but not limited to death, neck or spinal injuries, paralysis, brain damage, multiple broken bones, legal suits, compensations, broken reputation, indirect and direct costs.

Regulations and best practices These include the Constitution of Kenya 2010, Occupational Safety and Health Act (OSHA) 2007, The Work Injury Benefit Act (WIBA) 2007, Environment Management and Coordination Act (EMCA) 1999, International Organization for Standardization, International Labour Organization and various subsidiary legislatives.

CONCLUSION

Safety should be practised on site based on social, moral and financial expectations. Zero injury is possible on a construction site.

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ACMK BREAKFAST - 2019 AT GOLDEN TULIP HOTEL

01. Section of delegates pose for a photo at Project & Construction Managers Breakfast.

02. Vice Chairperson Lilian Ochako hiving her remarks at the Breakfast meeting.

03. ACMK Patron Mr.Johnson Mukua giving his remarks at Project & Construction Managers Breakfast meeting.

04. Mr. James Dickson of MaceYMR & Andrey Lyubimov of Imaran during the breakfast event.

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05. Mr. Joachim Wafula of Technical University of Kenya contributing during Breakfast meeting event.

06. A delegate makes contribution during the event.

07. ACMK Patron & Chairman consult during Breakfast meeting.

08. Delegates visit Galaxy paints display table at the event.

09. Section of delegates.

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A word from Buildingtoday

Keep it here for the latest in construction industry explained in pictures. All pictures are copyrighted.

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Registered GRADUATE/CORPORATE Members as at 1st JANUARY 2019

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REG NO:

NAMES

REG NO:

NAMES

C1001 C1002 C1003 C1004 C1005 C1006 C1007 C1008 C1009 C1010 C1011 C1012 C1013 C1014 C1015 C1016 C1017 C1018 C1019 C1020 C1021 C1022 C1023 C1024 C1025 C1026 C1027 C1028 C1029 C1030 C1031 C1032 C1033 C1034 C1035 C1036 C1037 C1038 C1039 C1040 C1041 C1042 C1043 C1044 C1045 C1046 C1047 C1048 C1049 C1050 C1051 C1052 C1053 C1054 C1055 C1056 C1057 C1058

Okowa Nashon Oketch Abiri Ilbert Isaaka Francis Mureithi Ndichu Reuben Waweru Ndirangu Isaac Kinyua Oboch Robert Ogutu Kanyiri Lydiah Wangeci Amayeye Ford Ongoma Kennedy Nyariki Kiarie Gabriel Wainaina Peter Ngugi Mesa Lucy Kerubo Owoko Christian Danson Kimani Brian Rwamba Lucy Njogu Kimani Patrick Ndichu Stephen Kariuki Omollo Zack Brian Onyango John Paul Ng’aru Dedan kago Mureithi Mary Muchiru Atong’ Silvy Abonyo Gichure John Wachira Kariuki Allan King’oo Mwangi Johnson Mukuha Kengere Benson Nyanoti Oloo Kennedy O. Ntimama Joseph Wabwire Michael Evans Musili Scolastica Mbugua Ruth Kimani Peter Mbogo Ndonye Nicodemus Kimari Muthama Martin Kiriba Njoka Brian Kithinji Githiji David Ng’ang’a Waringa John Kuria Kingangi Rachael Njeri Irungu Brian Kirimi Githinji Daniel Ndiritu Oyori Dominic Mbugua Anthony Macharia Mosota Josephat Nyairo Chepng’eno Vivian Gitau Kevin Mungai Momanyi Justin Gichana Njira Robert Njue Mwangi Charles Otieno David Kattam Gideon Kiptum Ariemba Brian Basweti Maingi Kevin Kiriinya Kunina Ngunjiri Ogega Douglas Okioma Gichina Edward Kamau Benedict Dennis Sakali Kennedy Makhuyi

C1059 C1060 C1061 C1062 C1063 C1064 C1065 C1066 C1067 C1068 C1069 C1070 C1071 C1072 C1073 C1074 C1075 C1076 C1077 C1078 C1079 C1080 C1081 C1082 C1083 C1084 C1085 C2086 C2087 C2088 C2089 C2090 C2091 C2092 C2093 C2094 C2095 C2096 C2097 C2098 C2099 C20100 C20101 C20102 C20103 C20104 C20105 C20106 C20107 C20108 C20109 C20110 C20111 C20112 C2119 C2120 C2121 C2122

Datche Onyango Peter Ngina Edward NjorogeKamau Brenda Moraa Birundu Jonson Makworo Langat Ezra Kiprotich Macharia Peter Kirocho Kenvis Maina Kamau Stephen Njihia Maina Kenneth Kamau Gichohi Robert Ndirangu Karuri Gidraf Comba Wachira Joseph Mutiga Bundi Gedion Mwiti Dismas Kimungui Wanyonyi Rashid W Masasabi Geoffrey Gichuhi Mwaniki Duncan Kweyu Shirwatsi Mark Mulunda Khamila Gisairo Michelle Bosibori Lillian Bonareri Ochako Mue Benjamin Kilonzi Daniel Mwaura Mwangi Oloo Lawrence Wasonga Jude Onyango Omondi Norah Awasi Oduor Harrison Owuor Otieno Warda Syombua Kilonzi Isaac Kipchumba Kipserem Dennis Murigi Ngugi Eric Mutembei Otieno Sylvester Muthoka Mwende Alfred Kamande Ngugi Peggy Wayua Muthembwa Alex Wachira Wanjira Kipkorir Enock Yator Bett Kimutai Mesheck Julius Victor King’ora Kiiru MikeMuthomi Mwangi David Kimani Wainaina David Onyango Ogogo Edward Maina Ngugi Nick Mutuku Mulatya Wachira K. Gervasio Yvonne Jane Abonyo Nathaniel Waithaka Mathenge Kabiti Alex Njoroge Caroline Atieno Mbai Douglas Osoro Charles Ichudi Ekasiba Leah Melissa Kamau Ndindiri Waweru Farid Mohamed Salim Muhammad Mohsin Gawi Mercy Njeri Irungu Elijah Wainaina Gakuru Esther Karugi Waweru Alphage Herbert Mwazi Shadrack Simon Mutungi

B U I L D I N G T O D AY ISSUE 002 / JAN-APR 2019

Registered GRADUATE/CORPORATE Members as at 1st JANUARY 2019 REG NO:

NAMES

C2123 C2124 C2125 C2126 C2127 C2128 C2129 C2130 C2131 C2132 C2192 C2133 C2134 C3135 C3136 C3137 C3138 C3139 C3140 C3141 C3142 C3143 C3144 C3145 C3146 C3147 C3148 C3149 C3150 C3151 C3152 C3153 C3154 C3155

Nick Kiminza Kitonyo Judy Itubo Adikinyi Felix Gichovi Nyaga Shadrack Mutungi SimonJames Warui Karobia Esther Muthoni Kariuki John Karanja Kirimi Antony Kimani Thuo Peter Njagi Mbugu Benson Maina Muriithi Faith Jepchumba Kemboi Stephen Kibiru Kagume Alex Kirwa Kemboi Kelvin Kisorio Muriu Samuel Kung’u Maurice Odhiambo Owiti Anita Kerubo Nyangaresi Raphael John Olwako Bernice Mueni Makau Faith Jepchumba Kemboi Wanjiku Evans Phillip Njoroge Albert Okelloh Sophie Wanjiku Njoroge Timothy Thuranira Muthaura Eric Ndirangu Mwangi Grace karimi Mutua Silah Kipkurui Kosgei Christopher Chesang Njom Jared Odero Christopher Kiprotich Chelulei Bruce Ngari Gichimu NGUGI SAMSON MACHARIA Isaiah Kariuki Githae Joseph Ngala

REG NO: C3156 C3157 C3158 C3159 C3160

NAMES Joachim Ebrahim Wafula Makau King’oku Moses Kimende Kamau Sophiah Rimando Priscilla Teresia Wanjiru Thuku

Registered STUDENTS Members as at 1st JANUARY 2019 REG NO:

NAMES

S1001 S1002 S1003 S1004 S1005 S1006 S1007 S1008 S1009 S1010 S1011 S1012 S1013 S1014 S1015 S1016

Njonjo Charles munyuko Mulei Vincent Ndolo Mwangi Judy Muthoni Wafula Anderson Barasa Mugambi Kenneth Munene Masika Wafuka Collins Okelloh Albert Mwangi Charles Munene Magu Doreen Wanjiku Oboch Kevin Odhiambo Kirimi Martin Kiriba Kimani Kevin-bob Ndichu Kimani James Wakaba Ochieng Cecilia Okoth Joan Winny Kinyua Elijah Ndugire

REG NO: S1017 S1018 S1019 S1020 S1021 S1022 S1023 S1024 S1025 S1026 S1027 S1028 S1029 S1030 S1031 S1032

NAMES Gitau Kevin Mungai Obiero Erick Oluoch Kimani J Kiarie Mungai Kevin Gitau Mbai Faith Mukei Maina William Kagoro Ingutia Philip Lukale Rotich Colins Kiprono Mugo Catherine Njeri Gatoho John Waweru Mutuku Joseph Musyoka Kamau Arnold Njega Kemboi Fiona Chepkorir Momanyi Ian Machini Auma Michael Onduru Mwaita Natasha Manga B U I L D I N G T O D AY ISSUE 002 / JAN-APR 2019

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Registered STUDENTS Members as at 1st JANUARY 2019

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REG NO:

NAMES

REG NO:

S1033 S1034 S1035 S1036 S1037 S1038 S1039 S1040 S1041 S1042 S1003 S1044 S1045 S1046 S1047 S1048 S1049 S1050 S1051 S1052 S1053 S1054 S1055 S1056 S1057 S1058 S1059 S1060 S1061 S1062 S1063 S1064 S1065 S1066 S1067 S1068 S1069 S1070 S1071 S1072 S1073 S1074 S1075 S1076 S1077 S1078 S1079 S1080 S1081 S1082 S1083 S1084 S1085 S1086 S1087 S1088 S1089 S1090

Cheruiyot Roselyn C Kathara Elphis Muriuki Morogo Erick Kiprugut Irene Cheptoo Maina Alex Mwangi Robert Ndegwa Gakumu Vincent Mutugi Ng’ang’a Benson Mathiah Macharia Kennedy Mumbura Lorna Makena Mwirigi Sophie Wanjiku Edmond Kipyegon Eliud Ratemo Yungo Joseph Kazungu Catherine Njeri Maina Korir Kipkoech Amos Austin Jiveti Koinange Richard Kinyua Wanjohi Brian Mburu Mburu Fredrick Njoroge Magero Odhiambo Lawrence Korir Kipkoech Amos Gero Akello Nduta Teresia Wanjiru Kinyanjui Virginiah Mang’are Duncan Mutua Lilian Mutheu Gitahi Bernard Mwangi Makuto Schein Mwangi Lucy Daisy Ndung’u Julie Njoki Wanjiku Evans Phillip Njoroge Matiko Mwalimu Peter Muthee Tonny Dennis Kimathi Muli Nelson Angwenyi Erick Moenga Langat Kipkoech Denis OjulahWilliams Ogari Nyamora Bonface Wanja Chrispine V Gicovi Kenneth M Dennis Ndegwa G Njoroge Alex M Erick Imbahale W Waiganjo Eric H Kiplagat Brian Mbugua Joseph K Ikami Mutheu R Mburu Ian J Muia Patrick K Makori Ada N Mwangi Tonny M Cherutich Joshua C Rotich Rodrick K Bett Kipkemoi A Racheal Kariuki P Wanzala Nafuko D Odipo Cosmas O

S1091 S1092 S1093 S1094 S1095 S1096 S1097 S1098 S1099 S1100 S1101 S1102 S1103 S1104 S1105 S1106 S1107 S1108 S1109 S2110 S2111 S2112 S2113 S2114 S2115 S2116 S2117 S2118 S2119 S2120 S2121 S2122 S2123 S2124 S2125 S2126 S2127 S2128 S2129 S2130 S2131 S2132 S2133 S2134 S2135 S2136 S2137 S2138 S2139 S2140 S2141 S2142 S2143 S2144 S2145 S2146 S2147 S2148

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NAMES Paul Sunkuyia S Kipchumba Fred Domnic Muroria K Kamande Ben K Mwaura Alex N Nderitu Denis M Kasina Diana N Githae Elvis M Omondi Lameck Gichangi Sheila W Kamuyu Derrick G Kelvin Mwaura Kamau Openda Earnest Araka Alphonce Tom Omondi Kelvin Obina Otieno Muchiri Mucai P Judy Wairimu Gachoki Henry Gachau Gathoni Kevin Mwinzi Musya James Muriuki Njoroge Pauline Wambui Maina Annah Nekoye Samuel Thaci Kamau Gideon Kipkoech Rono Anne Kemunto Onchera Reuben Ngumbi Kyuli Victor Nguta Mutuku Brian Mbatia Njuguna Joseph Chege Njuki Diana Njoki Ndung’u Patrick Kiarie Mwangi Ndolo Jackson Kisingu Stephen Philip Omungala Collins Kiplagat Ruto Yolande Chebet Lang’at John Wachira Muthoka Aurelia Wanjiru Susan Wanja Muchiri Valentine Jepkorir Kiprop Terry Nyawira Mwaniki Ben Saro Muia Mose Nicanor Onduso Maloba Wilson Mukuna Mercia Doris Mercia Geofrey Ogigo Nyabenge Roy Odhiambo Onyango Alvin Joseph Muchai David Ndegwa Mutito Mercy Chepkoech Chemarum Shedrack Mbithi Mutuku Otieno Kevin Okinyi Lilian Gathoni Gitome Kinaro Jared Nyangoya Kevin Chege Irungu Grace Adhiambo Bako Hillary Omari Onsare James Mugo Njoroge Jael Nekesa Wanyonyi

Registered STUDENTS Members as at 1st JANUARY 2019 REG NO:

NAMES

S2149 S2150 S2151 S2152 S2153 S2154 S2155 S2156 S2157 S2158 S2159 S2160 S2161 S2162 S2163 S2164 S2165 S2166 S2167 S2168 S2169 S2170 S2171 S2172 S2173 S2174 S2175 S2176 S2177 S2178 S2179 S2180 S2181 S2182 S2183 S2184 S2185 S2186 S2187 S2188 S2189 S2190 S2191 S2192 S2193 S2194 S2195 S2196 S2197 S2198 S2199 S2200 S2201 S2202 S2203 S2204 S2204 S2206

Victor Nyoro Ng’ang’a Vincent Musuki Muatha Mercy Vusaka Litu Agnes Diana Owuor Brenda Gakenia Njue Odhiambo Bruce Andrew Okoth Norah Mulee Musyoki Monica Wanjiku Njenga Nancy Wanja Muchira Njue Brenda Gakenia Julius Kimachu Kibe Kelvin Kinuthia Wainaina Elijah Mwaura Muthoni Mswabbah Esther Anisa Joyreen Mwende Ngei Kevin Murimi Nyaguthii Brian Kipruto Kendagor Lilian Moraa Nyabicha Dahlin Mbaka Obwocha Darlaine Nyakio Kibuchi Abraham Lincolin Orimbo Lansen Shinyanzwa Mudengeya Felix Munyao Nzioka Samuel Murithi Dennis Muhia Gichuki Carol Njeri Njoroge Valarie Bosibori Ondari Maina Baptista Wachania Brian Monene Moses Wanjohi Mbutu Rachael Kemunto Osoro Zaphania Karanja Mwaura Alvin King’ori Kariuki Ibrahim K. Ngetich Jackson Wahome Gachuhi Edwin Gachau Kariuki Laura Cherono Chepsiror Sarah Anindo Anne Wanyina Rerai Reuel Muchiri Wanjohi James MWirigi Kinoti Martin Wangai Wagura Bethwel Rono Faith Jepchumba Kemboi Kenneth Mwangi Kibuku Beryl Akumu Odhiambo Immaculate Mwihaki Mburu Daniel Gakure Kamau Nyarandi Joshua Nyakundi Maxwell Ochieng Musango Erick Griphine Otieno Patrick Inzei Atsenga Wilkister Kemunto Mbaka Angela Wangui Ndirangu Daniel Theuri Maina Shem Birundu Ogata Nicholas Mutinda Amatta Sidney Kagwi Mwangi

REG NO: S2207 S2208 S2209 S2210 S2211 S2212 S2213 S2214 S2215 S2216 S2217 S2218 S2219 S2220 S2221 S2222 S2223 S2224 S2225 S2226 S2227 S2228 S2229 S2230 S2231 S2232 S2233 S2234 S2235 S2236 S2237 S2238 S2239 S2240 S2241 S3241 S3242 S3243

NAMES Salasya Levius Chivai Hillary Evans Odhiambo Jonathan Wafula Situma Samuel Mwangi Kamau Kevin Ochieng Juma Paul Kihika Ngamau John Emmanuel Omondi Ezra Kipkoech Alex Githaiga Wambugu Anne Muhambe Agesa Mungere Gathogo Mose Nicanor Onduso Wilson Maloba Mukuna Isaac Gichuru Patrick Mwangi Kinuthia Dickson Mutuma Karonco Elijah Bundi Mokamba Timothy Muchungi Ngara Samuel Mwaura Njogu Samuel Mwangi Murithi Dan Musyoki Ndai Nakami George Maende Robert Ndiritu Gitonga Claire Wambui Ng’endo Noel Njuguna Kamau George Nakami Maende Phyllis Muthoni Mwaniki Evans Muimi Muthui Ian Gitonga Kibuchi Michael Jude Kiwinga John Chege Ndung’u Joshua Mumo Mutemi Antony Kimuyu Nzuva Joseph Jura Otieno Judith Annette ATIENO ONYOR Mary Wambui Churu Christine Mwongeli Kalekye Lucy Wangari Kihara

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OPINION

Application Of Value Engineering In Construction Projects Design teams are known to put effort in reduction of construction cost based on their past experiences; however, this approach leads to omission or elimination of some functions (Rane, 2016). On the contrary, the focus should be rationalisation of cost while maintaining the functional utility and achieving the value required without omission or elimination of required functions.

C

onstruction projects in Kenya are becoming bigger in terms of size, scope of works and the cost involved. This can be seen by the tremendous growth of the skyscrapers in Nairobi; a few examples being UAP Old Mutual Tower, Britam Tower which has been tipped as the third tallest building in Africa, the ongoing Hass Towers, Hazina Towers, among others. The construction industry in turn has become very competitive and there is pressure to deliver projects at low cost while maintaining performance of design functions and at the same time achieving the expected value.

Most projects in Kenya are faced with lack of time and cost optimisation.

Various studies have been done on the leading causes; Waihenya (2011) concluded that the major causes of ineffective cost optimisation can be summarised

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into four broad categories: inadequate design, lack of understanding of the project scope and size, poor project management and inaccurate cost estimates. As argued

by Msafiri (2015) time and cost challenges in Kenya is a common and recurring challenge as a result of poor planning, poor communication and poor stakeholder involvement. Talukhaba (1999) opined that the challenge of time and cost can mostly be attributed to the project team, procedures applied in both design and execution stages, and the setting of application. He concluded that effects of these causes include cost challenges, time challenges and the legal issues arising due to delay.

Owing to the continued challenges in construction projects there is dire need to establish advanced, adaptive and self-motivated project management methods to construction projects for fruitful completion.

Value Engineering should be carried out before execution stage – during planning and design phase. This can result in 10-30 per cent cost saving while at the same time achieving the expected project value as well as functionality.

Traditionally, design teams are known to put effort in reduction of construction cost based on their past experiences; however, this approach leads to omission or elimination of some functions (Rane, 2016). On the contrary, the focus should be rationalisation of cost while maintaining the functional utility and achieving the value required without omission or elimination of required functions. This should involve finding cost-effective alternative functions, which will maximise the desired functions under the given constraints.

This can only be done effectively via involvement of a consultant who is skilled in Value Engineering processes and tools, is passionate about creation of value and can coordinate all the teams involved towards a common desired goal. It is only in the recent past that the project engineers and architects have started taking this further by ensuring the cost cutting is changed into rationalisation where value and functionality are considered.

The eventual goal of project planning,

construction management and control is to have construction practical utility with durability and reliability of services at the optimal cost.

Value Engineering is an organised process where accepted techniques are applied to identify the various functions of a product or service, their respective fiscal or monetary value established and the substitute functions recommended at the lowest cost possible.

It is related to minimum cost of project or construction work, without affecting the quality and functional utility of the end product. There are attempts in the industry of practising Value Engineering, however the firms that practise it in reality provide services that focus primarily on cost cutting; for example, omission of some functions in the proposed scheme design. They advise the client through all project phases without formal, preorganised Value Engineering process. It is unfortunate that this leads to making

suggestions and providing recommendations to the client past the design stage, which leads to variation orders that ultimately causes huge variation from the baseline cost.

Value Engineering should be carried out before execution stage – during planning and design phase. This can result in 10-30 per cent cost saving while at the same time achieving the expected project value as well as functionality. Early intervention leads to realisation of maximum savings but this is not a guarantee if the functioning of the projects is not well understood by the project participants. Teamwork and participation by the whole team is critical and contributes significantly to realisation of the potential saving.

In addition, the mode or approach applied contributes significantly too. Poor application of Value Engineering limits the involvement of the consultants, which ultimately becomes risky and expensive to the client.

It leads to interruption of the

Major barriers of effective Value Engineering include poor communication and coordination among consultants and the client, little awareness on effective VE application technique

Article by: Esther Waweru, Construction Manager/ Treasurer ACMK.

execution phase of the project; worse off, reconsideration of key decisions requiring redesigning and reproduction of drawings and documentation. Consequently, the time schedules and cost estimates are affected and may lead to poor project quality, which translates to dis-satisfied client due to increment of unplanned liabilities. In addition, poor Value Engineering application or lack of it leads to poor communication in development of project scope, conflict among the project team members during the construction phase, omissions and additions during execution phase and incorrect assumptions based on poor information.

It is vital to note that Value Engineering doesn’t conclude that the designs done and the product specifications given by the architects and the engineers are not effective, rather it refers to rationalisation of cost without altering the value of the product. It is the evaluation of the project concept design, specifications and methods with an aim of achieving the client’s functional requirements at the lowest cost possible. It should be clear that this is not a cost cutting procedure; cost cutting involves making trade-off in the product scope without a keen consideration of value and quality preservation. Value Engineering, on the other hand, is the process of eliminating unnecessary costs and replacing of functions while preserving the value, quality and meeting the anticipations of the clients.

Major barriers of effective Value Engineering include poor communication and coordination among consultants and the client, little awareness on effective VE application technique, most clients won’t pay for the exercise, poor attitude from some consultants towards the exercise and lack of a qualified facilitator. They can be resolved through thorough training and sensitisation of VE among the practitioners. To help create awareness on how value engineering should be executed for cost and time optimisation as well as value enhancement in construction projects, methods of training the various practitioners should be established. This can be done in learning institutions as well during practising period of the respective professionals by including this in the continuous profession development seminars and trainings.

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B U I L D I N G T O D AY ISSUE 002 / JAN-APR 2019