QUALITY IN CONSTRUCTION

PROJECTS
 What is Quality?
Chung (1999) states, “Quality may mean different things to different people. Some take it
to represent customer satisfaction, others interpret it as compliance with contractual
requirements, yet others equate it to attainment of prescribed standards” (p. 3). As
regards quality of construction, he further states, “Quality of construction is even more
difficult to define. First of all, the product is usually not a repetitive unit but a unique piece
of work with specific characteristics. Secondly, the needs to be satisfied include not only
those of the client but also the expectations of the community into which the completed
building will integrate. The construction cost and time of delivery are also important
characteristics of quality” (p. 3).
“Construction project quality is the fulfillment of the owner’s needs per defined scope
of works within a budget and specified schedule to satisfy the owner’s/user’s
requirements”. Per Chung (1999)
In the context of quality management, quality is not an expression of excellence in a
comparative sense. It is just an abbreviation for ‘desired quality’ that should be laid
down as explicitly as possible.
Crosby’s quality definition is “conformance to requirements” and that of Oakland is
“meeting the requirements.”
Philip B. Crosby’s philosophy is seen by many to be encapsulated in his five “Absolute
Truths of Quality Management.” These are

1. Quality is defined as conformance to requirement, not as “goodness” or “elegance.”

2. There is no such thing as a quality problem.
3. It is always cheaper to do it right the first time.
4. The only performance measurement is the cost of quality.
5. The only performance standard is zero defects.
Deming was perhaps the best-known figure associated with the quality field and is
considered its founding father. His philosophy is based on four principal methods:

1. The Plan–Do–Check–Act (PDCA) Cycle

2. Statistical process control
3. The 14 principles of transformation
4. The seven-point action plan
Juran’s philosophy is perhaps best summed as “Quality does not happen by accident; it
has to be planned.” Juran’s philosophy of quality is “fitness for use or purpose.”
Quality in Construction
Construction projects are a balance between cost, time and quality. It is possible to
have high quality and low cost, but at the expense of time, and conversely to have high
quality and a fast project, but at a cost. If both time and money are compromised, then
quality is likely to suffer. High quality is not always the primary objective for the client;
time or cost may be more important. It is only realistic to specify a very high standard of
quality if the budget and time is available to achieve that standard.
Quality in construction projects encompasses not only the quality of products and
equipment used in the construction, but the total management approach to completing
the facility per the scope of works to customer/owner satisfaction within the budget
and in accordance with the specified schedule to meet the owner’s defined purpose.
The nature of the contracts between the parties plays a dominant part in the quality
system required from the project, and the responsibility for fulfilling them must
therefore be specified in the project documents. The documents include plans,
specifications, schedules, bill of quantities, and so on.
Quality control in construction typically involves ensuring compliance with minimum
standards of material and workmanship in order to ensure the performance of the
facility according to the design. These minimum standards are contained in the
specification documents. For the purpose of ensuring compliance, random samples and
statistical methods are commonly used as the basis for accepting or rejecting work
completed and batches of materials.
The contractor’s obligation is to carry out and complete the works in a proper and
workmanlike manner as described by the contract documents. This means the
contractor must carry out the works with reasonable skill and care, to the reasonable
satisfaction of the owner.
The survey of Quality of Construction by FIDIC (Federation Internationale des
Ingenieurs-Conseils, the International Association of Consulting Engineers) confirmed
that failure to achieve appropriate quality of construction is a problem worldwide. Lack
of quality in construction is manifested in poor or non-sustainable workmanship, unsafe
structure, delays, cost overruns, and disputes in construction contracts.
Defects or failure in construction facilities can result in very large costs. Even with minor
defects, reconstruction may be required and facility operation impaired.
Chung (1999) has described the quality of construction as follows:
The quality of building work is difficult, and often impossible, to quantify since a lot of
construction practices cannot be assessed in numerical terms. The framework of
reference is commonly the appearance of final product. “How good is good enough?” is
often a matter of personal judgment and consequently a subject of contention. In fact, a
building is of good quality if it will function as intended for its design life. As the true
quality of the building will not be revealed until many years after completion, the notion of
quality can only be interpreted in terms of the design attributes. So far as the builder is
concerned, it is fair to judge the quality of his work by the degree of compliance with the
stipulations in the contract, not only the technical specifications but also the contract
sum and the contract period. His client cannot but be satisfied if the contract is executed
as specified, within budget and on time. Therefore, a quality product of building
construction is one that meets all contractual requirements (including statutory
regulations) at optimum cost and time. (p. 4)
An implicit assumption in the traditional quality control practices is the notion of an
acceptable quality level, which is an allowable fraction of defective items. Materials
obtained from suppliers or work performed percentage should be within the acceptable
quality level. Problems with materials or goods are corrected after delivery of the
product. In contrast to this traditional approach of quality control is the goal of total
quality control. In this system, no defective items are allowed anywhere in the
construction process. While the zero defects goal can never be permanently obtained, it
provides a goal so that an organization is never satisfied with its quality control program
even if defects are reduced by substantial amounts year after year. This concept and
approach to quality control was first developed in manufacturing firms in Japan and
Europe, but has since spread to many construction companies. Total quality control is a
commitment to quality expressed in all parts of an organization and typically involves
many elements. Design reviews to ensure safe and effective construction procedures
are a major element. Other elements include extensive training for personnel, shifting
the responsibility for detecting defects from quality control inspectors to workers, and
continually maintaining equipment. Worker involvement in improved quality control is
often formalized in quality circles in which groups of workers meet regularly to make
suggestions for quality improvement. Material suppliers are also required to ensure zero
defects in delivered goods. Initially, all materials from a supplier are inspected and
batches of goods with any defective items are returned. Suppliers with good records
can be certified, and such suppliers will not be subject to complete inspection
subsequently.
Total quality management is an organization wide effort centered on quality to improve
performance that involves everyone and permeates every aspect of an organization to
make quality a primary strategic objective. It is a way of managing an organization to
ensure the satisfaction at every stage of the needs and expectations of both internal
and external customers.
In case of construction projects, an organizational framework is established and
implemented mainly by three parties: owner, designer/consultant, and contractor.
Project quality is the result of aggressive and systematic application of quality control
and quality assurance. Figure below illustrates Juran’s triple concept applied to
construction.
 Triple
Concept Applied to Construction
Construction projects being unique and non-repetitive in nature need specified attention
to maintain the quality. Each project has to be designed and built to serve a specific
need. TQM in construction projects typically involves ensuring compliance with
minimum standards of material and workmanship in order to ensure the performance of
the facility according to the design. TQM in a construction project is a cooperative form
of doing the business that relies on the talents and capabilities of both labor and
management to continually improve quality. The important factor in construction
projects is to complete the facility per the scope of works to customer/owner
satisfaction within the budget and to complete the work within the specified schedule to
meet the owner’s defined purpose.
Oberlender (2000) has observed:
Quality in construction is achieved by the people who take pride in their work and have the
necessary skills and experience to do the work. The actual quality of construction
depends largely upon the control of construction itself, which is the principle
responsibility of the contractor. … What is referred to today as “quality control,” which is a
part of a quality assurance program, is a function that has for years been recognized as
the inspection and testing of materials and workmanship to see that the work meets the
requirements of the drawings and specifications. (p. 278)
Based on the philosophies of quality gurus, quality of construction projects can be
evolved as follows:

1. Properly defined scope of work

2. Owner, project manager, design team leader, consultant, and constructor’s manager are
responsible to implement quality
3. Continuous improvement can be achieved at different levels as follows:
o Owner—Specify the latest needs
o Designer—Specification should include the latest quality materials, products, and
equipment
o Constructor—Use the latest construction equipment to build the facility
4. Establishment of performance measures
o Owner
▪ To review and ensure that designer has prepared the contract documents that satisfy
his needs
▪ To check the progress of work to ensure compliance with the contract documents
o Consultant
▪ As a consultant designer, to include the owner’s requirements explicitly and clearly
define them in the contract documents
▪ As a supervision consultant, supervise contractor’s work per contract documents and
the specified standards
o Contractor
▪ To construct the facility as specified and use the materials, products, and equipment
that satisfy the specified requirements
5. Team approach—Every member of the project team should know that TQM is a
collaborative effort, and everybody should participate in all the functional areas to
improve the quality of the project work. They should know that it is a collective effort by
all the participants.
6. Training and education—Both consultant and contractor should have customized
training plans for their management, engineers, supervisors, office staff, technicians,
and laborers.
7. Establish leadership—Organizational leadership should be established to achieve the
specified quality. Encourage and help the staff and laborers to understand the quality to
be achieved for the project.
Quality Assurance vs Quality Control
According to the American Society for Quality (ASQ), the two terms are defined as:
Quality Assurance is the planned and systematic activities implemented within a quality
system that can be demonstrated to provide confidence a product or service will fulfill
requirements for quality, while Quality Control is the observation techniques and
activities used to fulfill requirement for quality.
Comparison Chart of Quality Assurance and Quality Control
 Quality Assurance
Many building construction project leads to client dissatisfaction and complaint against
the contractor. In most cases, the defects are found to be the result of:

● misinterpretation of drawings and specifications;

● use of superseded drawings and specifications;
● poor communication with the architect/engineer, subcontractors and material suppliers;
● poor coordination of subcontracted work;
● ambiguous instructions or unqualified operators;
● inadequate supervision and verification on site.
It is obvious that defects arising in construction are mostly caused by poor
management and communication. Sometimes, site problems can be the consequence
of negligence or malpractice in the head office.
Consistent quality can only be achieved when such avoidable mistakes are avoided in
the first instance. Preventive measures must be taken to minimize the risk of
managerial and communication problems. This is the basic concept of quality
assurance.
The performance of an individual in an organization could directly or indirectly affect the
quality of the finished product. Responsibility for quality therefore stretches from the
chief executive right down to the person-on-the-job. If consistent quality is to be
assured, all staff in the organization, both in the head office and on site, must:
know what their authorities are: have appropriate organization structure, clear lines of
responsibility and communication;
know what their duties are: have clear definition and description of duties;
know what to do: have correct specifications and drawings;
know how to do it: have proper training, appropriate procedures, ready access to
necessary instructions;
want to do it: have proper motivation;
be able to do it: have the right resources, plant and materials;
know that it is done: have appropriate checking, measurement or testing of products;
record that it has been done: keep proper records, specified certificates

Quality Control
Quality control refers to the activities that are carried out on the production line to
prevent or eliminate causes of unsatisfactory performance. In the production of
ready-mixed concrete and fabrication of precast units, the major functions of quality
control are control of incoming materials, monitoring of production processes and
testing of the finished product.
Before production is commenced, an assessment is made of the minimum quality
needed to satisfy the stated requirements and how that quality can be consistently
achieved.
During production, the strength of the concrete is continuously monitored via routine
testing and statistical analysis of the test results, so as to detect at the earliest possible
moment when either the mean strength or the variability of strength shows a significant
change.
The quality of the finished works is controlled by way of inspection and testing as
construction proceeds. For example, the quality of concrete and other materials on site
is judged by random sampling and testing, and a thorough inspection of the finished
works is performed without exception before final acceptance. The major drawback of
this ‘inspectorial system’ of quality control is that it identifies the mistakes after the
 event. Even high strength concrete can be defective if it is not properly compacted and
cured, and the potential hazard of steel corrosion will not surface until some years later.

Cost of Quality in Construction

Quality of construction is defined as

1. Scope of work
2. Time
3. Budget
Cost of quality refers to the total cost incurred during the entire life cycle of construction
project in preventing nonconformance to owner requirements (defined scope). There are
certain hidden costs that may not directly affect the overall cost of the project; however,
it may cost the consultant/designer to complete the design within the stipulated
schedule to meet owner requirements and conformance to all the regulatory
codes/standards, and for the contractor to construct the project within the stipulated
schedule meeting all the contract requirements. Rejection/non approval of
executed/installed works by the supervisor due to noncompliance with specifications
will cause the contractor loss in terms of

● Material
● Manpower
● Time
The contractor shall have to rework or rectify the work, which will need additional
resources and will need extra time to do the work as specified. This may disturb the
contractor’s work schedule and affect execution of other activities. The contractor has
to emphasize the “Zero Defect” policy, particularly for concrete works. To avoid rejection
of works, the contractor has to take the following measures:

1. Execution of works per approved shop drawings using approved material

2. Following approved method of statement or manufacturer’s recommended method of
installation
3. Conduct continuous inspection during construction/installation process
4. Employ properly trained workforce
5. Maintain good workmanship
6. Identify and correct deficiencies before submitting the checklist for inspection and
approval of work
7. Coordinate requirements of other trades, for example, if any opening is required in the
concrete beam for crossing of services pipe
Timely completion of a project is one of the objectives to be achieved. To avoid delay
proper planning and scheduling of construction activities are necessary. Since
construction projects have the involvement of many participants, it is essential that the
requirements of all the participants are fully coordinated. This will ensure execution of
activities as planned resulting in timely completion of the project
Normally, the construction budget is fixed at the inception of the project, therefore it is
necessary to avoid variations during the construction process as it may take time to get
approval of an additional budget resulting in time extension to the project. Quality costs
related to construction projects can be summarized as follows:
Internal Failure Costs

● Rework
● Rectification
● Rejection of checklist
● Corrective action

External Failure Costs

● Breakdown of installed system

● Repairs
● Maintenance
● Warranty

Appraisal Costs
● Design review/preparation of shop drawings
● Preparation of composite/coordination drawings
● On-site material inspection/test
● Off-site material inspection/test
● Pre-checklist inspection

Prevention Costs

● Preventive action
● Training
● Work procedures
● Method statement
● Calibration of instruments/equipment

Quality System
A company’s quality system is its blue-print for quality management. It is a means of
ensuring the quality of the product.
The quality system is to be fully documented in the corporate level by the Quality
Manual which contains the Quality Policy, Organizational structure, Quality Procedures,
Work Instructions and other documents. The quality procedures and work instructions
together ensure consistency of operations.
On the project basis, the quality system is implemented through a quality plan. A quality
plan is a document setting out the specific quality activities and resources pertaining to
a particular contract or project. Among other things, it makes reference to an
assortment of documented procedures of the quality system. It may also contain
project-specific procedures or work instructions which only apply to the particular
project. While the quality manual is intended to apply across the company’s entire
organization, the quality plan is prepared specifically for the project in question. It is
virtually the quality manual of the project.

Internal Quality Audit

To ensure that what is intended is actually done in the way as prescribed, all activities
affecting quality are to be verified regularly. This is achieved via internal quality audits.
These audits constitute a self-checking process of the quality system within the
organization. The outcome provides evidence that the quality system is, or is not
functioning effectively. Deficiencies in the quality system are often unveiled during the
audit, thus paving the way for improvement.
To obtain an unbiased feedback of the quality system, internal quality audits should be
carried out by personnel who are not connected in any way with the activities being
audited. An audit normally includes examining records, interviewing operators and
observing the work being performed.

Training
All personnel carrying out quality-related functions should have the skills and
experience necessary for the tasks. It is the responsibility of management to identify
training needs and to provide appropriate training.
Training is also essential in the use of quality procedures and work instructions,
including the correct way of filling in the related forms. Such training is preferably made
a regular event. Training programs range from on-the-job training to short courses
offered by professional bodies. There should be some means of assessing the skills of
the trainees completing the training program. For certain trades, such as welding and
nondestructive testing, the level of competence is normally demonstrated by
certification.
Records of training should be maintained. This is conveniently done by updating the
personal record to include the achievement attained in the training program.
 Quality Control in Design Phase

Quality Assurance in Design

Quality Assurance is making certain the project requirements are developed to meet the
needs of all relevant internal and external Owners/Agencies, planning the processes
needed to assure quality of the project, making sure that equipment and staffing is
capable of performing tasks related to project quality, making sure that contractors are
capable of meeting and do carry out quality requirements, and documenting the quality
efforts.
The design manager is responsible for overseeing the design QA system. The design
team can accomplish this by setting up an in-house QA system for the project and
having the design manager perform the QA by overseeing the designer’s QC efforts. As
the project manager you will need to maintain an oversight role to acquire confidence
 that the quality management system for design is achieving the project quality
objectives.

Quality Control in Design

The aim of design control is to ensure that the client’s requirements, including
applicable regulatory requirements, are faithfully translated into drawings and
specifications. The design is to be reviewed, verified and validated before being released
for use; and this applies also to subsequent changes to the design.
Quality Control, the act of taking measurements, testing, and inspecting a process or
product to make sure that it meets specification. It also includes actions by those
performing the work to control the quality of the work. Products may be design
drawings or specifications, manufactured equipment, or constructed items. Quality
Control also refers to the process of witnessing or attesting to, and documenting such
actions.
The design of a building is normally prepared by the architect/ engineer and supplied to
the contractor for implementation. The contractor has no need to include design control
in his quality system unless he undertakes design of permanent works as part of his
operation, such as in a design and-construct contract. However, design of temporary
works is often the responsibility of the contractor, for which he has to establish
appropriate control. This is conveniently dealt with by treating the activity as part of the
construction process and consequently subject to process control
QC during the design phase of projects is a very important part of a project-related
quality program. The design team is responsible for their own QC. The design team shall
provide a quality management plan prior to initiating design activities that identifies how
they will achieve QC for the project. The quality management plan describes the
procedures that are to be followed for design changes, including sign-off and
documentation. In addition, any contract quality requirements for design reviews and
sign-off from other departments within the Owner/Agency, such as construction and
operations, and other relevant Owners/Agencies must be stated. A procedure for the
control of project documents should also be specified.

● Calculations, drawings, and specifications are checked by qualified personnel not

normally associated with their preparation.
● Verify the design against the scope.
● Constructability reviews make sure that the project includes the application of sound
construction principles consistent with operating and maintenance requirements and
accepted engineering practices for safe, efficient, and economic construction.
● VE design reviews assure cost effectiveness.
● Design validations make certain that the project conforms to the requirements of its
intended use.
 Conceptual Design
Conceptual design is the first phase of the construction project life cycle. The
conceptual design is initiated once the need is recognized. In this phase, the idea is
conceived and given an initial assessment. Conceptual design, or the design
development phase, is often viewed as most critical to achieving outstanding project
performance. During the conceptual phase, the environment is examined, forecasts are
prepared, objectives and alternatives are evaluated, and the first examination of the
technical performance, cost, and time objectives of the project is made. The conceptual
phase includes

● Identification of need by the owner, and establishment of main goals

● Feasibility study, which is based on owner’s objectives
● Identification of project team by selecting other members and allocation of
responsibilities
● Identification of alternatives
● Financial implications, resources, based on estimation of life cycle cost of the favorable
alternative
● Time schedule
● Development of concept design
The most significant impacts on the quality in a project occur during the conceptual
phase. This is the time when specifications, statement of work, contractual agreements,
and initial design are developed. Initial planning has the greatest impact on a project
because it requires the commitment of processes, resources schedules, and budgets.
A flow chart shows major activities in the conceptual design phase
Major Activities in the conceptual design phase
 The owner’s needs are quite simple and are based on the following:

● To have best use of the money, that is, to have maximum profit or services at a
reasonable cost
● On time completion, that is, to meet the owner’s/user’s schedule
● Completion within budget, that is, to meet the investment plan for the facility
Feasibility Study
Once the owner’s need is identified, the traditional approach is pursued through a
feasibility study or an economical appraisal of owner needs or benefits, also taking into
account the many relevant moral, social, environmental, and technical constraints. The
feasibility study takes its starting point from the output of the project identification
need.
The flow chart illustrates a preliminary appraisal and the steps in the project
identification.
Steps in project identification
Time Schedule
The duration of a construction project is finite and has a definite beginning and a
definite end, therefore during the conceptual phase the expected time schedule for the
completion of the project/facility is worked out. The expected time schedule is
important from both financial and acquisition of the facility by the owner/end user. It is
the owner’s goal and objective that the facility is completed in time. Figure below
illustrates a time schedule for a typical construction project.
 Typical time schedule
Identification of project team
Most construction projects involve three major groups or parties:

1. Owner: A person or an organization that articulated the need for the facility and
responsible for arranging the financial resources for the creation of the facility.
2. Designer/consultant: This consists of architects, engineers, or consultants. They are the
owner’s appointed entity accountable for converting the owner’s conception and need
into a specific facility with detailed directions through drawings and specifications,
within the economic objectives and schedule. They are responsible for the design
process and assist the owner in preparation of tender and contract documents. The
owner may engage the designer to supervise construction.
3. Contractor: A construction firm engaged by the owner to complete the specified facility
by providing the necessary staff, workforce, materials, equipment, tools, and other
accessories to complete the project to the satisfaction of the owner/end user in
compliance with the contract documents.
The owner is the first member of the project team. The owner’s relationship with other
team members and his or her responsibilities depend on the type of deliverable system
the owner would prefer to go with. There are many types of contract delivery systems;
however, design/bid/ build is the most predominantly used contracting system preferred
by the owners.
For the design/bid/build type of contract system, the first thing the owner has to do is
select design professionals/consultants. Generally, the owner selects a
designer/consultant with whom he or she has worked before with satisfactory results.
The owner can use his or her preferred designer/consultant or select one by obtaining
proposals from several design professionals/consultants. The owner may contract a
designer or A&E to provide site supervision during the construction process. Thus, the
designer or A&E firm acts as the prime professional to design the project and also
supervises the construction.
The table below illustrates the contribution of various participants during all the phases
of the construction project life cycle for the design/bid/build type of contracting system.

Contribution of Various Participants (Design/Bid Build Contract Type)

Development of Concept Design
While developing the concept design, the designer must consider the following:
● Project goals
● Usage
● Technical and functional capability
● Aesthetics
● Constructability
● Sustainability (environmental, social, and economical)
● Health and safety
● Reliability
● Environmental compatibility
● Fire protection measures
● Supportability during maintenance/maintainability
● Cost-effectiveness over the entire life cycle (economy)
Conceptual design
The designer will develop graphic plans based on functional requirements and safety as
identified for the preferred alternative. In addition, they will analyze the project site(s) to
determine the initial “look and feel” of the project once completed. The result of the
conceptual design is a set of architectural plans, elevations, landscaping plan, site
boundary, and topographic surveys. Depending on the site complexity the design may
include other drawings such as grading, utility, and drainage plans.
Conceptual Design

● Code Analysis
● Zoning Analysis
● Topographical Survey
● Boundary Survey
● Existing Utility Survey
● Geotechnical Survey
● Environmental Survey
● Space Planning
● Alternative Layouts
● Alternative Cost Analysis
● Traffic Impacts
 Preliminary Engineering and Design
Preliminary design is mainly a refinement of the elements in the conceptual design
phase. Preliminary design is also known as schematic design. During this phase, the
project is planned to a level where sufficient details are available for the initial cost and
schedule. This phase also includes the initial preparation of all documents necessary to
implement the facility/construction project. The central activity of preliminary design is
the architect’s design concept of the owner’s objective, which can help make the
detailed engineering and design for the required facility. Preliminary design is a
subjective process transforming ideas and information into plans, drawings, and
specifications of the facility to be built
Preliminary design is the basic responsibility of the architect (designer/ consultant or
A&E). In the case of building construction projects, a preliminary design determines

1. General layout of the facility/building/project

2. Required number of buildings/number of floors in each building/ area of each floor
3. Different types of functional facilities required such as offices, stores, workshops,
recreation, training centers, parking, etc.
4. Type of construction such as reinforcement concrete or steel structure, precast, or cast
in situ
5. Type of electromechanical services required
6. Type of infrastructure facilities inside the facilities area
7. Type of landscape
Preliminary Engineering

● Layout Refinement
● Available Utility Service Analysis
● Architectural and Engineering Systems Definition
● Preliminary Plans, Elevations, Sections, Schedules
● Discipline Coordination
● Outline Technical Specifications
● Preliminary Analyses and Calculations
● Preliminary Construction Schedule
● Preliminary Staging Plans
● Preliminary Cost Estimate
● Completion of Site Surveys
● Finalize Geotechnical Investigations
● Finalize Environmental Investigations
General Scope of Works/Basic Design
The purpose of a general scope of works is to provide sufficient information to identify
the works to be performed and to allow detail design to proceed without significant
changes that may adversely affect the project budget and schedule.
At the preliminary design stage, the scope must define deliverables, that is, what will be
furnished. It should include a schedule of dates for delivering drawings, specifications,
calculations and other information, forecasts, estimates, contracts, materials, and
construction. The designer develops a design concept with the plan, elevation, and other
related information that meet the owner’s requirements. The designer also develops a
concept of how various systems such as heating and cooling systems, communication
systems, etc., will fit into the system.
Budget
Based on the preliminary design, the budget is prepared by estimating the cost of
activities and resources. The preparation of the budget is an important activity that
results in a timed phased plan summarizing the expected expenses toward the contract
and also the income or the generation of funds necessary to achieve the milestone. The
budget for a construction project is the maximum amount the owner is willing to spend
for design and construction of the facility that meets the owner’s need. The budget is
determined by estimating the cost of activities and resources and is related to the
schedule of the project. If the cash flow or resulting budget is not acceptable, the
project schedule should be modified. It is required that while preparing the budget, the
risk assessment of the project is also performed.
Schedule
After the preliminary scope of works, the preliminary design and budget for the
facility/project are finalized; the logic of the construction program is set. On the basis of
logic, a critical path method (CPM) schedule (bar chart) is prepared to determine the
critical path and set the contract milestones.
Contract Terms and Conditions
Normally it is the consultant/designer team that is responsible for developing a set of
contract documents that meets the owner’s needs, and specifies the required level of
quality, budget, and schedule. At this stage, a contract exists between the consultant
and the client for the development of the project, and any good management test will
demand that the contract be clearly understood by all parties associated with it. There
are numerous combinations of contract arrangements for handling the construction
projects; however, design/bid/build is predominantly used in most construction project
contracts. This delivery system has been chosen by owners for many centuries and is
called the traditional contracting system. In the traditional contracting system, the
detailed design for the project is completed before tenders for construction are invited.
The detailed engineering is carried out by the consultant/design professional to make
the project qualitative and economical.
Based on the type of contracting arrangements with which the owner would like to
handle the project, necessary documents are prepared by establishing a framework for
execution of the project. Generally, FIDIC’s model conditions for international civil
engineering contracts are used as a guide to prepare these contract documents.
Preliminary specifications and documents are prepared in line with model contract
documents
Value Engineering Study
In the construction industry, the definition of value engineering (VE) is the method used
to solve problems, identify and eliminate unwanted costs and improve function and
quality. VE is a systematic, multi-disciplined approach designed to optimize the value of
money spent on the project.
It is the method that the project team employs to improve the value of the project by
examining the function of each item or element and its associated cost. By weighing the
function-to-cost ratio, the project team can make suggestions for alternate construction
methods, designs, or materials that improve the value of the project.
Value engineering (VE) studies can be conducted at various phases of a construction
project; however, the studies conducted in the early stage of a project tend to provide
the greatest benefit. In most projects VE studies are performed during the schematic
phase of the project. At this stage the design professionals have considerable flexibility
to implement the recommendations made by the VE team, without significant impacts
on the project’s schedule or design budget.

Detailed Engineering and Design

Detailed design is the third phase of the construction project life cycle. It follows the
preliminary design phase and takes into consideration the configuration and the
allocated baseline derived during the preliminary phase. Detailed design is also known
as design development/detailed engineering. During this phase all suggested changes
are reevaluated to ensure that the changes will not detract from meeting the project
design goals/objectives. Detailed design involves the process of successively breaking
down, analyzing, and designing the structure and its components so that it complies
with the recognized codes and standards of safety, and performance while rendering
the design in the form of drawings and specifications that will tell the contractors
exactly how to build the facility to meet the owner’s need. During this phase, detail
design of the work, contract documents, detail plan, budget, estimated cash flow,
regulatory approval, and tender/bidding documents are prepared. Depending on the type
of contract the owner would like to have for completing the facility, the designer
(consultant) can start preparing the detailed design. The success of a project is highly
correlated with the quality and depth of the engineering plans prepared during this
phase.
The detail design process starts once the preliminary design is approved by the owner.
Detail design is enhancement of work carried out during the preliminary stage. During
this phase, a comprehensive design of the works with a detailed work breakdown
structure and work packages are prepared. In general, specific and detailed scopes of
works lead to better-quality projects.
 Accuracy in the project design is a key consideration of the life cycle of the project;
therefore, it is required that the designer/consultant be not only an expert in the
technical field but also should have a broad understanding of engineering principles,
construction methods, and value engineering.
The final design team will develop the construction bid package that contains the final
drawings and specifications for the project required to solicit and obtain construction
contract bids. The project manager will oversee the final design efforts of the design
team through reviews of design drawings and specification submissions at the 60%,
90%, and 100% complete stages of design. In addition, value engineering (VE) will either
be performed at the end of preliminary engineering or early in final design.
In addition, the design team must develop clear statements of testing requirements,
operations and maintenance (O&M) manuals, and acceptance criteria for the safety and
functionality of all subsystems. The completed construction bid package will be used by
the Owner/Agency to procure a contractor, and monitor the construction efforts of the
contractor.
Final Design

● Final Plans, Elevations, Sections, Schedules

● Detailed Development Plan
● Final Technical Specifications
● Discipline Coordination
● Summary of Work Preparation
● Temporary Facilities and Controls Defined
● Legal Requirements – Bid Forms, Bonds, Etc.
● Final Design Calculations
● Final Construction Schedule
● Construction Cost Estimate Update
● Environmental Clearance
Figure below illustrates major activities in the detailed design phase.
Major Activities in the detailed design phase
 Detail design activities are similar, although more in-depth than the design activities in
the preliminary design stage. The size, shape, levels, performance characteristics,
technical details, and requirements of all the individual components are established and
integrated into the design. Design engineers of different trades have to take into
consideration all these at a minimum while preparing the scope of works. The range of
design work is determined by the nature of the construction project.
The following are example of the aspects of works to be considered by design
professionals while preparing the detailed design. These can be considered as a base
for development of design to meet customer requirements and will help achieve the
qualitative project.
Bridges
Designer should use relevant authorities’ design manual and standards and consider the
following points while designing bridges. (Ex. AASHTO, ACI, ASTM etc.)

● Soil stability
● Alignment with road width, property lines
● Speed
● Intersections/interchanges
● No. of lanes, width
● Right-of-way lines
● Exits, approaches, and access
● Elevation datum
● Super elevation
● Clearance with respect to railroad, roadway, navigation (if applicable)
● High and low levels of water (if applicable)
● Utilities passing through the bridge length
● Slopes
● Number and length of span
● Live loads, bearing capacity
● Water load, wind load, earthquake effect (seismic effect)
● Bridge rails, protecting screening, guard rails, barriers
● Shoulder width
● Footings, columns, and piles
● Abutment
● Beams
● Substructure
● Super structure, deck slab
● Girders
● Slab thickness
● Reinforcement
● Supporting components, deck hanger, tied arch
● Expansion and fixed joints
● Retaining walls, crash wall
● Drainage
● Lighting
● Aesthetic
● Sidewalk, pedestrian and bike facilities
● Signage, signals
● Durability
● Sustainability
Highways
Designer should use relevant authorities’ design manual and standards and consider the
following point while designing highways. (Ex. AASHTO, ACI, ASTM etc.)

● Type of highway
● Soil stability
● Speed
● No. of lanes, width
● Shoulder width
● Gradation
● Type of pavement and thickness
● Right-of-way lines
● Exits, approaches, access, and ramp
● Superelevation
● Slopes, curvature, turning
● Median, barriers, curb
● Sidewalks, driveways
● Pedestrian accommodation
● Bridge roadway width
● Drainage
● Gutter
● Special conditions, such as snow and rain
● Lighting
● Signage, signals
● Durability
● Sustainability
Architectural Design for Building

● Intent/use of building/facility
● Property limits
● Aesthetic look of the building
● Environmental conditions
● Elevations
● Plans
● Axis, grids, levels
● Room size to suit the occupancy and purpose
● Zoning per usage/authorities requirements
● Identification of zones, areas, rooms
● Modules to match with structural layout/plan
● Number of floors
● Ventilation
● Thermal insulation details
● Stairs, elevators (horizontal and vertical transportation)
● Fire exits
● Ceiling height and details
● Reflected ceiling plan
● Internal finishes
● Internal cladding
● Partition details
● Masonry details
● Joinery details
● Schedule of doors and windows
● Utility services
● Toilet details
● Required electromechanical services
● External finishes
● External cladding
● Glazing details
● Finishes schedule
● Special equipment
● Fabrication of items, such as space frame, steel construction, retaining wall, having
special importance for appearance/finishes
● Special material/product to be considered, if any
● Any new material/product to be introduced
● Conveying system core details
● Ramp details
● Hard and soft landscape
● Parking areas
Concrete Structures for Buildings

● Type of foundation
● Energy-efficient foundation
● Design of foundation based on field and laboratory tests of soil investigation that give
the following information:
o Subsurface profiles, subsurface conditions, and subsurface drainage
o Allowable bearing pressure, and immediate and long-term settlement of footing
o Coefficient of sliding on foundation soil
o Degree of difficulty for excavation
o Required depth of stripping and wasting
o Methods for protecting below-grade concrete members against impact of soil and
groundwater (water and moisture problems, termite control, and radon where
appropriate)
o Geotechnical design parameters such as angle of shear resistant, cohesion, soil density,
modulus of deformation, modulus of subgrade reaction, and predominant soil type
o Design loads such as dead load, live load, wind load, and seismic load
● Grade and type of concrete
● Size of bars for reinforcement and the characteristic strength of bars
● Clear cover for reinforcement for
o Raft foundation
o Underground structure
o Exposed to weather structure such as columns, beams, slabs, walls, and joists
o Not exposed to weather columns, beams, slabs, walls, and joists
● Reinforcement bar schedule, stirrup spacing
● Location of columns in coordination with architectural requirements
● Number of floors
● Height of each floor
● Beam size and height of beam
● Superstructure:
o Columns
o Stairs
o Walls
o Beams
o Slabs
● Deflection that may cause fatigue of structural elements; cracks or failure of fixtures,
fittings, or partitions; or discomfort to occupants
● Movement and forces due to temperature
● Equipment vibration criteria
● Reinforcement bar schedule, stirrup spacing
● Shaft and pit for conveying system
● Building services to fit in the building
● Environmental compatibility
● Excavation
● Dewatering
● Shoring
● Backfilling
● Property limits/surrounding areas
External Works for Building Facility (Infrastructure and Road)
External works are part of the contract requirements of a project that involves
construction of a service road and other infrastructure facilities to be connected to the
building and also includes care of existing services passing through the project
boundary line. The designer has to consider the following while designing external
works:

● Grading material
● Asphalt paving for road or street
● Pavement
● Pavement marking
● Precast concrete curbs
● Curbstones
● External lighting
● Cable routes
● Piping routes for water, drainage, storm water system
● Trenches or tunnels
● Bollards
● Manholes and hand holes
● Traffic marking
● Traffic signals
● Boundary wall/retaining wall, if required
Contract Documents and Specifications
Preparation of detailed documents and specifications per master format is one of the
activities performed during this phase of the construction project. The contract
documents must specify the scope of works, location, quality, and duration for
completion of the facility.
As regards the technical specifications of the construction project, master format
specifications are included in the contract documents. The master format is a master
list of section titles and numbers for organizing information about construction
requirements, products, and activities into a standard sequence.

Design Reviews
A design review is a detailed, analytical, and unbiased approach used to verify that the
appropriate deliverables (e.g., studies, final drawings, technical specifications, and
construction bid documents) are being prepared and that the designer is maintaining
pace with the budget and project schedule.
Design reviews involve a formalized, structured approach to assure interdisciplinary
coordination and compliance with design criteria and environmental, site, and
operational constraints. Design reviews are conducted to assure quality of products in
design development. Design reviews generally occur at the following points in the
design process: design criteria, conceptual, preliminary engineering, or 30 percent, 60
percent, 90 percent, 100 percent, and bid documents.
The project manager coordinates and oversees reviews at the design criteria,
conceptual, preliminary engineering, 30%, 60%, 90%, 100%, and bid documents stages.
The percent refers to the approximate ratio of design budget spent over total design
budget. Reviews at these points in design are key control points to the design
management process.
 For each design review, the design manager will ensure the following key objectives are
accomplished, as applicable to the particular review:

● Adherence to design criteria, environmental documents

● Quality of the design
● Identification of errors and omissions
● Building codes compliance
● Operational and functional objectives are met
● Coordination between engineering disciplines
● Adherence of cost estimates to the budget
● Designers’ feedback before progressing further
● Design is biddable, constructible, and cost-effective
● Interface compatibility: adjacent project elements
● Final construction contract documents comply with the design criteria, environmental
document, codes, and regulations.
To help with the reviews, Figure below shows a typical Review Comment Register that
the project manager and the other reviewers can use to facilitate during the various
design reviews.

The following two submittals/reviews should be accomplished during the preliminary

engineering sub-phase of the project:
In-Progress Preliminary Submittal
This preliminary submittal is intended to facilitate the review of the recommended
approach, including evaluation of the rejected alternatives with the design team. As
 such, the recommendation approach must be addressed in the plans and/or design
report. It is recommended that Value Engineering be conducted at this point.
Preliminary Engineering Submittal (30-percent Review)
This submittal marks the division between preliminary and final design and is the
project manager’s and/or design manager’s last review in the preliminary engineering
phase. The review is meant to demonstrate that the selected approach to all major
design concepts and VE recommendations and other design features have been
resolved and that final design can proceed without delay.
The review on the preliminary engineering sub-phase should::

● Define the impact of construction on all affected parties including utilities.

● Define the scope of work for detailed design of the project.
● Provide a satisfactory basis for a realistic estimate of the cost of construction, which
will serve as a budget.
● Establish the project scope
● It is recommended that a risk assessment study be done prior to completion of
preliminary engineering phase.
Three major reviews occur during the final design phase. These reviews are typically
referred to as 60-percent review, 90-percent review, and 100-percent review, although the
exact percent complete could vary depending on the nature of the project. The
construction bid document verification and delivery review follows the 90-percent
review. The scope of these reviews is:

● 60-Percent Review – The project manager and/or design manager will make certain that
all major features of design are progressing in accordance with prior direction, major
engineering and VE decisions; and most drawings, specifications, and other documents
are well advanced. Usually a constructability review is conducted at this point or at the
latest before the 90 percent submittal.

● 90-Percent Review – The drawings and specifications provided by the design team are
to be nearly completed and checked. Therefore, the project manager and the design
manager will need to perform an extensive review since at this point in the design
development cycle, this will be the last major design review. In addition, you and the
design manager will verify that comments from the 60-percent review have been
addressed. When applicable these drawings should be sent to the permitting
Owner/Agency for a plan check. The construction cost estimate should also be verified
against the budget established for the project.

● 100-Percent Review – The drawings and specifications are to be finished by the design
team and checked. In addition, the project manager and/or design manager will verify
that comments from the 90-percent review have been addressed. Only incorporation of
comments arising from this review, plus sign-off and approval should be required to
complete the construction bid documents.
● Bid Document Verification – After delivery of all completed, signed, and sealed original
drawings by the designer, the Project Manager and the design manager are to verify that
comments from the 100-percent review have been satisfactorily resolved, construction
cost estimates are in line with budgets, and appropriate Owner/Agency or individual
approvals can be given. Further comments that do not pertain to the 100percent review
should not be considered unless the design is in error because of an unsafe condition,
non-constructability of work as shown, or new work that was not previously shown. At
this point the Owner/Agency procurement staff will add the necessary contractual
provisions to the packages.

Constructability Reviews
Later in the design process, the design team will need to perform constructability
reviews as part of the design process. Constructability review is a project management
technique to review construction processes from start to finish during pre-construction
phase. It is to identify obstacles before a project is actually built to reduce or prevent
errors, delays, and cost overruns.
Constructability reviews are necessary prior to completion of final design and preferred
at 60 percent design to make certain what is depicted on the final drawings, technical
specifications, and construction bid documents can be built. Participants for
constructability reviews can come from within your Owner/Agency, the design team,
independent consultants, or contractors. The constructability reviews should be prior to
completion of 90 percent and preferably shortly after 60 percent of the design. The
purpose of constructability review is to:

● Eliminate construction requirements that are impossible or impractical to build.

● Maximize constructability, recognizing the availability and suitability of materials, the
capability of labor resources, and the standards of practice of the construction
resources.
● Constructability reviews are necessary prior to completion of final design and preferred
at 60 percent design to make certain what is depicted on the final drawings, technical
specifications, and construction bid documents can be built.
● Verify accurate depictions of site conditions with regard to access, utilities, and general
configuration.
● Make sure of the adaptation of designed structures and features to the project site
conditions and constraints.
● Determine adequacy of work and storage space including contractor access to the site.
● Determine appropriate construction durations and milestones.
● Verify requirements for QA/QC during construction.
● Determine requirements for Owner/Agency-provided materials, equipment, services, and
utility connections.
● Make certain that designs can be constructed using methods, materials, and equipment
common to the construction industry.
● Pay attention to the requirements of the public including persons with disabilities.
● Make certain adequate provisions are provided for access, staging, and storage of
waste and supplies; and mitigation of environmental impacts during construction.

Contract Documents and

Specifications
Preparation of detailed documents and specifications per master format is one of the
activities performed during this phase of the construction project. The contract
documents must specify the scope of works, location, quality, and duration for
completion of the facility. As regards the technical specifications of the construction
project, master format specifications are included in the contract documents.
The master format is a master list of section titles and numbers for organizing
information about construction requirements, products, and activities into a standard
sequence. It is a uniform system for organizing information in project manuals, for
organizing cost data, for filling product information and other technical data, for
identifying drawing objects, and for presenting construction market data.
MasterFormat™ (1995 edition) consisted of 16 divisions; however, MasterFormat (2004
edition) consists of 48 divisions (49 is reserved). MasterFormat contract documents
produced jointly by the Construction Specifications Institute (CSI) and Construction
Specifications Canada (CSC) are widely accepted as standard practice for preparation
of contract documents.
Section No.
Title
Part 1—General
1.01—General Reference/Related Sections
1.02—Description of Work
 1.03—Related Work specified elsewhere in other sections
1.04—Submittals
1.05—Delivery, Handling, and Storage
1.06—Spare Parts
1.07—Warranties
In addition to the foregoing, a reference is made for items such as preparation of
mock-up, quality control plan, and any other specific requirements related to the product
or system specified herein.
Part 2—Product
2.01—Materials
2.02—List of Recommended Manufacturers
Part 3—Execution
3.01—Installation
3.02—Site Quality Control

Shop Drawing and Materials

Submittals
The detailed procedure for submitting shop drawings, materials, and samples is
specified under the section titled “SUBMITTAL” of contract specifications. The
contractor has to submit the specifications to the owner/consultant for review and
approval. The following are the details of preparation of shop drawings and materials.
A—Shop Drawings
The contractor is required to prepare shop drawings taking into account the following
partial list of considerations:

1. Reference to contract drawings. This helps the A&E (consultant) to compare and review
the shop drawing with the contract drawing
2. Detail plans and information based on the contract drawings
3. Notes of changes or alterations from the contract documents
4. Detailed information about fabrication or installation of works
5. Verification of all dimensions at the job site
6. Identification of product
7. Installation information about the materials to be used
8. Type of finishes, color, and textures
9. Installation details relating to the axis or grid of the project
10. Roughing in and setting diagram
11. Coordination certification from all other related trades (subcontractors)
The shop drawings are to be drawn accurately to scale and shall have project-specific
information in it. They should not be reproductions of contract drawings.
Immediately after approval of individual trade shop drawings, the contractor has to
submit builder’s workshop drawings, composite/coordinated shop drawings taking into
consideration the following at a minimum.
B—Materials
Similarly, the contractor has to submit the following, at a minimum, to the
owners/consultants to get their review and approval of materials, products, equipment,
and systems. The contractor cannot use these items unless they are approved for use in
the project.
B—Samples
The contractor has to submit (if required) the samples from the approved material to be
used for the work. The samples are mainly required to

● Verify color, texture, and pattern

● Verify that the product is physically identical to the proposed and approved material
● Comparison with products and materials used in the works
At times it may be specified to install the samples in such a manner as to facilitate
review of qualities indicated in the specifications.

Contractor’s Quality Control Plan

(CQCP)
The contract documents specify the details of the contents of the Quality Control Plan
(QCP) to be prepared by the contractor for the construction project; the plan has to be
submitted to the consultant for approval. The following is the outline for preparation of
a QCP:

1. Purpose of the QCP

2. Project description
3. Site staff organization chart for quality control
4. Quality control staff and their responsibilities
5. Construction program and subprograms
6. Schedule for submission of subcontractors, manufacturer of materials, and shop
drawings
7. QC procedure for all the main activities such as:
o Procurement (direct bought out items)
o Off-site manufacturing, inspection, and testing
o Inspection of site activities (checklists)
o Inspection and testing procedure for systems
o Procedure for laboratory testing of material
o Inspection of material received at site
o Protection of works
8. Method statement for various installation activities
9. Project-specific procedures for site work instructions, and remedial notes
10. Quality control records
11. List of quality procedures applicable to project in reference to the company’s quality
manual and procedure
12. Periodical testing procedure for construction equipment and tools
13. Quality updating program
14. Quality auditing program
15. Testing
16. Commissioning
17. Handover
18. Site safety
Specifications of work quality are an important feature of construction project design.
Specifications of required quality and components represent part of the contract
documents and are detailed under various sections of particular specifications.
Generally, the contract documents include all the details as well as references to
generally accepted quality standards published by international standards
organizations. Proper specifications and contract documentations are extremely
important as these are used by the contractor as a measure of quality compliance
during the construction process.
Quality Control in Construction
Contract Review
Contract review is a preventive measure to avoid any misunderstanding between the
parties to a contract. The first review normally takes place at the tender stage. Before
submitting the tender, the contractor should ensure that the requirements of the client
are well defined in the drawings, specifications, bills of quantities and other documents,
and should clear up any ambiguities and omissions with the architect/engineer.
It is not uncommon in a construction project that some detailed drawings or relevant
information are unavailable at the time of tender or even when the contract is let. The
lack of details does not necessarily hold back the tendering process or signing of the
contract, provided that enough information is in hand to interpret the client’s
requirements with confidence.
If the tender is successful, the building contractor should review the contract again
before it is formally signed. This time, the objective is to resolve matters arising from
changes in requirements since the tender was submitted.
During the progress of the contract, any variation order involving substantial changes in
the design or specification of the works, either in kind or in quantity, should be reviewed
before acceptance. This is to make sure that the altered requirements can be
satisfactorily accommodated with the resources available. It is important to
communicate the changes to the people actually doing the work.
The reviews carried out at different stages of the contract are to be recorded.
Process Control
Construction processes, including erection of temporary works, precast and
prefabrication as well as installation of appliances, should be identified, planned and
scheduled well ahead of time. This is normally done soon after the project is
commissioned. A construction program for the entire project, together with the
equipment and manpower requirements, is developed long before construction
commences. (This may often be facilitated by applying the computerized critical path
method.) The outcomes of construction planning are incorporated in the project quality
plan.
Process control is closely linked with inspection/testing. While process control prevents
sidetracking of the established procedures, inspection/testing verifies that the required
quality is actually obtained. To make process control effective, every witness point in an
inspection and test plan should be observed, and work should not proceed beyond a
hold point without approval by the authorized person. This is especially important for
control of subcontracted work where the responsibility for regular supervision now lies
with the subcontractor with the contractor playing a monitoring role.

Project Quality Plan (PQP)

The quality of materials and standard of workmanship might be controlled by the
contractor on site by implementing a quality plan. The plan establishes the resources
required and associated documents (lists, purchasing documentation, machinery,
equipment, etc.) and the control activities (verification of compliance with
specifications, validation of specific processes, monitoring of activities, inspections and
tests). These activities can be defined through inspection, testing plans, action plans and
where applicable specific tests (for example, load tests for structures).
The project quality plan (PQP) is the contractor’s everyday tool to ensure meeting the
performance standards specified in the contract documents. The efficient management
of PQP by the contractor’s personnel has a great impact on both the performance of the
contract and the owner’s quality assurance surveillance of the contractor’s
performance.
According to Chung (1999): “A quality plan is a document setting out the specific quality
activities and resources pertaining to a particular contract or project. Its contents are
drawn from the company’s quality system, the contract and related documents” (p. 45).
Chung further states that the quality plan is virtually a quality manual tailor-made for the
project. The client, or the architect/engineer acting as his or her representative, may
indicate in the contract what the quality plan must include and which items are subject to
mutual agreement. For example, it is often specified that the inspection and test plans,
which invariably form part of the quality plan, are to be approved by the architect/engineer
before use.
The PQP is the documentation of the contractor’s process for delivering the level of
construction quality required by the contract. It is a framework for the contractor’s
process for achieving quality construction. The PQP does not endeavor to repeat or
summarize contract requirements. It describes the process that the contractor will use
to ensure compliance with the contract requirements. The quality plan is virtually a
manual tailor-made for the project and is based on the contract requirements.

PDCA Cycle for execution of work

Triple Concept Applied to Construction
Based on contract requirements, the contractor prepares his quality plan and submits it
to the consultant for approval. This plan is followed by the contractor to maintain
project quality.
The Elements of an Effective Project Quality Plan
1. Project QC Personnel and Organizational Structure
2. Duties, Responsibilities, and Authority of QC Personnel
3. Personnel Qualifications
4. Project Quality Coordination and Communications
5. Quality Training
6. Inspections and Tests
7. Work Task Quality Inspections
8. Inspection and Test Plan
9. Qualification of Third Party Inspection/Testing Companies and
Subcontractors/Suppliers
10. Project Quality Specifications, and Tolerances
11. Material and Equipment Inspection, Traceability and Quality Controls
12. Shop Drawings

The Project Quality Plan is prepared based on the project-specific requirements as

specified in the contract documents. The objective is to ensure through a process of
self-regulation that the construction works comply with the clients’ requirements as
detailed in the contract documents. The plan outlines the procedures to be followed
during the construction period to attain the specified quality objectives of the project
while fully complying with the contractual and regulatory requirements.
Content of a Project Quality Plan

1. Purpose of the Project

2. Description of project
3. Quality control (QC) organization
4. Qualification of QC staff
5. Responsibilities of QC personnel
6. Procedure for submittals
o Submittals of subcontractor(s)
o Submittals of shop drawings
o Submittals of materials
o Modification request
o Construction program
7. Quality control procedure
o Procurement (direct bought out items)
o Inspection of site activities (checklists)
o Inspection and testing procedure for systems
o Off-site manufacturing, inspection, and testing
o Procedure for laboratory testing of material
o Inspection of material received at site
o Protection of works
o Material storage and handling
8. Method statement for various installation activities
9. Project-specific procedures
10. Quality control records
11. Company’s quality manual and procedures
12. Test and Inspection Plan
13. Quality updating program
14. Quality auditing program
15. Testing, commissioning, and handover
16. Health, safety, and the environment (HSE)

Procedure
A procedure is an established method for a specific process, describing step-by-step the
activities that constitute the process and indicating the persons responsible for these
activities.
Categories of Procedures:

1. System procedures are used to rationalize the administrative processes such as

document control, contract review and internal quality audit. These procedures are the
basis of the quality system and are often referred to as quality procedures. Through the
system procedures, the authorities and responsibilities for particular processes are
assigned to individuals (or groups) and the interfaces between them are specified.
2. Technical procedures are prepared, where necessary, to standardize the construction
and installation processes. Compared to system procedures, technical procedures are
more detailed in describing the work involved and less so in addressing the interfaces.
Examples of technical procedures are for site formation, concrete work and installation
of electrical services. Technical procedures may also be required for verification
processes such as weld inspection and pile testing. Another example is “inspection and
testing” that is performed at various stages of construction. Procedures are established
for receiving inspection of materials, in-process inspection of construction and final
inspection of finished works.
A quality procedure should be based on the company’s current practice that has been
proven practical and effective in assuring quality. The objective is to document such
practice, establishing it as a standard method to be followed whenever the process is
carried out. It virtually boils down to “write what you do; do what you write”.
The purpose of the procedure is to ensure that construction works are conducted in
compliance with applicable regulations, meeting schedule, milestones and set quality
requirements satisfying applicable codes, standards, approved drawings, design and
other specifications.
 The following is the outline for the preparation of the Construction Procedure:

1. Introduction
2. Purpose and Scope of Work
3. Reference Specifications and Standards
4. Responsibilities
5. Procedure
6. Records

Method Statement (MS)

A narrative description of work methodology that will be applied in a specific
construction operation where details are required. The method statement explains in
detail the works to be undertaken and that the productivity rates of the combination of
equipment, manpower construction methods and techniques conform with the
engineering assumptions in the development of the project schedule.
Method statements are widely used in construction as a means of controlling specific
health and safety risks that have been identified (perhaps following the preparation of a
risk assessment), such as lifting operations, demolition or dismantling, working at
height, installing tower crane and so on.
A method statement helps manage the work and ensures that the necessary
precautions have been communicated to those involved.
The process of preparing a written method statement provides evidence that:

● Significant health and safety risks have been identified.

● The co-operation of workers has been ensured.
● Safe, co-ordinated systems of work have been put in place.
● Workers have been involved in the process.
The format in which method statements are prepared, reviewed and used by a
competent person (OSH), and as part of the quality assurance (QA) system prior to its
use.
Method statements should be written by a competent person who is familiar with the
process being described and may need to be agreed between the client, principal
contractor and contractor. The difference between method statement and procedure is
that method statement is the same as ordinary construction procedure and it differs from
 the later in that the process identified as high risk should undergo a risk assessment so
the degree of importance shifts now from Quality to Safety.
The HSE suggests that those preparing method statements should consider:

● Is there a safer way of doing this task?

● Will workers actually implement the controls as planned?
● Do controls make the job difficult or inconvenient?
● Are there small changes that will improve the intended method?
● How will controls work in adverse conditions?
● Will workers require additional briefing or instructions?
Method Statement (MS) has no definite format and may vary with work processes, It
may contain the following:

1. Details of the organization in control of the activity

2. Details of the individual responsible for the activity
3. A description of the activity
4. A description of how the work will be managed
5. The location of the activity, its boundaries, means of access and how it is separated
from other activities
6. Plant and Equipment required
7. A step by step description of the activities to be undertaken
8. Precautions necessary to protect workers and other people that could be affected,
including PPE and ventilation requirements
9. Training requirements
10. The need for some specialty operators in some activities
11. Emergency Procedures
12. Handling and storage of wastes
13. Method of safeguarding existing structures, temporary works
The following is the outline for the preparation of the Method Statement:

1. Introduction
2. Purpose and Scope of Work
3. Reference Specifications and Standards
4. Responsibilities
5. Required Equipment/tools
6. Materials
7. Work Execution
8. Attachment

Inspection and Testing

Inspection and testing required for a project should be indicated in the project quality
plan. On a construction site, inspection and testing is carried out at three stages:
● on receipt of purchased or subcontracted items or service;
● during a construction process in which an in-process check is conducted before
proceeding to the next step;
● before final delivery or handover of the finished works.
Materials, components and appliances received on site are subject to receiving
inspection and/or testing. The amount and nature of checking required vary with the
degree of control exercised at the supplier’s premises and the recorded evidence of
conformance. Where an incoming item is released for urgent use prior to verification,
the location where it is used or installed should be recorded.
During construction, inspection and testing should be carried out progressively to
ensure that any defective work is not built upon or covered over. The requirements for
in-process inspection and testing are usually documented in the inspection and test
plans (ITPs) which form part of the quality plan. An ITP lists in sequence the activities
involved in a process, specifies the checks or tests to be performed and the acceptance
criteria, indicates the hold points when verification of quality is a prerequisite to
continuation of work, and identifies the authority of approval at each hold point. There
are many construction and installation processes for which ITPs have to be prepared.
Some examples are excavation and earthwork, piling, concreting (including precast),
structural steelwork, brickwork and blockwork, roofing and cladding, plumbing and
drainage, installation of mechanical and electrical services.
An inspection plan for submittal to the owner might reasonably be expected to cover all
or some of the following items:

1. Establishment of detailed inspection procedures.

2. Outline of acceptance/rejection procedures.
3. Preparation of a chart showing all tests required, when they are needed, the frequency
of sampling and testing, the material being tested, and who is obligated to perform the
tests.
4. Establishment of who will be responsible for calling the laboratory for pickup of
samples for testing, who will call for special inspectors when needed, and to whom
such outside people will be directly responsible on the project.
5. Identification of who must physically prepare samples for testing, the contractor or the
inspector; determination of whether the contractor will provide a laborer to assist the
inspector in obtaining samples and transporting samples for testing.
6. Establishment of ground rules for acceptable timing of work operations after sampling
and testing; mandatory scheduling must be provided to assure not only time to make
samples and tests, but also time to make corrections needed before work may be
allowed to continue.

Inspection and Test Plan

The Inspection and Test Plan (ITP) is a quality assurance tool commonly used
throughout the construction industry. An effective ITP may also aid communications,
assist to establish expectations and promote collaborative working in the project team.
 An Inspection & Test Plan (ITP) is a document which describes the plan for managing
the quality control and assurance of a particular element of the construction works
providing information on the requirements, overview of the method(s) to be used,
responsibilities of relevant parties, and documentary evidence to be provided to verify
compliance.
ITP is a document detailing a systematic approach to testing a system or product (ex.
Material, Component, machine, package etc..) through visual inspection, dimensional
measurement, Non Destructive Testing, functionality test, factory acceptance test, with
the participation of all involved parties. It is used to validate the inspection and test
results against design and work specification according to the sequence of operations
which are witnessed and verified by the client/owner’s representative hand in hand with
the fabricator/constructor.
It is the program of inspection, testing of materials, and survey that shall be prepared
and submitted by the contractor to the Client or his Representative for approval before
usage and application to the site.
Preparation, Review, Approval and Implementation:

● ITP and Checklist are prepared and issued by the Quality Engineer
● Reviewed by the Quality Manager and Construction Manager
● Approved by the Project Manager
● Submitted to the Client or his Representative for approval
● QA/QC Engineer shall maintain a Register of all approved ITPs and Checklists
● Copy of the approved ITPs and checklists are provided to Quality Inspectors and
contractor for implementation
Any activity at any stage of the construction that contributes to quality assurance can
be specified within the ITP. For example, an ITP may include an item which specifies that
only competent persons are to undertake works and therefore would also summarize
how this will be checked (i.e. ‘inspected’) prior to works commencing such as checking
and recording qualifications.
Thus, the term ‘inspection’ may not only be a reference to the physical construction
works but could be a document, an item of equipment used for the works, a
qualification etc. which should be inspected.
Additionally, it is very important that an ITP details the evidence which will be provided
to demonstrate the ‘inspection’ or check has been satisfactorily completed and where it
will be filed for future reference or collected for inclusion in the building documentation
handed over at the end of the project.
In summary, the ITP provides a summary of the what, how, why, when, and who for
quality of an element of the works, ex.:

● What are the requirements?

● How will compliance of the works be assured? (I.e. what inspection & tests are to be
carried out?)
● How will compliance of the works be demonstrated? (I.e. who will witness and verify the
works are compliant? What documentation will be provided to demonstrate compliance
for records purposes?)
● When are inspections and testing required to be completed?
● Who is responsible for undertaking the inspections and testing?
There are no standard ‘codes’ and organizations usually develop their own preferred
method. However, there are some standard accepted types of inspection and test. The
following are the most common categories of inspection / test activity. Suggested
abbreviations are included in brackets:

● Witness Point (W) – The activity will be verified by the party / individual in testimony to
the satisfactory completion of the item.
● Inspection (I) – The activity will involve a party or person undertaking a formal
verification and recording.
● Hold Point (H) – The next stage must not commence until the item is completed
satisfactorily.
● Surveillance (S) – A ‘surveillance’ is essentially a mini audit which reviews an aspect of
the works in more detail to verify compliance.
● Audit (AU) – periodic, independent, and documented examination and verification of
activities, records, processes, and other elements of a quality system to determine their
conformity with the requirements of a standard.

Construction Specifications,
Standards, and Tolerances
Specifications
The specifications are part of the contract documents that define the qualitative
requirements of the project that is to be built. The dictionary defines specification as “a
detailed description of requirements, dimensions, materials, etc., as of a proposed
building, machine, bridge, etc.,” and further as “the act of making specific.” The role of
the drawings is to define the geometry of a project, including dimensions, form, and
details. The specifications are intended to complement this by defining the nature of the
materials that are to be used and the description of the workmanship and procedures to
be followed in constructing the project.
Generally, most specifications can be divided into three main elements, or parts:

1. Bidding and Contractual Documents and Forms (incl. Instruction to Bidders)

2. Conditions of the Contract (General Conditions & Special Conditions)
3. Technical Specifications
Part III of the specifications refers to that portion of the specifications that a layperson
usually thinks of when one speaks of specifications. In this portion of the document are
the detailed technical provisions that relate to the installation or construction of the
various parts of the work and to the materials used in the work. There are several ways
of logically dividing these sections into subject areas so as to lend some sort of order to
the final document.
CSI Master Specifications Format
In recent years, an organization called the Construction Specifications Institute
(CSI) tackled the task of attempting to inject some degree of uniformity and
standardization into the general arrangement and method of writing construction
specifications. To this end it has been enormously successful. It has provided an
organizational structure for prescriptive and performance-based specifications, product
information, technical data, and cost data. It created order where none existed before by
setting forth a list of standardized “divisions” that are supposed to work for everything,
and with a little imagination can indeed be adapted to most construction projects.
As regards the technical specifications of the construction project, master format
specifications are included in the contract documents. The master format is a master
list of section titles and numbers for organizing information about construction
requirements, products, and activities into a standard sequence. It is a uniform system
for organizing information in project manuals, for organizing cost data, for filling
product information and other technical data, for identifying drawing objects, and for
presenting construction market data. MasterFormat™ (1995 edition) consisted of 16
divisions; however, MasterFormat (2004 edition) consists of 48 divisions (49 is
reserved). MasterFormat contract documents produced jointly by the Construction
Specifications Institute (CSI) and Construction Specifications Canada (CSC) are widely
accepted as standard practice for preparation of contract documents.
The CSI has moved slowly from its original element (buildings) to its current 50-Division
Format. The new Master Format is intended to be flexible to dynamic changes that may
occur in the construction industry. It better addresses heavy civil construction, process
engineering construction, industrial construction, sustainable design, security, and life
safety. Life-cycle features such as commissioning, operating, and maintaining have also
been incorporated into the new format. For software packages such as CAD, BIM, code
checking, cost estimating, scheduling, and so on to be interoperable, some standard
numbering system will be used and the 50-Division Format is most likely going to be
that numbering system. Table below shows lists division numbers and titles of
MasterFormat 2004 published by the Construction Specifications Institute and
Construction Specifications Canada.
CSI Three-Part Technical Section Format
One of the most valuable contributions of the CSI to the work of the contractor and the
inspector is the adoption of the three-part technical section format (Figure 6.4). It is a
time-honored concept first observed by the author on the published specifications
standards for a Federal Aid Road Act project dated in 1917. Under this arrangement
each technical section is divided into three parts, each containing one type of
information only. With this system, fewer items are overlooked simply because the
specifications for a particular product were sandwiched between some unlikely
paragraphs dealing with the installation of some totally unrelated item—which just
happened to be located there because some architect or engineer happened to think of
it while writing that portion of the section.
In the three-part technical section format, all technical sections of the specification are
divided into three distinct parts, always in the same order: (1) general, (2) products, and
(3) execution. Each Part is further organized into a system of articles and paragraphs. If
followed faithfully, as most users of the system will do, it makes the reading of the
specifications a simple, orderly process and eliminates many an error due to oversight.
Section No.
Title
Part 1- General
1.01—General Reference/Related Sections
1.02—Description of Work
1.03—Related Work specified elsewhere in other sections
1.04—Submittals
1.05—Delivery, Handling, and Storage
1.06—Spare Parts
1.07—Warranties
In addition to the foregoing, a reference is made for items such as preparation of
mock-up, quality control plan, and any other specific requirements related to the product
or system specified herein.
 Part 2- Product
2.01 — Materials
2.02 — Description of Work
Part 3- Execution
2.01 — Installation
2.02 — Site Quality Control
Standards
A standard is a level of quality or achievement, especially a level that is thought to be
acceptable. It is something that you use in order to judge the quality of something else.
A standard is simply a definition of how something should be. Per Pyzdek (1999):
Standards are documents used to define acceptable conditions or behaviors and to
provide a base line for assuring that conditions or behaviors meet the acceptable
criteria. In most cases standards define minimum criteria; world class quality is, by
definition, beyond the standard level of performance. Standards can be written or
unwritten, voluntary or mandatory. Unwritten quality standards are generally not
acceptable. (p. 2)
Standards are used to ensure that a product, system, or service measures up to its
specifications and is safe for use. Standards are the key to any conformity assessment
activity.
There are many organizations that produce standards; some of the best known
organizations in the quality field are:

1. International Organization for Standardization (ISO)

2. American Society for Quality (ASQ)
3. American National Standards Institute (ANSI)
4. American Association of State Highway and Transportation Officials (AASHTO)
5. American Society for Testing and Materials (ASTM)
6. National Fire Protection Association (NFPA)
7. British Standards Institution (BSI)
8. American Concrete Institute (ACI)
9. Institute of Electrical and Electronics Engineers (IEEE)
Standards produced by these organizations/institutes are recognized worldwide. These
standards are referred in the contract documents by the designers to specify products
or systems or services to be used in a project. They are also used to specify the
installation method to be followed or the fabrication works to be performed during the
construction process. Table below lists some of the most common standards referred to
in the particular specifications of building construction projects.
Tolerance
Tolerances in construction are generally a variation in dimension, construction limit, or
physical characteristic of a material. They are a practical variation related to the
function of the material or finished work and commonly accepted standards of
the construction industry. Tolerance is the range of acceptable results. If a result is out
of tolerance, it must be rejected.
One of the factors that should be considered in the efforts to involve the specifications
writer and the inspector in an effective working relationship is the inclusion in the
specifications of tolerance limits, instead of the traditional methods of specifying
absolutes. Some problems for which the inspectors have been blamed can actually be
traced to the fact that the specifications either provided for no tolerance at all, or
provided tolerances that were either unreasonable or unenforceable. An excellent
example of properly specified tolerances can be seen in the American Concrete
Institute Standard Specifications for Tolerances for Concrete Construction and
Materials (ACI 117-90 and Commentary (117R-90).
Where tolerances are specified, the inspector can be more secure in taking a stand with
a contractor on an issue. The specifying of tolerances further eliminates many disputes
with contractors who otherwise felt that rejections for nonconformance based upon the
inspector’s interpretation of absolute values was too subjective. As an absolute value is
impossible to obtain consistently, an even greater burden is placed upon the inspector
who is obligated to administer such a contract, for the inspector is then always being
placed in the position of deciding “how close is close enough?”

Shop Drawing and Materials

Submittals
The contract drawings and specifications prepared by the design professionals are
indicative and are generally meant for determining the tender pricing and for planning
the construction project. In many cases, they are not sufficient for installation or
execution of works at various stages. More details are required during the construction
phase to ensure the specified quality. These details are provided by the contractor on
the shop drawings.
Shop drawings and material submittals (submittals) are a critical element of every
construction project. The contractor has to submit the material specifications to the
owner/consultant for review and approval. They are essential to identify materials which
may have a long lead time that could impact the proposed schedule for the project. The
detailed procedure for submitting shop drawings, materials, and samples is specified
under the section titled “SUBMITTAL” of contract specifications.
Shop drawings are used by the contractor as reference documents to execute/install the
works. A detailed shop drawing helps the contractor achieve zero defects in installation
at the first stage, thus avoiding any rejection/rework. Based on the contract drawings,
the contractor prepares shop drawings and submits them to the consultant for approval.
All the work is executed per the approved shop drawings. These drawings indicate the
size of openings, sleeves, and location/level references with the help of detailed
elevations and plans of the building, fully coordinating the requirements of all the trades.
Detailed sections are also shown for complicated areas. Example of shop drawings are
the Bar Cutting List, Bar bending schedule, and bar placement drawings of reinforced
concrete.
All the materials, equipment, and systems specified in the contract documents need
prior approval from the owner/consultant. If the contractor is unable to obtain the
specified product or is unable to find an approved equivalent product, then he or she
may propose a substitute product for the approval of the consultant/owner for their
review and approval. Upon receipt of material at site, the contractor submits the
material inspection report.
The work at site is executed per approved shop drawings with approved materials only.
With materials and components received on site, records of receiving inspection and
testing provide documented evidence of quality. With building works, records of
in-process inspection and testing virtually become a register of the stage-by-stage
acceptance of the works.

Handling, Delivery, and Storage

In the context of building construction, this quality system requirement refers mainly to handling
and storage of building materials and protection of prefabricated units in transit. From receipt of
building materials through to handover of finished works, the contractor should exercise control
to prevent damage and deterioration. Storage areas on site and special handling facilities to be
provided are normally indicated in the project quality plan. Methods for authorizing receipt to
and dispatch from the storage areas are stipulated either in a documented procedure or in the
quality plan. For some materials such as cement which are likely to deteriorate with time, the
intervals of quality checks are also indicated.

Control of Nonconforming Work (NCR)

Nonconforming work, may arise at different stages of construction. The
nonconformities range from minor discrepancies such as sand-streaking of the
concrete surface or using a paint of the wrong color, to major mistakes such as
incorrect level of a floor or non-verticality of a wall.
With in-process inspection and testing properly and conscientiously performed, it
should be able to discover any nonconformity as soon as it exists.
The nonconforming work should be reviewed as soon as possible after it is detected. In
the review process, the extent of nonconformance and its bearing on the quality of the
finished works as a whole are evaluated. The review is conducted by a person who has
executive power to take corrective action.
The next step is to identify the nonconforming work so as to avoid it being covered over
or built upon. The method to do so depends on the kind of work. In any case, the
identification should remain in place until a decision is made regarding the disposition
of the nonconforming work. The inspector/consultant need to make a report of the
nonconformance.

Corrective Action/Preventive Action

In the course of reviewing nonconforming work, or handling a client complaint, the
cause of the incident and the situation leading to it are usually revealed. A construction
activity might have deviated from the contract drawings/specifications or the
workmanship might have fallen short of the specified or implied level of standard.
 Corrective action is necessary to eliminate the cause so as to avoid recurrence of the
untoward event.
Corrective and preventive action should be implemented by the authorized person(s)
following an established procedure. Such action may be immediate or long-term in
nature. An immediate action is applied to resolve the problem in hand. Its
implementation is conveniently verified by signing off the nonconformance record.
A non-conformance or non-conformity report or NCR, is a document that addresses
specification deviation or work that fails to meet quality standards. The report is used
as part of quality control processes by detailing the problem, how it occurred, and how
to prevent it from happening again.
When to Issue a Non-Conformance Report
There are many common scenarios in the construction industry that require the
issuance of an NCR or a Non Conformance Report:

● Work that was not built as indicated in the approved issued For Construction Drawings
(FCD)
● Work that fails to meet specified tolerances as established in the project specifications
● Work that is being performed using non-approved methods or standards
● Failure to follow the approved testing and inspection plan
● Testing results demonstrate that the product does not meet established and approved
standards
● Material used that has not been approved as a substitute (equal or similar)
● Design is not accurate and does not represent actual field conditions
● Approved procedure was not followed, and quality defects have been identified by the
project team
Who Can Issue an NCR?
A non-conformance report can be issued by any of the project team members. The
report must present a non-debatable fact and include clear and sufficient backup
information that supports the claim. The NCR follows agreed-upon conditions for
tracking and closing the report after appropriate corrections are made.
Non-conformance reports often are used as training tools for team leaders to train other
employees to help prevent similar situations from happening again.
Non-Conformance Report must include at a minimum the following information:

● What is the main reason for the NCR or what went wrong
● Why the work doesn’t meet specifications
● What can be done to prevent the problem from happening again
● Explanation of corrective action taken or to be taken
● Key players involved in the NCR and specifications affected under the NCR
 In the course of reviewing nonconforming work, the cause of the incident and the
situation leading to it are usually revealed. Corrective action is necessary to eliminate
the cause of nonconformance.
Corrective Action Report (CAR) – a report of action taken that ensure that the cause
which has resulted in a non-conformance is identified and corrected (i.e a
non-conformance has occurred)
Prompted by the actual nonconformity discovered, the investigation is usually extended
to similar situations in which potential nonconformities exist. (Potential
nonconformities may also be revealed) Appropriate steps have to be taken to prevent a
potential problem developing into a real one.
A report of action taken to ensure that the cause which may result in a nonconformance
is identified and corrected is a Preventive Action Report (PAR). (i.e. the potential for a
non-conformance to occur exist)
Recipient of an NCR, must act promptly and at a minimum follow these steps for a quick
resolution:

● Meet with the person issuing the NCR.

● Respond with a formal letter or another document, outlining the process that led to the
action that triggered the NCR, documenting the action to solve the issue, and explaining
the steps taken to prevent the problem from recurring.
● Implement the corrective action and make sure through an inspection process that the
issue has been solved adequately.
● Make sure that your counterpart agrees and signs off on your action plan.

Quality Records
Quality records are intended to demonstrate conformance to specified requirements
and effective operation of the quality system. Accordingly, these records fall into two
categories which are filed separately.

1. Project-specific records: These records, which include pertinent records from the
subcontractors, provide evidence showing that the required standards of materials and
workmanship have been attained.
2. System-related records: These records should indicate that incidents of
non-conformance and client complaints diminish in number with maturity of the system
Quality records may be in the form of hard copy or electronic media. Proper
maintenance of quality records is an important aspect of a quality system. They should
be stored in such a manner as to facilitate retrieval yet preventing unauthorized access.
Hence, they should be suitably identified, indexed, secured against damage and
deterioration, filed and placed under the control of a designated personnel.

5S of Good Housekeeping
 5S is a systematic approach for improving quality and safety by organizing a workplace.
It is a methodology that advocates

● What should be kept

● Where it should be kept
● How it should be kept
5S is a Japanese concept of housekeeping having reference to five Japanese words
starting with letter S. Table below shows these words with their English equivalent
words and what these words stand for.
Construction projects are temporary workplaces. Construction project materials are
stored in both covered as well as in open areas. The contractor has to keep all the
material in the available space in neat and clean ready-to-use condition. The area should
be safe and risk free for free movement of the work personnel. The contractor has to
consider site safety while arranging the storage area.

The contractor is responsible for providing all the resources to build the project/facility.
These resources are mainly:

1. Manpower
2. Construction equipment, machinery, and tools
3. Material to be used/installed in the project
4. Consumables
 The following points have to be considered while planning the layout for storage of
construction material:

1. Construction documents specify the minimum number of construction equipment,

machinery, and tools to be made available at the construction site during the
construction process.
2. Materials to be used/installed in the project are documented in the bill of quantity (BOQ)
or bill of material (BOM), and contract drawings and documents.
3. Consumables are required by the contractor to fabricate/install/ assemble the
equipment/panel/material.
Table below shows an example of how a 5S program can be developed for
construction projects.
 The 5S program helps

● Reduce time to search equipment, tools, material, and consumables

● Improve activity timing
● Increase space for storage
● Improve safety
● Organize the workplace

Punchlist
A punch list is a document that is prepared close to the end of a construction project
and issued by the appropriate inspector (typically, the architect/engineer, project
engineer or employer’s agent). It lists any faults that are identified or works that do not
conform to the specifications, which should be rectified prior to a certificate of
substantial completion being issued.
Generally, punch list refers to a process that takes place prior to substantial completion
when an area is considered complete by a contractor and is offered ready for
inspection. It is a slang expression widely used in the construction industry to define the
process of inspection necessary to compile a list of minor defects or omissions in
construction projects for the contractor to rectify.
The process of inspection and going through a punch list is usually performed close to
the end, if not right at the end, of construction so that the work as a whole can be
reviewed and checked. The list of items to be completed or corrected is compiled by the
contractor and submitted to the employer’s representative.

Final Inspection
When the contractor believes that all punch list items have been taken care of, the owner is
notified that the project is ready for its final inspection. This inspection is less time as it involves
ascertaining only whether those items on the final punch list have been corrected. Fewer people
are likely to be involved, although the contractor, a member of the design professional team and
an owner’s representative will participate. Depending on the outcome of this inspection, the
owner and management team will declare the project to be either complete or substantially
complete and will issue an appropriate certificate.

As-Built Documentation
The project manager should assure the construction contract calls for the contractor to mark up
the changes on the drawings and specifications as they occur during construction and turn in a
set of marked up drawings and specifications. Under general direction of the project manager,
the construction manager verifies the construction contractor is keeping the drawings up to
date. The project manager should provide in the agreement with the designer of record scope
for the designer to review, approve, and produce the final as-built drawings.
Testing and Commissioning
Commissioning Plan
The commissioning plan is a living document and a supporting document to the Project
Management Plan. The plan should be started early in the design phase and further refined with
additional details as information becomes available at the completion of design and well in
advance of construction completion. Under the general direction of the project manager, the
commissioning manager will prepare the commissioning plan. The plan provides guidance and
details the key elements of the commissioning process including roles and responsibilities,
critical equipment list, OFE, integrated testing, safety and security and emergency preparedness,
O&M manuals, training, as-built drawings, and the warranty administration. The commissioning
plan is prepared with significant input from all internal and external stakeholders in close
coordination with the design and construction teams. Prepared properly and used as a living
document the plan will assure all requirements are properly incorporated in the design and
construction bid documents and executed during construction and commissioning.

As-Built Plan
The commissioning manager will use the as-built documentation as necessary to commission
the project. As-built drawings will save significant life cycle costs and avoid potential safety
hazards during operations and life of the facilities. The commissioning manager will review the
final as-built drawings and assure they are a part of the final commissioning report.

Testing
During services installation various tests will be undertaken known as ‘static
testing’. This testing is normally undertaken to prove the quality and workmanship of the
installation. Such work is undertaken before a certificate is issued to ‘enliven’ (i.e. to
make live) services whether electrically or otherwise. Examples of this sort of testing
are: Pressure testing ductwork and pipework, and undertaking resistance checks on
cabling.
All work is checked and inspected on a regular basis while the construction is in
progress; however, there are certain inspection and tests to be carried out by the
contractor in the presence of the owner/consultant. These are especially for
electromechanical systems, conveying systems, and electrically operated equipment,
which are energized after connection of permanent power supply. Testing of all these
systems starts after completion of installation works. By this time, the facility is
connected to a permanent electrical power supply, and all the equipment is energized.

Commissioning
Upon completion of static testing, dynamic/integrated testing can be undertaken, this is
called “commissioning”. Commissioning is carried out to prove that the systems
operate and perform to the design intent and specification.
This work is extensive and normally commences by issuing a certificate permitting the
installation to be made ‘live’, i.e. electrical power on. After initial tests of phase rotation
on the electrical installation and checking fan/pump rotation (in the correct direction),
the more recognized commissioning activities of balancing, volume testing, load bank
testing, etc. begin.

Functional Performance Testing

Functional performance testing (FPT) of equipment and systems is at the heart of the
commissioning process. Upon completion of the commissioning, performance
testing can begin. Functional performance tests shall demonstrate the correct
installation and operation of each component, system, and system-to-system interface
in accordance with the acceptance test requirements. Functional performance testing
reports shall contain information addressing each of the building components tested,
the testing methods utilized, and include any readings and adjustments made.
The intent of the FPT is to develop and implement the functional performance tests to
document (as set forth in the Commissioning Plan) that all components, equipment,
systems and system-to-system interfaces were installed as specified, and operate
according to the Owner’s Project Requirements, Basis of Design, and plans and
specifications.
Equipment operation during the tests is performed by the appropriate contractor or
equipment manufacturer, but the responsibility for directing, witnessing, and
documenting the tests rests with the commissioning authority.
Sometimes this performance testing is undertaken once the client has occupied the
facility, e.g. for the first year because systems are dependent upon different weather
conditions. In such cases, arrangements for contractor access after handover to
fine-tune the services in response to changing demands must be made.
However, for some facilities it may be necessary to simulate the various conditions
expected to prove that the plant systems and controls operate prior to handover, e.g.
computer rooms.
The objectives of integrated testing are: verification of the proof of design and
construction tests done by the contractor and observed by the construction manager.
Usually this information is available through the construction manager or the contractor:
assurance of compliance with performance requirements for the system as a whole;
coordination and compliance with third party requirements such as fire, police, etc.; and
documentation of integrated testing results for safety and security certification.
The following systems to be functionally tested are listed in the Basis of Design,
Example of FPTs are:
1. Heating, ventilation, air conditioning (HVAC) systems and controls
2. Indoor lighting system and controls
3. Water heating system and controls