THE PRACTICE OF CIVIL

ENGINEERING

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 THE PRACTICE OF CIVIL ENGINEERING

1.1 GENERAL
- This manual addresses the procurement of civil engineering services for a
quality project.
QUALITY by definition is one satisfactorily meeting both the expectations of the
client or employer and the requirements of the project.
It requires professional dedication, effort, adequate time for investigation,
planning and innovation, fair compensation, and appropriate authority and
responsibility.
Quality results from team effort and is measured by the degree of satisfaction
of all parties involved.

1.2 PROFESSIONAL RESPONSIBILITY

 The standard of practice is for Civil Engineers to be given responsibility for
studying, conceiving, designing, observing construction, and assisting in the
programming for operating and maintaining engineering works.
 The health, safety, well-being and comfort of the public in using the facility,
and the ultimate facility cost, all depend to a considerable extent on how well
members of the project team fulfill their professional and contractual
responsibilities.
 Civil Engineers shall conduct themselves in a highly Professional Manner and
Serve as Faithful Trustees or agents of their client or employers.
 Civil Engineers are therefore bound by the Fundamental Canons of Ethics
contained in this manual.
 Care and protection of the environment is paramount in the Civil Engineer’s
work engagement.
 Civil Engineers must always strive to maintain the highest standard of Ethical
Professional Practice in their dealing with client employers, employees,
competitors and the community.

1.3 CLIENT-CIVIL ENGINEER RELATIONSHIP

 Many public and private entities, of necessity rely on Civil Engineers as their
employees.

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  Independent civil engineering firms are also relied upon to accomplish
projects which will require special expertise beyond the normal capabilities of
the client. More recently clients have been utilizing new concepts, such as
program management and design-build, to implement projects.

PROPER RELATIONSHIPS BETWEEN CIVIL ENGINEERS AND THEIR PUBLIC

AND PRIVATE CLIENTS
1. OBLIGATIONS OF THE CIVIL ENGINEER
2. OBLIGATIONS OF THE CLIENT
3. LIABILITY OF THE CIVIL ENGINEER AND THE CLIENT
 LIMITATION OR CIVIL ENGINEER’S RESPONSIBILITY
 DAMAGES
4. SUSPENSION OR TERMINATION OF SERVICES
5. SETTLEMENT OF DISPUTES
6. OWNERSHIP OF DATA, DESIGNS AND DOCUMENTS

1.3.1 OBLIGATIONS OF THE CIVIL ENGINEER

The Obligations of the Civil Engineer includes:

1. The Civil Engineer shall perform Scope of the services as stated in section
2.
2. The Civil Engineer shall exercise reasonable skill, care and diligence in the
performance of his obligations.
3. The Civil Engineer shall act independently and, as required by the contract,
perform with necessary skills and professional judgement, when required to
certify, decide or exercise discretion between the Client and a Third party
with whom the Client has a contract.
4. The Civil Engineer is authorized to act as the Client’s faithful agent when
required but only as implied in section 2 or implied in the contract adopted
for the project.
5. When aware of any matters which will change or has changed the scope of
the services, the Civil Engineer shall give written notice to the Client
containing particulars of the change.

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 6. For Specified Staged Services, the Civil Engineer shall not initiate or
proceed with any subsequent stage of the Services without the approval of
the Client.
7. When required, the Civil Engineer shall direct and co-operate with all other
professionals and integrate their work where applicable into that being
undertaken by the Civil Engineer and other professionals, but shall not be
professionally liable for their work.
8. The Civil Engineer may recommend specialist suppliers and/or contractors
to design and execute certain parts of the works, in which case the Civil
Engineer shall co-ordinate the design of such part or parts with the overall
design of the works but he shall be relieved of all responsibility for the
design, manufacture, installation and performance of any such part or parts
of the works. The Civil Engineer shall not be liable for acts of negligence,
default or omission by such person or persons.
9. The Civil Engineer shall notify the Client of any interest the Civil engineer
has which may significantly conflict with the interests of the Client under
their Contract.

1.3.2 OBLIGATIONS OF THE CLIENT

The Client has the following obligations.

1. The Client shall pay the Civil Engineer for his Services, the amount of fees
and expenses set out in or determined in their Agreement.
2. The Client shall provide the Civil Engineer within reasonable time (that does
not result in delay to the provision of the Services), all information required by
the Civil Engineer in the performance of his services and a decision in writing
on the performance of his services and a decision in writing on all matters
properly referred to the Client in writing.
3. The Client shall cooperate with the Civil Engineer and shall not interfere with
or obstruct the proper performance of the Services.
4. The Client shall, as soon as practicable, make arrangements to enable the
Civil Engineer to enter the site and inspect facilities needed in the
performance of his services.
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 5. The Client shall arrange for the provision of services from other professionals
or others as may be required and bear all costs.
6. When the Civil Engineer is required to administer the work of other
professionals or other third parties who are directly contracted by the Client or
when the Civil Engineer is required to act as Engineer-to-the-Contract for any
contract on behalf of the client then all instructions by the Client shall be given
through the Civil Engineer.
7. When aware of any matter which will change or has changed the scope of the
Civil Engineer’s Services, the Client shall notify in writing within 7 days the
Civil Engineer containing, as far as is practicable, the particulars of the
change.

1.3.3 LIABILITY OF THE CIVIL ENGINEER AND THE CLIENT

The Civil Engineer shall only be liable to pay damages to the client arising out of or
in connection with their Agreement if a breach of duty of care is established against
the Civil Engineer.

The Client shall only be liable to pay damages to the Civil id a breach of the Client’s
duty to the Civil Engineer is established against the Client.

Resolution of any conflict arising from the Agreement between the Civil Engineer and
the Client shall be done by giving preference to the process of arbitration.

Establishment of the breach of duty on the part of the Civil Engineer and that of the
breach of the Client’s duty to the Civil Engineer shall be undertaken by a third party
arbitrator mutually acceptable to the Client and the Civil Engineer.

1.3.3 a. Limitation or Civil Engineer’s Responsibility

1. The Civil Engineer shall have no responsibility or liability for costs, loss or
damage of whatsoever nature arising from any errors in or omission from
data, documents, plans, design or specifications not prepared by the Civil
Engineer, or other personnel under the direct control of the Civil Engineer,
and arising from any act or omission or lack of performance or any
negligent or fraudulent act or omission by the Client or any Other

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 Consultant, Contractor or supplier to the Client or any employee or agent
of the Client, Other Consultants, Contractors or suppliers.
2. Not withstanding any recommendation or lack of recommendation made
by the Civil Engineer to the Client, the Civil Engineer shall not be held to
have made any warranty or promise as to the suitability, competence or
performance of any Other Consultant, Contractor, supplier, or other third
party.
3. The Civil Engineer shall not be responsible for the techniques, method,
programmes, sequences or procedures adopted by any Contractor or
other third party responsible for executing any aspects of the Project, nor
for their performance on time, their failure to carry out the work in
accordance with any contract documents or for any other acts or
omissions.

1.3.3 b. Damages

If found that the Civil Engineer undertaking Services is liable to the Client,
damages shall be payable on the following terms:

1. Damages payable shall be limited to the amount reasonably foreseeable

loss and damage suffered as a direct result of such breach;
2. The maximum amount of damages payable in respect of liability, whether
under the law or contract, or otherwise, is limited to the amount specified
in the Specific Provision or, if no such amount or provision is specified, to
the lesser of P300,000 or 10% of the total amount of damages of the
portion of the work attributable to the Civil Engineer’s breach of duty or
twenty five percent of the total fees payable under their Agreement;
3. If found to be liable, in circumstances where the acts or omissions of a
third party have contributed to the loss or damage, the proportion of
damages payable by the party found liable shall be limited to that
proportion which is attributable to that party’s breach of duty, whether the
claims are made under contract or otherwise.

1.3.4 SUSPENSION OR TERMINATION OF SERVICES

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If circumstances arise for which the Civil Engineer is not responsible and which
make it impractical or impossible for the Civil Engineer to perform in whole or in part
the Services in accordance with their Agreement then the Civil Engineer shall
promptly notify the Client of the same.

The Client may suspend all or part of the Services or terminate the Agreement by
written notice of not less than 30 days to the Civil Engineer who shall immediately
make arrangements to stop the services and minimize further expenditure.

The Civil Engineer by written notice of no less than 30 days may terminate the
Agreement or at his and or her discretion without
prejudice to the right to terminate, suspend the performance of the whole or part or
the Services under the following conditions:
1. When 30 days after the due date or payment of any account the Civil
Engineer has not received payment of that part of it which has not by that time
been contested in writing, or

2. When Services have been suspended for a period exceeding 6 calendar

months, or if it is clear to the Civil Engineer that it will be impossible or
impractical to resume the suspended Services before the period of
suspension has exceeded six months.

When the Services are suspended or terminated the Civil Engineer shall be entitled
to payment for the Services carried out including consequential costs, expenses and
disruption fees incurred as a result of the suspension or termination, and
remobilization fees on resumption. Suspension or termination of the Agreement
shall not prejudice or affect accrued rights or claims and liabilities of the parties.

1.3.5 SETTLEMENT OF DISPUTES

If a dispute arises on either party, then that party shall by notice in writing served on
the other party of the details of the dispute and request that the dispute be resolved
by conciliation. If the matter in dispute is not resolved in conciliation between the
parties within the prescribed time then the matter in dispute shall be referred to
arbitration.

1.3.6 OWNERSHIP OF DATA, DESIGNS AND DOCUMENTS

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  The design analyses, drawings, specifications and reproductions thereof are
instruments of service owned by the Professional Engineer and shall be used
only for the specific project covered by the agreement between the Client and
Engineer.

1.4 CIVIL ENGINEERING SERVICES

Civil Engineers and civil engineering firms services

1. Design, consultations and advice

2. Feasibility studies
3. Field investigations and engineering data collection
4. Environmental assessments, impact statements or Engineering reports
5. Opinions of probable construction cost
6. Preliminary and final designs, drawings, specifications and construction
bidding documents
7. Assistance in securing construction bids and in awarding contracts
8. Construction administration and observation
9. Arrangements for or performance testing of materials and equipment
10. Assistance in start-up, assessment of capacity, and operation of facilities
11. Preparation of operation and maintenance manuals
12. Appraisals and rate studies
13. Value engineering
14. Export testimony
15. Assessment of risks
16. Structural remediation or rehabilitation
17. Project Management and controls
18. Provision of supplemental temporary staff
19. Teaching

Civil Engineers may also serve as construction manager or program managers and
may employ other subconsultants and subcontractors as part of their services.

Talents of various discipline of Professional Civil Engineering firms

1. economists, 3. engineers and 4. estimators

2. planners designers 5. architects

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 6. scientists 8. specification 10. field
7. technical writers representatives
analysts 9. drafters 11. surveyors

Civil engineering services must be performed in a competent and efficient manner,

on a highly professional and ethical plane, and in an atmosphere of mutual respect
and trust.

Project implementation has become increasingly complex, involving financial,

environmental, regulatory, technical and managerial matters.

Program Management – one of the implementation approaches used by clients

wherein they retain a program manager to perform specialized task

Program manager – performs specialized tasks necessary to the development or

construction of a specific project
- develop, define and oversee the program, prepare budgetary estimates of
program costs, prepare program schedules, evaluate and select members
of the program team, and provide periodic program status reports
- generally a Civil Engineer

1.5 SPECIALIZATION IN CIVIL ENGINEERING

PICE (Philippine Institute of Civil Engineers)

– recognizes the initial five areas of specialization.
– awards certificate that will consider qualification for positions in the
respective areas of specialization

SPECIALIZATION OF CIVIL ENGINEERS AND CIVIL ENGINEERING FIRMS

1. Structural and foundation
2. Geotechnical and environmental
3. Water resources and hydraulics
4. Transportation
5. Construction management and engineering

A Civil Engineer who has specialized in any area of civil engineering ma be

considered as a specialist in the appropriate field as enumerated.

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1.6 SELECTION OF A CIVIL ENGINEER

Engagement of a Civil Engineer

- one of the most important decisions to be made during the development of
an engineering project

Factors affecting and influencing economic feasibility of the undertaking

1. experience
2. organization
3. Skill
4. integrity
5. judgment of the civil engineer
The accomplishment of the client’s objectives and commitment of
financial resources, soundness of design, and suitability of the prosed
project for its intended function rest upon the above listed factors.

Cost of the full range of engineering services

- not less than 1 to 2% of the life-cycle cost of most construction projects
Continuity of service
- aids in developing a relationship between the Civil Engineer and the client,
which will add to the success of the project

Critical importance in selection of a Civil Engineer as a consultant

1. qualifications 3. reputation
2. experience 4. quality of client service
Detailed scope of services greatly reduces the potential for misunderstandings or
confusion
PICE (Philippine Institute of Civil Engineers) supports procedures such as those
specified by CIAP Documents 101 and 102, Executive Order 164, and PD 1594

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Owner or the owner’s engineering staff – responsible in applying procedures of the
selection, procurement and administration of engineering services

1.7 PRIME PROFESSIONAL PRACTICE

 guidelines in this manual refer specifically to the engagement of engineering
services where:
Consulting Civil Engineers – serves as prime professional
Client – serves as owner of the project
1.8 EMPLOYMENT
 guidelines in this manual refer to Civil Engineers employed by professional
consulting firms, government agencies, educational institutions, construction
firms, manufacturing and commercial entities and other entities

1.9 DESIGN COMPETITION

 process through which a Civil Engineer is selected above other competitors
based on proposal or innovative approach to solving a client’s needs

1.10 CONTINGENCY BASIS OF EMPLOYMENT

Canon 5c or PICE Code or Ethics provides that “Engineers may request, propose or
accept professional commissions on a contingency basis only under circumstances
in which their professional judgments would not be compromised.”

1.11 PROFESSIONAL PRACTICE OF FOREIGN CIVIL ENGINEERS

Foreign Civil Engineers are allowed by law (RA 8981) to practice civil engineering in
the Philippines under the following instances:
1. The laws of the foreigner’s state or country allow the citizens of the
Philippines to practice civil engineering on the same basis and grant the same
privileges as those enjoyed by the citizens of such foreign state or country.
2. Allowed under international agreement.
3. Consultants to be engaged in foreign-funded, joint venture or foreign-assisted
projects of the government.
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 4. Employees of Philippines or foreign private institutions pursuant to law.

5. Civil Engineers who were former citizens of the Philippines, who had been
registered and issued a certificate of registration and a professional
identification card prior to their naturalization as foreign citizens, and who,
while in the country on a visit, sojourn or permanent residence, desire to
practice their profession.

Foreign civil engineers must still secure a certificate of registration/license or special

permit from the Professional Regulation Commission. Agencies, organizations or
individuals, whether public or private, who secure the services of a foreign Civil
Engineer, are made responsible by law (R.A. 8981- Modernization Act 2000) for
securing a special permit from the PRC and the Department of Labor and
Employment pursuant to their respective rules.

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MANAGING AN ENGINEERING TEAM

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 MANAGING AN ENGINEERING TEAM

An engineering team is a group of developers and managers who produce

and build a product or service. Engineering managers coordinate and supervise the
projects their team works on while also providing guidance. Understanding
management best practices can help you run your team with more efficiency.

Why is managing an engineering team important?

Effectively managing an engineering team is important because it helps

support the continual growth of engineers' skills and confidence in their work. It gives
a sense of purpose and direction for the team while working on a project. Managers
of engineering teams also work to maintain safety for their team, both physically and
mentally. They ensure the working conditions follow standard rules, including
creating a space for engineers to ask questions and express their thoughts about the
project in a welcoming environment.

SKILLS FOR MANAGING AN ENGINEERING TEAM

Here are some skills for managing an engineering team:

 Project management: Knowing how to manage projects, which includes

planning a budget and making sure the team is meeting the deadlines, can
improve supervision and guidance.
 Communication: Having strong communication skills allows you to convey
important project details to clients and other departments within your
organization. It's helpful to communicate in simple terms so people without
your technical knowledge have a better understanding of the project.
 Delegation: Possessing the ability to delegate responsibilities can help you
determine which tasks your team members can handle based on
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 their strengths and weaknesses. As needed, you can give the team members
guidance or feedback when they're completing a task.
 Technical knowledge: Having an educational background in engineering
software, such as coding and frameworks, can help you understand which
programs are best for your team to use. It also allows you to help troubleshoot
issues if needed.
 Decision-making: Decision-making skills can help you determine essential
aspects of a project, such as where to allocate the budget or whether the
project is going to require a deadline extension. Decision-making is a major
component of managerial roles because it's a vital part of the planning
process and overseeing project completion.

HOW TO MANAGE AN ENGINEERING TEAM

Here are four steps to take when managing an engineering team:

1. Align your project decisions with the company's goals

Coordinating your project decisions with the company's goals is important because it
helps set clear expectations for the assignment, the team members and the
organization. As a manager, when you're presented with a project, ask questions to
help guide your decisions. For example, you might ask how the project supports the
company's goals and its growth. This can help everyone involved in the assignment
understand the ideal outcome to advance the organization.

2. Get to know your team members and project details

Scheduling time to meet with your team members and discuss project details
helps you determine how each member can contribute to the project's success.
When you understand your team's strengths and weaknesses, you can better assign
tasks. Team members may feel valued and motivated because you're showing
interest in who they are and what they add to the project. It’s vital to share the project
details, including the client's standards and expectations, with your team. From
there, you can create schedules for task deadlines to ensure the project finishes on
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time. Besides creating schedules, understanding the project details allows you to
give informative updates to your clients about how the assignment is progressing.

3. Set clear expectations

Setting clear expectations for the project ensures everyone knows what
they're supposed to do, when they're supposed to do it and how they're going to
complete it. This increases the chances of success. When you're setting the
expectations for your team members, ensure you're telling them why the goals are
important. Communicating this helps them understand how the project can benefit
the organization.

4. Be flexible and adaptable

As you're managing your engineering team, it's important to remain flexible if

any changes or challenges occur. Adaptability shows your leadership and
resourceful skills. This may increase your chances of success in a project because
you're able to change direction as needed to ensure the team remains on track to
meet the deadline. For example, if the client changes their mind about an aspect of
the project, you can rely on your problem-solving skills to determine how to make the
requested changes and then communicate them with your team.

Flexibility is important because it can build trust with team members. For
example, if a member is out sick, you can fill in for them to keep the project on
schedule. Your team members then know they can trust you to support them.
Flexibility can also help maintain a balance between work and personal life because
it helps lower stress. This increases team members' job satisfaction and work
performance.

TIPS FOR MANAGING AN ENGINEERING TEAM

Here are some tips you can use to improve how you manage your team:

Inspire your team

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Managers with the ability to inspire can raise performance levels and overall
satisfaction in their job. Maintain morale by offering praise when your team's doing a
great job or sharing specific details about how you appreciate the work they've done.
Team members who feel pride in their work may want to improve their performance.

Be transparent and accountable

It's important to be straightforward with your team. When delegating tasks,
remember that everyone is accountable for the project's success. To ensure
everyone remains focused, consider sending weekly progress emails to your team
and clients and include any challenges or changes in the project. This way, everyone
has a mutual understanding of what's happening and knows if there are any delays
in meeting a deadline.

Celebrate milestones
When the team meets a goal in the project, celebrate it. You can celebrate small,
mid-project milestones with rewards, like a catered lunch or giving gift cards to your
team members. To celebrate the completion of a project, you can take the team out
for a dinner or give them a day off. It's beneficial to celebrate because this
acknowledgment can motivate and bond the team. Recognizing and thanking them
for the work they've done shows you appreciate them. This can lead to team
members feeling valued, which may encourage them to work even harder.

Simplify jargon
Your team trusts you to convey its progress to invested parties, like company
leadership or clients. So, it's important to use non-technical language when
communicating with anyone who doesn't have a background in engineering. Being
able to translate technical terminology shows you have a deep understanding of the
project. For clients without a background in engineering, reading and hearing about
the project details in simple terms can make the message more effective and easier
for them to interpret.

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