Quantity Surveying in Mechanical and Electrical - Free Essay Example

Sample details Pages: 18 Words: 5274 Downloads: 1 Date added: 2017/06/26 Category Statistics Essay Did you like this example? CHAPTER1: INTRODUCTION In future the proactive and effective manage of cost, contracts, communication and claims à ¢Ã¢â€š ¬Ã¢â‚¬Å" the four Cs- will consistently become more important to developers and facilitators involved in physical structures and properties. Don’t waste time! Our writers will create an original "Quantity Surveying in Mechanical and Electrical" essay for you Create order The Quantity surveyor should understand the challenges and opportunities presented by the needs of client in relation to cost, contracts, communication and claims and perhaps focus their development on the important links between the functions. Changes and developments in the industry and market will also influence the way in which these functions are managed. For those professionals who deliver these services to the industry, the focus should be on client satisfaction and a positive experience for all concerned. Establishing a link in effectively managing the process to ensure success should be the primary aim of the manager. This should be done in close partnership with all functionaries, engaged in the process. Planning, controlling and co-ordinating budgets and cost plans, as well as communicative results will limit claims and facilitate the process of contract management. The contract should also facilitate partnerships and the system should be aimed at satisfying needs, seeking opportunity and perusing growth. CHAPTER 2: AIMS OBJECTIVES OF THE STUDY The main objective of this paper is to study the subject of value engineering (now know as value management) from QS (ME) perspective. Based on the parameters; cost, contracts, communication and claims the value engineering study is done and the challenges faced by the quantity surveyor is also discussed. The objective of the study can be summarized as follows. To study the subject of value engineering and its methodology. To study the value engineering importance in cost management and the quantity surveyors role. To study how the selection of contracts can add value to the project and the quantity surveyors contribution to that process. To study the quantity surveyors communication strategies to achieve the expected value and clients objectives. To study how the knowledge of quantity surveyor can add value (in terms of money, time and effort) during disputes. CHAPTER 3: VALUE ENGINEERING THEORY METHODOLOGY 3.1: Methodology Value engineering methodology evolved in the 1940s when the transition was made from the search for an alternative to the search for means of fulfilling the functions of an alternative. Shortly afterwards it was observed that function-oriented alterations in working methods often result in improving quality along with eliminating unnecessary cost (Palmer et al., 1996). Since its introduction, the methodology has been well developed to be applied in construction industry, as it enables realization of life cycle cost and cost effectiveness of projects (Omigbodun, 2001). VE in the construction industry is mainly an organized effort to challenge the design and construction plans of projects to provide the required facility at the lowest overall costs, consistent with requirements for performance, reliability and maintainability (DellIsola, 1988). Delays in construction projects may be due to lack of meticulously devised plans (Ghorbani and Shokri, 2005) and consequently budget deficit (M irmoham madsadeghi and Aghdami Thani, 2005). Through all-pervasive utilization of the VE methodology such obstructions may be avoided. This judgement is made on the grounds that VE can improve plans and designs along with thriftiness in budget expenditures. Researches (e.g. Mirmoham madsadeghi and Aghdami Thani, 2005) show that this negligence is often due to limited access to experts and lack of knowledge about the method and its benefits (Table 1). One may realize that these two factors may predispose VE teams towards other obstruction factors (Mirmoham madsadeghi and Aghdami Thani, 2005). This obstacle may be surmounted with recourse to artificial intelligence (AI) models. Case-based reasoning (CBR) from AI may be utilized to enhance efficiency of VE study through outlining a model of the expert knowledge for a VE workshop. The inherent analogical nature of a CBR model would facilitate access to more comprehensive and systematically classified information during a VE workshop. Inasmuch as VE in the construction industry encompasses a cognitive process, such a reasoning method could be indispensable and could affirm promising results. Furthermore, classified background knowledge of the knowledge base may enhance the creativity of the VE study team, and transform their creativity to capability from an instinctive behaviour of mind. 3.2: Value Engineering Theory VE may be defined as a creative, organized approach whose objective is to optimize cost and/or performance of a facility or system (DellIsola, 1988). The focal points of the notion are function analysis and creativity. Through defining functions and classifying them, it spots functions with more potential of increasing value. Thereafter with the creative approach alternative ideas would be recommended to replace original design. An established framework for fulfilling assigned tasks of the methodology has been defined as the VE job plan. The job plan is defined through special phases ranging from five to eight in various versions, all following the same concept (Assaf et al., 2000). A typical version, comprising five phases, is selected in this study (Philips, 2003): (1) Information phase: information acquisition, function analysis and selecting areas with poor value for detailed study. (2) Creative phase: generating ideas as an alternative to meet the requirements of an understudied function. (3) Analytical phase: evaluation of ideas and selecting the best practical ideas. (4) Development phase: developing prominent ideas and selection of the best idea. (5) Presentation phase: recommending a VE change and improvement proposal in a most challenging format. Teamwork is an essential phenomenon in the VE job plan, resulting in crossing organizational lines (DellIsola, 1988). The ideal groups for VE should embrace different disciplines (Phillips, 2003): Design groups comprising project engineers, designers, draftsmen and mainly engineers who are responsible for construction. Operators groups comprising supervisors and construction engineers. Experts in costs groups with e.g. cost evaluators and accountants. Development groups comprising construction experts, commercial and financial experts. Organizer groups such as trouble-shooters or construction managers. CHAPTER 4: MANAGEMENT OF COST 4.1: Aims Goals of cost management The basic goals of cost management and pricing of a project or product relate to the link between price and intrinsic value, affordability in relation to needs or investment, and managing the procurement process. The cost managers should therefore understand that they need to work with clients from the very inception of a project, even earlier and then through out the process to ensure the best results. This does not mean that a cost planner or cost manager is a cost cutter, far from it a cost manager should take responsibility ( with designers, client and other roll players) to ensure the interest of the client, community and environment are served ( Ferry and Brandon, 1991:5). Grover Cleveland (cited in Nel, 1992:43) stated the following about the property investment: No investment on earth is so safe, so sure, so certain to enrich its owner. However, one also has to take best value into account as well as to put available funds to best use. This includes gearing, cost design or design to cost, cost planning, cost control, architecture, location environment etc. Sound investment has proven its value, been a safe guard against ill fortune, produced income, provided security and shown itself to be away of producing wealth( Nel, 1992:43). Utilizing funds to best effect will improve these benefits even further. The cost manager needs to understand that the type of construction required for a building will also influenced the performance of the building over time, including the functional performances of the users environment (mole, cited in Venmore- Rowland, Brandon and Mole, 1991:307). The cost managers should be continuously involved from the design to the co-ordination and auditing, to ensure best cost results, specifically in commercial property, where investment is required to yield the best financial returns. Other areas of cost management that need attention are cash flow, the timing of payments, interest rates and the availability of funds at specific times. These aspects also influence the total financial outlay and eventual returns on a property investment. Kenley (2003:3) stresses the potential value of improved and strategic cash flow to enhance the profitability of the construction industry, with the further potential to offer reduced costs to the client and improved contractor performance. Cash flow forecast and management should therefore be part of the cost managers service to ensure that the developers receive the full benefits of pro-active attention. The cost managers (Quantity Surveyors) involved must go beyond a re- active service. It should also include a service that takes the following aspects of value into account. Physical: a quality building Psychological; a pleasant looking building which is good to live in, places of the soul Real quality: cost effective but with specifications that fit the purpose. Durability: taking life cycle costs and whole life cycle costs into account. Design: design to cost, cost design and appearance. Affordability: budget and returns are important. Timelessness: short term fashions as opposed to design that will withstand the pressures of current whims. The cost manager, while communicating alternatives and options to the designers and the client should remember the role of relative quality, affordability, returns, as well as the latters link to design and specification. 4.2: Quantity Surveying and cost management methods and tools Although cost management may be seen as an obvious and simple process, in reality it is not. All aspects associated with a project have a direct impact on costing and how it is managed (knipe et al., 2002: 257). The quantity surveyor is ideally placed to manage this complex process. If the methods are followed correctly and the tools used effectively, cost management may produce exceptional results. 4.2.1: Cost Design This process is based on design aimed at satisfying the parameters dictated by cost, cost of acquisition, operation and management. The process may also be described as cost design where such design is defined as designing a project in economic terms, taking into account the cost and cost benefits of each element of the project in an effort to balance the interrelationship of all cost elements and the reason for its existence ( Knipe, 2002:276; Verster and Berry 2005:20-40). 4.2.2: Value Management Value management is a systematic approach and process earlier referred to as value engineering, to ensure delivery of a function or product at the lowest cost without detriment to quality, performance or reliability (Ashworth, 2004: 409-421; Green 1992). Value management is a continuous process that should occur throughout the project but is most effective when implemented right from the inception of the project. More over, it should also include the following aspects: Orientation: Understanding the issues Information: Identification of functions, needs, budgets, project constraints and timing. Speculation: The creative development of ideas and alternatives Analysis and evaluation: Elimination and filtering of ideas. Development: Examination in detail Selection: The final proposal Conclusion: Presenting the findings to the client. Value management is one of the effective tools available to quantity surveyors who are in a position to play an important role in ensuring that the client and designers actually consider all value and cost related aspects of construction, design specification and development options. 4.2.3: Cost Planning Cost planning is used to ensure that the developer knows in the early stages of a project what the anticipated final cost of the total development may be, including the cost of land, legal issues, demolitions, buildings, professionals, furniture, connections, tax, financing and management. Building cost is only of the items, but the quantity surveyor should include all costs in the cost plan of the final cost. The cost planner should have a clear understanding of cost and budget targets to enable him to adjust the developer about possible future over-runs and pro- actively to provide alternative solutions (Ferry and Brandon, 1991:9). One of the most effective tools that the quantity surveyor uses to assist with the planning and design process is the elemental cost plan. The theory behind the analysis of building costs per element is that the total cost is a sum of the cost of individual so- called elements such as walls, roofs, foundations, etc ( Morton and Jaggar, 1995:41-43). 4.2.4: Cost Control Linked to auditing, cost control is an activity that is aimed not only at reactive reporting of decision results, but also at accounting for the decisions and visions of the client and advising the client how best to achieve desired outcomes (Knipe et al., 2002:257). Cost control happens through out the deployment process, from the briefing stage to completion. 4.2.5: Cost Checking This process is necessary to ensure that the client is always informed about the actual performance of the building in cost terms in relation to the budget or cost plan. The actual cost of each element or section of the building as the detailed designs are developed is checked against the cost target or cost plan, or specific elements in the cost plan( Seeley, 1983:14). 4.2.6: Cost Analysis Cost analysis supports the quantity surveyors service to the client and can provide the quantity surveyor with useful cost information and data. The forms of cost analysis are identified by Ashworth (2002:69), namely; Identification of major cost items Analysis of the annual user cost of building ownership Identification of those groups of items(elements) of cost importance 4.2.7: Cost benefits analysis The aim of cost benefit analysis is to establish the real benefit of expenditure not only in financial terms, but also in terms of time and energy expended by human resources, and the social benefits (Ferry and Brandon, 1991:12-13). 4.2.8Life cycle costing The life cycle costing also known as cost-in- use describes the modelling techniques aimed at coping with the mixture of capital and running cost of buildings and effect on ownership of a building. The quantity surveyor must be very sensitive to the influence of all cost factors so that the client receives advice that is practical, applicable, timely and effectively 4.2.9: Cost reporting The Quantity surveyor must ensure that continuous, accurate cost information, analysis, cost results and cost influences are reported to the client and design team. 4.3: Conclusion Using the above tools, techniques or methods and implementing them effectively will result in a better product at a better price with lower maintenance cost and an increased return potential over a long period of time. Money is the most limited resource and the challenge is to utilize it optimally. Though the quantity surveyor is ideally positioned continuously to play an active role, he should also be more involved in strategic decisions to empower clients even more. CHAPTER 5: CONTRACTS AND THE QUANTITY SURVEYOR 5.1: Aims and goals of construction contract A contract is a document that spells out the rights and obligations of parties and the administration of this interaction while protecting the parties against the risks that emanate from various relationships, action s and production. Many alternative ways to procure contracts exist, but experience has shown that a partnership approach as opposed to a two -sided procurement method is preferable. The secret of success may be in the organization of rights, obligations and administration, in such a manner that mutual support by the parties and effective professional service to the contracting parties are important factors to be included in the contract. Although the legal systems in countries are very specific to each country, there are important aspects that need to form part of any construction contract in any country ensure harmony, the parties understanding o f duties and the effective administration of obligations: Objectives: Offer acceptance and performance Preparation: Documents Design responsibility Agents Site representation Regulations Works risk Indemnities Insurances Securities, guarantees etc Execution: Preparation Access to the works Access to the works Setting out of the works Assignment Nominated and selected sub contractors Direct contractors Completion: Practical, works and final completion Defects liability periods Sectional completion Revision of dates Penalties Payments: Interim payments to the contractor Adjustments Recoveries Final accounts Cancellation: By the employer or the contractor and the rights related to Default and disaster Disputes: Litigation, arbitration, adjudication and mediation. The above headings taken from an agreement show the general terms that should be included in a construction contract, but one needs to remember that many project- specific variables also need to be included in the agreement. The contract documents, apart from drawings and specification, should also include the following: Preliminaries the management of the contract Trade preambles basic standard specifications Bills of Quantities depending on the method of procurement used, but compiled in accordance with an acceptable and agreed standard. Guarantees. 5.2: Procurement options Although the quantity surveyors service is traditionally linked to the production of bills of quantities, the profession has evolved to play a pro-active role in any procurement alternative and contractor selection process. Once the quantity surveyors service, in relation to pre-contract cost advice , is concluded, the very important next service phase of procurement advice and action should be addressed. Basically, procurement can be divided into two main alternatives, these are: Price-in-advance methods Cost-reimbursement methods Various other procurement methods for diverse needs and reasons are used, such as cost plus, construction management, design and manage, and measured term contract. The primary considerations for contractor selection or procurement, however, are the following: the influence of cost, time and design as well as the clients needs and budgets. For this reason, the quantity surveyor may promote the multi-procurement method to enable the client to control the effects of time and cost, continuing to allow space for sustained design, development, effective professional service and contractor involvement. The method relives on producing procurement documents timely, on a provisional basis, based on provisional design information. This enables the procurement of a main contractor who will manage many other selected or nominated sub -contractors who will be procured during the development of the building, as detailed information becomes available. The secret of this method is that mutual unders tanding and a very close working relationship between all role players must exist. The quantity surveyor performs a very important task in the execution of the project. 5.3: Conclusion The proper selection of an appropriate procurement method and the introduction of effective contract terms that will enable the contracting parties to focus on the work at hand should derive from pro-active, knowledge -based advice to the client, taking all aspects and circumstances of the proposed project into account Contracts, ensuring a partnership approach and imposing order on the rights and the obligation in proper manner, generally cover all risks and ensure effective contributions by the client, contractor and professionals. CHAPTER 6: THE MANAGEMENT OF COMMUNICATION 6.1: The goals of a communication strategy 6.1.1: Contract communication Contract terms should be communicated to parties and people involved so that they have no or little doubt about the meaning of words or terms. For this reason, the following aids are used by courts to interpret contracts: Avoidance of absurdity Upholding the contract or clause as opposed to ineffectual or void interpretations Equitable interpretations The intention s of the parties The recitals are subordinate to the operative part of the contract The grammatical meaning of the words used The contract will be interpreted as a whole in respect of the purpose and scope The technical meaning of words The written contract itself as opposed to verbal explanations It is clearly understood that the contract guides the official communication related to rights, obligations and administration of the contract and by all the parties involved. It is therefore important that the quantity surveyor should understand all issues related to contract communications. 6.1.2: General communication In the information era, however, the strategic resource is information, knowledge and creativity. There is only one way a corporation can gain access to these valuable commodities through people its most important resource (Naisbitt and Aburdene in Puth, 1994: 25) The above quotation illustrates how important it is to work with people, not only informally but also formally by means of contract documents, and in the process communicate well with them. People are the most important resource and thus the most important aspect and source of success. 6.2: Communication using management and leadership methods While contract communication is generally used as a formal and official communication method to ensure that the rights and obligations of parties are protected and enforced, management and leadership communication, as an approach or method, are very important elements in ensuring results. 6.2.1: Management communication Management communication is the number one problem in business today. While technology has advanced in leaps and bounds, managers and academics understanding of the substance of the process. Communication is seen as the life-blood of organizational management; therefore, the manager and professional must have an adequate knowledge of the nature and role of communication although it is difficult to do well or understand the influence of communication (Ewing in Puth, 1994: 3). The effective communicator should have a well-founded understanding of substantive transformation as a basic approach. Management is inherently a problem-solving job ( Whetten and Cameron in Puth, 1974: 109), indicating the importance of communication while obvious criteria for solving problems are expertise, knowledge, skills and experience , using sound management principles to transmit function -and- outcome expectations. 6.2.2: Leadership communication Leadership is based on communication. Leaders communicate not only information, but also attitudes and assumptions (Emshoff and Denlinger in Puth, 1994: 146). Since professionals often find themselves in leadership positions where clients and other parties rely on their expertise and skills, the professional must also be able to communicate and be concerned with: Coping with change Understanding competition and markets Be able to inspire followers Be a good example and influence people to achieve goals Emshoff and Denlinger in Puth (1994: 147) suggest that many corporations today are over-managed and under-led. Professional leadership is needed and should be the concern of all professionals. Autry and Mitchell (1998: 214) suggest that a wise leader should embrace the paradox of: By not forcing, he leads By not dominating, he leads By not leading, he leads Leadership asks for communication with subordinates, partners, professionals and other functionaries. Leadership is expected of any professional because of his position, knowledge and pro-active service. The lessons to be learned from the above are that communication is not forceful, not dominating, but accommodating. 6.3: Conclusion Colin Bower warns against a specific form of leadership, in his words: Leadership is never a neutral value à ¢Ã¢â€š ¬Ã¢â‚¬Å" far from it, it polarizes and divides he continues the cult of leadership is not more than the most thinly and inept disguised cloak of tyranny. He argues that we do need leaders in battles and expeditions, but because of these times, it should not mean that they are always needed and that leaders fudge issues and paper over cracks by substituting evangelical qualities for good organization, agreed objectives and rational propositions. He concludes with an idealistic picture of competent individuals acting as his or her own leader (Bower, 2005: 2). It remains clear that leadership could be all of the above, but that effective communication and partnerships with individuals may lead to success. CHAPTER 7: MANAGEMENT OF CLAIMS AND DISPUTES 7.1: The goals of claims and dispute resolution The goals o f claim and dispute resolution are firstly to establish the right of any party to submit a claim, and secondly to enable the other party to consider the claim in terms of its validity, contractual terms and possible outcome. Lodging or considering a claim do es not mean that a dispute exists, but should the rejection of a claim occur, a different interpretation of a claim exist, a difference of opinion obtain, one has to note that a dispute may then be lodged. Dispute resolution should then assist the parties in resolving such an impasse in a cost effective, satisfactory and timely manner. 7.2 The methods used to resolve disputes For the purpose of this paper, the methods to be discussed are cancellation, adjudication, mediation and arbitration. 7.2.1 Conciliation In an effort to resolve a dispute, satisfactory results are never guaranteed, not even in a court of law. It is therefore perhaps important to use inexpensive ways and methods to try and resolve a dispute. Results have shown that conciliation does have a remarkable measure of success in regard to solving differences before they can become disputes. The parties decide who the conciliator will be. The conciliator should, however, be a person with good communication skills and knowledge. The objective is to bring the parties together in a forum to investigate their contentions and assist the parties to formulate their own settlement, by indicating the consequences. Improved communication should be ensured through joint and separate meetings. The conciliator may also be requested to formulate an own opinion. In the end, parties are still left with the option to continue with litigation or arbitration. Conciliation, however, has the following foci and advantages: Control the parties control the process Consensus the parties aim at the best commercial solution Continuity the relationship will continue Confidentiality- no harmful public exposure The following diagram illustrates the difference between litigation and all ADR (Alternative Dispute Resolution) processes: The quantity surveyor, with good communication skills is ideally positioned to play an important role in respect of conciliation because disputes usually revolve around payments, valuations, certificates and penalties. 7.2.2: Adjudication Adjudication is an accelerated form of dispute resolution in which a neutral, impartial and independent third party deals with the dispute as an expert and not as an arbitrator, and whose determination is binding unless and until invalidated or overturned b y an arbitration award. The adjudicator shall not give advice to the parties or their representatives concerning any aspect of the Agreement in respect of which he has been appointed other than in accordance with stated Rules[Joint Building Contracts Committee (JBCC) 2005 4.1 Adjudication rules, cl. 1.1, 3.2] The procedure may be as follows: Either party shall submit full details of a dispute arising in terms of the agreement, together with copies of all relevant documents The other party may submit a written response The adjudicator shall: act as an expert and not as an arbitrator adopt the most cost and time -effective procedure The adjudicator may also: convene and conduct a hearing determine the payments and costs of the dispute on the basis of the submitted documents only meet with the parties decide on his own jurisdiction make use of specialist knowledge open up documents related to the dispute refuse admission to any persons other than the parties It is important to note that a n adjudication award is not binding on the parties, but is most definitely a process that will limit the costly processes of arbitration and litigation. Quantity surveyors and cost engineers are ideally positioned to play a very active role in adjudication. 7.2.3: Mediation Mediation means different things to different people, but in the construction industry, it usually denotes a procedure in which a neutral third party seeks to resolve a dispute between contracting parties, by conducting an enquiry, similar to arbitration, but less formal and by giving a non -binding opinion. The parties represent themselves without calling in legal professionals. The mediator should know the details of the dispute and should give each party the opportunity to state their case. The mediator should decide which procedure is the best, based on circumstances. Quantity surveyors often perform mediation tasks for clients or other parties, be it informal as a quantity surveyor mediator or formal by appointment. However, in terms of many contracts (JBCC series 2000, Ed. 4.1), the parties shall agree on the appointment of a mediator and meet with the mediator in an effort to reach a settlement. If a settlement is reached, the mediator shall record such an agreement which shall become binding on the parties on the signing. 7.2.4 Arbitration In some countries, arbitration is a process provided for by an act of law, adopted by parties through mutual agreement stipulating that they will submit any dispute that may arise between them to the impartial judgement of some third party of their choice and that the award by this impartial person will be final and binding. Arbitration is not a new process; in fact, it was know n to the Romans, used by the Dutch and English in the days of colonial expansion and is currently widely used in the construction industry and further a field. Arbitration is a more formal process than the dispute-resolution processes mentioned earlier, but arbitration has many advantages. Some of these are: Expert knowledge of a selected arbitrator possible savings in legal representation costs Flexibility of the process The decision is final and binding Time and money are saved Arbitration is a private matter Quantity Surveyors perform or can perform an important role in arbitration, as cost advisor, expert, representative, witness or even arbitrator. 7.3: Conclusion A knowledgeable professional, utilizing the claim- and dispute -resolution met hods available to best effect, may assist the parties by means of these methods, to save money, time and effort. Quantity surveyors may be in a good position to assist the parties and professionals in this manner, because of their knowledge and skills in relation to determining costs, tariffs, rates, prices, certification, contract terms and contract related communication. Chapter 8: References 1. Ashworth, A. 2002. Pre-contract studies: Development economics, tendering and estimating. 2nd Ed. Oxford: Blackwell. 2. Ashworth, A. 2004. Cost studies of buildings. 4th Ed. England : Pearson Prentice Hall. 3. Autry, J.A. Mitchell, S. 1998. Real Power: Business lessons from the Tao Te Ching. New York : Riverhead . 4. Bower, C. 2005. The myth of leadership needs to be debunked. Business Report, November 5. Browning, D.C. 1982. Dictionary of quotations and proverbs. New Jersey: Chartwell books. 6. Computerized system for application of value engineering methodology. ASCE Journal of Computing in Civil Engineering, 14(3), 206à ¢Ã¢â€š ¬Ã¢â‚¬Å"14. 7. DellIsola, A.J. (1988) Value Engineering in the Construction Industry, 3rd edn, Smith Hinchman Grylls, USA. 8. Emshoff, J. Denlinger, T. 1994. Beyond management: mastering the art of leadership. In :Puth, G. 1994. The communicating manager. Pretoria: Sigma Press. 9. Ewing, D. 1994. Communication and management. In: Puth, G. The communicating manager. Pretoria: Sigma Press. 10. Ferry D.J. Brandon, P.S. 1991 Cost planning of buildings. 6th Ed. Great Britain: BSP Professional Books. Ghorbani, A. and Shokri, A. (2005) Value engineering and management of claims in construction projects. Paper presented at the 2nd National VE Conference, Tehran, Iran, November. 11. Havard, T. 2002. Contemporary property development. London: RIBA Enterprises. 12. Joint Building Contracts Committee (JBCC), 2005. Principal building agreement. Houghton: Joint Building Contracts Committee Inc. (Series 2000 Code 2101), March. 12. Joint Building Contracts Committee (JBCC), 2005. Adjudication Rules: for use with the JBCC Principal Building Agreement Nominated / Selected Subcontract Agreement. Ed . 4.1, cl. 1.1, 3.2, 6.0-7.0, Houghton: Joint Building Contracts Committee Inc. (Series 2000 Code 2109), March. 13. Kenley, R. 2003. Financing construction: Cash flows and cash farming. London : SPON Press. 14. Knipe, A.,Van der Waldt, G.,Van Niekerk, D., Burger, D. Nell, K. 2002.Project management for success. Cape Town: Heinemann . 15. Mirmohammadsadeghi, A. and Aghdami Thani, M.R. (2005) Studying obstacles in utilization of value engineering in construction industry of Iran. Paper presented at the 2nd National VE Conference, Tehran, Iran, November. 16. Mole, T. 1991.Building Maintenance policy: Nebulous nevertheless necessary In: Venmore- Rowland, P., Brandon, P., Mole T. Investment, Procurement and Performance in Construction. Proceedings of the First National RICS Research Conference held at Barbican Centre, 10-11 January 1991. London: E FN SPON. 17. Morton, R. Jaggar, D. 1995. Design and the economics of building. London : E FN SPON. 18. Naisbitt, J. Aburdene, P. 1994. Task management to people management. In: Puth, G. The communicating manager. Pretoria: Sigma Press. 19. Omigbodun, A. (2001) Value engineering and optimal building projects. ASCE Journal of ArchitecturalEngineering, 7(2), 40à ¢Ã¢â€š ¬Ã¢â‚¬Å"3 20. Palmer, A., Kelly, J. and Male, S. (1996) Holistic appraisal of value engineering in construction in United States. ASCE Journal of Construction Engineering and Management, 122(4). 21. Nel, N. 1992. Think Tall: Real estate has created more wealth than gold, diamonds or any other investment. Pretoria: Executive Living. 22. Peter, L. 1991. 5,000 Gems of wit and wisdom: Memorable quotations for all occasions. London: Treasure Press. 23. Philips, M.R. (2003) Manual for 40-hour; Module-I; Value analysis training workshop, Value Management International, Tehran, Iran, February. 24. Seeley, I.H. 1983. Building economics: appraisal and control of building design cost and efficiency .3rd Ed. London: MacMillan Press. 25. Whetton, D.A. Cameron, K.S. 1994. Communication, problem solving and decision making. In: Puth, G. The communicating manager. Pretoria: Sigma Press, p. 109-123. 26. Willis, C.J., Willis, J.A. Ashworth, A. 1996. Practice and procedure for the quantity surveyor. 10th Ed. London: Blackwell Science.

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First, this paper will discuss the influences organizational culture has on the success of projects. Secondly, the role project leadership plays in the success of projects and how project managers can build and manageRead MoreOrganizational Culture Assesment1717 Words   |  7 PagesCase Analysis B: Organizational Culture Assessment Life is stressful and the value of the healthy organization is measured by the quality of the work-life balance of the employees. Even the best-managed organizations have stressors occurring on the regular and the irregular periods. Those regular stressors, such as quarterly reports or financial tides are expected. The unplanned and often unsuspected stressors occur within the organization. These unplanned stressors will create chaos and an unhealthy The Relationship Between Organizational Culture And... Chapter 3. Methodology 3.1 Chapter overview This chapter outlines the research design, the research strategy, the sampling strategy and the research process, methods of data collection and analyses, ethical considerations and the research limitations of the project. 3.2 Research Design The research design is considered to be very important in any research as it provides â€Å"a blueprint for conducting a study with maximum control over factors that interfere with the validity of the findings† Burns and Grove (2003: 195). Taking the aim and objectives of this project into consideration, the study attempts to establish whether there is a causal relationship between organisational culture and employee motivation. Therefore, the study is explanatory in nature and focuses on the opinion or perceptions of managers and staff at a telecommunication company in Kenya regarding how organisational culture impacts employee motivation. Hence, the study will adopt a qualitative approach. The researcher found this approach suitable for the study as it provides greater flexibility and adaptability to changes. 3.3 Qualitative approach Qualitative research is defined as â€Å" a form of social enquiry that focuses on the way people interpret and make sense of their experience and the world in which they live,† (Holloway and Wheeler, 2002:30). Researchers use this approach in exploring behaviours, perspectives, experiences and feelings of people with more emphasis on understanding theseShow MoreRelatedOrganisational Culture and Motivation1496 Words   |  6 PagesMethodology Project Plan Sources of Reading INTRODUCTION AND RATIONALE As Desson and Clouthier (2010) state, culture is an important factor in both attracting and retaining desirable employees. The extent to which an employee’s needs and expectations are fulfilled will determine the motivation, job satisfaction and performance levels (Mullins, 2005, p. 499) which would be influenced by culture. 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For example, for an organization to achieve organizational excellence they need to determine what drives each employee. This can be achieved by an employer simply by taking the time to connect with their employees and implementing work related goals. As a result, the organization benefits because the employee will benefit

Realism and Ibsens a Dolls House Essay - 1527 Words

Ibsen: Keeping it Real Since 1879 Realism is a style of writing in which the author strays away from romance and fantasy and leans toward the everyday life of real people and the negative aspects of their lives. The Norwegian author Henrik Ibsen captures the true essence of realism in his famously controversial play A Doll’s House. Nora is an idealistic wife who bows down to her husband’s commands and fulfills his every wish. When Torvald, her husband, fell sick she did everything she could to save his life, going as far as forging her dead father’s signature to receive money to pay for their trip to Italy for better heath care. The story takes place during Christmas time, where Nora is now forced to come to terms with the crime she has†¦show more content†¦Torvald wants Nora to know that he is the one â€Å"on top† in the relationship; he is the bread winner, the man, and the more powerful person. He is always trying to suppress Nora and keep her dominance over him at bay. Not on ly must women be submissive to their husbands but they were expects to be obedient to him as well. Torvald is always telling this wife not to eat her favorite treat, macaroons, because her teeth with rot and fall out. When Nora buys the dessert in town, she hides them from Torvald. She lies to him when he asks if the thought crossed her mind that day to stop and get a treat. Nora tells her husband, â€Å"No, Torvald really; I promise you†¦ I wouldn’t do anything that you don’t like† (Ibsen 151). Nora is afraid of contradicting Torvald’s word and promises to him she would never do anything to go against him. Instead of being her husband’s equal Nora feels as if she were a child. Ibsen depicts Nora’s marriage as a relationship between a father and his child instead of a husband and his wife and mother of his young children. Torvald treats Nora like a little girl who cannot make her own decisions. She is forced to play this role of a chil d her whole life; fist under her own father’s roof and now under Torvald’s. The forced roles of women were enforced in society, as well as the idea of keeping one’s flaws concealed from the outside world. DeceptiveShow MoreRelatedEssay about The Role of Realism in Ibsens, A Dolls House737 Words   |  3 PagesIs â€Å"A Doll’s House† simply another text in which the composer questions the ideals of his society? Or is it advocating the rights of women as individuals, perhaps a pioneer in feminist literature? One may argue that â€Å"A Doll’s House† is nothing more than a product of Henrik Ibsen’s examination of his contemporary society’s values and morals, specifically those of the bourgeois class. 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The focus of this essay will be to compare the two contrasting plays, in order to recognise, in spite of certain d ifferences, the messages that both playwrights are voicing through the use of their characters and using critical analysisRead MoreAgency Of Punishment And Hedda Gabler1914 Words   |  8 Pagesseeks her freedom from cultural and familial oppression by allowing herself to be executed. In Henrik Ibsen’s play Hedda Gabler, the protagonist, an aristocratic woman from prosperous 19th century Norway, asserts her freedom from societal oppression by killing herself. Considering the socio-economic and cultural differences of these female characters, how could their ends be so similar? In this essay, we’ll discuss why these late 19th century, early 20th century authors chose to make suicide, or theRead MoreBeckett And The Realism Theatre Of Henrik Ibsen2026 Words   |  9 PagesIn the very basic formats of theatre, including plot, form, and stage design, there are a large amount of differences between the absurd theatre of Samuel Beckett and the realism theatre of Henrik Ibsen; however, both these playwrights look to challenge their audience and the theatrical conventions and expectations of their time. Beckett challenges the idea of how language, time, and human existence are presented and perceived within a play; Ibsen challenges the conventional ideas of his time withRead More A Comparison of Realism in Uncle Vanya and A Dolls House Essay1630 Words   |  7 PagesRealism in Uncle Vanya and A Dolls House      Ã‚  Ã‚  Ã‚   A play serves as the authors tool for critiquing society. One rarely encounters the ability to transcend accepted social beliefs. These plays reflect controversial issues that the audience can relate to because they interact in the same situations every day. As late nineteenth century playwrights point out the flaws of mankind they also provide an answer to the controversy. Unknowingly the hero or heroine solves the problem at the end of theRead MoreRealism in Arms and the Man1527 Words   |  7 PagesRealism was a general movement in 19th-century theatre that developed a set of dramatic and theatrical conventions with the aim of bringing a greater fidelity of real life to texts and performances. It shared many stylistic choices with naturalism, including a focus on everyday (middle-class) drama, colloquial speech, and mundane settings. Realism and naturalism diverge chiefly on the degree of choice that characters have: while naturalism believes in the overall stren gth of external forces overRead MoreSymbolism of a Dolls House2840 Words   |  12 PagesApril 15, 2015 Symbolism of Henrik Ibsen’s A Doll’s House A Doll’s House by Henrik Ibsen is perhaps one of the most hotly debated plays to come out of the 19th century.   The eighteen hundreds continued the process of the demystification that began with the Enlightenment.   Because of the discoveries of the Enlightenment, humans could no longer be sure about their place in the universe.   This, of course, had an impact on the theater.   The movement toward realism, which, like the 19th century in generalRead MoreA Doll House by Henrik Ibsen7379 Words   |  30 PagesPerlas World Literature January 14, 2012 A Doll House by Henrik Ibsen Translated by Rolf Fjelde I. Introduction During the late nineteenth century, women were enslaved in their gender roles and certain restrictions were enforced on them by a male dominant culture. Every woman was raised believing that they had neither self-control nor self-government but that they must yield to the control of a stronger gender. John Stuart Mill wrote in his essay, â€Å"The Subjection of Women†, that women were, â€Å"wholly

Ansel Adams fine photography arts Essay Example For Students

Ansel Adams fine photography arts Essay Ansel Adams, b. 1902, was important to photography through history and through his works helped contribute to the respect photography is now given as a fine art. He first discovered photography when he received a Kodak #1 Box Brownie in 1916 from his father as a birthday present. At the time he aspired to be a concert pianist as he was an amazing musician, however, when aged 14 on a family vacation to Yosemite National Park, he discovered the Sierra Nevada mountains and returned there at least once every year of his life, thus inspiring his style of photography and subject matter. Photography in its early stages was not considered by critics as a true form of art, but photography was seen as an art form in itself, the art of creating the perfect photograph. A flawless print, shot using pure, straight photography and produced using impeccable development techniques. Adams was not at all against this philosophy. He actually embraced it. He himself was a perfectionist and his folio of works reflects this trait, focusing on the unspoiled natural world, I am always visualizing image possibilities in the world around meà ¢Ã¢â€š ¬Ã‚ ¦ He did this using top-quality printing, capturing every possible detail using apertures as high as f64. He even established a school of photographers with similar techniques called the f64 club. In his lifetime, Ansel Adams has produced 10 000 signed fine prints and has held over 500 exhibitions worldwide. We will write a custom essay on Ansel Adams fine photography arts specifically for you for only $16.38 $13.9/page Order now In 1950, During one of his many routine trips to Yosemite National Park, Adams passed a serene landscape and prospective subject just along the highway on the way to the park. He had always passed this subject before and noticed it, but the lighting was never strong enough to capture the image at its fullest potential. On this day the lighting was just right for a photo to be taken, as it was sunrise. He noticed this as he was driving along the road and he stopped the car to set up and take the picture. This is how Early Morning, Merced River, Autumn, was shot. The photograph is black and white with a high contrast. It is of a horizontal landscape format. There is a large, twisting tree with lots of small foliage growing on the smaller branches on its ends. The trunk is short with two thick branches and one thinner one protruding from it. The roots above the ground are unseen due to the small surrounding rocks but they appear to begin about one third of the way up the trunk. The tree is slightly left of center, in the front part of the middle ground. The foreground consists of larger rocks or boulders, there appears to be just two of them, they are darker than the small rocks and dotted with lichen. On the right side of the picture and further back into the middle ground is a thin, spindly tree, so pale in shade that it appears to be white. The small tree, unlike the large tree is very symmetrical and triangular in form. The background consists of the river rapids, blurred with the length of exposure time. They add an extra softness to the subject. Behind this is the opposite riverbank, very dark although still highly detailed, covered in small shrubs and foliage. Behind the banks the trees become taller and taller until we see tall, straight trunks of trees, showing evidence of forest. Not even the darkest areas of the image lack detail due to such an infinite aperture. The main focal point is the romanticism of the elegant, twisting tree. The branches are separated asymmetrically. The two smaller branches extend to the left and their foliage takes up most of the space on this side of the image. .u86256af98c2c7667f3467764713bcb8a , .u86256af98c2c7667f3467764713bcb8a .postImageUrl , .u86256af98c2c7667f3467764713bcb8a .centered-text-area { min-height: 80px; position: relative; } .u86256af98c2c7667f3467764713bcb8a , .u86256af98c2c7667f3467764713bcb8a:hover , .u86256af98c2c7667f3467764713bcb8a:visited , .u86256af98c2c7667f3467764713bcb8a:active { border:0!important; } .u86256af98c2c7667f3467764713bcb8a .clearfix:after { content: ""; display: table; clear: both; } .u86256af98c2c7667f3467764713bcb8a { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .u86256af98c2c7667f3467764713bcb8a:active , .u86256af98c2c7667f3467764713bcb8a:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .u86256af98c2c7667f3467764713bcb8a .centered-text-area { width: 100%; position: relative ; } .u86256af98c2c7667f3467764713bcb8a .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .u86256af98c2c7667f3467764713bcb8a .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .u86256af98c2c7667f3467764713bcb8a .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .u86256af98c2c7667f3467764713bcb8a:hover .ctaButton { background-color: #34495E!important; } .u86256af98c2c7667f3467764713bcb8a .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .u86256af98c2c7667f3467764713bcb8a .u86256af98c2c7667f3467764713bcb8a-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .u86256af98c2c7667f3467764713bcb8a:after { content: ""; display: block; clear: both; } READ: Life in the renaissanceThe larger right branch forks into three other thick branches once more and is higher than the other two branches, with less visible foliage, leaving empty space. But there is very much a sense of balance created by the white tree to the right and the higher placed rock, on the right and in the foreground. The rivers elegant flow generates a rhythm that seems to connect the whole image together, creating a sense of unity. The light source appears to be coming directly from the left side of the subject, as there is a high shadowing contrast between the left sides of objects and the right sides. Early Morning, Merced River, Autumn, was created using a Kodak metal 8X10 view camera and a tripod, with a Kodak Wide-Field Ektar lens. Adams had trouble setting up the tripod in this area, as the land was rocky and unstable. No filter was used, which shows the rarity of the scene, as we know now that the contrast was naturally this diffused. The film was an ASA 125 speed setting. Film had become more easily exposed in 1950 than what it was in Adams early days as a photographer, meaning that shutters did not have to be open for as long, making it easier for photographers. There is such a high quality of detail in the subject matter because Adams has used an aperture of f45, and was taken at a shutter speed of  ½ a second, thus explaining the misty blur of the breaking water in the background river. In light of his perfectionism and quest for the perfect photograph, Adams made two exposures of this image. He was not happy with the development of the first negative and decided to use a different process to develop the second negative, called the water-bath process, in order to increase the shadow values. Ansel Adams produced Early Morning, Merced River, Autumn, to express an area of nature, which he saw as beautiful. On this rare day he saw an opportunity capture an exceptional version of this subject and he took it. The romantic mood of the image was no accident as he was trying to portray the landscape using his own personal expression. This image is very much like another image taken two years earlier, Tenaya Creek, Dogwood, Rain, in 1948 at Yosemite National Park. The subject matter, format and romantic mood is very similar to Early Morning, Merced River, Autumn. They both express the intricate beauty of the untouched natural world and resemble each other in form. Creating the perfect photograph is clearly his inspiration for both of these images. Adams unique style of subject matter, composition and detail that makes his work unique and identifiable is completely evident. His style exudes the beauty and grace of nature itself as though you were standing in the actual image and staring at the landscape in real life. His images allow you to connect with the subject and capture the beauty you may have either previously overlooked or have longed to keep forever.

Parts of the Digestive System Essay Example For Students

Parts of the Digestive System Essay The digestive system consists primarily of the alimentary canal, a tube that extends from the mouth to the rectum. As food moves through this canal, it is ground and mixed with various digestive juices. Most of these juices contain digestive enzymes, chemicals that speed up reactions involved in the breakdown of food. The stomach and the small intestines, which are parts of the alimentary canal, each produce 3 digestive juice. Other digestive juices empty into the alimentary canal from the salivary glands, gall bladder, and pancreas. These organs are also part Of the digestive system. Part 1 Location of the parts that are in the Digestive System Part 2 Parroted salivary gland- above oral area Oral cavity- the mouth area Tongue- Oral cavity Teeth Oral cavity Subliminal and submariner salivary gland-Oral cavity Pharynx- Throat Stomach- Left side above the pancreas Liver-Right side next to stomach Pancreas-Left side below stomach Gall bladder- Right side below liver Duodenum-Right side under the Liver Large intestine-ascending, transverse, descending, below stomach Jejunum-small intestine, below stomach under large intestine Rectum-lower back buttock area HOW Will remember the location s: Will divide body into quadrants and memorize by sections Part 3 Mouth- Mechanical Digestion Throat=propulsion Stomach-Chemical Digestion and Propulsion Intestines= Propulsion and absorption Part 4 Mechanism Propulsion- the movement of food through the alimentary canal starting from the mouth to the anus. Peristalsis) The rippling motion of muscles in the digestive tract In the stomach, this motion mixes food with gastric juices, timing t into a thin liquid. Absorption= the penetration of a substance within the inner structure of another. Chemical digestion= the process in which chemicals in the body separate large food molecules into smaller ones so they can pass through the wall of the intestine. Mechanical digestion= Mechanical digestion is when food is physically broken down. An example can be when you chew your food. Your food is turned into small pieces, which makes it easier for enzymes to chemically break them down into nutrients for your body.