Telecom Tower

Project Management – “Term

Paper”

Submitted To

Mr. M. Taslim

Submitted By

Asma Shamshad

Fatima Syed

Junaid Manzoor

Muneeb Ahmed Khan

Submission Date

12th May, 2010

 EXECUTIVE SUMMARY

The report under review contains an analysis of an ongoing mega- project in the capital city,
Islamabad. Named Telecom Tower, it is approaching completion is one of the mega projects
initiated recently. The scope of our project was to identify the current status of the project and
draw parallels between the actual work done and the planned work. Also we identified the
primary areas of concern of the project management regarding the completion of project. As
we interviewed one of the project contractors they gave us more insight into project
milestones and also highlighted the importance of project co-ordination. The report covers
detailed summary of their scheduling and time estimation and gives graphical and tabular
representation to enable better analysis. At the end of the report we have given some
recommendations to further optimize the available resource and achieve project objective
efficiently.

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 TABLE OF CONTENTS

List Of Tables ................................................................................................................... 3

1. ‘Literature Review’ ......................................................................................................... 4
2. ‘Data Of The Project Under Consideration’ .................................................................. 9
2.1 Project Scope Management........................................................................................ 10
2.2 Time management ..................................................................................................... 15
2.3 Resource Requirements ............................................................................................. 17
2.4 Monitoring Progress .................................................................................................. 19
2.5 Project Life Cycle ...................................................................................................... 24
2.6 Project Risk Management .......................................................................................... 29
3. ‘Integration Of Theoretical Framework Into Practical Perspective’ .......................... 31
3.1 Time Period ............................................................................................................... 32
3.2 Financial Aspect ........................................................................................................ 34
3.3 Organizational Culture............................................................................................... 37
4. ‘Findings & Analysis’ .................................................................................................... 39
Findings .......................................................................................................................... 40
Analysis .......................................................................................................................... 40
5. ‘Recommendations’....................................................................................................... 42
‘Annexures’ ....................................................................................................................... 44
References....................................................................................................................... 45
Annexure A ..................................................................................................................... 46
Annexure B ..................................................................................................................... 47
Annexure C ..................................................................................................................... 52
Annexure D ..................................................................................................................... 56

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LIST OF TABLES
Table 1: Project Key Facts

Table 2: Stake Holders Influence over the project life cycle

Table 3: Major Suppliers

Table 4: Project Schedule

Table 5: Manpower Regular Staff

Table 6: Labor daily

Table 7: Plant and Equipment

Table 8: Material Procurement

Table 9: Planned Vs Actual Oct 09- Sep 10

Table 10: Planned Vs Actual Oct 08- Oct 09

Table 11: Planned Vs Actual Oct 07- Oct 08

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1. ‘LITERATURE REVIEW’

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PROJECT MANAGEMENT
Project management, according to the very basic understanding, can be differentiated from
other management genre on the basis of project management being purely mission-oriented.
The time restriction is also one of the differentiating factors.

The Project Management Institute defines project management as:

“Project management is the art of directing and coordinating human and material resources
throughout the life of a project by using modern management techniques to achieve
predetermined objectives of scope, cost, time, quality and participation satisfaction.” 1

Specifically, project management in construction encompasses a set of objectives which may

be accomplished by implementing a series of operations subject to resource constraints.
There are potential conflicts between the stated objectives with regard to scope, cost, time
and quality, and the constraints imposed on human material and financial resources. These
conflicts should be resolved at the onset of a project by making the necessary tradeoffs or
creating new alternatives.2 Subsequently, the functions of project management for
construction generally include the following:

1. Specification of project objectives and plans including delineation of scope,

budgeting, scheduling, setting performance requirements, and selecting project
participants.
2. Maximization of efficient resource utilization through procurement of labor, materials
and equipment according to the prescribed schedule and plan.
3. Implementation of various operations through proper coordination and control of
planning, design, estimating, contracting and construction in the entire process.
4. Development of effective communications and mechanisms for resolving conflicts
among the various participants.

1
http://pmbook.ce.cmu.edu/02_Organizing_For_Project_Management.html

2
http://en.wikipedia.org/wiki/Project_management

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TIME ESTIMATES
However, when it comes to estimating time for a particular activity of a project, it is
sometimes not very obvious since it might take one person a day to do a task that might only
require three-fourths of a day of another’s time. As a result, when several people are asked to
estimate how long it might take to perform a task, they often give different answers. But
when the work is actually performed, it takes a real amount of time. Any estimate that did not
come close to that actual time is inaccurate.

Once the WBS is created, the team must create an estimate of the effort required to perform
each task. A good formal estimation process, one that allows the project team to reach a
consensus on the estimates, can improve the accuracy of those estimates, making it much
more likely that projects will complete on time.

A project manager can help the team to create successful estimates for any project by using
sound techniques and understanding what makes estimates more accurate. The most accurate
estimates are those that rely on prior experience. Team members should review previous
project results and find how long similar tasks in previous projects took to complete. Sources
of delays in the past should be taken into account when making current estimates. 3

RESOURCE ESTIMATES

This is the estimating of the resource requirements for the activities that were dentified by the
work-break-down structure. All projects need resources, and the effective project manager
ensures that they secure those they need, and use them effectively to secure the intended
outcomes. Having agreed what the project is intended to achieve, by when, the project team
will also establish how to achieve that – such as re-design processes, procure technology,
4 5
provide training. It is worth spending time assessing resource requirements in order to
ensure that:

3
Applied Software project management, O’Rielly, Andrew Stellman and Jennifer Greene, Chapter 3
“Estimation”, http://www.sitepoint.com/blogs/2009/04/14/how-to-estimate-time-for-a-project/
4
http://www.ajithn.com/study/Activity%20Resource%20Estimating.htm,PMBOK

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  All the resources needed to deliver a new service are identified;
 This is done in sufficient time that they can be made available in the most cost-
effective way;
 Those providing them do so willingly, as they can see it is in their interests to do so;
 Senior management gives formal commitment to release these to secure the desired
outcomes.
There are basically three types of resources required by a project:

1. Manpower
2. Plant and Equipment
3. Materials
The methods of estimating the resources required by an activity include:

 Expert judgment
 Alternatives analysis
 Published estimating data
 Project management software
 Bottom-up estimating

PROJECT LIFE CYCLE

The Project Life Cycle refers to a logical sequence of activities to accomplish the
project’s goals or objectives. Regardless of scope or complexity, any project goes through a
series of stages during its life. There is first an Initiation or Birth phase, in which the outputs
and critical success factors are defined, followed by a Planning phase, characterized by
breaking down the project into smaller parts/tasks, an Execution phase, in which the project
plan is executed, and lastly a Closure or Exit phase, that marks the completion of the project.6

5
http://www.jitscotland.org.uk/toolkits/implementing-telecare-an-action-guide/planning-to-implement/assess-
resource-requirements/
6
http://www.visitask.com/project-life-cycle.asp

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PROJECT SCHEDULE
In project management, a schedule consists of a list of a project's terminal elements with
intended start and finish dates. Terminal elements are the lowest element in a schedule, which
is not further subdivided. Those items are often estimated in terms of resource requirements,
budget and duration, linked by dependencies and scheduled.7

GANTT CHART
Another concept being used is that of a Gantt chart. A Gantt chart is a type of bar chart that
illustrates a project schedule. Gantt charts illustrate the start and finish dates of the terminal
elements and summary elements of a project. Terminal elements and summary elements
comprise the work breakdown structure of the project. Some Gantt charts also show
the dependency (i.e. precedence network) relationships between activities. Gantt charts can
be used to show current schedule status using percent-complete shadings. Gantt charts have
become a common technique for representing the phases and activities of a project work
breakdown structure (WBS), so they can be understood by a wide audience. 8

7
http://en.wikipedia.org/wiki/Schedule_%28project_management%29
8
H.L. Gantt, Work, Wages and Profit, published by The Engineering Magazine, New York, 1910; republished
as Work, Wages and Profits, Easton, Pennsylvania, Hive Publishing Company, 1974

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2. ‘DATA OF THE PROJECT
UNDER CONSIDERATION’

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2.1 PROJECT SCOPE MANAGEMENT

PROJECT SCOPE
Pakistan Telecommunication Employees Trust is intended to construct a high-rise building in
order to cope with up-coming demands of Information Technology sector and commercial
business. Keeping in view its prime importance it is properly designed using latest technique
to withstand against any natural disasters. Also the site selected for its construction is situated
in the respected area of Federal capital territory. Telecom Tower is 29 story building
(including 04 basements) located at Plot No. 55-C, Jinnah Avenue, Blue Area Islamabad,
measuring 5600 Sqy. Total covered area of the building is (Approx. 600, 000sq ft).

PROJECT IDENTIFICATION
Name of Work Construction of PTET Telecom Tower Project,
Civil and Plumbing works.
Name of Client Pakistan Telecommunication Employees Trust
Name of Consultant National Engineering Services Pakistan (Pvt.)
Ltd.
Name of Contractor M/S IZHAR CONSTRUCTION (Pvt.) Ltd.
Location of Plot Plot No. 55-C Jinnah Avenue, Islamabad.
Plot size and area 175’x 288’= (50400 sq ft)
Value of work Rs. 1,160,767,676.00
Date of Commencement: 1-Oct-07
Completion Date September 26, 2010.
Remaining Time 06 months
Progress (Financial) Rs. 731.85 million
Achieved 63.05%
Progress (Financial) Rs. 1085.83 million
Scheduled 93.54%
Table 12: Project Key Facts

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PROJECT OVERVIEW
The project aims at the finishing, validating and promoting the adoption of following
specifications:

MAJOR DELIVERABLES
 Plant room for latest HVAC system requirement
 Parking for 400 cars in Basements and offices on the upper floors
 Floors shall be connected with 5 passenger lifts plus one panoramic and one cargo lift
coupled with three emergency staircases.
 Fire alarm system, Fire fighting through Fire Sprinkler & Conventional System and
Fire exit shall be provided.
 Centrally air-conditioned, provided with all modern communication / Electrical
systems.
 Provision of computer network
 Provision of standby generators

WORK BREAKDOWN STRUCTURE FOR TELECOM TOWER

NOTE: The WBS does not contain the HVAC and the electricity work as that is being done
by other contractors.

1. General
1.1. Contractual Correspondence
1.1.1. Letter of acceptance
1.1.2. Contract agreement
1.1.3. Punch List and Handover
1.2. Engineer’s Obligation
1.2.1. Notice to Commence
1.2.2. Issue of drawings (Str, Plumb, Arch)
1.2.3. 1 st Milestone mandatory
1.2.4. 2 nd Milestone mandatory
1.2.5. Completion Milestone

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 1.3. Mobilization
1.3.1. Mobilization Plan
1.3.2. Contractor camp & facilities
1.3.3. Engineer’s office site and Transport
1.3.4. Construction equipment at site
1.3.5. Crane at site
1.4. Architectural Work
1.4.1. Sample submittals and Approval
1.4.1.1. Granular Fill Material
1.4.1.2. Masonry Block
1.4.1.3. Stair Hand Railing
1.4.1.4. All type paints
1.4.1.5. Tile
1.4.1.6. Marble
1.4.1.7. Blocks and Taxila stone
2. Construction Works
2.1. Basement Structure
2.1.1. Safety Measures
2.1.1.1. Electrical Conduit
2.1.1.2. Safety Measures for excavated North
2.1.2. Basement level Slab (4 basements)
2.1.2.1. Under Ground Tank base slabs
2.1.2.2. Under ground Tank walls
2.1.2.3. Concrete in Ramp and Stairs
2.1.2.4. Concrete in Shear walls and Columns
2.1.2.5. Concrete in Retaining walls
2.1.2.6. Under Ground Tank top Slab
2.2. Super Structure
2.2.1. Slab (Above Ground Floor)
2.2.1.1. Concrete in Shear walls and Columns
2.2.1.2. Concrete in Beams and Slab
2.2.1.3. Concrete in Stair
2.2.2. Tank slab
2.2.2.1. Concrete in Shear walls and Columns
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 2.2.2.2. Concrete in Beams and Slab
2.2.3. Framing Plan Slab
2.2.3.1. Concrete in Beams and Slab
2.3. Architectural Works
2.3.1. All Floors
2.3.1.1. Structure Steel Work
2.3.1.2. Water Proofing
2.3.1.3. Back Filling
2.3.1.4. Masonry works
2.3.1.5. Plaster Works
2.3.1.6. Carpentry
2.3.1.7. Floor and Wall finishing
2.3.1.8. Paint
2.4. External Façade Works
2.4.1. Structural Steel Work
2.4.2. Aluminum Composite Materials Planning
2.5. Plumbing Works
2.5.1. Tube Well
2.5.1.1. Tube well Installation
2.5.2. Material Procurement
2.5.2.1. Fire Protection System
2.5.2.2. Storm Drainage Pipe and Fitting
2.5.2.3. Sanitary fitting
2.5.2.4. Hot water boiler system
2.5.3. Installation at all floor
2.5.3.1. Drainage pipes and fitting
2.5.3.2. Fire Protection System
2.5.3.3. Storm Drainage Pipe and Fitting
2.5.3.4. Sanitary fitting
2.5.3.5. Hot water boiler system
2.5.3.6. Earth Work and manhoes
3. Architectural and Plumbing Works
3.1. Architectural Work (All Floors)
3.1.1. Water Proofing to exterior
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 3.1.2. Backfill around basement
3.1.3. Steel parts fitting
3.1.4. Earthing system pits
3.1.5. Drain trenches
3.1.6. RCC Flooring
3.1.7. Steel, F/Resistant, Alum and Wooden Joinery Work
3.1.8. Floor Tiles in Lobby
3.1.9. W/Proofing and Development of Green Areas
3.1.10. Tile Work (Marble) & H/Rail in Staircase
3.1.11. Tank
3.1.11.1. Steel parts fitting
3.1.11.2. Drain trenches
3.1.11.3. Steel, F/Resistant, Alum and Wooden Joinery Work
3.1.11.4. W/Proofing and Development of Green Areas
3.1.11.5. Tile Work (Marble) & H/Rail in Staircase
3.1.12. Framing Plant
3.1.12.1. Steel parts fitting
3.1.12.2. Drain trenches
3.1.12.3. Steel, F/Resistant, Alum and Wooden Joinery Work
3.1.12.4. W/Proofing and Development of Green Areas
3.1.12.5. Tile Work (Marble) & H/Rail in Staircase
3.1.13. External Area
3.1.13.1. Paving and development of external area
3.1.13.2. Decorative concrete work
3.1.13.3. Fence boundary and gate
3.2. Plumbing Works
3.2.1. Basic Plumbing (All Floors)
3.2.1.1. Installation of W/Supply pipes and fittings(PPR)
3.2.1.2. Soil, Waste, Vent and Drainage pipe work
3.2.1.3. Firefighting system pipe work
3.2.1.4. Sanitary fixtures installation
3.2.1.5. Installation of Firefighting equipment
3.2.1.6. Installing Bathroom Fittings and Accessories
3.2.1.7. Commissioning Plumbing work
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 3.2.2. Tank
3.2.2.1. Misc works
3.2.2.2. Commissioning plumbing work
3.2.3. Framing Plant
3.2.3.1. Misc works
3.2.3.2. Commissioning plumbing work
3.2.4. External Area
3.2.4.1. External drainage
3.2.4.2. Installation of fountain

2.2 TIME MANAGEMENT

PROJECT TIME MANAGEMENT GOALS

The following goals were identified by the project top management;

 “To define realistic deadline for the project completion and take into account the
influence of factors which might delay the project, such as availability of labor,
equipment, raw materials.”
This was enabled because the original deadline set was a conservative
estimation of the timely completion of project. the project management told us, that
during the preliminary meetings with the sponsor, consultants, they asked them to
review the deadline and make it more challenging however the management stance
was that making it difficult might be challenging for some but might be unachievable
for others.
 “To emphasize on time management as a Constrain in the priority matrix which
cannot be compromised upon, even if the cost goes up?”
Given all parameters of scope management for the project, it was decided with
majority consensus that since the original deadline set is already realistic and a
conservative estimation, time management should not be compromised on at all.
 “To check progress regarding time management by setting bench marks and
milestones for each stage.”

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TIME ESTIMATES

Time estimates are very important in projects, primarily because:

1. They drive the setting of deadlines for delivery of projects, and hence peoples'
assessments of project manager’s reliability
2. They often determine the pricing of contracts and hence their profitability

Time estimating is to fully understand what the project needs to achieve. This involves
reviewing the task in detail so that no task is ignored. The best way to review the job is to list
all tasks in full detail. To make estimation about time for various activities the following
methods are used:

 Guess
 PERT
 Analogous
 Parameter Driven
 Multiple Estimators

Within the estimate time is allowed for project management, detailed project planning, liaison
with outside bodies, meetings, quality assurance and any supporting documentation
necessary. A buffer is often kept for tasks that may arise and are out of control.

As a project manager, the following are important factors to keep in mind:

 Accidents and emergencies

 Internal meetings
 Holidays and sickness in essential staff
 Breakdowns in equipment
 Missed deliveries by suppliers
 Interruptions
 Quality control rejections

These factors may double (or more than double) the length of time needed to complete a
project.

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The project Telecom Towers had the estimated start time of 30-Aug-07 and the project is
estimated to finish on 26-Sep-10.

Under the main deliverable “General”, contractual correspondence (which includes the letter
of acceptance and the contract agreement, engineer’s obligation, mobilization and
architectural works are included.

 “Mobilization” are activities and associated costs for transportation of contractor's

personnel, equipment, and operating supplies to the site; establishment of offices,
buildings, and other necessary general facilities for the contractor's operations at the
site.
 “General” is estimated to finish by 26-Sep-10. Given in Annexure A.
 “Construction Works” included the sub-deliverables, basement structure, super
structure, external façade works and plumbing works. The entire deliverable is
estimated to be complete by 16-Sep-10.

2.3 RESOURCE REQUIREMENTS

There are basically three types of resources required by the project:

 Manpower
 Plant and Equipment
 Materials

MANPOWER
Manpower is defined as power in terms of the workers available to a particular group or
required for a particular task. It is very important to hire experienced manpower and also one
that delivers on time. This is a major issue in Pakistan that the manpower engages in
soldiering. This delays the projects unnecessarily and also increases the costs related to the
project.

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One other major issue arises when the workers are not trained in measurements and the end
result is usually a crooked structure. While building the baths, the gaps cause seepage around
basins. Slopes in opposite direction to the drains cause water to accumulate and not drain
properly.

For the project the manpower that was deployed consists of two types:

1. Regular Staff
2. Labor

REGULAR STAFF
The regular staff for the project includes designations like project manager, planning
engineer, construction manager, safety engineer, site manager / account officer, site
engineers, assistant planning engineer etc. The total strength of the regular staff is 46. These
are employed at a full time basis. Exhibit B.

LABOR
The labor comprises of those who do manual labor or work for wages. The labor deployed on
the project includes the carpenter foreman, carpenter, khalasi foreman, khalasi steel fixing
foreman, steel fixers, masons, etc. There are a total of 320 labor workers hired to complete
the project. Exhibit B.

The cost of labor includes direct wages paid to employees in exchange for the time it takes to
complete a task.

PLANT AND EQUIPMENT

The plant and equipment is a very important resource and cuts manual labor. It helps in
performing tasks that would otherwise be impossible to achieve through manual labor or
would take immense amount of time to complete!

The Telecom Tower is one of the biggest projects and therefore requires many different types
of sophisticated plant and equipment that is used on massive projects around the world.
Batching Plant, Crane (Tower), Power Generator, Water Browser. Steel Bar Cutting and
Bending Machine, Passenger Lift, Air Compressor, Concrete Mixer just to name a few. There
are a total of 33 different types of such plant and equipment that are being used by the
project. Exhibit B.

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MATERIALS
The Telecom tower is using approximately over a 100 different types of materials. The
materials include steel, wood, porcelain tiles, fittings and fixtures, and even carved wood and
Islamic pattern jail, etc.

A major problem that arises in projects is the use of low quality, short life materials that
eventually cause severe problems later like seepage and leakage in walls and ceilings, fittings
that either break quickly or do not fit well, leaky pipes and bad electric wiring etc.

Once the project is complete the problems start to sprout one by one. These are not only
difficult and costly to resolve later but also pose serious life threats. Electric wiring can cause
shortages and eventually fires as witnessed by a building Shaeed-e-Millat very near to the
Telecom Tower under construction. The lesson learnt by such projects is that it is better to
spend money on materials and specialized workers in their field earlier, than to wait for a
catastrophe to happen later.

Many high quality suppliers including BERGER (Robbialac), ICI, Ittehad Steel
Islamabad,Pak Steel Islamabad, RAK (Ceramics), Izhar Construction (Pvt)Ltd, Jamal Pipes,
Fisher, RAK (Ceramics) are engaged so that a high quality standard be maintained as regards
the materials, to avoid problems later. Exhibit B.

2.4 MONITORING PROGRESS

PERIOD SEP 2007-SEP2008

As the project initiated, the time and cost estimates were kept conservative. As shown in the
Annexure C, the value of Actual Work Accomplished was more than the Planned value of
work for the year 2007-2008. The reasons can be traced back to several factors,

 Conservative planned value estimation.

 Actual value of work accomplished could also be more than the planned value
because of wrong estimation of costs.
 Cost estimation is tedious task and should be done with attention to detail. The actual
value of work done is more due to undermined cost estimation.

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The following activities could be tracked for the actual cost incurred in the period 2007-2008;

 Mobilization Plan
 Contractor Camp and Facilities
 Engineer/employee Site Office & transportation
 construction equipment at site
 tower crane at site
 framework at site
 granular fill material
 masonry block
 electrical conduits
 water proofing material
 cements
 reinforcement steel
 safety measures for excavation
 underground tank base slabs
 underground tank walls
 concrete class in beams and slabs
(Basement level 1 to 4 )
 concrete class in retaining walls
 Concrete class in ramp and stair (Ground floor to Floor 5)
 concrete class in shear wall and columns
 underground tank top slab
 Water Supply Pipes & Fitting
 Storm Drainage Pipes & Fitting
 Fire Protection Pipes & System
 Water Proofing to R/wall Exterior
 BackFill around Basement
 Block Masonry Work Except Hold Areas

PERIOD OCT 2008- SEP 2009

The planned value September 2008 to April 2009 was below actual value of work
accomplished. This can again be attributed to conservative estimates of time and cost.
However the actual work accomplished was below planned work for the remaining period of

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2008. When we asked them about the reason for this lag, they told us that estimates could be
wrong as well. However we did manage to track the distinct activities performed during this
time period. These include;

 Wooden and steel doors

 Water proofing
 Back filling
 Sand filling and lean concrete
 Terrazzo tile
 carpentry and joinery works
 plaster works
 external façade works
 painting
 floor and wall finishing
 structural steel works (Bracing Systems)
 Aluminium composite material panelling
 Aluminium works and structure gazing
 Tube Well installation
 Fence and gate

 concrete class in beams and slabs

 concrete class in retaining walls
(Floor 6 to 24)
 Concrete class in ramp and stair
 concrete class in shear wall and columns

 Fire Protection Pipes & System

 Terrazzo tile
 carpentry and joinery works
 plaster works
 external façade works
 Painting
 Embedded Steel Parts fixing
 Cement Sand Plaster Except Hold Areas
 Earthing System Pits

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  Drain Trenches
 Sanitary Fixtures & Fittings
 Bath Room Fitting & Accessories
 Swerage pipes
 Sanitary Drainage Pipes
 Hot Water Boiler System
 Flooring in Basement
 Paint Work Except Hold Areas
 Steel, F/Resistant, Alum and Wooden Joinery Work
 Wall Skirting/Dado in speicified areas
 Block Masonry, Plaster and Paint Work Hold Areas
 Block Masonry Work Except Hold Areas
 Embedded Steel Parts fixing
 Cement Sand Plaster Except Hold Areas
Ground Floor To
 Tiles and Vanity top work in Toilets(Cer,Grnt) 10th Floor
 Block Masonry, Plaster and Paint Work Hold Areas
 Resistant, Alum and Wooden Joinery Work
 Terrazo Flooring in specified areas
 Paint Work Except Hold Areas
 Wall Skirting/Dado in speicified areas
 Floor Tiles in Lobby (Porclain)
 Tile Work (Marble) & H/Rail in Staircase

PERIOD OCT 2009- SEP 2010

We see in the figure, that the difference between planned and actual work done can be due to
numerous factors for this period. These include;

 Soaring high inflation rate, around 14%

 Increased minimum wage level for labor
 Continuous load shedding owing to increase in operational costs due to generators

The actual and planned value could be tracked to the following activities;

 concrete class in beams and slabs

(Floor 1 To 10)
Page | 22
 concrete class in retaining walls
 Concrete class in ramp and stair
 concrete class in shear wall and columns
 Plumbing Machinery
 Earth work & Manhoes
 Swerage pipes
 Floor Tiles in Lobby (Porclain)
 Tile Work (Marble) & H/Rail in Staircase
 structural steel works (Bracing Systems)
 Aluminium composite material panelling
 W/Proofing and Development of Green Areas
 Tile Work (Marble) & H/Rail in Staircase

 Block Masonry Work Except Hold Areas

 Embedded Steel Parts fixing
 Cement Sand Plaster Except Hold Areas
Floor 11 To 24
 Tiles and Vanity top work in Toilets(Cer,Grnt)
 Block Masonry, Plaster and Paint Work Hold Areas
 Resistant, Alum and Wooden Joinery Work
 Terrazo Flooring in specified areas
 Paint Work Except Hold Areas
 Wall Skirting/Dado in specified areas
 Floor Tiles in Lobby (Porclain)
 Tile Work (Marble) & H/Rail in Staircase

Page | 23
2.5 PROJECT LIFE CYCLE

Closing
Execution

Planning

Initiation

Figure 1: Project Life Cycle

INITIATION
The primary participants in the initiation phase of the project life cycle was the project
sponsor i.e. Pakistan Telecommunication Employees Trust (PTET). During this phase the
company identified the scope of the project and also identified the supervisor/ consultant for
the project i.e. NESPAK. Also during the initiation phase, the major contractual agreements
were signed with the contractors. These included agreements with Mechatech for HVAC and
mechanical works, Izhar Constructions for civil works and Siemens Pakistan for
Electrification works of the project. The designing work was performed by NESPAK during
this phase. As shown in the figure above, the stake of PTET is highest in this stage because
choosing the right partners in the initial phases is a pre requisite for project success.

Page | 24
PLANNING
During this phase, the consultant/ supervisor, in collaboration with the sponsor, arranged
meetings with the all the contractors to which the project work was outsourced. All the
contractors chalked down the major suppliers for successful completion of the project. The
project scope was further elaborated and time and cost estimates were included. Project Time
Management was identified as a major area. Since the selection of suppliers is directly related
to the timely and cost effective completion of the project, the contractors were given ample
authority to choose vendors based on their own preferences. The resource requirement for the
project was determined during the planning phase. Development of work breakdown
structure, responsibility assignment matrix also took place during this phase.

EXECUTION
During this phase of the project life cycle, actual work is carried out. Project status reports are
a major output of this phase. Also during the execution phase, the actual value of work is
compared with the planned value of work. First of all base line is set against which the
performance is monitored. (Refer to figures …… for progress during the period 2007-2010).
During the execution phase, the project managers saw that there were potential cost overruns.
And there fore the actual value of work lagged behind the planned value by a considerable
portion.

CLOSING
The project has not yet reached the closing stage.

MONITORING AND CONTROL

Monitoring and control regarding the project progress has been one of the crucial activities.
Since the project entails the work of three contractors, it has been a huge responsibility on the
consultant’s part to ensure the timely collaboration of all three sub-contractors. Moreover
when time management is emphasized as an important goal of the project objective,

Page | 25
monitoring and control becomes all the more critical. the contractors, when asked about the
delays in the project schedules, put the blame on the supervisor i.e. NESPAK, that it has not
maintained a strict control on project co-ordination and not established proper
communication channels between itself and the sub-contractors.

STAKEHOLDERS

Contractors

Public at Telecom Consultant

large Tower

Owner

Figure 2: Key Stakeholders

Page | 26
OWNER
The owner of the project is “Pakistan Telecommunication Employees Trust”. The maximum
stake in this case would be of owners since the project demands a high capital investment.

CONSULTANT

Pakistan Telecommunication Employees Trust has appointed NESPAK as its consultant. the
major responsibilities of NESPAK in this case include the following;

 Detailed design
 Construction supervision of Telecom Tower

Since the NESPAK is playing the role of a project co-ordinator between the three contractors,
its stakes are high throughout the project from initiation to execution. NESPAK should
closely monitor and control the cross integration of contractors.

Page | 27
CONTRACTORS
The following is the distribution of the contracted work;

• Electrification • Mechanical • Civil

and wiring works Engineering
works • supply and works
installation of
HVAC system

Figure 3: Contractors for the project

The involvement of these stakeholders is time and life cycle stage dependent. For example,
Izhar group of companies have a considerably higher stake during the initiation phase of the
project, while the design is being made. It closely monitored the design and made several
changes to make it suitable for construction purpose. If anything went wrong in the planning
phase, the cost for the civil works is going to suffer greatly; hence we conclude that the most
influential contractor in the initial phase of the life cycle is Izhar Construction Company.

The mechanical and electrical works only start in the planning phase, when the cost and
schedules are to be developed. The stakes of these two contractors are also high.

GENERAL PUBLIC
All others would be included in the general public; mainly the nearby vicinity is going to be
affected mostly by the project progress. For example the necessary equipment on site, might
create blockades on road, leading to traffic. However general public in this case, doesn’t have
any influence on the project progress.

Page | 28
The following table summarizes the stakes of the different stakeholders over the life of the
project. 5 are for the highest amount of stake and 1 being the lowest.

Stake Holder Initiation Planning Execution Closing

PTET 4 5 5 5
NESPAK 3 4 3 4
Seimens 2 1 1 1
MechaTech 1 2 2 2
Izhar 5 3 4 3
Table 13: Stake Holders Influence over the project life cycle

The graphical representation is given in Annexure D.

2.6 PROJECT RISK MANAGEMENT

The likeability of the risk occurring event is reducing by adopting the strategy of avoiding
risk from taking place. Although the probability can’t be made 100% still it can be reduced to
a negligible level. This is done by choosing the most reputable suppliers in every category.
Following table shows the list of suppliers;

RAW MATERIAL NAME OF SUPPLIER

Steel Pak Steel Islamabad, Ittehad Steel, Fazal Steel
Waterproofing (Flexocrete) MGC Flexo-Crete from MGC Lahore
Waterproofing (Bitumat Membrane) Bitumat Polyflex From Bitumat Company
Termite Proofing Agenda
P.V.C WATER STOPPER Decora
Water proofing concrete Admixture Plastocrete – N (Sikka)
Corner Edge Guard City Steel Industries Lahore
Water proofing agent for concrete. Penetron
PVC Conduit for electrical works Popular Pipes
Water Stopper Decora
Water Proofing Treatment Hewkel UAE
Concrete Repair work Fosroc
Construction Equipment Belles Construction Equipment
Curing Compound Ultra Berdex Construction Chemical
Granular Fill Izhar Construction (Pvt)Ltd.

Page | 29
 Fan Box Popular
Bronze Gate Valves KITZ Japan
Plastron wall primer,Emamel BERGER (Robbialac)
Matt finished ceramics tile RAK (Ceramics)
Water proofing of water tank Ultra USA
Floor Hardener Ultra Construction Chemical,s Pvt Ltd.
Expanded Corner Bead Izhar Construction (Pvt)Ltd.
Plastic Emulsion Paint ICI,DULUX
Steel door United Associates
Wooden door Izhar Construction (Pvt)Ltd
Granite slabs IQRA
Muslim shower GROHE

Table 14: Major Suppliers

Page | 30
 3. ‘INTEGRATION OF
THEORETICAL FRAMEWORK
INTO PRACTICAL
PERSPECTIVE’

Page | 31
3.1 TIME PERIOD

BASELINE GANTT CHART

Page | 32
For pasting Gantt Chart

Page | 33
3.2 FINANCIAL ASPECT

COST SCHEDULE CHART

Page | 34
For pasting Cost Schedule Charts

Page | 35
Page | 36
3.3 ORGANIZATIONAL CULTURE

The above mentioned is an organogram of the organization. It can be seen that the
organization hierarchy is quite simple and does not become a barrier in communication
between the top most level and the lowest level. There are also no confusions in the role of
each employee as the job description of every employee is very clear.

Page | 37
The employees working at the site adhere to the core cultural ideology of the parent
organization i.e. fulfillment of commitment at every cost. This essentially means that the
parent organization, Izhar Construction, believes that they should provide the promised
quality at the promised time, whatever the circumstances maybe. This thinking can also be
clearly seen in the working of all employees as they also believe that it is individual projects
as these that make up the overall reputation of the organization. All in all, it is a progressive
yet well defined culture that is prevalent at the site.

Page | 38
4. ‘FINDINGS & ANALYSIS’

Page | 39
FINDINGS

After conducting a thorough research – through site visit as well as analysis of the given
material – our group has reached the firm understanding that the project i.e. Telecom Towers
is being constructed as per the original schedule made up by the contractor, Izhar
Construction. Such a possibility, although quite rare in our geographical environment, proves
the expertise of the planning engineers in their field. Since the beginning of the project, there
have been quite a lot of national and local disasters which could have become large
impediments in the ongoing work. However, the situation on ground proves otherwise as the
project is going on according to the plan.

The project progress on the cost horizon, however, is not as impeccable. While maintaining
an uncompromising position on the time schedule, the company had to forego the cost
advantage. Resultantly, the contractor’s planned budget overshot by more than 30 % (Exact
figure not provided by company officials).

ANALYSIS

One of the primary reasons for this cost overshoot (for maintaining the appropriate time) can
be attributed to the lack of communication among the different partners of the project. As
has already been explained above, the project has been divided among three major
contractors. While questioning the administration, we found out that there was a total lack of
coordination between the three. Any problem or activity that had to be jointly worked upon
by them would have to be referred to their consultant, NESPAK, who took days if not weeks
to formally negotiate the issue. As a result of this lack of ‘on-site’ coordination there have
been quite a lot of delays. To cover for lost time, Izhar Construction has to spend more
money to complete the task on time.

The on-going issue of security in the country can also be blamed for the increased cost. As a
result of security alerts, the entry of vehicles carrying the law materials has become restricted

Page | 40
to a very limited time slot only. This translates into putting in more resources in terms of
transportation vehicles at the specified time slot to ensure smooth delivery of materials.

Another problem witnessed was that the most of the staff, including the senior staff, had to be
supposedly multi – talented in all fields of construction and project management. However,
owing to the lack of proper experience and exposure, the generalists took time to adjust to
their surroundings and to learn about the completely new dimension of the Telecom Tower
project after being transferred from, let’s say a project of building a dam.

Adding on to the woes of the management were the inflationary pressures that affected
everything ranging from a brick to the pays of the employees. Even though it might be argued
that it is almost impossible to safeguard against such a national trend but suggestions are
being given in the following chapter to safeguard against these trends.

The recent addition of load shedding is also one of the factors for slowing work progress. To
completely negate this factor, very high costs have to be incurred which, in turn, have been
fuelled by an increase in petroleum prices.

Owing to our lack of technical expertise our group cannot comment as to how far the quality
aspect of the commitment being fulfilled. However, our group is of the opinion that in the
given circumstances and the environment of the country, Izhar Construction is doing a fairly
good job of fulfilling its commitment while at the same time trying to minimize its costs.

Page | 41
5. ‘RECOMMENDATIONS’

Page | 42
A study of the whole project has enabled our group to gain a useful insight into the working
of the primary organization under concern i.e. Izhar Construction and the project that they are
currently working on i.e. Telecom Towers. Consequently, our group has come up with a few
recommendations – both for the ongoing project as well as the organization working on it –
so that there are as little as possible loopholes in the entire project management process. The
recommendations are as follows:

 The consultant should ensure smooth, effective and timely communication between
the three major stakeholders of the project i.e. Izhar Construction, Siemens and
Mechatech. Such a step would greatly reduce the time spent in passing through the
currently cumbersome communication process.
 Since Izhar Construction is a major construction project company with plenty of
simultaneous projects, they should strive to obtain cost – effective construction
technology that is also less prone to make mistakes than the currently high human
involvement factor.
 The company should try to introduce skill up-gradation programs for the lower staff
like masons etc. to motivate as well as enhance their productivity.
 Instead of relying on generalists to complete different kinds of projects, the company
should also try to maintain a team of specialists for each construction category e.g.
high rise buildings. Initially such specialized teams may only be formed for the oft –
repeated projects.
 To mitigate the losses incurred through inflationary trends, the organization should
use hedging tools to safeguard itself from sudden price changes.
 Given the fast changing trends over the world, Izhar construction should try to reduce
wastage as well as polluting their environment, so as to qualify as a ‘green-
company.’ Even though this may seem a bit strange in our country at this time, but
given the fast changing dynamics it needs to be understood that environment friendly
companies will be preferred more in the future. This becomes all the more valid for
large groups like Izhar which have the ability to undertake international projects too.

Page | 43
‘ANNEXURES’

Page | 44
REFERENCES

RESOURCE PERSON
 Engr. Bilal Arshad
Asst. Planning Engineer, Izhar Construction (PVT) Ltd. currently positioned at PTET
Telecom Tower, Islamabad.
Contact: 042-111323111

ACADEMIC RESOURCES
 ‘Project Management’ 4th Edition by Clifford F. Gray and Erik W. Larson
 Applied Software project management, O’Rielly, Andrew Stellman and Jennifer
Greene, Chapter 3 “Estimation”

WEB RESOURCES
 http://pmbook.ce.cmu.edu/02_Organizing_For_Project_Management.html
 http://en.wikipedia.org/wiki/Project_management
 http://www.ajithn.com/study/Activity%20Resource%20Estimating.htm,PMBOK
 http://www.jitscotland.org.uk/toolkits/implementing-telecare-an-action-
guide/planning-to-implement/assess-resource-requirements/
 1 http://www.visitask.com/project-life-cycle.asp
 http://en.wikipedia.org/wiki/Schedule_%28project_management%29
 1 H.L. Gantt, Work, Wages and Profit, published by The Engineering Magazine, New
York, 1910; republished as Work, Wages and Profits, Easton, Pennsylvania, Hive
Publishing Company, 1974

Page | 45
ANNEXURE A

TELECOM TOWER CIVIL& PLUMBING WORKS

Early Start Early Finish
30-Aug-07 26-Sep-10

GENERAL 30-Aug-07 26-Sep-10

CONTRACTUAL CORRESPONDENCE 30-Aug-07 5-Sep-07

LETTER OF ACCEPTANCE 30-Aug-07 30-Aug-07

CONTRACT AGREEMENT 5-Sep-07 5-Sep-07
ENGINEER'S OBLIGATION 30-Sep-07 26-Sep-10
ENGINEER'S NOTICE TO COMMENCE 30-Sep-07 26-Sep-10
MOBILIZATION 1-Oct-07 2-Oct-07
MOBILIZATION PLAN 1-Oct-07 2-Oct-07
ARCHITECTURAL WORKS 27-Jan-08 10-Aug-09
CONSTRUCTION WORKS 22-Oct-07 16-Sep-10
BASEMENT STRUCTURE 22-Oct-07 30-May-09
SUPER STRUCTURE 4-Jun-08 28-Jul-09
EXTERNAL FACADE WORKS 6-Dec-08 15-Aug-10
PLUMBING WORKS 18-Mar-08 16-Sep-10

Table 15: Project Schedule

Page | 46
ANNEXURE B
MAN POWER (REGULAR STAFF)
Sr.No. Designation Strength
1 Project Manager 1
2 Planning Engineer 1
3 Construction Manager 1
4 Safety Engineer 1
5 Site Manager / Account Officer 1
6 Site Engineers 4
7 Asst.Planning Engineer 1
8 Sr.Quantity Surveyor 1
9 Quantity Surveyor 1
10 Surveyor 1
11 Safety Supervisor 2
12 AutoCAD Operator 1
13 Forman Mechanical 1
14 Purchaser / Camp Boss 1
15 Accountant 1
16 Lab Tech. 3
17 Store Keeper 1
18 Passanger Lift Operator 1
19 Shuttering Forman 1
20 Plumbing Supervisor 1
21 Dispensor 1
22 Asst. Store Keeper 2
23 Asst. Supervisor 6
24 Asst. Surveyor 2
25 Asst. Accountant & Admin 1
26 Asst. Q.S 1
27 Asst. to P.M 1
28 Time Keeper 2
29 Office Boy 4
Total 46

Table 16: Manpower Regular Staff

Page | 47
 LABOUR DAILY
Sr.No. Designation Strength
1 Carpenter Foreman 2
2 Carpenter 25
3 Khalasi Foreman 1
4 Khalasi 35
5 Steel Fixing Foreman 1
6 Steel Fixers 4
7 Mason 58
8 Surveyor Helper 4
9 Fab /Welder 2
10 Tower Crain Helper 1
11 Tower Crain Rigger 2
12 Fitter 4
13 Crain Operator 2
14 Asst.Mechanic 2
15 Loader Operator 1
16 Loader Helper 1
17 Tractor Driver 2
18 T.M Helper 1
19 Plant Operator 1
20 Plant Helper 1
21 Pump Operator 1
22 Electrician 2
23 Lab Asstt. 2
24 Mics. 25
25 Driver 4
26 Generator Operator 2
27 Store Helper 1
28 Labour Mate 4
29 Labour 85
30 Security Guard 21
31 Cook 3
32 Cook Helper 9
33 Dry Cleaner 1
34 Office Boy 5
35 Sweeper 5
Total 320
Table 17: Labor daily

Page | 48
 PLANT & EQUIPMENT
Sr.No. EQUIPMENT CAPACITY Nos.
1 Batching Plant (Standby) 30 M3 / HR. 1
2 Crane (Tower) H=140 M,B=60 M,C=08 TON, 1
3 Power Genrator 100, 175,190 KVA, 3
4 Water Browser 5000 LITERS 2
5 Steel bar Cutting and Bending Machine UP TO 40 MM DIA 2
6 Passenger Lift 2000 KG+2000KG 1
7 Air Compressor 1 HEAVY,1 LIGHT 2
8 Shovel?loader/Backhoe LARGE (1 M3) 1
9 RMD-QuickForm System Form 2,000 SFT,
10 Scaffolding Pipes 2,34,863 RFT
11 Tractor Trolley 1
12 Welding Machines 5
13 Vibrator (Petrol and Elect) 8
14 Plate Compactor/Roller 3,2
15 Small Dumper 1
16 Material Hoist 2
17 Concrete Mixer 3
Total 33

Table 18: Plant and Equipment

MATERIAL SUBMITTALS
Sr.No. MATERIAL MANUFACTURE/SUPPLIER
1 Steel Ittehad Steel Islamabad,Pak Steel
Islamabad.
2 Rebar Grout Material FIS EM with rebars
3 Waterproofing (Flexocrete) MGC Flexo-Crete from MGC Lahore
4 Waterproofing (Bitumat Membrane) Bitumat Polyflex
5 Termite Proofing Agenda
6 Admixture Plastiment P-264 (Class B )
Fosroc,Silkament 520BA (Class A1)
7 P.V.C WATER STOPPER Decora
8 Water proofing concrete Admixture Plastocrete – N (Sikka)
9 Corner Edge Guard City Steel Industries Lahore
10 Mix Design of Conc. A-1 As Recommended (CWO
Rawalpindi) UET Taxila
11 Mix Design of Conc. B HRL Mix Design

Page | 49
12 Penetron- Water proofing agent for Penetron
concrete.
13 PVC Conduit for electrical works Popular Pipes
14 Water Stopper Decora
15 Water Proofing Treatment Hewkel UAE
16 Concrete Repair work Fosroc
17 Construction Equipment Belles Construction Equipment,(1)
Easyscreed (2)Bigblue
18 Curing Compound Ultra Berdex Construction Chemical
19 M.S. Plate for Steel Stair Izhar Construction (Pvt)Ltd.
20 Granular Fill Izhar Construction (Pvt)Ltd.
21 UPVC Class D Pipe Popular Pipes
22 UPVC Soil,Waste & Vent Pipes Dadex
23 PPR cold drinking & hot water Dadex
24 Fan Box Popular
25 Bronze Gate Valves KITZ Japan
26 G.I Fitting H.E.China
27 Plastron wall primer,Emamel BERGER (Robbialac)
28 Porcelain Tile RAK (Ceramics)
29 M.S Plate + Angle Izhar Construction (Pvt)Ltd.
30 M.S Grating Cover with Frame Izhar Construction (Pvt)Ltd.
31 G.I Pipe Sch.40 Jamal Pipes
32 Hanger ,Fixer & Supports Horizontal Fisher
33 Matt finished ceramics tile RAK (Ceramics)
34 Water proofing of water tank Ultra USA
35 Floor Hardener Ultra Construction Chemical,s Pvt
Ltd.
36 Expanded Metal + Corner Bead Izhar Construction (Pvt)Ltd.
37 Bath room fittings M/s KLUDI RAK
38 Plastic Emulsion Paint ICI,DULUX
39 Steel door United Associates
40 Wooden door with frame of deodar wood Izhar Construction (Pvt)Ltd.
41 Terrazo Tile Ajaibat-e-Sung
42 1/2" th Thermopore Sheet Izhar Construction (Pvt)Ltd.
43 Expansion Joint (Flexible rubber joint) TOZEN / JAPAN
44 Granite slabs IQRA
45 Bottle Trap with Union (Model # 28920 ) GROHE
46 Sink Mixer Eurosmart Wall Type (Model GROHE
# 32482)

Page | 50
 47 Muslim shower with T.Cock (Model # GROHE
27813)
48 Tee cock (Model # 22940 ) GROHE
49 Basin mixer Eurodisc (Model # 33190 ) GROHE
50 Flush valve for Urinal + Expose plate GROHE
(37017,37018)
51 Bathroom accessories(Cataloge) Inda
52 Under counter vanity type wash hand PORTA
basin (HD-1)
53 Water closet Asiatic type (HD-13) PORTA
54 Floor Mounted Europian water closet PORTA
(HDC-102N)
55 Urinal (HD-400) PORTA
56 Flushing cistern (HD-3) PORTA
57 Vertical Hanger ,Fixer & Supports Fischer
58 Anchor bolt M-12 Long 4.5" ICPL
59 Matt Enamal Paint 30BG 72/103 ICPL (ICI,DULUX)
60 25mm thk.Granite Slab for Vanity Top ICPL
61 M.S fittings Sch. 40 welded for fire Azam Sons
fighting
62 Fire Resisting Door FRD-1 ICPL(Al Khaimi Industries Ltd.)
63 2"th Thermopore Sheet (For Expansion ICPL
Joint)
64 0.25mm th Geo Membrane Sheet for A.T.S Synthetic (PVT)LTD
65 M.S Flange Izhar Construction (Pvt)Ltd.
66 Sample Board for ACP Base Framing Alcop
67 Samples of Ultra Seal & Ultra Bitumen Ultra Construction Chemicals
68 Catalogue of Matt Enamel Paint for Steel ICI ( Dulux )
Doors
69 Door Hardware and Fittings Kiani House
70 Dead Lock & Indicator Lock Kiani House
71 Rawl Plugs for ACP Base Framing Tiger Lion,Taiwan
72 Door Handles Al-Asif Hardware
73 Samples of Wood Work for Mosque AR Brothers
(Wooden Calligraphy, Islamic pattern tile
& jali)
74 Samples of Terracotta Tiles -03 Grand Works
Nos.(300mmx300mmx50mm)
Table 19: Material Procurement

Page | 51
ANNEXURE C

PLANNED VS ACTUAL OCT 09- SEP 10

Month/ Actual W. Done Actual W. Done Planned Planned
Year (Monthly) (Cumulative) (Monthly) (Cumulative)
Oct-09 16.39 673.45 60.19 838.16
Nov-09 13.7 687.15 70.64 908.8
Dec-09 15.6 702.75 61.06 969.86
Jan-10 8.6 711.35 51.92 1021.78
Feb-10 10.7 722.05 34.39 1056.17
Mar-10 9.8 731.85 29.66 1085.83
Apr-10 22.79 1108.62
May-10 13.92 1122.54
Jun-10 12 1134.54
Jul-10 14.43 1148.97
Aug-10 14.21 1163.18
Sep-10 0.85 1164.03
Table 20: Planned Vs Actual Oct 09- Sep 10

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Figure 4: Planned Vs Actual Oct 09- Sep 10

PLANNED VS ACTUAL OCT 08- OCT 09

Month/ Actual W. Done Actual W. Done Planned Planned
Year (Monthly) (Cumulative) (Monthly) (Cumulative)
Oct-08 28.12 354.84 29.18 322.28
Nov-08 41.43 396.27 36.26 358.54
Dec-08 29.09 425.36 32.75 391.29
Jan-09 38.89 464.25 42.7 433.99
Feb-09 35.95 500.2 36.26 470.25
Mar-09 34.71 534.9 48.9 519.15
Apr-09 28.96 563.87 45.68 564.83
May-09 26.51 590.38 47.24 612.07
Jun-09 30.91 621.29 43.89 655.96
Jul-09 20.16 641.45 37.77 693.73
Aug-09 10.43 651.88 38.32 732.05
Sep-09 5.18 657.06 45.92 777.97
Oct-09 16.39 673.45 60.19 838.16
Table 21: Planned Vs Actual Oct 08- Oct 09

Page | 53
Figure 5: Planned Vs Actual Oct 08- Oct 09

PLANNED VS ACTUAL OCT 07- OCT 08

Month/ Actual W. Actual W. Done Planned (Monthly) Planned (Cumulative)
year Done (Cumulative)
(Monthly)
Oct-07 2.28 2.28 2.42 2.42
Nov-07 14.86 17.14 9.43 11.85
Dec-07 11.94 29.08 12.2 24.05
Jan-08 18.07 47.15 21.11 45.16
Feb-08 30.63 77.78 29.82 74.98
Mar-08 37.91 115.69 31.84 106.82
Apr-08 34.17 149.86 34.59 141.41
May-08 47.32 197.18 27.27 168.68
Jun-08 22.49 219.67 21.74 190.42
Jul-08 27.21 246.88 30.93 221.35
Aug-08 33.28 280.16 37.09 258.44

Page | 54
 Sep-08 45.55 325.71 34.66 293.1
Oct-08 28.12 353.83 29.18 322.28
Table 22: Planned Vs Actual Oct 07- Oct 08

Figure 6: Planned Vs Actual Oct 07- Oct 08

Page | 55
ANNEXURE D

Figure 7: Graphical representation of stakeholder influence

Page | 56