PROJECT REPORT ON CONSTRUCTION PROJECT MANAGEMENT.

(Elective Topic)

PROJECT STUDIED CONSTRUCTION OF RESIDENTIAL CUM COMMERCIAL BUILDING.

PREFACE We have chosen Construction Project Management as my topic for the Elective. Because Project Management is the art and science of mobilizing and managing people, materials, equipments and money to complete the assigned project work on time within budgeted costs and specified technical performance standards. It aims at achieving the specified objectives efficiently and effectively by managing human energies and optimizing the non-human recourses placed at their disposal. The basis of a well-run construction project is a proper balance of economy, speed and quality. There has always been a demand for a team that can accomplish this. The technology of todays large construction is immensely complicated in the sophistication of materials and equipment in the facility itself as well as in the requirement of the occupancy. The owner must therefore know both in present and his future needs. The Architects and engineers responsibilities have expanded tremendously within the last 30 or 40 years. This has led architects to use numerous consulting and designing major facilities. The constructor (i.e. general contractor) has been called upon to coordinate the delivery and installation of many more components than before and to devise methods and details to accomplish a fit of the components.This sophistication has led to more and more specialization and to need for team work starting often before the owner has crystallized his thoughts on the requirements of the project. Thirty to fourty years ago a general contractor performed most of the work with his own labor force. Today, most work is performed by specialty contractors. The main role of the general contractor has become co-ordination and control of trade contractors. The desire to take advantage of the constructors planning and estimating skills at the outset and of his management skill during construction has produced the integrated design and construction or Construction Project Management type of contract.

Construction Project Management is one of the few project delivery systems that have gained wide usage and acceptance in the past decade or so. The constructor is now best included in the owner-architect-engineer team to work with them from the project inception to completion. The common objective of this team is to best serve the owners interests. This report deals with the management methods and focuses attention on successful management approaches. How to keep construction project within budget, on time and up to quality is the underlying theme of these management Approaches.

CONTENT: Sr. No.

1. 1.1
1.2

Topic:
Introduction What is construction management? Why construction management? Contract Management

2.

2.1 2.2
3.

Introduction Types of contract Project Details

3.1 3.2 3.3 3.4 3.5

Scope of project Type of contract Organization Structure Contract Document Site Organization

4. 4.1 4.2 4.3 4.4

Material management Planning construction material Aims and function of material management Function and flow involved in material management Material provisioning process

5. 5.1 5.2 5.3 5.4 5.5 5.6 5.7 5.8 5.9

Site Organization Planning construction manpower Relationship between head office and site Coordination meeting Reporting System Project schedules Site Clearance Construction Infrastructure facilities Organizing utilities Security

5.10 Site Organization 6.

6.1 6.2

Quality And safety management Quality in Civil Engineering Works Quality Control Quality Management System Safety Management Safe Working Environment Safety Precautions Project Delays 7.1 7.2 Study on Delay Reason for Delay and their effects on project progress

6.3 6.4 6.5 6.6

7.

CHAPTER 1 INTRODUCTION
1.1 What is Construction Management?

Construction management is a professional field that focuses on each part of the construction process of any built environment. Construction management typically encompasses commercial building sites or multi-unit residential sites, but not usually single-family residential building sites. Construction management of the site may be maintained by a general contractor or a separate entity, and the construction management personnel or firm answers to the developer and is responsible for overseeing every aspect of the project from start to finish.

1.2

Why construction management?

To have effective control over the various activities which cannot be managed by individuals?

Because of complexity of work and scarce timings. To develop co-operative spirit by creating personal involvement and developing team spirit.

Optimum use of men, money, machine, materials, method and other resources to complete the project in optimum time is the main and final objective of construction management.

2. Contract management 2.1 introductions

Contract agreement enforceable by law in which to competent

authorities, one performs (duties, obligation) other pays (satisfaction).

Contract management
Process enabling both parties to meet obligation. Involves building good working relationship. Enables & assists in anticipating future needs. Implemented through the contract management plan.

Ingredients of contracts
Mutual agreement between contracting parties as per terms and conditions of the contract. Genuine intention of the parties to accept and fulfill their rights and duties under contract. Legal capacity of the parties to make a valid contract. Lawful nature of the object (under rules and regulation).

2.2

Types of Contract

3. PROJECT DETAILS 3.1 SCOPE OF THE PROJECT:

This project consists of residential cum commercial building, consisting of of basement, ground plus two storied structure, on his plot bearing No. 44.cts, No:20283,Bhagya nagar, Aurangabad. IMPORTANT POINTS OF CONSTRUCTION 1) G + 2 storied building. 2) Flat roof. 3) Sloped foundation for the hard murum

3.2 TYPE OF CONTRACT:

The type of contract for this project is Item rate contract.

3.3 ORANIZATION STRUCTURE:

3.4 CONTRACT DOCUMENT

Agreement General rules and Direction for guidance of contractor Drawings Document Submitted by Contractor Schedule of items Detailed Estimate

CHAPTER 4 MATERIAL MANAGEMENT

4.1 Planning Construction Material
Broadly, the term materials denotes all purchased items utilized at the project site including construction materials, supporting plant and equipment, aid administrative facilities and stores. Supporting plant and equipment consists of all machinery, vehicles, custom-build form work, construction equipment and their operational repair and maintenance materials. Construction materials cover all types of materials used in construction including electrical and mechanical fittings fixtures, devices and instruments that are incorporated during the construction of permanent works and temporary supporting works at site. In construction projects, materials account for more than 40% of the project cost. A small saving in materials cost, say even 5%, through efficient management of materials, can suit in a large contribution specially when competitive bidding is for small profit margins varying from 3.5% to 10% of the project cost. Efficient materials management in project environments calls for an integrated approach covering numerous functions such as materials planning purchasing inventory control, keeping and warehousing handle and transportation, codification and standardization., and the disposal of surpluses. Materials planning, which is the key function of materials management, is closely linked with project planning and control set-up. Both these work together to develop a

plan for procurement and stocking of construction materials so as to provide at the site materials of the right quality in right quantity at the right prices from right sources at the right time. Construction materials planning involves identifying materials, estimating quantities, defining specifications, forecasting requirements, locating sources for procurement getting samples of materials approved, designing materials inventory, developing procurement plans, monitoring flow of materials till the connected construction works are completed. In contracted construction projects, materials management is the responsibility of the contractor executing the works. Material Management is a concept that integrates all the activities of planning scheduling and controlling, right from design till the final production. It undertakes the function of planning, organizing/integrating and measuring the volume and flow of material. Proper and scientific management is required not only to optimize the period of construction, out also to economize the cost of construction. It is essential that the material must be available on hand and further there should be continuous supply as and when required to keep the schedule. The scope of work involves managing a system from the stage of indenting to the distribution of materials after passing through a stage of quality control. The activities involved in this process of construction of this bungalow were: i. Raising indent ii. Ordering /purchasing iii. Quality check iv. Distribution v. Site storage vi. Accounting In construction no two projects are similar. The type and Quality of construction; materials differ from project to project. Although some basic materials like cement, aggregate steel, water, and timber are common items others vary with the type of the project. For example, most of the finishing materials used in housing projects are not required in industrial projects. The primary purpose of classifying materials is to control quality, cost and timely supply. There are many factors that need consideration while classifying materials. These includes storage Space, shelf life, supply reliability, inventory costs, ease of identification, construction sequence, transportation requirement, price, procurement time, procurement source and] project life. In general, the construction materials can be grouped into any one or a combination of the following categories: (a) Bulky, one-time purchases, repetitive use, and minor materials.

(b) Vital, essential and desirable materials. (c) Indigenous and imported materials. (d) High price, medium price and low-price materials. (e) High usage value, medium usage value and low-usage value materials. The materials that need to be managed /monitored daily included; Cement mix Design Sand Fine / Coarse aggregates Murrum Steel Bricks v. Rubble

4.2 AIMS AND FUNCTIONS OF MATERIAL MANAGEMENT

The management had to keep in mind certain aims while performing its Functions: Low cost and high inventory turnover Continuous supply of material as and when required maintaining quality and cost. Proper and valid relations with supplier. Maintaining proper record of issue and supply and use, record of materials. To keep knowledge of latest materials developed their quality and use. Forecasting of change of trends, designs at market and planning according to future designs.

4.3 FUNCTION AND FLOW INVOLVED IN MATERIAL MANAGEMENT

Purchasing material Inventory control Material handling and control Information flow Project construction Material consumption

The material management functions can be subdivided as follows: Purchasing

Forecasting Project completed in the past. Material used. Material prices. Forecasting techniques

Ongoing projects.
Materials planning

Materials required for different item

Projects to be taken up in hand. Items of construction.

Inventory of materials in hand

Purchasing

Materials to be purchased 1.Vendor history 2.Vendor rating 3.Lead time 4.Quality and delivery rating 5.Comparison of offers

Purchase order Follow up Delivery schedules

Inventory management

Inventory control
1. Maximum inventory 2. Minimum inventory 3. Recorder points 4. E.O.Q 5. ABC analysis 6.Requisitions

Store

1. Material available 2. Material required

Accounts

1. Cost sheet 2. Cost comparison statement 3. Balance sheet 4. Bills payable 5. Cash book 6. Cash flow and fund flow statement 7. Payroll and employee records

1. Material receipts 2. Stock and ledger accounts 3. All periodic report 4. Replacement order

All the above mentioned departments are required to work in close coordination to ensure efficient to ensure efficient material handling. MATERIALS USAGE STANDARD Building Construction Conceptualizing Costs Breakdown Weightage factor in terms of percentage on the whole cost of the building

Sr.no

Description of the material/labour

Residential building up to 3 storeys with brick walls and 3 RCC upper floors and roof

Residential multistoried building more than 3 storeys with brick RCC structure

01. 02. 03. 04. 05. 06. 07. 08. 09.

Bricks Sand Cement Aggregate Timber Steel Sheet glass 3 mm thick Paints CI pipes (water supply pipes)ad fittings

14% 3% 9% 3% 16.5% 11% 1% 1.5% 3%

5% 4% 12% 4% 11% 19.5% 0.7% 1% 3%

10. 11. 12. 13. 14. 15. 16. 17. 18. 19. Total

Electric wiring including Conduit CI soil, waste and vent pipes Sanitary fittings Mazdoors Mason Carpenter Painter Blacksmith Plumber Electrician

6% 4% 2.5% 11% 6% 3.5% 0.5% 2% 1% 1% 100%

6% 4% 2.5% 12% 7% 3.5% 0.5% 2.2% 1% 1% 100%

Note: I. For steel windows, reduce timber percentage by 7% and correspondingly, increase percentage of steel by 7%. 2. Minor materials are ignored in this table. Generally, the materials and lab our costs in a project are conceptualized during the inception stage by using past experience (see above table for illustration). While contracting the quantities of work involved in a project are detailed in the contract bill of quantities. These are derived from the design and drawings. But these is inherent materials wastages associated with all types of materials. For example, the actual requirement of concrete for the floor slab of a building may be 2% more than the theoretical quantities measured from the drawing, as certain wastage does occur while placing concrete specially, due to inaccuracies in the leveling of form work. Further, the quantities of aggregate, sand, cement and water though correctly weighed prior to mixing, also have a certain element of handling wastage. Similarly, some steel gets wasted when the standard bars are bent into designed lengths and shapes for reinforcement work. Some wastage is inevitable in actual work. This wastage in materials is generally expressed as a percentage of the materials calculated theoretically from the quantities of work involved, and are termed as Standard Wastage. The total quantity of materials to be provisioned should cater for the standard wastage by increasing the theoretical quantity, proportionately. Materials to be provisioned =Theoretical quantity of materials x (100+ standard wastage (%) ) / 100 Standard wastage of the construction materials depends upon many variables such as the nature of work, type of materials, method of application etc. The standard wastage can best be specified from experience. The typical standard wastage considered while estimating some of the materials in a housing project are shown in table.

Table Construction Material Wastage Planning Norms: Sr.no 01. 02. 03. 04. 05. 06. 07. 08. 09. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. Type of Materials Cement Aggregate Concrete structural Concrete blinding (lean) Reinforcement steel bars Reinforcement steel mesh PVC sheeting Steel for windows Timbering in trenches Stone masonry Marble lining Wood for door frames Wood for shutters Wood for flooring/walling Sheet roofing Tile roofing Sand Floor tiling Wall tiling Pigments (for colours other than natural grey) Paints Planned wastage 2% 5% 2% 10% 3% 10% 15% 7% 5% 5% 20% 5 to 7.5% 10% 5 to 10% 2.1/2% 1.5% 10% 2 to 5% 3% 5% 5%

It may be noted that standard wastage caters for wastage during utilization only for causes considered beyond control at the site. In addition to the uncontrollable

wastage, there is wastage/pilferage which falls in the category of controllable wastage. The main causes of controllable wastage at various stages can be due to the following; a. Wastage on account of designers specifying non-standard materials having unattainable specifications. b. Wastage due to incorrect purchasing resulting in over buying, wrong buying, unnecessary buying and untimely buying. c. Wastage in transportation and handling including breakage and pilferage. d. Wastage during storage resulting from deterioration, improper storage, breakage obsolescence and theft. Since, controllable wastage falls under the purview of the materials management staff the additional provisions to compensate for such wastage should be made by them so as to ensure that the right quantity and right quality of materials are available at the right time.

4.4 MATERIALS PROVISIONING PROCESS

Construction materials needed for a project work vary with the nature of the project For example. in a road construction project, the type of materials required may be few jr number whereas in the building construction project. it may run into hundreds. The determination of the type quantity and specifications of the construction materials needs a detailed study of the contract documents, including the bill of quantities drawings, specifications pre-tender estimates, and preliminary vendor enquiries. Such a study consumes considerable time, and is a systematic and gradual process. Materials planning considers materials in the order of requirement at the site. For example in a building construction project bulk materials and other items for site development, foundation work and superstructure frame, which are needed in the early stages of construction, are considered first. The others are taken up in the sequence of their requirement.

CHAPTER 5 SITE ORGANIZATION

For effective achievements of intended result it was essential to set up a suitable organization at the site. The organization should afford translation of plan into an activity, which promotes completion of work. Head office and site office had to work in support of each other. While, the initial conceptualization, planning of project preferably in association with the manager is carried out at the head office, the activity of actual construction had necessarily to take effect at the site. A project site organization took over from the head office team once the planning process: statutory clearances and allotment of fund had been made. Planning Construction Manpower The corporate personnel management broadly covers a wide spectrum of functions including forecasting needs, formulation of pay scales and service conditions, recruitment and induction, training and development, morale and motivation, health and welfare, safety and security, and maintenance of harmonious industrial relations. It thus entails an interdisciplinary approach employing the combined skills of system planners, behavioral scientists, management practitioners, economists, statisticians and industrial relation experts. Being a critical resource, manpower is of paramount concern those planning and managing construction projects. The project construction manpower planning is primarily concerned with estimating the workers productivity, scheduling manpower employment, and structuring it into workers teams and work-groups with a view to economically match manpower supply with the task requirements. The various functions performed by the project planning team with respect to manpower planning are listed in Table

5.1 THE SCOPE OF CONSTRUCTION MANPOWER PLANNING IS RESTRICTED TO:

a. Establishing workers productivity standards b. Scheduling construction site workers c. Grouping project manpower d. Designing workers financial incentive schemes.

Important aspects to be considered for organizing a site are Table typical Manpower Planning Functions I. Determining expected lab our productivity. 2. Estimating workers requirement for each work package. 3. Scheduling date-wise, category-wise project direct labors. 4. Establishing a construction teams. 5. Organizing task forces. 6. Allocating lab our during execution stage. 7. Monitoring workers productivity at site. 8. Recording productivity data. 9. Costing and controlling manpower costs. 10. Controlling manpower mobilization, distribution and demobilization. I1. Defining job requirement for key executive and staff appointments. I2. Assist in recruitment of personnel. 13. Assist in designing incentive system. 14. Assist in controlling manpower costs. I5. Assist in training and induction of manpower.

5.2 RELATIONSHIP BETWEEN HEAD OFFICE AND SITE

The site and head office needed to work in a symbiotic relationship. Through a proper Management Information System, flow of information was maintained between the head office and site.The Project Coordinator nominated at head office provided the necessary support to the team.

5.3 CO-ORDINATION MEETINGS

Weekly co-ordination meeting were held. These were attended by consultants, representatives, and the owner along with the planning engineer and required section head. This forum was utilized to project all possible problems that the project faced. The points raised were included ii the record note of this meeting and a copy of the record note was sent to the head office of the contractor, architects office and the clients office. Usually once a month there was a review meeting between the Contractor and the Client. At this meeting points that could not be resolved in the weekly co-ordination meeting were raised. This also afforded an opportunity to the contractor to raise certain major problems affecting the work

5.4 REPORTING SYSTEMS

Reporting systems and techniques included: Integrated CPM charts Financing schedules and variance reports. Time- scaled network plans and computerized reports based on them Problem analysts and trend charts Progress reports! Site visit reports

5.5 PROJECT SCHEDULES

Several computer packages are available these days, which help in keeping proper track of the project such as Harvard Project Manager (HPM). Success Planned and Primavera. Computer Literate Staff should be preferably posted at the project site. They can then relate with software for undertaking project work. A Master Control Network depicting all activities that g into the project was drawn at the beginning of the project itself. The Master Control Network drawn up at the bidding stage, as a contractual requirement was constantly updated. The project team considered the Control Network as their ally in ensuring Project completion well within the parameters of time and cost. A proper training had been given to the personnel working at the site t become aware of the benefit of Master Control Network. From The Master Control Network, sub-network r a daily plan of work was formulated; it was the endeavor of each person engaged in execution to ensure that the daily work is completed. The Master Control Network itself was a CPM Network. In addition bar charts were drawn up and displayed at the site for better understanding of the semi-literate work force.

5.6 SITE CLEARANCE

The site had to be cleared before starting any work on the site; the entire process required; Clearing the site and leveling. Taking permission from corporate and revenue authorities for cutting trees etc. Topographical survey of the area, fixing up boundary stones, and benchmark. Carrying control survey and drawing up a plan of the entire site. Project roads and temporary structure for water storage.

All the permissions to start work had to be taken up from the authorities. The client had taken the necessary permissions in the initial stages of the project to ensure fast progress of the work.

5.7 CONSTRUCTING INFRASTRUCTURE FACILITIES

The following infrastructure facilities were built on the site at the time of starting of work; Name Board: A proper size name board was erected at the entrance of the site; which specified the name of the organization, address, Name of the project, name of the contractor, consultant, and architect. Site office. Camp for accommodating engineers, supervisors and workmen. Store for materials. Workshop. Quality control lab. Casting yards. Services. Construction Plant and Equipment. Static plant such as concrete batching plant , pre-cast concrete element plant. Mobile plant such as Trucks, Dumpers, Bulldozers etc. The contractor mobilized all this at the time of work.

5.8 ORGANIZING UTILITIES

There were certain utilities that were required on site for ensuring smooth work on the site: The site camp had to be provided with services like electric supply, sewage disposal, and communication limes including telephone. Power supply was tapped from the grid through the necessary sub station with transformer installed at the site. A standby diesel generator was provided for, when grid power was not available. Water was taken from tube wells and stored in underground sumps. Necessary treatment of water to make it safe for intended consumption was carried out. For sewage disposal since the camp was for a temporary duration septic tank was provided. There were certain utilities that were required on site for ensuring smooth work on the site: The site camp had to b provided with services like electric supply, sewage disposal, and communication lines including telephone.

 Power supply was tapped from the grid through the necessary sub station with transformer installed at the site. A standby diesel generator was provide for, when grid power was not available. Water was taken from tube wells and stored in underground sumps. Necessary treatment of water to make it safe for intended consumption was carried out. For sewage disposal since the camp was for a temporary duration septic tank was provided. Setting up of a system of housekeeping: Staff to be appointed for the maintenance of the site including daily cleaning of the site office, maintaining and cleaning toilet and wash areas cleaning and maintaining other common areas. This was one point where negligence could be seen. The cleaning, etc, was done after every 2- 3 days. A small canteen could be provided for the people working at site, but instead a dhaba near the site solved this purpose. A small first id box was there to attend to minor injuries. Changing rooms for the staff including toilets were not there.

5.9 SECURITY
The site was fenced initially and later a boundary wall was erected. Security check post was maintained at the entry/exit gate of the site. Mobilization Departmental staff Department labor had been sparingly used only on jobs requiring high quality assurance. Jobs of a continuing nature and high profitability were done departmentally. Sub contractors Work of specialist skill, employing special tools was sub contracted e. g. plumbing, electrical, windows fabrication, painting, etc. As a policy sub contracting was employed if it was required to keep the direct employment of men low. The project manager selected the sub contractors.

Stores Categories of materials 1. Direct material and equipment or incorporated materials that go into the contract work called as contract materials. 2. Indirect consumable stores called consumable. 3. Tools 4. Capital plant and equipment needed for carrying out contact work. Stores and stacking yards In the project site sufficient covered stores and open storage was necessary for maintaining the material in good condition. Cement usually supplied in bags was stored in a covered shed. The sheds have been constructed with brick wall, IPS floor, tubular structure, and trusses, roofing with sheets. Bags not exceeding ten are stacked one over the other. Cement used in large quantities for concreting by batching plant and pre-cast element plant, was stored in bulk in vertical silos. A pneumatic pump fixed on the cement bulk carrier fills up the silos. Form the silo the cement is conveyed in to the mixer of the latching plant and pre-cast element plant through a screw conveyor. Steel was stored in an open yard. Aggregate both coarse as well as fine were also stored in an open yard. Workshop Requirement of a workshop: For the maintenance of plants and equipment both static and mobile, it is necessary to have a workshop, which will undertake the maintenance, prepare overhauling and major replacement of equipment Workshop has to be geared up to carry out preventive and scheduled maintenance, which is essential to keep the breakdown of equipment to bare minimum. The workshop should have facilities for servicing, carrying out general repair, engine overhaul, calibration of diesel pump, etc. It should have a small machine shop attached with lathes, drilling machines, welding machines, boring machines, facility for painting, denting and sheet metal work. It should also to be equipped with auto electrical repair, battery charger, and tire repair.

Workshop available: In the case of this project since the equipment used were limited, so there was a small workshop, where minimal repairs could be undertaken. The site being in very case proximity to the city, major repairs could be undertaken in the city workshop, as and when required. Transportation Functions 1. Selection of the carriers and routes. 2. Ascertaining rates 3. Scrutiny and payment of transportation charges 4. Allocation of transportation charges to materials transported to arrive at unit transport, so that the complete material can be charged to the work for which it is being used. 5. Lodging claims for delays, shortages, damages etc, in respect of materials transported. Transport costs: Transport cost is an important consideration in material management. Whether the purchaser pays it separately or it is a part of purchase price, it forms an important element of materials cost and the materials manager has to analyze this carefully. Selection of mode of transport: I. Service: transport is a service that provides time and place utility for materials. An efficient and reliable service is necessary in the context of materials. Transport should ensure safety. 2. Quantity: transport must ensure regularity, regular, safe and adequate supply is the motto of good transport. Reliability or otherwise of the transport has important bearing on stocks to be held in reserves. 3. Price: price of transport is the value paid for the service rendered by the transportation. The transportation department had to work in case coordination with purchase. The transportation cost is 1O%-15% of the material cost. Hence selection of proper transporting method is very essential. While fixing the mode of transpiration all the factors needed to be carefully considered before selecting the final alternative. Thereafter it was decided that trucks were the best means of transport as transportation was mainly from the dealer in the city. Only cement

was brought straight from the factory. All this was managed at the contractor level efficiently. Site organization and management is the most important phase of construction business the physical execution can decide the organizations success and failure. So extreme care to organize this site well and perform the work excellently was to be taken.

5.10 SITE ORGANIZATION:

Keeping all the above factors in mind, the site was organized in an efficient manner so that the work could be carried out smoothly. The offices were placed in the far end to facilitate overall supervision. Hutments were placed slightly far away from the site. Meanwhile materials and equipments were arranged along the periphery of the site for easy operations. Only one entrance was provided for the entire site for safe reasons; the site was fenced on all other sides.

CHAPTER 6 QUALITY AND SAFETY MANAGEMENT

Inspection and quality control are the most important aspects of construction management. The necessary check is required in the following areas. To ascertain whether the material received is of the required standard To ensure that the work is being carried out as per the given specifications. The contract document states clearly that all the works are to be carried out in accordance with the specifications, drawings orders etc else the contractor is liable to pay compensation for bad work. Quality system standards require the establishment and definition of management structures for the assurance of quality. They stipulate, for example that responsibilities for attaining quality objectives should be formally assigned that there should be management representative who irrespective of other responsibilities for ensuring the requirements of the standards are implemented that systematic management reviews should be instituted and so on. a) The management of quality is crucial to project survival and merits the personal attention and commitment of top management. b) The primary responsibility for quality must lie with those doing the work. Control by inspection is of limited value. c) To enable production departments to accept responsibility for quality, management must establish systems for the control and verification of work, and must educate and indoctrinate the work force in their application. d) The cost of education and training for quality and any other costs which might be incurred. wili be repaid many times over by greater output. less waste, a better quality product and higher profits. These are the basic principles of the management concepts which have since become identified under the generic term of quality management. - J.M. juran and W.E. Deming.

6.1 QUALITY IN CIVIL ENGINEERING WORKS

Quality in civil engineering construction work is required at all stages of construction i.e. right from purchase of land, materials to its ultimate construction and possession. The idea of quality concept can be expressed schematically. The quantity in civil engineering comprises of purchase of good construction materials, their testing as per IS norms, alignment and layout, maintaining levels, gradient and slopes as the case may be, erection of formwork and its leveling in case of concreting, checking of bar bending and placing in position, maintaining plumb in masonry construction, mixing of mortar and concrete, their placement, use, curing and many other works.

6.2 QUALITY CONTROL

Quality control at the site has been insured by regular inspection by the site engineer and inspecting officer. The purpose of this inspection was to find out by observation / testing whether the quality of work was maintained within the prescribed limit of variability. Following are the construction items, which were given special attention in terms of quality control: 1. Concrete 2. Reinforcement / steel 3. Form work 4. Masonry 5. Water proofing 6, Joinery and timber work 7. Electrical fittings 8. Sanitary fittings 9. Water supply 10. Air conditioning services The managerial person inspected the structure at the various levels of construction stages to avoid all sorts of defects in construction. Inspection of construction work covered the following functions: 1. Sampling 2. Measurement 3. Testing 4. Observation 5. Preparation of reports and records 6. Examining Following were the methods adopted for structures and components for stability and safety: 1. Non destructive testing 2. Full scale load test 3. Leak proof and dampness test In case of this project there was a cube testing machine at the site office. As per the requirement of the contract the rest of the materials were tested at the certified laboratory nearby. All materials to be used on work had to pass the test and/ or analysis:

a) As specified in the specification foe the items concerned and / or b) I. S. I. specification (whichever and whenever applicable) or c) Such recognized specifications applicable to the project manager as equivalent there to in absence of such authorized specification. d) Such requirement test and / or analysis as may be specified by the project manager in order of procedure given above. 2. The contractor at his risk and cost made all arrangement and provided for all such facilities as the project manager may require for collecting, preparing and required number of samples for test or for analysis at such time and to such place or places as are directed by the project manager. Such samples also deposited with project manager. 3. In case of material procured by the contractor, testing as required by the codes and the specifications is arranged by him at his own cost. Testing is done in the presence of authorized representative of the project manager at the nearest approved laboratory. The quality of construction work on the actual site had to be controlled and maintained. For this purpose samples of construction materials were taken to be examined and verify different quality aspects. The method adopted for this task was sampling technique. Sampling technique gives the procedure, intensity, and method of sampling. As per the given program the samples were collected and properly tested. The results obtained in testing were compared with standard specifications. The material that was purchased was carefully inspected in order to maintain the quality of production. It was not possible and practicable to carry out 100 percent inspection of the material received. Under such conditions, the material received was accepted or rejected on the basis of sampling and inspection. In the process a few samples from the lot were randomly taken and they were inspected. In the number, the whole lot was rejected. On the other hand if the number of defective pieces was less than the agreed number, the whole lot is accepted. After the proper inspection of the materials, the quality control department either gave acceptance or rejection of the material. In case of rejection of the material it is reported to purchase department, which in turn carried out the requisite action. On acceptance of material in the store the material was issued to the site. The technical service required for inspection was: Personnel; well qualified and trained inspectors.

 Laboratory and field testing facilities. Facilities for dimensional control and the other measurements.

6.3 QUALITY MANAGEMENT SYSTEM

A quality management system was designed in such a way that quality control was exercised at all stages of construction process quality of materials to be used, the way they would be processed the procedure for construction, inspection and supervision of works right from the quality characteristics to the design stage to stage performance. All these stages required quality checks to be performed at each step, which could be possible by efficient quality Control personnel. Proper testing, supervision and the final analysis of the data collected helped n ensuring a quality product. It was made possible by regular checks and the test, efficient supervision both by the contractor and the client.

6.4 SAFETY MANAGEMENT

In order to have an effective safety program and reduce accidents and occupational illness, each person must be responsible for safety. All line managers and supervisors are expected to take an active role in safety. This involvement by management shows concerns for the employees well being. Employees should be encouraged to report any safety and health problem without fear of retaliation by management. Management involvement will be accomplished through the structured program established herein. These programs consist of top management, safety meeting, audit and incident investigations throughout all levels of the organization.

6.5 SAFE WORKING ENVIRONMENT

Safety should be an important part of the work culture at the site. Supervisors and workmen need to be trained to working without exposing themselves to injuries that can cause death or disablement. Necessary safety appliances like helmet need to be used while at work If anybody found negligent to the practice of safety he needs to be penalized. Safety manuals to be maintained at the site. Manufacturer instructions need to be strictly followed in the operation of the machinery and the construction equipment. Safety checklist to be maintained.

 Caution notes like men at work, danger etc, need to be prominently displayed.

6.6 SAFETY PRECAUTIONS

The safety codes as prescribed in the contract document as follows: Suitable scaffolds were to be provided for workmen for all works that can not safely be done from the ground, or from solid construction except such short period work can be done safely from ladders. When the ladder is used one extra mazdoor was to be engaged for holding the ladder and if the ladder is used for carrying the materials as well. Suitable footholds and handholds were to be provided on the ladder and the ladders hail be given an inclination not steeper than 1 to 4. (1 horizontal and vertical) scaffolding and staging more than 3.25 m above the ground or floors, swing or suspended from an overhead support or erected with stationary supports, was to have a guard rail properly attached, bolted, braced and otherwise assured at least 1 m high above the floor or platform of such scaffolding or staging and extending along the entire length of the outside and ends thereof with only such openings as may be necessary for the delivery of materials. Such II. 5caffoldings or staging was to be so fastened as to prevent it from swaying from the building or structure. Working platforms gangways and stairways to be so constructed that they do not sag unduly or is more than 3.25 in above ground level or floor level, it was to be closely boarded, have adequate width and suitably fenced as described in 2 above. Every opening in the floor of the building or in a working platform was to be provided with suitable protection to prevent fall of person or materials by provided suitable fencing or railing with minimum height of I m. Safe means of access was to be provided to all working platform and other working places. Every ladder was to be securely fixed. No portable single ladder was to be over 9 in length, width between side rails in a rung ladder was in no case be less than 30 cm for ladders up to and including 3 in length. Uniform step spacing was not to exceed 30 cm. Adequate precaution was to be taken to prevent the danger from electrical equipments. No materials on any of the site were to be stacked or placed as to cause danger or inconvenience to any person or the public. The was to provide all necessary fencing and lights to protect the public from accidents and be bound to bear expenses of defense of every suit, action or other proceedings at law that may be brought by any person for injury sustained owing to neglect of the above precaution and to pay any damages and costs which may be awarded in any such suit action or proceeding to such person or which may with the

consent of the contractor, to be paid to compromise any claim by any such person. Excavation and Trenching: All trenches, 1.5 in or more in depth were at all times being supplied with at least one ladder for each 30 111 in lengths or fraction thereof. Ladder was to extended from the bottom trench to at least 1 m above surface of the ground, sides of the trench which is 1.5 n-i or more in depth were to be stepped back to give suitable slope, or security held by timber bracing, so as avoid the danger of the sides collapsing. Excavated materials were not being placed within 1 .3 m of the edge of the trench or half of depth of trench whichever is more. Cutting was to be done from top to bottom under no circumstances was undermining or undercutting be done. In case of this project, the contractor has brought his own labor and equipments. The safety precautions that were elaborated in the contract document had been adhered to some extent. Workers had been provided with temporary shelters at the site itself. The contractor had made water supply, sanitary conveniences and campsite accommodation provisions. That can be seen for itself in the site organization chart. Actual Condition on the Site Various agencies had been sub contracted by the contractor for works like flooring, windows fabrication, painting, aggregate plaster, plumbing, etc. The sub contractors were to be required to be taking care of their workers, which were also being done to certain extent. The client had carried out the electrical working himself, so they have tried to achieve perfection in its safety operations. Helmets were given to all supervisors only. As we are all aware, even to date, all safety clauses are adhered to in India. Due to the negligence on the part of the contractor or maybe even the worker accidents are frequent. However in the case of this project certain natural factors like extreme heat and thereafter a hailstorm caused damage to the hutments and temporary shelters. Human beings cannot control the natural factors, but it becomes the responsibility of the contractor and the related agencies to take care of other safety precautions. This study conclusively establishes that time overrun and cost escalation form common problems in building construction projects. The common delays are classified and the effect if these on the project schedules and the party responsible for the delay in the respective case is identified for easy project management and control.

CHAPTER 7 PROJECT DELAYS

Efficiency of a management system goes up only if there is proper compatibility between the Work breakdown structure and the contractual and management systems employed in project management. With the clear relationship and compatibility between these two aspects the whole of the project situation becomes clear to the various agencies concerned. This increased clarity also makes various agencies concerned well informed about their respective positions in the project situation. This evidence accounts to a better flow of work and steady project progress. Therefore an attempt has been made to evolve a compatible work breakdown structure for this project. But delays usually occur in most projects and so it happened in this project too. A study has therefore been made to study the project setup possible delays and reasons contributing to these delays. MAIN CAUSES OF PROJECT DELAY It is not uncommon to see a project failing to achieve its mission of creating a facility within the specified cost and time. Hardly few projects get completed in time and within original costs. According to the annual year 1989-90 report of the Ministry of Programme Implementation of India out of 351 projects each costing over Rs 20 crore are as follows: 56% had cost overruns (totaling 20% cost). 49% faced a time overrun from I to I 57 months. The factors contributing to these overruns are outlined below: Inadequate project formulation Poor field investigation inadequate project information, bad cost estimates, lack of experience, inadequate project analyses poor investment decisions. Poor planning for implementation inadequate time plan, inadequate resource plan inadequate equipment supply plan inter-linking not anticipated poor organization, poor cost planning. Lock of proper contract planning and management Improper pre - contract actions, poor post award contract management. Lack of project management during execution Inefficient and ineffective working delays, changes in scope of work and location, law. There can be endless reasons for no fulfillment of project objectives. Delays can be due to unforeseen natural calamities like earthquakes, floods and natural disasters. Delays can also result from deliberate attempts made by manipulators during the feasibility stage by incorporating inaccurate time and cost estimates with a view to secure business or start a project. These

in-built intentional inaccuracies can lead to unrealistic objectives and thus create problems during the implementation stage. But, the main causes of such delay can be attributed to the cost estimation failure and management failure.

7.1 STUDY ON DELAY:

Delay are classified in to four main types depending on the agency responsible for its inception. Types of delay Inexcusable delays Accountable delays Party responsible Contractor is solely responsible. The owner or his representative are responsible. Neither the builder or the owner is responsible or has any control Two or more basic type of delay simultaneously occurring. Remedy No extension allowed, fine levied. Extension of contract period and claim for extra payment allowable. Extension of contract period is allowable Decided by the basic type of delay involved.

Excusable delays Concurrent delays

7.2

REASON FOR DELAY AND THEIR EFFECTS ON PROJECT PROGRESS:

Reason for delay Delay in decision Delay in inspection of completed works. Delay effects Delaying project progress or project Further progress of the project is affected work too many extra items, cost escalation together with time over run. Stoppage of project lowering the efficiency of the crew; demoralized the builder and his crew. Stoppage of project demoralized the builder. Delay in progress unrealistic Duration in days 5-10 10-15

Party responsible Owner and architect Owner and architect

Owner and architect

Owner and architect

Delay material supply to the builder especially in selected items like cement ,steel, etc. To the builder. Delay in payment to the builder. Delay due to

15-20

depends Depends on

Builder and his team

mismanagement lack of proper data bank and feed back. Delayed submission of indents; change of detail or specification. Lack of employment of scientific project management system ;lack of proper experience inefficient project planning

project planning and lack of management control. Lowering of efficiency of crew; disputes and dismantling low law qualities of the project. Inefficient project schedule with unrealistic time and cost estimates; project cost escalation and time overrun; stoppage of project and disputes.

actual situations. 15-20

This study conclusively establishes that time overruns and cost escalation form common problems in building construction projects. The common delays are classified and the effect of these on the projects schedules and the party responsible for the delay in the respective case is identified for easy project management and control.