How can you coordinate site utilities and services with other construction activities?

I ask permission to add a comment: * in this stage a big risk it's Design, Unfortunately the companies save money by having incomplete drawings for the general site layout, which leads to delays in the implementation phase.

You should also verify the accuracy and completeness of the information and update it regularly. Mapping utilities can help you avoid damaging or disrupting them, which can cause delays, fines, or injuries

I always emphasize the importance of accurately locating and charting all existing and future utilities on the site - be it water, sewer, gas, or any other service. Personally, I've found utility location services coupled with surveys and existing records to be invaluable in this endeavor. It's not just about getting the initial information; I make it a point to regularly verify and update this data. From my experience, taking this step has been crucial. Not only does it help in steering clear of inadvertent damages, but it also ensures that we avoid any unforeseen delays, potential fines, or, worse, injuries on the site. Proper preparation and diligence in this phase have always paid off in the long run.

Civil engineers do not have the luxury of excavating to find the exact location of utilities . It is imperative on all gravity lines that the contractors first priority is to verify the invert elevations of all utilities. We have seen contractors install sanitary sewers starting at the top working their way down to the point of connection only to realize the sewer invert was a foot higher than shown on the plan ( based on record drawings provided by the city ) . The greatest risk is buried laterals which a surveyor cannot confirm a depth . In the case mentioned above the owners did not compensate the contractor to redo his work because the civil plans stated before starting any work , confirm the inverts of all underground utilities.

It is imperative that the architects and/or design team know the boundaries and perspectives. Awareness and collaboration with all teams is essential.

Before any significant groundwork begins, I've always reach out to these providers to ensure that they're aligned with our project's requirements. Discussing the project's scope, timeline, and specifications upfront is pivotal. Moreover, acquiring the necessary permits and getting timely approvals from these entities has been crucial in avoiding any regulatory hiccups. Communication is key here. Keeping an open line with these providers has helped me preemptively address any concerns, ensuring a smoother project flow. Over the years, I've realized that proactive coordination with utility providers significantly reduces the chances of misunderstandings or unforeseen delays, ensuring the project remains on track.

It is imperative that your permit applications are absolutely correct and contain all required information. Follow up with the permit issuers throughout the process. Unfortunately, the permitting process continues to have a very large impact on schedule and project execution.

It's is essential to ensure that you have wet Stamped approved design plans from the utility agencies involved. A Pre-Construction meeting with the providing utility agencies sub contractor , Public works agency will provide coordination, confirmation of standards as they are implemented in the field as well as communication with all parties involved setting expectations for all processes and installations of systems .

An excellent practice is the competency certification of the engineers/contractors/parties working on or adjacent a utility from the utilities' owners/managers. In this manner all parties save time by having the right people investigate the actual location on site starting from asbuilts then any recent unrecorded changes and lastly by site investigation and trial pits. The benefit is that the certified/competent people are already aware of the asset owner's procedures, relevant permits and can reach the proper channels fast and efficient to get the data required in time and without doubt from any side.

One addition to the discussion ahead, The most important thing for EPC contractors/sub-contractors is to verify, mapping, and put all utilities drawing to plan priority work so that crossovers and clashing can be eliminated, ensuring procurement of material on a timely manner to avoid any further delay which may impact overall project schedule and indirectly affecting optimization of resources, at each step activity contractors/subs need to revise execution plan weekly so that to keep project budget, schedule on a top tire ensuring timely delivery of project

Agree that the best way is to integrate the utilities both temporary and permanent into the overall project schedule. I would like to add that just like the construction activities in the schedule having their narrative basis for change management, so too with the utilities as managing them includes changing situation in the project execution.

Focusing on the project works sequence tasks schedule plan.any stage connected with other (cost, risk, safety,drawing, procurement, third party, etc..).

This should be done before demo and clearing of the site begins. Many utility companies have long lead times and need accurate project drawings to design their systems. Waiting to contact them when your ready to tie-in will result in costly uncontrolled delays.

It is important to note that the risk profile for some utilities in general, and petroleum product lines specifically, requires a linear design process. Each process step happens after the next, which takes time. For example, you cannot get the owner to ground truth their line while you are still designing the project. You have to be close to being 90% complete to allow them to review your drawings. You then may need to make significant changes to your design based on their findings. Adjust your schedule somewhere else.

Understanding the interdependencies between utilities and other construction facets is crucial. For instance, certain excavation works can't proceed unless utility lines are confirmed to be safe or rerouted. Regular monitoring has been my mantra; by consistently checking the status of utility integration, I can preempt potential delays and reallocate resources as needed. Over time, I've found that this integration doesn't just prevent setbacks—it's been a pivotal strategy for ensuring optimal use of time, resources, and maintaining the quality benchmarks we set for the project.

One of the most effective methods of avoiding underground utility strikes on a construction project is for the general contractor to impliment a “soil disturbance” permit process. This type of process requires anyone who will be disturbing soil on the site (excavating, trenching, driving posts, etc) to obtain approval from the GC first, by showing that they have reviewed the latest utility map, have transferred the location of all existing utilities to the actual location of the their work, and have specified how they will work around any existing utilities in their soil disturbance area.

Ensuring the safety of both the workers and the public is non-negotiable. It's not just about ticking boxes – it's about the genuine welfare of everyone involved. Regular training sessions have been vital, equipping teams with knowledge and tools to safely navigate the complexities of utility work. Providing clear signage, especially in areas where the public might come close to our operations, is also an integral step. Routine inspections ensure that standards are maintained, allowing us to catch potential issues before they escalate. Ultimately, this rigorous approach to safety doesn't just minimize risks—it solidifies trust in our capabilities and dedication to every project's success.

Digital modeling and having the Civil plans reflect all scopes for stake out is the only way to fly. 30 years of doing this integration on campuses for Tech, K-12, Medical, etc, I can attest that clashes can be eliminated with coordinated prior efforts. Its not technically difficult, it takes a will and a commitment. And a good, qualified Civil that sees the larger picture. Trends of DB sub-contractors joining the party late and not looking at the context they're working in, like they (hopefully) do inside the building, is the largest culprit. Never let Power and Comm go in first. Ever. Gravity and water supply rule the day, everything else is flexible, literally.

Implement safety measures to protect workers and prevent accidents near utility areas. This may include barricades, warning signs, and proper training.

Prioritize safety across the board. Adhere to codes and regulations for utility operations and maintenance. Equip workers with training, proper gear, and clear signage. Regularly inspect and test utilities, addressing issues promptly. These precautions safeguard workers, the public, and the environment, mitigating accidents, injuries, and damage that could jeopardize your project's success.

Years back an Architect asked; "Are we here to admire a problem or solve it." I have carried forward with that ever since. A current project in a downtown setting has the conflict of a complete rebuild/restoration of a an entry portico with grand stairs that is also the path of utilities to the building. All working from a Sidewalk with limited access on a busy street. It is all about getting the stake holders into a meeting and mapping out a comprehensive plan that works for all. Then document that achievement with scheduling software with milestones. Integrate the agreement into a comprehensive management software accessible to all. This then gives the field supervisor the ability to not only track but hold accountable those agreements.

Each party, from architects to subcontractors, brings a unique perspective and expertise. By proactively sharing updates and gathering their insights, we often anticipate potential challenges and work collaboratively to find solutions. This transparency not only keeps everyone informed but also fosters an environment where feedback is actively encouraged. It's also been my responsibility to mediate and swiftly address any misunderstandings or disagreements. By doing so, it cultivates a cohesive team environment where everyone remains aligned with the project's objectives. Through open communication, we can guarantee that everyone remains committed to a unified vision and purpose.

Communication and Collaboration: 1-Establish clear lines of communication among all project stakeholders, including contractors, utility companies, and regulatory authorities. 2-Hold regular meetings to discuss progress, updates, and potential conflicts.

Effective communication is paramount among all stakeholders - owner, architect, engineer, contractor, subcontractor, supplier, and inspector. Share utility information, plans, and updates, inviting their feedback for improved coordination. Swiftly resolve any disputes. This fosters unity and ensures alignment toward project success, with everyone on the same page and working in harmony.

To effectively coordinate site utilities with construction activities, start locally. Identify existing site conditions, the relevant service providers, and their specific timelines. If a service isn't present, determine if more design or stakeholders are needed, factoring in the time and cost. Engage with consultants, tradespeople, utility providers, and regulatory agencies. Consider construction embargoes and DOT meeting schedules. Plan for both future and temporary service locations, especially power needs. Before deciding, clarify the what, how, and who is to be involved, including the timeframe and cost associated with each process, to make educated decisions; then integrate everything into the project timeline.

Continual improvement is vital. Evaluate utility and service performance against objectives, assessing strengths, weaknesses, opportunities, and threats. Gauge customer satisfaction, quality, cost, and time. Document lessons learned, best practices, and recommendations for future projects. This ongoing assessment enhances your skills, knowledge, and experience as a construction manager, ensuring continuous growth and success.

Pre-design stage - In brownfield projects, a site survey is done to verify the existing utility lines with the existing drawings to ascertain accuracy. There are high chances of surprises on field that can be missing in the existing drawings. Underground detection methods are used here. Design stage - Softwares like BIM and Navisworks are used for clash detection between various trades. This greatly helps in avoiding reworks induced impacts. Pre-construction - Installation of signages on the path of hidden utility lines and educating the crew should help. Setup and Ops of site offices and related utilities are covered in GC or owner scope. Construction stage - Excavation permits and final detection check helps.

The most common cause of delay in services is inaccurate quantities in the BOQ and missing items. Some leave these activities to the services vendor, whose design ideas do not match with the architect or client. In one of the work which I witnessed, the slab cutout opening kept in the basement slab was too small and in another the OT won't fit in the space provided. Best practice is to plan everything before start of the work.

Conduct weekly meeting, walk-down and safety inspection. Coordinate / schedule to make sure all the activity align and the progress is following the time base.

Con la experiencia que tengo es muy importante evaluar los compromisos que se van adquirir con la construcion de zonas de cesion que hacen parte de los entregables de los proyectos como zonas de cesion, llamense vias, parques, alamedas, servicios publicos, acueducto,electricos, alumbrado publico, etc, si no estan bien definidos puede dismuir la utilidad de un proyecto y en ocasiones se incurren en costos elevados en provisonales no ocurrentes, es un tema de especial cuidad que aveces no se valoran adecuadamente.

Some challenges to be aware of: - Identifying and mapping all of the utilities on the site can be complex and time-consuming. - Coordinating construction activities with utility companies can be challenging, especially if there are multiple utilities involved. - Implementing safety measures to protect workers, the public, and the environment can be costly.