Coursera Final Report

CE200R-2

1Q2022-2023

Prepared by: Samantha Nicole T. Regala (E02)

Submitted to:

Engr. Divina Gonzales

Class Adviser

COURSE 1

CONSTRUCTION SCHEDULING

(Columbia University)

I. Preliminaries

1. Course Taken

2. Course Description

3. Institution that offered the course

II. Course Description

Course content: What is the basic content of the course and what makes it important or interesting? How does the course fit into the context of the course outcomes in OJT 1?

The course specifically discusses construction project scheduling which is interesting because it is useful especially when you want to delve into project management. Also, it will help you gain skills that you need which fits into the context of the course outcomes of OJT 1

Learning objectives: What are the learning objectives that students should be able to do by the end of the course? How is it related to Civil Engineering?

WEEK 1:

WEEK 5:

III. Course Summary

This course in the specialization which is focusing more on construction scheduling. Again, you are part of the specialization covering the construction management area or focus. And the focus of construction management we highlighted the first course that construction management or we referred to it as initiating the construction project and the construction planning Is and what you will need to think about as planning for your project. The second course will be I highlighted a couple of what are the main topics we will be covering. Which will be related to construction scheduling. The third one we will highlight more the construction cost estimation and cost control and we will finalize the specialization as we mentioned in the introductory video in the beginning of the first course, with construction financing. when it comes to scheduling your projects. And how to deal with a schedule, and how to develop a schedule. And that topics will be covering they are related tool bar charts like scheduling two bar charts activity on arrow, activity on nodes. What's the differences between all of them, andof course to highlight a little bit on the activity precedence diagram. And after we present that, we go through, what kind of relationships that we have or connecting all the construction activities in our project from start to start, finish to start, and start to finish, and finish to finish are multiple relationships.

Student Learnings

Discuss what you learned in the course per course objectives.

Week 1:

Part of the first week’s discussion is about Introduction to Construction Scheduling Where in they discussed in the course the Construction management area or focus. And the focus of construction management we highlightedthe first course that construction management or we referred to it as initiating the constructionproject andthe constructionplanningIsandwhat youwill needtothinkabout asplanning for your project.

Next is the Bar Chart, it is discussed in here the the Gantt charts, or the bar charts, was originally developed by Mr. Henry L Gantt in 1917. And the bar charts acts as both a planning and scheduling tool, as well as a reporting or a control tool in your construction projects. It's a basic scheduling tool. The conceptisbasicallythat the barchartisfocusingonrepresentinganykindofa projectconstructionactivity ora group ofconstructionactivitiesasatime scaledbar.Whichthelengthofthebarrepresentsthe planned duration of that specific construction activity or group of activities. If we want to give an example of a bar chart, usually we have two of a y and a x axis. And the common utilization of using bar charts is the uses of the x axis more, and the x axis refers to the project time scale. That could be in days or in weeks or even in months. Sometimes in a rare situation if the project is big or we have a program of multi years going on the road, then we have in years as well.

Next is the Activity Precedence Diagrams where in Activity precedence diagrams is a node network diagram, uses four types of construction activities relationships. A finish to start relationship between two activities when an activity finishes, another activity starts. The start-to-start relationship an activity needs to start when another activity will start. A finish-to-finish relationship, when an activity finishes, another activity must finish at the same time.

Week 2:

In this week we will be talking more about the critical path and highlight why it is important and how to use it. And try to work together on how to identify the critical path or paths that we have in your project.

Next is Activity Floats Where in There are several types of Floats that we used in the construction. Mostly, what we used most of the time the first two types of floats which is the total float and the free float. However, you might be while you are studying either in a textbook or reading couple of papers, you might find another two definitions referring to as interfering float or interference float and the independent float which I will also touch base on them just quickly, so as you have an idea about all these types of floatsandwhattheymean.Thetotal floatand itiswhat weareawareofinourindustry,andit iscommonly used name as or referred to as the float. So, if you hear something or hear someone say, okay, what's the float of a specific activity or your project, that's the first tool as the Total Float by default. And the Total Float is also known as the slack or the buffer of a specific construction task or construction activity, and the slack orfloat provide the flexibilityinthe project schedule.Andwhenleveragedproperly, construction managers and the PM on the project can shift activities and construction resources.

Week 3:

Part of the third week’s discussion is about activity on arrow, which is also called the arrow diagram method or the RIJ method. And the reason why they refer to it as the IJ method is because activities in this specific scheduling tool or method. They are defined by referring to each construction activity from its starting what we call node, let's say I to that ending node of that construction activity which is let's say j. So that's why sometimes they call it as the IJ scheduling method or the arrow diagram or what I refer to in the module here and what we will talk about it in our course activity on arrow or AOA.

Next is PERT Evaluation and Review Technique Program Evaluation and Review Technique. Which we refer to from, in this module and this course, as PERT. PERT, the initials on each of these words. PERT charts, the activity on node, activity on arrows, the critical path method from the forward and the backward past calculations. We refer to sometimes for the activity on node the PDM, Precedence Diagram Method, or APD, Activity Presence Diagram and so on. All that we assume that all construction activities, the durations of these activities, remain the same and they are non-variable along the duration of the entire project, from the start to finish.

Week 4:

Part of the fourth week’s discussion is about Linear Construction Overview and Examples It's the construction site that have linear properties or what we call it sometimes a repetitive construction sections in your project. For example, I highlighted a highway construction where in the highway, you can divide the entire length of the highway into sections. And each section, the same exact activities will be done, one by one on each section. So that, what we mean by a repetitive or a linear construction, and we will go throughan example on howtodevelop anotherschedulingmechanism ortool for thistype ofconstruction. But first, before we move forward, I will ask you the follow-up question.

Next is Technology application and hands-on overview Quick overview about STV is that we've got four divisions, three of them are focused on design. Buildings and facilities, transportation and

infrastructure and energy services. They're mostly focused on design, but they do have scheduling needs for the design phase of the project. Construction management which mostly deals with the construction phase as it's apparent from its name. And most of the work that is related to scheduling there is either within schedule review or schedule development for construction projects. Now project controls provide services for these four divisions. And within these services of project controls, there's costs, schedule, and technology related services.Today I'm really focused on the schedule andtechnologyaspect and howthey tie together. There's the traditional scheduling approach and then there's how do you really do it utilizing either existing technology or developing your own custom tools that would support you in that effort.

Week 5:

The last part of this Course is about scheduling for large programs, often known as the integrated master schedule. Since programs typically involve many projects, there may be competition for scarce logistic such as steel or bitumen. In other cases, there are challenges such as port capacity. The schedule will allow us to see where the logistical constraints are, and where we, as the program management team, need to influence the action to ensure that the right logistics get to the right place at the right time. And then project on project relationships. Much as in a project, certain activities are connected to each other. The same will occur in a program where various projects will be related to each other. Those relationships need to be known and need to be addressed.

Part of this week topic is risk allocating and planning about risk management and how that helps engineering construction projects. And how that's used as a construction management tool to leverage projects and gain project success. We're going to tie this subject to project management and the project management functions in a project. And we're going to be looking, if you notice, this module is not called Risk Management. And it's purposefully like that, because we want to stay away from the academic concepts that we hear and read around the topic of risk and go into a more applicable concept. What does that mean? What does managing risk really mean, and how can we relate to it In a pragmatic format? A little bit about myself; I'm a construction management professional, Civil Engineer by training. But basically, since my academic formation, my passion has been in exploring risks, in exploring key areas of success for large infrastructure projects. I have done risk assessments for various types of assets, from transportation, power, water supplies, water treatment facilities, commercial and residential development. And I have worked in four continents on that subject. They've done research about them and their applicability. Andthat'swhyI want toemphasize that thismodule will be more pragmaticand will explore some real-life samples that you can see how risk can be applied. And can be allocated and can be transferred, if you will, to the different partners or the different entities involved in a project. The agenda for today is very straightforward, we'll go into an introduction of the risk management overview. We'll go into the treatments of risk.

IV. Application to Civil Engineering (25%)

Discuss how the course can be applied in CE

Learning project scheduling would be beneficial in our careers as a CE student, proper scheduling would ensure the completion of the project on time and within budget. Not only does it outline the pace of the work but also how the tasks are executed. Added to that, scheduling defines method and sequence in which materials are delivered. Construction scheduling allows you and the project team to control quality measures, as well as manage resource allocation in each phase of construction. Time is money; a reliable schedule gives each party the opportunity to allocate time to all activities toavoid delays and cost overruns. Scheduling in construction projects is the process of listing of tasks, activities, milestones with a planned start and finish date. The importance of scheduling in construction projects cannot be neglected since it plays a crucial role in a project's success.

V. Documentations

Certificate:

Certificate link: https://www.coursera.org/account/accomplishments/verify/YA5KSXJXS4P3

Grades:

COURSE 2

CONSTRUCTION PROJECT MANAGEMENT

(Columbia University)

I. Preliminaries

1. Course taken

2. Course description

3. Institution that offered the course

II. Course Description

Course content: What is the basic content of the course and what makes it important or interesting? How does the course fit into the context of the course outcomes in OJT 1?

The course tackles construction Project Management, which is highly important in our program, Civil engineering. Also, it gives us knowledge that would fit into the outcomes of this course.

Learning objectives:

What are the learning objectives that students should be able to do by the end of the course? How is it related to Civil Engineering?

Week 1:

Week 2:

Week 3:

Week 5:

III. Course Summary

Discuss the course itself.

The specific component of the program is the Global Leaders in Construction Management with shortening to GLCM. The GLCM just a briefly, is focused on nominating the top MS or a graduate student at the Construction Management program. That they are not just having a good or excellent degree but also, what my humble opinion,I believe have good communication skills from writing and presenting, which is sometimes actually much more important than just the technical knowledge. So having one without the other, it's kind of a weakness. In addition to the construction industry that has all these parties involved, the construction industry consumes a lot of resources. That you really need to be very efficient in managing these resources. From construction materials, from construction equipment. From the manpower, from the money that you have in hand. How you want to spend it, in what aspect, and so on. So, because the complications and because of this kind of nature that we have and follow transcript our market needs you to learn how to effectively manage such a project with such an environment. That is why we are offering this specialization. And how to help you interact with all the parties. Because if you want to step back here and think about how many people involved, and the parties I was just referring to. It talks about general contractors, subcontractors, designers and engineers, architects, and even when about engineers, there is all types of engineers from structural engineering, mechanical, electrical, and so on.

Student Learnings

Discuss what you learned in the course per course objectives

Week 1:

In week one, the lecturer introduced us to the specialization of Construction project management and the fundamentals and the basics on how to run a project and how to communicate with each one in the teams, and to kind of speak the same language if you want to say that. In addition to that, that connected to it is the right project deliverymethod for this project you are involved in. Moreover, lean project delivery is an area, a very specific new area increased more and more in the last, let's say, around plus/minus ten years. And it is very important as initiating a project to have this in mind, to think about it before youmove forward. Also, sustainabilitytrends andmovements inour construction industry is something very crucial that we will highlight also in this first course, in addition to the environment, health, and safety. Especially with the word safety here, I want to emphasize on it, and why and how it is important, and how to deal with it from a planning point of view and a planning phase ofyourproject.Weall heardabout BuildingInformationModelingandhowthat starttoincrease more and more, in addition to a lot of other technology trends that catching up in our market. That's why we have a separate recording on that and a module for you to cover what are the trends with more emphasis on Building Information Modeling with several modules under that topic.

Week 2:

In week 2, We learned that there is a lot of characteristics that are there these are the main four characteristics of any construction projects you find. One, objective, each construction project must have a specific objective for the project, which may be a unique or one of a kind to be completed. And it has to be completed within a certain specification and the plans which we will discuss in the coming few slides. For example, if we want to build a bridge, the main objective in this case is to connect let's say between two sides of a river. If we want, for example, we live here in Manhattan and we want to connect between Manhattan and New Jersey, we have several options. One of them is tunnel or a bridge. The objective of that is to connect them together, these two sides because of the demand for the commute between the two regions. Another main project characteristic is time. Moreover, week two discusses the type of contracts, types of projects bindsand project delivery. Ileaned that Contracts are just the beginning of the relationship. Keep in mind that there's lots of law about how the contract is interpreted, and that there are other non-contractual legal parts that govern relationships between owners and contractors. So, lots of different factors come into these. But understanding the basics of contracts and understanding your contract is the beginning of understanding the relationship between the contractor and the owner.

Week 3:

In week 3, the lecturer explained the sustainable development within the context of the construction industry. Also develop best practices for a sustainable project and apply the sustainable rating systems available in the industry in a bid build situation, you have an owner who wants to build a bridge, or a train station and they hire an engineering firm. That engineering firm does an environmental assessment. They also come up with a conceptual design and that design goes through a series of value engineering exercises. They then come up with a final concept, they do drawings for that concept and create a set of specifications. Those drawings and specifications then become a set of bid documents; hence the bid then build. So those bid documents go out to contractors. Those contractorsreviewthe biddocuments,submita price,anda schedule.Andiftheyarethe lowestbidder, they win the job and they go on to build. In the design build scenario, the design aspect of the project shifts to a design, build joint venture. an award in a bid build situation where the winner is the lowest bidder. To, in a design build situation, the winner is the best value. And typically, they receive a technical score and a price score. So, youdon't necessarily have to be the lowest bidder. You can have better value; you can be adding in different features. Getting back to the example of the home, you

could be adding different layouts or different features to the home. Even if it's a higher price the owner may decide that that's a better value for the money to be spent.

Week 4:

In week 4, we focused in understanding the role at which the CM plays in the BIM process. A lot of people may have the misconception that it's a design-oriented task. But it's really throughout the whole life cycle so everyone on the project has a role to play in that BIM process. The processes are sometimes undefined. A lot of times you'll find yourself in a project, and people don't agree on what the process should be. But having a BIM process makes sure that everyone is on the same page and understand what the workflow is really of how things work around that project. Reducing rework and field changes. By reducing the error in construction documents, that means I'm going out in the field. I'm building, and I know exactly what I'm going to build, according to the exact sequence. I've seen it in a 3D environment. That way I can visualize it better, rather than trying to visualize 2D documentation in a 3D environment. And everyone, a lot of people have gotten very good at that, but you're still missing certain things. Reducing the workflow cycle time, so if I can transfer for example the engineering analysis model into a designed documentation environment

AnotheristheDevelopmentandProject risk,ingeneral,inlargeprojects,but inprojectsingeneral, there are four types of risks. Known Knowns, kind of the things that you see every day. Known Unknowns, you know what the risk is, but you're not quite certain how big it is. Unknown Knowns, again it's unknown, but you kind of know that it's out there, if you will. And then the most dangerous type of risk, Unknown Unknowns. Now this last type is where, so called black swan type events appear. And it's also an area that, as you move into new areas, new countries, new technologies, new cultures, first of a kind project, large scale projects, this is the area of risk that can create the most havoc bothintheexecutionofthe project but mostimportantlythe ultimateperformance oftheproject.

Week 5:

In week 5, They summed up how to be aneffective project manager, First and foremost as a leader who communicates well let's say, the most important thing you can possibly show is your experience. Okay, people look up to you. People will look up to you in a sense that what do we do? Okay, and listenthere'sno waythat you're goingtoknoweverything.It'simpossible.Noneofusdo.And anybody who professes they do is full of baloney. So, the experience level, your technical skills, the ability to problem solve, okay, and you're considered the individual as a leader to be able to have that kind of knowledge or some aspect of the knowledge. Having level of experience and having the technical skills and technical knowledge that you'll be able to communicate and do the problem solving. In addition to that week 5 also tackles introduction to project planning, Work breaks down structure which is important in project management, Estimating Activity Duration and Determining the Job Logic

IV. Application to Civil Engineering (25%)

Discuss how the course can be applied in CE

Construction management is particularly vital to large-scale projects that have more potential for problems that could significantly delay the project and cost money. A construction manager measures each design decision with careful analysis that calculates the impact that decision will make on the budget and schedule. Without a professional construction management team, an unforeseen problem risks derailing the entire project. When a project includes a construction manager early in the process, the construction manager is not only able to better plan for potential problems, but the project also

benefits from the construction manager’s ability to find money and time-saving opportunities. Project management can also provide clear lines of accountability. With a construction management team in place, there is little confusion about who is the decision maker or what the project objectives are. The construction manager directs the focus of the overall project team so that all understand what they are supposed to be doing and why. The construction manager’s global view of the project enables agile management of evolving risks as they occur.

V. Documentations

Certificate

Certificate Link: https://www.coursera.org/account/accomplishments/verify/ZUHHBDLU22T5

Grades

COURSE 3

CONSTRUCTION COST ESTIMATING AND COST CONTROL

(Columbia University)

I. Preliminaries

1. Course taken

2. Course description

3. Institution that offered the course

II. Course Description

What is the basic content of the course and what makes it important or interesting? How does the course fit into the context of the course outcomes in OJT 1?

I took this course, Construction Cost Estimating and Cost Control because I remember one of my professorsin Mapua Universitytoldusthatthereisa huge possibilitythatafterwe graduatedin college our first job will be estimating. The course’s content will help me to understand estimating in a deeper manner.

Learning Objectives:

What are the learning objectives that students should be able to do by the end of the course? How is it related to Civil Engineering?

Week 1:

Week 2:

Week

Week 4:

Week 5:

III. Course Summary

Discuss the course itself

Week 1:

Part of the first week’s discussion is about Understanding Design in the Construction Industry. As a construction professional, it is important to understand the construction design process and how it relates to cost management and estimating project costs.

We started with the order of magnitude estimate, this is typically done as the conceptual estimate or the first stage of design within the project. This is typically based on a square foot or unit cost and has a low degree ofaccuracy. Typically, within a 25to 50% margin of error, this is oftentimes referred to as the rough order of magnitude or the ROM estimate. Regarding estimate accuracy, it is important to note the cost of the contingency and making sure that enough of it is built into the estimate early.

Next is the schematic design phase; at this point the building will be laid out and the interior program will be established, the expected accuracy of the estimate at this phase is within a 15 to 20% margin of error. And this includes an idea of facade finish, the structural system, whether that will be steel, concrete, or CMU block. And a general layout of the typical floors will be shown. Architects will typically at this stage have the guidelines that they need to be able to move forward to the next stage. The next stage is the design development, at this point the architect has further developed the guidelines for the project. The accuracy of the estimate can be expected to be within a 10% margin of error. It includes selection of departments and establishment of functional areas such as pantries, bathrooms, conference rooms, workstations, and private offices. At this stage we will begin to see individual drawings for each specific work stream. This can include reflected ceiling plans, finish plans, furniture plans, HVAC, electrical, and plumbing plans. Next is the construction design level, at this point, all the specifications and drawings for the construction project will have been completed. We can expect the accuracy of our estimate to be within a 5% margin of error, and details will be fully established for flooring systems, ceiling systems, furniture, MEP (Mechanical, Electrical, Plumbing) systems. And the subcontractor will be able to develop shop drawings based on these documents. The construction design is the most defined set of drawings that the design consultants will produce. Each of the individual work streams that were introduced in the design development phase will now be fully designed and prepared for final pricing. It is very important to read all the notes and details within the drawings. It is important to generate RFIs or request for information when the details are not clear. It is also very important to maintain an RFI log so you can understand which items open and which items need to be followed up with.

The types of Cost Estimation are also discussed in this week’s lecture. It is emphasized that all estimates are approximations, and its outcome is based upon the estimator’s judgement and experience. There are different types of estimates; first one is the conceptual estimate, it is useful in the schematic and the budgetary phase when design details are not available. Next is the preliminary estimate, it takes place when the preliminary design is available, which is around 40% of the total design. Then, once the preliminary design is approved by the owner, detailed design has been accomplished. Detailed estimate is also prepared from completed plans and completed specifications. There are types of methods or tools used in the conceptual and the preliminary estimates; cost indices, cost-capacity factors, component ratios, and parameter costs. And basically, in this estimate, it tells whether a project is anywhere near to being economically feasible.

Last topic for this week is the Quantity Take-off, it covers cut and fill, deep foundations, concrete, structural steel facade and interiors. In definition, measurement, is quantity take-off from drawings, a list of materials with quantities that are required to build a design structure or item. Measurement can be carrying out using either a scale rule or a software program such as AutoCAD and On-Screen Takeoff. After measuring the item, the next step is to record the quantity. The importance of

measurement is that it is effective for procurement aiming to provide clients with projects that achieve good value for money. The key objectives include accurate budgets that are prepared before work commences and the correct price paid when work is completed, which is very much to do with procurement. Measurement is a crucial process bringing these activities together, it forms a central link between design and cost. The purpose of measuring any building work is to establish the correct amount of work to be carried out. This involves producing accurate quantities that are fully comprehensive, technically accurate, clear, and logical in its approach and presentation.

WEEK 2:

The topics for the second week are pricing, labor cost, equipment cost, building the estimate, general procurement bid stage and post contract. First is a guide to pricing, the main things involved with pricing is stripping back the material components and breaking it down into measurable parts associated to materials, labor, and equipment. The key guide to pricing is you need to make sure it is accurate, reliable, it takes on broad market conditions, location factors, and its project specific. There is two main ways to gather rates and attack the pricing components of estimating. The first one is very simple and straightforward way is an all-in rate, this is by having a rates database, some people have their own that they keep the track off and it could just be in an Excel spreadsheet or looking at databases online. Andthen the other way is just by lookingat previous projects that are like the project that you are working on. It is like the first one of the rates databases, but it is just pulling out other estimates and other projects that you have worked on and gathering rates from that basis.

The following are the factors that contributes to the cost of materials: the actual purchase itself, delivery costs, including transportation, storage costs, insurances, taxes, actual labor costs. There is often a certain amount of wastage involved when pricing something up or measuring, so wasted cost need to include in certain elements of the construction or estimate. And lastly, pre-, and postinstallation treatment, so that covers the main areas that affect costs of materials.

The cost of a concrete structure includes formwork reinforced steel, some concrete, finishing, and curing as well. Formwork is a form around the concrete to give it structure, and it is around every single face of the concrete. It can be lumber, it can be plywood, steel, aluminum, and various other composition materials, including plastic. Material should be selected for forms, which will give the lowest total cost of structure, cost of form plus cost of finishing. The material defined by necessity of the reuse or repetition. A major factor that affects formwork and concrete is temperature and pressure that leads to the different components of spacing and ties involved.

Part of reinforcing steel, there’s steel bars, welded wire fabric, measured per pound or square foot and usually the bars are fabricated to the required lengths and shapes like commercial shops prior to delivery to a project. estimated requests to these shops to provide quotations covering the supply and fabricating of all reinforcing for a given project. There will be a guidebook for the certain properties involved in reinforcing the bars. This includes the bar number, the diameter, the area it would cover and the weight per pound, it gives the key information needed to price the rebars. Rates vary with the following factors: size and length of the bars, the shape of the bars, the complexity of the structure, and the allowable tolerance in spacing bars extent of time required. The cost of concrete in a structure includes the cost of the aggregate, the cement, the water, and the actual equipment used to mix all of it together, including any transportationandthe placingofthe concrete.The productivityofconcreting activities varies with the location of aggregate piles and cement storage, the length of the haul and equipment usedtohaul the concrete,the conditionsof the runways,the distributionofthe placingarea. There is always key to allow time for getting ready to start the pour, the cleaning up the mixes and all the buggies and for putting away tools and equipment after the pour is completed.

The most difficult aspect of preparing a construction estimate is the labor component. The basic approach is to divide labor costs into two main components. First is to see what your price is, in

monetary terms such as your hourly wage, your fringe benefits, your insurances, your taxes, and your wage premiums. The second main part is productivity.  That is the amount of work that a worker can accomplish in a defined period. Unit labor cost equals the unit per hour, and the total labor cost equals the total quantity times by the unit labor cost. Estimating the money component of labor cost is more difficult in construction than any other industry. The reasons are scope and variety of the work involved, the craft structure of labor unions. Other factors are the federal, and state, and local laws, that is more your tax and special programs such as wage and price control. Basic wages vary by location, by laborer or a crane operator, the type of work within each craft. Also, time affects the basic wages. To estimate labor costs, we must determine the following: the applicable location and labor agreements, the type of craft to perform the desired work, the appropriate classifications within the crafts, and the wage rate applicable at the time the work is to be done. Other factors are the contributions to funds for health insurance, any vacation factors you need to include pensions, other health plans such as dental, apprenticeship training and industry advancement. These all vary widely per region and per craft. Also, the taxes, these are withheld from the employee's earnings. It is important for payroll accounting, not so much for estimating. We normally exclude it, but we must have an understanding to possibly give advice to the client or the project we are working on.

WEEK 3:

On the third week we discuss construction cost control methods. Control functions tend to look at the past and the present rather than as planning the future. The function of control ensures by measurements and by corrections that objectives and plans are accomplished in the project. The cost of implementing a cost control system must certainly be less than the cost of savings achieved by its implementationor byimplementingthatcontrolsystem.Youwanttomakesurewhatyouareinvesting in, you are getting more rewards than the cost that you are paying and developing the control system for. Control depends on two elements: measurements and actions. Actions, which must be initiated, if a measurement show some variance or variations from those that expected in the beginning, in the planning of the schedule. There are two general types of control. There is the real-time control, and there is what we call the trend control. For the real-time control, it is usually achieved by comparing the actual value of a performance major to its plan value. It is important to have a control limit, which are set to assess the severity of any deviations in the plan. Deviations that are larger than a predetermined value are the news to trigger corrective action. The second type of control is trend control, it is based on forecast of future performance measures. Actual values of the performance measures are extrapolated into the future to detect deviations before they occur. Forecast of a future deviation trigger what we call preventive actions, which designed to avoid or minimized future problems.

Cost control methods includes units completed, incremental milestones, start/finish, supervisor’s opinion, cost ratio and earned value method. Units/percentage completed is method is applicable to taskswhich involve repeatedproductionofeasilymeasuredpiecesofwork.Theincremental milestone is a method applicable to any controlled account which includes sub tasks that must be handled in sequence. The completion of any sub tasks or operation is then considered to be a milestone in which when completed represents a certain percentage of the total amount of that process or project. The percentage chosen to represent each milestone is normally based on the number of work hours estimated to be required to that point in relation to the total of the entire process. Another control method start/finish, it is applicable to those tasks which lack readily definable intermediate milestones. And/or where the effort and time required is difficult to estimate. For the supervisor opinion, it is a very subjective approach, this method should be used only for relatively minor tasks. And/or where development of more discrete method cannot be used. The cost ratio is a method applicable to tasks such as project management, quality assurance, and contract administration. These

tasks involve a long period of time or are continuous over the life of a project. In the cost ratio method, the percent complete is found as the actual cost or work hours to date divided by the forecasted costs at completion.

The next challenge is to develop a method both for determining the overall percent complete of a combination of work task or packages or an entire project and for performing other evaluations of status. That would be the earned value method or EVM. The EVM is the most common used cost control method in our construction projects. Earned Value Method is a way to calculate the work of progress on a project using a work account-based breakdown system, it used to help control both the costs as well as the schedule of complex projects. The main idea behind the earned value is based on the development of the percent complete of the budgeted costs associated with an individual work package. There is a direct relationship is established between percent complete of an account and the budget for that account. This relationship is expressed with the equation: earned value equal percent complete times budget for that account. The main objective of the earned value method is determining project progress addresses both cost status and the schedule status. From a cost status point of view, that means to identify if the project is on budget, is over budget, or is under budget. For the schedule status also to identify if the schedule you have is on schedule or behind or ahead of schedule.

WEEK 4:

The first lesson in this week is about contracts and cash flow. We discussed about revenues, expenses and their impact to the contractors and the project. Cash flow is something huge for contractors, for clients, and for general contractors, it can also be a major point of contention or can be something to help a project go through. It can be something that we use as a point of leverage to make our project run smooth and efficiently. It comes down to a simple equation; Revenues minus expenses equals capital. Revenue is the money coming into a company. Expenses are the money leaving the company, the money that a company mu st pay for the work that they do. And capital is what is remaining at the very end. The key here is understanding two different accounting methods: cash and accrual accounting. Cash is based on the actual receipts and the actual payments, whereas accrual is based on the receipts that earned and the payments that are due. Accrual accounting recognizes revenues as they are earned. On a cash basis, we are being conservative, recognizing revenues only when we have them. On the other hand, when it comes to the expenses, it is better to use accrual method to track expenses, because we would know daily that we are going to have a future cost.

WEEK 5:

The last two topics for this course are about Program Cost Control and Lean in Cost Control. Program costs for large capital programs are usually run by governments and it represent a significant commitment because many capital programs are complex, we must effectively understand the costs, where they come from, and how to control them. The risk associated with a lack of effective cost control is great. Multiple unknowns make it challenging to discretely quantify, because of the large costs associated with a capital program, the impact ofany single risk can be great. When cost overruns occur, it has a serious ripple effect that can impact beyond just the financial cost of the work at hand. They can have economic impacts for the country, can have social impacts, and they can have political impacts. An effective cost control will optimize that all program objectives are achieved. It is important to understand the nature of programs and program management. It is a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually.

There are many variables, that an estimator must consider, and the team of designers, and owner must consider and instructors. First, is the time, we are projecting out into the future, so we need to know the cost of money, how it is changing and what the escalation factor is. Next, is the location, we want to know the market conditions, if there is a competition, the availability for the types of labor and materials necessary. Another is the Typology, it can be the type of building; Is it a laboratory, a hospital, a high-rise residence? Or the functional expectations, that the designers and the trays, the builders, and the owner must take into consideration that affect cost? Next, the scope, we are going to look at a technique called "segmentation”, where we break Scope out into major segments. Chunks of site, the base building, and fit-out. With this segmentation model, you can get much better control on your Predictive Model for Cost. Then, the Schedule, is there a date certain finish? Liquidated damages perhaps? Is the start time known? Will trades be available? Then there is the Procurement. What process will we be using, to solicit bids? What is the buyer’s reputation? That buyer can be the owner themselves of the institution, or the construction production manager, or the general contractor. What is the Reputation? Does it affect the way that prices come in. And what about the items, that are below the line? Are they under control? We are going to look at these variables.

IV. Application to Civil Engineering (25%)

Discuss how the course can be applied in CE

Construction Cost Estimating and Cost Control is one of the foundations in Civil Engineering. It is important to fully understand what factors can affect the estimate. This course taught me a lot of things about estimating that is not covered in my Estimate and Value Engineering course in Mapua. We know that to start a project there is a fund needed, and to be able to get that we need to win the bid. Being accurate and precise in estimating is a big advantage to win a bid and get the project. This course discussed the role of the cost manager from the start of the project until it is done. This course is useful in Civil Engineering because it will define our credibility to satisfy the client’s expectation and to bringhonortothecompany,byhavinganaccurate estimate.Havingasatisfiedclient will attract more client, that is why it is important to finish the project on time and within the budget without compromising the quality.

V. Documentations Certificate

Certificate link: https://www.coursera.org/account/accomplishments/verify/9PWFLD4GPJE2

Grades

COURSE 4

MATERIALS SCIENCE: 10 THINGS EVERY ENGINEER SHOULD KNOW

(University of California)

I. Preliminaries

1. Course taken

2.

3. Institution that offered the course

II. Course Description

Course Content:

What is the basic content of the course and what makes it important or interesting? How does the course fit into the context of the course outcomes in OJT 1?

I took this course, Materials Science: 10 things Every Engineer Should know because I believe that this may help me in regards to building a future product that I may produce in the near future. This course wasn’t in the curriculum of Mapua University so I thought might as well take the opportunity to take the course here.

Learning Objectives:

What are the learning objectives that students should be able to do by the end of the course? How is it related to Civil Engineering?

Course description

Week 1:

Week 2:

Week 3:

Week 4:

Week 5:

III. Course Summary

Createdby UC DavisContinuingandProfessional Educationandhostedonthe Coursera platform, this is an online course consisting of pre-recorded video lectures, auto-graded and peer-reviewed assignments, and community discussion forums. This specialization program is self-paced and designed to help you master a specific career skill in as little as 4-6 months.

We explore “10 things” that range from the menu of materials available to engineers in their profession to the many mechanical and electrical properties of materials important to their use in variousengineering fields.We alsodiscussthe principlesbehindthe manufacturingofthose materials. By the end of this self-paced course, you will be able to recognize the important aspects of the

materials used in modern engineering applications, explain the underlying principle of materials science: “structure leads to properties,”, identify the role of thermally activated processes in many of these important “things” – as illustrated by the Arrhenius relationship, and relate each of these topics to issues that have arisen (or potentially could arise) in your life and work.

Student Learnings

Discuss what you learned in the course per course objectives.

In lesson one, you will learn to recognize the six categories of engineering materials through examples from everyday life, and we’ll discuss how the structure of those materials leads to their properties. Lesson two explores how point defects explain solid state diffusion. We will illustrate crystallography – the atomic-scale arrangement ofatomsthat we cansee withthe electron microscope. We will also describe the Arrhenius Relationship and apply it to the number of vacancies in a crystal. We’ll finish by discussing how point defects facilitate solid state diffusion and applying the Arrhenius Relationship to solid state diffusion. In lesson three we will discover how dislocations at the atomiclevel structure of materials explain plastic (permanent) deformation. You will learn to define a linear defect and see how materials deform through dislocation motion. Lesson four compares stress versus strain and introduces the “Big Four” mechanical properties of elasticity, yield strength, tensile strength, andductility. You’ll assess whathappens beyond the tensile strengthof anobject.And you’ll learn about a fifth important property – toughness. In lesson five we’ll explore creepdeformation and learn to analyze a creep curve. We’ll apply the Arrhenius Relationship to creep deformation and identify the mechanisms of creep deformation. In lesson six we find that the phenomenon of ductileto-brittle transition is related to a particular crystal structure (the body-centered cubic). We’ll also learn to plot the ductile-to-brittle transition for further analysis. In lesson seven we will examine the concept of critical flaws. We’ll define fracture toughness and critical flaw size with the design plot. We’ll also distinguish how we break things in good and bad ways. Lesson eight explores the concept of fatigue in engineering materials. We’ll define fatigue and examine the fatigue curve and fatigue strength. We’ll also identify mechanisms of fatigue. In lesson nine we’ll deal with how to make things fast and slow. We’ll examine the lead-tin phase diagram and look at its practical applications as an example of making something slowly. Then we’ll evaluate the TTT diagram for eutectoid steel, and compare diffusional to diffusionlesstransformationswiththe TTT diagram, monitoring how we make things rapidly. Lesson ten is a brief history of semiconductors. Here, we discuss the role of semiconductor materials in the modern electronics industry. Our friend Arrhenius is back again, and this time we’re applying the Arrhenius Relationship to both intrinsic and extrinsic semiconductors. We’ll also look at combined intrinsic and extrinsic behavior.

IV. Application to Civil Engineering (25%)

Materials are at the core ofall disciplines of engineering. Engineers are better engineers when they have an awareness and understanding of the properties of materials. Science gives us a framework for understanding materials, within which we can include all classes of materials, hence to some extent unifying the treatment of metals, ceramics, polymers and composites. This is materials science. At the heartofmaterialsscienceismicrostructure,whichcharacterizestheinternalarchitectureofsubstances. A description of the composition and internal architecture of materials gives us a basis for understanding engineering properties.

By developing a broad knowledge of the underpinning science of materials, and how this links with properties, enables you to apply these concepts in engineering. This often involves thinking

carefully, discerning key concepts in a particular situation, and beginning to appreciate the complexities, subtleties and ambiguities that arise when dealing with materials.

V. Documentations

Certificate:

Certificate link: https://www.coursera.org/account/accomplishments/verify/J67SK8CQPJ4D

Grades:

COURSE 5

MANAGING PROJECTS RISKS AND CHANGES

(University of California, Irvine)

I. Preliminaries

1. Course taken

2. Course description

3. Institution that offered the course

II. Course description

Course Content:

What is the basic content of the course and what makes it important or interesting? How does the course fit into the context of the course outcomes in OJT 1?

This course can be applied to multiple Specializations or Professional Certificates programs. Completing this course will count towards your learning in any of the following programs like the Project Management Principles and Practices Specialization and the Project Management & Other Tools for Career Development Specialization.

This course will help you manage project risk effectively by identifying, analyzing, and communicating inevitable changes to project scope and objectives. You will understand and practice the elements needed to measure and report on project scope, schedule, and cost performance. You will be equipped withthe toolstomanage change in the least disruptive way possible for your team and other project stakeholders.

Learning Objectives:

What are the learning objectives that students should be able to do by the end of the course? How is it related to Civil Engineering?

III. Course summary

This is a cohorted and self-paced course, meaning that you can move through the content as quickly or slowly as you want. Therefore, there are no deadlines or a structured weekly format to follow. Instead, move through the modules at your own pace. When you complete this course, we invite you to take the Project Management Capstone course.

Student Learnings

Discuss what you learned in the course per course objective

In this module, we will define components of a communications management plan, understand the importance of communications channels, and define the key elements needed to measure and report project scope, schedule, and cost performance. In this module, we will identify project risk events, discuss a risk statement for a specific event, prioritize identified risks, and develop responses for a high priority risks. As a bonus for taking the courses in this Specialization, you can sign up to receive free content from UCI Division of Continuing Education. Uponcompletionof this course, you become eligible to take the Capstone and earn a Coursera Specialization Certificate and 35 Professional Development Units (PDUs) – a significant achievement that will prepare you to take on additional in-depth training toward becoming a professional project manager. Inthismodule,we will identifyandanalyze changes to project scope, describe causes and effects of project changes, and define the purpose of conducting a lessons learned session.

IV. Application to Civil Engineering (25%)

Risk Management is described as "a systematic means to examine areas of risk in a certain project consciously and determine how each should be treated. It is a management tool that aims to identify the sources of risk and uncertainty, to determine their impact and to develop responses to the direction." This is the complete package of understanding the risks, of the

assessment of the risks, and of decision-making in order to ensure risk controls in a desired project. Risk Management actively began to identify the possible hazards leading to the ongoing management of these risks deemed acceptable. A systematic evaluation of risk management has been divided into 1. Classification of risks 2. Identification of risks 3. Risk analysis 4. Risk response. Risk response has further been divided into four actions, i.e., conservation, reduction, transfer, and avoidance. An effective risk management method may help to understand not only what the types of risks are faced, but also the way to manage these risks in the different phases of a project.

The risk management process includes five steps: identify, analyze, evaluate, treat, and monitor. You can mitigate risks by avoiding, accepting, reducing, or transferring them.

V. Documentation

Certificate:

Certificate Link: https://www.coursera.org/account/accomplishments/verify/VK59CVKPD6ZV

Grades:

COURSE 6

SMART CITIES – MANAGEMENT OF SMART URBAN INFRASTRUCTURE

(École Polytechnique Fédérale de Lausanne)

I. Preliminaries

1. Course taken

2. Course description

3. Institution that offered the course

II. Course description

Course Content:

What is the basic content of the course and what makes it important or interesting? How does the course fit into the context of the course outcomes in OJT 1?

The course specifically discusses the management of smart urban infrastructure in smart cities which is interesting because it is useful especially when you want to have a change in your growing city. I found it very useful for someone like me that specializes in transportation. Also, it will help you gain skills that you need which fits into the context of the course outcomes of OJT 1.

Learning Objectives:

What are the learning objectives that students should be able to do by the end of the course? How is it related to Civil Engineering?

Week 1:

Week 3:

Week 4:

Week 5:

III. Course summary

Over the past few years, advances in the Information and Communication Technologies (ICTs) have significantly challenged the traditionally stable land scape of urban infrastructure service provision. This has resulted in increasing interest from both technology vendors and public authorities in the transition of cities towards so-called “Smart Cities”. Although such “Smart technologies” can provide immense opportunitiesfor citizensand service providersalike,the ICTsoftenact asdisruptive innovators of urban infrastructure service provision. In this MOOC, you will gain a thorough understanding of the challenges and opportunities associated with the Smart urban infrastructures, namely Smart urban transportation and Smart urban energy systems. Over the journey of this 5-week online course you will learn about the most important principles for the management of Smart urban infrastructures as well as the applications of these principles in the transportation and energy sectors. This course does not have any prerequisites. However, to take the most away from of this MOOC, we strongly encourage you to enroll in our other MOOC on the Management of Urban Infrastructures, which has been widely praised by learners. Through this course, you will: - Gain a deep understanding of the nature of disruptive innovations (smart technologies) in urban infrastructure systems; - Learn about state-of-the-art strategies for effectively managing the transition from legacy infrastructures to smart urban systems; - Study the management of the transition phase from legacy infrastructure systems to smart cities by supporting innovations while avoiding early lock-in; and - Understand potential applications of the materials learned in this course within the context of the management of smart urban transportation systems as well as smart urban energy systems.

Student Learnings

Discuss what you learned in the course per course objectives

Smart City’ isa notion that iswidely,and sometimesnot appropriately,usedbyurbanistsacross the globe. This week will help you to get a clearer understanding of this notion by using a rigorous conceptual framework, which is based on the systems theory. In this week, we will explain the concept of Smart Cities by reviewing different conceptual approaches to Smart Cities and discussing the pros and cons of each approach. Smart Energy Systems are one of the top priorities on the agenda of local governments, nation states and technology suppliers. Inthisweek,we deep dive intothe energysectorto explore some of the most important managerial considerations in the transition phase and operation of Smart Urban Energy Systems. Many Smart Transportation Technologies are already tested on the roads and in cities across the globe. Driverless vehicles as well as car and ride sharing solutions are not anymore futuristic visions for urban transportation systems; but realities that pose significant opportunities and threads for legacy urban transportation systems. In this week, we deep dive into the urban transportation sector and discuss some of the most important managerial considerations to facilitate the transition phase, and operation of Smart Urban Transportation Systems, thanks to availability of data. The transition of legacy cities to Smart Cities is not a spontaneous process. To get the transition process right, and to the benefit of citizens, cities have to adopt effective management and governance approaches to successfully deal with numerous complexities of this process. This week will help you to understand the most important factors in the transition phase of legacy cities to Smart cities and their managerial implications. Management of Smart Cities calls for different approaches from conventional urban management approaches. In this week, we focus on the role of city government in the network of actors who play an important role in management of Smart Cities.

IV. Application to Civil Engineering (25%)

Discuss how the course can be applied in CE

The Civil Engineers They work in fields that are related to the planning and development of roads and other urban facilities. Civil Engineers focus on the construction projects, while regional and urban planner concentrates on how a construction project will fit in helping improve the urban community. In addition to solving problems at the individual infrastructure level, civil engineers can use their understanding to ensure that individual infrastructures work well within a system. Civil engineers work to understand and control these systems effectively, with the aspiration to improve outcomes for citizens. Civil engineers and urban and regional planners both work in fields related to the planning and construction of buildings, roads and other facilities. While civil engineers focus on the projects themselves, urban and regional planners emphasize how the projects will fit in the local planning climate.

V. Documentation

Certificate:

Certificate Link: https://www.coursera.org/account/accomplishments/certificate/LFTMHZ8GNXCE

Grades: