Ministry of Works and Urban Development National Integrated Housing Development Program

Training Manual for Construction Supervision and Quality Control

1

I. Construction Project
1.

Stages Involved in Construction Project

1.1 Conception: - During this period of the project the following are formulated and prepared.

The necessity and objective of the project Feasibility. The function it will serve The resources (land, finance, input) required for the implementation

1.2 Design: - At this stage of the project An Engineer/architect is consulted. The Engineer or the consultant shall investigate the land and prepare Design Document. The following are considered at design stage.

Preliminary Design

Ownership Master Plan Programme Soil Test Topographic Survey

1.2. Design Continued

Building Permit (Final Design) Complete Working Drawings, Architectural, Structural, Sanitary, Electrical, Specification and Bill of quantities, necessary detail drawings. Preparation of contract documents.

1.3 Realization: - At this stage. Contract is signed between Client and Contractor. The actual execution of the project (Construction) is started.

2. Partners in a Construction Project: A construction project is realized under the partnership of three parties;

The Client: (Owner Regional Governments shall provide the money for the realization of the project, Evaluate and monitor the project. The Consultant or Engineer: HDPO (prepare Drawings and supervise the project.) The Contractor: Contractors and sub contractors. Execute the actual construction as per Drawings and specifications provide for the engineer.
6

2. Partners in a construction project Continued

These being partners in ordinary construction project, HDP include more partners like MSE in production and Construction works. In construction works MSEs are considered as Sub contractors.

3. Planning: - planning is thinking ahead of the operation or activities to be performed. It is a careful consideration of all possibilities in order to complete the project with the estimated cost, within the estimated period and with an acceptable quality.

3.1 Objectives of Planning

(Planning in general is Managing Resources) The time for delivering of material The type, quantities and duration of equipment needed. Classification and number of labourers needed and the time when they are needed. The amount of money required and when its required The time allocation to accomplish every component of the work. Quality Assurance.
9

More than 100 commercial project management software packages are available. Most of them are considered as administrative overhead. They yielded only marginal Benefit. Have largely been neglected by managers.

10

3.2 Methods of Planning:

Many techniques have been established in the past 50 yrs. Gantt or bar chart Critical path method (CPM) Program Evaluation and Review Technique (PERT)
11

Gantt Chart (Bar Chart) Methods.

Activities are listed The time required for completion is estimated. Beginning of the project is set. Parallel and sequential activities are identified. The chart is prepared.

12

3.3

Critical Path Method (CPM) And Program Evaluation & Review Technique (PERT) The method has been developed since 1950s Rarely used in real projects. When used, are used for month end project rather than for proactive decision-making.

These are recent developments in planning and scheduling upon chart methods. In both methods entire planning and scheduling is represented graphically in the form of a network of the various operations involved in to.
13

3.3 CPM & PERT Continued

In the CPM scheduling the project is carried out in using the following steps:
a. b. c. d.

The project should be divided into various activities. The time required for each activity should be estimated. The sequence depending upon the importance of the activity should be determined. By inter-connecting properly the activities and events to the network should be drawn.
14

3.3 CPM & PERT Continued

e.

f.

g.

The number should now be assigned to each event, being sure that the number at the head of the arrow should be greater than the number at the tail of the arrow. The chart should be then prepared consisting of horizontal and vertical columns on which activity with an appropriate designation be written. The activity laying on the critical path should be determined.
15

3.4 Properties of CPM Network

1. 2. 3.

4.

5.

The CPM essentially is a chart consisting of a 'Network' of arrows and nodes. Each arrow represents a step or activity or task for a particular work. The tail of the arrow indicates the start of the activity while the head of the arrow represents the completion of the activity. It is designated by two numbers, the number at the head being always greater than the number at the tail. The length and shape of line and arrow do not give any significant information of the activity. Each 'Node' is given a certain number, and represents the completion of the activity indicated by the leading to it.
16

How to use the CPM?

Task ID

Duration

Dependency

A B C D E F G H

7 3 6 3 3 2 3 2

A B D,F B C E,G
17

1
8 3 5 7

18

3.5 Importance of critical path network

1.

2.

3.

It helps the top management to concentrate their attention on critical activities and their completion in time. If any activity on the critical path is delayed it will delay the project completion. Knowledge of critical and non critical activities helps the management divert the resources from noncritical activates which are in advance to critical activities for achieving economy.

19

Advanced Project and Resource Scheduling

Important Points in Planning The Cascade Effect Project work is Characterized by high uncertainty. Non-linear dependency. Delay multiply. Gains not adding up.
20

1. Integration Dependency
A B
E

C
D
21

Aggressive Schedule
Advantage When task finishes early, subsequent tasks can be begun immediately. Disadvantages Delays multiply very fast. With delays engineers are forced to multitask. As multi tasking goes up, production of goes down.
22

3. Relaxed Scheduling
Advantage Delays do not multiply Disadvantage The work expands to fill the time (Parkinson's law) Gains do not add up, but delays still propagate.

23

Advanced Project and Resource Scheduling

Prevents delay from multiplying Gains add up Provides clear priorities to contain multitasking Creates pool system so that work doesnt expand unnecessarily.

24

The Method is based on Dr. Goldratts theory of constraints and has three components.

1. Critical Chain Buffering

. Critical chain is the resource-leveled critical Data in a project. Since critical chain is the best possible cycle time for a project, it shall be scheduled aggressively while protecting is from delays on Non-critical chain. . Buffers are blocks of unscheduled time placed at the end of a series of tasks to a absorber cumulative delays on those tasks.
25

 Feeding Buffers- Placed at the end of Noncritical chains to prevent delays on Non-critical chains from impeding progress on critical chain. Project Buffer placed at the end of critical chain to absorb delays on critical chain.

26

1. Constraints Based Pipelining

Constraints are the most heavily loaded & resourced. Since constraints restrict the number of projects that can be undertaken simultaneously, the objective is to maximize their utilization. Pipelining is the process of scheduling multiple projects simultaneously. Constraints based pipe ling schedules the constraints first, and then checks for capacity of non-constraints.
27

3. Buffer Management
Monitoring the process of monitoring consumption of buffer during execution

Buffer Burn Rate (ratio of buffer consumed to work completed in a chain) Priority is given to chains with the highest rate of Butter consumption. When BGR exceeds a specified level, it triggers a warning.
28

4. Planning, General Out line, the Context of NIHDP In the context of NIHDP planning is working out the time allocation for the different components of the program. E.g. Land preparation, Logistics, Construction, MSE development, Financing.

At the Planning stage different components of the work should be properly planned with the direct involvement of the concerned sections. There should be proper coordination among different departments at planning stage, for the planning of one department directly affects the other. The General guide and the central focal point for the planning of all other departments is the plan of the construction & supervision department.
29

4. Planning General outline Continued

The construction supervision department works out the time frame for the execution and completion of the construction based on (MPMWP) the desire of the client which is the regional government. Based on the general time frame of the construction schedule prepared by the Construction & supervision department head which includes all the projects, the remaining departments plan the execution and completion time of the tasks they undertake. In their planning formats methods and means through which to achieve the planned goals should be stated. Possible difficulties and obstacles should be sorted out with the means to address them.
30

4.1 Planning Construction and Supervision, General

In planning Construction & supervision the following are determined

Type and quantity of Materials required for the construction. Quantity and duration of operation. Labour required for the work; (Skilled and Unskilled) Money required at different stages of the project. Total time to complete the project.
31

4.1 Planning construction & supervision, General Continued

Therefore the following schedules are prepared in advance based on the requirements on construction site.

Construction schedule. Material schedule Labour schedule Equipment schedule (where necessary) Financial schedule.

32

4.2 Construction schedule: - This is a Roaster for the execution of different operations.

Before preparing the schedule the following are determined in advance: Break down of Various operations, Amount of work Rate of completing the works. Sequence of operation and their interrelationships

33

4.2 Construction Schedule Continued

After the break down of works the works are put in a compact form which could be communicated with ease and accuracy. This form is what we call construction schedule. All the other schedules are prepared in the same manner.

34

4.3 Planning Construction and Supervision the Context of NIHDP

Multi Projects Master work program

is an overall annual plan identifies projects project start and finishing dates estimated costs

35

4.3 Planning Constructioncontext of NIHDP Continued

This is based up on the regional governments

Five year plan Approved annual plan and budget Estimated completion period and cost per square meter Status of on going projects Available capacity (contractors, MSE, Production firms)
36

4.3 Planning Constructioncontext of NIHDP Continued

MPMWP is prepared once in a year. Contractors Master work Program (Contractors Schedule) should consist of:

Activity bar chart and showing date of start and finish and sequence of activities. Amount of work to be executed in each month Cash flow

37

4.3 Planning Constructioncontext of NIHDP Continued

Resource mobilization delivery schedule

Manpower Equipment Material Quantity of work assigned crew and rate of output Work methodology
38

4.3 Planning Constructioncontext of NIHDP Continued

Project Master Work Program

This is based on MPMWP + CMWP It includes the work plans of all contractors on a project site This is developed by the project engineer This should not take more than a week period after receiving contractors Master work Program (CMWP)

39

4.4 Project Work Schedule

This is developed based on the contractors work schedule It should be prepared once in a week at site level Every quarter at zone or city Project offices level

40

4.5 Master Project Schedule

In case of More than one project Engineer the Construction & supervision Department should prepare or compile one final Master Project schedule which includes the Project schedules off the entire project Engineers.

41

4.5 Master Project Schedule Continued

After this each schedule is provided for the concerned department to base its plan up on it.
42

4.6 Planning the Delivery of materials in the context of NIHDP

This shows how and when to deliver the materials requested by construction and supervision department. Time of Tendering and Bulk purchase, Capacity of MSE and Amount of materials like HCB, Precast beam to be produced and delivered by each MSE is planed and communicated to the MSE's and other suppliers. Generally on this plan the following is lay out is expected.
43

4.6 Planning the Delivery of materials in the context of NIHDPcontinued

The time for delivering of materials, the time required for the imported materials like steel Reinforcement Bar, Cement, Electrical and sanitary installation materials etc; The time required to produce materials By MSE.
Those items imported form foreign suppliers are planned at regional and Federal level, while the items produced locally are planned at the Zonal and Regional level. The time required for the provision of materials in case of locally produced materials include the time required to mobilize, organize and Deploy MSE, and equip them with the necessary machinery, working space, and working 44 capital.

4.6 Planning the Delivery of materials in the context of NIHDPcontinued

45

5 Communications, the Context of NIHDPO

Construction department should convey material requests from every site to Logistics Logistics Department should give information to MSE department as material requirement at every site. Logistic department should give information about material in store and at production site, materials ordered from suppliers and on shipment.
46

5. Communications, the Context of NIHDPO continued

All departments should give information about their activities and problems encountered to the project manager. One o the ways through which the responsible bodies at all level could be informed about the progress of the project is Reporting. All Departments should at least write monthly and quarterly report. In case of construction& supervision Department the reporting procedure follows the upcoming pattern.

Reports should be written at regular frequency; weekly, monthly, quarterly and annually.
47

5. Communications, the Context of NIHDPO continued

A good report should have the following characteristics

Should provide timely, complete and accurate status information. Should warn of pending problem is in to take action. Should be easily understandable Report is submitted from site engineer to construction supervisor and supervision department head,

48

5. Communications, the Context of NIHDPO continued

The C&S Department head reports to project managers city level Project manager at city level reports to the Mayor or City manager who ever Is In charge of he project and project manager at regional level The manager at Regional level reports to the cabinet of the region (or person responsible for the follow up of the project from the Cabinet.)

49

6. Monitoring

A continuous process of gathering, analyzing, interpreting of information of activities of the project, in order to enable timely adjustment of the project when necessary. Its a basic part of implementation management.

50

7. Evaluation
Systematic and periodical activities of the project. analyzing of the

To make adjustment of the process when necessary. This could be done in a quarterly or biannually or annually or at end of the project.

51

52