Sonetra KETH (M.Arch)

Sonetra KETH

Project Manager, Architectural Manager, Design Director, BIM Director

Thought Leadership, Design Management, Project Management, BIM Management 专案经理、建筑师经理、设计总监、BIM总监 Giám đốc Kiến ​​Trúc, Giám đốc Dựán, Giám đốc BIM

Construction project delays are commonly categorized into four main types:

Excusable: Caused by factors beyond the contractor's control, like unforeseen circumstances beyond control.

Non-excusable: Due to the contractor’s inefficiency

Compensable: Excusable delays entitling the contractor to time extension and/or compensation

Concurrent delays: When multiple causes occur simultaneously, complicating responsibility. Common causes include late issuance of notices to proceed, delayed approval of drawings, and delayed shop drawings. Understanding these categories helps in managing claims and contractual obligations effectively.

By categorizing each issue based on its delay type, we: ☑️ Knew which costs were claimable or recoverable. ☑️ Proactively aligned with stakeholder expectations from the outset. ☑️ Realistically modified schedules ☑️ Strengthened project planning and risk management strategies. ☑️ Improved overall project delivery and stakeholder satisfaction. ☑️ Enhanced communication and transparency across all teams. ☑️ Minimized potential disputes by addressing issues early.

CAUSE OF DELAYS IN CONSTRUCTION PROJECT:

#01 INADEQUATE PLANNING Proper planning and management are crucial to ensure a project runs smoothly and efficiently.

#02 LACK OF COMMUNICATION Clear communication is essential to ensure that everyone is on the same page and working towards a common goal.

#03 INEFFICIENT MATERIAL MANAGEMENT Effective management of material resources, including procurement, storage, and distribution, is critical for the timely completion of a project.

#04 EQUIPMENT FAILURE Equipment failure can significantly impact project timelines and budgets, leading to costly delays and rework.

#05 POOR WEATHER Proper planning for adverse weather is essential to minimize the impact of weather-related delays on a project.

#06 PROJECT COMPLEXITY If the project is not adequately planned & managed, project complexity always leads to delay in project completion.

#07 DESIGN VARIATION Design variation can cause delays in construction projects, leading to increased costs and decreased productivity.

#08 INEFFECTIVE RESOURCE MANAGEMENT Effective resource management strategies, including planning, monitoring, and adjustment, are vital to ensure the timely completion of a project within budget.

#09 IMPLEMENTATION FAILURE Effective project management strategies, including clear communication, risk management, and problem-solving skills, are crucial to ensure successful implementation.

#10 USE OF OBSOLETE TECH Implementation of obsolete technology has disadvantages, like increased costs & decreased productivity.

Sonetra KETH (កេត សុនេត្រា) •Project Manager/Design Director/BIM Director •RMIT University Vietnam + Institute of Technology of Cambodia ———————————————————————-—————————- •建筑师经理、专案经理、BIM总监 •Giám đốc Kiến Trúc, Giám đốc Dựán, Giám đốc BIM

Design and Build Structure (Project Management Dominant)

The figure is a hierarchical organizational diagram for a design-and-build project delivery model where project management dominates the structure. It visualizes roles, responsibilities, and the flow of authority from the client side through the in-house or contracted project management function down to the specialized project functions.

KEY COMPONENTS AND RELATIONSHIPS

TOP TIER:

Client body: The client entity that funds and owns the project.

Professional advisors: External or internal advisors providing governance, standards, and specialist input.

The diagram suggests a formal collaboration between the Client body and Professional advisors, with the project management function acting as a central coordinating layer between the client/advisors and delivery teams.

CENTRAL BINDING ELEMENT:

Project management functions: This is the core coordinating hub. It directs, manages, and communicates with the design and construction management approaches, effectively substituting for the client’s in-house project management capability.

Design management functions: A dual-supply path from project management to the design disciplines, indicating responsibility for design governance, conformity to brief, and integration with construction planning.

Construction management functions: Another arm under project management handling execution planning, field coordination, safety, scheduling, cost control, and procurement interfaces.

DELIVERY/DISCIPLINES (THE BASE LAYER):

Architectural functions: Architecture design development, detailing, and integration with structural and MEP.

Quantity surveying functions: Cost estimation, value engineering, and cost control.

Engineering functions: Structural, MEP, and other engineering disciplines providing technical design coordination.

Construction functions: Site execution, contractor management, and on-site coordination.

ARROWS AND FLOW:

The arrows imply a bidirectional or directive flow between levels, indicating that:

Project management functions coordinate with both design management and construction management.

Design management and construction management provide input to and receive direction from architectural, quantity surveying, engineering, and construction functions.

There is an implication of cross-discipline coordination (multi-headed arrows from the central hub to the base layer), reflecting integrated design and build activities.

Annotation:

The caption notes that this is “Figure 9.5 Design - and - build structure (project management dominant),” signaling that the project management function has a leading governance role in the design-build process, potentially controlling schedules, budgets, interfaces, and decision-making.

INTERPRETATION FOR PRACTICE

Delivery model implications:

This diagram supports a design-build with a strong client-side or contracted project management leadership, where the PMO (Project Management Office) assumes primary responsibility for alignment of design, cost, and construction activities.

It implies tight integration between design development and construction planning, with explicit leadership from the PM function to avoid silos.

BIM and data governance implications:

In a BIM-enabled workflow, this structure suggests a centralized data governance framework where the Project Management functions coordinate data exchange between architectural, structural, and MEP models, as well as cost and procurement data managed by the QS function.

Clear responsibilities for interfaces, the PM function would define the BEP/EIR interfaces, model progression milestones, and integration cadence (e.g., weekly coordination meetings, model federation, RFI logs, 4D/5D/6D simulations).

Risk and decision rights:

With project management dominance, the PM function typically holds decision rights on scope changes, budget adjustments, and schedule recovery plans, while design and construction functions provide technical inputs and recommendations.

Practical considerations:

Establish a formal RACI or responsibility matrix to accompany this structure, clarifying who approves design changes, who authorizes cost implications, and how coordination with external advisors is handled.

Implement a common data environment (CDE) and shared BIM workflows to realize the intended integrated design and build approach, ensuring traceability of decisions from PM through each discipline.

Design and Build Structure (Construction Dominant)

OVERVIEW

The figure depicts a design-and-build organizational structure with a construction-dominant governance model. It shows how roles, responsibilities, and information flow are arranged from the client side through the project management/leadership layer down to the delivery functions.

KEY COMPONENTS AND RELATIONSHIPS

TOP TIER:

Client body: The project owner or client organization funding the work.

Professional advisors: External specialists providing governance, standards, and expert input. The diagram shows a dotted/indirect line to the client's body, indicating advisory input rather than direct control.

Central coordinating layer:

Construction management functions: The primary hub in this construction-dominant model. They coordinate design, project management, and on-site execution.

Design management functions: Provide design oversight and interface with construction management to ensure constructability and coordination with the build plan.

Project management functions: Act as a bridge between design and construction teams, but in this diagram, they still report into the broader construction-dominant structure, reflecting a tighter on-site control emphasis.

Delivery/disciplines (the base layer):

Architectural functions

Quantity surveying functions

Engineering functions

Construction functions

Arrows and flow:

The arrows indicate direction and influence of the management group over the delivery functions. There are bidirectional lines between some blocks, suggesting ongoing communication and feedback loops, but the overarching emphasis is that construction management has the dominant governing role.

There is an implied integration path where design and project management functions feed into and coordinate with the architectural, QS, engineering, and construction teams.

Caption and title:

The diagram is labeled as Figure 9.4: Design - and - build structure (construction dominant), indicating that the project governance is led by construction management, with design and project management playing supporting roles to enable on-site delivery.

INTERPRETATION FOR PRACTICE

Delivery model implications:

This layout supports a design-build contract where the construction management function drives decisions, sequencing, procurement, and coordination to maximize on-site efficiency and reduce rework.

There is explicit emphasis on the integration of design inputs with constructability feedback from the field, enabling rapid decision-making for design changes that affect buildability.

BIM and data governance implications:

In a BIM-enabled workflow, the construction-dominant model would rely on tight integration of design and construction data, with the construction management function leading model coordination, plan progression, and on-site data capture (RFIs, NCRs, daily reports).

Clear responsibilities should accompany this diagram, including a RACI for who approves design changes, who issues field directives, and how model updates propagate to the cost and schedule systems (4D/5D/6D).

Risk and decision rights:

The construction management function likely holds significant decision rights for on-site ISPs, procurement, subcontracting, sequencing, and interface management.

Design and project management inputs are essential for ensuring compliant and constructible solutions, but the authority to finalize on-site decisions rests with construction management.

Practical considerations:

Establish a formal RACI matrix to delineate who approves changes, who authorizes cost implications, and how design information is released for construction.

Implement a robust field-reporting system and model coordination process to ensure timely feedback from the construction team informs design iterations.

IBC/ACI 318 Design Framework of the RCC Beam by Sonetra KETH

Governing frameworks and objectives

IBC/ACI 318 framework:

IBC is the building code jurisdiction; design is driven by ACI 318 (for concrete) and ASCE 7 (loads). Seismic provisions (IS 1893 equivalents) may apply depending on the locale.

Focus on ultimate limit state (ULS) for strength and serviceability requirements (crack width, deflection) per ACI 318 and ASCE 7.

IS 456 equivalent concept:

IS 456 is a national standard with its own LSD/ULS approach, material strengths, and detailing norms. The underlying philosophy (limit states) is similar, but the equations and detailing specifics differ.

Design philosophy

LSD (limit state design) remains the approach.

Load combinations:

IBC/ACI 318: Use ASCE 7 load combinations (including seismic, wind as applicable). Typical ULS combos: 1.2D + 1.6L, 1.2D + 1.0E + other, plus seismic provisions in appropriate zones.

IS 456: ULS combos like 1.5D + 1.5L, with possible inclusion of earthquake/wind depending on IS 1893 and IS 875.

Material safety factors:

ACI 318 uses φ (strength reduction factor) for members, γ factors for loads per ASCE 7.

IS 456 uses γm and φ, but the exact numerical values differ from ACI 318 (check the latest IS 456 for current γm and φ values).

Design procedure for a typical single reinforced concrete beam (IBC/ACI 318)

Step 1: Gather data

Geometry: width b, effective depth d, cover, bar spacing.

Materials: fck, fy (per IS 456 terms; in ACI terms, f'c and fy), grade data.

Loading: tributary dead/live loads, and any environmental/seismic loads per ASCE 7.

Step 2: Determine loads and effects

Compute factored design loads using ASCE 7. Determine M_u and V_u at critical sections (mid-span and supports) per the chosen frame/element behavior.

Step 3: Cross-section and reinforcement design

Start with a cross-section (b × d) and an initial Ast (tension steel) for the beam.

Moment capacity: In ACI 318, the nominal moment capacity Mn is used with the interaction of steel and concrete. A common approach is to use an empirical "M_n = φ × M_n0" design, or use the rectangular stress block method to compute the required Ast.

Check shear: V_u must be less than V_c + φV_s (where V_c is concrete shear capacity and V_s is shear reinforcement capacity). If not, provide shear reinforcement (stirrups) per ACI 318.

Shear reinforcement: Design stirrup size, spacing, and detail per ACI 318 (e.g., ρ_v, maximum spacing, and minimum vertical spacing). Seismic zones may require more confinement and alternate detailing.

Step 4: Reinforcement detailing

Longitudinal reinforcement: Provide Ast to resist bending, with minimum reinforcement ratios and spacing per ACI 318. Include development lengths per ACI 318 and splice details if required.

Shear reinforcement: Add transverse reinforcement (stirrups) with required spacing (maximum s_v typically linked to d and load conditions), minimum area, and appropriate hook details.

Cover, hook lengths, spacing, and anchorage: Follow ACI 318 detailing requirements; environmental exposure and fire rating influence cover.

Step 5: Check serviceability

Crack width: ACI 318 has crack width considerations under service loads for certain exposure conditions; ensure acceptable crack control.

Deflection: Verify L/250 or project-specified criteria for mid-span deflection; check for cracking and stiffness degradation.

Torsion, punching (if slab), and other checks as applicable to the frame.

Step 6: Detailing and fabrication

Draw reinforcement layout, cross-sections, splice lengths, cover, and bend radii per ACI 318.

Ensure detailing adheres to IBC/ACI 318 requirements.

Key design differences you’ll see in practice (IBC/ACI 318 vs IS 456)

Shear reinforcement design:

IS 456: Provides explicit s_v spacing rules, minimum stirrup areas, and detailing within the code text.

ACI 318: Specifies maximum stirrup spacing (often ≤ d/2 or a fixed maximum like 300 mm, whichever is smaller), required minimum V_s to carry shear beyond V_c, and explicit equations for V_c and V_s with φ factors.

Minimum reinforcement:

IS 456 specifies minimum stirrup reinforcement and/or a certain percentage area depending on beam width and depth.

ACI 318 prescribes a minimum transverse reinforcement ratio and a minimum number of stirrups per spacing to ensure ductility, particularly in seismic zones.

Hooking and anchorage:

IS 456 provides detailed hook and anchorage rules, while ACI 318 offers equivalent development and anchorage length requirements, as well as confinement detailing for seismic zones.

Cover and detailing:

IS 456 details cover corrosion and fire resistance and hook details; ACI 318 uses cover requirements based on exposure and fire rating, and seismic detailing can affect confinement and ties.

CMBOK®

Interfaces Throughout the Contract Life Cycle

Project Managers and Contract Managers share the common responsibility for the overall accountability of the contract or project. The likelihood for the success of the contract and project performance increases when contract managers and project managers work closely throughout the contract life cycle. FIGURE 4-26 presents a comparison of the primary responsibilities of the contract manager and project manager.

Without effective planning and successful execution of the contracts or projects, the achievement of the business’ goals and objectives are unlikely. For each project, the contract manager provides the following to the project manager:

The contract, which contains the negotiated scope and compliance requirements

The customer’s expectations, and Contract interpretation when there are questions or issues about contractual requirements or acceptance criteria.

FIGURE 4-23. Project Manager’s Organizational Interfaces (CMS Group,Inc.), CMBOK®

FIGURE 4-24. Contract Manager’s Organizational Interfaces (CMS Group,Inc.), CMBOK®

Contract management mastery involves acquiring skills and tools for the entire contract lifecycle. This includes planning, evaluation, preparation, and management of contracts, as well as negotiation and performance analysis. Effective contract management also encompasses stakeholder management, tendering strategies, and understanding contractual terms. This mastery is beneficial for personnel involved in any aspect of contract handling.

Contract management mastery is the comprehensive process of the overseeing legal agreements throughout their entire lifecycle, from creation to closeout. It involves developing skills in areas like negotiation, risk mitigation, and performance monitoring to ensure compliance, maximize value, and streamline operations. Mastering these principles requires a strategic approach that includes leveraging technology for efficiency and establishing strong communication between all parties involved. 

KEY COMPONENTS OF CONTRACT MANAGEMENT MASTERY

Lifecycle management: Mastering the complete lifecycle of a contract, from the initial need identification and drafting through negotiation, execution, monitoring, and renewal or termination.

Negotiation skills: Developing strong negotiation skills to reach mutually beneficial agreements and to achieve organizational objectives.

Risk mitigation: Identifying and reducing potential risks by using specific contract clauses, understanding different contract types, and analyzing pricing and cost.

Performance and compliance: Monitoring contract performance to ensure all obligations are met, and verifying that all legal and regulatory requirements are followed throughout the agreement's life.

Relationship management: Fostering strong, trustworthy relationships with clients and vendors through reliability and clear communication.

Strategic approach: Moving beyond simple administrative tasks to a strategic approach that optimizes the contract's value and integrates it with the company's broader business goals.

Technology integration: Utilizing technology, such as AI and e-signatures, to automate processes like generation, tracking, approvals, and storage, which improves efficiency and reduces errors.

Dispute resolution: Gaining the ability to manage and resolve conflicts and disputes within the framework of the contract to prevent escalation. 

What is a Contract?

A contract is a legally enforceable agreement for the sale, purchase, or lease of products, goods, supplies, or services; or the construction, alteration, or repair of real property. The agreement is either an exchange of promises to act or refrain from acting in a specified way (bilateral contract) or an exchange of an act for a promise (unilateral contract, e.g., a purchase order). To be legally enforceable such agreements must satisfy the requirements of pertinent government laws, codes, and regulations; the common law of contracts; and treaties or other international agreements.

Contracts include acquisitions, grants, leases, orders, procurements, purchases, subcontracts, and other legally enforceable agreements consistent with the above description. Orders may be awarded as standalone contracts themselves or as an order made against a previously awarded contract.

Section 8.8, 8.9. 8.10 of the contract

EOT

EOT stands for "Extended Over Time", but in the context of AEC contracts and project management, the term we’re most likely referring to is “Extension of Time.”

A contractual mechanism that allows the Contractor to extend the project completion date beyond the original agreed Completion Date when delays occur that are beyond the Contractor’s control or not attributable to the Contractor. EOT requires contractual entitlement, proper documentation, and delay assessment, it is not automatically granted.

The primary purpose of EOT is to protect the Contractor from liquidated damages for delays caused by defined events, approved changes, or disruptions that stall progress, while preserving the project’s critical path and maintaining alignment with the Client’s program.

EXTERIOR WALL SECTION TYPICAL DETAIL

Tower exterior walls and windows typically use either curtain wall systems or window wall systems. A condo exterior wall section, Typical Detailed, involves the integration of various elements to ensure structural integrity, weatherproofing, and aesthetic appeal. Key considerations include the frame materials, glazing options, hardware, and seals. Proper water evacuation is also crucial, often addressed through cills. A common example is a masonry cavity wall, where these components are assembled. High-quality buildings emphasize striking design and elegant details, demonstrating how different elements come together effectively.

The detail usually includes components like sheathing, moisture barriers, insulation, and siding, as well as structural elements such as studs, rafters, and joists. These details are crucial for understanding how a wall is constructed and how it performs in terms of weather resistance, insulation, and structural integrity. Common materials used include wood, vinyl, aluminum, and various types of insulation. Understanding these details helps in the design, construction, and maintenance of the building's exterior walls.

Project schedule extensions invariably lead to increased costs for all parties involved, which can lead to increased costs for both the contractor (prolongation costs) and the employer. The Design and the Construction Project Managers play a vital role in mitigating these financial repercussions through diligent schedule management, proactive communication, comprehensive documentation, and judicious application of contractual provisions, all aimed at minimizing delays and effectively managing associated costs. They are central to this process because delays in design or construction can cause project extensions, and they are responsible for managing the project schedule, communication, documentation, and implementing contractual provisions to minimize these impacts and handle prolongation costs. 

DESIGN MANAGER

Clear and Concise Design Information: The design manager ensures that design information is clear, tracked, and exchanged between stakeholders, as late design approvals or changes are a frequent cause of delays.

Impact on Construction: By managing the design process, the design manager helps prevent or mitigate delays that impact procurement and construction, thereby extending the project's overall timeline.

PROJECT MANAGER

Overall Schedule Management: The project manager is responsible for planning, coordinating, and controlling the project's scope, schedule, and costs. 

Extension of Time (EOT) Claims: They assess the cause and extent of delays, determine if the contractor is entitled to an Extension of Time under the contract, and prepare substantiating documentation for such claims. 

Communication and Documentation: The project manager ensures effective communication between all parties and maintains diligent documentation of project progress and any delay events to support claims or defend against them. 

Why do most contractors lose before they even start?

While most contractors accurately calculated the prolongation cost claim, only to have it rejected immediately by the respective client.

NETRA: Eighty percent of prolongation claims fail/rejected due to procedural errors, not the numerical discrepancies, the input numbers, or the calculation errors, and I'll provide the flowchart and break it down.

The 2017 FIDIC® Yellow Book FÉDÉRATION INTERNATIONALE DES INGÉNIEURS-CONSEILS (FIDIC)

The FIDIC Yellow Book is specifically designed for Design and Build projects, where the contractor assumes responsibility for both the design and construction of the project. This contract is particularly useful in scenarios where the client seeks a single point of responsibility, thereby reducing the complexity of managing multiple contracts. This contract is widely used in various sectors of construction, including commercial, residential, infrastructure, and industrial projects.

Usage: Design and Build Contract (Contractor's design responsibility), Single Point of Responsibility, Complex Projects, Fast-Track Projects, Public and Private Sector Projects,

Objective: Clear Risk Allocation, Employer’s Requirements, Flexibility in Design, Quality Assurance, Dispute Resolution, Performance-Based Approach, etc.

Example: the Burj Khalifa utilized the FIDIC Contract, specifically the Yellow Book. The main contractor, Samsung C&T, was responsible for both the design and construction aspects, aligning perfectly with the Yellow Book's emphasis on a single point of responsibility.

Key Features of the Yellow Book

Single Point of Responsibility: The contractor is responsible for delivering a complete project, including both design and construction.

Employer’s Requirements: The contract outlines the employer's requirements, which the contractor must meet through their design.

Risk Allocation: The Yellow Book clearly defines risk allocation, generally placing more risk on the contractor compared to traditional contracts.

Flexibility: It allows for changes to be made during the design phase, which can lead to innovation and efficiency.

The FIDIC Yellow Book provides a comprehensive framework for managing Design and Build construction projects. Its clear definition of roles, risk allocation, and structured approach to quality assurance and dispute resolution promotes collaboration, facilitates effective project delivery, and fosters innovation, making it a preferred choice for construction professionals worldwide.

•Sonetra KETH (កេត សុនេត្រា) •Project Manager/Architectural Manager/BIM Director •RMIT University Vietnam + Institute of Technology of Cambodia -------------------------------------------------------------------------- •建筑师经理、专案经理、BIM总监 •Giám đốc Kiến Trúc, Giám đốc Dựán, Giám đốc BIM

PMP® FORMULAS

PMP Formulas are the backbone of project control in PMI standards and are critical for integrating project scope, schedule, and cost control. When combined with scheduling tools like CPM or Digital BIM-based Project control, they enable real-time tracking, forecasting, and decision making.

Example: PV = BAC × Planned % Complete

PV = Planned value

BAC = Budget at completion (Total project budget)

EARNED VALUE MANAGEMENT FORMULAS (EVM)

These formulas collectively support:

Performance monitoring (EV, PV, AC, CV, SV).

Forecasting project outcomes (EAC, VAC, ETC).

Managing risk (EMV, PTA).

Scheduling analysis (Float, Critical Path, PERT).

They are fundamental for integrating cost, schedule, and risk management disciplines, especially in BIM-enabled project controls, where real-time data feeds can dynamically update these calculations.

EV = % Complete × BAC

PV = Planned % × BAC

AC = 5 Actual Costs

SV = EV-PV

CV = EV - AC

CPI = EV/AC

EAC₁ = BAC/CPI

EAC₂ = AC + (BAC - EV) (atypical)

EAC₂ = AC + (BAC - EV)/(CPI × SPI)

ETC = EAC - AC

VAC = BAC - EAC

TCP! BAC. = (BAC - EV) (BAC - AC)

These formulas enable project managers to quantify project health, forecast outcomes, and make data-driven decisions. They form the backbone of integrated project control, linking schedule, cost, and scope for effective project delivery.

•Sonetra KETH (កេត សុនេត្រា) •Project Manager/Architectural Manager/BIM Director •RMIT University Vietnam + Institute of Technology of Cambodia -------------------------------------------------------------------------- •建筑师经理、专案经理、BIM总监 •Giám đốc Kiến Trúc, Giám đốc Dựán, Giám đốc BIM

PMBOK® Seventh Edition

PMBOK® (Project Management Body of Knowledge): Developed by the Project Management Institute (PMI), the PMBOK® is a globally recognized standard and guidebook that consolidates best practices, processes, and terminologies in project management.

Principle of Project Management

Project Management Principles serve as foundational guidelines that shape the approach and behavior of project managers and teams to ensure successful project delivery. They are rooted in best practices and core values that promote effective project execution.

Project Performance Domains are the critical focus areas or overarching operational categories that must be actively managed to achieve successful project delivery. They encompass the core technical, organizational, and strategic aspects of project management.

The diagram underscores that effective project management hinges on adhering to core principles, which should guide behavior across all performance domains—the essential areas that influence project success. Synergy between principles and domains fosters resilient, adaptable, value-focused project delivery.

The diagram underscores that effective project management hinges on adhering to core principles, which should guide behavior across all performance domains—the essential areas that influence project success. Synergy between principles and domains fosters resilient, adaptable, value-focused project delivery.

Relationship

The main purpose of the relationship between the Principles and Domains is to ensure alignment of behaviors, values, and leadership with the fundamental areas of project performance. Principles define how project management should be conducted (values, behaviors, mindset), while Domains specify the areas of management needed for project success.

In essence:

Principles guide the approach, decision-making, ethics, and culture.

Domains focus on the key areas requiring active management and control.

Their interplay ensures:

Ethical and effective project leadership aligns with core operational areas.

The how (Principles) influences what needs to be managed (Domains).

A tailored, value-driven management approach improves overall project outcomes.

Sonetra KETH (កេត សុនេត្រា) •Architectural Manager/Project Manager/BIM Director •RMIT University Vietnam + Institute of Technology of Cambodia

The 2017 FIDIC® Red Book FÉDÉRATION INTERNATIONALE DES INGÉNIEURS-CONSEILS (FIDIC)

Usage: Primarily used for traditional construction contracts where the design is completed before the construction starts.

Objective: Focuses on the contractor's obligations to execute the works according to the employer's design, with a clear allocation of risks and responsibilities.

FIDIC (Fédération Internationale des Ingénieurs-Conseils) contracts are widely recognized standard forms of contract used in international construction and engineering projects. They provide a framework for the rights and obligations of parties involved in construction projects, aiming to facilitate fair and efficient project execution.

A Companion to the 2017 Construction Contract focuses on contractor-designed civil, mechanical, electrical, and construction works. It's a key document for understanding the 2017 edition of the Red Book, which is a standard form of contract widely used in the construction industry. This companion likely provides detailed explanations, interpretations, and practical guidance to navigate the complexities of the contract, including clauses related to contractor responsibilities and design aspects.

Typical Detail: RC Slab Drop Panel 典型细节: 钢筋混凝土板 Drop Panel by Sonetra KETH

DROP PANELS are reinforced concrete extensions around the top of shear walls, columns, or heavily loaded areas. They are critical elements in seismic and load-resistant structural design. Slab drop panels are thickened areas around columns in flat slab construction, increasing shear strength and enabling the slab to support greater loads. This feature is typical of flat slab systems, which are two-way reinforced structures.

Drop Panels are needed because:

Shear and Moment Resistance: They enhance the capacity of vertical structural elements (shear walls or columns) to resist bending moments and shear forces, especially at the critical junctions (e.g., wall-column interfaces).

Reduce Stress Concentrations: Drop panels distribute concentrated shear and axial loads more evenly into the foundation or diaphragm, preventing stress concentrations and potential structural failure.

Increase Structural Rigidity and Stability: They improve the overall stiffness and robustness where high load or seismic forces are expected, especially in high-rise or seismic zones.

Typical Detail: Column-Slab Section Views

典型细节: 钢筋混凝土柱和板 剖面图 by Sonetra KETH

Much engineering judgment is required to reach a sound conclusion on the allowable movements that can be safely tolerated in a tall building. Several factors need to be taken into account. These are:

Type of framing employed for the building

Magnitude of total as well as differential movement

The rate at which the predicted movement takes place

Type of movement, whether the deformation of the soil causes tilting or vertical displacement of the building

Every city has its own particular characteristics regarding the design and construction of foundations for tall buildings, which are characterized by the local geology and groundwater conditions. Their choice for a specific project is primarily influenced by economic and soil conditions, and even under identical conditions, it can vary in different geographical locations.