two construction supervision & quality control

7/30/2019 Two Construction Supervision & Quality Control

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Ministry of Works and Urban Development

Training Manual for Construction

Supervision and Quality Control


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I. Construction Project

1. Stages Involved in Construction Project

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

The necessity and objective of the project

Feasibility.

The function it will serve

The resources (land, finance, input) required forthe implementation


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1.2 Design: - At this stage of the project AnEngineer/architect is consulted. TheEngineer or the consultant shallinvestigate the land and prepare DesignDocument. The following are consideredat design stage.

Preliminary Design

Ownership

Master Plan

Programme

Soil Test

Topographic Survey


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Building Permit

(Final Design) Complete Working Drawings,Architectural, Structural, Sanitary, Electrical,Specification and Bill of quantities, necessarydetail drawings.

Preparation of contract documents.

1.2. Design Continued


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1.3 Realization: -At this stage. Contract issigned between Client and Contractor. Theactual execution of the project

(Construction) is started.


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2. Partners in a Construction Project: -

A construction project is realized under thepartnership of three parties;

The Client: (Owner Regional Governments shallprovide the money for the realization of the project,Evaluate and monitor the project.

The Consultant or Engineer: HDPO (prepareDrawings and supervise the project.)

The Contractor: Contractors and subcontractors. Execute the actual construction as perDrawings and specifications provide for the

engineer.


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These being partners in ordinary constructionproject, HDP include more partners like MSE inproduction and Construction works. In

construction works MSEs are considered asSub contractors.

2. Partners in a construction project Continued


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3. Planning: - planning is thinking ahead ofthe operation or activities to be performed.

It is a careful consideration of allpossibilities in order to complete the projectwith the estimated cost, within the

estimated period and with an acceptablequality.


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3.1 Objectives of Planning

(Planning in general is Managing Resources) The time for delivering of material

The type, quantities and duration of equipmentneeded.

Classification and number of labourers neededand the time when they are needed.

The amount of money required and when itsrequired

The time allocation to accomplish everycomponent of the work.

Quality Assurance.


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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.


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3.2 Methods of Planning:-

Many techniques have been established in thepast 50 yrs.

Gantt or bar chart

Critical path method (CPM)

Program Evaluation and Review Technique(PERT)


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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.


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3.3 Critical Path Method (CPM) AndProgram Evaluation & ReviewTechnique (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 representedgraphically in the form of a network of the various

operations involved in to.


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In the CPM scheduling the project is carried

out in using the following steps:

a. The project should be divided into variousactivities.

b. The time required for each activity should beestimated.

c. The sequence depending upon the importanceof the activity should be determined.

d. By inter-connecting properly the activities andevents to the network should be drawn.

3.3 CPM & PERT Continued


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3.3 CPM & PERT Continued

e. The number should now be assigned to eachevent, being sure that the number at the head ofthe arrow should be greater than the number at

the tail of the arrow.f. The chart should be then prepared consisting of

horizontal and vertical columns on which activitywith an appropriate designation be written.

g. The activity laying on the critical path should bedetermined.


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3.4 Properties of CPM Network

1. The CPM essentially is a chart consisting of a'Network' of arrows and nodes.

2. Each arrow represents a step or activity or task fora particular work.

3. The tail of the arrow indicates the start of theactivity while the head of the arrow represents the

completion of the activity.4. It is designated by two numbers, the number at the

head being always greater than the number at thetail.

5. The length and shape of line and arrow do not giveany significant information of the activity. Each'Node' is given a certain number, and representsthe completion of the activity indicated by theleading to it.


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How to use the CPM?

Task ID Duration Dependency

A 7B 3C 6 AD 3 B

E 3 D,FF 2 BG 3 CH 2 E,G


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3


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3.5 Importance of critical path network

1. It helps the top management to concentrate their

attention on critical activities and their completion intime.

2. If any activity on the critical path is delayed it willdelay the project completion.

3. Knowledge of critical and non critical activities helpsthe management divert the resources from non-critical activates which are in advance to criticalactivities for achieving economy.


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Advanced Project and ResourceScheduling

Important Points in Planning

The Cascade Effect

Project work is Characterized by highuncertainty.

Non-linear dependency.

Delay multiply. Gains not adding up.


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1. Integration Dependency

A

B

E

C

D


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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.

Aggressive Schedule


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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 stillpropagate.


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Advanced Project and ResourceScheduling

Prevents delay from multiplying

Gains add up

Provides clear priorities to contain

multitasking

Creates pool system so that work

doesnt expand unnecessarily.


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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 thebest possible cycle time for a project, itshall be scheduled aggressively whileprotecting is from delays on Non-criticalchain.

. Buffers are blocks of unscheduled timeplaced at the end of a series of tasks to aabsorber cumulative delays on thosetasks.


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Feeding Buffers- Placed at the end of Non-

critical chains to preventdelays on Non-critical

chains from impeding

progress on critical chain.

Project Buffer placed at the end of critical

chain to absorb delays oncritical chain.


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1. Constraints Based Pipelining

Constraints are the most heavily loaded &resourced.

Since constraints restrict the number ofprojects that can be undertaken

simultaneously, the objective is to maximizetheir utilization.

Pipelining is the process of schedulingmultiple projects simultaneously.

Constraints based pipe ling schedules theconstraints first, and then checks forcapacity of non-constraints.


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3. Buffer Management

Monitoring the process of monitoringconsumption of buffer during execution

Buffer Burn Rate (ratio of buffer

consumed to work completed in achain)

Priority is given to chains with the

highest rate of Butter consumption. When BGR exceeds a specified level,

it triggers a warning.


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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 theprogram. E.g. Land preparation, Logistics,Construction, MSE development, Financing.

At the Planning stage different components of the

work should be properly planned with the directinvolvement of the concerned sections.

There should be proper coordination among differentdepartments at planning stage, for the planning ofone department directly affects the other.

The General guide and the central focal point for theplanning of all other departments is the plan of theconstruction & supervision department.


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The construction supervision department works outthe time frame for the execution and completion of

the construction based on (MPMWP) the desire of theclient which is the regional government.

Based on the general time frame of the constructionschedule prepared by the Construction & supervision

department head which includes all the projects, theremaining departments plan the execution andcompletion time of the tasks they undertake.

In their planning formats methods and means

through which to achieve the planned goals should bestated.

Possible difficulties and obstacles should be sortedout with the means to address them.

4. Planning General outline Continued


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4.1 Planning Construction and Supervision,

General

In planning Construction & supervision thefollowing are determined

Type and quantity of Materials required for the

construction. Quantity and duration of operation.

Labour required for the work; (Skilled andUnskilled)

Money required at different stages of the project.

Total time to complete the project.

4 1 Pl i t ti & i i G l C ti d


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Therefore the following schedules are prepared

in advance based on the requirements onconstruction site.

Construction schedule. Material schedule

Labour schedule

Equipment schedule (where necessary)

Financial schedule.

4.1 Planning construction & supervision, General Continued


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4.2 Construction schedule: - This is aRoaster 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

4 2 C t ti S h d l C ti d


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After the break down of works the works areput in a compact form which could becommunicated with ease and accuracy. This

form is what we call construction schedule. Allthe other schedules are prepared in the samemanner.

4.2 Construction Schedule Continued


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4.3 Planning Construction and Supervisionthe Context of NIHDP

Multi Projects Master work program

is an overall annual plan

identifies projects project start and finishing dates

estimated costs

4 3 Pl i C t ti t t f NIHDP C ti d


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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, Productionfirms)

4.3 Planning Constructioncontext of NIHDP Continued

4 3 Planning Constr ction conte t of NIHDP Contin ed


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

Activity bar chart and showing date of start andfinish and sequence of activities.

Amount of work to be executed in each month Cash flow


4 3 Planning Construction context of NIHDP Continued


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Resource mobilization delivery schedule

Manpower

Equipment

Material

Quantity of work assigned crew and rate of

output Work methodology


4 3 Planning Construction context of NIHDP Continued


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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 periodafter receiving contractors Master work Program(CMWP)



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4.4 Project Work Schedule

This is developed based on the contractorswork schedule

It should be prepared once in a week at sitelevel

Every quarter at zone or city Project officeslevel


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4.5 Master Project Schedule

In case of More than one project Engineer theConstruction & supervision Department shouldprepare or compile one final Master Project

schedule which includes the Project schedulesoff the entire project Engineers.

4 5 Master Project Schedule Continued


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4.5 Master Project Schedule Continued

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


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4.6 Planning the Delivery of materials in thecontext of NIHDP

This shows how and when to deliver thematerials requested by construction andsupervision department. Time of Tendering and

Bulk purchase, Capacity of MSE and Amount ofmaterials like HCB, Precast beam to beproduced and delivered by each MSE is planedand communicated to the MSE's and othersuppliers. Generally on this plan the following islay out is expected.

4.6 Planning the Delivery of materials in the context of NIHDPcontinued


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The time for delivering of materials, the time required forthe 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 plannedat regional and Federal level, while the items producedlocally are planned at the Zonal and Regional level.

The time required for the provision of materials in caseof locally produced materials include the time required tomobilize, organize and Deploy MSE, and equip them withthe necessary machinery, working space, and workingcapital.




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4.6 Planning the Delivery of materials in the context ofNIHDPcontinued


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5 Communications, the Context of NIHDPO

Construction department should conveymaterial requests from every site to Logistics

Logistics Department should give information

to MSE department as material requirement atevery site.

Logistic department should give information

about material in store and at production site,materials ordered from suppliers and onshipment.

5. Communications, the Context of NIHDPO continued


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5. Communications, the Context of NIHDPOcontinued

All departments should give information about

their activities and problems encountered to theproject manager. One o the ways through whichthe responsible bodies at all level could beinformed about the progress of the project is

Reporting. All Departments should at least writemonthly and quarterly report. In case ofconstruction& supervision Department thereporting procedure follows the upcoming

pattern.

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



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5 Co u cat o s, t e Co te t o O

Should provide timely, complete and accuratestatus information.

Should warn of pending problem is in to take

action. Should be easily understandable

Report is submitted from site engineer toconstruction supervisor and supervision

department head,

A good report should have the followingcharacteristics



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,

The C&S Department head reports to projectmanagers city level

Project manager at city level reports to the Mayoror City manager who ever Is In charge of heproject and project manager at regional level

The manager at Regional level reports to thecabinet of the region (or person responsible forthe follow up of the project from the Cabinet.)


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6. Monitoring

A continuous process of gathering, analyzing,interpreting of information of activities of theproject, in order to enable timely adjustment of

the project when necessary.

Its a basic part of implementation management.


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7. Evaluation

Systematic and periodical analyzing of theactivities of the project.

To make adjustment of the process whennecessary.

This could be done in a quarterly or biannually orannually or at end of the project.


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