Supervisor DR Kamal M H Satti: Almoghtarebeen University College of Engineering Civil Engineering Department
Supervisor DR Kamal M H Satti: Almoghtarebeen University College of Engineering Civil Engineering Department
Supervisor DR Kamal M H Satti: Almoghtarebeen University College of Engineering Civil Engineering Department
College Of Engineering
Civil Engineering Department
By
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Supervisor
Dr Kamal M H Satti
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Associate Professor
April 2020
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CONTENTS
ABSTRACT
Page No
Symbols
CHAPTER ONE
Introduction
CHAPTER TWO
Literature Review
CHAPTER THREE
CHAPTER FOUR
Methodology
CHAPTER FIVE
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CASE STUDY
CHAPTER SIX
Results & Analysis
CHAPTER SEVEN
Conclusions & Recommendations
Appendix
References
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ABSTRACT
5
List Of Tables And Figures
List Of Symbols
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CHAPTER ONE
1.Introduction
Construction management (CM) is a professional service that uses specialized, project
management techniques to oversee the planning, design, and construction of a project, from its
beginning to its end. The purpose of CM is to control a project's time / delivery, cost and
quality—sometimes referred to as a project management triangle or "triple constraints."[1] CM is
compatible with all project delivery systems, including design-bid-build, design-build, CM At-
Risk and Public Private Partnerships. Professional construction managers may be reserved for
lengthy, large-scale, high budget undertakings (commercial real estate, transportation
infrastructure, industrial facilities, and military infrastructure), called capital projects.
After the award of a project to a contractor, he will appoint a Project Manager (PM),
normally a person well aquainted with the project. He may has been leading the team who
prepared the tender offer. Now his first job is to nominate the technical and administrative
team who will be responsible for the construction of the project and hand it over to the
user. Normally the team will consist of the following :
-Construction Team, engineers & tech staff from all engineering specialities. They will be
responsible for all construction operations.
-Quality Control Team, to make sure that construction is done per the requirements of the
contract documents. Many contractors do not use such team.
-Safety & Health Officer, to look after related matters and implement the Contractor
Safety Manual requirements.
-Procurement Team, normally under the control of the Head Office as their job includes
financial matters.
-Design Team, to prepare shop drawings for execution based upon the contract drawings.
Normally this team is part of the company design team housed at head office.
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Of the several types of contractual relationships in construction, four of the principal types
are:
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CHAPTER TWO
2.Objectives and scope of the project
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CHAPTER THREE
3.Methodology
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CHAPTER FOUR
Literature Review
Literature Review page
1.The Design Construction Process. 6
2.The supervision & inspection team & their responsibility 6-7
3.Construction project documents & their use 7
*Drawings 7-8
*Specifications 8
*Bills of quantities. 8-9
*Contract general & special conditions. 9-11
*Construction laws. 11
*Safety plan. 11
*Quality control (QC), Quality assurance (QA). 11-12
4.Pre-costruction operations. 12-13
5.Construction planning & scheduling. 13-14
6.Construction operations. 14-15
7.Change orders, claims & disputes 15-17
8.Project handover. 17
9.Project close-out. 17-20
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4.2The supervision & inspection team and their responsibility
On construction sites large and small, supervision has a key role to play in preventing accidents.
Typical supervisory functions include planning and allocating work, making decisions,
monitoring performance and compliance, providing leadership and building teamwork, and
ensuring workforce involvement.
The Health and Safety Executive (HSE) has identified supervision as
a ”Performance Influencing Factor” when attempting to prevent
accidents (see the HSE website).
*Leadership
Supervisors need to show leadership and they need to set a good example to others in both their
actions and attitudes.
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*Key principles for effective supervision are as follows.
The supervisory arrangements in place must be assessed and appraised to ensure that all key
supervisory functions are clearly defined and appropriately allocated.
The right people for the job must be selected and provided with training where appropriate.
Relevant individuals must have the necessary skills and aptitude for supervisory activities, such
as planning, communication, delegation and leadership etc; a thorough understanding of local
hazards and control measures; and the experience and credibility to gain respect from others.
Supervisors must be supported in their roles and responsibilities. Achievable targets should be
set and visible support given.
Supervisors must be allowed the time and the opportunity to interact with others to fulfill all of
their supervisory responsibilities.
The performance of supervisors must be measured, audited and reviewed. Supervisors must be
supervised.(3)
Construction drawing is the general term used for drawings that form part of the production
information that is incorporated into tender documentation and then the contract documents for
the construction works. This means they have legal significance and form part of the agreement
between the employer and the contractor.
Construction drawings may be prepared by hand, but it is more common for them to be prepared
using computer aided design (CAD) (or computer aided drafting) software.
More recently, the use of Building Information Modelling (software) has allowed the creation of
a 1:1 virtual construction model (VCM), containing information allowing all objects in the model
to be manufactured, installed or constructed.(4)
Specifications
Specifications describe the materials and workmanship required for a development. They do not
include cost, quantity or drawn information, and so need to be read alongside other information
such as quantities, schedules and drawings.
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Whereas prescriptive specifications are written for more complex buildings. For more
information, the combination of performance and prescriptive specifications. Items crucial to the
design will be specified prescriptively (such as external cladding) whilst less critical items are
specified only by performance (such as service lifts)
Bills of quantities
A bill of quantities (BOQ) is a document used in tendering in the construction industry in which
materials, parts, and labor (and their costs) are itemized. It also (ideally) details the terms and
conditions of the construction or repair contract and itemizes all work to enable a contractor to
price the work for which he or she is bidding.The quantities may be measured in number, , area,
volume, weight or time. Preparing a bill of quantities requires that the design is complete and a
specification has been prepared.
The bill of quantities is issued to tenderers for them to prepare a price for carrying out the
construction work. The bill of quantities assists tenderers in the calculation of construction costs
for their tender, and, as it means all tendering contractors will be pricing the same quantities
(rather than taking-off quantities from the drawings and specifications themselves), it also
provides a fair and accurate system for tendering
Creation:
Bills of quantities are prepared by quantity surveyors and building estimators, and "Indeed the
bill of quantities was the raison d'être for the development of quantity surveying as a separate
profession.
The practice historically of estimating building costs in this way arose from non-contractual
measurements, taken off drawings to assist tenderers in quoting lump sum prices.
There are different styles of bills of quantities, mainly the elemental BOQ and trade bills.(6)
Quantity Surveyor
Normally the quantity surveyor is only visiting or covering several jobs and resident
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• commercial oversight of site
requirements
Types:
The scope of contract generally covers complete civil engineering works required in
connection with (i) including all ancillary works such as drains diversions ,alterations and
additions to existing Civil Engincering Works and cleaning the site etc. complete as per the
approved working drawings and instructions used to contractor from time to time. The
contractor shall have to take the necessary precaution to safeguard against any damage to the
neighboring existing structure and underground services etc.
The tenderer shall visit and is deemed to have visited the site and make himself thoroughly
acquainted with the nature and requirement of the job, facilities of access for materials and
removal of rubbish cost, of carriage, freights and other charges and shall allow in his tender
for special difficulties if any in carrying out the work. He shall also include in his tender,
charges for doing final surfacing to all repairs required to be done for any type of fixture,
installation, etc. and for the removal of spoil arising of his contract.
The contract for the work is a complete one for labor, materials and workmanship including
the use of construction equipments, tools and tackles. The contractor shall have to make his
own arrangement for all materials required for the due performance of the contract.
The specifications and drawings given for execution, acceptance of construction and erection
works are obligatory on the contractor for the construction works of NIT, Rourkela. If in the
course of construction work, some additional problems arise, which are not covered by the
given specifications, the contractor will be given proper instruction by the Engineer. Such
instructions shall be observed in full by the contractor regarding specifications, drawings,
method of conducting work, any other measures necessary for the fulfillment of construction.
Verbal instructions be always got confirmed from the Engineers concerned, before execution
by the contractor.
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Specifications for the quality of building materials as also for the quality of construction
work are given in corresponding sections of these specifications and or the working
drawings. Unless otherwise specified all materials and workmanship shall conform to the
specifications attached and drawings supplied. Any item not covered by these, shall conform
of the latest Indian Standard specifications.
Work shall be carried out in such a manner as not to interfere with or affect, retard or disturb
the progress of other works being executed by other agencies. The contractor's rate shall
include for any losses due to likely delay in coordinating with other works and interruption
on account of inherent nature of the job, and as such, no extra claim will be admissible on
such account.(7)
Construction laws
Construction law is a branch of law that deals with matters relating to building construction,
engineering, and related fields. It is in essence an amalgam of contract law, commercial law,
planning law, employment law and tort. Construction law covers a wide range of legal issues
including contract, negligence, bonds and bonding, guarantees and sureties, liens and other
security interests, tendering, construction claims, and related consultancy contracts. Construction
law affects many participants in the construction industry, including financial institutions,
surveyors, quantity surveyors, architects, builders, engineers, construction workers, and
planners.(8)
Safety plan
Definition - What does Construction Safety Plan mean?
A construction safety plan is a document that outlines the procedures, rules, and regulations that
are or will be put in place to protect workers over the course of a construction project. The
document should not only focus on preventing accidents but also lay out responses to safety
incidents, including rescue operations, emergency medical services, and post-incident review
processes.
Although the construction safety plan should be drafted before the construction project is
underway, it should be a flexible document that is readily adapted when there are changes to the
project or new hazards are discovered on the job site.(9)
the health, safety and welfare of their employees while they are at work and of
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excellence, it follows that minimising risk of injury to people and damage to
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4.4Pre-construction operations.
The pre-construction stage begins when the owner gives a notice to proceed to the contractor that
they have chosen through the bidding process. A notice to proceed is when the owner gives
permission to the contractor to begin their work on the project. The first step is to assign the
project team which includes the project manager (PM), contract administrator, superintendent,
and field engineer.
The primary objective of this session is to document and develop a detailed construction plan.
The information inputs needed for and the outputs required from a successful planning session
are shown here:
Session Inputs
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Project safety plan
Manpower loading and leveling
Equipment and critical resource loading and leveling
Identification of subcontract work scope and schedule requirements
Project work assignments for support disciplines
Site organization chart
Earned value curves
Financial reporting
Material delivery schedule
Preferred material configuration
Modularization
Planning Engineer
The planning engineer is resident on large contracts, but visits small- to mediumsized jobs.
Typical tasks are:
• leading progress meetings with subcontractors and others to compare performance with
that laid down in the programme
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• supervision, training and development of junior staff
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transporting someone else's materials or machinery for use in any of the activities listed above
(known as 'haulage for hire).(13)
There are numerous reasons why changes may occur on a construction project, including, but not
limited to:
1. Reviewing the contract, understanding the scope of work, and knowing the parties’
responsibilities
2. Identifying the change or potential change
3. Providing notice of the change in accordance with the contract
4. Documenting the change, including costs and schedule impacts related to the change
5. Preparing and pricing the change request
6. Negotiating and resolving the change and executing a signed change order
Disputes arise when the owner and the contractor have differing views regarding the following:
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Whether a change has actually occurred, or was the work contemplated in the contract
scope of work
The parties’ responsibilities
The change order pricing or schedule impacts
Disputes over the changed conditions can vary from little to no impact on the project to extensive
changes. For instance, an owner’s preferential change to the scope of work may be easily
resolved once the pricing for the changed scope of work is agreed upon and the change order is
executed
Additionally, an excessive number of changes can disrupt a project and may require a significant
change to the contractor’s means and methods of performing the work. With excessive changes,
the work scope may no longer closely resemble the original contract work scope and the
contractor will have to expend additional time and resources to perform the changed work. This
could negatively affect the labor productivity on not only the changed work, but also the original
contract scope of work.(13)
The timing of a particular change is also relevant, as changes that occur later in the project can
be more costly and more disruptive to the overall project.
Interface Consulting reviews the contract to ensure that a change has occurred and that it was
beyond the party’s contractual obligation. It is also important to review the contract’s change
order provisions to determine if the change has been properly handled according to the
contractual change order procedures. We then evaluate the facts surrounding the change,
including reviewing project documentation and interviewing project personnel, to assess
responsibility for the change. Finally, Interface Consulting evaluates the change order pricing
and schedule impacts to verify that these elements are properly calculated and substantiated, and
that the amounts being claimed are a fair and reasonable value of the extra or changed work.(15)
4.8Project handover.
Why is it important?
Handing over projects from the project phase to the business as usual environment is often
perceived as the end of the job by project practitioners and the start of the job by the end users
who will be assuming the management responsibility afterwards. The output of this research is
to capture lessons learned and success factors from projects that have completed that transition
(some more successfully than others) and share these with the project management community in
the hope that it will help more projects to handover successfully.(16)
[
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What did we discover?
Not all projects hand over successfully. This is frequently attributable to many factors. The
purpose of this research is to draw from the experience of previous projects, identify both pitfalls
and good practice and distil them into guidance that practitioners can adopt for their own
projects. Learning these lessons helps to mitigate the risk of poor handovers and improve the
likelihood of a successful project handover.
Defining handover is necessary to ensure all parties have an agreed focal point and their efforts
are aligned to a common goal. Dates, priorities and responsibility allocation must be clearly
communicated. Assumption of these can put handover at risk. Understanding that handover is a
transition period rather than a date is paramount to smooth the change curve and close the gap
between project phase and operational/business as usual.(14)
4.9Project close-out.
The goal of the project closeout activities is to end the project in a way that reflects favorably
upon the team, the team leader and the organization. This phase requires the completion of the
seven activities. It is fortuitous that comprehensive planning makes the closeout phase rather
straight forward.
1. Perform project closeout
2. Perform client closeout
3. Perform organizational closeout
4. Conduct subcontractor closeout
5. Perform final risk assessment
6. Write project final report or briefing
7. Conduct team closeout
- Purpose of the Closeout Phase and the Role of the Project Manager
The purpose of the closeout phase is to conclude all facets of the project to the satisfaction of
upper management before the team members start to leave the team.
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manager should tell the team early in the project that the closeout phase consists of activities
that include all team members.
3. Functional managers start to withdraw their team members before the closeout is
complete.
4. The team surfaces a number of unresolved issues, or uncompleted work packages or
unacceptable deliverables. This means the project is not finished. The project manager will
have to remain on the team (perhaps with a small staff) after the team disbands to resolve the
problems.
This work package has as its purpose to determine that all the requirements have been satisfied.
Assign one or two team members to perform the following subtasks of this work package:
1. Validate and document that all the work packages listed on the WBS have been completed.
2. Review the contract, if there is one, to determine that all requirements have been met.
3. Conduct the final project evaluation.
The aim of this work package is to conclude the team’s use of organizational resources and to
make a final resolution of the remaining resources. Select a team member to complete the four
subtasks in this work package:
1. The first subtask requires the writing of a memo to the facilities management office stating
that the project room will be vacated on a certain date
2. Releasing all borrowed or rented equipment is the second subtask
3. Finalizing financial records and funds is the third subtask in this work package.
4. Preparing memos of appreciation to functional managers and other stakeholders is a
subtask of this work package.
The purpose of this work package is to reconcile all subcontractor matters. The three subtasks
are:
1. Determine that the subcontractors have completed all the work for which they are
responsible.
2. Reconcile the amount of monies due the subcontractors.
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3. Prepare subcontractor letters of appreciation for each firm which performed well.
The purpose of this work package is to identify any threats or opportunities that are relevant to
the end of the project. This work package will require a small group of people to perform the
following risk assessment activities:
1. Identify risks
2. Estimate probability and impact
3. Stratify risks
4. Develop strategies
The final report summarizes all the closeout activities. Its purposes are to:
1. Demonstrate to upper management that the project is indeed complete
2. Present the final status of the project
The person writing the report has the closeout memos for the activities.
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Activity 7: Conduct Team Closeout
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CHAPTER FIVE
5.Case study
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CHAPTER SIX
6.Analysis, Conclusions And Recommendations
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APPENDIX
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REFERENCES
2-https://app.croneri.co.uk/feature-articles/importance-supervision-construction-
sites?product=137
3-https://www.designingbuildings.co.uk/wiki/Construction_drawing
4-https://www.designingbuildings.co.uk/wiki/Specification_for_construction
5-Potts, K. (2004). Quantity Surveying Tools and Techniques - a Review of Client and
Contractor Requirements.
6-https://www.scribd.com/document/329503212/Special-Conditions-of-Contract-Civil-
Works
7-https://en.wikipedia.org/wiki/Construction_law
8-https://www.safeopedia.com/definition/703/construction-safety-plan
9-www.diffen.com/difference/Quality_Assurance_vs_Quality_Control
11-https://www.babcock.com/resources/learning-center/construction-planning-and-
schedulings
12-https://www.revenue.ie/en/self-assessment-and-self-
employment/construction-industry/what-are-construction-operations.aspx
13-https://www.apm.org.uk/resources/find-a-resource/project-handover/
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