MODUL PERKULIAHAN

Manajemen
Risiko Proyek
Konstruksi

JENIS JENIS RISIKO DALAM

PROYEK KONSTRUKSI

Fakultas Program Studi TatapMuka Kode MK DisusunOleh

03
Pasca Sarjana Magister Teknik Sipil P112100011 Widjojo Kurniadhi, ST, MM, MT

Abstract Kompetensi
Modul ini membahas mengenai Diharapkan setelah membaca modul ini
Kualitas dan risiko yang terdapat mahasiswa dapat memahami dan
paada proyek konstruksi dan mengetahui secara langsung masalah
bagaimana cara cara pemecahannya. kualitas dan resiko yang terjadi di dalam
proyek konstruksi
 Construction projects are always unique. You never know where or when a defect
will emerge; therefore, risk analysis continues to be a major part of a project’s success. A
construction project always involves multiple participants either as organizations or as
individuals. Different participants with different experiences and skills usually have different
expectations and interests. This mostly will lead to a variation in the outcome and will affect
the result of the project at the end. Risk management helps the project owner and contractor
meet their commitments and minimize negative impacts on the construction project. Risk
management will affect the project’s performance in relation to cost, time and quality.
Builders risk management - Effects on the delay factors of the project
A significant study carried out by the Technical University in Vilnius, investigated the known
construction risks as a first step to find a solution for each one of them. The study showed
that risk management in the building industry is a comprehensive and systematic way of
identifying, analyzing and responding to risks. These steps will lead to the achievement of all
the project objectives. The benefits of the risk management process include the effective use
of resources and minimizing the delay factors in the project. The following will show the 7
major risk categories in the construction field.

1. Design risks
 Design errors and omissions
 Design process takes longer than anticipated
 Stakeholders request late changes
 Failure to carry out the works in accordance with the contract
2. External risks
 New stakeholders emerge and request changes
 Public objections
 Laws and local standards change
 Tax change
3. Environmental risks
 Environmental analysis incomplete
 New alternatives required to avoid, mitigate or minimize environmental impact

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4. Organizational risks
 Inexperienced workforce and staff turnover
 Delayed deliveries
 Lack of protection on a construction site
5. Project management risks
 Failure to comply with contractual quality requirements
 Scheduling errors, contractor delays
 Project team conflicts
6. Right of way risks
 Expired temporary construction permits
 Contradictions in the construction documents
7. Construction risks
 Building cost overruns
 Technology changes

Survey outcome
The study showed that from the twenty risk factors that were established to be
significant under the internal risks categories, design errors and design process delays were
the most frequently mentioned risk factors attributed to the contractors. Under the project
management risk category, scheduling errors and failure to comply with contractual quality
requirements were the most frequently mentioned risk factors. Under the construction risk
category, construction cost overruns and technology changes were the most frequently
mentioned risk factors attributed to the contractors. Respondents believed that these risk
events are responsible for poor quality of work, delays and associated losses.

Source: intechopen.com
Builders risk is no longer a problem with PlanRadar

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 Systematic risk management is expecting the unexpected. It is a tool which helps to
control risks in construction projects. Its goal is to introduce a simple, practical method of
identifying, assessing, monitoring and managing risk in an analytical way. It provides
guidance for implementing a risk control strategy that is appropriate to control construction
projects at all levels. Its an appropriate way to calculate potential loss and build up policies to
secure your property and equipment against claims.
The previous part showed the major categories of risk and the delay factors
depending on them. Now what about a solution to reach the project success smoothly?
A study planned to solve the risk management dilemma and it proposed the next four steps
as an easy quick way for risk management. Risk identification: PlanRadar allows you to
make simple documentation using your smartphone or tablet, even if your device is offline.
Risk assessment: Using PlanRadar gives you the chance to track all the amendments,
defects and the progress of remedies. You can also receive a complete report via the web
application at the push of a button.
Risk mitigation: Effective communication is the key to success in this step.
PlanRadar makes it simple. All defect orders will be forwarded directly and within seconds to
the responsible contracting parties, along with a completion deadline and priority information.
All communication between parties is centralized within the PlanRadar platform.
Risk monitoring: To monitor your project as a builder is very hard. Either for the owner or
the contractor, they both have multiple duties and tasks to supervise. PlanRadar holds this
burden for you by offering multiple filtering options to make documenting any defect or
modifications effortless.
Risks must either be covered or at least brought under control. An Insurance for e.g.
the construction-period of a commercial building might be a good coverage for some of your
concerns but will never cover all your potential loss. If damage occurs to the structure, it is
your responsibility to prove that you are not liable. Software solutions such as PlanRadar
can help you.
Owner-Contractor control points for managing construction delays
Building projects generally should target a win-win relationship between the owner and the
contractor, since they both contribute to the project. The owner with his money and vision
and the contractor with his effort and experience. They both seek the same objective, a
building project that is completely done on time and within budget. A Framework study was
done by David Raymond about managing construction delays by letting both of the project
shareholders know their roles and control points, and to discuss every one of their point of
views.

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Owner controls points
 Scope of Project – what will be built
 Budget – how much will the project cost
 Time – when will the project be completed

Contractor controls points

 methods, sequences, procedures and coordinating the work

Construction documents
 Owner: Invest the time and money to prepare a quality set of construction
documents. Drawings and specifications should be coordinated and consistent
 Contractor: Review the building documents for errors, inconsistencies, interferences,
ambiguities etc. Pre-bid and request clarifications

Contract time
 Owner: Establish reasonable completion deadlines
 Contractor: Confirm the contract time (commencement to completion) is reasonable

Deadlines
 Owner: Clearly define completion deadlines – mechanical completion, substantial
completion, final completion – including potential for phased completion
 Contractor: Understand the owners’ priorities and how completion deadlines are
defined

Schedule preparation
 Owner: Require Contractor to prepare and submit a project schedule (including
narrative explanation of the anticipated sequence and the critical work items)
 Contractor: Prepare (and submit to owner) a reasonable schedule that reflects the
as-planned building sequence

Schedule review
 Owner: Review, analyze, and understand the Contractor’s schedule, including the
critical work items
 Contractor: Evaluate the proposed schedule and understand the critical work items

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Allocation of risk
 Owner: Define the allocation of risk for delays between the owner and contractor
 Contractor: Understand the allocation of risk for delays between the owner and
contractor

Damages for delayed completion

 Owner: Establish reasonable liquidated damages for delayed performance based on
the individual project and anticipated costs if the project is not completed on time
 Contractor: Understand the dollar amount of liquidated damages

Monitor and report

 Owner: Monitor the project on an on-going basis by experienced owner’s
representative
 Contractor: Monitor the project on an on-going basis by senior management; Keep
detailed daily reports that document both the normal and abnormal activities (record
the facts, not inflammatory language)

Schedule updates
 Owner: Require the contractor to submit updated schedules to reflect changes in the
project, including extensions of time and delays; Require a narrative report
comparing as-planned schedule with actual construction
 Contractor: Adjust/update the building schedule to reflect changes in the project or
the as-planned activities
Benefits of systematic risk analysis
Construction projects often include high levels of uncertainty. That is why construction
projects require feasibility studies to have an overview and better assess possible risks.
Systematic risk management helps you quantify uncertainties. Risk management failure
always comes in turn with commercial risks on the contractor’s credibility and reputation.
Contractors were asked in a survey what the benefits of systemic risk analysis may be and
the following is a sample of the collective responses.

 To analyze and control risk as the key to profit, as construction is a risky business.
 To ensure that we are right more often than wrong, as right management of risk in
construction determines the ability to make profit.
 To assess and ascertain project viability because construction development is a
business with a high number of variables.

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  To minimize loss by risk management in an industry where even normal contracting
causes difficulty.
 To identify project risks and quantify the potential cost of each risk and plan for it; or
work around it to alleviate the risk.
 To determine if the firm is making an adequate profit on a particular project. The
higher the risk the greater must be the potential reward.
 To avoid unsatisfactory projects and to enhance margins.
 To control factors which will deter completion of projects within budget and schedule.
 To keep insurance premiums to acceptable levels and reduce losses. Project
management practices and contractors have different reasons for using risk
management.
 To limit professional indemnity claims.
 To provide an understanding and control risks in the projects.
 To allow appropriate measures to be taken, to control the effects of risks and provide
cost contingency for clients.
 To protect the firm’s credibility and reputation–not of major importance in the past but
expected to become significant.

Construction risks can be categorized into these six categories:

Technical Risks
Technical risks include anything that restricts you from creating the product that your
customer wants. This can include uncertainty of resources and availability of materials,
inadequate site investigation, or incomplete design. These risks can commonly occur when
there are changes in project scope and requirements, and if there are design errors or
omissions.

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Logistical Risks
There are various logistical risks that need to be addressed before beginning a project.
These risks include the availability of transportation facilities and availability of equipment
such as spare parts, fuel, and labor. Without addressing these logistical issues, you risk
huge project delays and losses.

Environmental risks
Environmental risks include natural disasters, weather, and seasonal implications. These
risks are commonly overlooked when people are unfamiliar with local conditions. If you are
going to be working on a project in a new city, you need to become familiar with that region’s
weather patterns. If you prepare for possible weather risks, you are much more likely to
avoid potential delays and losses.

Management related risks

The most common management related risk is uncertain productivity of resources. Before
you begin a project you need to be sure that you have sufficiently skilled staff and that you
have adequately defined their roles and responsibilities. Failing to do this can lead to
disastrous losses.

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Financial risks
Inflation, local taxes, and availability and fluctuation in foreign exchange are a few of the
possible financial risks you might incur during a construction project. If you are working on a
project internationally, it is important that you understand how the foreign currency will be
exchanged. Different countries have drastically different taxes as well, so you need to take
this into account before starting a project. Your finances are going to look a lot different if
you are working in a tax-free city versus a high-tax city.

Socio-political risks
Customs and import restrictions and difficulties disposing of equipment are a few of the
socio-political risks you may face during a construction project. Depending on where your
project is, there are going to be different regulations and codes that you must abide by. If
you assume that each project is going to have the same codes and regulations, you will be
in for a rude awakening.

So how do you manage these risks?

1. Identification
Determine what risks are most likely to affect your project, which risks are the most
important and document them.
2. Quantification and planning
Assess the risks carefully and identify the implications that these risks might have on your
project.
3. Response monitoring and control
Monitor risk responses that have been implemented as planned and determine if the risk
exposure has changed. In the final stage of risk control, monitor risk metrics and milestones
and the effectiveness of your risk management actions.

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Types of risk in construction projects
This article needs more work and should be combined with Risk in building design and
construction.

Contents
 1 Risk
 2 Types of risk in construction projects
 3 Dealing with risk
 3.1 Transfer of risk
 3.2 Acceptance of risk
 3.3 Avoidance of risk
 3.4 Insuring against risk
 3.5 Doing nothing about risk
 3.6 Allocating risk through methods of payment
 4 Balance of risk for different forms of contract.
 4.1 Design and build
 4.2 Traditional contract
 4.3 Management contracting
 5 Find out more
 5.1 Related articles on Designing Buildings Wiki

Risk
Taking a risk involves a hazard combined with volition or will. Different types of
buildingcontract will allocate risk in different quarters. Even if a contract is silent on a
particular risk, that risk will still lie with one party or the other.
Wherever risk is shifted from the contractor to the owner, there should be a counterbalancing
advantage of price to balance the risk assumed by the owner, and vice versa. Any
discussion about whether or not a particular risk should be included in the price is a
discussion of policy, not of ‘fairness’, ‘morality’ or ‘justice’.

Types of risk in construction projects

The first category of risk is often referred to as 'pure and particular risk'. It includes damage
to persons and property (such as fire, storm, water, collapse, subsidence, vibration,
etc.). Contract conditions often make it a contractual obligation to take out insurance cover
against these risks.
The second category is 'fundamental risk'. This includes external factors such as: damage
due to war, nuclear pollution and supersonic bangs; government policy on taxes,

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labour, safety or other laws; malicious damage; and industrial disputes. Such incidents are
all the subject of statutory liability and no insurance cover is normally available or needed.
The third category, often referred to as 'speculative risk', is something which can be
apportioned in advance as decided by the parties to the contract. This may include losses in
time and money, which result from unexpected ground conditions, exceptionally adverse
weather, unforeseeable shortages of labour or materials, and other similar matters beyond
the control of the contractor.
There are also risks of losses of time and money due to: delays and disputes (possession
of site, late supply of information, inefficient execution of work, etc.); poor direction,
supervision or communication; delays in payment; and delay in resolving disputes.
See Risk in building design and construction for more information.

Dealing with risk

 Identify the risk: linked to a clear statement of the client’s priorities for a project.
 Analyse the risk: in terms of likely frequency of occurrence and severity of impact.
 Respond to the risk: make risks explicit so that decisions can be taken as to who
should bear them.
NB: Generally, risk is best allocated to the party best prepared for managing them.

Transfer of risk
 Contractual clauses are intended to transfer risks.
 When laying-off risks, weigh up the frequency of occurrence against the level of
premium paid for the transfer.
 It can be unwise to pass a risk that is difficult to assess to the contractor as they may
either increase their prices, or disregard it when preparing their bid and then find they
are in difficulty later.

Acceptance of risk
 The client may carry highly unpredictable and poorly defined risks as the alternative
might be to unacceptably inflate tenders.

Avoidance of risk
 Redefine the project.
 Clarification of responsibilities, remuneration, and expenditure at the beginning of
the project will help avoid problems.

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Insuring against risk
 Most standard form contracts insist on certain types of insurance, such
as; insuranceagainst fire, professional indemnity insurance, and so on.

Doing nothing about risk

 Either none of the project team considers the risk, or they consider the risk and
decided that they already lie with those who could best control them.

Allocating risk through methods of payment

 Fixed price: items paid for based on the contractor’s predetermined estimate
 Cost reimbursement: items paid for based on what the contractor spends in
executing the work.

Balance of risk for different forms of contract.

Design and build

There is a single point of responsibility with the contractor for both the design of
the project and operations on site. As such, most of the risk lies with the contractor,
particularly where the contract is let on a lump sum basis. However, risk is increasingly
transferred back to the employer as more preparatory design work is carried out before
the contract is let.

Traditional contract
With traditional lump-sum contracts, the intention is that there should be a fair balance
of riskbetween the parties. The employer is responsible for the design and the contractor for
the operations on site (although this is complicated when nominated sub-
contractors and suppliersare included).
The balance can be adjusted as required, but the greater the risk assigned to the contractor,
the higher the tender figure is likely to be. The risk to the employer is lessened by
the contractbeing let on a lump-sum basis, although in reality, no price is 'fixed'. See fixed
price contract for more information.

Management contracting
In management contracting the balance of risk lies with the employer. Separate works
contracts are let, and the employer may continue to develop the design during construction,
hence there may be little certainty about cost or time. However,
the risk of delays and defectsare associated with the responsibility for the works contract. In

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some cases the management contractor may absorb this risk and with a resulting increase
in price, although this may compromise their 'impartiality'.
Find out more

Related articles on Designing Buildings

 Conflict of interest.
 Contingency plan.
 Design risk management.
 Retained risk.
 Risk assessment.
 Risk in building design and construction.
 Risk management.
 Risk register.

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