The document discusses construction management and provides details about the construction industry. It begins by defining construction and explaining the economic importance of the sector. It notes that construction differs from manufacturing in that each project is unique and faces various challenges from weather, remote locations, and incorporating innovations more slowly. The types of construction projects are then outlined, including residential, commercial, industrial, transportation, and more. Examples of mega construction projects from history like the Great Pyramid, Great Wall of China, Eurotunnel, and Suez Canal are then discussed to showcase their immense scale and complexity. Characteristics of the construction industry in Pakistan as well as examples of large dam projects like Tarbela are also covered.

1. CONSTRUCTION MANAGEMENT
Dr. Sajjad Mubin
Ms. Anam Fatima
1

2. CONSTRUCTION
 Construction, a term that encompasses activities related to the
creation of physical asset and infrastructure.
 It has been estimated that output of the sector has a significant
share of 40-60% in gross fixed capital formation. Moreover,
studies have suggested that more than 60 other associated
industries form linkages with the construction and housing
industry which makes the sector pivotal to economic development
as it is crucial for providing shelter, employment and
infrastructure.
 The construction industry plays an important role in economic
growth and development of any country.
 The construction workforce comprises between 4.5% and 11.0%
of the total workforce for the countries.
2

3.  The construction industry in Pakistan witnessed 11.31% y/y growth in
the current fiscal year on the back of increased government spending,
3
CONSTRUCTION

4.  Each project is unique
 Not performed in controlled conditions, therefore,
highly impacted by weather and other
environmental conditions
 Seasonality
 Remotes sites with various access problems
 Process is not as predictable
 Difficulty in applying automation
 High potential for encountering unforeseen
conditions
 Costs can vary according to conditions
CONSTRUCTION DIFFERS FROM
MANUFACTURING

5.  Difficult to manage and supply utilities and other
resources.
 Technical innovations are adopted slower.
 Success is dependent upon the quality of its
people.
 Very custom-oriented
 Product can be of gigantic size, cost, and
complexity
CONSTRUCTION DIFFERS FROM
MANUFACTURING

6. TYPES OF CONSTRUCTION PROJECTS
In general, there may be atleast three types of construction:
1.Building construction
2.Heavy construction
3.Industrial construction
Each type of construction project requires a unique team to plan,
design, construct, and maintain the project.
Construction projects may also be sub divided as;
 Private/ Residential
 Commercial
 Educational
 Industrial
 Recreational
 Utilities and Services
 Transportation
 Misc.
6

7. Private/ Residential
• House / Colony
Extensions
• Maintenance work
• Driveways
• Insulation upgrades

8. Commercial
• Factory units
• Storage facilities
• Distribution centres
• Warehouses

9. Industrial
• Power stations
• Refineries
• Processing plants
• Nuclear power
• Large factories

10. Public buildings
• Libraries
• Town halls
• Community centres
• Offices

11. Educational
• Colleges
• Schools
• Universities
• Halls of residence
• Learning centres
Hostels

12. Utilities and services
• Substations
• Reservoirs
• Pumping stations
• Drainage structures
• Gas storage
• Water towers

13. Transport
• Roads
• Rail
• Trams
• Tubes
• Bus

14. Recreational
From your local built environment, find three examples of recreational or
leisure buildings and structures.

15. CONSTRUCTION INDUSTRY OF PAKISTAN
It has shown a marvelous growth in recent times in Pakistan. Recent estimates
published in the Economic Survey of Pakistan show that the industry grew
9.1% in FY17 and contributed 2.7% to the country’s gross domestic product
(GDP).
 BMI Research has also provided a healthy growth outlook for the sector,
putting it at 11.8% annually from 2016-20 and 9.1% over 2016-25.
 The China-Pakistan Economic Corridor (CPEC) will be the key to giving
boost to not only the construction industry, but also to attract foreign direct
investment (FDI). This can be judged from the latest figures provided by the
State Bank of Pakistan, which show that the construction industry received
a net inflow of $35.7 million in August 2017. can be gauged from the fact
that in the current fiscal year from July-August FY18 the industry has
received $55.7 million relative to $1.6 million in the same period of last year.
 Locally, investment has also been boosted by government policies such as
reduction in duties and taxes on building materials like steel, construction
machinery and equipment and computerization of land ownership records.
15

16. CHARACTERISTICS OF CONSTRUCTION INDUSTRY IN
PAKISTAN
 Developing countries like Pakistan, have yet to respond to recent technological
improvements. Lack of response to technology, however, has not resulted in fast
track and safer construction sites. In fact, a larger share of construction work
being performed by human resources has led to increased number of site accidents.
In Pakistan, roughly 6-7% labor is directly attached with the construction industry.
 Informal assessments have identified a few major reasons for non- performance of
construction projects which include: lack of development of construction sector in
the shape of mechanization and industrialization; lack of professional construction
management practices which has not only led to unsafe project sites but have also
resulted in construction delays, cost overruns, poor productivity and poor product and
process quality; inadequate safety provisions laid by the existing regulatory
environment which has failed to establish safety as a major industry objective;
insufficient and incentive-less
insurance mechanisms which have failed to establish safety as a business
survival issue; and unfavorable business environment which has led to adverse
business relationships among stakeholders resulting in controversies, conflicts,
claims and litigation and hence diverting the focus away from issues
like safety. Compared to the past, the current decade is witnessing massive 16

17.  There are numerous infrastructure development projects in progress as well as under
planning. All of these projects have the potential to lead the local Industry to gain
glory, status and international recognition but only when appropriate efforts are
extended to achieve the same. With the stage set for a golden era for development,
the challenges are still higher. One of the important areas that require quick and
drastic improvement is safety. It is highly essential that all occupational injuries and
illnesses should be given due attention. There should be an effort to raise the level of
awareness between both employees and employers of the importance of health and
safety at worksites. Prior research done in construction safety indicates the
significance of conducting formal assessment exercises for safety management
implementation in the construction industry in general. Such assessment exercises
are particularly important in
benchmarking safety performance as well as formulating safety management policie
s and strategies appropriate to the particular work environment under study.
Consequently, this research aims to delve into the safety performance measurement
of local construction firms and hence the overall construction industry of Pakistan
based on an investigative site survey. Traditional measures of safety are after-the-
fact measures; namely, that safety is measured after injuries have already occurred.
These measures are labeled reactive, trailing, downstream, or lagging indicators
because they rely on retrospective data. Focusing on these measures e.g., accident
rates and compensation
17
CHARACTERISTICS OF CONSTRUCTION INDUSTRY IN
PAKISTAN

18. MEGA PROJECTS PERFORMANCE
Mega Projects
0.7
1.2
1.6
2.0
2.6
2.7
3.0
3.6
8.6
9.8
1.2
2.2
13.9
3.3
7.3
5.7
4.5
6.8
31.0
18.7
- 5.0 10.0 15.0 20.0 25.0 30.0 35.0
Construction of Parliament Lodges at Islamabad
Development of Sector 1-16 Islamabad
Chashma Right Bank Irrigation Projects
On-Farm Water Management Project
Additional 415 MW Combined Cycle Pow er Unit at Guddu.
3 x 30 MW EB.C.Lakhra
Balochistan Primary Education Project
Bulk Water Supply from Khanpur Dam to Islamabad/Raw alpindi.
Left Bank Outfall Drain (LBOD) Stage-1
Third KV Jamshoro-Multan Second 500 KV Multan-Lahore Gilgit Transmission Line
Rs (Billions)Revised
Approved
18

19. SOME EXAMPLS OF GIGNATIC
PROJECTS AND THEIR
IMPLEMENTATION
19

20. THE GREAT PYRAMID
During the 3000 B.C., workers on the Great Pyramid the last
stone in place. Although much of the ancient Egyptians ’
technology is still a mystery, the enormity and quality of the
finished product remain a marvel. Despite the lack of sophisticated
machinery, they were able to raise and fit some 2,300,000 stone
blocks, weighing 2 to 70 tons apiece, into a structure the height of
a modern 40-story building. Each facing stone was set against the
next with an accuracy of 0.04 inch, and the base, which covers 13
acres, deviates less than 1 inch from level. Equally as staggering
was the number of workers involved. To quarry the stones and
transport them down the Nile, about 100,000 laborers were levied.
In addition, 40,000 skilled masons and attendants were employed
in preparing and laying the blocks and erecting or dismantling the
ramps.
20

21. 21

22. THE GREAT WALL OF CHINA
 The Great Wall of China is a series of fortifications made
of stone, brick, tamped earth, wood, and other materials,
generally built along an east-to-west line across the
historical northern borders of China in part to protect the
Chinese Empire. Several walls were being built as early
as the 7th century BC; these, later joined together and
made bigger, stronger, and unified are now collectively
referred to as the Great Wall. Especially famous is the
wall built between 220–206 BC by the first Emperor of
China, Qin Shi Huang.
22

23. 23

24. EURO TUNNEL
24
1. 31 Mile tunnel between England and France
2. Similar project in Japan had 100% cost over-run
3. Financed by 225 banks
4. Construction expected to be completed in May 1993;
actual was in December 1994
5. Original construction budget was £4.9 billion; actual £12
billion
6. Serious aspect of risk misjudged
 Completion
 Traffic
 Infrastructure
 Litigation

25. EURO TUNNEL
Over the 100 years, studies were taken, proposals were written and
various holes were drilled. An attempt of tunnel construction was failed
in Harold Wilson's Labor Party government in 1975.
In 1984 the British and French governments reached an agreement to
build the undersea tunnel. The project became effective with the
signing of the Paris Agreement on March 14, 1986. This triggered the
largest binational joint venture ever, as well as unprecedented
cooperation between the two nations.
25
In August 1994, the British Isles and
continental Europe were linked
together. The Channel tunnel is
Europe's biggest infrastructure project
financed wholly by private capital. The
desire to link Britain and France dates
back more than 200 years. The
Eurotunnel is the largest project
financing and provides an effective
case study in how economic viability
was not addressed?.

26. EUROTUNNEL TIME LINE
Initial Cost
Estimate to be
4.9 billion
GBP

27. SUEZ CANAL
 The Suez Canal is an artificial sea-level waterway in Egypt,
connecting the Mediterranean Sea and the Red Sea. Opened in
November 1869 after 10 years of construction work, it allows
transportation by water between Europe and Asia without
navigation around Africa. The northern terminus is Port Said and
the southern terminus is Port Tawfiq at the city of Suez. Ismailia
lies on its west bank, 3 km (1.9 mi) near the half-way point.
 When first built, the canal was 164 km (102 miles) long and 8 m
(26 ft) deep. After multiple enlargements, the canal is 193.30 km
(120.11 miles) long, 24 m (79 ft) deep and 205 meters (673 ft) wide
as of 2010.
 The canal is owned and maintained by the Suez Canal Authority
(SCA) of Egypt. Under international treaty, it may be used "in time
of war as in time of peace, by every vessel of commerce or of war,
without distinction of flag.
27

28. 28

29. 29
PROJECT CONCEPT

30. A PROJECT
Dictionary Definition
“an individual or collaborative enterprise that is carefully planned to
achieve a particular aim”
Technical Definition
“Planned set of interrelated tasks to be executed over a fixed period
and within certain cost and other limitations to achieve predefined
objectives”

31. WHAT IS A PROJECT?
“A temporary endeavor undertaken to
create a unique product or service.”*
31
*2006 PMBOK Guide (p. 4).
Term Means that a Project
temporary Has a beginningand end
endeavor Involves effort, work
to create Has an intention to produce somethingi.e. project
"deliverables"
unique One of a kind, rather than a collection of identical items
product Tangible objects, but could include things like computer
software, film or stage works
service Might include the establishment of a day-care center, for
instance, but not its dailyoperations.

32. TEN CHARACTERISTICS OF SUCCESSFUL PROJECT
32
1. Clearly defined goals
2. Clearly defined roles
3. Open and clear communication
4. Effective decision making
5. Balanced participation
6. Valued diversity
7. Managed conflict
8. Positive atmosphere
9. Cooperative relationships
10.Participative leadership

33. PUBLIC V/S PRIVATE SECTOR PROJECTS
 Public projects are those authorized, financed and operated by
federal, provincial, district or local governments. Public projects may
be of any size but frequently they are much larger than private
ventures. A number of important factors exists that are not ordinarily
found in privately financed and operated projects such as purpose,
source and method of financing, multipurpose, nature of benefits,
beneficiaries of the project and measurement of efficiency.
 Public sector development projects are initiated with intent of
providing multipurpose services besides providing basic necessities
to general public related to health, education, transportation, water &
sanitation and housing, generate revenue and employment.
 E.g. reservoir project for water storage, flood control, electrical power
generation, irrigation, recreation and for research and education
purposes.
33

34. CONCEPTUALISING DEVELOPMENT PROJECTS
 The world “development” is used in numerous contexts. In all these
contexts, it denotes some kind of change. Therefore, most briefly
stated, development is viewed as a process of “societal change”. It
may also express a state that has been attained through some
noticeable change, for instance, reduction in poverty, improvement
in literacy rate & health of general public, improvement in socio-
economic conditions of the public, improvement in transportation
system, improvement in IT skills of targeted beneficiaries.
 This change occurs due to certain “intervention” called
development project.

35. ……cont….
Some Basic Difference Between Privately Owned and Publicly Owned Projects
Description Private Public
Purpose Provide goods and / or services at a
profit; maximize profit or minimize cost
Protect health, Protect lives and property; Provide
services (at no profit); Provide jobs
Sources of capital Private investors and lenders Taxation; Private lenders
Method of financing Individual ownership; Partnerships;
Corporation
Direct payment of taxes; Loans without interest;
Loans at low interest; Self-liquidating bonds;
Indirect subsidies; Guarantee of private loans
Multiple purpose Moderate Common (e.g. reservoir project for flood control,
electrical power generation, irrigation, recreation,
education)
Project life Usually relatively short (5 to 20 years) Usually relatively long (20 to 60 years)
Relationship of suppliers
of capital to project
Direct Indirect, or none
Nature of “benefits” Monetary or relatively easy to equate to
monetary terms
Often non-monetary, difficult to quantify, difficult
to equate to monetary terms
Beneficiaries of project Primarily, entity undertaking project General Public
Conflict of purpose Moderate Quite common (dam for flood control vs.
environmental preservation)
Conflict of interests Moderate Quite common (between agencies)
Effect of politics Little to moderate Frequent factors; Short-term tenure groups;
Financial and residential restrictions, etc.
Measurement of
efficiency
Rate of return on capital Very difficult; No direct comparison with private
projects

36. TARBELA DAM
 On the Indus River in Pakistan is the
largest earth filled dam in the world and
second largest by structural volume. It is
located in Haripur District, Hazara
Division, Khyber Pakhtunkhwa, about 50
kilometers (31 mi) northwest
of Islamabad. The dam is 485 feet
(148 m) high above the riverbed. The dam
forms the Tarbela Reservoir, with a
surface area of approximately 250-
square-kilometre (97 sq mi). Project name Tarbela
Dam
Construction beg
an
1968
Opening date 1976
Construction cost USD 1,49
7 Million

37. TARBELA DAM
Lifespan
The useful life of the dam and reservoir was estimated to be
somewhere around fifty years, since the dam's completion in
1976, meaning that the reservoir would have been full of
sediment by 2030.
However, sedimentation has been much lower than predicted,
and it is now estimated that the useful lifespan of the dam will be
85 years, to about 2060.
Project Benefits
In addition to fulfilling primary purpose of the Dam i.e. supplying
water for Irrigation, Tarbela Power Station has generated
341.139 Billion KWh of cheap hydro-electric energy since
commissioning. A record annual generation of 16.463 Billion
KWh was recorded during 1998-99. It has been a tool for Flood
Control measures.

38. PROJECT MANAGEMENT
 A dynamic process that utilizes the appropriate resources
of the organization in a controlled and structured manner,
to achieve some clearly defined objectives identified
within a defined set of constraints
 The art or science of planning, organizing,
coordinating and controlling 4Ms (manpower,
machinery, material and monetary resources)
throughout the project lifecycle by using rational
approaches and techniques to achieve predetermined
objectives of scope, cost, time, quality.
38

39. WHAT IS PROJECT MANAGEMENT ?
39
Project management is the application of knowledge,
skills, tools and techniques to project activities to meet
project requirements. Project management is
accomplished through the application and
integration of the project management processes of
initiating, planning, executing, monitoring,
controlling, and closing. The project manager is the
person responsible for accomplishing the project
objectives.

40. PROJECT MANAGEMENT KNOWLEDGE AREA
(PROJECT MANAGEMENT INSTITUTE)
1. Project Integration Management
2. Project Scope management
3. Project Time Management
4. Project Cost Management
5. Project Quality Management
6. Project Human Resource Management
7. Project Communication Management
8. Project Risk Management
9. Project Procurement Management
10. Project Stakeholders Management
40

41. YOUR TURN: WHAT IS CONSTRUCTION
MANAGEMENT?
 Define Construction Management.
 Your definition should evolve and
continuously improve with your knowledge
and experience collaborating on projects.
 How Project Management differs from
Construction Management?

42. CONSTRUCTION MANAGER
Construction Managers must be
both…
..…business and technically
oriented

43. PROJECT MANAGER V/S CONSTRUCTION MANAGER
 The project manager has more authority and
responsibility than a construction
manager typically does because he leads and
motivates a team of managers or workers.
The project manager oversees a project from
inception to completion, while the construction
manager is involved with just
the construction phase.
43

44. CONSTRUCTION MANAGEMENT (CM)
 Construction Management (CM) is a
professional service that uses specialized,
project management techniques to oversee
the planning, design, tendering, contracting,
construction / execution, handover / testing
and commissioning of a project, i.e.
managing construction project from its
beginning to its end. The purpose of CM is to
control a project's time, cost and quality
along with checking litigations and other
contractual matters.
44

45. DEFINING PROJECT SUCCESS?
“Completion of a project within constrains of time, cost
and performance .”
Today project success definition has been modified and
includes project completion;
 Within time allocated time period
 Within budgeted cost
 At the proper performance or specification level
 Within client’s expectation and satisfaction
 safe
45

46. 46
LIFE CYCLE OF BUILDING CONSTRUCTION PROJECTS
Lecture 2

47. 47
Inception Planning & Desig- Doc. T&C Execution
Feasibility ning
Documentation
• Drawings
• Specifications
•Preparation of
•Tender documents
•Contracts
Execution
• Design
Implementation
• Installation and
Erection
•Construction
•Monitoring
Termination
•Testing as per
specification (NDT)
•Commissioning
• Final settlement
Designing
• Conceptual Design
• Preliminary Design
•Detail Design
- Architectural
- Geotechnical
- Structure
- HVAC
- Integrated services
Need based
AssessmentEfforts/
Cost
Time
Conceptualization
Erection/Installation/Construc
tion
Termination
PROJECT LIFE CYCLE
(Conventional Delivery Method)
Cumulative
Cost/Efforts
Planning &
Feasibility
• Technical
Feasibility
•Economical
Feasibility

48. 48
FOCUSING ON BROAD
ORGANIZATIONAL NEEDS
 Three important criteria for projects:
 There is a need for the project.
 There are funds available for the project.
 There is a strong will to make the project succeed.

49. 49
PROJECT
SCREENING
PROCESS

50. Public sector Private sector
Civil engineering
(Civil infrastructure)
Civil Engineers
Highways or
Infrastructure
engineers
Quantity surveyors
Civil Engineers
Cost managers
Cost Engineers
Building
(Social infrastructure)
Civil or Archit. Engineer
Building Engineers
Quantity surveyors
Cost managers
Quantity surveyors
Commercial surveyors
Value managers
PRELIMINARY COST ESTIMATES
The initial stage of any development is to calculate if the project is financially
viable. Cost Managers, commercial surveyors or cost engineers work out an
approximate budget which id evaluated by the client’s appraisal team. In the
costing, price of land, any special engineering considerations, make
assumptions about the construction method and the revenue the project may
generate are considered. They may approach specialists for advice in areas
where the costs may radically alter the budget e.g. provision of water, gas and
electric to a site.

51. 51
PROJECT SELECTION CRITERIA
 Financial:
 Net Present Value (NPV)
 Net Future Worth
 Net Annual Worth
 Internal Rate of Return IRR
 External Rate of Return (ERR)
 Payback Period Method
 Benefit Cost Ratio Method
 Non-financial:
 Multi-Weighted Scoring Models
 PDRI
 SWOT

52. 52
WEIGHTED SCORING MODEL
 A weighted scoring model is a tool that provides a
systematic process for selecting projects based on
many criteria.
 Steps in identifying a weighted scoring model:
1. Identify criteria important to the project selection
process.
2. Assign weights (percentages) to each criterion so
they add up to 100 percent.
3. Assign scores to each criterion for each project.
4. Multiply the scores by the weights to get the total
weighted scores.
 The higher the weighted score, the better.

53. SAMPLE WEIGHTED SCORING MODEL FOR PROJECT SELECTION

54. PROJECT SCREENING MATRIX
FIGURE 2.3

55.  Once approval to build
has been gained the
project is designed in
more detail by the
Client’s designers.
 The design is usually
developed with
sufficient detail for
appropriate estimates /
prices, which are used
in tendering.
 The contractors price
the tender documents
so a contract can be
entered into for the
construction of the
project.
• The designers will be from the same disciplines who
prepared the planning reports but the main designers
are:
– Architect
– Structural Engineer
– Mechanical & Electrical Engineer
• Those who issue the contract documents for pricing in
the tender are:
– Principal Quantity Surveyor, (PQS)
• Coordination of the design is often managed by a:
– Project Manager
DESIGN DEVELOPMENT & COSTING

56. The degree to which the Client
wants to engage contractor varies.
At one end of the scale, a client
will provide a fully designed
project for the contractor to build
in return for a payment, at the
other end of the scale, the client
will provide only a brief and the
contractor will design build,
finance and maintain the project
for a number of years.
With complex projects specialists with construction specialism from other professions such as
marketing, legal, and Investment banking will be involved. They specialise in promoting the
project, and their companies, providing the funding to build the project and write the contracts
CONTRACTOR OR NO CONTRACTOR

57. Project
Inception
(Initialization)
Planning
and
Feasibility
Design
Tendering
and
Contracting
Construction
Testing and
Commissioning
Documentatio
n
-Conceptual
Studies
- Proposal(PC
I)
Legalization
 Licensing &
approvals
from OGRA
and other
Government
organization
Feasibility
 Preliminar
y feasibility
study
 Detailed
feasibility
study
 EIA
Planning
 Project
managem
ent
planning
Preliminary
Design
 Conceptual
Design
 Method of
constructio
n
Detailed
Design
 Design of
pipeline
 Design of
welds,
bends, CP
and other
accessorie
s
 Design of
crossings
 Preparatio
n of
specificatio
n
 Preparatio
n of
working
dawning
Tendering
 Preparation
of Tender
document
Contracting
 Advertising
 Selection of
contractor
 NTP
 Pre-
construction
conferences
Miscellaneou
s
 Misc. items
General Work
 Mobilization on site
 Construction of site office
 Marking of ROW
 Cleaning and grubbing of
ROW
 Surveying and leveling of
ROW
 Approvals from regulatory
bodies
Civil Works
 Earthwork, Excavation and
trenching
 Civil and miscellaneous
concrete works
 Construction of foundation for
pipeline
 Construction of Supports
 Construction of crossings
 Backfilling
Mechanical and Electrical
works
 Pipe bending
 Pipe welding
 Hydrostatic and radiographic
testing
 Coating and Cathodic
protection
 Electrical Isolation
Miscellaneous
Civil Works
 Earthwork,
Excavation and
trenching
 Civil and
miscellaneous
concrete works
 Construction of
foundation for
pipeline
 Construction of
Supports
 Construction of
crossings
 Backfilling
Mechanical and
Electrical works
 Pipe bending
 Pipe welding
 Hydrostatic and
radiographic testing
 Coating and Cathodic
protectionElectrical
Isolation
57

58. There are planning engineers
or others setting out the
construction plans / schedule.
Site engineers execute
construction as per schedule and
checks quality with or without the
help of consultants.
PLAN AND EXECUTION OF WORK
Projects are managed by a
mix of technical staff and
managers from the main
contractor.
They are experienced staff
from a variety of backgrounds
who manage the coordination
of the subcontractors.
Site Managers, site engineers, and site
supervisors manage the work on site. Site
quantity surveyors measure the work and
pay the subcontractors. The site teams are
supported by visiting experts such us
Safety advisors, environmental advisors,
construction planners.

59.  To ensure buildings are constructed soundly
sites are visited by Resident Engineer
 Safety on site is checked by HSE inspectors
 Environmental issues are monitored by
Environmental health officers
 Companies use Quality Assurance assessors
to control quality
 Inspectors help in all processes.
INSPECTION AND CONTROL

60. 60
LIFE CYCLE AND FORMULATION OF PUBLIC SECTOR
PROJECTS

61. Project Initiation
Project Planning
Approval
Project Execution
Origination
Impac
t/Degr
ee of
risk
PC-I
Preparation
Effort
s/
Cost
Tim
e
Concept
Clearan
ce
PC-II
Execution of project
(Design,
Erection/Installation/Construction)
TerminationPlanning
phase
Degree of risk
Cumulative
Cost
Project Close out
Project
Terminal
Evaluati
on
(PC-IV)
PC-I
Approved
Implementation
Project Lifecycle
(Public Sector Projects)
Project
Performan
ce
Monitoring
(PC-III)
Project
Impact
Evaluati
on
PC-V
Pre-PDWP
Project
Scrutiny
(Project
Appraisal)
61

62. PLANNING COMMISSION PERFORMAS
APPRAISAL MONITORING OUTPUT
EVALUATION
IMPACT
EVALUATION
PC-I
PERFORMA
PC-II
PERFORMA
PC-III
PERFORMA
PC-IV
PERFORMA
PC-V
PERFORMA
 Project
information
for pre-
investment
appraisal
 A planning
process from
project
identification
to its approval
 A milestone to
improve
project quality
 Baseline for
M&E
performance
measures
 Feasibility
study of a
large scale
developme
nt project
 Complete
survey of
project
design
 Experts’
opinion &
justification
to tie up
large
resources
in a
programme
Progress report
on funding &
achievement of
a project
milestones
Extent of project
performance on
quarterly basis
Identification of
bottlenecks
experienced
during on-going
project activities
Project
completion
report
Self
assessment of
project
financial &
physical
output
Internal
analysis of
project output
Baseline for
M&E process
of measuring
project
outcome &
immediate
impact
Post-completion
project report
 Project impact
assessment report
Follow up of the
terminal evaluation
report
Particulars
regarding
operation &
maintenance of the
project with
regards to project
evaluation.
M&E process of
measuring project
outcome &
immediate impact

63. ORIGNATIONOFSCHEMES
SchematicforADPFormulation

64. STAGES OF A PUBLIC SECTOR PROJECT
1. Identification
2. Preparation
3. Appraisal
4. Implementation
5. Evaluation

65. PRE-INVESTMENT QUESTIONS TO BE ANSWERED
IN THE PROPOSAL
 What to be done? Scope of Project / Nature of activities
 Why to be done? Objectives
 Where to be done? Location of activity
 When to be done? Phasing of activities / Schedule
 What cost / benefits? Physical (Financial), Human (Social)
 What plan of action? Organization, Management
 Who will benefit? Target group

66. Project Appraisal

67. THANK YOU
67