Construction delivery system for military projects of the Philippine Army / 6
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Arnel K. Cervantes.
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- xiii, 98 pages 28 cm.
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Thesis (M.A.) -- Pamantasan ng Lungsod ng Maynila, 2003.;A directed study presented to the faculty of Graduate School of Engineering in partial fulfillment of the requirements for the degree Master of Engineering Management (MEM) with specialization in Construction Management.
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ABSTRACT: The study was undertaken to describe and evaluate the construction delivery system of the Philippine Army (Army) and 51st Engineer Brigade (51EBde). The specific problems were: 1. What is the status of the construction delivery systems of 51EBde and Philippine Army for the last three and a half years along the following parameters: rate of completion; mode of implementation; and accomplishment? 2. What are the factors that impede the construction operation of the Army from the viewpoints of 51EBde, as Project Administrator and implementor, and the Office of the Army Chief of Engineers (OACE), as planner ad technical supervisor of all Army engineer operations? 3. Is there a significant difference between the implementation of projects by administration and by contract as seen by 51EBde (as doer) and OACE (as planner), respectively? 4. What can be done to enhance further the construction delivery system of the Philippine Army? The researcher used a descriptive method of research. Basing on the data acquired from OACE, it described and evaluated the status of the construction delivery system of the Philippine Army and 51EBde. To determine the factors that impede the construction operation of the Philippine Army, a questionnaire was used. The respondents were military officers with engineering specialization from the Office of the Chief of Engineers and 51st Engineer Brigade of the Philippine Army. The respondents assigned in the Office of the Army Chief of Engineers (OACE) had been designated already as company commanders. It is a position where military engineer officers act as site superintendent and therefore responsible for the physical construction of the infrastructure projects. Ninety-percent of these officers had been assigned as battalion staff officers where military officers assist the battalion commander, in the latter's capacity as project manager in the performance of the latter's job. The respondents from OACE have not been designated yet as battalion commanders or project managers, while 35% of Group B or respondents from 51EBde had been or currently designated as such. On the educational background, not all respondents had the preparation related to construction industry. The major findings of the study are: 1. On the status of construction delivery system along the parameters of rate of completion, mode of implementation, and accomplishments, the findings are as follows: 1.1) On the rate of completion of project, 51EBde's performance was better in Civic Action and Civic Works Project than in Military Projects compared to the performance of the Army. Generally, both units has a completion rate of barely more than 50%, 50.59% for the Army, while 54.94% for 51EBde. 1.2) On the mode of implementation, the Philippine Army and 51EBde overwhelmingly favored the construction by-administration than by-contract. 1.3) On the accomplishments, the 51EBde contributed significantly to the total performance of the Philippine Army. It performed more than 50% of the total accomplishment of the Army. 2. There were three (3) types of factors that impede the construction delivery of the Army and 51EBde, namely: internal and external factors, the Philippine Army manuals and other SOP's regarding project implementation, and the constraints in project implementation regardless of the mode of implementation. 2.1) The respondents identified both internal and external factors that impede the construction delivery system of the Army as well as 51EBde. 2.2) The manuals, SOP's and other guidelines that govern the construction system of the Army were not sufficient to achieve the construction objective of the Army and 51EBde. 2.3) Irrespective of the mode of implementation, the respondents further identified additional factors that impede their operations. 3. The two modes of implementation were significantly different from each other as perceived by the respondents from OACE and 51EBde. Based on the findings, the following conclusions were derived: 1. On the status of the construction delivery system: 1.1) The MP's are the most difficult project category to implement as manifested by the low rate of completion of 51EBde as well as the whole Army. 1.2) The Army favors the by-administration mode of implementation of projects based on its inherent convenience and not on what the government rules and regulations prescribe. 1.3) 51EBde contributes significantly to the development effort of the Philippine Army. 2. On the factors that impede the construction operations of the Philippine Army, the following conclusions are made: 2.1) The construction delivery system of the Philippine Army, with respect to the modes of implementation, is affected by 18 factors which are related to: design, project fund, government requirement, role of end-users, contract administration, control measures, quality management, technical capability of inspection/ monitoring team, and external pressures. 2.2) The manuals, SOP's and other guidelines regarding construction delivery system are found to be inadequate to guide the implementers in achieving the construction objectives. 2.3) Irrespective of mode of implementation, fund support, quality of commanders and political pressure stand out as leading constraints. The technical expertise and aptitude of commanders, weather condition, management of resources, role of construction players; and unfavorable weather condition are added to those identified factors with respect to mode of implementation. 3. Further it is concluded that there is a significant difference between perceptions of OACE and 51EBde about the two modes of implementation. This could lead to a gap between objectives set by OACE (as planner) and actual performance of 51EBde (as an implementing unit). The researcher recommends the formulation and strict implementation of a comprehensive project management manual for the Philippine Army that will address the issue raised in this study. Also, it is recommended that prospective battalion commanders should undergo a Construction Project Management Course or training in order to fully appreciate the essential elements of construction project management. Further, it is recommended that AFP Manual 4-5 be upgraded or improved by invoking the provisions of the proposed comprehensive project management manual for Military Projects.