Doc: CED 29~756~

January 2008

RURF.AU OF INDIAN .<:;T ANO~

DRAFT FOR COMMENTS ONL y

(Not to be reproduced without the permission of BIS or used s an Indian Stand('1rd)
,~
.
Draft Indian Stalldard

GUIDELINES FOR CONSTRUCTION PROJECT MANAGEMENT: GENERAL

ICS No.: 03.100.40

Construction Management (including Safety in Last Date for Receipt of

Construction) Sectional Comrnittee, CED 29 Comments is 31 Mar 2008
~-~

FOREWORD

(Formal clauses of I=oreword will be added later)

A construction proj-ect is, an endeC'lvour undertaken by a project team to create a built facility
suited to the defined functional objectives. From inception to commissioning, the project goes
through various distinct stages leading to progressive achit3vement of project objectives. Each
stage involves specific inputs, processes (both technical, and managerial) and deliverables.
Typically. the life cycle of a project from commencement to completion involves the followin£
stages:

a) Project appraisal- inception, feasibility and strategi~ planning;

11) Project development -project brief development, plannirlg, design. and
development, finalization of propGsals, procurement strategy;
c) Planning for construction -construction documentation including tender drawings,
working drawings, specifications, cost estimates, bills of quantities, procurement
documents; .

d) Tender action -open competitive bidding/pre-qualification of agencies, issue of

tender document~, selection of agencies, award of work, mobili7atiol1;
e) Construction -execution, monitoring, control, work acceptance; and
t) ComlJ1issi(\ning and handing over -'- contractual closeout, fi~ancial closeout, defect
liability conirnencement, facility handing over .

The distinct features of a construction project inclurJe the unique outpu! as a built facility,
temporary nature: of the organizations involved and evolutionary process of project deliverables
during project development stages. As a result of these features, unless there is efficient and
effective project management, a construction project is faced with challenges of uncertainties
leading. to time over-runs, cost over-runs, changes in project parameters, loss of quality and
inability to meet the functional objectives. While techni:al soundness of a proposal is an
important aspect of a constructiol) project, the management aspects, which also involve techno-
legal and financial issues, too have a significant role in success of a project. Therefore,
management functions and technicai processes in a constructio.' project need to be integrated
towards project objectives. Top management commitment plays an important role in
harmoniously achieving project objectives.

This standard is intended to provide a general overview of construction project management

and information regarding the applicable tools and techniques. It gives brief guidelines on
various construction project management functions and forr1:lulation of detailed. guidelines on
each cf these management fun<:;tions may be taken up subsequently.
 Draft Indian Standard
Guidelines for Construction Project Management: Ge~eral

1 SCOPE ,~

1.1 This starldard covers general guidelines for construction project management

1.2 The aspects regarding project formulation alld alc)praisal up to the stage of preparaflon of
preliminary proposals for financial approval are not covered in this standard. The scope of this
standard shall, therefore, covers the stages from the stage of approval when a decision to
implement the project including its financing is taken till commissioning and handing \over of the

project.

2 REFERENCES

The Indian Standards listed below contain provisions which, through reference in this text,
constitute provisions of this standard. At the time of publication, the editions indicated wre
vali,j. All standards are subject to revision, and partie.s t'J agreements based on. this standard
are encouraged to investigate the possibility of applying the most recent E;ditions of the
standards indicated belov/:

IS No -I-itle

7337:1985 Glossary of terms in project net\0\'ork analysis

10400: 1992
Glossary of terms in inventory control

Use of network an31ysis for project management: Part 1

1458'O(Part 1 ):1998
Management, planning, review. reporting and termination
procedures

14580(Part 2):2006 Use of network analysis for project management: Part 2

Use of graphic technique5

15198:2002 Glossary of terms in human resource development

3 TERMINOLOGY

For the purpose of this standard, ~he definitions given in IS 733-/, IS 10400 and IS 15198 shall
apply.

4 GENERAL

4.1 A project is generally a non-recurring task having a definable beginning and end, with a
definite mission and has a set of objectives and achievements. Construction Project
Management is application of knowledge, skills, tools and techniques of project management to
achieve the objectives of a defined project. The Construction Project Management refers to
such project management when applied to construction of built facility. Project objectives
depend on the requirements of the built facility. From the point of view of construction pro.iect
management, project objectives may be defined in terms of scope, time, cost and quality. This
may usually take place i~ project appraisal stage which coversjnception, feasibility and strategic
planning. Information and guidelines given under 4.2.to 4.6 shall be appropriately utilized under
different stages for construction project management.

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Note -For the purpose of this standard construction project management objectives are drawn
from the project appraisal stage and do not cover inception, feasibility and related project
strategic planninQ.

4.2 Staketlblder

Stakeholder is a person or group of persons who are actively involved in the project or those
who have an interest in the success of a project and its environment. Generally in a
con3truction project, owner/client, project manager, ('.onsultant, construction agency and the
user are the stakeholders. In addition, depending on the nature of the project, there may be
other stakeholders sucl'1 as financer, government and society.

4.3 Construction Project Life Cycle

Construction project life cyole:-eonsidered in this standard consists of project appraisal, project
development, planning for construction, tender action, construction, and commissioning and
handing over, as main stages. These stages invol.ve defined decisions, deliverables and
completion of mil.e-stoner; for control of project, ensuring that the adverse impact of
uncertainties is overcome at each stage in the progress.. Accordingly, the re!iponsibilities of
project team should be defined and measured for acceptarlce and liabilities determined
objectively.

Project objectives, drawn out of feasibility established in the appraisal stage, are achieved
progre:3sively through each of the project life cycle stages. The stage-wise break-up of project
objecti'/es, tasks, compliance and authorization to proceed further in the next stage should be
structured comprehensively through various st3ges of life cycle. Each stage of construction
project life cycle may be ,considered as a subproject, thus making overall complexities of a
project more manageable.

A typical construction project life cycle is given in Fig.1

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Rig. 1 TYPICAL CONSTRUCTION PROJECT LIFE CYCl.F

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4.4 Construction Project De1iver~' Models

Project delivery model determines the manner in which th~ project is planned, designed,
executed and contract administration is carried out. The project delivery model determines the
contractual f.elationships between the owner/client, design consu1tants and construction agency.
The delivery model shall also define the span of control and role and responsibilities of each of
the above parties. The various types of project delivery models that are ill vogue in the
construction projects are: traditional design-b.id-build, design-build 'Nith variants, turn-key, and
build operate and transfer and its variants. Each of the delivery f"i1odels can adopt different
types of contracts depending upon the suitability of the contlact type in relation to the nature
.
and type of projects, project objectives and other project specific considerations. There are
other \!ariants that are possible to suit certain project fpe(;ific requirements. Fig. 2 shows the
main variants of construction project delivery models.

Owllcr/clicnt or his

rcprcscnt:,\ti"l'

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Project
M~\Il~\gcr

2A Design-Bid-Build Model

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Projcct

Ma"~\gcr

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28 Design-8uild ModE
(Construction agency responsible for cc Implete design)

Fig. 2 Typical Construction Project Delivery Models

4.5 Construction Methodologies/Techniques

Suitable construction methodologies/techniques, including conventional, prefabrication, systems

buildinq approach, mixed/composite construction. mechanization in construction. other

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innovative technologies, etc, shall be considered and an appropriate choice made de:pending
upon the project objectIves in terms of time, cost. quality requirements. etc.

4.6 Organizational Structures

,\
,

Organi.zational Structure depends on the project delivery model. A typical organization chart for
Design-Bid-Build mpdel is given in Fig. 3.

9
Fig. 3 Typical Organization Structure for Design-8Id-8uild Model

4.6.1 Construction Project Management Organizational Team;

For any given project delivery model, an appropriate organizational structure shall be selected
so as to facilitatc constitution of teams across various 3,gencies involved. Such tearlls are
fundamental functional units generally specific to each of the life cycle stages of a project,

5 CONSTRUCTION PROJECT MANAGEMENT ST AGES

Typically a construction project (whether small or large) may be considered to involve the
following distinct broad stages'

'il) Project appraisal stage (see Note)

1) Inception
2) Feasibility
'3) Strategic planrling
b) Pre-construction stage
1) Project dev~lopment
2) Planning for construction
3) T ender action
c) Construction stage, and
d) Commissioning and handing over stage

NOTE -As the scope of this standard covers activiti3s startin~J from pre-construction stage, the
project appraisal stage has not been covered here.
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Under each of the above stages.. the construction management function guidelines given in 6
should be employed for achieving the intended objectives. .

5.1 Pre-construction
"
5.1.1 Project Devtiflopment

This will involve

a) Formalization 'Jf design brief,

b) Site survey and soil investigation,
c) Preparation of alternative concept designs and finalization,
d) Preparation of preliminary designs and drawings,
e) Developme.nt of design of each discipline and their integration,
f) Assisting client to obtain statutory approvals,
g) Decisioh on construction methodology.
h)Prepargtion of preliminary cost estimates,
j) Prepar~tion of detailed design of each discipline, ..
k)Prepar~tion of construction working. drawings and related specifications
with integration of engineering inputs of all concerned disciplines,
I) Preparation of detailed cost estimate,
m) Preparation of bill of quantities and detailed specifications, and
n) Tender documents.

Peer review/proof checking of the drawings/designs shall be done in case of important

projects, depending upon their complexity and sensitivity.

5.1.2 Planning for Construction

The following aspects shall be considered'

a) Sequencing of project COI11pOnents

b) Planning tools
1) Work breakdown structures (WBS)
2) Bar charts
3) Network techniques an~ scheduling
c) Resource planning
d) Time cost trade off

5.1.1.1 Sequencing of project components

Methodology of construction shall be detailed, before the start of the project. Sequencing of
project components shall be done on the basis of methodology adopted and availab~ity of
resources.

5.1.1.2 Planning tools

The planning tools descrihed below may be E:mployed for effective management of a
construction project:

a) Work Breakdown Structure (WB.S) -The WBS sh<;lll :identify the total scope of works
involved in the project and shall form the basis for the development of detailed project
schedule. Through WBS, the project shall be subdivided into malar slJhrlivisinns {wnrk
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packages) and each major subdivision shall be further subdivided into additional levels
as required up to the level of activities that could form the basis for monitoring and
co~trol of project perforr:nance in terms of time, cos~ and quality parameters. WBS shall
provide activity listing with associated cost account codes for the preparation of project
schedule either by bar charts orby network diagramming methods.

b) Bar Chart ~ Bar chart is the simplest form of project scheduling and used for small and
complex projects and in preliminary planning alJd tender-stages of major projects. A
typical barlchart form of project schedule depicts the various activities on a calendar
I time scale in the form of bars in their relative positions with start and finish dates a ,Id
length of: bar indicating probable activity duration. Linked bars represent the
interdependencies betweer' the activities. Bar chart type of schedule shall be used to
comprehend, summarise nnd display the results of comple~ project network analysis
aMTUrther monitoring and controliing process.

c) "Jetwork Techniques ~nd Scheduling

i) Network diQgramming methods -Network based project schedule shall be used for
major and complex projects. In this method. the network of project activities
identified through WBS is developed incorporating their logical relationships and
interdependencies. The two available approaches for network diagramming
techniques are: ...

1) Arrow Diagramming Method (ADM), in which activities are shown as arrows

with tail and head of arrows representing the start and finish of ~(he activity
and connected to nodes {circles) indicating the sequences of activities.

2) Precedence Diagramming Method (POIV1),in which activities are shown as

nodes (boxes) which are connected by precedenc~ relationships indicating
the logical relationships and sequence in which the activities are performed.
POM method is com~only used due to its flexibility.

ii) Network analysis and scheduling -The project network incorporating the activity
durations ~nd logical relationships shall be ,analyzed with for\"lard and backward
pass schedule calculations to establish early and late start and finish time of
activities with their available floats, critical activities critical path and overall project
duration. The project schedule is prepared Irl terr:lS of calendar dates of start and
finish of activities with available floats. The r,etwork schedule shall also be
presented in the form of linked bar chart or in ~a.bularformat.

For details on network preparation and analysis. referell(;e shall be made to IS 14580
(Part 1) and IS 14580 (Part 2). Network schedule shall be prepared fur all disciplines
and they shall be integrated into a Master Control Schedule.

5.1.2.3 Resource planning

This srlal1 involve the following'

a) Resource alloc~tion -The feasibility of the ~etwork shal.1 be ~~~ ~

manpower. eQuipment. other resources requlrec;l at the Slte.- ~" 7",,"

b) Resource levelling -It shall be done by re-alloc~ting the slack resources from non-
critical path to critical path activity in order to obtain a i-eduction of time or by shifting
the actiyities within the floats available with them. to obtajn an optimum uniform
resource requirements.
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c) Resource schedule- Schedule of following res'Ju'rce requirements with rE;!spect t~,

time shall be prepared on the basis of network deyeloped and kept in the database
for project contr<:>1purposes: .

"

1) Technology
2) Manpower
i) Technical staff
ii) Skilled labour
iii) Unskilled labour
3) Machiner~'
4) Materials
5) Cash flow

Resource schedule shall be prepared separately for client, consultarlt and

construction aqencv.

5.1.2.4 Time cost trade off

Time cost trade offranalysis shall be done to obtain a minim.um total cost of the projecrwithin the
specified time. This shall be done taking into consideration direct cost and indirect cost of the
project.

5.1.3 Tender Action

5.1.3.1 Preparation of tender documents

The bill of quantities. specifications, drawings and conditions of ccntract should be prepared on
the basis of design and details finalized in prcject proposal aevelopment stclge (see 5.1.1 )
keeping in view the construction project delivery model selected. The format, terminologies and
terms and cond!tions should be as per the standard engineering practices. In case of any
special item or condition, the same shall. be described clearly to 6void any ambiguity.

5.1.3.2 Selection of Construction agency

Selection of construction agency shall be done t y either

a) Open competitive bidding -In this case, tender notice should be publicized adequately
to obtain competitive tenders from competent agencies for the project; or

b) Limited competitive bidding -In large, specialized and important works-, prequalification
of contractors shall be done considering their financial capability, bid capacity,
experience of similar type of works, past performance; technical staff; and plants and
machinery available.

5.1.3.3 Bid evaluation, negotiation and award of work

After due evaluation and negotiation, with the bidaers, if required, the work,shall be awarde<j to
the construction agency based on competitive technical ana financial bids.

5.2 Construction

This is one of the'h1ost important stages of construction management where pre-construction

stage outputs are realized into physical tangible forrl within the constraints of time and cost.
The intent or need for functional arId physical characteristics, defined in the pre-construction
stage outputs through specifications, drawings and consolidated project brief is realized through
various construction project management functions described in 6 and particularly through:

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a) Time management,
b) Cost man{:1gement, and
c) Quality manaqement.

5.3 Comm'tssionirlg and Handing Over

After the project is complete as per spec ifications and designs, project comn..issioning artd
harding over stage follows. It shall need thE~ compliance of the following:

a) certification and settlement of constructicn agency's final bills for payment,

b) clearing of site,
c) removal of all defects dt the time of completiun and during defect liabil._, itv oeriod
I""
d) preparation of list of inventories.
e) preparation and handing 'over all as-buHt drawings..
f) obtaining corT"!pletion certificate from local government bodies/departments
g) preparation of maintenance manual,
11) handing over all document~ to the clienVowner, and
j} restoration qf surroundings.

6 CONSTRUCTION PRCJECT MANAGEMENT.FUNCTIONS

Construction Project Management cons: Jf number of I.)rocesses and these can be qrouDed
under the followina:

a) Scope management,
b) Procurement management,
c) Time management,
d) Cost management,
e) Quality management,
f) Risk management,
g) Communication management,
h)Human resources managemen
j) Safety, health and environment ~E

k) Integration management, an<;1

m) Other management processes

The project management fu Ictlons briefly ibed be N be employed for effective

management of construction oroiect dLJrinc 'f",r",nt . aoolicable. Some of thE
processes may. however. OVE

6.1 Scope Management

It s:lould be ensured that project features and functi Ins remained as established during
the finalization stage. Scope management include: the processes of scope planning,
scope definition, scope verifications. scope monitorir :J and change control.

Scope monitoring and change control are critical to tile construction stage in order to
ens~re that there are no time and cost over-runs. The work break down structure of the
project shall be the basic tool f')r defining the scope baseline. Scope control should aim
to identify factors influencing scope change, cietermine the impact of scope changes
and establish the system for scope change apprcval and revision of scope baseline.
Accordingly, a detailed scope management plan should be drawn to lay down all tile
necessary practices including technical and orqanizational interfaces.
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6.2 Procurement Management

Procurement management includes processes for purchase of materials, equipment, products,

soliciting s~rvices of consultants and engaging agencies for execution of works under a
contract. project procurement processes, which depend on type of project delivery model
include identification of procurement needs, preparation for procurement, soliciting proposals,
selection of suppliers/consultants/works contractors, administering of contract and closure of
contract. Project ~anager is charged with the responsibility to help structure and develop
contract to suit th~ specific needs of the contract, As contract, which is an output of project
procurement man~gement processes, is a legal document, the procuremen~ proces~cs should
follow detailed pro?edures with adequate review and stakeh?lder appraisal opportunities.
..
One of the fundan]ental issues in construction projects, ma(1aged through proje9t managers, is
to determine what_nee~s may be met by procuring products, service~ and works from extern,al
agencies and wha~ should be accomplished by the project team. This decision is best arriveq fat
the earlier stages of the project (so that the opportunities of procurement initiation at earlier
stages is not lost) and reviewed at each of the subsequent life cycle stages of the project. Such
decisions should draw inputs from the time, cost, quality and scope management processes.
Various procurem~nt routes should be anplyzed on their suitability to both time arid cost criteria
of project. As a strategy for procurement, a projeGt procurement management plan should be
developed to document: contract types to be used; procuremej1f. documents; .c6ordination of
procurement with schedules; constraints and assumptions;,. .risk mitigation activities
(performance bonds, insurances, etc); and, pre-qualification of 'suppliers. ~n additi;)n,
specifications, quality standards, performance data at work locations, etc which ..are part of
project scope statement, should be described.

6.3 Time Management

Time management aims to complete the project within the stipulated time period Time
management essentially involves the following processes:

a) Defining project scope in the form of work bleakdown structure to generate activity
identification and listing,
b) Activity duration estimating, -
c)
d) Activity
Project sequencing with interactrlfity
schedule development, and dependencies,
,

'e) Project schedule control. .

Work breakdown structure should be used as a tool to prepare the project schedule by defining
the project scope and iderJifying and listing of the activities in the wo~k packages. For the
quantum of work involved in the activities. the activity durations are estimated based on the
standard productivity norms for differeilt trades of work. Past-documented experience and
expertise should alsr:: be used for determination of the activity durations with the construction
technology adopted and manpower and .equi'pment resources used. Based on the constr\.Jction
methodology proposed with the consideration of project specific constraints, the sequencing and
interdependencies of the activities are determIned and the graphical representation of activities
in the form of network should be prepared. The network thus prepared should be analyzed to
develop the project schedule with information on early and late start and finishing of activities
with their available floats and the critical path/critical activities on the network. Incorporating the
calendar dates, the baseline schedule may be finalized V\lith the incorporation of milestones for
subsequent schedule monitoring and control processes.

During the construction stage, schedule monitoring involves .methods of trackin~J and comparing.
the actual schedule with tne baseline schedule and schedule control activities ~;hould ensure to
remove deficiencies and slippages corrected to acceptable levels.

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Project scheduling and monitoring is a dynamic process and periodic schedule updating should
be done for effective monitoring and control process. In the process, the status of each activity
should be examined. For completed acti\ities, actual durations utilized, are incorporated; and
for activities in progress, balance to complete revised durations and estimated finish dates are
determine'<\ and incorporated. If the actual s(;hedule lags behind the baseline schedule, various
option~ should be 'considered to control and bring back the schedule to acceptable levels. The
possible control actions, which may be considered are: possible reduction in activity duration of
future activities with alternate technology options, increasing .the resources, alteration in the
construction logic and activity sequencing, etc.

6.4 Cost Management

The objective of the project cost management is to ensure that the project is completed within
the authorized budget. The major processes involved in the cost rl)anagement are: resource
planning, cost estimation, cost budgeting/cost planning and cost monitoring and corllrol. The
resource planning involves determination of variou$ types of resources, such as appropriate
technology, workfqrce, materials, equipmerlts and infrastructure facilities, their quantum and
their requirements during different stages of the project. Preliminary cost estimate with defined
scope of work is required for obtaining the project sanction. Detailed item wise cost estimates
with bill of quantities and specifications should be made for tendering and subsequent project
execution. While Galling tenders, the type of contract adopted such as item rate, lump sum and
cost plus, influence the cost management strategy.

Most of the cost optimization techniques through value management studies are achieved
during the preconstruction stage of the project. Value management is a useful technique for
application in cost management. Value management IS a systematic multi-disciplinary effort
directed towards analyzing the functions of proJect or item for the purpose of achieving the best
valu9 at the lowest overall life cycle project cost. It is an established technique for determin,11g
value based decisions rather than cost reduction based on change in specifications. Suitability
of construction techniques, selection of equipments for specific purposes, considering
alternative materials and other design changes are some of the areas of application of value
engineering.

During construction stage, the efforts are more on control mode for adherence to the budgeted
cost. For the purpose of cost control during execut;on, the time based cost baseline of thu
project which forms the basis for the measurement and monitoring of cost performance, should
be generatE!d. The cost baseline is generated by ailocating the overall cost estimate to
individual project activities based on the project schedule. Using the cost baseline, the cost
control, which comprises the following, should be exercised: -

a) Periodical cost reporting,

b) Comparison of the actual cost against the planned cost, I
c) Obtaining eariy warning for corrective actions,
d) Control and monitoring cost changes,
e) Forecasting of final cost at completion based on cost trend and cost changes, ~nd
f) Continuous modification of the cost baseline for authorized cost changes and
preparatio:1 of revised estimates.

Provision of establishment of suitable dispute redressal ~ 'stem should be inbuilt to take care of
disputes, if arisen.

6.5 Quality Management

Quality' management in construction aims to achieve reQuired functional and physical

characteristics of a constructed facility ttlrough management actions including planning,
direction and control. Qua!ity is the key determinant of requirements which is exoressed
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through drawings and specifications. Main function of quality management is to achieve quality
objective of satisfying requirements through performance evaluation of construction processes
and ensure that they are directed towards overall quality. Quality management during
construction,~stage assumes that the design and specifications comprehensively incorporate
requirements of users and other stakeholders. Prior to setting out for the construction, the client
should completely understand the implications of changes to the design and specifications
during the construction stage, which may affect quality.

Although quality is ian all-encompassing concept which also has bearing on time and cost
.aspects, the specific scofJe of quality management is limited to its key functions of quality
planning, quality assurance and quality control. Quality planning refers to the identification of
relevant quality standards and determining how to satisfy them. Quality assurance activities
include consistent evaluation of project performance t;) provide confidence that the project
satisfies the relevant qu-ality standards. Quality control monitors prolect results related to the
compliance to quality standards and identifying means to eliminate non-conformity.

On-site operations constitute most of the construction processes. Scope of quality management
for on-site operations may be categorized broadly in three distinct stages. In the receiving
stage. materials and supplies are inspected and tested .for conformance to the specified
standards. During 'In-process stage' materials "and supplies are processed to form project
product components wherein process control ensures conformance to the specified standards.
In the 'final stage' inspections and tests monitor the functional and physical performance of the
product/service to ensure that they satisfy the requireme'lts.

Planning being an integral part of the quality management, may also consider efficient site
layout and its management for on-site operations. In addition to time and cost implications of
the site management. the quality performance improves by efficient organization of activities by
way of providing adequate and appropriate condition:; for the work processes. Site
manageme;nt needs to consider construction technology constraints with reference tOOaspects
related to space availability such as permanent services, access to site, temporary services,
location of material stores, stacking areas and plants, l-encing and other temporary structures.

The various organizations connected with the project should have their own quali'y
management systems.

6.6 Risk Management

Project risks have a positive or negative impact on the project objectives and in ether case
need a planned response. Project risk management processes ensure proper planning
identification, analysis, monitoring and control to the best interest of the project.

Risk management planning processes develop an approach to risk management activities

which includE. planning, execution and monitoring. A risk management plan should define lead
and support role responsibilities of project team ill relation to management, budgeting, risk
responsive scheduling, classification of risk activities Jased on risk break-down strlJcture. and
explanation of probability and impact for risk context.

Risk response plal1ning determines actions required for reducing impact of negative risks and
seeking advantage of positive risks. Risk responses are established and as~igned to
appropriate project participants. Suitable risk mitigation measures should be evolved for
identified risks.

6.7 Communic3tion Management through MIS

MIS is a systemized approach to furnish information. It comprises a system that collects,

stores, sorts and analyses data to generate and communicate information. It may be a
combination of manual and computerized systern.

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At the const~uction rstage of a proje~t there 3re many agencies involve(jJ like client, architect,
engineer, project manager, various COilsultants. material suppliers. construction agencies and
sub-contractors. Each agency is divided into top level management takiflg policy decisions,
middle lev~\ management monitoring the project and 1ower le\/el management irlvolved in C-'.3yto
day operati6ns of the project.

Each level of management requires information of varying details, at different periodicities and
in different formats. Project progress information flows from lower level to thel top level
management and policy decisions flow from top level to the lower level management.

MIS integrates the work and information flow within each agency and flow of information
between different agerlcies.

In construction stage of the projects, the information may be in the form of data reflecting status
of project in terms of actual execution time for each ac~ivity, cost incurred. resources used,
quality control, material f11anagement, bills, organization management and other administrative
aspects like disputes that may come up. This data. should be analyzed to understand the
overall progress achieved and to update schedules of the project. .

Basic objectives of MIS of a construction projf:.ct may be summarized as

Providing benchmark against which to measure or compare progress and costs

a)
like time network schedules, cost astimates, m3terlal and labour schedules,
specifications, workingdra\A!ings.
h\ Providing an organized and efficient means of measuring, collecting, verifying
and reflecting the progress and status of operations on the project with respect to
progress, cost, reSOUrc6S and quality.
c) Providing an organized, accurate and efficient means of. converting the data from
operations intoJnformation.
Reporting the correct and necessary information in the required ~ormat and at the
d)
required level of detail to managers at all levels aild to the supervisors.
Identifying and isolating the most important and critical information at various
e)
stages to be communicated to the managers and supervisors for taking
decisions.
f) Communicating the information to the managers and supervisors in time so that
decisions may be taken at the right time.

Total MIS configuration of the construction project may be divided into the following modules

1) Planning and scheduling module

2) Cost control and accounting module.
3) Trend and forecast module.
4) Project adminis~rative and financial modu1e
5) Historical and docurnerttatior. module

All modules should be interlinked in flow of information and generation of reports

6.8 Human Resource Management

All construction projects involve large number of skjl.led:unskilled persons. Human resources :n
a project should be adequately qualified, traineq and competent..

Quality of construction work depends on the quality of labour resource. For skilled and un-
skilled labour, the requirement for technical knowledge, skill and general awareness are varied
for different construction processes. Labour is required to understand their respective
responsibilities especially towards the work. Therefore, construction management practices

1 '}
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January 2008

should emphasize on develop men of competence )f this criticc humarl resource through
training programines.

The critical .alctivities should be identified from the point of view of technological innovations.
workmanship and, environmental condition~ which determine labour behaviour. and
performance. In each cor!struction project, there are cert.a,n work related peculiarities which call
for job specific orientatiol1. Experienced workers may need less efforts for such orientation.
There s.hould be q clearly defined competence requirement for the workmen. As far as
possible. a formal ;training or a certified course undert~ken snould be a preferred selection
criterion for the wol;kers. A periodic review of the performance may be made to establish the
nature of training required and methods for imparting training.

6.9 Safety, Health and E'lvironment Management

6.9.1 Safety management issues include managing work processes, equipment-and material
handling at site for striving to achieve zero accident status at site. For prevention and
management of accidents, a proper organizational and admillistrative mechanism is required.
Following steps should be taken for achieving the same:

a) Laying down of safety regulativns or. mandatory prescriptions concerning different

work processes.
b) Standardization of work processes and management actions after an accident
occurs.
c) Regular and stipulated inspection of works f:)r enforcement of mandatory regulations.
d) Providing education. and training to workers on safety Issues.
e) Publicity and appeal to develop safety conscivusness.
f) Insurance of built facilities and construction per$onnel.
g) Regular safety audit of constructio~ sites.
h) Effective post accident action analysis including accident analysis and reporting.
j) Effective post accident management including corrective measures to avoid repetition
of such accidents.

Under Section 38(2) of the Building and Other Construction Workers (Regulation of Employment
and Conditions of Service) Act, 1996, it is the statutory r~sponsibility of the employer that in
every establishment wherein 500 or more workers are ordinarily employed, the employer shall
appoint,a Safety Officer, Safety officer who is posted at' a medium to major construction site
shall have the competency to:
I

Look after the safety ar:ld health of the personnel, safe handling of materials and
machinery, safe work practices alld standard operating procedures.
2) Be responsible for compli~nce of all statutory obligations of the employer in
regard to safety of persorlnel and structures.
3) Guide and assist the site /managers/engineers to make their sites safe and
accident free.
4 Train personnel in constructio~ safetv, conduct safety surveys and de$ign
suitable documents for recording and promoting safety on sites and in the
construction industry.
I

6.9.2 Health management issues ir.clude looking into the risk factors to health of construction
r:ersonnel and providing industrial hygiene conditiorrs at construction sites and methods of their
management. It includes managing:

a) Occupational/physical health hazards.

b) Short term as well as long-term .ill efforts of the activities and the working
environment of the construction sites.
c) Provision of personal protective eQuipmerIt reauired for specific health hazards.
 Doc: CED 29(7562)W~

January 2008

d) Laying down of construction hygiene control methods.

6.9.3 Environment management issues include the following: -

,\
a) Ensuring that construction activities on site do not adversely affect the surrounding
environment and do not cause air. water and soil pollution beyond the \orescribed
limits.
b) Safety of environrl:"tent while working with hazardous materials.
c) Management of disposal of waste from the consl.ruction sites.

6.10 Integration Management

InteJration management aims to provide processes necessary for coordination amongst various
organizations and their teams involved. It ensures that various organizational teams perform in
an integrated manner. with their actions coordinated to the mutual interests towards the project.
Integrated management IJrocesses provide opportunities for resolving conflicts and competing
interests through appropriate tradeoffs. Integration is necessary where processes interact,
especially when process responsibilities belong to different organizational groups. Such process
interactions need organizational interfaces to be defined anQ resolved at an overali level.

Integration management may also be required for specific s:tuations when impact of one
management functions is 2 cause for concern for other management functions. For exa,mple, if
there is a time delay in performing a particular construction proce3s. it may often have impact on
the cost aspects of not only that process but other processes involving other organizational
groups; the rescheduling may affect coordination amongst performing groups in the down-
stream processes and activities.

6.11 Other Management Issues

With the steady increase in global population arid the rapid depletion of natural resources. the
project manager may have to address various other issues such as, 8nergy management and
sustainabilitv.

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