jain university Project Report

School of Engineering & Technology
Jain Global Campus, Kanakapura Taluk - 562112
Ramanagara District, Karnataka, INDIA
2013-2014
A Project Report on
Time and Resource Management of Construction Project
Submitted in partial fulfilment for the award of the degree of
BACHELOR OF ENGINEERING
IN
CIVIL ENGINEERING
Submitted by
Rathan Kumar N M (09BE6CV035)
Amruthesh K (09BE6CV008)
Sukesh Shetty (09BE6CV043)
Mentor
Dr. Shashishankar A
HOD,
Department of Civil Engineering
(Internal Guide)
Mr. Yashwanth
Managing Director, SYConE CPMC PVT. LTD
(External Guide)

SCHOOL OF ENGINEERING & TECHNOLOGY
Jain Global campus
Kanakapura Taluk - 562112
Ramanagara District
Karnataka, INDIA
CERTIFICATE
This is to certify that this project work titled ‗Time and Resource Management of
Construction Project’, is carried out by ‘Rathan Kumar N M (09BE6CV035)’,
‘Amrutesh K (09BE6CV008)’ and ‘Sukesh Shetty (10BE6CV043)’, bona fide students
of Bachelor of Civil Engineering at the School of Engineering & Technology, Jain
University, in partial fulfilment for the award of Bachelor of Engineering in
Civil Engineering, during the year 2013-2014
External Examiner:
1.
2.
Dr. A Shashishankar Mr. Yashwanth C B Mohan
Professor – Civil Department
SET – Jain University
Date:
Managing Director
SYConE CPMC PVT. LTD
Date:
Associate Director
SET – Jain University
Date:
(HOD) (External guide) (Associate Director)
(Internal Project Guide)

DECLARATION
We, ‗Rathan Kumar N M, Sukesh Shetty , Amrutesh K’, students of VIII semester B.E
in Civil Engineering at School of Engineering and Technology – Jain University, hereby
declare that the dissertation titled ‗Time and Resource Management of Construction
Project’ has been conducted by us at School of Engineering and Technology – Jain
University (SET-JU) and submitted in partial fulfilment for the award of Bachelor of
Engineering in Civil Engineering, during the academic year February – May 2013-2014,
under the guidance and supervision of Dr. Shashishankar A, Professor and Head,
Department of Civil Engineering. Further the matter embodied in the dissertation has not
been submitted previously by anybody for the award of any degree or diploma to any
University, to the best of my knowledge and faith.
PLACE :
DATE :
Rathan Kumar N M Amrutesh K Sukesh K
(09BE6CV035) (09BE6CV008) (10BE6CV043)

ABSTRACT
Project management is the process and activity of planning, organizing, motivating, and
controlling resources, procedure and protocols to realize completion of the project. The
primary challenge of project management is to achieve all of the project goals and
objectives while honouring the preconceived constraints. The constraints are scope, time,
quality and budget.
The purpose of this project is to utilize time and resource efficiently. The title of the
project is ―Time and Resource Management‖, in-order to manage Resources such as
labour, material, cost, so on.
Time is a very important factor to complete the work within the given deadline or even
earlier. The project is done with the use of MSP which is project management software.
The procedure for the project included understanding the project and creation of WBS,
creation of level 3 activities, master construction programme, resource scheduling and cash
flow projection, monitoring and tracking.
Detailed quantity estimation of constructing a villa is being shown in this project. Also the
time estimation and management of the villa is also included in this report.

CONTENTS
Abstract ....................................................................................................... i
Contents ......................................................................................................... ii
List of tables ................................................................................................... v
List of figures ................................................................................................ vi
1 Introduction ...................................................Error! Bookmark not defined.
1.1 History......................................................Error! Bookmark not defined.
1.1.1 The Pre 19th
century ............................Error! Bookmark not defined.
1.1.2 The 20th
century ................................................................................ 2
1.2 Approaches of project management....................................................... 2
1.3Process of project management................................................................. 2
1.3.1 initiation........................................................................................... 3
1.3.1.1 Scope of the project management company ............................. 3
1.3.2 Planning .......................................................................................... 3
1.3.3 Executing ......................................................................................... 4
1.3.4 Monitoring and controlling ............................................................... 4
1.3.5 Closing............................................................................................. 4
1.4 Constraints of a project............................................................................ 5
1.4.1 Time................................................................................................. 5
1.4.2 Cost.............................................................................................. 5
1.4.3 Scope ............................................................................................... 6
1.4.4 Quality ............................................................................................. 6

1.5 Time management ................................................................................... 6
1.5.1 The importance of time management for a construction project .......... 7
1.6 Resource management ............................................................................. 8
1.6.1 Labour productivity .......................................................................... 8
1.6.2 Material management ....................................................................... 9
1.7 Scheduling .............................................................................................10
1.7.1 Methods of scheduling.......................................................................11
2 Site Details ................................................................................................13
2.1 Companies involved in the project .........................................................13
2.2 Enterprise project structure....................................................................14
2.3 Organization breakdown structure............Error! Bookmark not defined.4
2.4 Work breakdown structures ....................................................................14
3 Drawing Details ..........................................................................................24
3.1 Groung floor ..........................................................................................24
3.2 First floor...............................................................................................25
3.3 Second floor...........................................................................................26
3.4 Terrace floor ..........................................................................................27
4 Estimation and Quantites............................................................................28
5 Reports obtained from MSP........................................................................39
5.1 S-Curve Method .....................................................................................39

5.1.1 Generating S-Curve .............................................................................39
5.1.1.1Project Benchmark ............................................................................39
5.1.1.2 Steps to generate S-Curve .................................................................39
5.2 Gantt Chart ............................................................................................41
5.3Project Summary Report..........................................................................42
5.4 Tracking Reports....................................................................................41
5.4 Cash-Flow Report ..................................................................................41
6.0 Conclusion and Discussions.....................................................................42
7.0 References ..............................................................................................43

Time and Resource Management in Construction Project
Department of Civil Engineering, SET, Jain University
1
LIST OF TABLES
Table 2.1 Details of Villa at project site
Table 4.1 Estimation and Quantities

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LIST OF FIGURES
Figure.1.1 Process group flowchart
Figure 1.2 Project management triangle
Figure 2.1 Organization Breakdown Structure Flowchart
Figure 2.2 Typical Work Breakdown Structure
Figure 2.3 Activity and Event Network
Figure 3.1 Ground Floor Plan
Figure 3.2 First Floor Plan
Figure 3.3 Second Floor Plan
Figure 3.4 Terrace Floor Plan
Figure 5.1 S-Curve Graphs
Figure 5.2 Simple Gantt chart

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1
CHAPTER 1
1. INTRODUCTION
Management is the process of getting activities completed efficiently and
effectively with and through other people. The term Management has different
meaning in different perspective.
Project management is the process and activity of planning, organizing,
motivating, and controlling resources, procedures and protocols to achieve
specific goals in scientific or daily problems. A project is a temporary endeavor
designed to produce a unique product, service or result with a defined beginning
and end (usually time-constrained, and often constrained by funding or
deliverables), undertaken to meet unique goals and objectives, typically to bring
about beneficial change or added value. The temporary nature of projects stands
in contrast with business as usual (or operations), which are repetitive,
permanent, or semi-permanent functional activities to produce products or
services. In practice, the management of these two systems is often quite
different, and as such requires the development of distinct technical skills and
management strategies.
The primary challenge of project management is to achieve all of the project
goals and objectives while honoring the preconceived constraints. The primary
constraints are scope, time, quality and budget. The secondary — and more
ambitious — challenge is to optimize the allocation of necessary inputs and
integrate them to meet pre-defined objectives.
1.1. HISTORY
1.1.1. THE PRE 19TH CENTURY
Until 1900, civil engineering projects were generally managed by creative
architects, engineers, and master builders themselves. Project management has
existed in some form for thousands of years. After all anything that requires an
approach where humans organize effectively to a plan and achieve specific
objectives can be loosely defined as a project. How else would have humans
achieved some of stunning wonders and achievements.

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The forerunners of engineers, practical artists and craftsmen, proceeded mainly
by trial and error. Yet tinkering combined with imagination produced many
marvelous devices. Many ancient monuments cannot fail to incite admiration.
The admiration is embodied in the name ―engineer‖ itself. It originated in the
eleventh century from the Latin ingeniator, meaning one with ingenium, the
ingenious one.
The 18th and 19th Century and the Industrial Revolutions witnessed changes in
the Western World with industrial revolutions and with this the birth of
management principles in the business to become the backbone of project
management.
1.1.2. THE 20TH CENTURY
The 20th century witnessed colossal improvements across the world with two
industrial revolutions which required a far more structured approach to business
and management as the scale of objectives changed.
1.2. APPROACHES OF PROJECT MANAGEMENT
 The traditional approach
 PRINCE2
 Critical chain project management
 Event chain methodology
 Process-based management
 Agile project management
 Lean project management
 Extreme project management
 Benefits realization management
1.3. PROCESSES OF PROJECT MANAGEMENTS
Traditionally, project management includes a number of elements: four to five
process groups, and a control system. Regardless of the methodology or
terminology used, the same basic project management processes will be used.

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Major process groups generally include:
 Initiation
 Planning
 Execution
 Monitoring and controlling
 Closing
Figure 1.1 Process groups flowchart
1.3.1. INITIATION
The Project Initiation Phase is the most crucial phase in the Project Life Cycle,
as it's the phase in which you define your scope and hire your team. With a
clearly defined scope and a suitably skilled team, you can ensure success.
If this stage is not performed well, it is unlikely that the project will be
successful in meeting the business‘ needs. The key project controls needed here
are an understanding of the business environment and making sure that all
necessary controls are incorporated into the project. Any deficiencies should be
reported and a recommendation should be made to fix them.
1.3.1.1. SCOPE OF PROJECT MANAGEMENT COMPANY (PMC)
 Planning and Co-ordination
 Construction Supervision
o Control over Master Construction Schedule (MCS)
 Quality Control
 Site co-ordination and Construction Execution
 Personnel
 PMC‘s responsibility after completion of project
 Professional Misconduct
1.3.2. PLANNING
After the initiation stage, the project is planned to an appropriate level of detail
(see example of a flow-chart). The main purpose is to plan time, cost and

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resources adequately to estimate the work needed and to effectively manage risk
during project execution. As with the Initiation process group, a failure to
adequately plan greatly reduces the project's chances of successfully
accomplishing its goals. Additional processes, such as planning for
communications and for scope management, identifying roles and
responsibilities, determining what to purchase for the project and holding a kick-
off meeting are also generally advisable. For new product development projects,
conceptual design of the operation of the final product may be performed
concurrent with the project planning activities, and may help to inform the
planning team when identifying deliverables and planning activities.
1.3.3. EXECUTING
Executing consists of the processes used to complete the work defined in the
project plan to accomplish the project's requirements. Execution process involves
coordinating people and resources, as well as integrating and performing the
activities of the project in accordance with the project management plan. The
deliverables are produced as outputs from the processes performed as defined in
the project management plan and other frameworks that might be applicable to
the type of project at hand.
1.3.4. MONITORING AND CONTROLLING
Monitoring and controlling consists of those processes performed to observe
project execution so that potential problems can be identified in a timely manner
and corrective action can be taken, when necessary, to control the execution of
the project. The key benefit is that project performance is observed and measured
regularly to identify variances from the project management plan.
1.3.5. CLOSING
Closing includes the formal acceptance of the project and the ending thereof.
Administrative activities include the archiving of the files and documenting
lessons learned.

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The Closing phase consists of:
Contract closure: Complete and settle each contract (including the resolution of
any open items) and close each contract applicable to the project or project
phase.
Project closure: Finalize all activities across all of the process groups to
formally close the project or a project phase.
1.4. CONSTRAINTS OF A PROJECT
The project management triangle is used by managers to analyze or understand
the difficulties that may arise due to implementing and executing a project. All
projects irrespective of their size will have many constraints.
Although there are many such project
constraints, these should not be barriers for
successful project execution and for the
effective decision making.
There are three main interdependent
constraints for every project; Time, Cost
and Scope. This is also known as Project
Management Triangle.
Fig 1.2 Project Management Triangle
1.4.1. TIME
A project's activities can either take shorter or longer amount of time to
complete. Completion of tasks depends on a number of factors such as the
number of people working on the project, experience, skills, etc.
Time is a crucial factor which is uncontrollable. On the other hand, failure to
meet the deadlines in a project can create adverse effects. Most often, the main
reason for organizations to fail in terms of time is due to lack of resources.

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1.4.2. COST
It's imperative for both the project manager and the organization to have an
estimated cost when undertaking a project. Budgets will ensure that project is
developed or implemented below a certain cost.
Sometimes, project managers have to allocate additional resources in order to
meet the deadlines with a penalty of additional project costs.
1.4.3. SCOPE
Scope looks at the outcome of the project undertaken. This consists of a list of
deliverables, which need to be addressed by the project team.
A successful project manager will know to manage both the scope of the project
and any change in scope which impacts time and cost.
1.4.4. QUALITY
Quality is not a part of the project management triangle, but it is the ultimate
objective of every delivery. Hence, the project management triangle represents
implies quality.
Many project managers are under the notion that 'high quality comes with high
cost', which to some extent is true. By using low quality resources to accomplish
project deadlines does not ensure success of the overall project. Like with the
scope, quality will also be an important deliverable for the project.
1.5. TIME MANAGEMENT
Time management is the act of taking conscious control over the amount of time
spent on specific activities. One exercises time management to increase
productivity, effectiveness and efficiency, also practicing skills and using tools
and techniques to aid in accomplishing tasks, projects or working toward goals
and deadlines.
Time management is about effective scheduling of your time, goal setting,
prioritizing and choosing what to do and what not to do, delegating tasks,

7
analyzing and reviewing spent time, organizing workspace, keeping
concentration and focus at work, motivating to work towards a goal.
Managing time can gain extra productive hours which can lead to increased
efficiency and productivity.
Time management is the strategy of organizing and implementing conscious
regulation on the time-frame allocated to a particular activity, with the purpose
of enhancing the effectiveness, proficiency and productivity. Time management
may be assisted by an assortment of tools, devices, and techniques utilized to
manage valuable time whenever undertaking particular projects, tasks and
objectives complying with a deadline.
Implementation of time management entails a broad range of activities, which
includes preparation, allocation and delegation, evaluation, supervision,
scheduling and prioritizing.
1.5.1. THE IMPORTANCE OF TIME MANAGEMENT FOR A
CONSTRUCTION PROJECT
 Effective time management is used to assign workers attainable goals,
resources and time-frames to lower the overall cost of the project with the
efficient use of their billable hours and energy.
 Time management is important in construction because it organizes the
allotted time set for the completion of the task for the purpose of meeting
or even beating the deadline.
 Time management is important to a contractor's profitability because they
are given a legally binding contract in which failure to abide by its terms
and deadlines can result to a partial lost in monetary payment or even
cancellation of the contract.
 Proper use of time management techniques can result in the completion of
project, on time, and create a positive testimonial for the contractor.
The effective use of time management is a vital element needed by construction
companies to successfully meet the budget and allocated timeframe for the

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completion of any development work. It is not just a tool used in construction
management but is a key to achieving corporate profitability and success.
1.6. RESOURCE MANAGEMENT
Resource management is the efficient and effective deployment of an
organization's resources when they are needed. Such resources may include
financial resources, inventory, human skills, production resources, or information
technology.
A dimension of resource development is included in resource management by
which investment in resources can be retained by a smaller additional investment
to develop a new capability that is demanded, at a lower investment than
disposing of the current resource and replacing it with another that has the
demanded capability.
In conservation, resource management is a set of practices pertaining to
maintaining natural systems integrity. Examples of this form of management are
resource management, soil conservation, forestry, wildlife management and water
resource management.
The broad term for this type of resource management is natural resource
management.
Good project management in construction must vigorously pursue the efficient
utilization of labor, material and equipment. Improvement of labour productivity
should be a major and continual concern of those who are responsible for cost
control of constructed facilities. Material handling, which includes procurement,
inventory, shop fabrication and field servicing, requires special attention for cost
reduction. The use of new equipment and innovative methods has made possible
wholesale changes in construction technologies in recent decades. Organizations
which do not recognize the impact of various innovations and have not adapted to

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changing environments have justifiably been forced out of the mainstream of
construction activities.
1.6.1. LABOUR PRODUCTIVITY
Productivity in construction is often broadly defined as output per labour hour.
Since labour constitutes a large part of the construction cost and the quantity of
labour hours in performing a task in construction is more susceptible to the
influence of management than are materials or capital, this productivity measure
is often referred to as labour productivity. However, it is important to note that
labour productivity is a measure of the overall effectiveness of an operating
system in utilizing labour, equipment and capital to convert labour efforts into
useful output, and is not a measure of the capabilities of labour alone.
1.6.2. MATERIAL MANAGEMENT
Materials management is an important element in project planning and control.
Materials represent a major expense in construction, so minimizing procurement
or purchase costs presents important opportunities for reducing costs. Poor
materials management can also result in large and avoidable costs during
construction. First, if materials are purchased early, capital may be tied up and
interest charges incurred on the excess inventory of materials.
Even worse, materials may deteriorate during storage or be stolen unless special
care is taken. For example, electrical equipment often must be stored in
waterproof locations. Second, delays and extra expenses may be incurred if
materials required for particular activities are not available. Accordingly,
insuring a timely flow of material is an important concern of project managers.
Materials management is not just a concern during the monitoring stage in which
construction is taking place. Decisions about material procurement may also be
required during the initial planning and scheduling stages. For example, activities
can be inserted in the project schedule to represent purchasing of major items
such as elevators for buildings. The availability of materials may greatly
influence the schedule in projects with a fast track or very tight time schedule:
sufficient time for obtaining the necessary materials must be allowed. In some
case, more expensive suppliers or shippers may be employed to save time.

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Materials management is also a problem at the organization level if central
purchasing and inventory control is used for standard items. In this case, the
various projects undertaken by the organization would present requests to the
central purchasing group. In turn, this group would maintain inventories of
standard items to reduce the delay in providing material or to obtain lower costs
due to bulk purchasing. This organizational materials management problem is
analogous to inventory control in any organization facing continuing demand for
particular items.
Materials ordering problems lend themselves particularly well to computer based
systems to insure the consistency and completeness of the purchasing process. In
the manufacturing realm, the use of automated materials requirements planning
systems is common. In these systems, the master production schedule, inventory
records and product component lists are merged to determine what items must be
ordered, when they should be ordered, and how much of each item should be
ordered in each time period. The heart of these calculations is simple arithmetic:
the projected demand for each material item in each period is subtracted from the
available inventory. When the inventory becomes too low, a new order is
recommended.
For items that are non-standard or not kept in inventory, the calculation is even
simpler since no inventory must be considered. With a materials requirement
system, much of the detailed record keeping is automated and project managers
are alerted to purchasing requirements.
1.7. SCHEDULING
In project management, a schedule is a listing of project's milestones, activities,
and deliverables, usually with intended start and finish dates. Those items are
often estimated in terms of resource allocation, budget and duration, linked by
dependencies and scheduled events. A schedule is commonly used in project
planning and project portfolio management parts of project management.
Elements on a schedule may be closely related to the work breakdown structure
(WBS) terminal elements, the Statement of work, or a Contract Data
Requirements List.

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Planning, Scheduling (or organizing) and Control are considered to be basic
Managerial functions, and CPM/PERT has been rightfully accorded due
importance in the literature on Operations Research and Quantitative Analysis.
Far more than the technical benefits, it was found that PERT/CPM provided a
focus around which managers could brain-storm and put their ideas together. It
proved to be a great communication medium by which thinkers and planners at
one level could communicate their ideas, their doubts and fears to another level.
Most important, it became a useful tool for evaluating the performance of
individuals and teams.
There are many variations of CPM/PERT which have been useful in planning
costs, scheduling manpower and machine time.
WORK BREAKDOWN STRUCTURE
A work breakdown structure (WBS), in project management and systems
engineering, is a deliverable-oriented decomposition of a project into smaller
components.
A work breakdown structure element may be a product, data, service, or any
combination thereof. A WBS also provides the necessary framework for detailed
cost estimating and control along with providing guidance for schedule
development and control
1.7.1. METHODS OF SCHEDULING
CPM (Critical Path Method) and PERT (Program Evaluation Review Technique)
are project management techniques, which have been created out of the need of
Western industrial and military establishments to plan, schedule and control
complex projects. While CPM is easy to understand and use, it does not consider
the time variations that can have a great impact on the completion time of a
complex project.
The Program Evaluation and Review Technique (PERT) is a network model that
allows for randomness in activity completion times. PERT was developed in the
late 1950's for the U.S. Navy's Polaris project having thousands of contractors. It
has the potential to reduce both the time and cost required to complete a project.

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Essentially, there are six steps which are common to both the techniques.
The procedure is listed below:
I. Define the Project and all of its significant activities or tasks. The Project
(made up of several tasks) should have only a single start activity and a single
finish activity.
II. Develop the relationships among the activities. Decide which activities
must precede and which must follow others.
III. Draw the "Network" connecting all the activities. Each Activity should
have unique event numbers. Dummy arrows are used where required to avoid
giving the same numbering to two activities.
IV. Assign time and/or cost estimates to each activity
V. Compute the longest time path through the network. This is called the
critical path.
VI. Use the Network to help plan, schedule, and monitor and control the
project.
PERT planning involves the following steps:
1. Identify the specific activities and milestones.
2. Determine the proper sequence of the activities.
3. Construct a network diagram.
4. Estimate the time required for each activity.
5. Determine the critical path.
6. Update the PERT chart.
Benefits of PERT
• Expected project completion time.
• Probability of completion before a specified date.

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• The critical path activities that directly impact the completion time.
• The activities that have slack time and that can lend resources to
critical path activities.
• Activities start and end dates.

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Chapter 2
2. SITE DETAILS
Project: Vaishnavi Commune
2.1. COMPANIES INVOLVED IN PROJECT
Client: M/S. VAISHNAVI GROUP
Contractor: Adharsh Group
Architects: Eccumene Habitat Solutions PVT. LTD.
PMC: SYConE CPMC PVT. LTD
Structural Consultant: SHRADHA DESIGNTECH PVT.LTD
Electrical Consultants: POORNA ENGINEERING CONSULTANTS
PHE Consultants: PRISM CONSULTANTS
Landscape Consultants: TERRA FIRMA Landscape Architecture
Project Configuration:
 6 Acres of land
 46 Villas with Villament and Club House
 3 & 4 BHK villas
 3 BHK villa measures 3508 – 3787 Sq. ft.
 4 BHK villa measures 4030 – 4309 Sq. ft.

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Details of villa:
Table 2.1 Details of villa at the project site
2.2. ENTERPRISE PROJECT STRUCTURE
A Project is managed by a company which may be or may not be under its mother
company. The company who is managing the project is defined as enterprise in
project management. If a particular company having its branches and one of the
branch is managing the project. Then we have to enter the list of all the company
this list is called Enterprise Project Structure (EPS).
2.3. ORGANIZATION BREAKDOWN STRUCTURE
It is the list of people in a company who will be responsible for managing either
the work breakdown structure or activity in a project this is called as
organization breakdown structure.
2.4. WORK BREAKDOWN STRUCTURE
The functional elements of a project and their inter relationship are determined
by a technique is known as Work Breakdown Structure (WBS).
BHK Facing Type No.
3 East A 7
3 East B 6
3 West A 7
3 West B 6
4 East A 6
4 East B 5
4 West A 4
4 West B 4
3 North A 1
Total 46

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Figure 2.1 Flow chart represents the OBS of the Project
Figure 2.2 Typical WBS (Work Breakdown Structure) of a Building

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ACTIVITY
Performance of a specific task, operation, job or function which consumes time
and resource and has a definite beginning and end is called an Activity.
EVENT
An instantaneous point in time marking the beginning or end of one or more
activities is called an Event.
NETWORK
A Network is the diagrammatic representation of a work plan showing the
activities step by step leading to the established goal. It depicts the inter-
dependence between the various activities.
Figure 2.3 Representing Activity and Event Networks

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WORK BREAKDOWN STRUCTURE OF A VILLA
1. Sub-Structure
1.1. Marking
1.2. Earthwork
1.3. ATT
1.4. PCC
1.5. Foundation
1.5.1. Reinforcement
1.5.2. Shuttering
1.5.3. Concreting
1.6. Column
1.6.1. Column Marking
1.6.2. Reinforcement (up to soffit of plinth beam)
1.6.3. Shuttering
1.6.4. Concreting
1.7. Backfilling (up to soffit of plinth beam)
1.8. Size Stone Masonry
1.8.1. Excavation
1.8.2. PCC
1.8.3. SSM Work
1.9. DPC
1.10. Backfilling
1.11. Plinth Beam
1.11.1. Reinforcement
1.11.2. Shuttering
1.11.3. Concreting
2. Super Structure
2.1. Floor 00
2.1.1. Structural work
2.1.1.1. Backfilling
2.1.1.2. ATT for floor area
2.1.1.3. Soling
2.1.1.4. Floor PCC
2.1.1.5. Column

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2.1.1.5.1. Column Layout
2.1.1.5.2. Reinforcement
2.1.1.5.3. Shuttering
2.1.1.5.4. Concreting
2.1.1.6. Staircase Flights
2.1.1.6.1. Flight 1
2.1.1.6.2. Flight 2
2.1.1.7. First floor Slab
2.1.1.7.1. Beam Shuttering
2.1.1.7.2. Slab Shuttering
2.1.1.7.3. Beam Reinforcement
2.1.1.7.4. Slab Reinforcement
2.1.1.7.5. Electrical Conduting
2.1.1.7.6. Slab Concreting
2.1.2. Civil Finishes
2.1.2.1. Wet Finishes
2.1.2.1.1. Block Masonry
2.1.2.1.2. Ceiling Plastering
2.1.2.1.3. Wall Plastering
2.1.2.1.4. Granite Counters – Kitchen
2.1.2.1.5. Dadoing – Kitchen
2.1.2.1.6. Flooring
2.1.2.1.6.1. Vitrified
2.1.2.1.6.2. Marble (Laying)
2.1.2.1.7. Putty and Primer
2.1.2.1.8. First coat painting
2.1.2.1.9. Flooring – Marble - Polishing and Finishing
2.1.2.1.10. Painting Final/Polishing
2.1.2.2. Dry Finishes
2.1.2.2.1. Windows fixing
2.1.2.2.2. Staircase railing
2.1.2.2.3. Door frames and shuttering fixing
2.1.2.2.4. Fixing of Iron mongery works
2.1.3. MEP

20
2.1.3.1. Electrical
2.1.3.1.1. Chasing and Wall conduting
2.1.3.1.2. Wiring and switch plate fixing
2.1.3.1.3. Testing and commissioning
2.1.3.2. PHE Toilet and Kitchen
2.1.3.2.1. Pipe Laying – Waste and soil
2.1.3.2.2. Pipe Laying – Water
2.1.3.2.3. Pipe testing
2.1.3.2.4. Sanitary fixtures
2.1.3.3. Toilet
2.1.3.3.1. Chasing
2.1.3.3.2. Dadoing – Toilet
2.1.3.3.3. Granite Counters
2.2. Floor 01
2.2.1. Structural Work
2.2.1.1. Column
2.2.1.2. First flight of stairs
2.2.1.3. Beam and Slab work
2.2.1.3.4. Slab Reinforcement
2.2.2.1.4. Flooring

21
2.2.2.1.6. First coat painting
2.2.3. MEP
2.2.3.1. Electrical
2.2.3.2. PHE Toilet
2.2.3.2.1. Pipe Laying – Waste and soil
2.2.3.2.2. Pipe Laying – Water
2.2.3.2.3. Pipe testing
2.2.3.2.4. Sanitary fixtures
2.2.3.3. Toilet
2.2.3.3.1. Rough plastering
2.2.3.3.2. Chasing
2.2.3.3.3. Waterproofing
2.2.3.3.4. Bore Packing
2.2.3.3.5. Sunken Filling
2.2.3.3.6. Dadoing – Toilet
2.2.3.3.7. Toilet Flooring
2.2.3.3.8. Granite Counters
2.3. Study Room Slab
2.3.1. Structural Work
2.3.1.1. Column

22
2.3.1.2. First flight of stairs
2.3.1.3. Beam and Slab work
2.3.1.3.4. Slab Reinforcement – Stairs (2nd Flight)
2.3.1.4. Roof Slab
2.3.2.1.4. Flooring
2.3.3. MEP
2.3.3.1. Electrical
2.4. Terrace

23
2.4.1. Parapet wall and plastering
2.4.2. Weather Proofing
2.4.3. Landscaping
3. External Finishes
3.1. Civil
3.1.1. External Plastering
3.1.2. Pergola
3.1.3. External Painting
3.1.4. Car park Flooring
3.2. MEP
3.2.1. External Sewage Lines Laying
3.2.2. Chamber Construction
3.2.3. Water Supply Line
3.3. Landscaping
3.3.1. Hard scape
3.3.2. Soft scape
4. Snagging and Desnagging
4.1. Punch list and desnagging

24
Chapter 3
3. DRAWINGS DETAILS
3.1. GROUND FLOOR
Note: All dimensions are in mm

25
3.2. First FLOOR

26
3.3. SECOND FLOOR

27
3.4. TERRACE FLOOR

28
Chapter 4
4. ESTIMATION AND QUANTITIES
Item No.
Particulars and
Description No.s
Volume
(m3
) Percent
Density of
Steel
Quantity of
Steel (Kgs) Comments
1. Steel in RCC
Works
1.1RCC Footing
@ 0.5%
Total Footing of a
villa 1 23.854375 0.005 7850 936.2842188
Density of Steel 78.5
q/cu m
1.2 RCC
Coulmn @
1.5%
a) Total Quantity
Steel in Columns of
Ground Floor 1 3.969 0.015 7850 467.34975
q/cu m
b) Total Quantity
Steel in Columns of
First Floor 1 3.73275 0.015 7850 439.5313125
q/cu m
c) Total Quantity
Steel in Columns of
Second Floor 1 1.134 0.015 7850 133.5285
q/cu m
1.3 RCC Roof
Slab @ 0.8%
a) Total Quantity
Steel in Ground Floor
Slab 1 22.275 0.008 7850 1398.87
q/cu m
b) Total Quantity
Steel in First Floor
Slab 1 18.39 0.008 7850 1154.892
q/cu m
c) Total Quantity
Steel in Second Floor
Slab 1 3.6 0.008 7850 226.08
q/cu m
d) Total Quantity
Steel in Study Room
Slab 1 1.9305 0.008 7850 121.2354
q/cu m
e) Total Quantity
Steel in Terrace Floor
Slab 1 5.94 0.008 7850 373.032
q/cu m
1.4 RCC Beam
@ 1.0%
a) Total Quantity
Steel in Ground Floor
Beam 1 8.1855 0.01 7850 642.56175

29
b) Total Quantity
Steel in First Floor
Beam 1 8.1855 0.01 7850 642.56175
c) Total Quantity
Steel in Second Floor
Beam 1 1.692 0.01 7850 132.822
d) Total Quantity
Steel in Terrace Floor
Beam 1 2.0376 0.01 7850 159.9516
1.5 RCC Plinth
Beam @ 1.0%
a) PB1 + PB2 1 3.9 0.01 7850 306.15
q/cu m
b) PB3 1 1.9 0.01 7851 149.169
q/cu m
Item No.
Particulars and
Description No.s
Volume
(m3
) Comments
2. Earthwork
in Foundation
Quantity of
Excavation for all
footings 1 82.350625
Footing Type No.s Length (m) Bredth (m) Depth (m)
Quantity of
Excavation (m3
)
4EACF1 1 3.4 1.9 0.5 9.69
4EAF1 2 1.75 1.5 0.35 8.6625
4EAF2 5 1.9 1.7 0.4 25.84
4EAF3 3 2.2 1.95 0.45 19.9485
4EAF4 1 2.45 2.2 0.5 8.085
4EAF5 1 2.85 2.45 0.55 10.124625
Total Quantity of Excavation
(m3
) 82.350625
Item
Particulars and
Description
No.s Length (m)
Bredth
(m)
Height or
Depth (m)
Quantity (m3
) Comments
3. Block Work
a) Ground Floor
Blockwork
i) 200 mm Blocks 1 76.847 0.215 2.95 48.74020975
ii) 100 mm Blocks 1 3.35 0.1 2.95 0.98825
b) First Floor
Blockwork
i) 200 mm Blocks 1 82.072 0.215 2.95 52.054166
ii) 100 mm Blocks 1 14.55 0.1 2.95 4.29225

30
c) Second Floor
Blockwork
i) 200 mm Blocks
(Parapet) 1 61.472 0.215 0.6 7.929888
ii) 200 mm Blocks
(Study Room) 1 26.65 0.215 2.95 16.9027625
Total Quantity of 200 mm Blocks 125.6270263 m3
Total Quantity of 100 mm Blocks 5.2805 m3
3.1
Deductions
a) Ground
Floor
CW-01 1 2.7 0.2 1.65 0.891
DT-01 1 1.05 0.2 2.4 0.504
DT-02 1 0.9 0.1 2.4 0.216
DT-02 1 0.9 0.2 2.4 0.432
DT-03 2 0.85 0.2 2.4 0.816
DWT-01 1 1.5 0.2 2.4 0.72
SD-01 1 2.4 0.2 2.4 1.152
V-03 2 0.6 0.2 1.2 0.288
W-01 2 1.2 0.2 1.4 0.672
W-02 1 1.2 0.2 1.65 0.396
W-03 1 1 0.2 1.65 0.33
W-04 1 1.35 0.2 1.65 0.4455
W-05 1 0.6 0.2 1.65 0.198
b) First Floor
CW-01 2 2.7 0.2 1.65 1.782
DT-02 2 0.9 0.1 2.4 0.432
DT-02 2 0.9 0.2 2.4 0.864
DT-03 2 0.85 0.1 2.4 0.408
SD-01 1 2.4 0.2 2.4 1.152
V-02 1 1 0.2 1.2 0.24
V-04 1 0.85 0.2 1.2 0.204
W-02 1 1.2 0.2 1.65 0.396
W-03 1 1 0.2 1.65 0.33
W-05 1 0.6 0.2 1.65 0.198
c) Second
Floor
CW-01 1 2.7 0.2 1.65 0.891
DT-04 1 0.9 0.2 2.3 0.414

31
W-05 1 0.6 0.2 1.65 0.198
Deductions 200 mm
Wall 13.5135 m3
Deductions 100 mm
Wall 1.056 m3
Quantity of Blockwork After Deduction (200 mm) + 10% wastage 123.3248789 m3
Quantity of Blockwork After Deduction (100 mm) + 10% wastage 4.64695 m3
Total Number of 200 mm Block 7707.80493 Units
Total Number of 100 mm Block 580.86875 Units
Item
Particulars and
Description
No.s Length (m)
Bredth
(m)
Height or
Depth (m)
Quantity (m2
) Comments
4. Wall
Plastering
4.1 Ground
Floor
i) Interior Walls 1 98.8 2.95 291.46 468.805
ii) Exterior Walls 1 56.3 3.15 177.345
4.2 First Floor
i) Interior Walls 1 92.8 2.95 273.76 430.7875
ii) Exterior Walls 1 49.85 3.15 157.0275
4.3 Second
Floor
i) Interior Walls 1 18.2 2.95 53.69 116.69
ii) Exterior Walls 1 20 3.15 63
Total Wall Plastering 1016.2825 m2
Item
Particulars and
Description
No.s Length (m)
Bredth
(m)
Height or
Depth (m)
Quantity (m2
) Comments
4.4
Deductions
a) Ground
Floor
CW-01 1 2.7 1.65 4.455
DT-01 1 1.05 2.4 2.52
DT-02 2 0.9 2.4 4.32
DT-03 2 0.85 2.4 4.08

32
DWT-01 1 1.5 2.4 3.6
SD-01 1 2.4 2.4 5.76
V-03 2 0.6 1.2 1.44
W-01 2 1.2 1.4 3.36
W-02 1 1.2 1.65 1.98
W-03 1 1 1.65 1.65
W-04 1 1.35 1.65 2.2275
W-05 1 0.6 1.65 0.99
b) First Floor
CW-01 2 2.7 1.65 8.91
DT-02 2 0.9 2.4 4.32
DT-02 2 0.9 2.4 4.32
DT-03 2 0.85 2.4 4.08
SD-01 1 2.4 2.4 5.76
V-02 1 1 1.2 1.2
V-04 1 0.85 1.2 1.02
W-02 1 1.2 1.65 1.98
W-03 1 1 1.65 1.65
W-05 1 0.6 1.65 0.99
c) Second
Floor
CW-01 1 2.7 1.65 4.455
DT-04 1 0.9 2.3 2.07
W-05 1 0.6 1.65 0.99
Total Wall Plastering 78.1275 m2
Wall Plastering After Deduction + 10% extra 1031.9705 m2
Item
Particulars and
Description
No.s Length (m)
Bredth
(m)
Height or
Depth (m)
Quantity (m3
) Comments
5. RMC
5.1 RMC for
footing
4EACF1 1 3.4 1.9 0.5 3.23
4EAF1 2 1.75 1.5 0.35 1.8375
4EAF2 5 1.9 1.7 0.4 6.46
4EAF3 3 2.2 1.95 0.45 5.7915
4EAF4 1 2.45 2.2 0.5 2.695
4EAF5 1 2.85 2.45 0.55 3.840375
Total RMC required for footing 23.854375 m3

33
5.2 RMC for
Column
Columns of Ground
Floor
4EAC16 2 0.2 0.45 3.15 0.567
4EAC17 1 0.2 0.45 3.15 0.2835
4EAC12 1 0.2 0.45 3.15 0.2835
4EAC13 1 0.2 0.45 3.15 0.2835
4EAC11 1 0.2 0.45 3.15 0.2835
4EAC8 1 0.2 0.6 3.15 0.378
4EAC9 1 0.2 0.45 3.15 0.2835
4EAC10 1 0.2 0.375 3.15 0.23625
4EAC6 1 0.2 0.375 3.15 0.23625
4EAC7 1 0.2 0.45 3.15 0.2835
4EAC3 1 0.2 0.45 3.15 0.2835
4EAC4 1 0.2 0.45 3.15 0.2835
4EAC5 1 0.2 0.45 3.15 0.2835
Sum 3.969 m3
Columns of First
Floor
4EAC16 2 0.2 0.45 3.15 0.567
4EAC17 1 0.2 0.45 3.15 0.2835
4EAC12 1 0.2 0.45 3.15 0.2835
4EAC13 1 0.2 0.45 3.15 0.2835
4EAC11 1 0.2 0.45 3.15 0.2835
4EAC8 1 0.2 0.6 3.15 0.378
4EAC9 1 0.2 0.45 3.15 0.2835
4EAC10 1 0.2 0.375 3.15 0.23625
4EAC7 1 0.2 0.45 3.15 0.2835
4EAC3 1 0.2 0.45 3.15 0.2835
4EAC4 1 0.2 0.45 3.15 0.2835
4EAC5 1 0.2 0.45 3.15 0.2835
Sum 3.73275 m3
Columns of Second
Floor
4EAC11 2 0.2 0.45 3.15 0.567
4EAC8 1 0.2 0.6 3.15 0.378
4EAC18 1 0.2 0.3 3.15 0.189
Sum 1.134 m3
Total RMC required for Columns 8.83575 m3

34
Item
Particulars and
Description
No.s
Quantity
(m3
)
Comments
5.3 RMC for
Slab
a) Total Quantity of
RMC in Ground Floor
Slab 1 22.275
b) Total Quantity of
RMC in First Floor
Slab 1 18.39
c) Total Quantity of
RMC in Second Floor
Slab 1 3.6
d) Total Quantity of
RMC in Study Room
Slab 1 1.9305
e) Total Quantity of
RMC in Terrace Floor
Slab 1 5.94
Total RMC required for Slabs 52.1355 m3
Item
Particulars and
Description
No.s
Quantity
(m3
)
Comments
5.3 RMC for
Plinth Beam
a) PB1 + PB2 1 3.9
b) PB3 1 1.9
Total RMC required for Plinth Beam 5.8 m3
Item
Particulars and
Description
No.s Length (m)
Bredth
(m)
Height or
Depth (m)
Quantity (m3
) Comments
5.3 RMC for
Beam
a) First Floor Beams 90.95 0.2 0.45 8.1855
b) Second Floor
Beam 18.8 0.2 0.45 1.692
Total RMC required for Beams 9.8775 m3
Quantity of RMC required for a villa + 10%
extra=
150.7546875
m3
Item Particulars and No.s Area (m2
) Depth (m) Quantity (m3
) Comments

35
Description
6. PCC
6.1 Ground
Floor Flooring
a) Guest Bedroom 1 18.153 0.1 1.8153
b) Living cum Dining 1 39.767 0.1 3.9767
c) Staircase 1 11.529 0.1 1.1529
d) Kitchen 1 11.29 0.1 1.129
e) Utility Room 1 6.125 0.1 0.6125
f) Servent Room +
Path 1 8.52 0.1 0.852
g) Lobby 1 6.12 0.1 0.612
h) Verandah 1 4.002 0.1 0.4002
Total PCC required for flooring 10.5506 m3
Footing Type No.s Length (m) Bredth (m)
Quantity of
Excavation
(m3
)
Comments
6.2 PCC below
Footing
4EACF1 1 3.4 1.9 0.756
4EAF1 2 1.75 1.5 0.663
4EAF2 5 1.9 1.7 1.995
4EAF3 3 2.2 1.95 1.548
4EAF4 1 2.45 2.2 0.636
4EAF5 1 2.85 2.45 0.80825
Total PCC required for flooring 6.40625 m3
6.3 PCC @ DPC Total PCC required for Damp-Proof 1.051875 m3
6.4 PCC below Plinth (Inner Walls) Total PCC required below Plinth 1.394 m3
6.5 PCC below
SSM
Total PCC required below SSM
3.22575 m3
Quantity of PCC required for a villa = 22.628475 m3
Quantity of PCC required for a villa + 10%
extra=
24.8913225
m3
7. Size Stone
Masonry
Quantity of SSM
8.415 m3

36
Item
Particulars and
Description
No.s Length (m)
Bredth
(m)
Height or
Depth (m)
Quantity of
Shuttering
(m2
)
Comments
8. Shuttering
8.1 Shuttering
for footings
4EACF1 1 3.4 1.9 0.5 5.3
4EAF1 2 1.75 1.5 0.35 4.55
4EAF2 5 1.9 1.7 0.4 14.4
4EAF3 3 2.2 1.95 0.45 11.205
4EAF4 1 2.45 2.2 0.5 4.65
4EAF5 1 2.85 2.45 0.55 5.83
Quantity of Shuttering for Footings 45.935 m2
8.2 Shuttering
for Column
a) Columns of
Ground Floor
4EAC16 2 0.2 0.45 3.15 8.19
4EAC17 1 0.2 0.45 3.15 4.095
4EAC12 1 0.2 0.45 3.15 4.095
4EAC13 1 0.2 0.45 3.15 4.095
4EAC11 1 0.2 0.45 3.15 4.095
4EAC8 1 0.2 0.6 3.15 5.04
4EAC9 1 0.2 0.45 3.15 4.095
4EAC10 1 0.2 0.375 3.15 3.6225
4EAC6 1 0.2 0.375 3.15 3.6225
4EAC7 1 0.2 0.45 3.15 4.095
4EAC3 1 0.2 0.45 3.15 4.095
4EAC4 1 0.2 0.45 3.15 4.095
4EAC5 1 0.2 0.45 3.15 4.095
Sum 57.33 m2
b) Columns of First
Floor
4EAC16 2 0.2 0.45 3.15 8.19
4EAC17 1 0.2 0.45 3.15 4.095
4EAC12 1 0.2 0.45 3.15 4.095
4EAC13 1 0.2 0.45 3.15 4.095
4EAC11 1 0.2 0.45 3.15 4.095
4EAC8 1 0.2 0.6 3.15 5.04
4EAC9 1 0.2 0.45 3.15 4.095
4EAC10 1 0.2 0.375 3.15 3.6225
4EAC7 1 0.2 0.45 3.15 4.095
4EAC3 1 0.2 0.45 3.15 4.095
4EAC4 1 0.2 0.45 3.15 4.095

37
4EAC5 1 0.2 0.45 3.15 4.095
Sum 53.7075 m2
c) Columns of
Second Floor
4EAC11 2 0.2 0.45 3.15 8.19
4EAC8 1 0.2 0.6 3.15 5.04
4EAC18 1 0.2 0.3 3.15 3.15
Sum 16.38 m2
Total Shuttering required for Columns 127.4175 m2
8.3 Shuttering for Slabs and Beams
i) Shuttering for Slab
a) Ground Floor Slab Shuttering 130.31 m2
b) First Floor Slab Shuttering 104.41 m2
c) Second Floor Slab Shuttering 24 m2
d) Study Room Slab Shuttering 12.87 m2
d) Terrace Floor Slab Shuttering 39.6 m2
Total Shuttering required for Slabs 311.19 m2
ii) Shuttering for
Beams
a) Ground Floor Beams 58.208 m2
b) First Floor Beams 58.23 m2
c) Second Floor Beams 12.032 m2
d) Plinth Beam 36.384 m2
Total Shuttering required for Beams 164.854 m2
Quantity of Shuttering required for Slabs & Beams 476.044 m2
Quantity of Shuttering required for a villa 649.3965 m2
Quantity of Shuttering required for a villa + 10% extra 714.33615 m2

38
Item
Particulars and
Description
No.s Area (m2
) Comments
9. Ceiling
Plastering
9.1 Ground
Floor Ceiling
a) Guest Bedroom 1 18.153
b) Living cum Dining 1 39.767
c) Staircase 1 11.529
d) Kitchen 1 11.29
e) Utility Room 1 6.125
f) Servent Room +
Path 1 8.52
g) Lobby 1 6.12
h) Verandah 1 4.002
i) Toilet-1 1 2.15
j) Toilet-2 1 3.6
k) Sitout 1 8.9
l) Parking 1 14.7
Total Ceiling in Ground Floor 134.856 m2
9.2 First Floor
Ceiling
a) Master Bed 31.3
b) Family Lounge 28.28
c) Court 1.78
d) Toilet-1 5.48
e) Toilet-2 5.035
f) Children's Bed 18.125
Total Ceiling in First Floor 90 m2
9.3 Second
Floor Ceiling
a) Study Room 20.339
Total Ceiling in First Floor 20.339 m2
Total Area of Ceiling Plastering 245.195 m2
Table 4.1 Estimation and Quantities

39
Chapter 5
5. REPORTS FROM MSP
5.1. S CURVE METHOD
S-curves are an important project management tool. They allow the progress
of a project to be tracked visually over time, and form a historical record of
what has happened to date. Analyses of S-curves allow project managers to
quickly identify project growth, slippage, and potential problems that could
adversely impact the project if no remedial action is taken.
5.1.1. Generating S-curves
5.1.1.1. Project Benchmarks
Percentage S-curves may be used to calculate important project benchmarks
on an ongoing basis, including:
 Project percentage growth (Target and Baseline S-curves)
 Project percentage slippage (Target and Baseline S-curves)
 Actual percentage complete against Target percentage complete to date
 Actual percentage complete against Baseline percentage complete to
date
5.1.1.2. Steps to generate S Curve
To generate a Baseline S-curve, a Baseline Schedule is required.
The Baseline Schedules should contain the following information for each
task:
 Baseline Start Date, Finish Date
 Baseline Man Hours and/or Costs

40
To generate Actual and Target S-curves, a Production Schedule is required.
The Production Schedules should contain the following information for each
task:
 Actual Start Date, Finish Date
 Actual Man Hours and/or Costs
 Actual Percentage Complete
Figure 5.1 S-Curve graphs

41
5.2. GANTT CHART
A Gantt chart, commonly used in project management, is one of the most popular
and useful ways of showing activities (tasks or events) displayed against time.
On the left of the chart is a list of the activities and along the top is a suitable
time scale. Each activity is represented by a bar; the position and length of the
bar reflects the start date, duration and end date of the activity. This allows you
to see at a glance:
 What the various activities are
 When each activity begins and ends
 How long each activity is scheduled to last
 Where activities overlap with other activities, and by how much
 The start and end date of the whole project
To summarize, a Gantt chart shows you what has to be done (the activities) and
when (the schedule).
Figure 5.2 Simple Gantt Chart
(Reports will be submitted by Hard Copy)

42

43
Chapter 6
6. CONCLUSION & DISCUSSIONS
In this project, the effective utilization of time and resource of constructing a
3BHK villa has been studied. Time is a very important factor to complete the
work within the given deadline or even earlier. The project is done with the use
of MSP which is project management software. The procedure for the project
included understanding the project and creation of WBS, creation of level 3
activities, master construction program, resource scheduling and cash flow
projection, monitoring and tracking.
Time, resource and cost are inter-related. If we reduce the time of completion,
the price will increase and vice- versa. The price will increase as the more
amount of labour and then resources will have to be made available in short time.
If resources are available near the site of construction, then the cost of
transportation and also tax charges will be minimum in turn reducing the cost of
the project.
The time estimation results showed that the 3bhk villa can be completed in 135
days given that the work will proceeded smoothly as planned.

44
Chapter 7
7. REFERENCES
1. Estimation and costing in Civil Engineering by B.N Dutta 26th
edition
2. Construction Planning And Management by P.S. Gahlot and B.M. Dhir
3. http://en.wikipedia.org/wiki/Project_management
4. http://www.tutorialspoint.com/management_concepts/project_management
_triangle.htm

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