NATIONAL INSTITUTE OF CONSTRUCTION MANAGEMENT &

RESEARCH
PUNE
SCHOOL OF DISTANCE EDUCATION
GRADUATE PROGRAMME IN CONSTRUCTION BUSINESS MANAGEMENT
GPCBM
NCP-26
SUBMITTED BY
Mr. Sourabh B Shah
(Reg. No : 28-06-11-5604-2101
0
PROJECT IDENTIFICATION:
Project e!"#"t"o#: A project is defined as an endeavor taken to create a
unique product or services.
Although the project is mint for delivering a unique kind of services, it has
common steps in its developmental phase. Following are the steps that
commonly appear in the life cycle of any project.
1 Conceptual Analysis.
2 Technical & Feasiility !tudies.
3 Construction planning and analysis
4 Construction phase
5 !ervice " operational phase
6 #aintenance and make over.
7 $emolition " renovation.
Co#ce$t%&' &#&'()"):
Conceptual analysis is the very first step of project life cycle when the project
virtually takes a irth. %t deals with&
'(ploring the junk of idea.
)rainstorming.
*ptional analysis.
Finally ends in coming to a conclusion of the kind of service &
)enchmarking for the same.
1
Tec*#o - Eco#o+"c !e&)","'"t( Re$ort -TEFR.:
This is the second step in which the ideas or the options that are thought of are
weighted on technical grounds.
Further the feasiility deals with decision making from the view point of
Returns (financial as well as social) from developing of the facility.
This report of technical and feasiility will discuss upon factors such as&
+. ,ocation aspect of the service - i.e. .here to create/
0. Topography of the area.
1. 2hases of construction.
3. 4oughly time estimate for construction.
5. #aterials required for the creation.
6. Availaility of that material in the ,ocal #arket" international
markets.
7. Transport availaility for ringing in material to the site.
8. Availaility of !killed and 2roductive laor near the !ite.
9. 2resent and Future cost of the resources availale and its cost of
maintenance.
+:. 4ate of $epreciation of the 4esources $eployed.
++. Adequate sources of energy including gas, oil and electricity.
+0. Communication Facility
+1. Any political or institutional factors that may cease or
impeded the $evelopment and *peration of facility.
+3. .eather 4eport all round the year.
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Let/) 0o "# t*e)e )te$) !or t*e 0"1e# c&)e o! Cr"c2et Gro%#:
De!"#"t"o# o! t*e $roject:
The present service is meant for creating a facility for cricket match with
following enchmarking& ;
Total capacity spectators < 8:,:::
=umer of matches per year < 3
=umer of years assumed for recovery of the investment < 5
Cost per ticket < 4s. +::.::
>ence, total amount that can e recovered in five years < 8:,::: ( 3 ( 5 ( +::
< 4s. +6, ::, ::, ::: -36 crore).4
Project Fe&t%re):
Following are the major construction features in this project&
1. Construction of cricket ground& 05::: !q.m.
2. 2itch length& 00 yards
3. !pectators seating capacity& 8:,:::
4. Facilities for stadium? 2ress )o(, @%2 lounge, 2antry, 2layers
dressing rooms A0nosB, Cymnasium, 2ractice pitches, Facility for T@
crew, =ight landing facilities
5. *ther revenue generating facilities& 4estaurants, !ouvenir shops,
mini #arket, ay care center etc.
Fe&)","'"t( St%"e):
3
)efore the commencement of any project is eing studied from various aspects
#ajor aspect of study is 'conomic feasiility.
Eco#o+"c !e&)","'"t(:
Total ma(imum outlay of the project & 4s.+6:: lacs
Total period for return & 5 years
4evenue & 4s +:: ( 8::::
& 4s. 8:, ::,::: p.a.
4s. 8: ,acks.
#aintenance charges & 4s +: ,acs p.a.
$epreciation D 0:E per annum A)ased on condition that cost of construction is
too recovered in 5 year.

Fear : + 0 1 3 5
Cash
Flow
+6,::,:::: 38,::,::: 38,::,::: 38,::,::: 38,::,::: 38,::,:::
,et %nternal rate of return e r E.
)ank rate of return& +0E
For project to financially feasile, 4ate of return should e more than ank rate
of return.
+6:::::: < 38::::: " A+GrB
5
G 38::::: " A+GrB
3
G 38::::: " A+GrB
1

G 38::::: " A+GrB
0
G 38::::: " A+GrB
+
4
The @alue of r < :.+35, i.e. +3.5 E
%t is eing proposed that det& 'quity&
7:&1:
Thus since no land is coming under Forest ,and, sufficient land can e acquired
at the market rate G onus Ain the form of free tickets for the matches for one
year etc.B to ensure the cooperation from the owners.
PROJECT DE5ELOPMENT PROCESS:
A4 Project M&#&0e+e#t Or0&#"6&t"o#:
%n development of project, organiHation of the various elements is necessary
which ultimately forms I2roject #anagement Cell A 2#CBI consisting of the
following departments that work in co;ordination with each other and ensures
that the project shall complete in the decided time, with the specified quality
standards and within the )udgeted cost.
34 Arc*"tect%r&' De$&rt+e#t:
2reparation of concept plan" architectural arrangements of the various
components of the stadium, discussion on the plans with management and
deciding the final layout of the stadium and allied arrangements from with the
#anagement, getting sanctioning of the plan from the appropriate city planning
authority , releasing the plans and CFC for construction on approval from the
authority.
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24 Le0&' &# '&# &c7%")"t"o# De$&rt+e#t:
Checking all documents and property, give title clearance, preparing legal
agreements etween the Clients" land lords, sumission of legal document to
the concerned Covernment Authority.
84 E#0"#eer"#0 e$&rt+e#t:
!urvey, droughts of plans and drawings, estimation, finaliHation and review of
various specifications as per sales requirements, schedules of works, supervision
of work, maintaining of quality of work.
94 E:ec%t"o# e$&rt+e#t:
They are responsile for e(ecution of the works through various agencies or
through departmental laors etc. as per design, drawings and specifications.
This is the most important department which has responsiility of making the
plans true at site.
;4 P'&##"#0< +o#"tor"#0 &# co#tro' ce'':
They are supposed to prepare the construction schedule in coordination with the
construction and other related department, reporting to the management on
regular asis regarding the progress of work, follow;up with the various
departments to ensure the timely completion of the work and within the
udgeted cost.
64 Acco%#t) & F"#&#ce De$&rt+e#t:
2reparing annual udget as per policy decision allocating the funds to various
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departments, arranging of funds through clients"ankers"depositors to achieve
the target. 2repare accounts and alance sheets, prepare and pay various ta(es
to e paid y the company, maintenance of record of wages and salaries payale
to company employee, allocation of funds to the various departments.
=4 HR< Per)o##e' &# A+"#")tr&t"1e De$&rt+e#t:
!etting up rules and regulation of the site as per the Covernment rules,
allocation of space and furniture to various departments, awarding staff with
increments, appreciations etc. arranging training programs and tours for
etterment of company, maintaining provident Fund records.
Project Re$ort"#0:
TIER 3
+. Monthly Corporate Report to Director: ; 2roject planning and control will
look after progress of the project and monitoring in terms of the cost,
quality and time. 2lanning and control will involve instilling a detailed
management information system for control and monitoring and here we
are talking aout 1 ; tier control of project.
TIER 2
0. .eekly 2rogress 4eport to project #anager.
1 .eekly 2rogress 4eview #eetings.
Contractor
%n;>ouse
The aove;mentioned report and meeting talks aout detailed monitoring of the
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project at site '(ecution ,evel wherey detailed report of .eekly 2rogress is
discussed and analyHed for recovery plans and progress monitoring. 4eport is
prepared for assigning the planned and achieved targets and to formulate
recovery plans if required for control of delay.
.eekly meetings with Contractor discusses pending issues and design queries
that may delay the progress of the work also the meeting is held up to chalk out
recovery plans for e(pediting the work y deployment more resources.
%n -house weekly meeting are held to discuss future plans and issues related to
progress, design, and certain critical decision, which needs timely attention.
TIER 8
Daily Progress Report by Contractor& ; $aily 4eport is a comprehensive record of
progress of the work at site in terms of daily planned targets and achieved one.
Any slippage from the planned is recovered for recovery on the ne(t working
day and also the report is thoroughly checked and verified y site 'ngineer for
illing and procurement of materials so as to #aintain supply chain
management. $aily progress 4eport act as a ready tool lower management level
to assess the progress and also for maintaining record of resource availale at
site for further progress.
2lease find enclosed herewith our project *rganiHation Chart, ased of which
herey we have descried responsiilities of various key posts& -ANNE>URE 3.
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Project E:ec%t"o#:
34 Project M&#&0er:
The project manager is the centric pin around which the whole construction wing
revolves. >e is entrusted with the task of integrating the interdisciplinary and
inters - organiHational efforts under changing environment for successful
accomplishment of the specified ojective. >e operates independently for
achieving the specified goals within the availale resources. >e is accountale
for success & failure of the project. %n particular his responsiilities include team
uilding, financial control, contract management, technical management,
resources managements, interface management .and quality managements >is
functions vary ut his roles, which reflect the ehavior pattern identified with
their specified position is similar in almost all types of projects.
The construction planning process is stimulated through a study of project
documents. These doc. %nclude;ut are not limited to - the availale technical
and commercial studies and investigating, design & drawings, estimates of
quantities, construction method statement, project planning data. Contract
documents, site conditions, worming regulations, market survey, local resources,
project environment and the clientJs org. The planning process takes in account
the strength and weaknesses of the org.
2lanning follows a systematic approach. Cenerally following steps are involved in
planning for a project&
+. $efine the scope of work to e performed.
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0. %dentifying the activities involved, and assessing the appro(imate
quantities of physical resources needed activity - wise.
1. 2reparing the logic or network diagrams AsB estalish a relationship
among activities, and integrating these diagrams AsB to develop the
project network or model.
3. AnalyHing the project network or model to determine project duration,
and identifying critical and non;critical activities.
5. '(ploring trade - off etween time and cost to arrive at the optimal time
and costs for on the project - work schedule.
6. 'stalishing work option within specified time and resources constraints,
and deciding on the income of each work schedule.
7. 'stalishing standards for planning and controlling men, materials
equipment, costs and income of each work package.
8. Forecasting input resources, production costs and the value of the work
done.
9. Assigning physical resources like men, materials and equipment activity;
wise, and allocating these to the organiHational units earmarked or
e(ecution.
+:. Forecasting the project udget allocations for achieving targets
assigned to each organiHational units.
++. $esigning a control system for the org.
+0. $eveloping the resource, time and cost control methodology.
+1. 'volving an information communication system.
+3. ComputeriHing the planning and control system.
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2 C"1"' E#0"#eer:
+. 2repare project %mplementation plan and get it reviewed from project
manager.
0. 4eview the udget.
1. 4eview all the tender documents, prepare scope of work, prepare CAF
AContract authoriHation formB and send to the #anagement approval.
3. Complete responsiility of smooth working of the project site.
5. Co;ordinate with #aster Architect and his su Consultants for
completion of the schedule work in time and quality.
6. Keep overall watch on technical and non;technical staff and getting the
ma(imum our - put from the team.
7. Attend all the program meetings, conference meetings, su;contractor
meetings, seminar or any meetings.
8. #onitor the project master schedule, su;contractor schedule and
organiHe the weekly meeting with the su;contractor for monitoring
the schedule.
9. Co;ordinate with the in house department like Architect $epartment,
,egal $epartment, purchase department, Account $epartment,
Contract $epartment, 2roject $epartment etc.
+:. All the correspondence to the su;contractor and in;house department.
++. 4eport daily to the 2roject #anager.
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! S"te E#0"#eer -Se#"or E#0"#eer.:
+. $etail study of drawings, specifications and )*L, efore starting the
2roject.
0. Co;ordination etween different agencies to ensure smooth working of
the project.
1. #aintain the quality of work and control wastage of material on site.
3. %nspect and sign the jo cards for su;contractorJs individual activity.
5. $iscuss the practical prolem faced during e(ecution with the project
%n;charge.
6. 2repare the material requirement A indent B
7. Check the daily reports, 4.A. )ills, Final ills at various work stage.
8. 2repare the daily report of su contractors and provide special
comments to the 2%CJs for action.
9. 4emain present for all type of concreting works.
+:. #aintain the proper housekeeping at site.
++. Attend the weekly progress review meetings of the su - contractors.
+0. 4eport to 2%CJs.
4 Co#tr&ct A+"#")tr&tor:
+. Collect all the drawings, )*L, !pecifications and issue the tender
documents to the pre;qualified idders.
0. *rganiHe a pre;id meeting with all the qualified contractors, and
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answer all their queries in the meeting and send written #inutes of
#eeting for the same.
1. 'valuation of all the ids and finaliHe the est id.
3. %ssue a notice to proceed for the est;qualified contractor from the
evaluation.
5. *rganiHe kick - off meeting with the work awarded contractor and
discuss all the quality, schedule, sumittals, request for information
status, 2roposal status, and discuss the implementation of
'nvironmental, >ealth and !afety of all the workers.
6. *rganiHe weekly progress review meeting with his sucontractors and
prepare weekly minutes of meeting and send it to various concerned
departments.
7. 2repare all contractual correspondence and send to the su;
contractors.
8. 4eport to 2roject #anager " Contract #anager.
Project O$er&t"o#&' $*&)e:
This is the final phase of the construction life cycle of the project when the
project ecomes ale to deliver the services for which it has een e(isted. This
mainly deals with the operational phase and very rarely related to the
construction wing or construction phase e(cept the on field changes that are
required to e done as per the requirement for the preliminary span of operation
typically varying from :6 months to :8 months.
M&"#te#&#ce &# +&2e o1er< e+o'"t"o# & re#o1&t"o# $*&)e:
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This phase typically comes at the end of the structure when its components are
either tend to ecome non serviceale or else ecomes out dated as per the
e(isting demand " changes in the e(pectations from the services.
This deals with sustantial renovations as possile within the e(isting system
partial demolition and reconstruction of the facility.
This typically may come after 6: to 65 years latter in the life of the structure.
)ut in case of the services like create stadium where serviceaility is ruled y
the demand or changes in the e(pectations from the services the renovation
cycle may come even early. >ence to avoid this one may go for look ahead to
wards the trend and may give additional features to the facility eing
constructed so that it will sustain the dynamism in the e(pectations.
B4 PROJECT PLANNING AND CONTROLING:
Project Pre'"+"#&r( P'&#:
Acceptance of the feasiility studies marks the commencement of the
preliminary plan;making process. %ts main aim is to provide direction to the
client managers and staff employed during the development phase of the
project. The project preliminary plan forms the asis for developing the project
construction plan. The preliminary plan shall include the following&
a. A project time schedule and the skeleton network to highlight the work
dependencies, project milestones and the e(pected project completion
time.
b. The project designs and drawings preparation schedule.
c. A reakdown of project work into contracts, along with a schedule of
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contracting activities, including the tender preparation period, tender
finaliHation period and the contracted works commencement and
completion dates.
d. A resources procurement system.
e. 2roject organiHation and staffing pattern.
f. 2reliminary forecast of funds requirement.
Co#tr&ct"#0 Str&te0(:
The Contacts will e awarded to the various Contractors such that the
contractors are not independent on each other for the completion of one
activity., i.e. ContractorJs #anager has to analyHe and define the !cope of .orks
for various contractors such that each one performs as an entity and are
independent of whatever they are doing on site. For e(ample when we assign
Contract for the !ewage =etwork and %rrigation we should e assigning it to the
same contractor, so that in e(ecution the site people do not face the prolem of
invert levels and complaints of non completion of the jos due to independency
of the activity. For the proposed Cricket !tadium we could allocate contracts as
follows&
Co#)tr%ct"o#:
+. 'arthworks
0. #ain stadium foundations and superstructures including Ceneral
arrangement for sitting.
1. Commentator o(, @%2 stands, 2layer Callery, 2layer rooms and toilet
facilities etc,
15
3. Canteen for players and spectators
5. !i( 2latforms for T@ cameras
6. 2arking arrangement.
7. !afety fencing all around the stadium for playersJ safety point of view.
8. Furniture for stadium and players.
9. 'quipment for players.
+:. 'lectrical .orks for cales and $ay " =ight lighting arrangements
for stadium.
++. Turnkey for 'lectrical !ustations.
+0. %.T. ACalingB and 'quipments ATurkeyB
+1. !ecurity !ystem - Turnkey.
+3. !ewer, drainage, water supply including Construction of tanks and
various pumping units.
+5. 2roper leveling of the main contractor.
+6. ,awn Contract including sprinkler irrigation arrangements.
+7. 2roper drainage system during the monsoon.
+8. #aintenance contract to maintain the stadium and facilities.
+9. Contract for pitch preparation.
PROJECT ?OR@ BREA@DO?N:
The project work reakdown process involves splitting of the project works into
the #anageale constituents arranged in a hierarchical order till the desired
level. These levels are categoriHed into suprojects, tasks, work packages,
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activities and operations. These levels depend upon the plan type, the nature
and comple(ity of the project and the e(pected degree of control.
Following is a level one .ork )reak down !tructure for the proposed cricket
stadium. Further this is to e divided into activity level so as to have complete
control of the activities.
Project Co#ce$t $'&#:
+. 2reparation of Architectural layout.
0. 4eview and comments on architectural layout.
1. Approval from #anagement for architectural drawing.
3. !umission of architectural layout for T2 sanction.
E#0"#eer"#0 et&"'"#0:
+. !urvey and markings for the area.
0. $etailing of site office and estalishments.
1. !oil investigation for foundation design.
3. Foundation design.
5. $esign of structural components.
6. $esign of water supply, sanitary systems.
7. $esign of 'lectric works, lighting layouts.
8. $esign of security systems.
Te#er"#0 &# )%, co#tr&ct"#0:
+. %nviting quotations for the work packages.
0. !hort listing and negotiation with the su contractors.
1. Award of works.
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Co#)tr%ct"o#:
+. 'stalishing the site office.
0. Commencement of earthworks and foundation related activities.
1. !tart of super structural works.
3. !tart of finishing items.
5. !tart of landscaping and area improvement.
6. To %nstall and test system such as electrical supply, .security, etc.
The reaking down of a task packages into its constituent activities requires a
study of methodology of e(ecution of the work package. Cenerally, known y
term method statement, this methodology is evolved y the planning engineer
on the asis of his construction e(perience & discussions with Construction
project are est managed y work packages, which, in turn, are est, planned &
monitored y activities. A project planner uses activity as the common dataase
for planning project. Activities duration from the asis for time planning &
scheduling of the project works. The inputs of laors, #aterials & machinery
needed for e(ecution of each activity enale preparation of resources forecasts.
The activity sale price is used to determine income & cash flow forecasts. The
activity ase is vital for monitoring progress of the project work. @arious
methods of identifying tasks, .ork;packages & activities are descried.
CPM A NET?OR@ ANANLBSIS:
NetCor2 E'e+e#t):
18
The client entrust the construction of project facilities to the project
management may team headed y the project manager or the resident
engineer. This team may e from the clientJs own construction agency or from a
client;appointed Construction #anagement"Consultant firm or from a suitale
organiHed comination of these.
The planning chief is entrusted with the task of developing the project
construction plan. %t includes the contracted works plan and commissioning plan,
as applicale.
The project construction plan as well as the contracted works plan further
includes the following plans&
a. Time plan %t despites the schedule of project activities for completion
of the project within the specified time.
b. 4esources plan it forecasts the required input resources of men,
material, machinery and money for achieving the project completion
time target and cost oject.
c. 2lan for controlling project it encompasses the design of control
system monitoring system codification sys. And the computeriHed
information sys.
CPM - Cr"t"c&' $&t* Met*o:
Critical path is defined as the set of activities that take the longest duration
to achieve the completion of the project. These activities have Hero floats
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availale and any delay in these activities leads to direct impact on the
project Completion date.
1. 'arthworks.
2. Foundation .ork & 4etaining !tructures.
3. Civil .orks.
4. %nternal !ervices.
5. 4oofing.
6. !pectator !tands.
7. @%2 !tands.
8. Television !tands.
9. 2ress )o(.
10. Appointment of Consultant.
11. !umission of Feasiility 4eport.
12. ,and Acquisition.
13. Award of Contract for Civil 'arthworks.
BIBLIOGRAPHBAREFERENCES:
Construction 2roject #anagement - 2lanning !cheduling and Controlling y
!hri K. K. Chitkara.
=%C#A4 !tudy material.
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