Yangon Technological University

Department of Civil Engineering

Construction Management

Group Assignment I

Project Administration

Project Planning, Monitoring and Controlling

from Construction Management Point of View

Supervised by:

Sayar U Myint Oo

Prepared by:

Group II
Assignment No - Group Assignment I

Assignment Tittle - Project Planning, Controlling and Monitoring from Construction

Management Point of View

Subject - Project Administration

Dead Line - 16 Aug 2017

Group Name - Group II

Members of Assignment Group

E.mail
Sr.No Name Roll No Remark
Address

1 Ma Khin Su Yi Ph.D CE 2 khinsuyi.juju@gmail.com

2 Mg Than Zaw Htike ME CM 4 thanzawhtike.mm@gmail.com

3 Mg Moe Hein Kyaw Dip CM 1 moehein45@gmail.com

Ma Phyo Su Thet
4 Dip CM 5 phyosuthetnaing@gmail.com
Khaing

5 Ma Tin Tin Win Myint Dip CM 6 rosalin.mimi@gmail.com

CONTENTS

1. Introduction

1.1 Management in construction project

1.2 Objectives of the study

1.3 Site Data and specifications of the study area

2. Lecturer Review

2.1 Construction planning

2.2 Construction site monitoring

2.3 Project controlling

2.4 Project close out

3. Project Planning, Monitoring and Controlling from Construction Management Point of View

4. Discussion and conclusion

 Chapter (1)

Introduction

1.1 Management in Construction Project

The construction project has a defined goal or objective, specific tasks, defined time including
beginning and end, defined deliverables and resources being consumed. To complete any project
successfully, many tasks need to be accomplished by the project team for instance, the owner must
define the requirements, the designer needs to translate the requirements into contract document
and the construction professionals need to organize and manage the physical construction in
accordance with the contract document.

The management of construction project has some differences from the management of other
projects to complete the project within the budget, target time and good quality. The differences
mainly stems from the nature and characteristics of construction projects. The consideration of
these differences is important for successful management of construction projects.

Generally construction projects:

Are usually capital intensive, complex and require significant management skills, involvement
and coordination of a wide range of experts in various field.

Are usually undertaken outside, hence, they are susceptible to many variables such as weather
and traffic.

Must address the geography and conditions of the project site and the relation of the project to
the environment.

Are subject to a variety of laws and regulations that aim to ensure public safety and minimize
environmental impacts.

Compared to most other industries, construction projects involve relatively intensive labor use,
and consume large amount of materials and physical tools.

Time

Cost Quality
1.2 Objective of the Studty

To apply the knowledge and understanding of project administration on planning,

execution and completion of a construction project

1.3 Site Data and specifications of Study Area

Project Name -Golden Valley Private Residence

Project Location -Bahan Township, Yangon, Myanmar

Type of Project -Private Residential Building

4- Storeyed + 1 Basement R.C.C Building

Project Area -Approx. 6000 Sq-m

Client -Forever Group Co.ltd (Private Sector)

Consultant - Unity & Strength Services Group

Foundation Type -Mat Foundation System

Structural System -Reinforced Concrete (IMRF) with Reinforced Concrete Shear Wall

Brick Masonary Infill Wall and Light Weight Partition Wall

Projection Condition- Foundation Stage

Chapter (2)
 Literature Review

Once the planning, design, bidding and award phase have been accomplished, the success
of any construction project depends on completing the field construction phase on schedule, within
budget and in compliance with plans and specifications. The initial planning forms the basis of
construction program. Detailed planning at the field office by all parties will continue throughout
the project due to overcome possible problems in advance and to provide satisfactory solutions to
current problems and delays. Construction manager is to know at all times whether the project is
proceeding according to plan and can react quickly when necessary to modify, assist, and correct
prior planning.

Once a project has advanced to the phase of performance, the project manager’s focus
shifts to tracking and monitoring the construction over the life time of the project. This
information is generally provided in the form of:

 Written status report

 Updates to the schedule – plan versus actual
 Financial Analysis, including the comparasion of actual costs versus planned costs and
variance measurements
 Exception Report
Reviewing, which goes hand –in-hand with tracking and monitoring is discussed in the oproject
section.
The construction process must be properly managed through a project control system from
beginning to end to ensure that all of the targets for time, cost and quality are met. Project control
system requires continuous monitoring and evaluation of actual performance for all aspects of the
jobs that have on cost, time and quality. The project control also needs to evaluate corrective
options and make adjustments with document, report and evaluate results. The close out project
begins with final inspection of the work, and ends with the contractor’s accepting final payment
from the owner.

2.1 Construction Planning

 Planning is the process of devising of a workable scheme of operations that when put into
action, will accomplish an established objective.
 Planning is the production of budget, schedules and other detailed specifications of the steps to
be followed and the constraints to be obeyed in project execution.
 Planning for a project must include not only consideration of time but also consideration of cost
, quality, health and safety and other aspects such as design and production.

Construction planning consider-

 A determination of the general approach to the project.

 Activities must be performed.
 Ascertainment of sequential relationships among these activities endorsement by the
project.
Construction manager’s role is

 To determine how the construction works should best be split into packages
 To produce detailed working schedules
 To determine when packages need to be produced
 To manage the procurement process
 To manage the overall site facilities (such as access, storage, welfare, etc.)
 Supervise and coordinate the works package contractor’s execution of the works

Where construction management is used, a team is created consisting of the owner, construction
manager, architect engineer and contractor. The project participants by working together from
project inception to project completion, attempt to serve the owner’s best interest in optimum
fashion. For large projects, a field office usually is established directly on the job site for the use of
the project manager and his staff .A good working relationship with a variety of outside persons
and organization, such as architects, engineers, owners, subcontractors, material and equipment
dealers, labor unions, and regulatory agencies, is an important part of guiding a job through to its
conclusion.

So, need to have data to do proper planning and if know average target, know how to do about
planning. Planning needs

(1)Life time frame

(2) Needed resources

(3) Thinking and technique

(4) Quality control and quality assurance

(5) Knowledge and Experience

(6) Car arrange man power to see how to finish work

(7) Planners first must think about money

2.2 Construction Site Monitoring

Construction monitoring is an ongoing process that stakeholders use to verify conditions on

site during the construction process, and requires constant documentation of the project. The main
goal of monitoring construction projects is to identify any negative deviations from the approved
plan. One of the most important roles of monitoring is spotting the initial messages regarding
potentially negative consequences for the success of a construction project. Therefore, the
possibility of the permanently monitoring the progress of construction work scope is an extremely
important issue.

Many construction industry professionals use monitoring as a method of construction

verification to meet inspection requirements on their projects. The effective monitoring is an
integral part of the daily management of any construction projects, should be based on the
systematic observation of the construction project process in the planning phase as well as in the
realization phase. It is important to note that effective monitoring depends upon the accurate and
timely of the input data. Delays or distorted data lead to incorrect analyses.

Data resulting from the monitoring of tasks, processes and construction projects should be
used in the subsequent procedures. Similarly, monitoring has no meaning if the feedback by the
monitor is not given on time to the site executives. Team spirit coupled with a sense of
responsibility of all the participants can go a long way to make monitoring effective. Performance
accounting process is measuring and recording actual performance, and reporting it to the
appropriate authority daily, weekly and monthly. The performance monitoring process commences
after the monitor receives the appropriate performance data through site reports, personal visits
and discussions.

Performance variance is the difference between planned performance and actual

performance. On the other hand, performance efficiency, when read in conjunction with variance
analysis, indicates the implications of the past performance on future trends.

Performance variance = Planed performance - Actual performance

Performance efficiency = Actual output performance

Planned input performance

Performance efficiency > 1, Performance better than planned.

Performance efficiency = 1, Performance equal to planned.

Performance efficiency < 1, Performance less than planned.

2.3 Project Controlling

The first control principle is that watching & controlling is not the same. Watching implies
observing events & taking notes. Controlling requires that PM team establish some standards of
quality, minimum acceptable rates of production, rate of planned expenditures, or other required
metrics. If the standards are not met, corrective action is taken . Possible corrective actions include

-Adding additional trades workers or crews

- Adding or removing equipment

- Working overtime

- Bringing in additional subcontractor

- Making the job more efficient

- Eliminating factors that cause subcontractor to interfere with on another's operation or

otherwise create in efficiencies.

At the construction time, the most important job factor that PM team must control

is productivity. There is no more important factor in the equation of job cost that the PM team can

impact than productivity. The cost of labor, equipment (rental or own) and materials are all

essentially fixed and cannot be changed significantly by the PM team. Productivity is different and
must be managed.

T=Q/R

where

T= total time

Q = the total quantity to be installed

R = production rate

Then total cost is determined by the equation; Ct= Ch x T Ct= Ch x Q/R

where

Ct= total cost

Ch= cost per hour

Therefore if R is increased, total cost Ct can be reduced. Regarding with time & cost
control, the cost of each activities is estimated & schedule & S-curve have been prepared since
Planning Stage In that way PM has a schedule of both physical progress & the estimated costs.
Progress can be compared to the schedule to determine if it is on time, late, over budget or under
budget. It is not possible to compare financial status & progress without a cost- loaded schedule. If
CPM indicates that project duration exceeds the desired completion date, PM should examine the
logic diagram's critical path to find activity duration which may be shortened. The only way to
reduce the project duration is to shorten the duration of the critical activities. Shortening a non-
critical activities will not shorten the project duration, but it will increase the cost. At that time,
PM can choice the following options;

-increasing the allocation of resources to critical activities

-Working with the same resources for longer hours

Normally the moderately extended workday is the most economical & productive solution.
PM can choose to work double shift or weekends. When expediting activities, we have to consider
the long-term effects on safety, morale, equipment, & consequential in efficiency. The
construction quality is managed & controlled by a program that have two different elements. One
is the quality control (QC) program/ plan and the other is quality assurance (QA) process. These
two elements have following different function;

QC plan: QC is the definition of how the project quality will be managed during construction Any

unique project quality requirement must be defined in a project specifice documents.

it defines who is responsible for achieving the quality standards & how this is to be

accomplished. It establishes a framework with defined procedures & practices to ensure that the

completed product meets or exceeds the project specified quality requirement.

QA procedures: Quality assurance (QA) is defined as the process or procedure the contractor will

engage in to ensure that the required quality of the project is achieved. This process defines the

inspection requirement, the timing of the inspection, written report, & who is to receive and

review them, and in the event that any need for correction who & how it will be done, with the

appropriate define follow up. Following is a review adequacy of QA plan.

-Determine if the work practices are such that the expected quality standard will be met.

-Examine the quality of the ongoing and completed work to determine that it meets or exceeds the

project requirements

-Ensure that the material used meets project quality standards

-The finished work is sufficiently protected from harm or damage

-Issue a report of acceptable work as well as any substandard work

-Track the corrective work and issue status report until satisfactory completion

- Examine the quality control methods being used to determine if the supervisor is properly
controlling construction activities

-Review processes, practices and procedures and identify possible areas for change so as to
improve the quality of the resulting work

-Recommend any changes to project staff and/ or management

-Review QC documentation to ensure adequacy of systems

2.4 Project Close Out

 The start of project close out begins near the end of project, when the contractors requests a
final inspection of the work .The final inspection should include representatives of the owner,
contractor and the key design components who have worked on the project.

From the construction management point of view, project close out should include the
following documents,

(1) Checklist of duties,

(2) Disposition of the project file,

(3) Post project critique and

(4) owner feed-back.

(1) Checklist of duties

Project
Owner CM Designer Contractor
Close Out

Call Back Arrange and Review and

Request Respond
(After construction ) coordinate approve work

The above table provides checklist of duties for the project close out from the point of view of
construction management.

(2) Disposition of the project file

Record • Contracts
file • Other legal matters
Disposition
Of project
file • meeting minutes
Working File • Telephone logs
• Reports

(3) Post project critique

A post project critique should be held at the conclusion of every project because there are
lessons want to learn from every project that can be used to increase the success of the failure
projects.

(4) Owner feed-back

 After the project is completed, meeting should be held with representatives from the owners’
organization to obtain feed-back regarding performance of the project.
 Chapter (3)

Project Planning, Monitoring and Controlling

from Construction Management

Point of View

1.1 Organization Chart of the Study Area

1.2
REFERENCE LIST

Sidney M. Levy , Fifth Edition 2007,Project Management in construction

Andrew Baldwin and David Bordoli , 2014, A Handbook for Construction planning and
Scheduling

Vicky Billingham , Project Management , How to plan and Deliver a Successful Project

S.Keoki Sears , Glenn A.Sears and Richardh.Clough , Construction Project Managemrnt

K K Chitkara , The construction project management framework.

M.Sc. Agnieszka, Dziadosz, Institute of Construction Engineering Poznan University of

Technology.