KYAMBOGO UNIVERSITY

FACULTY OF ENGINEERING

DEPARTMENT OF CIVIL AND BUILDING ENGINEERING

MASTER OF SCIENCE IN CONSTRUCTION

TECHNOLOGY & MANAGEMENT

YEAR I, SEMESTER 2

GROUP ASSIGNMENT

GROUP MEMBERS

No. NAME REG. NO.

1 ADIBAKO RICHARD DENIS 18/U/GMET/22123/PD
2 DRALETI GERALD 18/U/GMET/22134/PD
3 EWAYU FRANCIS 18/U/GMET/22128/PD
4 MUGAGGA DAVID 18/U/GMET/22130/PD

LECTURER: DR. RUTH SENGONZI

 MR. ACAI JOSEPH
QUESTION:

TCT 6201: Advanced Project Planning and Management

Group Coursework 1 (Construction Project Management Framework)
Case Study

Your client has placed an advertisement in The New Vision and The Daily Monitor newspapers
seeking project planning services. The project involves construction of a multi-purpose 7-storey
commercial building on a half-acre plot located at the junction of Dastur Street and Luwum Street in
the City of Kampala. Two of the storeys shall be dedicated to on-site parking, preferably below street
level. The building must be completed within 9 months. You are required to constitute a team of six
(6) to advise the client from the Pre-Project Phase through to the end of the Defects Liability Period.
The assignment involves setting up a team of key experts with a team leader.

You are required to advise the client on:

 Why your team should be hired, naming the key expert roles in your team and their corresponding
skillsets
 The project’s critical success factors
 The key cost drivers
 The work method proposals/innovations that will achieve the project in the required period, at the
right cost and quality
 Plausible environmental sustainability solutions to be incorporated
 The major risks on the project and how they should be mitigated.

This is a coursework assignment for this module and shall be assessed as such. Assessment shall be
through presentation within your groups, before the entire class and the two lecturers. You shall be
assessed for quality/delivery of presentation; content of the project planning and management advice
and innovation, among others.
Return/Presentation Date: 27th April 2019
Table of Contents
1.0 INTRODUCTION................................................................................................................1

1.1 Why the team should be hired, naming the key expert roles in the team and their
corresponding skill sets:...............................................................................................................1

1.2 Roles and responsibilities of the team members....................................................................3

2.0 THE PROJECT’S CRITICAL SUCCESS FACTORS.............................................................6

2.1 Macro and Micro View..........................................................................................................6

2.2 The 10 Critical Success Factors are defined as follows (Pinto, & Slevin, 1988):.................9

3.0 THE KEY COST DRIVERS...................................................................................................13

4.0 WORK METHOD PROPOSALS/INNOVATIONS...............................................................14

5.0 PLAUSIBLE ENVIRONMENTAL SUSTAINABILITY SOLUTIONS TO BE

INCORPORATED IN THIS CONSTRUCTION PROJECT........................................................21

6.0 THE MAJOR RISKS ON THE PROJECT AND HOW THEY SHOULD BE MITIGATED.
.......................................................................................................................................................25

REFERENCE................................................................................................................................28

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1.0 INTRODUCTION

A building project is a complex undertaking that involves a number of specialties / stake holders.

1.1 Why the team should be hired, naming the key expert roles in the team and their
corresponding skill sets:

These key strengths make us the best fit for this project:

Our team has worked together on various commercial building projects within Kampala in the
past and key members of our team are registered with the Engineers Registration Board,
Surveyors Registration Board and Architects Registration Board. Their strong working
relationship with each other will be of great value to this project.

We are local firm with an office and staff who have lived and worked in Kampala-Uganda for
over 20 years. We have better experience with the Central Business District of Kampala and can
provide better services for this project due to the volume of work we have done in this area.

Our experience in Kampala runs deep with over 30 completed commercial building projects. Our
team is experienced in working on large projects on confined sites with active neighbourhoods.

The following are the services that our team shall offer:

 Establishment of scope and cost of project and evaluation of viable alternatives in detail.

 Discussing and explaining the purpose, need and financial requirements of the project,
review available data, recommend and help the owner to achieve supplementary data.

 Analyse government regulations and make sure the design is meeting conditions of
government agencies.

 Help in establishing the general size and scope of the project.

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  Revising preliminary report and available data, discussing general scheduling, decide
with the owner regarding the need for supplementary information.

 Prepare documents of preliminary design such as final design requirements, initial

drawing and the whole project report, present the project to the owner and develop initial
idea of the project cost.

 Preparing contract plan drawings and specifications, present an idea of project

construction cost, review construction practicality to specify possible problems during
construction.

 Provide assistance in applying for regulatory permits from relevant authorities.

 Prepare essential documents regarding construction contracts for review and acceptance
by owner.

 Receiving and processing deposits for bidding documents, explaining, expanding, and
changing bidding documents as necessary.

 Act as a representative of the project owner, and carry out baseline survey before
construction.

 Revise erection and falsework drawings submitted by contractor for agreement with the
drawings and specifications.

 Review laboratory and test reports on materials and equipment.

 Organize meetings and visit construction site regularly to monitor both executed work
progression and quality.

 Provide construction administration services to make sure that the construction is

conducted in accordance with drawings and specifications.

 Explain and clarify contract documents.

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  Provide advises regarding work acceptability.

 Conduct specific inspection and testing.

 Offer instruction to tackle field issues.

 Specify progress payment based on the completed work.

 Monitor performance tests and initial operation of the project.

 Carry out final inspection and generate a report on the completion of the project.

 Provide recommendation regarding the acceptance of the final product.

 Develop a manual for operation and maintenance requirement of the structure.

 Determine structure deficiencies and offer recommendation to solve the problem.

 Perform inspections before the defects liability period of the structure expires.

The following key experts shall makeup our team:

 Project Manager (Team leader).

 Project Architect.
 Project Quantity Surveyor.
 Geotechnical Engineer.
 Electrical Engineer.
 Mechanical Engineer
 Structural Engineer.
 Health and Safety Specialist.
 Clerk of Works.

Apart from being seasoned professionals, they also have the following skills;

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Team leadership, effective communication, budgeting, computer literate and proficient in the use
of latest project design and management software’s, excellent problem solving, budgeting and
schedule management.

1.2 Roles and responsibilities of the team members

Roles and responsibilities of the Project Manager (Team Leader) 

 Plan the delivery of the project at hand.

 Manage the day-to-day working, utilisation, implementation and technical consultants
engaged on client assignments. From ensuring the correct material turns up before a job,
to explaining the work ethics and activities to colleagues.
 Report progress on project, maintain and update project reporting, checkpoints and
financial reporting to a high standard.
 Plan and arrange site visits.
 Co-ordinate required support levels and training.
 Produce project reports at agreed intervals, and whenever substantive actions are
required.

Roles and responsibilities of the Project Architect 

 Design and draft building plans

 Consult with Clients

 Transform the client’s needs and specifications into a design.

 Overseeing the design implementation.

Roles and responsibilities of the Project Quantity Surveyor

 Conducting feasibility studies to estimate project cost.

 Preparing operational contracts
 Managing project costs.
 Site visits and taking measurements.

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  Preparing, negotiating and analysing costs for tenders and contracts
 Coordination of work effort
 Advising on a range of legal and contractual issues
 Valuing completed work and arranging for payments

Roles and responsibilities of the Geotechnical Engineer

 Perform geotechnical analysis and study to assess construction site condition.

 Plan and conduct geotechnical exploration effectively.
 Perform field and environmental investigations for the construction project.
 Analyze geotechnical findings, perform appropriate calculations and prepare data reports.
 Develop proposals and determine cost and schedule for investigations.
 Provide direction to technical team in field inspection activities.
 Develop design drawings and specifications for construction projects.
 Review and approve geotechnical designs developed by the contractor.
 Review construction design proposals and approve geotechnical aspects.

Roles and responsibilities of the Structural Engineer

 Structural designing.
 Site and work investigations.

Roles and responsibilities of the Health and Safety Specialist

 To verify that all tools and equipment are adequate and safe for use.
 Verify and approve contractor’s health and safety plan.
 To promotes safe practices at the job site.
 To enforces safety guidelines.
 To train and carry out drills and exercises on how to manage emergency situations.
 To conducts investigations of all accidents and report to concerned authorities as
requested or mandated by regulations.
 To conduct job hazard analyses and establishes safety standards and policies as
needed.

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Roles and responsibilities of the Mechanical Engineer

 Responsible for designing, inspecting installation and maintenance of all kinds of

mechanical installations.

Roles and responsibilities of the Electrical Engineer

 Responsible for designing, inspecting installation and maintenance of all kinds of

electrical installations.

Roles and responsibilities of the Clerk of Works

 Making sure that work is carried out to the standards, specification, correct materials,
workmanship and schedule.
 Becoming familiar with all the relevant drawings and written instructions, checking them
and using them as a reference when inspecting work.
 Making visual inspections.
 Taking measurements and samples on site to make sure that the work and the materials
meet the specifications and quality standards.
 Advising the contractor about certain aspects of the work, particularly when something
has gone wrong.

2.0 THE PROJECT’S CRITICAL SUCCESS FACTORS

It has often proved difficult to define words such as success, because it means different things to
different people and is very context-dependent.

Table 1: Various definitions of success

Collins (Sinclair, 2001) The favorable outcome of something attempted.

Macmillan (Rundell, 2005) The achievement of something that you planned to
do or attempt to do.

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 Oxford (Stevenson, 2010) The accomplishment of an aim or purpose.
Oxford Advanced(Hornby, 2011) The fact that you have achieved something that you
want and have been trying to do or get.
Cambridge Advanced (Walter, 2008) The achieving of the results wanted or hoped for.
Something that achieves positive results.

2.1 Macro and Micro View

Lim & Mohamed classify project success into two categories: the macro and micro viewpoints.
To describe the difference between these viewpoints they used the forest and the trees analogy:
Are we looking at the forest? Or are we looking at the trees?

The macro viewpoint is like looking at the forest, focusing on the big picture. It involves the
longer-range perspective in determining whether or not the original project concept is achieved.
This is referred to as project success (or failure), depending on user satisfaction.

The micro viewpoint deals with smaller component levels of project achievements. It looks at the
trees, not the forest. The micro viewpoint involves assessing project management success, often
based on completion of a project phase or similar objectives (Lim & Mohamed, 1999).

Samset on the other hand explains that success can be viewed form three different perspectives;
operational (the project outputs), tactical (the project goal) and strategic (the project purpose).
The operational view is measured according to whether the project was completed on time,
within costs and to the expected quality.

The tactical perspective gives a broader interpretation of the concept and focus on the extent to
which the project has achieved its formal goal. This concerns whether the impact of the project is
predominantly positive and whether the project is relevant in relation to people’s (e.g. user)
needs.

The strategic perspective is the broadest interpretation of project success. This perspective can
for example be based on measures of whether the project contributes to economic growth or

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positive changes in society. It focuses on whether its positive effects are sustainable in the long
term. Samset’s three success perspectives are illustrated in figure below

Figure 1: Samset’s three success perspectives

Success in project management includes getting the job done within the constraints of time, cost
and quality, while utilizing the assigned resources effectively and efficiently (Kerzner, 2013), (de
Wit, 1988), (Cooke-Davies, 2002). And meeting the customer’s expectations. However, one can
also state that good project management is unlikely to be able to prevent project failure (de Wit,
1988).

Figure 2: project management

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 (Source: Kerzner, 2013).

There are examples of projects that are managed well from a project management perspective,
yet are perceived to be unsuccessful. This can also be the other way around. Projects can be
poorly managed from a project management perspective, yet be viewed as successful. A
textbook example of this is the Sydney Opera House. It took over 15 years to build and was 14
times over budget, yet it is proudly displayed as an engineering masterpiece. This example was a
failure in terms of project management success, but it was a success in terms of project success.
(Jugdev & Müller, 2005).

To determine project success from the macro viewpoint both sets of completion criteria and
satisfaction criteria, the success measure is based on five criteria (Samset)

Operational perspective:

(1) Efficiency: The delivery of the project in regard to time, cost and quality.

Tactical perspective:

(2) Effectiveness: The extent to which the project goal has been achieved.
(3) Impact: The sum of positive and negative, planned and unforeseen changes and effects
of the project in society.
(4) Relevance: The degree to which the project respond to real needs and priorities in
society.

Strategic perspective:

(5) Sustainability: The extent to which the positive effects of the project will continue in
the future.

Factors

Factors are the sets of circumstances, facts, or influences which contribute to the project
outcomes. These are the influential forces which either facilitate or impede project success. The
factors contribute to the success or failure of a project, but do not form the basis of the judgment.

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The figure below is a pictorial representation given by Lim and Mohamed of the criteria and
factors as applied to project success.

Figure 3: Criteria and factors as applied to project success

Project Critical success factors as those elements which must exist within the organization in
order to create an environment where projects may be managed with excellence on a consistent
basis” (Kerzner, 1998).

2.2 The 10 Critical Success Factors are defined as follows (Pinto, & Slevin, 1988):

1) Project mission - Initial clarity of goals and general directions.

2) Top management support - Willingness of top management to provide the necessary
resources and authority/power for project success.
3) Project schedule/plans - A detailed specification of the individual action steps required for
project implementation.
4) Client consultation - Communication, consultation, and active listening to all impacted
parties.
5) Personnel - Recruitment, selection, and training of the necessary personnel for the project
team.
6) Technical tasks - Availability of the required technology and expertise to accomplish the
specific technical action steps.
7) Client acceptance - The act of "selling" the final project to its ultimate intended users.
8) Monitoring and feedback - Timely provision of comprehensive control information at each
phase in the implementation process

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 9) Communication - The provision of an appropriate network and necessary data to all key
factors in the project implementation.
10) Troubleshooting - Ability to handle unexpected crises and deviations from plan.

The figure below illustrates how the Critical Success Factors spread through the project lifecycle
phases. The factors are placed in order of importance within each phase. (Pinto, & Slevin, 1988)

Figure 4: How critical success factors spread through the project life cycle phases

The following figure illustrates how human-related factors, project-related factors, project
procedures, project management actions, and external environment these categories and their
factors can lead to project success

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 (SOURCE: Chan, Scott, & Chan, 2004)

The four conditions that are necessary for project success (Jugdev & Müller, 2005) are:

i. Success criteria should be agreed on with the stakeholders before the start of the project,
and repeatedly at configuration review points throughout the project.
ii. A collaborative working relationship should be maintained between the project owner (or
sponsor) and project manager, with both viewing the project as a partnership.
iii. The project manager should be empowered with flexibility to deal with unforeseen
circumstances as they see best, and with the owner giving guidance as to how they think
the project should be best achieved
iv. The owner should take an interest in the performance of the project.

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Figure 6: Conceptual framework of construction cost drivers

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Figure 7: Multi-level influencing factors

(SOURCE: Chan, 2005)

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3.0 THE KEY COST DRIVERS

A cost driver is the unit of an activity that causes the change in activity's cost or any factor
which causes a change in the cost of an activity.

Various factors significantly influence building development cost. Many studies have
identified those factors which are significant in different countries. They all state that these
factors are related to project characters, stakeholders' influences market and industry,
statutory and regulatory regimes, socio-economic conditions, and the national and global
environments within which they are operating. These, in turn, influence building development
cost.

Bari et al. (2012) identified the factors, such as the statutory and regulation factors and socio-
economic conditions which significantly influence the building development cost. Bubshait
and Al-Juwairah (2002) addressed the theory that component costs factors and stakeholders'
influences are the key determinants for building development cost. Project characters and
stakeholders' influences are the major contributors to building development cost (Chan and
Park (2005)). Elhag et al. (2005) stated that market and industry factor impose a strong
influence on building development cost (Elhag et al. (2005) stakeholders' influences are the
key factors that impose significant effects on building development cost. Memon et al. (2010)

Construction Cost Components

Construction costs are the portion of hard costs normally associated with the construction
contract, including the cost of materials, labour and equipment costs necessary to put those
materials in place (see Figure 5). Added to this are overhead costs, which include both job
site management and the contractors’ standard cost of doing business (office, staff, insurance,
etc.)

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4.0 WORK METHOD PROPOSALS/INNOVATIONS

The following methods/innovations shall be used to ensure that the project is completed in
the required period, at the right cost and quality:

Use of budget estimates and cost plans: Our team of experienced Quantity Surveyors will
provide a full system of budget estimating and cost planning in order to control
expenditure, ensure that the client receives better value-for-money in both design and
construction, and that the project cost is kept within the agreed budget. We will prepare an
initial budget cost which is established by reference to cost data from previous projects.

Our team is well versed in the use of Quantity Surveying and estimating software such as
Vector and Plan swift that are suitable for the preparation of feasibility estimates and cost
planning to meet our client’s requirements.

In providing budget estimating and cost planning for our clients, several benefits can be
achieved:

The tender sum is more likely to equate with the approximate estimate.

Greater satisfaction with end results.

Improved building quality and performance.

Budget and value accountability.

There is less possibility of addendum bills of quantities being required.

Cost-effectiveness and a value-for-money design are more likely to be achieved.

A balanced distribution of expenditure among the various parts or elements of the building is
likely to produce a more rational design.

Cost considerations are more likely to be taken into account because of the greater
involvement of the Quantity Surveyors during the design process.

The amount of pre-tender analysis by the architect and quantity surveyor should enable more
decisions to be taken earlier, resulting in a smoother running of the project on site.

Early identification of high-cost elements.

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Effective cost planning will help to ensure that, once a realistic estimate is agreed between
the parties, everything that follows is in accordance with it, from the successful contractor’s
tender to the final project cost. Constant monitoring will be done to ensure that the risk of
overspending can be seen at an early stage and prompt action taken.

The quantity surveyors will also assist the architect with comparative costs for alternative
systems of construction or finishing. For example, comparing different plan shapes in terms
of cost, or use of external cladding. 

Use of Earned Value: This is a technique used to assess project progress by comparing the
amount and cost of work that was planned to have been done by a particular stage with the
amount that has actually been done and what it has actually cost.

This gives a good indication of how the project is progressing compared to what was planned
and enables forecasts to be made about the eventual cost and time that will be required to
complete the project.

Earned Value Analysis is carried out for each of the packages that make up the project. This
provides an opportunity to investigate discrepancies and take remedial action where
necessary. It also provides a fairly accurate insight into the financial wellbeing of the
contractor and provides early warning of a shortage of resources or of an inefficient use of
resources.

Project Change Control: Change control is a process that ensures potential changes to the
deliverables of a project or the sequence of work in a project, are recorded, evaluated,
authorised and managed.

Changes to a project may have impacts on time, cost or quality. The later in the development
of the project that changes occur, the greater those impacts are likely to be.

At certain stages in the design process, a complete package of information will be provided
for the client to approve. Once this approval has been given, a change control procedure will
be introduced to ensure that the approved information is not changed without the express
permission of the client.

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Change control procedures will be introduced at the following stages:

 At the end of the concept design stage.

 During the detailed design stage when the detailed design, technical design and
specification are finalised.
 During the tender stage when the tender documentation has been prepared.
 When the contractor is appointed and any further changes may qualify as variations.

Our team will ensure that the need for changes is minimized by:

 Undertaking thorough site investigations and condition surveys.

 Ensuring that the project brief is comprehensive and is supported by stakeholders.
 Ensuring that legislative requirements are properly integrated into the project.
 Ensuring that risks are properly identified.
 Ensuring that designs are properly co-ordinated before tender.

Reports will be prepared on the estimated cost of changes and for the client to prioritise
which changes are acceptable. The client may decide to fund additional costs from a design
contingency. The change control procedure will clearly define the process by which changes
are requested and approved and who is responsible for those processes, including:

 The reasons for the change.

 Who is requesting the change.
 The consequences of the change, including health and safety, time, quality, cost (and
who will bear the cost).
 Proposals for mitigation of any consequences.
 The risks associated with the change.
 Alternatives to the proposed change.
 Time by which the change must be instructed.

A number of requests for changes will be considered to give the client the appropriate
information to be able to prioritise them relative to one another.

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Programme for building design and construction: Programmes describe the sequence in
which tasks must be carried out so that a project or part of a project can be completed on
time. Our team is experienced in the use of project scheduling software such as Microsoft
Project.

The programme will be used as a tool to help plan activities, monitor progress and identify
where additional resources may be required. The successful contractor will be required to
submit a master programme for approval and upon approval, the completion date (stage or
sectional completion dates) shall be enforceable and failure of the contractor to meet the
completion date will lead to a claim for liquidated damages.

Conducting site meetings: Site meetings are an important part of the successful delivery of
construction projects. Regular site meetings between the different stakeholders on a project
will help facilitate better communication and a shared sense of purpose making it more likely
that the project is completed successfully. Project failures are often attributed to inadequate
management, with a key factor being a lack of proper communication.

Meetings will be scheduled on a biweekly basis. The meetings will be used as a means of
reporting progress, enabling discussion of any problems or issues, and allowing the proposal
of solutions.

Holding meetings on site enables the stakeholders to see progress for themselves, and to look
at problem areas, discuss quality issues and so on.

Testing/Inspections: Elements of the project, such as soil compaction, strength of concrete,

welding, etc., will be checked or tested. These tests will be conducted during the execution of
the work and the quality of the product determined and reported shortly after the tests or
inspections are made. The quality of other elements of the project will be checked by our
project team on a daily basis.

Before commencement of works, the contractor will be required to submit a quality

management programme for our review and approval. The contractor’s quality management
programme is a written document defining the contractor’s processes, practices, and
procedures, which are to ensure the project’s quality requirements are met or exceeded. The
program will contain two elements which are the quality control plan and the quality
assurance procedures.

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Quality control plan is the contractor’s definition of how the project quality will be managed
during construction of the project. It defines who is responsible for achieving the quality
standards and how this is to be accomplished. It establishes a framework with defined
procedures and practices to ensure that the completed product meets or exceeds the project
specified quality requirements. 

Quality assurance is defined as the process or procedure the contractor will engage in to
ensure that the required quality of the project is achieved. This process defines the inspection
requirements, the timing of the inspections, written report, and who is to receive and review
them, and in the event that there is any need for correction who and how it will be done, with
the appropriate defined follow up.

The ultimate quality of the project will be reviewed close to final completion. The project
manager will issue a punch list of items that need to be corrected for the project to be
certified that it in fact meets the quality expectation set forth by the project documents.

Value engineering: This is a systematic method to improve the value of a product by using
an examination of function. This will ensure that the Architect's design remains compatible
with the Owner's budget. We will continuously review the design documents to identify ways
to save money and/or time without compromising the intent of the Architect.

In addition to the value enhancement efforts, the team will conduct value engineering
analyses for the major building systems, components and materials at predetermined
milestones during the design phase. We will suggest alternative solutions for materials and
building methods to be used. All recommendations will be made in an effort to achieve the
essential functions of the project at the lowest cost and completed in the shortest amount of
time.

It is critical to understand that true value engineering analyses do not represent a cheapening
of the job based on pure costs. This analysis must take into account operating costs, life-cycle
costs, owner equipment predispositions, and other factors that impact value. The constructed
cost of a building represents a small percentage of the life cycle operating costs, so decisions
made to reduce the constructed cost of a facility may not represent a good value to the owner
over the life of the investment. Our team members are seasoned construction professionals
with a variety of building systems experiences and they are very familiar with the latest local

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competitive technologies, processes, and materials that optimize the cost of construction on a
project.

Building Information Modelling (BIM): This is a process supported by various tools and
technologies involving the generation and management of digital representations of physical
and functional characteristics of places.

Our team is well versed in the use of Building Information Modelling (BIM) and embraces
the value it brings to a project. We excel at evaluating potential uses for BIM on a project
specific level to coordinate all aspects of the design, fabrication and construction process
before actually constructing in the field.

Our team will lead the development of a detailed project specific BIM implementation plan in
the following steps.

The following potential uses will be beneficial during the preconstruction phase.

 Enhanced prefabrication through utilization of the Revit design model.

 Utilize design model as a 3D visualization/walkthrough model for preconstruction
constructability reviews for complex construction systems or sequences.
 Utilize design model to establish site logistics including material laydown, deliveries,
and construction trailer locations.
 Use BIM during pre-bid meetings.
 Utilize BIM for visualization during scope review meetings.
 Analyse logistical issues (i.e. traffic or parking) which may be affected by
construction in an attempt to minimize impact to the neighbours.
 Revit model and on-screen take-off use by our estimators improve accuracy and
consistency of estimates.

The following uses will be beneficial during the construction phase of the project:

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  Virtual walkthroughs of critical building spaces.
 Track completed and planned construction activities in the Building Information
Model.
 Utilize BIM with schedule look-ahead updates in project meetings.
 Visualization with trade contractors to coordinate challenging construction activities.
 Capture as-built construction documentation into record model.

Fast truck construction: Fast-track construction is a scheduling technique that can be used
to reduce the overall duration of projects by overlapping tasks that on a traditional
construction project would not be commenced until the previous task was completed. The
greatest time saving is often achieved by overlapping the design and construction phases.

This will be done by progressively freezing the design elements at a time and then
constructing completed elements whilst the design of the rest of the development continues.
For example, completing the basement designs and begin construction whilst the design of
the upper floors continues.

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 5.0 PLAUSIBLE ENVIRONMENTAL SUSTAINABILITY SOLUTIONS TO BE
INCORPORATED IN THIS CONSTRUCTION PROJECT

Managing a construction project involves the entire life cycle of the project. Analysis interms
of cost and technical are always carried out. This is intended to bring out a proper resource
alloacation, organisation and budget allocation. At the planning stages, environmental audits
are carried out to determine the impact of the particular project on the environment. In
traditional constructio methods, the plnning rotates around cost, time and quality. However in
the sustainability concept, the entire environment or globe is considered while plnning for
these projects. Therefore we no longer consider only the economics but also socio and
environmental aspects of the projects.

Figure 8: the trias of sustainability

(SOURCE: Bourdeau, 1999)

Major environmental issues that we may face in this project includes the following:

 Noise pollution
 Air pollution
 Contamination of water sources
 Disconnection of existing utility system
 High usage of natural resources inform of materials
 Poor waste management
 High energy usage in production
 Inadequate enforcement of environmental laws and policies

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There are various environmentally sustainable solutions that will be incorporated into this
project to help in curbing the various challenges anticipated. This includes;

Zero waste technique

This is an innovative waste management technique which basically aims at redesigning

material for further usage and hence achieving zero waste. The waste considered in this case
are construction and demolition wastes. This ensures that the waste generated from one
activity is managed in an eco-friendly manner. Furthermore, this site can also achieve
sustainability.

Compared to the linear flow in construction process, where wastes are to end at landfills, the
cyclical flow aims at constantly reusing these wastes for other purposes or within the same
purpose before.

Figure 9: Linear and circular resource flow

(Source: Curran and Williams, 2012)

Re-use, recycling and recovery of wastes

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These refers to types of solutions in waste management at construction sites. Proper
management of waste and raw materials can contribute to a sustainable construction. At the
end of a materials usable life, we look for benefits from that particular material and either re-
use, recycle or recover other forms of energy from them. Special procedures such Product
recovery management will be carried out so that we fully utilise these materials other than
disposing them to the environment. Product recovery management leads to the maximum
possible economic and ecological value of a material. This can even be imposed by
government bodies. For example, there are direct items which are redistributed in the whole
project, this encourages more of reusing. For onetime items like doors and windows, they can
be repaired, refurbished or even re manufactured to suit the new usage. Recycling can be
done where the materials will be disassembled or dismantled into materials and then
remoulded to suit the new use. This majorly for items such as plastics.

There is a term known as the reuse and recovery potential. This refers to the ratio of the
whole mass of the building as compared to materials which can be reused without pre-
treatment as well as recovered with the strategies repair, refurbishing, remanufacturing, and

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recycling

Figure 10: Construction material recovery options in closed loop material flows

(SOURCE: Schultmann and Sunke, 2006a)

Offsite construction or Prefabrication.

Considering the small space at this construction site, items which can be prefabricated will
always be done offsite and then transferred to site for installation. This includes doors,
windows, and prefabricated columns among others. The knock-on effect of shorter project
delivery times, reduction in on-site waste and reduced impact of on-site activities (such as
vehicle transportation and machine usage) is a significant decrease in the emissions caused
throughout the traditional construction process.

Education of workers and adherence to government environmental policies and laws.

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The current waste problems in Uganda requires government intervention. However when
these laws and policies are strictly adhered to onsite, it helps in protecting the environment.
There will also be regular education of construction workers on issues of waste management
and generation. Furthermore, waste disposal points where waste can be sorted will also be
identified and sorted at point of disposal. Sustainability trainings will also be regularly taken
out.

6.0 THE MAJOR RISKS ON THE PROJECT AND HOW THEY SHOULD BE
MITIGATED.

There are various risks in construction of a project. For this storey building project with a two
basement floor this imposes even more risks. Identification of risks is important in this
aspect. This will be done as early as possible during the preconstruction phase of the project.
For our construction project. We will identify risks in the following criteria.

Technical risks

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This basically deals with the output and quality of the works done. For example, the concrete
not meeting the required strength. There are various factors that can attribute to this, this
includes, unavailability of materials or inferior materials, inadequate site investigation, or a
change in the project scope after commencement of construction works. Furthermore, any
omissions or errors in both the structural and architectural design can lead to this risk.

This risk can be mitigated by outsourcing of works such as supply of concrete to a specialised
sub-contractors. This way, standards can strictly be adhered to and monitored. Furthermore,
we will also carry out regular technical reviews.

Logistical Risks

This majorly deals with delivery of items to site. Major risks associated with this includes,
transportation facilities, labour, fuel among others. A major delay in these can cause a major
loss in this construction project in terms of time and cost

Mitigation measures include, carrying out due diligence to ascertain items delivered to site,
regular communications and report with suppliers and sub-contractors. Proper planning in the
transportation department.

 Environmental risks

Construction activities poses a risk to the natural environment. To add on, a project can also
be affected by environmental factors. This can be due to natural disasters, weather among
others.

Mitigation measures include, carrying out an extensive environmental impact study before
commencement of the project, furthermore, studying of the project area weather pattern will
help in understanding the weather of the area.

Management risks

A construction project majorly comprises of management. This includes management of

resources, machines and labour. Improper management skis can lead to a vital loss.
Availability of competent management staff is required in a construction process.

Mitigation in management risks includes, recruitment of competent staff and other

construction workers, timely servicing of construction equipment, insurance of the
construction works and resources, training of staffs and elimination of redundancy in labour.
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Financial risks

Construction projects are prone to financial risks, this can be caused by fluctuations in prices,
loss of resources due to various reasons, accidents on site among others. Financial risks can
lead to frustration in the project in case of no alternative source of funding.

Mitigation includes carrying out of insurance proper financial planning and auditing during
the course of the project, financial review and proper record keeping.

Socio-political risks

There may be possible interference from the public. In Kampala, there are days with
instabilities such as riots and strikes, this greatly affects the performance of the construction
industry. This can lead to delays in work or even vandalism.

This can be mitigated by proper security on site, involvement of all stake holders so that they
understand the project before it commences.

Summary of risks and mitigation methods

SN RISKS MITIGATION
1 Technical  Out sourcing of major works
 Standardization of production
 regular technical reviews

2 Logistic  Effective communication

 Adequate reporting
 Carrying out due diligence

3 Environmental  Environmental Impact study

 Studying the project area weather pattern

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 4 Management  Recruitment of competent staffs and workers
 Servicing of equipment
 Elimination of redundancy in labour

5 Financial  Insurance
 Financial planning and auditing
 Periodic financial review

6 Socio-political  Tight security on site

 Involvement of all stake holders in earlier stages
of project

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