Construction Site Mgmt and Control

8/14/2019 Construction Site Mgmt and Control

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CONSTRUCTION SITE MANAGEMENTAND CONTROLLING

By:-

SIDDHARTH JAIN ACM 22 (Roll no:- 221068)

KIRTI JAIN ACM 22 (Roll no:- 221069)

RAHUL PHATNANI ACM 22 (Roll no:- 221130)

SAMBASIVA RAO ACM 22 (Roll no:- 221131)

NATIONAL INSTITUTE OF CONSTRUCTIONMANAGEMENT AND RESEARCH

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CERTIFICATE

This is to certify that We have successfully completed thereport on

‘CONSTRUCTION SITE MANAGEMENT

AND CONTROL’

Within the stipulated time period.

Counter Sign Prof.T.K.GANGULY

Head of Deptt. Guide

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CONTENTS

SR.NO PARTICULARS PG.NO

1 What Is Construction Management ? 4-72 Objectives 8-9

3 Factors Affecting 10-12

4 Different Approaches 13-14

5 Stages Of Activities 15-16

6 Controlling 17-32

6.1 Cost Control System 19

6.2 Project Budget 20

6.3 Controlling Site Schedule 216.4 Control Of Project Cash Flow 22

6.5 Schedule And Budget Update 23

6.6 Controoling Project Resources 25

6.7 Controlling Project Cost 26

6.8 Organizing For Quality And Safety 28

6.9 Work And Material Specifications 29

6.10 Total Quality Contol 31

6.11 Controlling Risk 327 Conclusion 33

8 Bibliography 34

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CHAPTER 1

What Is Construction Site Management ?

Managing the design and construction of a stated project to achieve an

architectural and construction program at the lowest beneficial cost to

owner within reasonable profit framework for the participants.

The basic function of managing the design and construction process as

currently constituted is the integration of various independent factions

through planning organizing and controlling

Management function is an agency of the owner may be performed by

owner ,delegated to the contractor ,the architect or an independent

party ,or some combination thereof Construction management is more than just procedure it is a process

that generates a facility at the lowest reasonable cost

The success of the construction management will be achieved through

planning, organizing and controlling thus the construction manager

must comprehend contemporary techniques of management

An ability to organize the efforts of all participant to maintain control

of the contract interface, to expedite progress and to quickly reach

rational decisions required

The construction manager is an agent of the owner , an associationwith legal and operational consequences that affect construction

management practice .legally ,an agent agrees to subordinate authority

to serve the interest of client

Group of management activities over and above normal architectural

and engineering services related to a construction program ,carried out

during design and construction phases ,that contributes to the control

of time and cost in a new facility

Construction management is more the bringing together of many

proven management techniques than it is the development of

something entirely new

In general terms it is the application of available construction

knowledge and management technique applied by a firm acting as the

owner agent to project plan /design/build/occupy/process

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Why It Exists ?

Inflation:

The need to combat inflation was a major contributing factor in the rise if

construction management. Before construction management was considered

separate field ,time and cost control was shared by the design professional

and the contractor .the contractor kept a schedule and designer kept a

record of cost .this system prove beneficial until about fifteen years ago

when inflation become a major concern .construction management has been

able to counteract the effect of progressively rising construction cost byreducing the time required between the identification of need for a facility

and occupancy. Streamlining procedure both in terms of reaching decision

and of processing information, fast tracking or early bidding of critical

construction contract using performance specification while details are

being designed and restricting the extent and time for owner reviews are

used to compress the conceive / design / period/ build

Better project control:

One of the reason for the rise of construction management is better project

control and often, and owner must rely on knowledgeable and experienced

organization for specialized constructed based decision. However the ability

to make this decision is meaningless unless the decision maker can also

implement properly. Consequently, the leaders of such an organization must

adeptly manage the staff that issues decision and processes the documents

that directs the work. Centralized authority should improve decision making

by placing responsibility at the level where all factors that affect the total

project can be considered and evaluated according to their relative

contribution to the successful completion of project. Thus, better control

systems from the organization a construction manager provides.

Use of sophisticated management techniques:

Better project control is closely related to sophisticated management and

construction related techniques. Standard management related techniques

include decision trees, risk adjusted utility analysis, and game theory;

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construction related techniques involve accelerated construction, value

engineering, critical path schedules, life cost analysis, and range estimating.

These tools are the methods used to effectively implement construction

management, and they can be considered an end as well, since society will

gain from more efficient buildings constructed at lower costs and in less

time.

Construction knowledge during design:

Construction management also hopes to forestall potential problems by

introducing practical construction knowledge in the early phases of design.

Traditionally, design professionals are artists with little knowledge of actual

construction practices.They often include details in the contract documents

that are not logical to construct or do not achieve the desired aesthetic result.

Since the contract documents specifically define constructed methods and

imply assembly techniques, the owner would be paying for the product thatwas not only more expensive but less suitable than needed. The application

of construction understanding during the early phases of project design helps

to improve design efficiency.

Control of costs:

Improved control of construction costs during design is another factor.

Traditionally designers would generate bid documents without detailed,

accurate cost information. If the bids received were too high, either the

owner increased the budget, often using his or her contingency to do so, or

the project had to be redesigned.

Recently, pressure to adhere to an owner’s budget has required that design

professionals include statements of probable construction costs at various

phases of their basic services.

However the design professional does not guarantee construction costs and

maintain, in reserve the ability to alter the project scope so that it will fall

within 10% of probable construction costs, if the bids are excessive. If

inflation were 15% an 8 month delay to redesign a project that is 10% over

the owner’s budget may require a 20% reduction in scope to keep the project

feasible.

Team Effort instead of competition:

Traditionally the construction industry is disorganized, since different

segments complete their work isolation from each other. When design

professionals prepare contract documents before they are presented to the

contractor for pricing, they do not get the benefit of that team member’s

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input. Since ambiguities and conflicts do occur, the general conditions of the

contract documents usually provide a “grandfather clause” that requires

contractors and sub contractors to immediately point out problems and

discrepancies to design professional for interpretation and clarification.

Occasionally there are penalties; more often they are not. In any case owner

loses.

Construction management aims to coordinate the actions of the two into a

team effort and thereby reduce conflicts and ambiguities that cannot be

readily resolved.

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CHAPTER 2

Objectives:

Any site or project will have objectives in these spheres;

• Time completion is required within a certain time.

• Costs expected project costs versus benefits will enable rewards or

profits to be made.

• Quality completion is required within criteria which measure

standards achieved against standards required or specified.

• Performance project performance is required to satisfy the time, cost

and quality parameters

•

These are no necessarily presented in order of importance for every project

but do reflect, nevertheless the natural order:

If you do not have the time, you will not

If you do not have the money, you cannot

If you do not know what you want, you will never get it.

Take time first. Probably you have heard of plans and planning you mayeven prepared or taken part in some. So what is the mystery element or

elements which distinguish successful plan works. The only true answer is

that the successful plan works. The likely explanation is that the plan is

recognized as being one of the main factors for success the others being both

derived from and included in the plan and covering, perhaps the allocation

and effective use of resources, cost control and the means for achieving the

agreed standards.

The cost next- everybody knows what money is and what can be done with

it. In project considerations, though, the focus is on particular aspects of theuse of money and you will deliberately plan and to get something for a

certain price you negotiate each step of the way. The cost aspect is thus

broken down into three project areas:

Estimating

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Accounting

Control

Preparing an estimate obviously takes both time and money. The results

depend upon these factors as well as the skill and experience of theestimations and the brief to which they work

Project accounting is essentially the book keeping exercise. It records

expenditures into predetermined account codes and classifies them into

categories such as capital funds, indirect/ direct overheads, materials, field

labour, plant, etc

Project cost control on the other hand is the dynamic aspect of the project

cost arena,\. Essentially it combines the estimate of time and money together

with the accounting record for the expressed purpose of control, i.e. asking

action.

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CHAPTER 3

Factors:

Cost:

Project cost must be achieved comprehensively and include the cost of

designing, delivering, constructing, and furnishing the project.

In an inexpensive project the lead time between the preliminary design and

the final working drawings is normally several weeks or months.

Consequently the potential cost savings to the owner, of employing either

accelerated delivery or sophisticated coordination techniques, is relatively

small. The contractor can usually complete such projects with relative easewithin the time span required to prepare the necessary contract documents.

If the project is more costly and, accordingly, more time is required to

adequately document the design, then the techniques of construction

management begin to make sense. For a more expensive project, the cost of

construction management services will be offset by the overall savings

gained from finishing the project sooner. Hence, services that coordinate,

expedite, and improve the quality of a project should be seriously

considered.

Complexity:

If a project is relatively simple, with a high degree of duplication, the project

need not be accelerated, even if it is large or expensive. Because there is

substantial duplication and standardization of components, contract

documents can be completed and coordinated in relatively short time and

then bid as an entire package. This would give the owner the benefit of

receiving firm prices for all of the work prior to any construction.

As project complexity increases, better planned and coordinated documents

are necessary if the bids are to accurately reflect the work required and if the

construction is to have few problems. Such coordination will necessitateincreased design time, and consequently, project expediting techniques

become feasible. However complexity does not preclude the use of

construction management to organize the construction of different facilities

within the project

In short, increased complexity lends itself to the adoption of project

expediting processes. If a project is complex, increased coordination of

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design, detail, and construction will be required. Such coordination extends

the project time; construction management will reduce it. Consequently,

construction management should be considered to improve the project

schedule, delivery, and cost.

Size:

When a project is large, it can be divided into separate and distinct sub

projects. For example, a new college campus will often contain specialized

academic buildings, all of which are required in a basic educational program.

By adopting construction management procedures, critical buildings are

identified and scheduled for expedited completion so that the entire campus

is completed at the earliest date.

If separate sub projects are identified and work within each is divided into

separate contracts, there is greater possibility that coordination problems will

occur at the interface. The construction manager must coordinate eachseparate sub project and tenant work within each segment of the overall

project construction. Consequently if facility is large and complex, the

construction manager must attend and help coordinate each contract

interface. He must not establish intervening contracts that would interfere

with each contractor’s performance. Certainly all sub contracts are related to

each other ; each is necessary to complete the work. However once a sub

contract begins, there should be no intervening sub contracts that would

prevents its completion. Nevertheless, a separate contract should never be

allowed to intervene between the fabrication and installation of any single

contract without giving each contractor the right to bid and perform those

contracts that affect the work and profit.

Time:

In every contract, time is of the essence. In construction, control of time is

critical. If the duration of a project is relatively long, there is a greater

opportunity to apply construction management methods to gain efficiency

and reduce time.

Every project participant has the incentive to reduce time. When the

contractor’s price is fixed, reducing duration will increase his profit. Thesame incentive is true for the design professional who works for a lump sum

or a percentage of the construction costs.

When the design and construction of a project are expected to be

lengthy, the overall cost and project duration can be reduced, provided the

project team maintains an expedited project schedule. Unless the owner’s

chain of command and delegation of responsibility are clear, the project

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decision processes will take considerable time, increase the cost, and extend

the project’s completion.

The construction manager should evaluate, during the preliminary design

process, the dedication of the owner and the owner’s staff to the principle of

reaching a fast, but not hasty, decision before any phase of the project goes

into construction

Experience:

Some owners can more readily utilize construction management services

than others, especially if they need the construction of facilities as part of

their normal business.

This experience often eliminates many of the problems and decisions that

may occur during the design sequence. The same is true for government and

publicly regulated agencies that provides a standard service in each of their

geographically dispersed facilities.The experience of the owner’s staff is also a factor that contributes to

expediting project processes. When the owner realizes the importance of

making decisions based on practical knowledge and understands that delays

are costly, the project will advance.

However one important note of caution: construction management

organizations are often hired by communities to provide consultant

management services for a specific large scale venture. The construction

management must establish communication channels with existing public

departments that maintain base data information. Often the construction

management organizations structure will not correspond with the

bureaucratic organization of the public department. Yet there must be

communication among all levels of both organizations.

This will facilitate communication between the two interdependent bodies

and bypass the long line of communication involved in upward referral.

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CHAPTER 4

Different Approaches:

When construction management is enlisted to benefit the delivery of a project, critical decisions must be made regarding the packaging, phasing,

and bidding of the construction work. Publicly funded projects require open

bidding, with no contractor pre qualification. Many private owners will also

want the benefit of open, competitive bidding, but often with the pre

qualification of the contractor. Two construction management approaches to

project assembly have resulted from this bid requirement.

1. DESIGN ASSEMBLED APPROACH:

The design assembled approach divides the work according to design and

documentation phases, with no pre established contractor/construction

manager. The design professional divides the work into packages based on

construction documentation. As previously discussed, general work will

begin after the general design is complete. Hence, each package covers a

different phase of the work. A separate general contractor will take complete

responsibility for each package and will procure bids from subcontractors

needed to help complete this phase. One possible drawback of this delivery

method is that the owner cannot look to a sole contracting entity to take

overall responsibility for the project’s construction effort. The design professional will, have to coordinate the bid packages and evaluate each

contractors responsibilities at the contract interface.

In the design assembled approach, the design professional, in effect

becomes the construction manager, and the owner will look to that

individual to carry out this coordination. The design professional must not

only make certain that all work is covered in documents, but must also

designate in which phase the installation is required.

In any case, issues such as these must be resolved by the professional

and all decisions accurately reflected in the documents of the design

assembled approach. The engineering and cost benefit evaluations for each

alternative must be made concurrently with the concurrently with the

decision on the overall approach to project delivery. These evaluations

techniques will be discussed later.

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2. SEGREGATED CONTRACT APPROACH:

The segregated contract approach divides the work according to established

construction subcontract divisions. The segregated contract manager usually

has a contracting background. This individual is selected on the basis of

merit, not necessarily on the lowest price. During the planning stage he/she

can advise without acting in conflict of interest, even though he/she may

eventually participate in a subsequent construction phase, if no bid for a

portion of the work is received or if the lowest bid is too high.

With this type of assembly, the segregated contract manager will oversee the

work of those who would normally be subcontractors and material suppliers

in conventional delivery. However, because of the requirements of public

bidding, these usual subcontractors will compete with others within their

specialty trade for a separate contract direct with the owner. Each segregatedcontractor will perform specialty work to the requirements of the design

professional’s documents and in accordance with the schedule established by

the segregated contract manager.

There are advantages to the segregated contract approach. This industry

based method of assembling the work does allow accelerated delivery. The

owner receives the direct bid from each segregated contractor without a

general contractor’s handling

fee and markup. In this type of delivery the owner usually pays the

segregated contract manager a fixes fee for basic services and reimburses the

contract manager for variable costs, which include jobsite expense. This

means that all parameters of costs are out in the open, except for unforeseen

document clarifications, changes, or extraordinary expenses, all of which are

covered in the owner’s contingency fund. Because of such objectivity and its

reputation for minimizing costs, this approach is often applied.

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CHAPTER 5

Stages Of Activities:

The stages of activities representing any time of work is given below

Clear site: necessary before any survey work can start.

Survey and layout: cannot start before the site is cleared; otherwise, many

of the survey stakes would be lost in the clearing operation.

Rough grade: cannot start until the area has been laid out. This activity ties

up the whole site with earth moving equipment.

Drill well: cannot start until the rough grading operation’s completed

Drive and pour piles: after layout, this is the first step in the plant and

warehouse

Excavate: follows piling. This is fine grading to finish grade

Spread footing: can be placed after the excavation is done.

Form and pour grade beams:are poured on top of spread footings.

Backfill and compact: is done after the grade beams are finished.

Form and pour slabs: can be done after he under slab preparations are

complete.

Erect structural steel: follows the completion of foundations.

Masonry partitions: start as soon as building is closed in

Ceiling works: is supported as soon as building is closed in.

Exterior doors: can be hung after the building is closed in but must be

installed prior to the dry wall.

Hand interior doors: can follow dry wall installation

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Ceramic tile: can follow dry wall

Floor tile: should be held off until room painting is complete

Insulate heating and ventilating ducts: cannot be done until ductwork is in

place

Fabricate piping system: can be done after the building is closed in.

Erect roof: naturally must follow the erection of the structure. Since it uses

the same crane rising, it follows closely.

Exterior masonry: follows the roof erection

Paint exterior: starts after the roofing is on and doors are installed.

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CHAPTER 6

Controlling:

The control phase of a project is continually measuring and controlling

all variances throughout all phases of a project life cycle..

An accurate snapshot of the actual project (where it is) and with the

planned status (where it is supposed to be) must be made at regular

intervals, as this is the only way to control a project.

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The aim of project control, in a nutshell, is to compare the actual

progress and performance against the project plan. The project manager

therefore has to analyze any variances, review possible alternatives, and

take the appropriate corrective action. Undoubtedly, project managers

need to control their projects on a regular basis; without this control

being in place, an ever-increasing level of unnecessary detail will appear.

The prime role during this phase is to

(a) Identify all symptoms or factors that would jeopardize the

project and

(b) Outline the process for bringing the project back on track.

Controlling can be done using a basic, three-step process.

• Determine project status and if objectives are being met.

• Compare the status against project planning.

• Assess the cause of problems and implement corrective actions.

6.1 The Cost Control System

During the execution of a project, procedures for project control and record

keeping become indispensable tools to managers and other participants inthe construction process. These tools serve the dual purpose of recording the

financial transactions that occur as well as giving managers an indication of

the progress and problems associated with a project. The problems of project

control are aptly summed up in an old definition of a project as "any

collection of vaguely related activities that are ninety percent complete, over

budget and late." The task of project control systems is to give a fair

indication of the existence and the extent of such problems

The limited objective of project control deserves emphasis. Project control procedures are primarily intended to identify deviations from the project

plan rather than to suggest possible areas for cost savings. This characteristic

reflects the advanced stage at which project control becomes important. The

time at which major cost savings can be achieved is during planning and

design for the project. During the actual construction, changes are likely to

delay the project and lead to inordinate cost increases. As a result, the focus

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of project control is on fulfilling the original design plans or indicating

deviations from these plans, rather than on searching for significant

improvements and cost savings. It is only when a rescue operation is

required that major changes will normally occur in the construction plan.

Finally, the issues associated with integration of information will require

some discussion. Project management activities and functional concerns are

intimately linked, yet the techniques used in many instances do not facilitate

comprehensive or integrated consideration of project activities. For example,

schedule information and cost accounts are usually kept separately. As a

result, project managers themselves must synthesize a comprehensive view

from the different reports on the project plus their own field observations. In

particular, managers are often forced to infer the cost impacts of schedule

changes, rather than being provided with aids for this process.

Communication or integration of various types of information can serve anumber of useful purposes, although it does require special attention in the

establishment of project control procedures.

6.2 The Project Budget

For cost control on a project, the construction plan and the associated cash

flow estimates can provide the baseline reference for subsequent project

monitoring and control. For schedules, progress on individual activities and

the achievement of milestone completions can be compared with the project

schedule to monitor the progress of activities. Contract and jobspecifications provide the criteria by which to assess and assure the required

quality of construction. The final or detailed cost estimate provides a

baseline for the assessment of financial performance during the project. To

the extent that costs are within the detailed cost estimate, then the project is

thought to be under financial control . Overruns in particular cost categories

signal the possibility of problems and give an indication of exactly what

problems are being encountered. Expense oriented construction planning and

control focuses upon the categories included in the final cost estimation.

This focus is particular relevant for projects with few activities andconsiderable repetition such as grading and paving roadways.

For control and monitoring purposes, the original detailed cost estimate is

typically converted to a project budget , and the project budget is used

subsequently as a guide for management. Specific items in the detailed cost

estimate become job cost elements. Expenses incurred during the course of a

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project are recorded in specific job cost accounts to be compared with the

original cost estimates in each category. Thus, individual job cost accounts

generally represent the basic unit for cost control. Alternatively, job cost

accounts may be disaggregated or divided into work elements which are

related both to particular scheduled activities and to particular cost accounts.

Work element divisions will be described in Section 12.8.

In addition to cost amounts, information on material quantities and labor

inputs within each job account is also typically retained in the project

budget. With this information, actual materials usage and labor employed

can be compared to the expected requirements. As a result, cost overruns or

savings on particular items can be identified as due to changes in unit prices,

labor productivity or in the amount of material consumed.

6.3 Controlling the Site Schedule

Construction typically involves a deadline for work completion, so

contractual agreements will force attention to schedules. More generally,

delays in construction represent additional costs due to late facility

occupancy or other factors. Just as costs incurred are compared to budgeted

costs, actual activity durations may be compared to expected durations. In

this process, forecasting the time to complete particular activities may be

required. There are several ways to update the schedule. The most frequently

used methods are percent completed, remaining duration, duration

completed, estimated completion date, and actual start and actual finishdates. The goal is to provide enough information to compare accurately the

present project status to the planned target. Any delay in project

implementation places the project at risk of possibly being overtaken by

technological change. If this is the case, it is vital that project plans are

flexible enough to allow for the insertion of newer technologies when they

are released.

Some of the schedule issues that need to be controlled are

•Erroneous activity sequencing (incorrect WBS)

•Project tasks being incorrect because the quantities of resources are

unavailable.

•Changing requirements (which always require additional rework

and time)

•Incorrect or unrealistic activity duration estimates

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6.4 Control of Project Cash Flows

These components include costs incurred (as described above), billings andreceipts for billings to owners (for contractors), payable amounts to

suppliers and contractors, financing plan cash flows (for bonds or other

financial instruments), etc

The job status reports illustrated in this and the previous sections provide a

primary tool for project cost control. Different reports with varying amounts

of detail and item reports would be prepared for different individuals

involved in a project. Reports to upper management would be summaries,

reports to particular staff individuals would emphasize their responsibilities

(Eg. purchasing, payroll, etc.), and detailed reports would be provided to theindividual project managers. Coupled with scheduling reports described in

Chapter 10, these reports provide a snapshot view of how a project is doing.

Of course, these schedule and cost reports would have to be tempered by the

actual accomplishments and problems occurring in the field. For example, if

work already completed is of sub-standard quality, these reports would not

reveal such a problem. Even though the reports indicated a project on time

and on budget, the possibility of re-work or inadequate facility performance

due to quality problems would quickly reverse that rosy situation.

6.5 Schedule and Budget Updates

Scheduling and project planning is an activity that continues throughout the

lifetime of a project. As changes or discrepancies between the plan and the

realization occur, the project schedule and cost estimates should be modified

and new schedules devised. Too often, the schedule is devised once by a

planner in the central office, and then revisions or modifications are done

incompletely or only sporadically. The result is the lack of effective project

monitoring and the possibility of eventual chaos on the project site.

On "fast track" projects, initial construction activities are begun even before

the facility design is finalized. In this case, special attention must be placed

on the coordinated scheduling of design and construction activities. Even in

projects for which the design is finalized before construction begins, change

orders representing changes in the "final" design are often issued to

incorporate changes desired by the owner.

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Periodic updating of future activity durations and budgets is especially

important to avoid excessive optimism in projects experiencing problems. If

one type of activity experiences delays on a project, then related activities

are also likely to be delayed unless managerial changes are made.

Construction projects normally involve numerous activities which are

closely related due to the use of similar materials, equipment, workers or site

characteristics. Expected cost changes should also be propagated thoughout

a project plan. In essence, duration and cost estimates for future activities

should be revised in light of the actual experience on the job. Without this

updating, project schedules slip more and more as time progresses. To

perform this type of updating, project managers need access to original

estimates and estimating assumptions.

Unfortunately, most project cost control and scheduling systems do not

provide many aids for such updating. What is required is a means of identifying discrepancies, diagnosing the cause, forecasting the effect, and

propagating this effect to all related activities. While these steps can be

undertaken manually, computers aids to support interactive updating or even

automatic updating would be helpful.

Beyond the direct updating of activity durations and cost estimates, project

managers should have mechanisms available for evaluating any type of

schedule change. Updating activity duration estimations, changing

scheduled start times, modifying the estimates of resources required for each

activity, and even changing the project network logic (by inserting newactivities or other changes) should all be easily accomplished. In effect,

scheduling aids should be directly available to project managers

6.6 Controlling Project Resources

The responsibility of managing the correct quantity of resources on a

project is demanding. Project managers must ensure that sufficient

resources are used on all project activities that were planned earlier

during the project-planning phase. In many situations, there are either too little or too many staff members performing these tasks, and it

becomes the responsibility of the project manager to level these

resources out and to maintain the right amount of resources on the task.

It doesn't make any financial sense to keep additional resources on the

project if they won't be used again.

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So, these members will likely have to

be released. If the resources have specialist skills that are considered

crucial to the client, then the necessary arrangements must be made to

retain those resources.

If, however, if too few resources working on an important task that has to be

completed within a certain date, then there are a few options available

•Add additional staff members from other tasks to the important

task, hoping to reduce the duration.

•Hire additional resources just for the task duration.

Fig- resource leveling

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6.7 Controlling Project Costs:

The project manager must capture, track, and control all project-related

costs that are incurred against planned project cost items. Whether it is

project timesheets, hardware, or travel expenses, it is essential that all

costs be reflected against the project. This provides a realistic measure of

what the project cost the company at the end of the day. Additionally, it

also helps measure how well the project was planned.

It is necessary that these costs be captured on the project system that

the project manager is using. In the event where unforeseen costs arise,

it is the project manager's responsibility to immediately compare the cost

item (invoice) against the planned project cost WBS task. If there is a

difference, it implies a loss on the specific WBS work package, not

necessarily on the total project. If the tendency is similar on many of the

WBS tasks, then it is probable that the project will be heading for a loss,indicating bad planning and estimation. There is nothing that the project

manager is able to do. To aid the project managers in cost control, the

following items need to be verified:

•The budget allocations are accurate and correct.

•The original project estimate and budget are correct.

•The original prices used to develop the estimate still apply and

are firm.

•Technical difficulties will affect the cost of the project.

However, when costs are incurred against the project and it is found that

an actual cost item is slightly higher than the planned WBS cost, , for the

project must remain profitable to the company, no more additional cost

overruns can be tolerated. The costs must now be controlled even more than

ever. Remember, depending on the contract value, the overall project will

not immediately reflect this loss; initially only single WBS items reflect this

loss.

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6.8 Organizing for Quality and Safety

A variety of different organizations are possible for quality and safety

control during construction. One common model is to have a group

responsible for quality assurance and another group primarily responsible for

safety within an organization. In large organizations, departments dedicated

to quality assurance and to safety might assign specific individuals to

assume responsibility for these functions on particular projects. For smaller

projects, the project manager or an assistant might assume these and other

responsibilities. In either case, insuring safe and quality construction is a

concern of the project manager in overall charge of the project in addition to

the concerns of personnel, cost, time and other management issues.

Inspectors and quality assurance personnel will be involved in a project to

represent a variety of different organizations. Each of the parties directlyconcerned with the project may have their own quality and safety inspectors,

including the owner, the engineer/architect, and the various constructor

firms. These inspectors may be contractors from specialized quality

assurance organizations. In addition to on-site inspections, samples of

materials will commonly be tested by specialized laboratories to insure

compliance. Inspectors to insure compliance with regulatory requirements

will also be involved. Common examples are inspectors for the local

government's building department, for environmental agencies, and for

occupational health and safety agencies.

The US Occupational Safety and Health Administration (OSHA) routinely

conducts site visits of work places in conjunction with approved state

inspection agencies. OSHA inspectors are required by law to issue citations

for all standard violations observed. Safety standards prescribe a variety of

mechanical safeguards and procedures; for example, ladder safety is covered

by over 140 regulations. In cases of extreme non-compliance with standards,

OSHA inspectors can stop work on a project. However, only a small fraction

of construction sites are visited by OSHA inspectors and most construction

site accidents are not caused by violations of existing standards. As a result,safety is largely the responsibility of the managers on site rather than that of

public inspectors.

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While the multitude of participants involved in the construction process

require the services of inspectors, it cannot be emphasized too strongly that

inspectors are only a formal check on quality control. Quality control should

be a primary objective for all the members of a project team. Managers

should take responsibility for maintaining and improving quality control.

Employee participation in quality control should be sought and rewarded,

including the introduction of new ideas. Most important of all, quality

improvement can serve as a catalyst for improved productivity. By

suggesting new work methods, by avoiding rework, and by avoiding long

term problems, good quality control can pay for itself. Owners should

promote good quality control and seek out contractors who maintain such

standards.

In addition to the various organizational bodies involved in quality control,

issues of quality control arise in virtually all the functional areas of construction activities. For example, insuring accurate and useful

information is an important part of maintaining quality performance. Other

aspects of quality control include document control (including changes

during the construction process), procurement, field inspection and testing,

and final checkout of the facility.

6.9 Work and Material Specifications

Specifications of work quality are an important feature of facility designs.

Specifications of required quality and components represent part of thenecessary documentation to describe a facility. Typically, this documentation

includes any special provisions of the facility design as well as references to

generally accepted specifications to be used during construction.

General specifications of work quality are available in numerous fields and

are issued in publications of organizations such as the American Society for

Testing and Materials (ASTM), the American National Standards Institute

(ANSI), or the Construction Specifications Institute (CSI). Distinct

specifications are formalized for particular types of construction activities,such as welding standards issued by the American Welding Society, or for

particular facility types, such as the Standard Specifications for Highway

Bridges issued by the American Association of State Highway and

Transportation Officials.

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These general specifications must be modified to reflect local conditions,

policies, available materials, local regulations and other special

circumstances. Construction specifications normally consist of a series of

instructions or prohibitions for specific operations. For example, the

following passage illustrates a typical specification, in this case for

excavation for structures:

Conform to elevations and dimensions shown on plan within a tolerance of

plus or minus 0.10 foot, and extending a sufficient distance from footings

and foundations to permit placing and removal of concrete formwork,

installation of services, other construction, and for inspection. In excavating

for footings and foundations, take care not to disturb bottom of excavation.

Excavate by hand to final grade just before concrete reinforcement is placed.

Trim bottoms to required lines and grades to leave solid base to receive

concrete.

This set of specifications requires judgment in application since some items

are not precisely specified. For example, excavation must extend a

"sufficient" distance to permit inspection and other activities. Obviously, the

term "sufficient" in this case may be subject to varying interpretations. In

contrast, a specification that tolerances are within plus or minus a tenth of a

foot is subject to direct measurement. However, specific requirements of the

facility or characteristics of the site may make the standard tolerance of a

tenth of a foot inappropriate. Writing specifications typically requires a

trade-off between assuming reasonable behavior on the part of all the partiesconcerned in interpreting words such as "sufficient" versus the effort and

possible inaccuracy in pre-specifying all operations.

In recent years, performance specifications have been developed for many

construction operations. Rather than specifying the required construction

process, these specifications refer to the required performance or quality of

the finished facility. The exact method by which this performance is

obtained is left to the construction contractor. For example, traditional

specifications for asphalt pavement specified the composition of the asphaltmaterial, the asphalt temperature during paving, and compacting procedures.

In contrast, a performance specification for asphalt would detail the desired

performance of the pavement with respect to impermeability, strength, etc.

How the desired performance level was attained would be up to the paving

contractor. In some cases, the payment for asphalt paving might increase

with better quality of asphalt beyond some minimum level of performance.

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6.10 Total Quality Control

Quality control in construction typically involves insuring compliance with

minimum standards of material and workmanship in order to insure the

performance of the facility according to the design. These minimum

standards are contained in the specifications described in the previous

section. For the purpose of insuring compliance, random samples and

statistical methods are commonly used as the basis for accepting or rejecting

work completed and batches of materials. Rejection of a batch is based on

non-conformance or violation of the relevant design specifications.

Procedures for this quality control practice are described in the following

sections.

An implicit assumption in these traditional quality control practices is the

notion of an acceptable quality level which is a allowable fraction of defective items. Materials obtained from suppliers or work performed by an

organization is inspected and passed as acceptable if the estimated defective

percentage is within the acceptable quality level. Problems with materials or

goods are corrected after delivery of the product.

In contrast to this traditional approach of quality control is the goal of total

quality control . In this system, no defective items are allowed anywhere in

the construction process. While the zero defects goal can never be

permanently obtained, it provides a goal so that an organization is never

satisfied with its quality control program even if defects are reduced bysubstantial amounts year after year. This concept and approach to quality

control was first developed in manufacturing firms in Japan and Europe, but

has since spread to many construction companies. The best known formal

certification for quality improvement is the International Organization for

Standardization's ISO 9000 standard. ISO 9000 emphasizes good

documentation, quality goals and a series of cycles of planning,

implementation and review.

Total quality control is a commitment to quality expressed in all parts of anorganization and typically involves many elements. Design reviews to insure

safe and effective construction procedures are a major element. Other

elements include extensive training for personnel, shifting the responsibility

for detecting defects from quality control inspectors to workers, and

continually maintaining equipment.

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Worker involvement in improved quality control is often formalized in

quality circles in which groups of workers meet regularly to make

suggestions for quality improvement. Material suppliers are also required to

insure zero defects in delivered goods. Initally, all materials from a supplier

are inspected and batches of goods with any defective items are returned.

Suppliers with good records can be certified and not subject to complete

inspection subsequently.

The traditional microeconomic view of quality control is that there is an

"optimum" proportion of defective items. Trying to achieve greater quality

than this optimum would substantially increase costs of inspection and

reduce worker productivity. However, many companies have found that

commitment to total quality control has substantial economic benefits that

had been unappreciated in traditional approaches. Expenses associated with

inventory, rework, scrap and warranties were reduced. Worker enthusiasmand commitment improved. Customers often appreciated higher quality

work and would pay a premium for good quality. As a result, improved

quality control became a competitive advantage. Of course, total quality

control is difficult to apply, particular in construction. The unique nature of

each facility, the variability in the workforce, the multitude of subcontractors

and the cost of making necessary investments in education and procedures

make programs of total quality control in construction difficult.

Nevertheless, a commitment to improved quality even without endorsing the

goal of zero defects can pay real dividends to organizations.

6.11 CONTROLLING RISK :

Risk control is the process of continually assessing the condition of the

project and developing options to permit alternative solutions

Project managers should take care to identify consequences that are

likely to occur and any indicators of the start of the problem.

The following are some suggestions for risk control:

•Continually update the risk management plan.

•Implement risk avoidance actions.•Implement risk contingency actions.

•Report on each risk issue.

•Monitor and analyze the effectiveness.

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6.12 Safety

Various measures are available to improve jobsite safety in construction.

Several of the most important occur before construction is undertaken. These

include design, choice of technology and education. By altering facility

designs, particular structures can be safer or more hazardous to construct.

For example, parapets can be designed to appropriate heights for

construction worker safety, rather than the minimum height required by

building codes.

Choice of technology can also be critical in determining the safety of a

jobsite. Safeguards built into machinery can notify operators of problems or

prevent injuries. For example, simple switches can prevent equipment from

being operating when protective shields are not in place. With the

availability of on-board electronics (including computer chips) and sensors,the possibilities for sophisticated machine controllers and monitors has

greatly expanded for construction equipment and tools. Materials and work

process choices also influence the safety of construction. For example,

substitution of alternative materials for asbestos can reduce or eliminate the

prospects of long term illnesses such as asbestiosis.

Educating workers and managers in proper procedures and hazards can have

a direct impact on jobsite safety. The realization of the large costs involved

in construction injuries and illnesses provides a considerable motivation for

awareness and education. Regular safety inspections and safety meetingshave become standard practices on most job sites.

Pre-qualification of contractors and sub-contractors with regard to safety is

another important avenue for safety improvement. If contractors are only

invited to bid or enter negotiations if they have an acceptable record of

safety (as well as quality performance), then a direct incentive is provided to

insure adequate safety on the part of contractors.

During the construction process itself, the most important safety related

measures are to insure vigilance and cooperation on the part of managers,

inspectors and workers. Vigilance involves considering the risks of different

working practices. In also involves maintaining temporary physical

safeguards such as barricades, braces, guy lines, railings, toe boards and the

like.

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Sets of standard practices are also important, such as

• Requiring hard hats on site.

• Requiring eye protection on site.

• Requiring hearing protection near loud equipment.

• Insuring safety shoes for workers.

• Providing first-aid supplies and trained personnel on site

While eliminating accidents and work related illnesses is a worthwhile goal,

it will never be attained. Construction has a number of characteristics

making it inherently hazardous. Large forces are involved in many

operations. The jobsite is continually changing as construction proceeds.

Workers do not have fixed worksites and must move around a structure

under construction. The tenure of a worker on a site is short, so the worker's

familiarity and the employer-employee relationship are less settled than inmanufacturing settings. Despite these peculiarities and as a result of exactly

these special problems, improving worksite safety is a very important

project management concern

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CHAPTER 7

Conclusion:

Construction management is not really a new concept; only recently has it

become a dominant force in construction. It exists as a new profession in

response to economic pressures and the lack of clear project leadership

within the construction industry proper.

Nonetheless, construction management has succeeded where others

failed. Not only, it has incorporated modern management techniques and

advanced construction controls, but more importantly, it works within the

framework of today’s construction industry by retaining the specialized

activities of design professional and contractor under its control. Since

construction management techniques can readily adopted in almost every

construction venture, construction management provides a reasonable way to

deliver a project that meets an owner individual preferences and specific project requirements.

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CHAPTER 8

BIBLIOGRAPHY

www.google.co.in

www.projectconnections.com

www.constructionworld.com

Construction Management

By: Robert A.DeGoff andr Howard A.Friedman

Construction Management

By:Shailendra Singh and Subash Kundu

http://www.google.co.in/

http://www.projectconnections.com/

http://www.constructionworld.com/

http://www.google.co.in/

http://www.projectconnections.com/

http://www.constructionworld.com/

Construction Site Mgmt and Control

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