Project Management Term Report _Final

8/8/2019 Project Management Term Report _Final

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EXECUTIVE SUMMARY

The report under review contains an analysis of an ongoing mega- project in the capital city,

Islamabad. Named Telecom Tower, it is approaching completion is one of the mega projects

initiated recently. The scope of our project was to identify the current status of the project and

draw parallels between the actual work done and the planned work. Also we identified the

primary areas of concern of the project management regarding the completion of project. As

we interviewed one of the project contractors they gave us more insight into project

milestones and also highlighted the importance of project co-ordination. The report covers

detailed summary of their scheduling and time estimation and gives graphical and tabular

representation to enable better analysis. At the end of the report we have given some

recommendations to further optimize the available resource and achieve project objective

efficiently.


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TABLE OF CONTENTS

List Of Tables ................................................................................................................... 3

1. Literature Review ......................................................................................................... 4

2. Data Of The Project Under Consideration .................................................................. 9

2.1 Project Scope Management........................................................................................ 10

2.2 Time management ..................................................................................................... 15

2.3 Resource Requirements ............................................................................................. 17

2.4 Monitoring Progress .................................................................................................. 19

2.5 Project Life Cycle ...................................................................................................... 24

2.6 Project Risk Management .......................................................................................... 29

3. Integration Of Theoretical Framework Into Practical Perspective .......................... 313.1 Time Period ............................................................................................................... 32

3.2 Financial Aspect ........................................................................................................ 34

3.3 Organizational Culture............................................................................................... 37

4. Findings & Analysis .................................................................................................... 39

Findings .......................................................................................................................... 40

Analysis .......................................................................................................................... 40

5. Recommendations ....................................................................................................... 42

Annexures ....................................................................................................................... 44

References....................................................................................................................... 45

Annexure A ..................................................................................................................... 46

Annexure B ..................................................................................................................... 47

Annexure C ..................................................................................................................... 52

Annexure D ..................................................................................................................... 56


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LIST OF TABLES

Table 1: Project Key Facts

Table 2: Stake Holders Influence over the project life cycle

Table 3: Major Suppliers

Table 4: Project Schedule

Table 5: Manpower Regular Staff

Table 6: Labor daily

Table 7: Plant and Equipment

Table 8: Material Procurement

Table 9: Planned Vs Actual Oct 09- Sep 10

Table 10: Planned Vs Actual Oct 08- Oct 09



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1.LITERATURE REVIEW


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PROJECT MANAGEMENT

Project management, according to the very basic understanding, can be differentiated from

other management genre on the basis of project management being purely mission-oriented.

The time restriction is also one of the differentiating factors.

The Project Management Institute defines project management as:

Project management is the art of directing and coordinating human and material resources

throughout the life of a project by using modern management techniques to achieve

predetermined objectives of scope, cost, time, quality and participation satisfaction.1

Specifically, project management in construction encompasses a set of objectives which may

be accomplished by implementing a series of operations subject to resource constraints.

There are potential conflicts between the stated objectives with regard to scope, cost, time

and quality, and the constraints imposed on human material and financial resources. These

conflicts should be resolved at the onset of a project by making the necessary tradeoffs or

creating new alternatives.2

Subsequently, the functions of project management for

construction generally include the following:

1. Specification of project objectives and plans including delineation of scope,budgeting, scheduling, setting performance requirements, and selecting project

participants.

2. Maximization of efficient resource utilization through procurement of labor, materialsand equipment according to the prescribed schedule and plan.

3. Implementation of various operations through proper coordination and control ofplanning, design, estimating, contracting and construction in the entire process.

4. Development of effective communications and mechanisms for resolving conflictsamong the various participants.

1http://pmbook.ce.cmu.edu/02_Organizing_For_Project_Management.html

2http://en.wikipedia.org/wiki/Project_management


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TIME ESTIMATES

However, when it comes to estimating time for a particular activity of a project, it is

sometimes not very obvious since it might take one person a day to do a task that might only

require three-fourths of a day of anothers time. As a result, when several people are asked to

estimate how long it might take to perform a task, they often give different answers. But

when the work is actually performed, it takes a real amount of time. Any estimate that did not

come close to that actual time is inaccurate.

Once the WBS is created, the team must create an estimate of the effort required to perform

each task. A good formal estimation process, one that allows the project team to reach a

consensus on the estimates, can improve the accuracy of those estimates, making it much

more likely that projects will complete on time.

A project manager can help the team to create successful estimates for any project by using

sound techniques and understanding what makes estimates more accurate. The most accurate

estimates are those that rely on prior experience. Team members should review previous

project results and find how long similar tasks in previous projects took to complete. Sources

of delays in the past should be taken into account when making current estimates.3

RESOURCE ESTIMATES

This is the estimating of the resource requirements for the activities that were dentified by the

work-break-down structure. All projects need resources, and the effective project manager

ensures that they secure those they need, and use them effectively to secure the intended

outcomes. Having agreed what the project is intended to achieve, by when, the project team

will also establish how to achieve that such as re-design processes, procure technology,

provide training. 4 5 It is worth spending time assessing resource requirements in order to

ensure that:

3Applied Software project management, ORielly, Andrew Stellman and Jennifer Greene, Chapter 3

Estimation, http://www.sitepoint.com/blogs/2009/04/14/how-to-estimate-time-for-a-project/

4http://www.ajithn.com/study/Activity%20Resource%20Estimating.htm,PMBOK


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All the resources needed to deliver a new service are identified; This is done in sufficient time that they can be made available in the most cost-

effective way;

Those providing them do so willingly, as they can see it is in their interests to do so; Senior management gives formal commitment to release these to secure the desired

outcomes.

There are basically three types of resources required by a project:

1. Manpower2. Plant and Equipment3. Materials

The methods of estimating the resources required by an activity include:

Expert judgment Alternatives analysis Published estimating data Project management software Bottom-up estimating

PROJECT LIFE CYCLE

The Project Life Cycle refers to a logical sequence of activities to accomplish the

projects goals or objectives. Regardless of scope or complexity, any project goes through a

series of stages during its life. There is first an Initiation or Birth phase, in which the outputs

and critical success factors are defined, followed by a Planning phase, characterized by

breaking down the project into smaller parts/tasks, an Execution phase, in which the project

plan is executed, and lastly a Closure or Exit phase, that marks the completion of the project.6

5http://www.jitscotland.org.uk/toolkits/implementing-telecare-an-action-guide/planning-to-implement/assess-

resource-requirements/

6http://www.visitask.com/project-life-cycle.asp


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PROJECT SCHEDULE

In project management, a schedule consists of a list of a project's terminal elements with

intended start and finish dates. Terminal elements are the lowest element in a schedule, which

is not further subdivided. Those items are often estimated in terms of resource requirements,

budget and duration, linked by dependencies and scheduled.7

GANTT CHART

Another concept being used is that of a Gantt chart. A Gantt chart is a type of bar chart that

illustrates a project schedule. Gantt charts illustrate the start and finish dates of the terminal

elements and summary elements of a project. Terminal elements and summary elements

comprise the work breakdown structure of the project. Some Gantt charts also showthe dependency (i.e. precedence network) relationships between activities. Gantt charts can

be used to show current schedule status using percent-complete shadings. Gantt charts have

become a common technique for representing the phases and activities of a project work

breakdown structure (WBS), so they can be understood by a wide audience. 8

7http://en.wikipedia.org/wiki/Schedule_%28project_management%29

8H.L. Gantt, Work, Wages and Profit, published by The Engineering Magazine, New York, 1910; republished

as Work, Wages and Profits, Easton, Pennsylvania, Hive Publishing Company, 1974


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2.DATA OF THE PROJECT

UNDER CONSIDERATION


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2.1PROJECT SCOPE MANAGEMENT

PROJECT SCOPE

Pakistan Telecommunication Employees Trust is intended to construct a high-rise building in

order to cope with up-coming demands of Information Technology sector and commercial

business. Keeping in view its prime importance it is properly designed using latest technique

to withstand against any natural disasters. Also the site selected for its construction is situated

in the respected area of Federal capital territory. Telecom Tower is 29 story building

(including 04 basements) located at Plot No. 55-C, Jinnah Avenue, Blue Area Islamabad,

measuring 5600 Sqy. Total covered area of the building is (Approx. 600, 000sq ft).

PROJECT IDENTIFICATION

Name of Work Construction of PTET Telecom Tower Project,

Civil and Plumbing works.

Name of Client Pakistan Telecommunication Employees Trust

Name of Consultant National Engineering Services Pakistan (Pvt.)

Ltd.

Name of ContractorM/S IZHAR CONSTRUCTION (Pvt.) Ltd.

Location of Plot Plot No. 55-C Jinnah Avenue, Islamabad.

Plot size and area 175x 288= (50400 sq ft)

Value of work Rs. 1,160,767,676.00

Date of Commencement: 1-Oct-07

Completion Date September 26, 2010.

Remaining Time 06 months

Progress (Financial) Rs. 731.85 million

Achieved 63.05%

Progress (Financial) Rs. 1085.83 million

Scheduled 93.54%

Table 12: Project Key Facts


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PROJECT OVERVIEW

The project aims at the finishing, validating and promoting the adoption of following

specifications:

MAJORDELIVERABLES

Plant room for latest HVAC system requirement Parking for 400 cars in Basements and offices on the upper floors Floors shall be connected with 5 passenger lifts plus one panoramic and one cargo lift

coupled with three emergency staircases.

Fire alarm system, Fire fighting through Fire Sprinkler & Conventional System andFire exit shall be provided.

Centrally air-conditioned, provided with all modern communication / Electricalsystems.

Provision of computer network Provision of standby generators

WORK BREAKDOWN STRUCTURE FOR TELECOM TOWER

NOTE: The WBS does not contain the HVAC and the electricity work as that is being done

by other contractors.

1. General1.1.Contractual Correspondence

1.1.1. Letter of acceptance1.1.2. Contract agreement1.1.3. Punch List and Handover

1.2.Engineers Obligation1.2.1. Notice to Commence1.2.2. Issue of drawings (Str, Plumb, Arch)1.2.3. 1st Milestone mandatory1.2.4. 2nd Milestone mandatory1.2.5. Completion Milestone


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1.3.Mobilization1.3.1. Mobilization Plan1.3.2. Contractor camp & facilities1.3.3. Engineers office site and Transport1.3.4. Construction equipment at site1.3.5. Crane at site

1.4.Architectural Work1.4.1. Sample submittals and Approval

1.4.1.1. Granular Fill Material1.4.1.2. Masonry Block1.4.1.3. Stair Hand Railing1.4.1.4. All type paints1.4.1.5. Tile1.4.1.6. Marble1.4.1.7. Blocks and Taxila stone

2. Construction Works2.1.Basement Structure

2.1.1. Safety Measures2.1.1.1. Electrical Conduit2.1.1.2. Safety Measures for excavated North

2.1.2. Basement level Slab (4 basements)2.1.2.1. Under Ground Tank base slabs2.1.2.2. Under ground Tank walls2.1.2.3. Concrete in Ramp and Stairs2.1.2.4. Concrete in Shear walls and Columns2.1.2.5. Concrete in Retaining walls2.1.2.6. Under Ground Tank top Slab

2.2.Super Structure2.2.1. Slab (Above Ground Floor)

2.2.1.1. Concrete in Shear walls and Columns2.2.1.2. Concrete in Beams and Slab2.2.1.3. Concrete in Stair

2.2.2. Tank slab2.2.2.1. Concrete in Shear walls and Columns


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2.2.2.2. Concrete in Beams and Slab2.2.3. Framing Plan Slab

2.2.3.1. Concrete in Beams and Slab2.3.Architectural Works

2.3.1. All Floors2.3.1.1. Structure Steel Work2.3.1.2. Water Proofing2.3.1.3. Back Filling2.3.1.4. Masonry works2.3.1.5. Plaster Works2.3.1.6. Carpentry2.3.1.7. Floor and Wall finishing2.3.1.8. Paint

2.4.External Faade Works2.4.1. Structural Steel Work2.4.2. Aluminum Composite Materials Planning

2.5.Plumbing Works2.5.1. Tube Well

2.5.1.1. Tube well Installation2.5.2. Material Procurement

2.5.2.1. Fire Protection System2.5.2.2. Storm Drainage Pipe and Fitting2.5.2.3. Sanitary fitting2.5.2.4. Hot water boiler system

2.5.3. Installation at all floor2.5.3.1. Drainage pipes and fitting2.5.3.2. Fire Protection System2.5.3.3. Storm Drainage Pipe and Fitting2.5.3.4. Sanitary fitting2.5.3.5. Hot water boiler system2.5.3.6. Earth Work and manhoes

3. Architectural and Plumbing Works3.1.Architectural Work (All Floors)

3.1.1. Water Proofing to exterior


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3.2.2. Tank3.2.2.1. Misc works3.2.2.2. Commissioning plumbing work

3.2.3. Framing Plant3.2.3.1. Misc works3.2.3.2. Commissioning plumbing work

3.2.4. External Area3.2.4.1. External drainage3.2.4.2. Installation of fountain

2.2TIME MANAGEMENT

PROJECT TIME MANAGEMENT GOALS

The following goals were identified by the project top management;

To define realistic deadline for the project completion and take into account theinfluence of factors which might delay the project, such as availability of labor,

equipment, raw materials.

This was enabled because the original deadline set was a conservative

estimation of the timely completion of project. the project management told us, that

during the preliminary meetings with the sponsor, consultants, they asked them to

review the deadline and make it more challenging however the management stance

was that making it difficult might be challenging for some but might be unachievable

for others.

To emphasize on time management as a Constrain in the priority matrix whichcannot be compromised upon, even if the cost goes up?

Given all parameters of scope management for the project, it was decided with

majority consensus that since the original deadline set is already realistic and a

conservative estimation, time management should not be compromised on at all.

To check progress regarding time management by setting bench marks andmilestones for each stage.


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TIME ESTIMATES

Time estimates are very important in projects, primarily because:

1. They drive the setting of deadlines for delivery of projects, and hence peoples'assessments of project managers reliability

2. They often determine the pricing of contracts and hence their profitabilityTime estimating is to fully understand what the project needs to achieve. This involves

reviewing the task in detail so that no task is ignored. The best way to review the job is to list

all tasks in full detail. To make estimation about time for various activities the following

methods are used:

Guess PERT Analogous Parameter Driven Multiple Estimators

Within the estimate time is allowed for project management, detailed project planning, liaison

with outside bodies, meetings, quality assurance and any supporting documentation

necessary. A buffer is often kept for tasks that may arise and are out of control.

As a project manager, the following are important factors to keep in mind:

Accidents and emergencies Internal meetings Holidays and sickness in essential staff Breakdowns in equipment Missed deliveries by suppliers Interruptions Quality control rejections

These factors may double (or more than double) the length of time needed to complete a

project.


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The project Telecom Towers had the estimated start time of 30-Aug-07 and the project is

estimated to finish on 26-Sep-10.

Under the main deliverable General, contractual correspondence (which includes the letter

of acceptance and the contract agreement, engineers obligation, mobilization and

architectural works are included.

Mobilization are activities and associated costs for transportation of contractor'spersonnel, equipment, and operating supplies to the site; establishment of offices,

buildings, and other necessary general facilities for the contractor's operations at the

site.

General is estimated to finish by 26-Sep-10. Given in Annexure A. Construction Works included the sub-deliverables, basement structure, super

structure, external faade works and plumbing works. The entire deliverable is

estimated to be complete by 16-Sep-10.

2.3RESOURCE REQUIREMENTS

There are basically three types of resources required by the project:

Manpower Plant and Equipment Materials

MANPOWER

Manpower is defined as power in terms of the workers available to a particular group or

required for a particular task. It is very important to hire experienced manpower and also one

that delivers on time. This is a major issue in Pakistan that the manpower engages in

soldiering. This delays the projects unnecessarily and also increases the costs related to the

project.


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One other major issue arises when the workers are not trained in measurements and the end

result is usually a crooked structure. While building the baths, the gaps cause seepage around

basins. Slopes in opposite direction to the drains cause water to accumulate and not drain

properly.

For the project the manpower that was deployed consists of two types:

1. Regular Staff2. Labor

REGULAR STAFF

The regular staff for the project includes designations like project manager, planning

engineer, construction manager, safety engineer, site manager / account officer, site

engineers, assistant planning engineer etc. The total strength of the regular staff is 46. These

are employed at a full time basis. Exhibit B.

LABOR

The labor comprises of those who do manual labor or work for wages. The labor deployed on

the project includes the carpenter foreman, carpenter, khalasi foreman, khalasi steel fixing

foreman, steel fixers, masons, etc. There are a total of 320 labor workers hired to complete

the project. Exhibit B.

The cost of labor includes direct wages paid to employees in exchange for the time it takes to

complete a task.

PLANT AND EQUIPMENT

The plant and equipment is a very important resource and cuts manual labor. It helps in

performing tasks that would otherwise be impossible to achieve through manual labor or

would take immense amount of time to complete!

The Telecom Tower is one of the biggest projects and therefore requires many different types

of sophisticated plant and equipment that is used on massive projects around the world.

Batching Plant, Crane (Tower), Power Generator, Water Browser. Steel Bar Cutting and

Bending Machine, Passenger Lift, Air Compressor, Concrete Mixer just to name a few. There

are a total of 33 different types of such plant and equipment that are being used by the

project. Exhibit B.


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MATERIALS

The Telecom tower is using approximately over a 100 different types of materials. The

materials include steel, wood, porcelain tiles, fittings and fixtures, and even carved wood and

Islamic pattern jail, etc.

A major problem that arises in projects is the use of low quality, short life materials that

eventually cause severe problems later like seepage and leakage in walls and ceilings, fittings

that either break quickly or do not fit well, leaky pipes and bad electric wiring etc.

Once the project is complete the problems start to sprout one by one. These are not only

difficult and costly to resolve later but also pose serious life threats. Electric wiring can cause

shortages and eventually fires as witnessed by a building Shaeed-e-Millat very near to the

Telecom Tower under construction. The lesson learnt by such projects is that it is better to

spend money on materials and specialized workers in their field earlier, than to wait for a

catastrophe to happen later.

Many high quality suppliers including BERGER (Robbialac), ICI, Ittehad Steel

Islamabad,Pak Steel Islamabad, RAK (Ceramics), Izhar Construction (Pvt)Ltd, Jamal Pipes,

Fisher, RAK (Ceramics) are engaged so that a high quality standard be maintained as regards

the materials, to avoid problems later. Exhibit B.

2.4MONITORING PROGRESS

PERIOD SEP 2007-SEP2008

As the project initiated, the time and cost estimates were kept conservative. As shown in the

Annexure C, the value of Actual Work Accomplished was more than the Planned value of

work for the year 2007-2008. The reasons can be traced back to several factors,

Conservative planned value estimation. Actual value of work accomplished could also be more than the planned value

because of wrong estimation of costs.

Cost estimation is tedious task and should be done with attention to detail. The actualvalue of work done is more due to undermined cost estimation.


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The following activities could be tracked for the actual cost incurred in the period 2007-2008;

Mobilization Plan Contractor Camp and Facilities Engineer/employee Site Office & transportation construction equipment at site tower crane at site framework at site granular fill material masonry block electrical conduits water proofing material cements reinforcement steel safety measures for excavation underground tank base slabs underground tank walls concrete class in beams and slabs concrete class in retaining walls Concrete class in ramp and stair

concrete class in shear wall and columns underground tank top slab Water Supply Pipes & Fitting Storm Drainage Pipes & Fitting Fire Protection Pipes & System Water Proofing to R/wall Exterior BackFill around Basement Block Masonry Work Except Hold Areas

PERIOD OCT 2008-SEP 2009

The planned value September 2008 to April 2009 was below actual value of work

accomplished. This can again be attributed to conservative estimates of time and cost.

However the actual work accomplished was below planned work for the remaining period of

(Basement level 1 to 4 )

(Ground floor to Floor 5)


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2008. When we asked them about the reason for this lag, they told us that estimates could be

wrong as well. However we did manage to track the distinct activities performed during this

time period. These include;

Wooden and steel doors Water proofing Back filling Sand filling and lean concrete Terrazzo tile carpentry and joinery works plaster works external faade works painting floor and wall finishing structural steel works (Bracing Systems) Aluminium composite material panelling Aluminium works and structure gazing Tube Well installation Fence and gate

concrete class in beams and slabs

concrete class in retaining walls Concrete class in ramp and stair concrete class in shear wall and columns

Fire Protection Pipes & System Terrazzo tile carpentry and joinery works plaster works external faade works Painting Embedded Steel Parts fixing Cement Sand Plaster Except Hold Areas Earthing System Pits

(Floor 6 to 24)


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Drain Trenches Sanitary Fixtures & Fittings Bath Room Fitting & Accessories Swerage pipes Sanitary Drainage Pipes Hot Water Boiler System Flooring in Basement Paint Work Except Hold Areas Steel, F/Resistant, Alum and Wooden Joinery Work Wall Skirting/Dado in speicified areas Block Masonry, Plaster and Paint Work Hold Areas Block Masonry Work Except Hold Areas Embedded Steel Parts fixing Cement Sand Plaster Except Hold Areas Tiles and Vanity top work in Toilets(Cer,Grnt) Block Masonry, Plaster and Paint Work Hold Areas Resistant, Alum and Wooden Joinery Work Terrazo Flooring in specified areas Paint Work Except Hold Areas Wall Skirting/Dado in speicified areas Floor Tiles in Lobby (Porclain) Tile Work (Marble) & H/Rail in Staircase

PERIOD OCT 2009-SEP 2010

We see in the figure, that the difference between planned and actual work done can be due to

numerous factors for this period. These include;

Soaring high inflation rate, around 14%

Increased minimum wage level for labor Continuous load shedding owing to increase in operational costs due to generators

The actual and planned value could be tracked to the following activities;

concrete class in beams and slabs(Floor 1 To 10)

Ground Floor To

10th

Floor


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concrete class in retaining walls Concrete class in ramp and stair concrete class in shear wall and columns Plumbing Machinery Earth work & Manhoes Swerage pipes Floor Tiles in Lobby (Porclain) Tile Work (Marble) & H/Rail in Staircase structural steel works (Bracing Systems) Aluminium composite material panelling W/Proofing and Development of Green Areas Tile Work (Marble) & H/Rail in Staircase

Block Masonry Work Except Hold Areas Embedded Steel Parts fixing Cement Sand Plaster Except Hold Areas Tiles and Vanity top work in Toilets(Cer,Grnt) Block Masonry, Plaster and Paint Work Hold Areas Resistant, Alum and Wooden Joinery Work Terrazo Flooring in specified areas Paint Work Except Hold Areas Wall Skirting/Dado in specified areas Floor Tiles in Lobby (Porclain) Tile Work (Marble) & H/Rail in Staircase

Floor 11 To 24


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2.5PROJECT LIFE CYCLE

Figure 1: Project Life Cycle

INITIATION

The primary participants in the initiation phase of the project life cycle was the project

sponsor i.e. Pakistan Telecommunication Employees Trust (PTET). During this phase the

company identified the scope of the project and also identified the supervisor/ consultant for

the project i.e. NESPAK. Also during the initiation phase, the major contractual agreements

were signed with the contractors. These included agreements with Mechatech for HVAC and

mechanical works, Izhar Constructions for civil works and Siemens Pakistan for

Electrification works of the project. The designing work was performed by NESPAK during

this phase. As shown in the figure above, the stake of PTET is highest in this stage because

choosing the right partners in the initial phases is a pre requisite for project success.

Initiation

Planning

Execution

Closing


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PLANNING

During this phase, the consultant/ supervisor, in collaboration with the sponsor, arranged

meetings with the all the contractors to which the project work was outsourced. All the

contractors chalked down the major suppliers for successful completion of the project. The

project scope was further elaborated and time and cost estimates were included. Project Time

Management was identified as a major area. Since the selection of suppliers is directly related

to the timely and cost effective completion of the project, the contractors were given ample

authority to choose vendors based on their own preferences. The resource requirement for the

project was determined during the planning phase. Development of work breakdown

structure, responsibility assignment matrix also took place during this phase.

EXECUTION

During this phase of the project life cycle, actual work is carried out. Project status reports are

a major output of this phase. Also during the execution phase, the actual value of work is

compared with the planned value of work. First of all base line is set against which the

performance is monitored. (Refer to figures for progress during the period 2007-2010).

During the execution phase, the project managers saw that there were potential cost overruns.

And there fore the actual value of work lagged behind the planned value by a considerable

portion.

CLOSING

The project has not yet reached the closing stage.

MONITORING AND CONTROL

Monitoring and control regarding the project progress has been one of the crucial activities.

Since the project entails the work of three contractors, it has been a huge responsibility on the

consultants part to ensure the timely collaboration of all three sub-contractors. Moreover

when time management is emphasized as an important goal of the project objective,


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monitoring and control becomes all the more critical. the contractors, when asked about the

delays in the project schedules, put the blame on the supervisor i.e. NESPAK, that it has not

maintained a strict control on project co-ordination and not established proper

communication channels between itself and the sub-contractors.

STAKEHOLDERS

Figure 2: Key Stakeholders

TelecomTower

Contractors

Consultant

Owner

Public atlarge


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OWNER

The owner of the project is Pakistan Telecommunication Employees Trust. The maximum

stake in this case would be of owners since the project demands a high capital investment.

CONSULTANT

Pakistan Telecommunication Employees Trust has appointed NESPAK as its consultant. the

major responsibilities of NESPAK in this case include the following;

Detailed design Construction supervision of Telecom Tower

Since the NESPAK is playing the role of a project co-ordinator between the three contractors,

its stakes are high throughout the project from initiation to execution. NESPAK should

closely monitor and control the cross integration of contractors.


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The following table summarizes the stakes of the different stakeholders over the life of the

project. 5 are for the highest amount of stake and 1 being the lowest.

Stake Holder Initiation Planning Execution Closing

PTET 4 5 5 5

NESPAK 3 4 3 4

Seimens 2 1 1 1

MechaTech 1 2 2 2

Izhar 5 3 4 3

Table 13: Stake Holders Influence over the project life cycle

The graphical representation is given in Annexure D.

2.6PROJECT RISK MANAGEMENT

The likeability of the risk occurring event is reducing by adopting the strategy of avoiding

risk from taking place. Although the probability cant be made 100% still it can be reduced to

a negligible level. This is done by choosing the most reputable suppliers in every category.

Following table shows the list of suppliers;

RAW MATERIAL NAME OF SUPPLIER

Steel Pak Steel Islamabad, Ittehad Steel, Fazal Steel

Waterproofing (Flexocrete) MGC Flexo-Crete from MGC Lahore

Waterproofing (Bitumat Membrane) Bitumat Polyflex From Bitumat Company

Termite Proofing Agenda

P.V.C WATER STOPPER Decora

Water proofing concrete Admixture Plastocrete N (Sikka)

Corner Edge Guard City Steel Industries Lahore

Water proofing agent for concrete. Penetron

PVC Conduit for electrical works Popular Pipes

Water Stopper Decora

Water Proofing Treatment Hewkel UAE

Concrete Repair work Fosroc

Construction Equipment Belles Construction Equipment

Curing Compound Ultra Berdex Construction Chemical

Granular Fill Izhar Construction (Pvt)Ltd.


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3.INTEGRATION OF

THEORETICAL FRAMEWORK

INTO PRACTICAL

PERSPECTIVE


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3.1TIME PERIOD

BASELINE GANTT CHART


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For pasting Gantt Chart


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For pasting Cost Schedule Charts


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3.3ORGANIZATIONAL CULTURE

The above mentioned is an organogram of the organization. It can be seen that the

organization hierarchy is quite simple and does not become a barrier in communication

between the top most level and the lowest level. There are also no confusions in the role of

each employee as the job description of every employee is very clear.


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The employees working at the site adhere to the core cultural ideology of the parent

organization i.e. fulfillment of commitment at every cost. This essentially means that the

parent organization, Izhar Construction, believes that they should provide the promised

quality at the promised time, whatever the circumstances maybe. This thinking can also be

clearly seen in the working of all employees as they also believe that it is individual projects

as these that make up the overall reputation of the organization. All in all, it is a progressive

yet well defined culture that is prevalent at the site.


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4.FINDINGS &ANALYSIS


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FINDINGS

After conducting a thorough research through site visit as well as analysis of the given

material our group has reached the firm understanding that the project i.e. Telecom Towers

is being constructed as per the original schedule made up by the contractor, Izhar

Construction. Such a possibility, although quite rare in our geographical environment, proves

the expertise of the planning engineers in their field. Since the beginning of the project, there

have been quite a lot of national and local disasters which could have become large

impediments in the ongoing work. However, the situation on ground proves otherwise as the

project is going on according to the plan.

The project progress on the cost horizon, however, is not as impeccable. While maintainingan uncompromising position on the time schedule, the company had to forego the cost

advantage. Resultantly, the contractors planned budget overshot by more than 30 % (Exact

figure not provided by company officials).

ANALYSIS

One of the primary reasons for this cost overshoot (for maintaining the appropriate time) can

be attributed to the lack of communication among the different partners of the project. As

has already been explained above, the project has been divided among three major

contractors. While questioning the administration, we found out that there was a total lack of

coordination between the three. Any problem or activity that had to be jointly worked upon

by them would have to be referred to their consultant, NESPAK, who took days if not weeks

to formally negotiate the issue. As a result of this lack of on-site coordination there have

been quite a lot of delays. To cover for lost time, Izhar Construction has to spend more

money to complete the task on time.

The on-going issue of security in the country can also be blamed for the increased cost. As a

result of security alerts, the entry of vehicles carrying the law materials has become restricted


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5.RECOMMENDATIONS


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A study of the whole project has enabled our group to gain a useful insight into the working

of the primary organization under concern i.e. Izhar Construction and the project that they are

currently working on i.e. Telecom Towers. Consequently, our group has come up with a few

recommendations both for the ongoing project as well as the organization working on it

so that there are as little as possible loopholes in the entire project management process. The

recommendations are as follows:

The consultant should ensure smooth, effective and timely communication betweenthe three major stakeholders of the project i.e. Izhar Construction, Siemens and

Mechatech. Such a step would greatly reduce the time spent in passing through the

currently cumbersome communication process.

Since Izhar Construction is a major construction project company with plenty ofsimultaneous projects, they should strive to obtain cost effective construction

technology that is also less prone to make mistakes than the currently high human

involvement factor.

The company should try to introduce skill up-gradation programs for the lower stafflike masons etc. to motivate as well as enhance their productivity.

Instead of relying on generalists to complete different kinds of projects, the companyshould also try to maintain a team of specialists for each construction category e.g.

high rise buildings. Initially such specialized teams may only be formed for the oft

repeated projects.

To mitigate the losses incurred through inflationary trends, the organization shoulduse hedging tools to safeguard itself from sudden price changes.

Given the fast changing trends over the world, Izhar construction should try to reducewastage as well as polluting their environment, so as to qualify as a green-

company. Even though this may seem a bit strange in our country at this time, but

given the fast changing dynamics it needs to be understood that environment friendly

companies will be preferred more in the future. This becomes all the more valid for

large groups like Izhar which have the ability to undertake international projects too.


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Page | 44

ANNEXURES


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REFERENCES

RESOURCE PERSON

Engr. Bilal ArshadAsst. Planning Engineer, Izhar Construction (PVT) Ltd. currently positioned at PTET

Telecom Tower, Islamabad.

Contact: 042-111323111

ACADEMIC RESOURCES

Project Management 4th Edition by Clifford F. Gray and Erik W. Larson Applied Software project management, ORielly, Andrew Stellman and Jennifer

Greene, Chapter 3 Estimation

WEB RESOURCES

http://pmbook.ce.cmu.edu/02_Organizing_For_Project_Management.html http://en.wikipedia.org/wiki/Project_management http://www.ajithn.com/study/Activity%20Resource%20Estimating.htm,PMBOK http://www.jitscotland.org.uk/toolkits/implementing-telecare-an-action-

guide/planning-to-implement/assess-resource-requirements/

1 http://www.visitask.com/project-life-cycle.asp http://en.wikipedia.org/wiki/Schedule_%28project_management%29 1 H.L. Gantt, Work, Wages and Profit, published by The Engineering Magazine, New

York, 1910; republished as Work, Wages and Profits, Easton, Pennsylvania, Hive

Publishing Company, 1974


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ANNEXURE A

TELECOM TOWER CIVIL& PLUMBING WORKS

Early Start Early Finish

30-Aug-07 26-Sep-10

GENERAL 30-Aug-07 26-Sep-10

CONTRACTUAL CORRESPONDENCE 30-Aug-07 5-Sep-07

LETTER OF ACCEPTANCE 30-Aug-07 30-Aug-07

CONTRACT AGREEMENT 5-Sep-07 5-Sep-07

ENGINEER'S OBLIGATION 30-Sep-07 26-Sep-10

ENGINEER'S NOTICE TO COMMENCE 30-Sep-07 26-Sep-10

MOBILIZATION 1-Oct-07 2-Oct-07

MOBILIZATION PLAN 1-Oct-07 2-Oct-07

ARCHITECTURAL WORKS 27-Jan-08 10-Aug-09

CONSTRUCTION WORKS 22-Oct-07 16-Sep-10

BASEMENT STRUCTURE 22-Oct-07 30-May-09

SUPER STRUCTURE 4-Jun-08 28-Jul-09

EXTERNAL FACADE WORKS 6-Dec-08 15-Aug-10

PLUMBING WORKS 18-Mar-08 16-Sep-10

Table 15: Project Schedule


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ANNEXURE B

MAN POWER (REGULAR STAFF)

Sr.No. Designation Strength

1 Project Manager 12 Planning Engineer 1

3 Construction Manager 1

4 Safety Engineer 1

5 Site Manager / Account Officer 1

6 Site Engineers 4

7 Asst.Planning Engineer 1

8 Sr.Quantity Surveyor 1

9 Quantity Surveyor 1

10 Surveyor 1

11 Safety Supervisor 2

12 AutoCAD Operator 1

13 Forman Mechanical 1

14 Purchaser / Camp Boss 1

15 Accountant 1

16 Lab Tech. 3

17 Store Keeper 1

18 Passanger Lift Operator 1

19 Shuttering Forman 1

20 Plumbing Supervisor 1

21 Dispensor 1

22 Asst. Store Keeper 2

23 Asst. Supervisor 6

24 Asst. Surveyor 2

25 Asst. Accountant & Admin 1

26 Asst. Q.S 1

27 Asst. to P.M 1

28 Time Keeper 2

29 Office Boy 4

Total 46

Table 16: Manpower Regular Staff


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LABOUR DAILY

Sr.No. Designation Strength

1 Carpenter Foreman 2

2 Carpenter 25

3 Khalasi Foreman 1

4 Khalasi 35

5 Steel Fixing Foreman 1

6 Steel Fixers 4

7 Mason 58

8 Surveyor Helper 4

9 Fab /Welder 2

10 Tower Crain Helper 1

11 Tower Crain Rigger 2

12 Fitter 4

13 Crain Operator 2

14 Asst.Mechanic 2

15 Loader Operator 1

16 Loader Helper 1

17 Tractor Driver 2

18 T.M Helper 1

19 Plant Operator 1

20 Plant Helper 1

21 Pump Operator 1

22 Electrician 2

23 Lab Asstt. 2

24 Mics. 25

25 Driver 4

26 Generator Operator 2

27 Store Helper 1

28 Labour Mate 4

29 Labour 85

30 Security Guard 21

31 Cook 3

32 Cook Helper 9

33 Dry Cleaner 1

34 Office Boy 5

35 Sweeper 5

Total 320

Table 17: Labor daily


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PLANT & EQUIPMENT

Sr.No. EQUIPMENT CAPACITY Nos.

1 Batching Plant (Standby) 30 M3 / HR. 1

2 Crane (Tower) H=140 M,B=60 M,C=08 TON, 1

3 Power Genrator 100, 175,190 KVA, 3

4 Water Browser 5000 LITERS 2

5 Steel bar Cutting and Bending Machine UP TO 40 MM DIA 2

6 Passenger Lift 2000 KG+2000KG 1

7 Air Compressor 1 HEAVY,1 LIGHT 2

8 Shovel?loader/Backhoe LARGE (1 M3) 1

9 RMD-QuickForm System Form 2,000 SFT,

10 Scaffolding Pipes 2,34,863 RFT

11 Tractor Trolley 1

12 Welding Machines 5

13 Vibrator (Petrol and Elect) 8

14 Plate Compactor/Roller 3,2

15 Small Dumper 1

16 Material Hoist 2

17 Concrete Mixer 3

Total 33

Table 18: Plant and Equipment

MATERIAL SUBMITTALS

Sr.No. MATERIAL MANUFACTURE/SUPPLIER

1 Steel Ittehad Steel Islamabad,Pak Steel

Islamabad.

2 Rebar Grout Material FIS EM with rebars

3 Waterproofing (Flexocrete) MGC Flexo-Crete from MGC Lahore

4 Waterproofing (Bitumat Membrane) Bitumat Polyflex

5 Termite Proofing Agenda

6 Admixture Plastiment P-264 (Class B )

Fosroc,Silkament 520BA (Class A1)

7 P.V.C WATER STOPPER Decora

8 Water proofing concrete Admixture Plastocrete N (Sikka)

9 Corner Edge Guard City Steel Industries Lahore

10 Mix Design of Conc. A-1 As Recommended (CWO

Rawalpindi) UET Taxila

11 Mix Design of Conc. B HRL Mix Design


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12 Penetron- Water proofing agent for

concrete.

Penetron

13 PVC Conduit for electrical works Popular Pipes

14 Water Stopper Decora

15 Water Proofing Treatment Hewkel UAE

16 Concrete Repair work Fosroc

17 Construction Equipment Belles Construction Equipment,(1)

Easyscreed (2)Bigblue

18 Curing Compound Ultra Berdex Construction Chemical

19 M.S. Plate for Steel Stair Izhar Construction (Pvt)Ltd.

20 Granular Fill Izhar Construction (Pvt)Ltd.

21 UPVC Class D Pipe Popular Pipes

22 UPVC Soil,Waste & Vent Pipes Dadex

23 PPR cold drinking & hot water Dadex

24 Fan Box Popular

25 Bronze Gate Valves KITZ Japan

26 G.I Fitting H.E.China

27 Plastron wall primer,Emamel BERGER (Robbialac)

28 Porcelain Tile RAK (Ceramics)

29 M.S Plate + Angle Izhar Construction (Pvt)Ltd.

30 M.S Grating Cover with Frame Izhar Construction (Pvt)Ltd.

31 G.I Pipe Sch.40 Jamal Pipes

32 Hanger ,Fixer & Supports Horizontal Fisher

33 Matt finished ceramics tile RAK (Ceramics)

34 Water proofing of water tank Ultra USA

35 Floor Hardener Ultra Construction Chemical,s Pvt

Ltd.

36 Expanded Metal + Corner Bead Izhar Construction (Pvt)Ltd.

37 Bath room fittings M/s KLUDI RAK

38 Plastic Emulsion Paint ICI,DULUX

39 Steel door United Associates

40 Wooden door with frame of deodar wood Izhar Construction (Pvt)Ltd.

41 Terrazo Tile Ajaibat-e-Sung

42 1/2" th Thermopore Sheet Izhar Construction (Pvt)Ltd.

43 Expansion Joint (Flexible rubber joint) TOZEN / JAPAN

44 Granite slabs IQRA

45 Bottle Trap with Union (Model # 28920 ) GROHE

46 Sink Mixer Eurosmart Wall Type (Model

# 32482)

GROHE


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ANNEXURE C

PLANNED VS ACTUAL OCT 09-SEP 10

Month/

Year

Actual W. Done

(Monthly)

Actual W. Done

(Cumulative)

Planned

(Monthly)

Planned

(Cumulative)

Oct-09 16.39 673.45 60.19 838.16

Nov-09 13.7 687.15 70.64 908.8

Dec-09 15.6 702.75 61.06 969.86

Jan-10 8.6 711.35 51.92 1021.78

Feb-10 10.7 722.05 34.39 1056.17

Mar-10 9.8 731.85 29.66 1085.83

Apr-10 22.79 1108.62

May-10 13.92 1122.54

Jun-10 12 1134.54

Jul-10 14.43 1148.97

Aug-10 14.21 1163.18

Sep-10 0.85 1164.03

Table 20: Planned Vs Actual Oct 09- Sep 10


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Figure 4: Planned Vs Actual Oct 09- Sep 10

PLANNED VS ACTUAL OCT 08-OCT 09

Month/

Year

Actual W. Done

(Monthly)

Actual W. Done

(Cumulative)

Planned

(Monthly)

Planned

(Cumulative)

Oct-08 28.12 354.84 29.18 322.28

Nov-08 41.43 396.27 36.26 358.54

Dec-08 29.09 425.36 32.75 391.29

Jan-09 38.89 464.25 42.7 433.99

Feb-09 35.95 500.2 36.26 470.25

Mar-09 34.71 534.9 48.9 519.15

Apr-09 28.96 563.87 45.68 564.83

May-09 26.51 590.38 47.24 612.07

Jun-09 30.91 621.29 43.89 655.96

Jul-09 20.16 641.45 37.77 693.73

Aug-09 10.43 651.88 38.32 732.05

Sep-09 5.18 657.06 45.92 777.97

Oct-09 16.39 673.45 60.19 838.16



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Figure 5: Planned Vs Actual Oct 08- Oct 09

PLANNED VS ACTUAL OCT 07-OCT 08Month/

year

Actual W.

Done

(Monthly)

Actual W. Done

(Cumulative)

Planned (Monthly) Planned (Cumulative)

Oct-07 2.28 2.28 2.42 2.42

Nov-07 14.86 17.14 9.43 11.85

Dec-07 11.94 29.08 12.2 24.05

Jan-08 18.07 47.15 21.11 45.16

Feb-08 30.63 77.78 29.82 74.98

Mar-08 37.91 115.69 31.84 106.82

Apr-08 34.17 149.86 34.59 141.41

May-08 47.32 197.18 27.27 168.68

Jun-08 22.49 219.67 21.74 190.42

Jul-08 27.21 246.88 30.93 221.35

Aug-08 33.28 280.16 37.09 258.44


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ANNEXURE D

Figure 7: Graphical representation of stakeholder influence

Project Management Term Report _Final

Documents

Transcript of Project Management Term Report _Final