DCC5183

e) Risk management

 Risks can come from uncertainty in financial markets, project failures (at any
phase in design, development, production, or sustainment life-cycles), legal
liabilities, credit risk, accidents, natural causes and disasters as well as deliberate
attack from an adversary, or events of uncertain or unpredictable root-cause.

f) Procurement planning

 Procurement planning is the process of identifying and consolidating
requirements and determining the timeframes for their procurement with the
aim of having them as and when they are required.

 A good procurement plan will describe the process in the identification and
selection of suppliers/contractors/consultants

PHASE 3 : IMPLEMENTATION
ACTIVITIES AND BASIC PROCESSES

a) Execution of project plan
• The stage where designers plans and specification and realized into physical

structures and facilities.
• It involved organization and coordination of all resources for the project

including:
- Labor
- Plant and Equipment
- Materials
- Money
- Management

b) Handle changes

• If the performance deviate from the plan then corrective actions need to be
instituted.

c) Project control

• Control required on current status of cost, schedule or any other measures of
performance comparing to project goals

• Monitoring and control is important to ensure the project objectives are
achieved.

PHASE 4 : CLOSE-UP ACTIVITIES AND
BENEFITS OF EFFICIENT PROJECT CLOSURE

• A project closure process indicates the formal closing of a project, and lists the key
activities required to be undertaken at this stage of a project to your sponsor.

• Commencement of the project closure process prevents the occurrence of
additional expenditures by the project.

• Project Closure involves handing over the deliverables to your customer, passing
the documentation to the business, cancelling supplier contracts, releasing staff
and equipment, and informing stakeholders of the closure of the project.

• After the project has been closed, a Post Implementation Review is completed to
determine the projects success and identify the lessons learned.

• It is extremely important that you list every activity required to close the project
within this Project Closure report, to ensure that project closure is completed
smoothly and efficiently.

CHARACTERISTIC OF PROJECT LIFE
CYCLE

 Defines the beginning and end of the project.
 Deliverables usually approved before work starts on the next phase.
 Sometimes a subsequent phase is begun prior to approval of the previous

phase. This is called fast tracking.
 Defines technical work and implementers.
 Cost and staffing levels are low at the start, higher towards the end, and drop

as project closes.
 Probability of project success is low at the start of the project and gets

progressively higher as the project continues.
 Cost of changes and of error correction generally increases as the project

continues

RESOURCES IN THE PROJECT
MANAGEMENT

• In project management terminology, resources are required to carry out the
project tasks. They can be people, equipment, facilities, funding, or anything
else capable of definition required for the completion of a project activity.

• The lack of a resource will therefore be a constraint on the completion of the
project activity.

• Resource scheduling, availability and optimisation are considered key to
successful project management.

• Allocation of limited resources is based on the priority given to each of the
project activities. Their priority is calculated using the Critical path method.

• For a case with a constraint on the number of resources, the objective is to
create the most efficient schedule possible - minimising project duration and
maximising the use of the resources available.

PLANT & EQUIPMENT

• Plant covers equipment, hardware, machinery and equipment
required for the construction project.

• The purpose of this plant is to shorten the construction period,
reducing costs, saving time, saving on labor and most importantly can
improve the quality of construction.

• Plant management can save costs and it depends on good
management based on output, plant valuation method, continuity of
work, training of operators, the organization of work of the plant,
maintenance and overhaul plant and the selection of plants that are
appropriate to the size of the project.

• In a large project, the tools used are concerned with the type of work.

• The equipment is intended that can be divided into two types:

i. Equipment that is not motorized or mechanized

ii. Equipment Motorized or mechanized

• For the price equipment that is not motorized included as a cost of
daily expenses and management.

• For mechanized equipment, the contractor obtain it either by buying or
renting or lease equipment.

• Thus, the capital to purchase or rent such equipment should be
calculated to obtain the cost of capital employed. Therefore the price
of equipment and labor for each hour that control should be obtained.

• Factors to be consideration in determining the cost of mechanization:
i. The price for renting or depreciation for machinery
ii. The cost of operation .
iii. The cost of oil, spare parts, tires
iv. Maintenance and repair costs
v. Cost operator

• According to Mahesh, V. (1979), there are several problems that can
cause the plant suffered damage. One of them is :
i. There are no regular maintenance
ii. The lack of a skilled operator
iii. Lack of skilled mechanics
iv. Poor quality of spare parts
v. Using old and second hand plant
vi. Being careless handling plant
vii. Difficult to get spare parts

PLANT CONTROL METHOD

• The plant is the most precious treasure to the contractor because the
cost of obtaining and use of the plant is quite high, therefore the
control and safety of the plant should be given special attention.

• With that, the plant should be recorded for use as a precautionary
measure.

• At the construction site of the plant is used, then a chart that includes
the sequence of operations for each type of plant should be recorded
as the time, date of delivery of the plant to the construction site, the
use and movement of plants at the construction site, service and
maintenance are carried out.

• Since the plant is so valuable for control measures, the use of the plant
should be recorded time, cost and movement within the site. These three
aspects, according to Harris, F. (1989) can be applied to evaluate their
effectiveness.

i. Time

 Recording time will facilitate the plant manager to decide and
check the exact amount of time the plant operates.

ii. Cost

 Record the cost of maintenance is a step in the control of the
construction costs. The costs taken into account is the cost of
maintenance, repair costs, replacement costs, the cost of fuel and
lubricants.

iii. Movement

 The movement of the plant should be recorded to detect the
position of the plant at any time, be used by anyone and used for
any activity. This can prevent the loss of plant or machinery is idle.

MATERIAL

• Effective management of construction materials expressed as to
achieve the goal to ensure that all materials arrive on site is
appropriate for the work to be carried out, at the right time,
guaranteed quality and best cost.

• Good material management involves scheduling, application process,
ordering, receiving and handling, storage and safety materials.

• While the shipping process even involve suppliers, still requires the
attention of the contractor to ensure a smooth management of
materials.

MATERIAL

• Factors taken into account in determining the price of materials such as:
i. The original price of materials
ii. Transportation fee
iii. Storage price
iv. Wastage

i. The original price of materials
Material prices are not falling profit rates, the price of transportation
and other costs.
Sometimes referred to as the factory price or net price.

ii. Transportation fee
Is a surcharge imposed on a building material for the purpose of
transporting the material to a destination that is found from the factory.

iii. Storage price
For safety reasons, half of the building materials such as cement, wood
or other materials that are flammable and should be kept well
supervised. This will result in an increase in material prices.

iv. Wastage
Wastage will occur in any construction project. Many building materials
are damaged and abandoned. This may be due to the lack of control and
negligence in the maintenance of onsite construction work. It is
estimated that 10-15% of construction materials damaged during
construction work is underway.

OVERHEAD COST AND PROFIT

• Management costs (overhead), the company is a company's
administrative costs. What is included within administrative costs
(overhead) such as:
i. Salaries and allowances of staff
ii. Staff travel claims
iii. Interest on loans
iv. office rental
v. Water, electricity, telephones, office equipment
vi. Income tax

• The percentage rate of profit depends on:
i. size of project
ii. Situation construction sites
iii. Information from clients in the tender documents

PLANT & EQUIPMENT

• bulldozer
• scrapper
• grader
• backactor
• dragline
• face shovel
• skimmer
• tractor shovel
• trencher
• clamshell
• harrow

BULLDOZER

SCRAPPER

GRADDER

BACKACTOR

TRENCHER

DRAGLINE



CHAPTER 3
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DUTIES OF SITE SUPERVISOR

• Record, a daily record of project activities in site diary.
• Monitor the work on site.
• Look after the welfare of employees.
• Ensure that the materials in good condition.
• Controls and check the quality of work.
• Coordinate with contractors, engineers to ensure smooth progress.
• Supervision of works to ensure works are organized properly and on schedule.
• Acceptance of goods on site and manages the storage and records, it will also work

with the clerk site.
• Reporting progress to management work. It will record the percent %, quantity of

work and provide information to the project manager.
• Update work progress and assist in preparation of monthly progress report.

DUTIES OF ASSISTANT ENGINEER

• Responsible for assisting engineers in managing construction activities.
• Perform work on the orders of engineer.
• Require a deeper knowledge of the science and engineering mathematics.
• Who gets technical education recognized. Job scope that is more

challenging and related with assignment engineer.
• Performance help prepare documents and response to the audit site visit.
• Conduct site visits and monitoring of projects.
• Assisting the provision of work schedule.

Relationship Between The Technician And
Assistant Engineer

• Assistant engineer supervise the work done by a technician.

• Assistant engineers and technicians responsible for assisting in the
conduct of research and testing related to the construction project.

• Technicians assist in the testing of soil carried outside or in the
laboratory.

• Assistant engineer to prepare a report of tests conducted

• Assistant engineers manage the technical matters and assisted by
technicians.

Report (Site Diary)

Function of site diary
• Tell us where the current progress
• Provides a record of resources (labor, plant & material)
• Report problems that occur

Report (Site Diary)

Content in Site diary

• Date of work
• Working hours start and end
• Types of work done
• Amount & type of employees, materials, machinery and plant
• Application materials
• Work supervisor notes
• The weather conditions
• Comments on the progress of operations
• Instruction given to the contractor
• Note for senior officer
• Record all sources of dispute and subsequent decision.
• Reports of meeting









TECHNIQUES AND THE
SAFETY PRECAUTIONS FOR

SCAFFOLDING

6 TYPES OF SCAFFOLDING

1. STEP SCAFFOLDING

• Most useful ascending aid for activities involving frequent ascent/descent
and transport of loads.

• Slanting steps reaching from platform to platform with 100mm deep
steps can safely and comfortably be traversed forwards and backwards.

• Stairway rails add to the all around safety.

• No tools required, spacing of platforms by every two meters ease
assembling or dismantling of the tower.

• 200 mm dia swivel castors with locking device and height adjusters to
cope with uneven surfaces for ease of mobility and handling.

• All individual parts are separately available as apares or extension parts.

2. BIRDCAGE SCAFFOLDING

• A birdcage scaffold consists of a mass of standards arranged at regular
intervals in parallel lines, usually evenly spaced apart.

• These standards are laced together with a grid of ledgers and transoms at
every lift height.

• The top lift is boarded to form the access platform for work on ceilings
and soffits, e.g fix lighting, ventilation or sprinklers over an inside area.

• The side bays of the birdcage may also be required to form a normal
access scaffold to the walls supporting the soffit.



3. SINGLE SCAFFOLDING

• Generally used for brick masonry.
• Also called as brick layer’s scaffolding.
• Consists of standards, ledgers, putlogs, which

is parallel to the wall at a distance of about
1.2m.
• Distance between the standard is about 2 to
2.5 m.
• Ledgers connect the standards at vertical
interval of 1.2 to 1.5m.
• Putlogs are taken out from the hole left In the
wall to one end of the ledgers. Putlogs are
placed at an interval of 1.2 to 1.5m.

• The ledgers are tied to the building with cross members called putlog

• It consists of a single row of uprights or standards set away from the wall
at a distance that will accommodate the required width of the working
platform.

• The standard are joined together with horizontal members called
ledgers.

• It is erected as the building rises & mostly used for buildings of
traditional brick construction.

• A putlog scaffold consists of a single row of standards, parallel to the face of
the building and set as far away from it as is necessary to accommodate a
platform as close to the wall as is practicable.

• The standards are connected by a ledger fixed with right angle couplers and
the putlogs are fixed to the ledgers using putlog couplers.

• The blade end of the putlog tube (or putlog adaptor) is normally placed
horizontally on the brickwork being built, taking care to use the maximum
bearing area.





4. COUPLE SCAFFOLDING

• Generally used for stone masonry.
• In stone walls, it is hard to make holes in the wall to support putlogs.
• Two rows of scaffolding is constructed to make it strong.
• The first row is 20-30cm away from the wall and the other one is 1m away

from the first row.
• Then putlogs are placed which are supported by the both frames.
• To make it more strong rakers and cross braces are provided.
• Also called as independent scaffolding.



5.CANTILEVER SCAFFOLDING

• Is a scaffold that is supported by cantilevered load-bearing members.

• Needles should be secured by through bolting, anchoring or propping
between the needle and the floor above.

• Where possible the inboard part of the needle should be at least 3 times
the outboard length.

• The base of the scaffold should be tied to the needle as close as practical
to the locating U head jack.

• The standards are supported on series of needles and these needles are
taken out through holes in the wall



TECHNIQUES AND THE
SAFETY PRECAUTIONS FOR

STRUT

3 TYPES OF SCAFFOLDING

1. RAKING STRUT

• Used to strengthen a wall and to
prevent a wall or vertical part of a
building from bulging or falling away.

• Rakers are to be inclined in the
ground between 45 and 75.

• For tall buildings, the length of the
raker can be reduced by introducing
rider raker.

2. HORIZONTAL STRUT

• A horizontal supporting shore
• Provided for supporting temporarily the

parallel walls of the two adjacent
buildings, which may tend to collapse or
damage when one of the intermediate
buildings has to be pulled down and
rebuilt.
• A single flying shore consists of wall
plates, struts, straining pieces, horizontal
shore, needles, cleats and wedges
• During reconstruction of the
intermediate building, the flying shore
temporarily take up the position of the
dismantled building.