MAKERERE UNIVERSITY

COLLEGE OF ENGINEERING, DESIGN, ART AND

TECHNOLOGY

SCHOOL OF THE BUILT ENVIRONMENT

DEPARTMENT OF CONSTRUCTION ECONOMICS AND

MANAGEMENT

PGD. CONSTRUCTION PROJECT MANAGEMENT

CMG 7301: PROJECT REPORT

CONSTRUCTION OF 22 NO. PUBLIC TOILETS IN KAWEMPE

DIVISION (KAWEMPE SANITATION IMPROVEMENT
PROJECT (KSIP)

TECHNICAL PROJECT REPORT

BY

MBYEMEIRE AMBROSE (2017/HD08/1185U)

SUPERVISOR: DR. GODFREY MWESIGE

A project report submitted in partial fulfilment of the requirements for the award of the Post
Graduate diploma in Construction Project Management of the College of Engineering,
Design, Art & Technology of Makerere University.

August, 2018
 DECLARATION
I, MBYEMEIRE AMBROSE declare that the content of this report is my original work
with the exception of acknowledged citations and that it has never been submitted to any
institution by any other person for any purpose.

Signature...................................
MBYEMEIRE AMBROSE
2017/HD08/1185U

Date.....................................

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 APPROVAL
This work has been carried out under my supervision and is now ready for submission to the
Department of Construction Economics and Management, College of Engineering Design Art
and Technology, Makerere University, Kampala with my approval.

Signature.................................
Dr. Godfrey Mwesige
Supervisor

Date........................................

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 ABSTRACT
This project report entails the construction methodology used and aspects of construction
project management practice exercised by the author while part of the construction team
during improvement of water supply and sanitation services of the Urban Poor in Kampala
through National Water and Sewerage Corporation (NWSC).
It further details contract administration during execution stage and the application of project
management knowledge areas during project implementation. The knowledge areas discussed
at length include cost, quality, and time and communication management. The construction
methodology adopted by the contractor at every stage of the works has also been discussed at
length in this report.
The project involved construction of toilet facilities that range from three stances to six
stances and each facility had provisions for shower rooms.
Construction projects involve a diversity of skills that comes from the diversity of
professions, specialists and suppliers that are involved in the process from inception to end.
Successful implementation of a project can only be achieved with good project management
practices in place. Failure to have proper project management monitoring and control systems
can easily result in poor relationships, disputes and cost overruns on a project.

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 DEDICATION
To my late Mother, and family

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 ACKNOWLEDGEMENT

First, I would like to thank the Almighty God for this opportunity to further my education.
I would like acknowledge my supervisor, Dr. Godfrey Mwesige for having the time to direct
us in the course of this program.

Finally yet importantly, I would like to thank my family and friends for the encouragement
and support.

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 TABLE OF CONTENTS
DECLARATION ..................................................................................................................................... i
APPROVAL ........................................................................................................................................... ii
ABSTRACT........................................................................................................................................... iii
DEDICATION ....................................................................................................................................... iv
ACKNOWLEDGEMENT ...................................................................................................................... v
CHAPTER ONE – INTRODUCTION ............................................................................................... 1
1.0 Background ................................................................................................................................. 1
1.1 Funders and Implementation Strategy ..................................................................................... 1
1.1.1 Summary of Works Contract Data ......................................................................................... 2
1.1.2 Implementing Partners ........................................................................................................... 2
1.1.3 Project Scope and Location.................................................................................................... 2
1.2 Prospective impact and Challenges............................................................................................... 3
1.3 Personal Involvement ................................................................................................................. 3
CHAPTERTWO: SUPERVISION AND CONSTRUCTION METHODOLOGY ........................ 4
2.0 Introduction ................................................................................................................................. 4
2.1 Site Supervision ........................................................................................................................... 4
2.1.1 Site Possession and Commencement .................................................................................. 4
2.1.2 Project Planning and Mobilization ..................................................................................... 4
2.2 Key Project Documents in Supervision ........................................................................................ 4
2.2.1 Contract Document ................................................................................................................ 5
2.2.2 Site Diary ............................................................................................................................... 5
2.2.3 Instruction forms .................................................................................................................... 5
2.2.4 Measurement forms................................................................................................................ 5
2.2.5 Quality Control ...................................................................................................................... 6
2.2.6 Time extension ....................................................................................................................... 6
2.3 Construction Methodology ......................................................................................................... 6
2.3.1 Substructure Works (Construction of Septic tanks)......................................................... 6
2.3.2 Concrete works..................................................................................................................... 7
2.3.2.1 Beams .................................................................................................................................. 7
2.3.2.2 Slab ..................................................................................................................................... 8
2.3.4 Roofing works with timber (pressure treated hardwood)....................................................... 9
2.3.5 Finishes ................................................................................................................................ 10
2.3.5.1 Plumbing works ................................................................................................................ 10

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 2.3.5.2 Plastering........................................................................................................................... 10
2.3.5.3 Doors ................................................................................................................................. 12
2.3.5.4 Painting works .................................................................................................................. 12
CHAPTER THREE: PROJECT MANAGEMENT PRACTICES ................................................ 13
3.1 Introduction ................................................................................................................................. 13
3.2 Project Cost Management ........................................................................................................... 13
3.2.2 Interim valuation .................................................................................................................. 13
3.2.3 Variations ............................................................................................................................. 14
3.3 Project Time Management .......................................................................................................... 15
3.3.1 Project Time Control ............................................................................................................ 16
3.3.2 Time Extension .................................................................................................................... 16
3.4 Project Quality Management ...................................................................................................... 16
3.4.1 Quality Planning .................................................................................................................. 17
3.4.2 Quality Assurance and Control ............................................................................................ 17
3.4.2.1 Contract documentation .................................................................................................... 17
3.4.2.2 Materials ........................................................................................................................... 17
3.4.2.3 Safety and Health .............................................................................................................. 17
3.4.2.4 Site inspection of work ..................................................................................................... 18
3.5 Project Communication Management ......................................................................................... 18
3.5.1 Information Flow ................................................................................................................. 19
3.5.2 Site Information ................................................................................................................... 19
CHAPTER FOUR: CONCLUSION AND LESSONS ..................................................................... 20
4.1 Lessons Learnt ............................................................................................................................ 20
4.2 Challenges .................................................................................................................................. 20
4.3 Recommendations ....................................................................................................................... 21
4.4 Conclusion .................................................................................................................................. 21
APPENDIX I - CONTRACT DOCUMENT ........................................................................................ 22
APPENDIX II : COMMENCEMENT ORDER ................................................................................... 28
APPENDIX III – EXTENSION OF TIME........................................................................................... 29
APPENDIX IV- PROJECT COMMUNICATIONS ............................................................................ 30
APPENDIX V: PROJECT DRAWINGS .......................................................................................... 34

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 CHAPTER ONE – INTRODUCTION
1.0 Background

This project report presents the technical findings and aspects of construction management
practice exercised by George and Company Limited while working as one of the Contractors
for improvement of water supply and sanitation services of the Urban Poor in Kampala
through National Water and Sewerage Corporation (NWSC). It provides in-sight on project
appreciation, contract documentation and administration, and application of project
management knowledge in the process of contract implementation.

The Government of Uganda, as part of its poverty eradication and preventive health strategic
programmes, made a pledge to improve water supply and sanitation services of the Urban
Poor in Kampala. As such, the Kawempe Sanitation Improvement Project (KSIP) was borne
as a follow-up of the Public Stand Pipes Project, which was implemented in the FY
2005/2006 through National Water and Sewerage Corporation.

The KSIP had public toilet facilities that range from three stances to six stances and each
facility had provisions for shower rooms. The KSIP entailed two phases. The first phase,
completed in 2012, comprised of 56 public toilet facilities. The second phase that comprised
of 44 public toilet facilities effectively commenced construction works in March 2015 and
was substantially completed by January 2016.

The KSIP is in line with earlier studies undertaken by NWSC, which offered a platform for
improving water and sanitation (WATSAN) services for Kampala's urban poor particularly in
informal settlements.

The KSIP Phase 2 was handed-over to the designated caretakers in user communities upon
completion. The caretakers were to be responsible for the management and operation of these
sanitation facilities, provide security, toilet usage materials and ensure cleanliness.

1.1 Funders and Implementation Strategy

The project was implemented through stakeholder engagement and social marketing
approach. Specifically, NWSC worked closely with Kampala Capital City Authority
(KCCA), the local leaders and Councillors to identify the areas with critical need of sanitation
facilities. The community provided the land, at no cost or free of charge, since these facilities
serve them including the landlords.

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1.1.1 Summary of Works Contract Data

Project Name: Construction Of 22 No. Public Toilets in Kawempe Division

(Kawempe Sanitation Improvement Project (KSIP)
Source of Funding: Government of Uganda – Ministry of Water & Environment

Contract No.: NWSC-HQ/WORKS/14-15/159568-1

Executing Agency: National Water and Sewerage Corporation

Senior Manager, Programs & Performance Management -
Project Manager: NWSC
P.O BOX 7053 Jinja Rd – Kampala, Uganda
Contractor’s Name: George & Company Ltd
Main Post Office Building,
P.O.Box 24353, Kampala
3rd Floor, Rm.317
Tel:0312-278878
Site Possession Date: 15th February, 2015

Commencement Date: 16th February, 2015

Project Duration: Six (6) Months

Defects Liability Period: Six (6) Months

Completion Date: 15th August, 2015

Revised Competition Date: 15th October, 2015

Contract Amount: UGX 845,034,344 (VAT 18% Inclusive)

1.1.2 Implementing Partners

(a) George and Company Limited – Contractor

(b) National Water and Sewerage Corporation – Client

(c) Ministry of Water and Environment – Mother Ministry

1.1.3 Project Scope and Location

The project was located in Kawempe Division, Kampala district. It entailed construction of
100 water-borne public sanitation facilitates of multiple stances in a phased manner by
NWSC. Phase I delivered 56 facilities in 2013. Phase II that started in 2015 has delivered 44
to make the 100 as pledged.

Each toilet facility has squatting pans, flushing cisterns, showers finished with ceramic wall

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tiles and hand washbasins. Each facility also has 500litre water tanks to ensure water supply
reliability. The facility has a septic tank and a soak pit necessary for water –borne toilet
facility.

The superstructure walls are 150mm thick brickwork, bonded with cement mortar including
25mm thick plaster and rendering internally and externally. The roof is gauge 28 pre-painted,
galvanised corrugated iron roofing sheets.

In terms of finishing, the external walls were finished with cement roughcast and interior
walls painted with vinyl silk paint

1.2 Prospective impact and Challenges

• At least 50,000 people will directly benefit from the constructed public toilet facilities

• Improved sanitation and hygiene in Kawempe division

• Reduction in spread of poor hygiene related diseases

1.3 Personal Involvement

The author’s practical professional involvement on this project started with the Construction
stage as the Contractor’s Site Engineer for the 22 toilet units.

The tasks executed during the course of works were specific to contract implementation and
interpretation:-

 Valuation of works done and preparation of Interim payment claims to NWSC

 Preparation of periodic progress reports as required by the contract
 Cost control and monitoring:- Ensuring the material and labour costs are within the
quotations
 Quality control: Checked on the size and quality of materials
 Time Control management:- Ensuring that the project is completed within the agreed
time frame and avoid payment of liquated damages
 Coordinating Site meetings and site inspections
 Ensuring adequate provision of personal protective wear to the workers and visitors to
the site

The above project tasks and activities are detailed in chapter two.

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 CHAPTERTWO: SUPERVISION AND CONSTRUCTION METHODOLOGY

2.0 Introduction

The Success of a project was greatly attributed to the site management practices used by the
contractor. The supervising team from NWSC constantly reviewed and advised on any
arising contradictions and community concerns accordingly. This was done to ensure that the
project is carried out within the stipulated time, cost and as specified in the contract.

This chapter entails the major construction activities undertaken from commencement of
works to completion of the project.

2.1 Site Supervision

2.1.1 Site Possession and Commencement

The contractor was issued a commencement order effective 15th February 2015 with a
duration of 6months; therefore, the intended completion date was 15th August 2015 (see
appendix). The contract specified that updated work programs were to be submitted not more
than 7 days from the start date.

2.1.2 Project Planning and Mobilization

After site hand over, the contractor preliminary works kicked off in preparation for execution
of the project. These preliminary works entailed mobilization of the technical team/ personnel
and the necessary plant and equipment.

The technical team comprised of the - site engineer, site agent, site quantity surveyor, and site
supervisor. During mobilization, works such as site clearance, construction of temporary
structures such as site offices & toilets, selection of possible sources of materials and testing
of materials.

This was followed by construction of the intended ground breaking site, which was situation
in Bwaise Opposite Total. This site was treated as special since it was to be used as a
demonstration and it was constructed with a septic tank and toilet house detached.

2.2 Key Project Documents in Supervision

For proper and successful implementation, the following documentation was followed
periodically;

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2.2.1 Contract Document

The construction contract between M/S George & Co. Ltd and NWSC was duly signed on
23rd December 2014 (See appendix). The contract was admeasurement with no sectional
completion and price adjustments clauses. The following documents were deemed to form
and were part of the contract;

(i) The Provider’s Bid

(ii) Performance Security
(iii)Special Conditions of Contract
(iv) General Conditions of Contract
(v) Priced Bill of Quantities
(vi) Solicitor General’s clearance of the contact

Reference was made to the above documents to harmonise the instructions from the project
manager.

2.2.2 Site Diary

Any entrance on site was registered in the diary that was maintained by the contractor. The
diary was also used to keep evidence of any activities that took place on site as well
anomalies that arose during project run time such as rainfall events and all those that could be
used as evidence for extra payments.

2.2.3 Instruction forms

All instruction during the execution of the project, all communications and instruction were
through electronic mails and in hardcopy. Copy of various correspondences are attached for
reference.

2.2.4 Measurement forms

The project did not have measurement forms. The works were executed as per the drawing
and valuation was carried out jointly at the time of certification. This allowed the contractor
and the employer to have consensus on the works executed.

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2.2.5 Quality Control

All the materials used on the project were subject to approval from the project management
team before use in the project. Common materials such as bricks and sand was approved as a
stockpile and later recommended for use. A mix design for concrete was carried out and
submitted to the project manager and it was accepted and used for grade 20 with a working
ratio of 1:2:4. A copy of the design mix is attached for reference.

2.2.6 Time extension

The initial intended completion date was 15th August 2015, but according to the contract,
forces of nature were allowed if proven to cause an extension. During execution of the project
some difficulties and obstacles were encountered which led to time extension. In line with
clause 28 of the General Conditions of Contract (GCC), the contractor gave an early warning
and requested for non-cost time extension of two months on the following grounds;

 Severe rain seasons at the start of the project.

 Some sites were water logged leading to delays in substructure construction.

 Resistance from the local civil leadership (e.g Lower Nsoba).

 Difficulty in accessing some sites. This led to taking long hours to ferry construction
materials

The project manager after review of the request found the reasons justifiable and requested
NWSC contracts committee through the Manager procurement to consider extending the
project for two months. The contracts committee approved it and project completion date
revised to 15th October 2015

2.3 Construction Methodology

2.3.1 Substructure Works (Construction of Septic tanks)

Upon site selection, setting out the extents of the building boundaries was carried out using
the 345 method. The tools used included pegs, nails, a hammer and profile boards. Setting out
was done concurrently for the architectural and structural drawings.

Excavation of pits was done to a depth as specified in the drawings from the reduced level;
this was done manually using pick axes, hoes and spades marked by the building lines on the
profile boards but in some sections, mechanical methods were used.

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After the excavations, levelling and shaping of the pits, Adrex 48 anti-termite treatment was
applied on to the bottoms and sides of excavations and blinding concrete of class C15 (1:3:6)
was cast to a thickness of 50mm to form a platform for the brick work.

Construction of the substructures commenced with well-burnt clay bricks to a height of 1.5m
with a partition wall and a beam (200x200) was constructed to improve the rigidity to
collapsing. The brickworks was continued after the beam to the slab level where a second
beam to receive the deck was constructed.

Shuttering and formwork was done using local timber boards known as “kirudu” forming the
design sizes and shapes of the all the elements of work to receive concrete. Concrete grade 25
was used for the sub-structure concrete works. Curing was done for a minimum of 7 days to
ensure good strength for other work to continue.

The substructure consisted mainly of 200mm thick block work, bonded with cement mortar
in substructure including a 25mm thick rendering with a steel float cement-screen finish on
the inner face

Figure 1: Substructure/ Septic tank pit construction and top slab reinforcement

2.3.2 Concrete works

2.3.2.1 Beams

The dividing beams divided the height of the septic tank in the ration 1:1, and enabled the
two sections to be fixed together and prevent any likely failures during the vertical loads.
They were made of concrete and reinforced steel to provide the tensile strength that
brickwork lacks. They further gave structures supreme stability, where they would otherwise
be rather unstable. Although a ring beam also helped to support the roof of the supers
structure (Toilet house), it was vital to make sure it would be able to do so, and it was not
necessary to overload the beam with more than it can take.

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In the previous projects, roofs had previous caved in because the contractor wanted to save
money by using less of the recommended materials, which was quite a shame and NWSC
project team guided on it as per the mails threads appended. The concrete grade for this
reinforced ring beam was 1:2:4 and the construction of the ring beam took at least about
seven to 10 days to set. However, where immediate construction was necessary, a proper
concrete mixture of 1:1.5:2 was used and ensured that support structures such as props were
intact.

When casting the concrete shuttering (plywood formwork) was placed around the steel to
form a box shaped mould ready to cast the concrete around the steel. This was placed to make
sure that the walls are 200mm thick and, when the concrete is poured, that there should be a
good thick layer of concrete on both sides of the steel mesh to stop the steel rusting.

The concrete was correctly mixed and, during pouring, the concrete was vibrated with a
vibrator to make sure it is properly compacted with no cavities or air holes. The aggregates
were small enough to fit easily between the steel and the plywood.

2.3.2.2 Slab
The slab was designed to act as the foundation for the superstructure. It consisted of High
Yield square twisted bars to BS4449 and of 10mm high yield steel bars in suspended pit slab
and lintels. The formwork was class S1 finish to suspended slabs and lintels and concrete
Grade C20, designed mix to BS 5328, cement to BS 12, with 20mm aggregate to BS 882.
The reinforcement was spaced at 150mm center to center with 25mm concrete cover.

Figure 2: Septic tank beam after casting of concrete and materials for the superstructure

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2.3.3 Super Structure Works

The construction of the toilet house depended on the number of stances. These were, 4
stances+2 bathrooms, 3 stances +1 bathroom.

After the septic tank beam had properly set, it formed the foundation for the superstructure. It
consisted of;

 100mm thick burnt clay pompey grill brick work, bonded with cement mortar

 150mm thick hollow block work bonded with cement mortar in super structure
including 25mm thick plaster and rendering internally and externally

 Wood float cement screened finish to splash apron, thickness 25mm

 Steel float cement screed finish to floor slab thickness 25mm

 Coloured cement roughcast finish to wall externally

 Urinal walls finish with ceramic wall tiles, 150mmx150mm up to 1.5 height

Figure 3: After completion of the superstructures

2.3.4 Roofing works with timber (pressure treated hardwood)

The roof system of the superstructure was composed of the following elements;
 50mmx100mm purlins/rafters

 25mmx225mm fascia/verge boards

 75mmx100mm wall plate

 Gauge 28 pre-painted, galvanised corrugated iron roofing sheets specification

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2.3.5 Finishes

2.3.5.1 Plumbing works

The plumbing works executed on the project involved installation of rainwater gutters,
internal and external pipe fitting, connections to the tank, soak pits and urinals. The major
components and plumbing materials included the following;

 20mm HDPE, PN 10 pipe complete with spigot and socket joints from tank to cisterns
to BS4660
 75 mm nominal bore soil drains complete with spigot, socket joints and 20mm water
seal in UPVC pipes to BS 4514
 Urinal/floor trap with domical removable cast iron grating
 Three (3) litre flushing cistern tanks in liaison with the engineer
 Dito butt squatting pans as per detail
 A hand washing facility complete with wash hand basin, tap and soakpit as per details
furnished by the engineer
 1500mm top/bottom diameter x 2.0m deep soakpit including filling with hard core,
covering with 2 layers of gauge 100 polyethylene sheet complete including
connecting to gulley traps with 75mm diameter UPVC drain pipes
 UPVC SIMBA Rainwater Gutter system complete with UPVC fascia and barge
boards or equivalent (4'' size)
 500 litre plastic water tank as manufactured by M/S Crest tank or other approved ,
complete with all associated plumbing fittings installed onto steel tower (contractor to
liaise with Engineer to furnish fabrication details)
 25mm diameter GI pipe toilet grab rails for the disabled complete with fittings and
ancillaries including anchoring into the floor and wall to the engineer’s approval and
details.

2.3.5.2 Plastering

Plastering was carried out aimed at covering rough walls and uneven surfaces that resulted
from the construction of the superstructure, which was a mixture of cement concrete and sand
along with the required quantity of water. This plaster removed imperfections from both inner
and outer walls of the construction. The following ratio between cement and sand were used
to maintain the following applications.

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  Cement mortar ratio 1:3 - this mortar mix was not commonly used in general
applications. It was mainly used as a repair mortar where they were combined with a
waterproofing agent.
 1:4 – for external plaster.
 1:5 – the ratio proved good as brickwork mortar. It was also good for internal plaster.
 1:6 – this ratio was maintained for internal plaster.

The volume of plaster was calculated by multiplying the area of the plaster and the thickness
of the plastering (in this case – 25mm)

Preparation of surface for plastering

 Kept all the mortar joints of wall rough, to give a good bonding to hold plaster.

 Cleaned all the joints and surfaces of the wall with a wire brush, there was no oil or
grease etc. left on wall surface.

 Where the surface was smooth, the mortar joint was raked out to a depth of at least 25
mm to give a better bonding to the plaster.

 Where the projection on the wall surface was more than 25mm, it was knocked off, to
obtain a uniform surface of wall. This reduced the consumption of plaster

 Where cavities existed or holes on the surface, it was filled in advance with
appropriate material.

 Roughened the entire wall to be plastered. Wash the mortar joints and entire wall to
be plastered, and kept it wet for at least 6 hours before applying cement plaster.

Groundwork for plaster

 In order to get uniform thickness of plastering throughout the wall surface, dots on the
wall were first placed. A dot means patch of plaster of size 15 mm * 15 mm and
having thickness of about 10 mm.

 Dots were fixed on the wall first horizontally and then vertically at a distance of about
2 meters covering the entire wall surface.

 Checked the verticality of dots, one over the other, by means of plumb bob.

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  After fixing dots, the vertical strips of plaster, known as screeds, were formed in
between the dots. These screeds served as the gauges for maintaining even thickness
of plastering being applied.

Applying first coat/under coat/rendering coat

 The thickness of first coat plaster was in general 25 mm

 The ratio of cement and sand for first coat plaster was 1:3

 Applied the first coat of plaster between the spaces formed by the screeds on the wall
surface. This was done by means of trowel.

 Levelled the surface by means of flat wooden floats and wooden straight edges.

 After levelling, left the first coat to set but not to dry and then roughened it with a
scratching tool to form a key to the second coat of plaster.

2.3.5.3 Doors

 750mmx2000mmx50mm framed, ledged and braced door with 3 No. 100mm steel
butt hinges, 1No 100mm tower bolt, 1No 200mm stainless steel barrow padlock
complete with a 63x125mm rebated door frame

 Well painted grilled mild steel fabricated door overall dimensions 2100mmx900mm

2.3.5.4 Painting works

 One coat of aluminium based wood primer then super gloss to fascia/verge board

 One coat of aluminium based wood primer then super gloss to door and frame

 One coat of alkali resisting primer then vinyl silk to interior and weather guard to
exterior walling

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 CHAPTER THREE: PROJECT MANAGEMENT PRACTICES

3.1 Introduction
The Project Management Book of Knowledge (PMBOK) defines a project as a “temporary
endeavour undertaken to create a unique product or service”. Furthermore, projects can be
said to be performed by people, constrained by limited resources and are planned, executed
and controlled. Chudley & Greeno, (2006) who described a construction site as a temporary
factory employing the necessary resources to successfully fulfil a contract broke down this
concept. The resource requirements mainly utilized are;
a) Man power-In form of managerial, supervisory staff and in form of artisans and
general site operatives.
b) Materials -for temporary works, access positions, security and final structure.
c) Plant and Equipment - from the simple hand held tools to large items like tower
cranes.
d) Money–a building contractor who uses his money to buy materials, buy or hire plant
and hire labour to enable the project to be realized.
The PMBOK Guide (2004) further defines project management as “the application of
knowledge, skills, tools and techniques to project activities in order to meet or exceed
stakeholder needs and expectations from a project”. Project management also involves
project planning, monitoring and control.
This chapter entails the author’s contribution during the implementation of this project in
terms of project management. As the Contractor’s site engineer, the author’s major role was
to carry out project management, supervision and in particular cost control management.

3.2 Project Cost Management

According to the PMBOK book (2004), project cost management includes the processes
required to ensure the project is completed within the approved budget. It involves Resource
planning, Cost Estimating, Cost Budgeting and Cost control
Cost estimating for this project was done at the pre-construction stage where detailed Bills of
Quantities were prepared to be used in the bidding process.

3.2.2 Interim valuation

The contract stipulates that the payment to the contractor will be done in instalments for the
works done to maintain the contractor’s cash flow. These instalments were based on the value
of work executed to date and regulated by the use of certificates (interim certificates).

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For this particular contract, claims were to be forwarded to the Project Manager, NWSC for
review.
With the receipt of each claim, interim valuations were carried out to ascertain the works
done by the contractor. Joint site measurements with the Project manager’s representative,
NWSC internal Auditor and the contractor’s representative (Site Engineer).
Interim certificates would then be prepared stating how much money is due to the contractor.
Retention monies of 10% of the value of works executed was retained on each certificate.
This retention fund was to provide the employer with finance in the event of contractor
insolvency during the progress of works, and encourages the contractor to remedy any defects
in the contract after completion. Half of the retention (5%) was paid to the Contractor at
practical completion and 5% at completion.

3.2.3 Variations
A variation (sometimes referred to as a variation instruction, variation order or change order)
is an alteration to the scope of works in a construction contract in the form of an addition,
substitution or omission from the original scope of works. Variations are an inevitable
occurrence on construction projects. Variations are also a major cause of disruption, delay,
disputes, escalated project cost, extended construction time, and compromised quality.

Causes of variations
Amiruddin Ismail, Towhid, Amir and Majid identified common causes, which were grouped
under four categories.

Owner related variations - originate from the client

 Owner's financial problems
 Design change originated by owner
 Acceleration of work
 Conflict in the project site
 Quality improvement
 The scope of work for the contractor is not well defined
 Substitution of material or procedures

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Contractor related variations - originate from the contractor
 Contractor's financial difficulties
 The required labour skill are not available
 Workmanship or material not meeting the specifications
 Contractor desire to improve his financial conditions
 Demolition and re-work
 Strikes

Others variations - originate from other sources other than the Client and contractor
 Differing site conditions
 Safety consideration/emergency field condition
 Weather condition
A major factor necessitating variations is attributable to preference or taste for enhanced
finished product different from the initially agreed quality by the Client in a particular
contractual agreement. In addition, there might be modifications to an initial design by
consultant due to weather conditions and differing site conditions (Hsieh et al., 2004).

3.3 Project Time Management

The PMBOK Guide, (2004) defines project time management as the processes concerning the
timely completion of the project. It consists of the activity definition, activity sequencing,
activity resource estimating, activity duration estimating, schedule development, and
schedule control management processes. Construction projects are time bound and all
activities are geared towards the achievement of project objectives within the stipulated time.
However, there are instances in construction were the contract period may be extended for
various specific reasons. Time overruns on a project are more detrimental to the project than
useful; this is because of increase overheads, reduced planned revenue from sales and cash
flow problems. Delays in contracted projects result in penalties, and adversely affect the
reputation of the company; confusion and conflict among the project participants. In the event
that that extension is given, the contractor is relieved from all liability of liquidated damages.
(Murdoch and Hughes, 2008).

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3.3.1 Project Time Control
This aims at the timely execution of the work according to the project-planned schedule and
applies corrective measures in cases of time deviations. This process is assisted by the use of
a work program from which progress of work is reviewed. The state of activities is measured
by comparing the actual progress against the monthly Gantt chart work programme.
Timely valuations and payments to the contractor were also embarked on to enable smooth
cash flow for the contractor.

3.3.2 Time Extension

According to Murdoch and Hughes, (2008), Delays will allow the employer to charge
liquidated damages to the contractor. However, there are delays that warrant extension of
time. An example of such events is force majeure. It is important to note that granting an
extension of time does not automatically entitle the contractor to extra money.

3.4 Project Quality Management

Project Quality Management according to the PMBOK Guide, (2004) includes all
activities of the overall management function that determine the quality policy,
objectives and responsibilities and implements them by means such as quality planning,
quality control, quality assurance and quality improvement within the quality system.
The quality management process involves the following:-
Quality planning- Identifying which quality standards are relevant to the project and
determining how to satisfy them.
Quality assurance - Evaluating overall project performance on a regular basis to
provide confidence that the project will satisfy the relevant quality standards.
Quality control - monitoring specific project results to determine if they comply with
relevant quality standards and identifying ways to eliminate causes of unsatisfactory
performance. This involves insuring compliance with minimum standards of material
and workmanship in order to ensure the performance of the facility to the design.
For construction projects, whereas the contractor is required to submit a Quality Assurance
plan at bidding stage, during implementation of works, it is the project manager and team to
ensure adherence to all quality standards put in place

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3.4.1 Quality Planning
This involves identification of quality standards relevant to this project. Some of the
standards identified included-
 Technical Specifications including work and material specifications
 The specifications given on the drawings and Bills of Quantities
 Building Standards in Uganda

3.4.2 Quality Assurance and Control

Conformance to standards is used as a measure of quality during the construction
process. This process was engaged in right before commencement of works with the
following activities:-

3.4.2.1 Contract documentation

Most of the contract communications such as work change orders, design changes,
instructions were through mails as attached in the appendix.

3.4.2.2 Materials
The materials used on this project had to be approved by the supervising team appointed by
NWSC, which comprised of Performance and Monitoring team from Head Office and a team
from urban poor branch- Kampala Water, before use. For materials like sand and aggregates,
the source had to be verified by the NWSC in case of deliveries in their absence. Materials
such as reinforcement bars had to be procured from approved hardware and concrete test
tubes had to be tested and their results submitted to the Project Manager. Finishes like wall
tiles; these had to be approved by the client before placement. Bricks and cement was
visually approved before use to avoid usage of inferior material.

3.4.2.3 Safety and Health

Safety on any construction project can only be so emphasised. In this particular contract the
contractor was required to employ a full-time qualified Safety Officer on site until works
have been completed. The Safety Officer was responsible for compliance with the
contractor’s Site Safety plan by all employees and held regular safety meetings with all
employees. He had authority to halt any unsafe working methods and practices on site.” A
safety and health officer was available on the site during the whole project. Adherence to
building safety laws was good at the site.

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3.4.2.4 Site inspection of work
Site meetings were held regularly for this project depending on the prevailing situations.
This was maintained until project completion to ensure that at every stage of project
execution, the client and community can visually appreciate, approve or reject the works.
Apart from site meetings, site inspections were carried out as required; for example,
inspection of reinforcements before casting slabs, monitoring of progress.

Defects Liability Period (DLP)

This commences when the practical completion has been attained. The duration of the
Defects Liability Period is always stipulated at the start of the project. For these works, it was
6months. Site inspections were done every three (3) months during this time. The contractor
is under obligation to repair any defects that become apparent during this time. All the snags
as seen on the facilities were made and the contractor notified. One of the outstanding snags
on this project was the internal doors; the timber used for the internal doors was defective in
that it was not well seasoned and thus the timber doors starred bending and cracking at the
start of the Defects Liability Period. The contractor was requested as per contract to remove
all door shutters and replace them.

3.5 Project Communication Management

The PMBOK book (2004), describes project communication management as the process
concerning the timely and appropriate generation, collection, dissemination, storage and
ultimate disposal of project information. It consists of; communication planning, information
distribution, performance reporting and manage stakeholders’ process.
The major problems related to communication on a construction project include but are not
limited to the following:-
 Miscommunication or misaddressing
 Misunderstanding due to misinterpretation or misconception
 Unclear/ambiguous understanding
 Lack of link or interruption of connection of communication
 Cultural barriers and/or language differences
 Inadequate information, time constraint, insufficient control
 Conflict and/or poorly informed participants
The success of any project is determined by the effectiveness of the communication channels
used to share information between the contractor, client and the project management team.

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3.5.1 Information Flow
Information flow, just as any other type of flow, requires four components: a starting point
(source), an ending point (receiver), a path (interaction), and a driving force (mutual
relevance). There are two types of entities that can serve as sources or receivers of
information: 1) people and 2) boundary objects (i.e. tools such as drawings, reports, building
information models, requests for information, and other documents that enable
communication between groups of people).
A person’s role in information flow is determined by their contractual role, their informal
technical role, and their social role within the project. These roles determine the types of
information that are expected from a person, the type of information that the person can
contribute, how that information is shared, and how it is received.

3.5.2 Site Information

Ashworth (2006) indicates that in addition to the everyday running and organization of the
contract, it is also the overseers’ responsibility to maintain accurate records of the important
happenings on site. This information should be properly recorded, so that whenever it is
necessary it can be quickly retrieved for future use. The site records kept on site include; site
diaries, material received sheets, daily labour allocation sheets, drawings register, day works
report, site correspondences, site instruction book, and visitor’s book and accident reports
among others.
An example of site information that was mostly used by the author were the actual site
measurement sheets. These were imperative to the project as to ascertain actual work done
during valuation time. Deviations and variations were easily tracked and evaluated using
these measurement sheets.

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 CHAPTER FOUR: CONCLUSION AND LESSONS

4.1 Lessons Learnt

During the execution of this project as the contractor’s site engineer, many valuable lessons
were learnt as regards project management. Some of which include but not limited to-
 Information flow on a project determines how efficient the contractor can meet his
timelines. It is imperative that all project participants are aware of the hierarchy of
communication channels. On this project, the local leaders would direct their concerns
to the media instead of the client and contractor. This caused a few setbacks and
delays as grievances took long to reach the concerned parties.
 The contract determines or gives guidelines on how the project should be run and
executed. This was seen in the time when the contractor was claiming for extension of
time, and since none of his reasons were contractual, his request for time extension
was not considered on that basis.
 Organized and efficient record keeping was learnt. This is because for every action
taken as a site engineer, it had to be supported in writing, payment for extra quantities,
and variations had to be backed up with records such as measurement sheets, written
instructions and the like.
4.2 Challenges

The challenges include the following:

• A significant number of the sites for the facilities have been located in low-lying areas
with very high water tables and this presented difficulties in construction of the sub-
structures.

• Limited accessibility for a number of the provided sites, in terms of construction

materials handling.

• Lack of payment for water bills that have accrued from the use of the toilet facilities
delivered under Phase 1. This lack of payment of water bills is partly premised on the
decisions of who should pay for the accruing water bills

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4.3 Recommendations

 There is need for establishment of an effective facility management framework that

will ensure the sustainable use of the public toilet facilities. To this end, NWSC
intends to set up a Sanitation Liaison Unit within the Sewerage Services Department
that will ensure effective engagement of stakeholders in relation to the use,
maintenance and management of the public toilet facilities.

• Review the sanitation needs and accordingly implement Phase 3

4.4 Conclusion
Construction projects involve a diversity of skills that comes from the diversity of
professions, specialists and suppliers that are involved in the process from inception to end.
Successful implementation of a project can only be achieved with good project management
practices in place. Failure of to have proper project management monitoring and control
systems can easily result in poor relationships, disputes and cost overruns on a project.
Efficient contract administration is achieved when the project manager and key stakeholders
are fully aware of their contractual obligations and follow the right procedures during project
implementation. This is where effective application of project management techniques comes
The project was successfully completed since the end objective was attained. The sanitation
were built up and functional. Furthermore, this project experienced no time and cost overrun.

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 APPENDIX I - CONTRACT DOCUMENT

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 APPENDIX II : COMMENCEMENT ORDER

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 APPENDIX III – EXTENSION OF TIME

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 APPENDIX IV- PROJECT COMMUNICATIONS

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 APPENDIX V: PROJECT DRAWINGS

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