Resource

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CHAPTER 1
INTRODUCTION
1.1 GENERAL
Materials management is a process for planning, executing and controlling field
and office activities in construction. The goal of materials management is to insure that
construction materials are available at their point of use when needed. The materials
management system attempts to insure that the right quality and quantity of materials are
appropriately selected, purchased, delivered and handled onsite in a timely manner and at a
reasonable cost. Materials management is the system for planning and controlling all of the
efforts necessary to ensure that the correct quality and quantity of materials are properly
specified in a timely manner, are obtained at a reasonable cost and most importantly are
available at the point of use when required. Thus Materials management is an important
element in project management.
Materials represent a major expense in construction, so minimizing procurement
costs improves opportunities for reducing the overall project costs. Poor materials management
can result in increased costs during construction. Efficient management of materials can result
in substantial savings in project costs. If materials are purchased too early, capital may be held
up and interest charges incurred on the excess inventory of materials .Materials may deteriorate
during storage or get stolen unless special care is taken. Delays and extras expenses may be
incurred if materials required for particular activities are unavailable. Ensuring a timely flow of
materials is an important concern of material management. For effectively managing and
controlling materials, the performance of materials management should be measured. A
performance measure calculates the effective working of a function. These performance
measures may differ from system to system. The measures divide the materials management
system in parts and make the working of the system more efficient. When joined, the measures
make the complete materials management system.
1.2 Resources
A resource is a source or supply from which a benefit is produced. Resources
can be broadly classified on the basis upon their availability they are renewable and non
renewable resources. They can also be classified as actual and potential on the basis of level of
development and use, on the basis of origin they can be classified as biotic and a biotic, and on

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the bases of their distribution, as ubiquitous and localized. An item becomes a resource with
time and developing technology. Typically resources are materials, energy, services, staff,
knowledge, or other assets that are transformed to produce benefit and in the process may be
consumed or made unavailable. Benefits of resource utilization may include increased wealth or
wants, proper functioning of a system, or enhanced well being. From a human perspective a
natural resource is anything obtained from the environment to satisfy human needs and wants.
From a broader biological or ecological perspective a resource satisfies the needs.
The concept of resources has been applied in diverse realms, with respect to
economics, biology and ecology, computer science, management, and human resources, and is
linked to the concepts of competition, sustainability, conservation, and stewardship. In
application within human society, commercial or non-commercial factors require resource
allocation through resource management. Resources have three main characteristics: utility,
limited availability, and potential for depletion or consumption. In economics a resource is
defined as a service or other asset used to produce goods and services that meet human needs
and wants.
Economics itself has been defined as the study of how society manages its scarce
resources. Classical economics recognizes three categories of resources, also referred to as
factors of production: land, labor, and capital and includes all natural resources and is viewed as
both the site of production and the source of raw materials. Labor or human resources consist
of human effort provided in the creation of products, paid in wage. Capital consists of human-
made goods or means of production (machinery, buildings, and other infrastructure) used in the
production of other goods and services, paid in interest. An economic or productive factor
required accomplishing an activity, or as means to undertake an enterprise and achieve desired
outcome. Three most basic resources are land, labor, and capital; other resources include
energy, entrepreneurship, information, expertise, management, and time.
1.3 ConstructionProjectManagement
Construction Project 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, cost
and quality.[1] CM is compatible with all project delivery systems,[2] 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

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estate, transportation infrastructure, industrial facilities, and military infrastructure), called
capital projects.
The Construction Management Association of America (CMAA) states the
most common responsibilities of a Construction Manager fall into the following 7 categories:
Project Management Planning, Cost Management, Time Management, Quality Management,
Contract Administration, Safety Management, and CM Professional Practice. CM professional
practice includes specific activities, such as defining the responsibilities and management
structure of the project management team, organizing and leading by implementing project
controls, defining roles and responsibilities, developing communication protocols, and
identifying elements of project design and construction likely to give rise to disputes and
claims.
Construction law is understood to be the whole field of law that affects the
construction industry. Depending on the country different laws will affect construction projects.
Construction is known as a litigious industry and construction projects are subject to various
statutory requirements for example, Building Regulations, Planning Permission and Health and
Safety laws in the UK. Knowledge of the laws that affect the construction industry is therefore
essential for the successful management of construction projects. Construction planning or
programming uses formal techniques to schedule activities, identify dependencies between
tasks, and allocate resources. Planning is the foundation of the construction project. It forms the
basis for cost, time and resource management. Without adequate planning the Construction
Manager can’t monitor progress against budget or schedule and can’t make efficient use of
his/her resources be they materials or people.
1.4 Construction Procurement
Procurement is the purchasing of good and or services of the right quality at the
best total cost of ownership. This can be repeat purchasing at favorable rates or longer term
partnerships. Procurement involves the development and implementation of a procurement
strategy that identifies the most appropriate procurement route for the construction project for
example Leasehold or PFI. Along with decisions about the best contract forms to use – JCT,
design and build etc. Procurement also manages the preparation of contracts, selection criteria,
the tendering process and the award of contract.

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1.5 Construction Quality Management
Construction Quality Management Quality management on a construction site
will include a quality system, quality assurance, quality planning and quality control. Together
these form the construction Quality Management System. The Quality Management System is a
construction standards, processes and methods used to manage quality. The quality assurance
function is often performed by independent bodies that own the quality system and monitor the
use of the system, for example in the UK a Local Authority Building Control Body will monitor
a construction project’s adherence to building regulations. Quality planning defines the
meaning of quality and how it will achieved. Quality control is a mechanism to check that
construction products and construction materials meet their quality criteria.
Quality control uses an iterative technique of quality reviews to check quality at
each construction stage. A Construction Manager is a central role in any construction project
and as we have seen construction management involves a wide range of disciplines. The
Construction Manager will be responsible for developing a work for the project. This requires
an in depth knowledge of the tasks, order of work, dependencies and lead times. For example
for large glass panels, what glass is needed, what needs to be done before it is installed and
when it needs to be ordered to meet construction schedules. Depending on the project size and
complexity the Construction Manager may work with procurement specialists or be directly
responsible for facilitating the procurement of materials and subcontractors, working with
construction contract delivery methods. On a day to day basis they will supervise the building
work, managing the hiring and firing of employees or managing subcontractors and partners.
While onsite Construction Managers instruct supervisors and foremen, track progress of the
construction for example the delivery materials and equipment and ensure adherence to health
and safety practices. The Construction Manager may also be responsible for or delegate the task
of obtaining licenses and permits for the site. They will work with architects and surveyors to
track progress, identify risks and issues and resolve problems.
In addition to ensuring timely project delivery the Construction Manager is
accountable for monitoring costs and delivering the project on budget. They will report
regularly to owners, clients and their own management on project progress and escalate any
issues that may impact budget, cost or quality. They will often work with budget cost tolerances
reporting any slippage outside of those tolerances to the client or senior management.
Depending on the project size the construction manager may be solely responsible for the
project or partly responsible for a phase or area of work. They may be assisted by or delegate to

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foremen or supervisors. Buildings and their construction have become increasingly complex.
New innovations in methods, designs and materials mean that the management of construction
projects requires professionals with the knowledge and skills to deliver on Timing.
The advent of smart phones, coupled with mobile computing technology,
provides construction engineers with unprecedented opportunities to improve the existing
processes of on-site construction management. Capitalizing on smart phone technology, this
study aimed to develop an effective on-site management system. The system was focused on
three important functions of on-site management: site monitoring, task management, and real-
time information sharing. For system development, various component technologies, such as
wireless communication, augmented reality, and client–server database, were utilized to
efficiently manage, transfer, and visualize project information on a mobile computing platform.
The applicability of the mobile system was verified on a real building construction site. This
study contributed to the body of knowledge by illustrating how mobile computing technology
embodied in smart phones can be used to streamline on-site construction management. The
proposed system is expected to assist construction engineers in achieving a high level of
productivity and efficiency. e and on budget in a demanding and rapidly changing industry.
The functions of construction management typically include the following:
 Specifying project objectives and plans including delineation of scope, budgeting,
scheduling, setting performance requirements, and selecting project participants.
 Maximizing the resource efficiency through procurement of labor, materials and
equipment.
 Implementing various operations through proper coordination and control of planning,
design, estimating, contracting and construction in the entire process.
 Developing effective communications and mechanisms for resolving conflicts.
 A construction manager should have the ability to handle public safety, time
management, cost management, quality management, decision making, mathematics,
working drawings, and human resources.
1.6 Scope of the Project
Project Goal Setting You can’t hit a target if you don’t know what it looks
like. Similarly, you can’t possibly reach your project’s goal if you don’t know what it is. When
you understand how your project fits in with the broader company direction, it’s time to really
pin down your goal. “But,” you say, “I know exactly what my goal is, because my boss told

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me.” However, a set of deliverables isn’t necessarily a goal. On first consideration, you might
say the goal of expanding the railroad westward in the United States was to enable a train to go
from coast to coast. But was it? Perhaps the goal of those railroad barons was not to get a train
to go cross country, but to open up opportunities for commerce in the West. It’s time to put the
same kind of thought to your project’s goal.
Our project involves training new employees in a new software system.
Your goal in training them on this software could be to:
 Make employees more productive in their jobs.
 Enable employees to better serve customers.
 Create a prototype program with reduced training costs that can be used to reduce
overall training costs across the company.
 Increase employee retention by providing useful on-the-job skills.
These goals suggest different priorities as well as different measurements for gauging the
degree to which your project has succeeded in meeting its goal.
1.7 Objective of the Project
 To study the performance measures used in past and currently in use for
material management in construction project.
 To study the importance of the performance measures in assessing the
effectiveness of material management process.
 Determine the practicality of implementation of performance measures in
construction projects.
 To give suggestive recommendations in order to improve productivity of
project.
1.8 Advantages
 The implementation of these management activities turns the planning, design
and construction process into one which generates value and maximizes
control.
 These activities add predictability to the outcome of the project from the
planning phase to the completion of construction. A more professional Service
is provided.

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 Construction Management (CM) is recognized as a "professional service".
Therefore, even in public projects, the owner has the right to select a CM firm
based on the company reputation and personal qualification.
 Responsibility is also stand an important issue in construction management. A
construction manager is often selected early in the budget development
process before the design team is selected to aid the owner in establish a
budget and schedule that will be used to protect all financing, and then secure
suitable and competitive design proposals.
 In addition, it also improves the concern between the contractor and the owner.
Generally, a general contractor typically is less motivated to work with the
owner to improve quality and costs, and is more focused on maximizing their
profit.
 A greater teamwork is formed in this project. Normally, the owner selects the
team such as project manager to represent the owner under the construction
management based upon their track record. The relationship of a construction
manager with a client is usually as an addition of the staff hired for the
purpose of promoting project teamwork besides cost, schedule and quality
control on the project.
 Greater staff flexibility is also one of the advantages of construction
management. For instance, a construction manger can give an owner greater
flexibility in dealing with income and relocation of workers within the staff.
 The implementation of construction management improved the cost control
and provides greater reliability and creativity. A construction manager
typically provides cost estimating during the initial owner budgeting process,
and further cost estimating and value engineering during the design phase of a
project, costly and time consuming.
 Value engineering and cost reduction ideas are identified when they can still
be implemented into the design. It also improved the communication within
the team. For example construction managers often work for owners on
subsequent projects, lessons learned as a team on one project is applied to
future work.

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1.9 Disadvantages
 While Construction Management may be beneficial in some circumstances,
owners should recognize that it may also have some disadvantages.
 The most significant disadvantage of many Construction Management
contracting arrangements is that significant portions of the total services for
which the Construction Manager is remunerated are not subject to
competitive bidding. Consequently, it is much less likely that the Owner will
be charged the lowest possible 'market rates' for these services.
 A second commonly seen disadvantage is the open-ended nature of many
Construction Management contractual arrangements, which unnecessarily
expose the Owner to the risk of unanticipated cost increases. Depending on
how the Construction Manager is to be remunerated, there may be a built-in
disincentive for the Construction Manager to minimize costs (e.g. if there is
a cost plus a percentage component in the Construction Management
services contract).
 There can also be a built-in disincentive to complete the work as quickly as
possible (e.g. if the Construction Manager is paid additional money for
additional time spent on the project). Contractual arrangements that may
have this effect should be avoided.
 Alternatively, under CM as Constructor, and especially when no fast-
tracking is intended, these concerns can be mitigated by establishing a
guaranteed maximum price, or by converting the Construction Management
services contract to a stipulated price construction contract prior to the
commencement of construction.
 Unless and until this happens, Owners should be aware that the Construction
Manager is not contractually committed to the construction cost estimate and
that there exists the potential for significant unanticipated cost increases.
(This may be somewhat offset however by the Construction Manager's
desire to maintain a reputation for meeting budgets.)
 While the security provided by a guaranteed maximum price, or a stipulated
price, is often attractive to Owners, it should be borne in mind that this
security comes at a price, since the guaranteed maximum price or stipulated
price will invariably include a 'cushion' to cover risks which may or may not
materialize

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CHAPTER 2
LITERATURE REVIEW
2.1 GENERAL
Material management can be defined as a process that coordinates planning,
assessing the requirement, sourcing, purchasing, transporting, storing and controlling of
materials, minimizing the wastage and optimizing the profitability by reducing cost of material.
Building materials account for 60 to 70 percent of direct cost of a project or the remaining 30 to
40 percent being the labor cost. Components of material management are: Material estimation,
budgeting, planning and programming. Scheduling purchasing and procurement Receiving and
inspection. Inventory control, storage and warehousing Material handling and transport Waste
management.
2.2 REVIEW OF LITERATURE
Pando and Sabihuddin This paper highlights the Materials
management and techniques. This is a critical component of the construction industry. As such,
organizations need to understand the effects of proper materials management techniques on the
effectiveness of project execution. A properly implemented materials management program can
achieve the timely flow of materials and equipment to the jobsite, and thus facilitate improved
work face planning, increased labor productivity, better schedules, and lower project costs.
Materials management is an important function in order to improve productivity in construction
projects.
In this paper prepare scheme of material management in the construction
industry for building project also conducting survey of industry and determine the various
format for construction material management. As well as talk over the tracking system of
material management in the industry and also discuss the software technology developed for
proper management. The total cost of material maybe 52% of total cost; so that it is important
for contractor to consider that timely availability of material is potential cause of successful
completion of project.

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Patti and Partaker In this paper stated that the efficient procurement
of material represents a key role in the successful completion of the work. Poor planning and
control of material, lack of material when needed, poor identification of material, re-handling
and inadequate storage cause losses in lab our productivity and overall delays that can indirectly
increase total project cost. Effective management of materials can reduce these costs.
This paper also explore the current practices of Material Managements this
study is conducted in two phases, First phase gives the Qualitative information regarding
deviation in planned and actual materials in terms of S curve analysis using MSP tool and
reasoning over the deviation is essential to know the effect of material planning before
execution of project. Various comments on S curve analysis have given in terms of problems of
administrative causes, consultant’s causes, contractor’s faults, and unavailability of materials.
These major reasons of changes represented in terms of pie chart. To maintain sufficient stock
of raw material in period of short supply, to protect inventory against deterioration and control
investment in inventories and to keep it in an optimum level an inventory control techniques
such as ABC and EOQ analysis is carried out in second phase of study to overcome the
problems of stock out.
George kitty and George Mathew In this paper the main hurdles
are failure to solve project specific problems. Generally projects taken up for implementation
will never complete, in time or complete at a later stage leaving cost and time overrun. The area
of construction project planning and construction material procurement, carrying, storage and
consumption to the project. This led to the gist of observation and gap identification in certain
research areas. Field knowledge, and the on-going construction approach, and observations it is
understood that certain areas require close attention as a precaution from project slippage. This
give light to the fact that pre-planning and material procurement are equally important in the
total project cost. As an after effect of the project delay cost and time overrun will be the end
result of every project. This paper an attempt to find a method to control the procurement and
carrying cost in construction projects. Based on the motivation for the survey this research has
been carried out which is elaborated.
Deepak and Kumar This paper focused on construction materials
constitutes a large portion of the total cost in construction projects. It may account for 50-
60%of the total project cost. Material management includes finding the availability, proper
selection, procurement, inventory management and effective usage of materials at right time. In
this inventory management is one of the single largest components to improve the productivity,

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cost efficient of a project and help to ensure timely completion of the project. On preparing
inventory chart and analyzing the cost estimate, the proper cost control over material
procurement have been achieved to avoid surplus expenditure and better field material control.
While considering these activities the inventory chart is more effective. Inventory chart based
on activates is basic chart for site engineers and management people to schedule the material
procurement and allocate the cost according to it, to avoid surplus expenditure spend for the
material.
Mohave and Mathew In this paper study is about all the problems
occurring in the company because of improper application of material management. In
construction project operation, often there is a project cost variance in terms of the material,
equipment’s, manpower, subcontractor, overhead cost, and general condition. Material is the
main component in construction projects. Therefore, if the material management is not properly
managed it will create a project cost variance. Project cost can be controlled by taking
corrective actions towards the cost variance. Therefore a methodology is used to diagnose and
evaluate the procurement process involved in material management and launch a continuous
improvement was developed and applied.
As a result, a methodology for diagnosis and improvement was proposed and
tested in selected projects. The results obtained show that the main problem of procurement is
related to schedule delays and lack of specified quality for the project. To prevent this situation
it is often necessary to dedicate important resources like money, personnel, time, etc. A great
potential for improvement was detected if state of the art technologies such as, electronic mail,
electronic data interchange (EDI), and analysis were applied to the procurement process. These
helped to eliminate the root causes for many types of problems that were detected.
Garish and Hue man (2000) the Project-oriented Company (POC) is an
organization which defines “Management by Projects” as an organizational strategy, applies
temporary for the performance of complex processes, manages a project portfolio of different
project types, has specific permanent to provide integrative functions, applies a “New
Management Paradigm”, has an explicit project management culture, and perceives itself as
being project-oriented. Thus POCs do have specific processes, such as assignments of projects
and, project management, programmer management, quality management of projects.
Bailey and Farmer (1982) define materials as the goods purchased from
sources out of the organization that are used to produce finished products. Suharto (1995)

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defines materials as the items that are used to produce a product and which include raw
materials, parts, supplies and equipment items. (1995) defines material management as the
activities involved to plan, control, purchase, expedite, transport, store, and issue in order to
achieve an efficient flow of materials and that the required materials are bought in the required
quantities, at the required time, with the required quality and at an acceptable price.
Bell (1995) define material management as the plan and control of all activities
to ensure the correct quality and quantity of materials and equipment to be installed as specified
in timely manner, obtained at reasonable cost and are available when needed. Dabbler and
Burt (1996) state that material management is designed to improve the activities related to the
flow of materials. They add that material management should coordinate purchasing, inventory
control, receiving, warehousing, materials handling, planning, and transportation.
Deodar, 1999). In the late 1970's, construction companies experienced an
increase in costs and a decrease in productivity. Owners of these companies thought that these
increases in cost were due to inflation and economic problems. Further research concluded that
these companies were not using their resources efficiently and that the decrease in productivity
was also attributable to poor management Material management has been an issue of concern in
the construction industry. 40% of the time lost on site can be attributed to bad management,
lack of materials when needed, poor identification of materials and storage (Baldwin et al
1994).
Jose (2004) stated that the need for an effective materials planning system
becomes mandatory. Some companies have increased the efficiency of their activities in order
to remain competitive and secure future work. Many other firms have reduced overheads and
undertaken productivity improvement strategies. Considerable improvement and cost savings
would seem possible through enhanced materials management. Timely availability of materials
and systems are vital to successful construction. Materials management functions are often
performed on a fragmented basis with minimal communication and no clearly established
responsibilities assigned to the owner, engineer or contractor.

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The research objectives described earlier require a multifaceted research approach
entailing the use of construction management and administration functions for the purpose of
risk Management all stages of a project life-cycle. This research is focused, in particular, on
the mitigation of highway work zone crashes and fatalities. The framework for an integrated
risk management program will be developed in the following sections of this report through the
use of various sources obtained during the literature review. This section focuses on the
methodologies used to develop, validate, and apply the model specifically to risks associated
with work zone crashes and fatalities. Several methodologies will be applied in the model
development and in its validation and application.
With the exception of the risk assessment portion of this research, the
methodology for this project is primarily qualitative. This was accomplished through the use of
focus groups, surveys, personal interviews, and content analysis Although crash mitigation
planning for work zones is not specifically a public relations problem, this topic favors the
applied research approach because it examines specific, practical issues
An integrated risk management approach uses stakeholder assessment and is similarly
structured to a typical public relations research program, in that consequences of actions are
primary targets of interest, and the opinions of a cross section of individuals are desired.
Strategic research, as applied to public relations, is used to develop campaigns or programs to
be used in deciding program goals and how to achieve such goals The bulk of the research
performed will be modeled after public relations research.
A leading public relations text presents a four-step model for the research
process:
(1) Define the public relations problem,
(2) plan public relations program,
(3) Implement the public relations programs through actions and communications, and
(4) Evaluate the program (Cult lip and Broom 1994).
It is the intent of this research to create a program that meets these requirements.
The research problem was defined in the introduction of this report and utilizes crash statistics
to emphasize the need to develop a strategy that implements a holistic approach to risks
associated with highway work zones. It was during the initial stages of this research that the
most logical strategy to mitigate risks associated with highway work zones was determined to
be an integrated.

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CHAPTER-4
EXPERIMENTAL INVESTIGATIONS
4.1 Construction Projects Participants
The owner is the individual or organization for whom a project is to be built
The owner owns and finances the project. Depending on the owners’ capabilities, they may
handle all or portions of planning, project management, design, engineering, procurement, and
construction. The owner engages architects, engineering firms, and contractors as necessary to
accomplish the desired work. Public owners are public bodies of some kind ranging from
agencies from the country level to the municipal level. Most public projects or facilities are
built for public use and not sold to others. Private owners may be individuals, partnerships,
corporations. Most private owners have facilities or projects built for their own use or to be
sold, operated, leased, or rented to others. In order to achieve success on a project, owners need
to define accurately the projects objectives. They need to establish a reasonable and balanced
scope, budget, and schedule. They need to select qualified designers, consultants, and
contractors.
4.2 The DesignProfessionals
Examples of design professionals are architects, engineers, and design consultants.
The major role of the design professional is to interpret or assist the owner in developing the
project’s scope, budget, and schedule and to prepare construction documents. Depending on the
size and sophistication of the owner, the design professional can be part of the owner’s group or
an independent, hired for the project. In some cases design professional and construction
contractor together form a design-build company. Architect: An architect is an individual who
plans and design buildings and their associated landscaping. Architects mostly rely on
consulting engineers for structural, electrical, and mechanical work.
Engineer: The term engineer usually refers to an individual or a firm engaged in the design or
other work associated with the design or construction. Design engineers are usually classified as
civil, electrical, mechanical depending upon their specialty. There are also scheduling,
estimating, cost, and construction engineers. Engineering-Construction Firm: An engineering-
construction firm is a type of organization the combines both architect/engineering and

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construction contracting. This type of company has the ability of executing a complete design-
build sequence.
Managementprocess
The constructions Professional are the parties that responsible for constructing the
project.
4.3 The Planning process
The constructions Professional are the parties that responsible for constructing the
project. In traditional management where the owner, design professional, and contractors are
separate companies, the contractor would be termed a prime contractor.. In most cases, the
prime contractor divides the work among many specialty contractors called subcontractors.
Proper Planning and Preparation Prevents Poor Performance. Planning in construction is no
exception.
Planning is one of those aspects that affects the outcome of so many different things in
life. By definition, planning is an orderly / step by step proposal on how an end product / goal
will be achieved and when it comes to construction, this starts the day the idea to put up

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Bearing in mind that there are so many different personnel (professionals) involved in the
construction process, one has to ensure that each of these is duly included in the planning
process. The planning in construction phase entails determining the resources required for the
project and should not only focus financial planning but also time, materials, suppliers as well
as human resource. The equipment needed for the project is also determined at this phase.
Whether documented (as should ideally be the case) or not, a project plan should address the
following.
Objectives of the project – what kind of structure are you setting up and what will
be the necessary requirements needed to be put in place to ensure that the project meets its
intended objectives. Is it a hospital, road, school, mall or home.
Milestones – what activity or stage of the project will signify substantial progress?
A work schedule and breakdown structure – given the different tasks that make up the
construction process, it is important to clearly indicate when each of these tasks will be carried
out and the systematic sequence that the different tasks will follow.
Progress tracking – with respect to the schedule, one should be able to track the progress of the
project based on actual output against planned output and determine whether the project
There are certain tasks and activities within the construction process that
cannot be easily rushed for example certain procurement lead times, concrete curing times etc.
and whoever is in charge of the project should ensure that while planning, these are well catered
for and where need be, the processes be started early enough to ensure that they do not cause
delays on the project. For instance if certain equipment to be installed on a structure is to be
imported and (sometimes) quality tested first (say a standby generator), this is a process that can
take almost 4-5 months sometimes depending on where it is coming from and the importation
formalities involved. Putting the procurement process of this item on hold till the last minute
would mean one of two things; either the overall project duration gets dragged by a period
equivalent to that which the item takes in transit and testing; or, short cuts are taken to deliver it
within time and most times this comes with a cost implication.
When it comes to the actual construction works on the project, failure to
undertake planning in construction well results into tasks getting neglected or unsatisfactorily
done because one is in a hurry to move on to the next task; and as a result the structure may
With planning comes deliverables and poor planning results in delayed project completion, cost
overruns and poor quality work among other things. It is therefore important that the team in
charge of the project accurately and appropriately plans prior to execution of activities to ensure
smooth flow of works, value of money and timely completion.

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4.4 Strategic Planning and ProjectProgramming
The programming of capital projects is shaped by the strategic plan of an
organization, which is influenced by market demands and resources constraints. The
programming process associated with planning and feasibility studies sets the priorities and
timing for initiating various projects to meet the overall objectives of the organizations.
However, once this decision is made to initiate a project, market pressure may dictate early and
timely completion of the facility.
Among various types of construction, the influence of market pressure on the timing
of initiating a facility is most obvious in industrial construction. Demand for an industrial
product may be short-lived, and if a company does not hit the market first, there may not be
demand for its product later. With intensive competition for national and international markets,
the trend of industrial construction moves toward shorter project life cycles, particularly in
technology intensive industries.
In order to gain time, some owners are willing to forego thorough planning and
feasibility study so as to proceed on a project with inadequate definition of the project scope.
Invariably, subsequent changes in project scope will increase construction costs; however,

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profits derived from earlier facility operation often justify the increase in construction costs.
Generally, if the owner can derive reasonable profits from the operation of a completed facility,
the project is considered a success even if construction costs far exceed the estimate based on
an inadequate scope definition. This attitude may be attributed in large part to the uncertainties
inherent in construction projects. It is difficult to argue that profits might be even higher if
construction costs could be reduced without increasing the project duration. However, some
projects, notably some nuclear power plants, are clearly unsuccessful and abandoned before
completion, and their demise must be attributed at least in part to inadequate planning and poor
feasibility studies.
The owner or facility sponsor holds the key to influence the construction costs of a
project because any decision made at the beginning stage of a project life cycle has far greater
influence than those made at later stages, as shown schematically in Figure 2-3. Moreover, the
design and construction decisions will influence the continuing operating costs and, in many
cases, the revenues over the facility lifetime. Therefore, an owner should obtain the expertise of
professionals to provide adequate planning and feasibility studies. Many owners do not
maintain an in-house engineering and construction management capability, and they should
consider the establishment of an ongoing relationship with outside consultants in order to
respond quickly to requests. Even among those owners who maintain engineering and
construction divisions, many treat these divisions as reimbursable, independent organizations.
Such an arrangement should not discourage their legitimate use as false economies in
reimbursable costs from such divisions can indeed be very costly to the overall organization.

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4.5 Organizing of constructionmanagement
The uncertainty in undertaking a construction project comes from many sources and
often involves many participants in the project. Since each participant tries to minimize its own
risk, the conflicts among various participants can be detrimental to the project. Only the owner
has the power to moderate such conflicts as it alone holds the key to risk assignment through
proper contractual relations with other participants. Failure to recognize this responsibility by
the owner often leads to undesirable results. In recent years, the concept of "risk sharing/risk
assignment" contracts has gained acceptance by the federal government. Since this type of
contract acknowledges the responsibilities of the owners, the contract prices are expected to be
lower than those in which all risks are assigned to contractors.
In approaching the problem of uncertainty, it is important to recognize that incentives must
be provided if any of the participants is expected to take a greater risk. The willingness of a
participant to accept risks often reflects the professional competence of that participant as well
as its propensity to risk. However, society's perception of the potential liabilities of the
participant can affect the attitude of risk-taking for all participants. When a claim is made
against one of the participants, it is difficult for the public to know whether a fraud has been
committed, or simply that an accident has occurred. In construction projects may be classified
in a number of way. One form of classification is as follows:
1. Socioeconomic factors
o Environmental protection
o Public safety regulation
o Economic instability
o Exchange rate fluctuation
2. Organizational relationships
o Contractual relations
o Attitudes of participants
o Communication
3. Technological problems
o Design assumptions
o Site conditions
o Construction procedures

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o Construction occupational safety
The environmental protection movement has contributed to the uncertainty for
construction because of the inability to know what will be required and how long it will take to
obtain approval from the regulatory agencies. The requirements of continued re-evaluation of
problems and the lack of definitive criteria which are practical have also resulted in added costs.
Public safety regulations have similar effects, which have been most noticeable in the energy
field involving nuclear power plants and coal mining. The situation has created constantly
shifting guidelines for engineers, constructors and owners as projects move through the stages
of planning to construction. These moving targets add a significant new dimension of
uncertainty which can make it virtually impossible to schedule and complete work at budgeted
cost. Economic conditions of the past decade have further reinforced the climate of uncertainty
with high inflation and interest rates. The deregulation of financial institutions has also
generated unanticipated problems related to the financing of construction.
Uncertainty stemming from regulatory agencies, environmental issues and financial
aspects of construction should be at least mitigated or ideally eliminated. Owners are keenly
interested in achieving some form of breakthrough that will lower the costs of projects and
mitigate or eliminate lengthy delays. Such breakthroughs are seldom planned. Generally, they
happen when the right conditions exist, such as when innovation is permitted or when a basis
for incentive or reward exists. However, there is a long way to go before a true partnership of
all parties involved can be forged.
During periods of economic expansion, major capital expenditures are made by
industries and bid up the cost of construction. In order to control costs, some owners attempt to
use fixed price contracts so that the risks of unforeseen contingencies related to an overheated
economy are passed on to contractors. However, contractors will raise their prices to
compensate for the additional risks.
The risks related to organizational relationships may appear to be unnecessary
but are quite real. Strained relationships may develop between various organizations involved in
the design/construct process. When problems occur, discussions often center on responsibilities
rather than project needs at a time when the focus should be on solving the problems.
Cooperation and communication between the parties are discouraged for fear of the effects of
impending litigation. This barrier to communication results from the ill-conceived notion that

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uncertainties resulting from technological problems can be eliminated by appropriate contract
terms. The net result has been an increase in the costs of constructed facilities.
The risks related to technological problems are familiar to the design/construct
professions which have some degree of control over this category. However, because of rapid
advances in new technologies which present new problems to designers and constructors,
technological risk has become greater in many instances. Certain design assumptions which
have served the professions well in the past may become obsolete in dealing with new types of
facilities which may have greater complexity or scale or both. Site conditions, particularly
subsurface conditions which always present some degree of uncertainty, can create an even
greater degree of uncertainty for facilities with heretofore unknown characteristics during
operation. Because construction procedures may not have been fully anticipated, the design
may have to be modified after construction has begun. An example of facilities which have
encountered such uncertainty is the nuclear power plant, and many owners, designers and
contractors have suffered for undertaking such projects.
If each of the problems cited above can cause uncertainty, the combination of such
problems is often regarded by all parties as being out of control and inherently risky. Thus, the
issue of liability has taken on major proportions and has influenced the practices of engineers
and constructors, who in turn have influenced the actions of the owners. Many owners have
begun to understand the problems of risks and are seeking to address some of these problems.
For example, some owners are turning to those organizations that offer complete capabilities in
planning, design, and construction, and tend to avoid breaking the project into major
components to be undertaken individually by specialty participants. Proper coordination
throughout the project duration and good organizational communication can avoid delays and
costs resulting from fragmentation of services, even though the components from various
services are eventually integrated.
Attitudes of cooperation can be readily applied to the private sector, but only in
special circumstances can they be applied to the public sector. The ability to deal with complex
issues is often precluded in the competitive bidding which is usually required in the public
sector. The situation becomes more difficult with the proliferation of regulatory requirements
and resulting delays in design and construction while awaiting approvals from government
officials who do not participate in the risks of the project.
4.6 Organization of ProjectParticipants

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The top management of the owner sets the overall policy and selects the appropriate
organization to take charge of a proposed project. Its policy will dictate how the project life
cycle is divided among organizations and which professionals should be engaged. Decisions by
the top management of the owner will also influence the organization to be adopted for project
management. In general, there are many ways to decompose a project into stages. The most
typical ways are:
 Sequential processing whereby the project is divided into separate stages and each stage
is carried out successively in sequence.
 Parallel processing whereby the project is divided into independent parts such that all
stages are carried out simultaneously.
 Staggered processing whereby the stages may be overlapping, such as the use of phased
design-construct procedures for fast track operation.
It should be pointed out that some decompositions may work out better than others, depending
on the circumstances. In any case, the prevalence of decomposition makes the subsequent
integration particularly important. The critical issues involved in organization for project
management are:
 How many organizations are involved?
 What are the relationships among the organizations?
 When are the various organizations brought into the project?
There are two basic approaches to organize for project implementation, even though many
variations may exist as a result of different contractual relationships adopted by the owner and
builder. These basic approaches are divided along the following lines:
1. Separation of organizations. Numerous organizations serve as consultants or
contractors to the owner, with different organizations handling design and construction
functions. Typical examples which involve different degrees of separation are:
o Traditional sequence of design and construction
o Professional construction management
2. Integration of organizations. A single or joint venture consisting of a number of
organizations with a single command undertakes both design and construction functions.
Two extremes may be cited as examples:

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o Owner-builder operation in which all work will be handled in house by force
account.
o Turnkey operation in which all work is contracted to a vendor which is
responsible for delivering the completed project
Since construction projects may be managed by a spectrum of participants in a variety of
combinations, the organization for the management of such projects may vary from case to
case. On one extreme, each project may be staffed by existing personnel in the functional
divisions of the organization on an ad-hoc basis as shown in Figure 2-4 until the project is
completed. This arrangement is referred to as the matrix organization as each project manager
must negotiate all resources for the project from the existing organizational framework. On the
other hand, the organization may consist of a small central functional staff for the exclusive
purpose of supporting various projects, each of which has its functional divisions as shown in
Figure 2-5. organizations may differ, the same basic principles of management structure.
4.7 STAFFING FOR CONSTRUCTIONMANAGEMENT
In order to successfully meet the needs of a project, it is important to have a
high-performing project team made up of individuals who are both technically skilled and
motivated to contribute to the project’s outcome. One of the many responsibilities of a project
manager is to enhance the ability of each project team member to contribute to the project,
while also fostering individual growth and accomplishment. At the same time, each individual

25
must be encouraged to share ideas and work with others toward a common goal. Through
performance evaluation, the manager will get the information needed to ensure that the team
has adequate knowledge, to establish a positive team environment and a healthy communication
climate, to work properly, and to ensure accountability. Managing the project team includes
appraisal of employee performance and project performance. The performance reports provide
the basis for managerial decisions on how to manage the project team.
Employee performance includes the employee’s work results such as:
 Quality and quantity of outputs
 Work behavior (such as punctuality)
 Job-related attributes (such as cooperation and initiative)
After conducting employee performance reviews, project managers should:
 Provide feedback to employees about how well they have performed on established
goals
 Provide feedback to employees about areas in which they are weak or could do better
 Take corrective action to address problems with employees performing at or below
minimum expectations
 Reward superior performers to encourage their continued excellence
Techniques for Managing Resources
One resource management technique is resource leveling. It aims at smoothing the
stock of resources on hand, reducing both excess inventories and shortages. The required data
are the demands for various resources, forecast by time period into the future as far as is
reasonable; the resources’ configurations required in those demands; and the supply of the
resources, again forecast by time period into the future as far as is reasonable. The goal is to
achieve 100% utilization. However that is very unlikely, when weighted by important metrics
and subject to constraints; for example: meeting a minimum quality level, but otherwise
minimizing cost.
Project managers need a large numbers of skills. These skills include
administrative skills, organizational skills, and technical skills associated with the technology of
the project. The types of skills and the depth of the skills needed are closely connected to the
complexity profile of the project. Typically on smaller, less complex projects, project managers

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need a greater degree of technical skill. On larger, more complex projects, project managers
need more organizational skills to deal with the complexity. On smaller projects, the project
manager is intimately involved in developing the project schedule, cost estimates, and quality
standards. On larger projects, functional managers are typically responsible for managing these
aspects of the project, and the project manager provides the organizational framework for the
work to be successful.
4.8 Construction ProjectManagement:The Primary Functions
Construction management is typically extended to a plethora of different functions. The
most important of them could be summarized to the following:
1. Specification of the project goals and the plans including drawing of scope, scheduling,
budgeting, deciding upon achievement requisites and choosing project participants.
2. Boost of the resource effectiveness through the acquisition of workforce and of the necessary
equipment.
3. Conduction of numerous operations through legitimate coordination and management of
contracting, planning, estimating, design, and construction during the whole procedure.

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4. Efficient development of solid communication between the agents for resolving any conflicts
that may arise.
The Main Principles of ConstructionProjectManagement
It’s no secret that construction project management is a quite complicated field.
However, there are some fundamental principles that anyone who just entering the field should
keep in mind. Everything starts with the project owner reaching out to contractors in order to
ask for bids. The managers of construction that are interested in carrying out the project will,
then, offer a bid to the owner. The bid will include details about the amount of money that the
project owner has to offer for the project to be completed. There are two types of bids:
1. Open bid: Open bids are inextricably connected to public projects. It’s an auction where
any contractor is welcome to make his offer. An open bid is normally openly promoted.
2. Closed bid: Private projects are based on closed bids. The project owner sends a bid
invitation to a specific number of contractors.
After receiving all the bids for the particular project, the owner proceeds to the selection of the
contractor through one of the following three methods:
1. Low-bid selection: In that case, the main focus of interest is the price. The construction
management companies present the lowest bids they are open to complete the project for. The
project owner selects the lowest offer and proceeds with it.
2. Best value selection: This process puts weight both on qualifications and price. The owner is
choosing the most appealing bid both in terms of quality and money.
3. Qualifications-based selection: The present method is adopted when qualifications are used
as the only criterion for the selection of the construction management company. A request for
qualifications (RFQ) is helping the owner in order to acquire further information regarding the
experience and the project organization competences of the contractor.
4.9 DIRECTING
It is said to be a process in which the managers instruct, guide and oversee the
performance of the workers to achieve predetermined goals. Directing is said to be the heart of
management process. Staffing have got no importance if direction function does not take place.

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Directing initiates action and it is from here actual work starts. Direction is said to be consisting
of human factors. In simple words, it can be described as providing guidance to workers is
doing work. In field of management, direction is said to be all those activities which are
designed to encourage the subordinates to work effectively and efficiently. According to
Human, “Directing consists of process or technique by which instruction can be issued and
operations can be carried out as originally planned” Therefore, Directing is the function of
guiding, inspiring, overseeing and instructing people towards accomplishment of organizational
goals.
Direction has got following characteristics:
1. Pervasive Function - Directing is required at all levels of organization. Every manager
provides guidance and inspiration to his subordinates.
2. Continuous Activity - Direction is a continuous activity as it continuous throughout the
life of organization.
3. Human Factor - Directing function is related to subordinates and therefore it is related
to human factor. Since human factor is complex and unpredictable, direction function
becomes important.
4. Creative Activity - Direction function helps in converting plans into performance.
Without this function, people become inactive and physical resources are meaningless.
5. Executive Function - Direction function is carried out by all managers and executives
at all levels throughout the working of an enterprise, a subordinate receives instructions
from his superior only.
6. Delegate Function - Direction is supposed to be a function dealing with human beings.
Human behavior is unpredictable by nature and conditioning the people’s towards the
goals of the enterprise is what the executive does in this function.
7. This part of project management is concerned with training workers etc. to complete assigned
tasks on time, supervising and measuring their work plus directing their efforts. It can also
involve creating reports and feedback documents to achieve the desired results.

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4.10 Controlling
A project manager or team will constantly review the work plan via project task
software to check on the actual outcomes and to identify any deviation for correction through
corrective measures. All costs associate to the resources will be monitored for project reporting.
A. CostControl
Construction project management requires cost control. Your planning activities have
helped you identify the tasks that have to be completed and assign corresponding work. Cost
control starts with distributing the total cost to the tasks and establishing reporting procedures to
track costs as your company incurs them. You can achieve close cost control with signature
rules for purchase orders and payments. If you have to sign all purchase orders, you will know
what costs the project is generating. If your signature is required for payments, you have control
over booking costs to the project.
B. Schedule Control
Controlling the schedule for construction projects is critical because tasks are mutually
interdependent and delays can increase costs. Your planning has established the overall
schedule and specifies when particular tasks must be completed. A good schedule control
technique is to establish milestones that are easily observed and verified. Another technique is
to use outside events like permits to check on progress. If you have scheduled a milestone like

30
the raising of the building structure, you can go to the site on that day to verify whether the
project team has met the milestone. If you know that the project requires a building permit at a
certain date, you can check whether the permit has been issued.
C. Quality Control
An important function for construction projects is to control the quality of the materials
and the work because it affect the value of the structure you are building. Quality control has
three parts. You have to identify the level of quality you want, ensure that the purchase orders
specify the quality and examine the finished product to make sure you received what you
ordered. When you assign responsibility for a task in the planning stage, you also have to assign
responsibility for the quality and for the required documentation. For each item, the
documentation has to include the specified level of quality, the corresponding order and the
resulting test or inspection report. The resources of an organization consist of people, materials,
equipment, knowledge and time. Organizations typically have limited resources; therefore,
tradeoffs on what project resources are expended and when are made every day within
organizations.
A plan is an important tool in effective management of scarce resources. The
timing of the need of those resources can be and should be determined within the. A resource
plan, which describes the type of resource needed and the timing of that need, is critical to
effective As the changes, the resource plan must also be flexible enough to adjust as these
changes occur. As the project progresses, these known unknowns become clearer to the project
team warranting changes within the project schedule and resource plan.
The bidding process is over and the owner has chosen a contractor. The
contractor is then paired with the project team, including a contract administrator, project
manager, field engineer, and superintendent. Then the team gets the site ready for construction.
They conduct a site examination, test soil, and identify any possible unexpected situations, like
environmental challenges. The project team purchases the required equipment, materials, and
labor. In other words, the procurement stage is when the team buys everything it needs to
complete the project. The complexity of this stage depends on the size of the project and the
company. Large national construction companies usually have procurement departments that
hire labor and purchase materials for hundreds of projects at once. On the other hand, for
smaller projects, the superintendent may buy limited quantities of materials from local building
supplies or hire a local laborer

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CHAPTER-5
DATA COLLECTIONS
5.1 SITE ASSESSMENT& PLANNING
Construction site assessment and planning is an important part of any construction
project. Prior to planning, designing, or laying out a project, it is important for the plan designer
to have knowledge of the project site and adjacent areas. To accomplish this objective it is
necessary to collect information about the proposed project site. This information can then be
used by the plan designer to make informative decisions in regard to project planning, design,
and layout. In addition, it allows the plan designer to develop a set of construction plans that
will allow for development of the project in an efficient, cost-effective, and environmentally
sensitive manner.
Construction site assessment and planning usually involves three steps. Step one is
site assessment and data collection. The second step is to analyze the collected data. The third
and final step is to begin incorporating this information into a preliminary concept and design.
Site assessment and data collection is the first step in the planning, design, and layout of any
construction project. This step involves collection of resource information applicable to the
project site. Information can be obtained through research of existing publications, maps,
studies, and other resources. In addition to obtaining information through research of existing
documents, it is important to walk the project site to obtain a visual appreciation of the site and
site features. Taking good notes and documenting information is very important in this phase of
site assessment and planning. Collected information can be documented in narrative or
graphical format. Information that is collected in graphical format such as maps should be of
the same scale whenever feasible. This allows the plan designer to overlay different site maps
and compare various resources and data at a quick glance. Key information that should be
collected includes but is not limited to the following items.

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Vegetative Cover
The type and amount of vegetative cover is one of the easiest forms of data to collect for
a project site. This information gives plan designers an understanding of the stability of the site
and its current susceptibility to erosion. Vegetative cover can be documented in narrative and/or
graphical format. Graphical documentation should be on a map or overlay and at a minimum
include the delineation and identification of existing vegetation such as grass, shrubs, trees,
groupings or clusters of trees, unique vegetation, and so on. If the site is farmed, documentation
should identify the crop and/or crop residue at the site. Narrative documentation should include
the quality and condition of the vegetation, its ecological and aesthetical value, and its potential
for use in the planning, design, and layout of the proposed project.
Soils Information
Soils information is another key component in the planning, design and layout of
construction projects. Soil types in conjunction with site topography can provide valuable
information in determining areas with a high potential for erosion. Soils data can also be used in
the selection, sizing, design, and placement of storm water management measures. Soils
information can generally be obtained from the U.S. Department of Agriculture’s Natural

34
Resources Conservation Service county soil surveys which are available through local county
soil and water conservation district offices. Soils data can also be obtained through the services
of private soils consultants or firms who prepare geotechnical reports.
SITE ASSESSMENT & DATA COLLECTION
Soils data should be documented in both graphical and narrative form. Soil types
should be delineated directly onto an aerial photograph or an overlay of the same scale as the
topographic map(s) for the project site. This facilitates the comparison of soil types and their
relationship with the topography of the site. Data collection should also include information
pertaining to critical areas or features such as steep slopes (see Topographical Information
below), rock outcroppings, seepage zones, and any other unique or noteworthy landscape
features.
Soils data should be documented in narrative form as well as graphical form. The
narrative should describe the respective soil types including their physical characteristics and
their limitations and/or hazards for the intended land use. Soils information that is most
commonly collected and useful in the design and layout of a project includes but is not limited
to depth of topsoil, soil texture and particle size, infiltration rate, permeability, depth to limiting
layers (i.e., bedrock, glacial till), shrink-swell potential, low strength, susceptibility to erosion,
and depth to the seasonal water table.
TopographicalInformation
Site topography is critical to project planning, design and layout. Topographic maps
provide useful information that the plan designer can use to determine drainage patterns, slope
gradient and length, and the location of ecologically sensitive features such as water bodies.
Topographic elevations for a project site should be documented in graphical form. Topographic
information can be obtained from United States Geological Survey quadrangle maps (these may
not provide the detail appropriate for site planning) or the data can be collected by conducting
an on-site topographic survey.
If the data is collected through an on-site survey, the topographic map should show
existing contour elevations at intervals that are appropriate to determine drainage patterns and
slope of the land. One foot and five foot contour intervals are the most common intervals used

35
when making an on-site topographic survey. However, in areas with steep terrain it may be
acceptable to use an interval of ten feet
HydrologicalInformation
Hydrologic features are critical in planning, designing, and laying out a construction
project. It is extremely important to identify, delineate, and record all depression areas such as
ponds, lakes and wetlands and conveyance systems, including swales, ditches, streams, creeks,
rivers, and areas of concentrated flow that are on or adjacent to the project site. This
information allows the plan designer to determine drainage patterns, evaluate the condition of
various drainage features, determine if they can be incorporated into the project, and select
storm water management measures to protect ecologically sensitive areas.
Streams, ponds, and other water features located downstream from the project site
should be surveyed to determine their carrying capacity and sensitivity to sedimentation and
flooding. It is important to consider their potential for channel or shoreline erosion as a result of
increased storm water runoff volumes, velocities, and peak discharge flows. Many Indiana soils
have a seasonal high water table. Over the years, landowners have installed numerous
subsurface tile drainage systems to manage the seasonal water table for agricultural production.
Interconnected subsurface drainage systems frequently cover several parcels of farmland.
Breakage or disruption of a subsurface drainage system often affects the drainage on adjacent
properties and can result in or flooding of upstream areas. Therefore, when land is converted
from agricultural uses to urban uses, it is extremely important to identify and delineate these
subsurface drainage systems so that they can be integrated into the planning process. Locating
subsurface drainage tile is generally more difficult and requires on-site exploration. Some
landowners may have a written record or graphical plans showing the location of subsurface
drain tiles on their properties.
In extremely rare instances, local soil and water conservation districts may have
aerial photographs showing the location of subsurface drain tiles or written records/graphical
plans showing drain tile locations. Hydrologic data of a project site should be documented in
graphic and narrative form. Major conveyance systems and water bodies can generally be
identified using U.S. Geological Survey quadrangle maps and U.S. Fish and Wildlife Service
National Wetlands Inventory maps. Smaller features may require on-site visual inspection and
documentation. Hydrologic features should be delineated on a topographical map or overlay.
All locations where storm water runoff may enter, cross, and/or exit the project site should be

36
clearly identified. Areas where storm water runoff may concentrate on the project site should
also be identified on the map or overlay. Once again, hydrologic features should be documented
in narrative form as well as graphical form. The narrative should describe the condition of the
drainage feature, its ecological value, its aesthetic value to the project, and its potential for use
in the project’s overall storm water drainage and management system. Adjacent Areas Site
assessment and data collection should include an evaluation of adjacent properties and their
respective land uses.
This information provides the plan designer with valuable information that can be
used to determine the effects that storm water runoff and pollutants associated with upstream
watershed land uses (e.g., single-family residential, multi-family residential, commercial,
industrial, in projecting what impacts a project might have on downstream watersheds and
sensitive areas. Features of significance that should be documented and evaluated include but
are not limited to rivers, streams, creeks, lakes, ponds, wetlands, wooded areas, roads, culverts,
houses and other structures. Site assessment should include documenting the potential for
sediment deposition and damage to adjacent properties as a result of sheet and rill erosion from
the project site once construction begins. Adjacent land uses and site features should be
identified and delineated on a site map or overlay. If a particularly important feature(s) is
located a significant distance outside the limits of the project site, the feature should be
documented in a detailed note on the site map or a smaller scale map should be used to clearly
identify the location and specific details of the feature. Utility & Highway Corridors Utility and
highway corridors and easements on or adjacent to a construction project should be identified
and delineated on a project site map. This information is useful when planning, designing, and
laying out a project and developing a construction plan for the project.
Existing Infrastructure & PotentialProblem Areas
A commonly overlooked aspect of site assessment and data collection is the
identification of past activities and potential problem areas associated with the project site.
These issues can often delay or even stop a project if they are overlooked. All existing
structures and infrastructure associated with a project site should be identified on a project map.
If buildings and other structures are present and are to be demolished, an assessment of the
building materials and contents should be characterized and documented in the narrative. Some
of the more common areas of concern that should be identified on a site map or in the project
narrative include abandoned wells, underground storage tanks, improper disposal of trash and

37
debris, subsurface drainage tile, buried waste materials, and contaminated soils. Natural,
Historical & Archeological Features Natural, historical, and archeological features can also
delay or stop a project if not addressed in the planning, design and layout of a project. This
element of site assessment and data collection should include features that may be impacted by
the overall project, from initial construction through the final land use.
The project site should be assessed for the presence of any historical or archeological
features. This includes but is not limited to historic buildings/features,burial sites, and artifacts.
Common artifacts include spear points, arrowheads, knives, chipped or broken stone debris,
ground stone axes, grinding stones, mortars and pestles, awls, gouges, pottery, clothing and
ornamental pins, decorative items and ornaments, scraping tools, hammer stones, bone
fishhooks, stone perforators, and beads. For more information regarding historical and
archeological please contact the Indiana Department of Natural Resources, Division of
ANALYSIS OF COLLECTED DATA

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As the site assessment and data collection phase nears completion, a picture of the
project site’s potential and limitations will begin to emerge. The next step in the planning,
design, and layout process is to analyze, interpret, and compare the site resource information
and data that has been collected. As the data is analyzed it may be necessary to conduct
additional research on one or more items associated with the project or to return to the site to
make additional field observations. The remainder of this section of the manual provides insight
into the decision-making process and gives guidance in the review and interpretation of the data
that was collected during the site assessment and data collection process. Vegetative Cover
Analysis of vegetative cover should begin by identifying vegetation that is of high
quality and value and may enhance the aesthetics of the overall project. Vegetative cover or
features that may be of particular interest include but are not limited to unique habitat areas and
riparian corridors. Trees in particular can be a very valuable asset and can significantly increase
the aesthetics and salability of lots within a project. Some communities in Indiana have
requirements to preserve trees when land is developed. When evaluating and assessing trees, it
is often times very beneficial to consult a professional forester. They can identify which trees
will add the greatest value to a project and identify which trees are diseased or may not survive
construction activities.
Soils Information
As soils information is evaluated, it is often beneficial to group soils with similar
characteristics. For example, grouping of soils with similar seasonal water table depths can help
determine which areas of a residential project are best suited for home construction verses
which areas might be used for common areas or greenways. Grouping of seasonal water table
depths can also provide insight into which soils have limitations for roads and streets because of
frost action. Part of the data analysis process should include an understanding of state and local
regulatory agency on-site waste disposal regulations. While grouping of soils with rapid
permeability or slow permeability can help determine overall areas best suited for on-site
sewage treatment disposal systems, it is generally recommended that specific on-site soil
evaluations be performed on each individual on-site waste disposal system site to determine the
soil’s adequacy to support such a system. In regard to water quality, soils one of the first soil
characteristics to review and evaluate. Soil will help determine the location and size of storm
water management and treatment measures. For example, soils with a high percentage of
mineral particles that are 0.02 mm or smaller in size.

39
For ease of interpretation and comparison of data, slope gradients are typically grouped into the
following four general ranges.
• 0 to 2 percent
• 2 to 6 percent
• 6 to 12 percent
• Over 12 percent
These ranges or groupings can be used to categorize various topographic limitations such as
soil A slope range of zero to two percent usually has a low erosion hazard whereas a two to six
percent slope range has a low to moderate erosion hazard. A six to 12 percent slope range has a
moderate to high erosion hazard, and slopes over 12 percent have a severe erosion hazard.
Slope length is another aspect that is important in identification of a site’s hazard. As slope
length increases within a slope gradient range, the potential for erosion increases exponentially.

40
As a general rule, the erosion hazard will become critical if slope lengths exceed the following
lengths within each respective slope range.
• 0 to 2 percent 300 feet
• Over 12 percent 50 feet
Natural drainage patterns and other hydrologic features exist on the land and include
overland flow, conveyance channels, swales, depressions, and other watercourses and natural
water bodies. It is important to evaluate these features for their potential to be incorporated into
the project’s overall storm water management system. Understanding how storm water flows
onto and off a project site is critical to project design and layout. Evaluation of hydrologic data
often begins by examining areas up slope of the project site and determining the volume and
velocity of storm water that will enter the project area. This information will be used to
determine the type, location, and design of storm water measures that will be needed to manage
storm water entering and/or flowing across the project site. When subsurface tile drainage
systems are encountered on a project site, it is important to evaluate the size of the drain tiles
and the watershed area that they drain. Subsurface drainage systems should be evaluated to
determine if rerouting of the system is necessary to maintain drainage of adjacent properties and
prevent upstream flooding problems. Subsurface drain tile should not be used as storm drains.
They are typically not designed for this purpose and their capacity is often
exceeded, resulting in failure of the drainage system. Another important aspect of evaluating
hydrologic data is the assessment of existing construction and post-construction storm water
runoff volumes, velocities and peak flow discharges from the project site, and determining what
impacts they will have on downstream hydrologic features and land areas. This evaluation
should include an assessment of potential stream bank erosion in the downstream receiving
channel(s). It should include an evaluation of the potential for sediment pollution from sheet
and rill erosion. Once project planning, design and layout begins, it may be necessary to
recalculate storm water discharge volumes and peak flows to assess the impact those decisions
will have on off-site features such as channels and culverts. Once again, this information will
provide insight into identifying the type, location, and design of storm water areas.

41
PLAN DEVELOPMENT & PROJECT LAYOUT
The final step in construction site planning and assessment is to incorporate the
collected data and information into the overall project plan, design, and layout. This section will
provide a broad overview and insight into that process. Later sections of the manual will go into
much more detail in planning, designing, and laying out a project, including the selection of a
The Stages of Construction Project Management The construction management life cycle
begins at the same time as the bidding process, but once the contract has been finalized, the
meat of the project can star appropriate storm water measures.

42
CHAPTER-6
STRUCTURAL DESIGN
6.1 FORMWORK
Various kinds of formworks are used at the site. One of the most important
aspects is the load carrying capacity of the tower systems and the height of the towers. Also,
to support the slab and column, formwork is used. It is of major influence to make sure that
the column, slab, beam, wall or footing stays in its place while concreting and does not run out
of shape after initial setting time.

43
Plywood and H-beams are done. Plywood and H-beams combined with CT Props and
hydraulic jacks are used to support a slab before and after construction generally used to
support a structural unit when concreting is to done. Plywood and H-beams combined with
CT Props and hydraulic jacks are used to support a slab before and after construction.
Steel sections are used to support the plywood and to provide appropriate
formwork for construction of structural members.
A number of fundamental principles apply to all formwork. Consideration must be given to:
• Acceptable tolerances permitted;
• Use of appropriate materials;
• Standards of workmanship;
• Construction for ease of erection and stripping.
• Care and maintenance of the formwork, so that the maximum number of re users can be
achieved.
Three general principles govern formwork design and construction:
• Quality accuracy of the concrete shape and the final finished surface quality.
• Safety strength of the formwork structure. Personal safety of people, both carpenters and
the public .Economy the structural frame is usually the most significant cost component, a
dominant and critical factor in the time of construction.

44
Formwork System
Columns
– L&T Column formwork Wall
– L&T Wall formwork Floor Slabs (<4.5m height)
– L&T Table formwork
Floor Slabs (>4.5m height)
– L&T Heavy Duty tower formwork
Basically in our site these are the types of the formwork are given below
1. L&T COLUMN/WALL FORMWORK SYSTEM
2. L&T TABLE FORMWORK SYSTEM
3. LOADING PLATFORM FOR TABLE FORM LIFTING
4. L&T HEAVY DUTY TOWER SYSTEM
5. L&T FLEX FORMWORK SYSTEM (FOR LOBBY SLABS& OTHER AREAS
Scaffold
Class
Max load Per
Platform per Bay
Max concentrated load
Per Platform per Bay
(Should be over transom)
Light 225kg 100kg
Medium 450kg 150kg
Heavy 675kg 200kg
Height of
Scaffold
Steel Aluminum
Up to 15m 4 3
Up to 30m 3 2
Up to 45m 2 1

44
6.2 REINFORCEMENT
8 mm diameter steel reinforcement is used in making stirrups for columns. They
are also used in making bent up section like steel chairs, used for supporting two
differentlayers of reinforcement in a flat slab.(unit weight 0.39 kg/m)
10 mm diameter steel reinforcement is used in making stirrups for columns. They are
also used as extra bars in reinforcing flat slab.(unit weight 0.67 kg/m)

45
16 mm diameter steel reinforcement is used in making sections for staircases. These are also
used as additional reinforcement for strengthening the column capital. These are also used in
vertical reinforcement (unit weight 1.58 kg/m)
20 mm diameter steel reinforcement is used in making sections for staircases,
beams etc. These are also used in vertical reinforcement i.e. for columns. (Unit weight 2.47
kg/m)
25 mm diameter steel reinforcement is used in making sections for staircases,
beams etc. These are also used in reinforcing columns. (Unit weight 3.85 kg/m)
32 mm diameter steel reinforcement is majorly used in reinforcing columns and
beams(Unit weight 6.32 kg/m)
36 mm diameter steel reinforcement is majorly used in columns. (unit weight 8.00 kg/m)
Raft reinforcement consists of following things:-
 Bottom X-direction all through
 Bottom X – direction additional reinforcement
 Bottom Y- direction all through
 Bottom Y – direction additional reinforcement
 Bottom X- direction all through (2nd & 3rd layer)
6.3 BarBending Schedule (BBS)
Most important thing in any reinforcement is the bar bending schedule of the
foundation. In bar bending schedule the vertical & horizontal reinforcement are given with the
calculations and in our case in BBS the step wise footing schedule is given like 1st step
horizontal & vertical then 2 n d step likewise. It is the most important thing in any
reinforcement or concreting.
Bar bending schedule (or schedule of bars) is a list of reinforcement bars, a
given RCC work item, and is presented in a tabular form for easy visual reference
summarizes all the needed particulars of bars – diameter, shape of bending, length of each bent
and straight portions, angles of bending, total length of each bar, and number of each type of
bar. This information is a great help in preparing an estimate of quantities.
Bar bending schedule is a list of reinforcement bars, a given work item, and is
presented in a tabular form for easy visual reference. This table summarizes the details about
the bar which consists of the following things:

46
 Diameter
 Shape of Bending
 Length of each bent and straight portions
 Angles of bending
 Total length of each bar
 Number of each type of bar
 Cutting length of each bar
 Weight of steel.
In general it is being used to understanding how to find out the quantities of bars in
columns as well as shear walls. The steel yard houses the machinery to work with steel bars.
These steel bars are used in the RCC structures. The machines cut and bend the steel bars
according to BBS (Bar Bending Schedule).
6.4 Quantity of reinforcement:
F1 type of footing:
Footing bottom reinforcement T16@125 c/c distance
(3700-2x75)/125 + 1 = 29 bars along L, similarly 29 bars along B => 58 nos. of bars.
Footing Top centre, Top side and Top both way
Top centre T8@250 c/c distance
(1800-2x75)/250 + 1 = 7 bars along 4 sides => 28 nos. of bars. Top side T8@250 c/c distance
[{(3700-1800)/2}-75-2x8]/250 + 1 = 5 bars along 4 sides => 20 nos. of bars. Top both way
T8@250 c/c distance 1800-2x75)/250 + 1 = 8 bars along B, similarly along L => 16 nos. of
bars.
Similarly for F2 type of footing: Footing bottom both way: T16@125 c/c distance = 31 nos.
along L and 31 nos. along B Footing top centre step 1: T8@250 c/c distance = 6 nos. on each
side => 24 nos.
Footing top side step 1: T8@250 c/c distance = 5 nos. on each side => 20 nos.
Footing top bar both way step 2: T8@250 c/c distance = 8 nos. along B and 8 nos. along L =>
16 nos.
Vertical reinforcement for column: 4-T32 and 16-T25
For proper reinforcement work, first the reinforcements are marked with chalk according to c/c
distance and then tied up.

47
Footing face bar Step-1 and Step-2 2-T10
Vertical reinforcements in column: 20-T25
Master stirrups in non-confining zone: T8@200 c/c distance - 5 nos. Secondary stirrups in non-
confining zone: T8@100 c/c distance - 20 nos. Master stirrups in confining zone: T8@200 c/c
distance - 9 nos. Secondary stirrups in confining zone: T8@100 c/c distance - 36 nos.
6.5 Materials Testing
Rock Soil offers a wide range of materials testing capabilities for the
construction needs of any projects. These capabilities range from soil and aggregate tests to the
most complex tests needed for the job. Rock Sol’s materials testing services are performed to
assure that the materials and workmanship conform to plans and specifications. Rock Sol’s 20+
materials testing technicians are cross-trained in field and laboratory materials testing and have
successfully completed assignments on numerous CDOT and local agency construction
projects.
Rock Sol’s testing personnel always maintain current Lab CAT, ACI, and
WAQTC certifications and have been trained and are experienced in performing testing and
documentation in accordance with the ASTM and AASHTO procedures and other agency
specifications. Our technicians are familiar with the importance of the adherence to Quality
Assurance/Quality Control programs and the accurate, timely documentation of all test results
and related activity. Additionally, Rock Sol’s full service AMRL and CCRL (ASTM &
AASHTO) accredited laboratory is capable of performing a broad range of soils and
geotechnical testing, as well as a wide variety of concrete and asphalt laboratory testing.
Rock Soil offers expertise in the documentation required for a variety of
projects, including projects funded fully or partially by federal dollars. We have a proven
understanding of the CDOT Local Agency requirements and documentation, including CDOT
specifications and standards and their latest editions of the design, construction, and field
materials manuals. To ensure complete, thorough documentation inclusive of required
supporting documentation, we call upon our decade of state and federal project experience.
Rock Soil provides expertise for the completion of federally-funded projects and materials
documentation and review of project documentation on behalf of the state department of
transportation. We have retired DOT finals engineers on staff to provide quality reviews,
ensuring our final documentation not only meets our client’s expectations, but meets our own
elevated quality demands as well.

48
A. ManagementofEquipment:-
The selection of the appropriate type and size of construction equipment often
affects the required amount of time and effort and thus the job-site productivity of a project. It
is therefore important for site managers and construction planners to be familiar with the
characteristics of the major types of equipment most commonly used in construction.
Type of Equipment and No. of Equipment –
1. TOWER CRANE:
Total Tower cranes used in construction: 2
Capacity at 65m Boom Length: 1.9T Total Height of Mast: 94 m

49
2.BACTHING PLANT
Total Number of Batching Plant used: 1
Model Type: CP30
Make: Shang Sitter
3. TRANSIT MIXER:-
Total number of transit mixer used: 2Capacity: 6 Cum

50
4. HEAVY CRAWLER CRANE:-
One used for Structural Steel erection. Capacity: 250 MT
5 GANTRY CRANE:-
Total number of gantry crane used: 1
Capacity: 20 T

51
6. Weigh bridge
Total units used: 1 Capacity: 60T
7. BACK HOE LOADER:-
Total units used: 2 Capacity: 0.7 Cum

52
6.2ManagementofLab our:-
Labor Characteristics
 Performance analysis is a common tool for assessing worker quality and contribution.
Factors that might be evaluated include: Quality of Work - work produced or
accomplished.
 Quantity of Work - volume of acceptable work
 Job Knowledge - demonstrated knowledge of requirements, methods, techniques and
skills involved in doing the job and in applying these to increase productivity.
 Related Work Knowledge - knowledge of effects of work upon other areas and
knowledge of related areas which have influence on assigned work.
 Judgment - soundness of conclusions, decisions and actions. Initiative - ability to take
effective action without being told. Resource Utilization - ability to delineate project
needs and locate, plan and effectively use all resources available.
 Dependability - reliability in assuming and carrying out commitments and obligations.
Analytical Ability - effectiveness in thinking through a problem and reaching sound
conclusions.
 Communicative Ability - effectiveness in using oral and written communications and in
keeping subordinates, associates, superiors and others adequately informed.
 Interpersonal Skills - effectiveness in relating in an appropriate and productive manner to
others. Ability to Work under Pressure - ability to meet tight deadlines and adapt to
changes. Security Sensitivity - ability to handle confidential information appropriately
exercise care in safeguarding sensitive information.
 Safety Consciousness - has knowledge of good safety practices and demonstrates
awareness of own personal safety and the safety of others .Profit and Cost Sensitivity -
ability to seek out, generate and implement profit-making ideas. Planning Effectiveness
- ability to anticipate needs, forecast conditions, set goals and standards, plan and
schedule work and measure results.
 Leadership - ability to develop in others the willingness and desire to work towards
common objectives. Delegating - effectiveness in delegating work appropriately.
Development People - ability to select, train and appraise personnel, set standards of
performance, and provide motivation to grow in their capacity.
 Diversity (Equal Employment Opportunity) - ability to be sensitive to the needs of
minorities, females and other protected groups and to demonstrate affirmative action in
responding to these needs.

53
 These different factors could each be assessed on a three point scale: (1) recognized
strength, (2) meets expectations, (3) area needing improvement. Examples of work
performance in these areas might also be provided.
TYPE OF LABOUR NO. OF LABOUR REQUIED
CARPENTER/HELPER 300
FITTER/HELPER 250
MASON/HELPER 100
MALE COOLIE(USK) 100
WELDER/HELPER 40
RIGGER/FITTER/HELPER 70
OTHER 100
6.3QUANTITY OF VARIOUS MATERIAL
a. Ordinary Portland Cement 53 Grade
Quantity used: 30000 MT
b. Aggregates 10 mm down
Quantity used: – 44000 MT
c. Aggregates 20 mm down
Quantity Used: 52000 MT
d. Sand Medium Coarse Zone 2
Quantity used: 60000 MT
e. Admixture – 475 MT
n Make, Dosage 4.8 Kg/ Cum
f. Total Concrete Quantity to be Produced using above materials – 75000 Cum
g. Reinforcement Steel (8 mm to 36 mm dia.) – 9100 M
h. Structural Steel E350 Grade High Tensile – 1900
i. High Tensile Strand for Post Tensioning Works – 110 MT
j. Aerated Auto Calved Light Weight Concrete Blocks – 7000 Cum

56
COCLUSION
 There should be a centralized material management team co-ordination between the
site and the organization. Proper control, tracking and monitoring of the system is
required.
 Awareness and accountability should be created within the organization there is a
need of an efficient MIS integrating all aspects of material management.
 Firms employing proper material management system seen to have increased their
overall efficiency by 35%.
 This research addressed the team-based human resource planning model to facilitate
human resource allocation for process reengineering. With the THRP model, the
maximal project loading of existing human power could be evaluated; moreover, the
relations between project loading and the maximal human power were also created
based on the new designed processes.
 Finally, the conclusions of this study are addressed as following：
 This study implemented the human resource allocation algorithms of the
forward/backward scheduling methods with the e M-Plant simulation system, and the
results have been verified that the process model in simulation system is close to the
reality.
 The results of the simulation model illustrate the different efficiency of the human
power operation between the existing and the new processes. This infers that the
integration of the cross-functional processes and the human resource caused by the
process reengineering would increase the performance of one enterprise.
 The aim of the research on the quality control is to find out the shortcoming of
quality management of enterprise, then to make progress through the research, so as
to improve the quality of product, work, and service, while strengthen the quality
management system, and raise the overall level of quality management.
 For a construction organization, the quality of construction project is the protection
of all the work. In order to establish the corporate image and strengthen
competitiveness, the quality of construction is required constant improvement.

57
REFERENCES
1. McCullough, David, The Path Between the Seas, Simon and Schuster, 1977, pg. 531.
2. Rosefielde, Steven and Daniel Quinn Mills, "Is Construction Technologically Stagnant?",
inLange, Julian E. and Daniel Quinn Mills, The Construction Industry, Lexington Books,
1979, pg.83.
3. This example was adapted with permission from an unpublished paper "Managing Mega
Projects" presented by G.R. Desnoyers at the Project Management Symposium sponsored
by the Exxon Research and Engineering Company, Florham Park, NJ, November 12, 1980.
4. See R.L. Tucker, "Perfection of the Buggy Whip," The Construction Advancement
Address, ASCE, Boston, MA, Oct. 29, 1986.
5. For more detailed discussion, see D.G. Mills: "Labor Relations and Collective
Bargaining" (Chapter 4) in The Construction Industry (by J.E. Lang and D.Q. Mills),
Lexington Books, D.C. Heath and Co., Lexington, MA, 1979.
6. This example was adapted from Stukhart, G. and Bell, L.C. "Costs and Benefits of
Materials Management Systems,", ASCE Journal of Construction Engineering and
Management, Vol. 113, No. 2, June 1987, pp. 222-234.
7. The information for this example was provided by Exxon Pipeline Company, Houston,
Texas, with permission from the Alyeska Pipeline Service Co., Anchorage, Alaska.
8. This example was adapted from A.E. Kerridge, "How to Develop a Project Schedule," in
A.E. Kerridge and C. H. Vervalin (eds.), Engineering and Construction Project
Management, Gulf Publishing Company, Houston, 1986.
9. For further details on equipment characteristics, see, for example, S.W.
Nunnally, Construction Methods and Management, Second Edition, Prentice-Hall, 1986

58
10. See Paulson, C., "Automation and Robotics for Construction," ASCE Journal of
Construction
Engineering and Management, Vol. 111, No. CO-3, 1985, pp. 190-207.

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