National Institute of Construction Management and Research, Pune

School of Distance Education

ASSIGNMENT

COURSE TITLE: SITE ORGANIZATION AND MANAGEMENT

COURSE NO. : NCP 30

COURSE: PGPCM

MODULE: 13

ASSIGNMENT NO.: 09

DATE OF DISPATCH: 25/04/2013

LAST DATE OF ASSIGNMENT AT CODE OFFICE: 05/05/2013

SUBMITTED BY:

NICMAR

NATIONAL INSTITUTE OF CONSTRUCTION MANAGEMENT AND RESEARCH

SCOOL OF DISTANCE EDUCATION

25/1, BALEWADI, N.I.A. POST OFFICE, PUNE-411045

Assignment on Site Organizations and management NCP 30 Page 1 of 37

 National Institute of Construction Management and Research, Pune
School of Distance Education

ASSIGNMENT

Your company has been awarded a prestigious contract of building 500m length presteressed

concrete bridge on national highway crossing the major river. Due to cultivation on both sides of

highway, very restricted space of only 100m in width and 300m in length is available on both sides

of highway.

To mobilize the site, your management has asked you to house 350T of cement, 300T of steel, 2

size II crawler- Tractor dozer, one mobile crane, one JCB, ten dumpers. Labour force of 100 men

in addition to site office complete with communication set up.

Discuss your plan to organize the site, draw layout sketch showing all details. Wind direction is

from West to East and Bridge direction is East-West.

1- INTRODUCTION:

“MANAGEMENT” as it is truly defined is “THE PROCESS OF DESIGNING AND

MAINTAINING AN ENVIRONMENT IN WHICH INDIVIDUALS, WORKING TOGETHER IN

GROUPS ACCOMPLISH SELECTED AIM”

The aim here is being Construction and Development of a National Highway across a river, where

restricted space has been made available on either side of the National Highway for mobilization.

Thus a thorough study of equipment requirement, manpower needed, etc. in order to plan them

correctly on the available space, became a critical part of the project.

Once the project goal was established, the construction project, which goes into three stages as

mentioned underneath, was started.

1) Pre-Construction Planning

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 National Institute of Construction Management and Research, Pune
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2) Construction Stage

3) Post Construction and Finalization

Formulation of Project

Pre-construction Planning stage is the most important stage in itself, since being the beginning of

the project. Keeping in mind any delay caused or any setbacks created at this stage, can bring

adverse effect in the long run of the project.

Thus taking full co-operation from our head office and from our CEO, an operation to prepare a

thorough “MASTER CONTROL NETWORK” was taken up as the first and foremost move.

An important aspect of pre-construction stage activity is that, on the efficiency of planning,

depends to a large extent the success of the project.

After making a thorough study on the project with regards to parameter of the project,

methodology of construction, planning, time frame, cost aspect, quality norm and manpower

required, a Site Organization Chart shall be prepared.

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 National Institute of Construction Management and Research, Pune
School of Distance Education

2- SITE ORGANIZATION CHART-

Based upon the management, technical functions and the facets of the construction work the

requirement of managerial and as well as other staff including supervisors can be finalized as

below:-

TYPICAL ORGANIZATION CHART

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 National Institute of Construction Management and Research, Pune
School of Distance Education

A) Management Staff: - Description of functions, responsibility and Authority

1) Project Manager: - He shall be the legal and the social head of the housing colony

project site and shall be responsible for making decisions, ceremonial functions, team

building, and overall performance of the contract management including financial

control, technical management, resource management and quality management. He

shall be accountable for planning, mobilization, motivating, directing, coordinating

and controlling all the activities at project site that are necessary to complete the

project with in agreed time and cost schedule. He shall be the sole representative to

conduct all communication with the client or other external parties and shall be

responsible to transmit relevant information received from external or internal system

to the concerned personnel in the work place and also represents the organizations on

major negotiations regarding conflicting issues and business related matters.

It is necessary for a project Manager to possess qualities as mentioned under:

 A technically sound person appropriately qualified with adequate experience on

comparable project.

 A good leader capable of galvanizing the project team to achieve common goal.

 A good planner himself to guide the planning process.

 Analyses data and takes quick decision.

 A trouble shooter, should be able to pickup the problem areas for affecting solution.

 A disciplinarian, who is liked, respected and at the time feared.

 Possess good communication skill and language ability.

Given below are some of the responsibilities of a good project Manager:

 Coordinating the effort of the project team and functional department.

 Project scheduling and achieving the scheduled program to complete the project.

 Mobilization resources such as material, labor equipment, funds.

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 National Institute of Construction Management and Research, Pune
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 Monitoring performance on regular basis, and reporting to head office and top management.

 Maintaining close liaison with the top management and transmitting their perception to the

project team.

 Coordination and liaison with all agencies e.g. statutory bodies, Government, Owner,

Consultant, Public Bodies. He would create a positive image of the project, maintain good

communication and dispel fear or doubt, removing misconception about the project.

 Foreseeing problem ahead of occurrence and formulating a contingency plan.

 Quality assurance and quality control.

 Project Cost control.

 Management of project team and personnel. The organization should operate as a group, and not

in water tight bureaucratic layers.

 Control and safeguard of asset under his control.

 Maintain financial propriety and observe professional norm, to depict picture of transparency

and fair play.

2) Contract Manager: - He shall be responsible for the administration and monitoring

of the contract and shall be assisting the Project Manager in the preparation review

and administration of contractual proposals relating to the project execution work

including Subcontractor’s appointments. QS & billing department shall be under the

control of Contract Manager and one Deputy Manager including two Engineers and one

draughtsman shall assist him.

3) Technical Manager/Chief Architect: - He shall be responsible for the technical

matters (Design and Drawing related) including setting out at site, preparation and

distribution of shop drawings, designing of Form work, preparation of bar bending

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 National Institute of Construction Management and Research, Pune
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schedules and preparation/implementation of method statement for the scheduled

activities. He shall be assisted by one Civil Engineer (design), one junior architect and

3 draughtsmen, one Survey Engineer and 3 Astt. Surveyors

4) Planning Manager: - He shall be responsible for the planning, controlling and

coordinating the project works in order to complete the project as per agreed time and

cost schedule. He shall be providing continuous information to the Project Manager on

the planned targets, actual progress achieved and the likely trends along with the

remedial measures. He shall be assisted by 2 Engineers.

Any site is headed by a Planning manager, who works closely with the Project

Manager/ Engineer In Charge. His technical knowledge of the project, scheduling and

controlling techniques are important for the project success. He prepares and updates

the Master Control Network and sub –network. At major sites a computer should be

installed which would keep the network updated and take out resources and input

required from time to time.

He should ensure that the site and the head office work in total co-ordination. Thus

through a proper MIS (Management Information System) flow of information is

maintained between the site and Head office.

5) Finance and Costing: - He shall be responsible for the internal accounting system

(cash flow, expenses etc.) and financial accounting (financial forecast, project budget

and cost controlling of the project) required for the project. He shall be assisted by one

Cost Engineer, two accountants.

A Finance Manager is an important part of the team. His function is not a controller of

accounts, but his job is to provide an important input to the project i.e. “Finance”. His

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 National Institute of Construction Management and Research, Pune
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operation extends beyond maintenance of accounts, preparation of trial balance.

Follow-up payments etc., but he has to innovate and ensure that required cash flow is

prepared for the project. Many a times the finance representatives and engineers at a

project do not work in unison, when individual egos conflict with project priority. It is

necessary to avoid situation by proper team building and communication. The financial

resources of a project are limited, and largely have to be managed by generation from

the project itself. It is seen that, if a project manager keep finance Managers in the

picture of what is happening at the project, helps in the later getting a true perspective.

It also involves the Finance Manager into the project team to become proactive.

6) Personnel Manager: - he shall be responsible for the welfare, recruitment, of the

staff including supervisors (to be recruited on temporary basis with in the vicinity of the

project site) required for the project. He shall be assisted by one recruitment Officer and

2 Office Assistants.

A project has considerable activity related to manpower deployed. This is taken care by

the personnel Department. All record of employees, with respect to their pay, leave,

transfer, promotion, training etc. is kept here. Though the project was of limited

duration, but for the period of its operation record had to be maintained. At construction

site, certain social problems may also be encountered. Most sites are at far off and

inaccessible location, where employees would be staying with their families. The

project authorities must decide upon at the beginning of the project itself, whether a

particular project will be a family station or a non-family station. It is found that in

short duration projects up to 2 years. It is better to treat the site as non-family station.

The employees in turn can be given 2 weeks off after one year to spend time with their

families. If however, the project duration is 3 years or more, it is worthwhile to

consider families above certain level to stay at site, in which case necessary provision

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 National Institute of Construction Management and Research, Pune
School of Distance Education

of residential accommodation, transport, school, medical facilities etc. at the project site

is necessary.

Various administrative functions of a project like keeping co-ordination with local and

statutory authorities, labor commissioner, public relation etc. is looked after under this

department.

7) Mechanical Manager: - He shall be responsible for the planning, performance and

maintenance of the major (earthwork equipments, concrete plant and equipments,

materials hoisting plant, cranes) and minor construction equipments required during the

execution of the work. He shall be assisted by two Mechanical Engineers and four

foremen/supervisors.

8) Quality Manager: - He shall be responsible for the overall quality formulation and

implementation at site. He shall be assisted by two Engineers and 3 supervisors.

A quality Control laboratory and testing facilities are set up at every major site. The

quality control Engineer will ensure that work is progressing with the quality norms. It

is a good practice to prepare a “Field Quality Assurance manual” at the very start of the

project. This document will detail all the requirement of quality test and checks, which

will be carried out at various stages as the project proceeds. The norm of quality should

be “Quality first time, every time”. A Field Quality Assurance Manual serves the

purpose of sensitizing all the project team including the client representative’s to the

requirement of quality maintenance at the site. In a multidisciplinary construction

project, where along with civil engineering other disciplines such as electrical,

mechanical, electronic, instrumentation, air-conditioning and refrigeration,

communication etc. also come into operation, needs provision of equipment, machinery

and fixtures, which have laid down specification and quality norm to be followed. Such

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 National Institute of Construction Management and Research, Pune
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equipment being manufactured by a vendor has the necessity of quality control to be

established at the vendors manufacturing unit also.

9) Material Manager: - He shall be responsible for the timely supply and procurement

of the materials required during the construction work. He shall be assisted by a store

officer, 2 store keeper and 3 supervisors.

B) Field Staff:-

1) Deputy Project Manager/Construction Manager: - He shall be responsible for the

progress of work at site by carrying out of the construction activities in consultation with

the Project Manager. He shall be assisted by number of field managers/staff so as to

effectively execute and monitor the various activities to complete the work with in agreed

time and cost.

As mentioned earlier the housing colony project is divided into two sub projects and further

to work centres so as to effectively manage and monitor the progress of work. The field

Managers/Staff under the supervisory control of Construction Manager is as follows.

2) Manager (Residential Buildings):- He shall be site in charge for the

execution/completion of construction of all residential buildings. He shall be assisted by

4 Site Engineers, one Electric Engineer, 10 foreman/supervisors (Foundation/

superstructure/finishing (shuttering, masonry, steel work, painting work, carpentry and

joinery, electrical works, plumbing and sanitary works))

3) Manager (Commercial Buildings):- He shall be site in charge for the

execution/completion of construction of all commercial buildings. He shall be assisted

by 2 Site Engineers, one Electric Engineer, 10 foreman/supervisors (Foundation/

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 National Institute of Construction Management and Research, Pune
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superstructure/finishing (shuttering, masonry, steel work, carpentry and joinery, painting

work, electrical works, plumbing and sanitary works)).

3- PROJECT COMMUNICATION

3.1 INTRODUCTION

The essence of our method of work was on emphasis on communication, particularly in the lateral

direction, among the teams and within the teams. In a way, communication was the key to

managing this gigantic project. To get the best from our team members, being the person In-charge

of the site, I spoke to them frequently on the goals and objectives of the organization, emphasizing

the importance of each member’s specific contribution towards realization of these goals. At the

same time, I tried to be receptive to every constructive idea emanating from any sub-ordinates and

to relay it in an appropriate form for critical examination and implementation. I used

communication to promote understanding and to come to an agreement with colleagues in defining

the problems that existed and in identifying the action necessary to be taken to solve them.

Authentic communication was the tool used for managing the project.

Single most important managerial tactic in this successful program, is a pro-active follow-up.

Through the follow-up on the work done at different department, rapid progress has been achieved

at the most harmonious manner.

It’s so truly said,

“God can do tremendous things through the person who doesn’t care about who gets the credit.

The ego involvement must go. Before God trusts you with success, you have to prove yourself

humble enough to handle the big Prize”

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 National Institute of Construction Management and Research, Pune
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……… Schullers

We learned the hard way that the biggest problem of the project management is to achieve a

regular and efficient interfacing between the different individuals (Team members at site) and

work centers i.e. the head office. Hard work can be set at naught in absence of proper co-

ordination. Close intervention with different work centers create such harmony, that the fine

threads of individual efforts were woven into a mighty fabric of great strength.

It was here that the actual site execution work would really take off. It is the activity through which

all plans are transferred into reality. The completion of project and realization of goal is achieved

through the satisfactory conduct of this activity.

As it is said,” Proof of Pudding is in eating it” therefore execution only can determine whether the

project is going on well or otherwise. In site management operation, actual execution is the

important theatre activity. The planning process, organization, agencies, material and equipment

all come into play in execution.

It’s so truly said that emergencies and unforeseen problems might crop up. But they should not

upset or delay the normal activities planned for the day. Facing the pressure with commitment,

determination and positive approach, would certainly lead to success in achieving the goal.

Construction projects are best organized by tasks into task responsibility centers. They are best

managed by work packages and best planned and monitored by activities. Here This Project

organized successfully by linking & coordinating activities for successful completion of Project.

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 National Institute of Construction Management and Research, Pune
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Also Formal organization structure has been Prepared Keeping in view “Lean & Thin ’’

Structuring.

During Structuring Authority has been also delegated as Assign Responsibility without Authority

is meaningless.

Other than above Effective communication have vital Role in Management Control

Communication for organization is like that As Blood is for Human Body. If blood

Flow stops, Human Body collapse .In today’s organizations Information must flow faster than

even before. Even a short stoppage on a fast moving Project can be

Very costly in terms of lost output. Here Effective communication is being used to integrate the

managerial Functions, to lead, direct, motivate, and create a climate in which people want to

contribute to Establish Mission i.e. Successful Completion of this Project.

The performance of any project can be evaluated from the daily reports and other correspondence

that it maintains. Well framed reporting systems serve as an effective tool of information, which if

compiled, documented and analyzed, provides a record on the project for 'future reference. The

management can adopt certain systems to control the progress of a project. The documentation

required, acts as an effective tool of control over the overall performance of every individual, from

the engineer, the site staff, consultants to the architect, involved in these systems. The procedure

for documentation of the in-house and outside correspondence, at different stages of work, is

standardized, In this chapter we discuss some of these procedures and the methods of

correspondence, that facilitate the working and help gain overall control over the staff and systems.

Formal communication

Communication flows in four directions: downwards, upwards, and horizontally and laterally. The

following figure shows the flow of communication in a construction firm.

Project
Manager
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Downward
Lateral

Architect Lateral Engineers Quantity

Surveyor

Upward Lateral Upward

Engineering
QS Team
Team

Downward communication starts at the top and flows down through the project levels to

workers. The major purpose of downward communication is to provide subordinates with

information on goals, strategies and policies. Downward communication is likely to be filtered,

modified, or halted at each level as managers decide what should be passed down to employees.

Upward communication - When employees send a message to their superiors, they are using

upward communication. The main function of upward communication is to supply information to

the upper levels about what is happening at the lower levels.

Horizontal communication occurs between people on the same level of the hierarchy and is

designed to ensure or improve co-ordination of the work effort. It is formal communication, but

does not follow a chain of command. Effective horizontal communication should prevent tunnel

vision in the organization.

Lateral communication takes place between people at different levels of the hierarchy and is

usually designed to provide information, co-ordination or assistance to either or both parties.

Informal communication

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 National Institute of Construction Management and Research, Pune
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Informal communication, commonly called ³the grapevine´, can begin with anyone in the

organization and can flow in any direction. The grapevines prime function is to disseminate

information to employees that is relevant to their needs. In the construction industry, the following

are informal communication methods:

 Regular contact

 Mind reading

 Motivation to speak

3.2 PROJECT COMMUNICATION WITH HEAD QUARTER

All correspondence is related to the progress of the site work.-

Correspondence from the site to Head Office is an important communication channel for the senior

management.-

The required frequency of reports and the correspondence from the site to Head office is directly

proportional.-

Daily correspondence-

Fortnightly correspondence-

Monthly correspondence

DAILY CORRESPONDENCE

This is the day to day reporting to the Head Office by the Project Engineer or site in-charge.-

The Project Engineer should leave the site, half an hour prior to the closing time for reporting to

the Head Office.-

If many sites are in progress, all site engineers, reporting to the Head Office, should note down the

time of their respective reporting and departure.-

The documents should be collected in their respective site trays at the H.O.

(1) D.P.R. (DAILY PROGRESS REPORT)

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 National Institute of Construction Management and Research, Pune
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It is a very important report.-

It is in a tabular format, indicating the actual work completed at the site on a particular day, the

quantity of cement bags consumed per building and the ratio of cement bags/sq.m.

D.P.R. of the previous day should be written and submitted immediately on the next day.

Work program of each building, for the next day, should be written separately.-

The arrival time of the contractor's labour and the departmental labour is note desperately.

Every D.P.R. must carry the name of the site, date and should be duly signed by the senior

engineer and the Project Engineer.

The D.P.R. is a tool for the higher authorities / Chief Engineer to check the activities of the day.

(2) MATERIAL INWARD REPORT

This report deals with the opening and closing balance of cement, empty bags, lime, blocks etc.

It gives information of all the materials received and is attached with the challans from suppliers.

Supplier's challan should contain the following information

Supplier's name-

Challan number-

Date-

Site-

Site stamp with the storekeeper's signature-

Quantity of material! Measurement of truck -

Time-

Signature of the driver-

Name, class, type, quality and quantity of the materials received

On every challan, the measurement of the truck, receiving time and the vehicle number must be

noted.-

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 National Institute of Construction Management and Research, Pune
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The challan for the material received, should be stamped on the other side, along with the Project

Engineer's signature.-

It makes records of all material received. Material transferred from site to site can also be noted

with the IO.C. No. and the M.T.R. No.

(3) M.T.R. (MATERIAL TRANSFER RECEIPT)

It is the receipt for any material transferred from one site to the other. It notes down the quantity

along with the S.R.P. (Stock register page) No. and the M.T.R. No.

(4) MATERIAL ISSUE SLIP

This slip is used by the site engineer/supervisor for issuing materials to the contractor /

departmental labourer from the store.-

The storekeeper must not issue any material without the material issue slip. The Engineer must

carry an issue slip book with him while on site.-

The material issue slip has the following advantages-

It helps control all work activities, since every material is issued by the engineer. Materials can be

utilized properly.

Entry of the personnel in the store can be controlled.-

Material reconciliation for a particular work in a particular building can be done. Signature of

contractor /representative confirms the acceptance of materials.

(5) DAILY STORE CONSUMPTION REPORT

It notes the material issued to the contractor along with the date, particulars, quantity and the

building where it is used. It also gives details like who issued it, to whom and the S.R.P. No.-

This report should be kept at the site along with the original issue slip.-

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 National Institute of Construction Management and Research, Pune
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It is to be written by the storekeeper.-

It is useful in record updating and reporting to the Head office.

(6) DAILY (DEPARTMENTAL) LABOUR SLIP

This report records the details of labourers, directly appointed by the company as departmental

labourers. These details are recorded by the supervisor.-

The Engineer should check the sites where these labourers work.-

The report gives self explanatory description of the work done by the departmental labourers along

with their designations. It should be signed by the site engineer and the Project Engineer.-

The report enables in the verification and preparing of the weekly cash bill of departmental labour.

(7) MEMO DETAILS

Avoid issuing a memo to contractors. If at all it is to be written ensure that it is signed by the

contractor and is forwarded to Head office for necessary action.-

Memo notes can be sent to contractors for deduction of payment from his bill, for reasons like non-

fulfilment of work as per the agreement, failure in maintaining the work schedule, wastage of

material or instructions regarding the program of work, improvement in quality etc.

It should be sent in duplicate to the Head Office.-

After the Chief Engineer signs the memo, a copy should go to the contractor and the other to the

respective division for necessary actions.

WEEKLY CORRESPONDENCE

(1) CASH BILLS

Cash bills should be submitted to the Head Office every week on pre-arranged day.

(2) SETTLEMENT OF ACCOUNTS

On account' money can be given to the site engineer depending on the expenses that might be

incurred during the coming week.- Cash voucher receipt (Refer Format No. 13.10) should be made

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 National Institute of Construction Management and Research, Pune
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with complete narration and supporting documents. It should be forwarded to the Head Office on a

pre-arranged day and should be adjusted against the imprest amount.

(3)INDENT (REQUISITION)

Indent is a printed format to raise demands for materials required at the site. It can be submitted

twice a week to the purchase department through the Chief Engineer.

(4)PENDING INDENT

Pending indents are re-submitted when the material for indents submitted earlier has not been

received, nor has the information regarding their supply been received from the purchase

department.-

They should be submitted on a fortnightly basis.

FORTNIGHTLY REPORTING

Submit updated RA. Bills every fortnight to the Head Office.

RA. Bills could be a labour bill for RC.C. Masonry, tiling, plumbing etc.-

Customer enquiry report should be submitted every 15 days to the sales department.

MONTHLY REPORTING

The site should send the following reports to the Head Office every month on a fixed day.

(1) MONTHLY MATERIAL CONSUMPTION REPORT

This statement records the total material consumption during a particular month and sent to the

Head Office for verification.-

IT gives an idea of the total receipt, previous balance, updated stock, consumption during the

month, and transfer to other sites etc.

(2) MONTHLY CEMENT CONSUMPTION REPORT

This report records the opening balance every day, cement received, total stock, consumption per

day, transfer to any other site (+/-), closing stock and S.RP. No. It is submitted to the Head Office.

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 National Institute of Construction Management and Research, Pune
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(3) ELECTRIC METER READING REPORT

Every construction site has an electric meter on site.-

Large projects will have more than one electric meter.-

If the bills are more than expected, it might be due to wrong feeding of the meter reading. Have it

cross-checked with the reading noted down by the site staff.

Approach the Electricity Board for getting the bill corrected according to the actual reading.

This helps in avoiding excess payments for electricity.

(4) WATER METER READING REPORT

Maintain records for water supplied by the Municipal Corporation.

This report helps calculate the total consumption of water at the construction site for a given

month. Also the bills received from the Municipal Corporation can be cross checked.

These readings will help calculate the constant of water charges per sq.m/s.ft. Of built-up and for

future estimations.

(5) MACHINERY AND INSTRUMENT REPORT

Construction sites have construction machineries and instruments such as concrete mixer, lift,

vibrator, diesel engine, dumpy level, theodolite etc.-

Ongoing work at different sites can make very difficult to find out the conditions of machineries at

each site.-

Machinery report helps in maintaining all the machines at all times.-

These reports are to be sent to the maintenance division every month, along with details of the

machine, make/type, numbers, H.P., phase condition of the machines, causes for maintenance,

estimated cost of repairs etc.

(6) EXCESS MATERIAL LIST

Excess material list indicates the material available at the site, not required for a certain period and

time.-

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In such cases, the material can be utilized at another site.

The report should be sent to the purchase department through the Chief Engineer, to cater to the

requirements of another site instead of purchasing new materials.

(7) CONSTRUCTION PROGRESS CHART

This report should be prepared every month for each site.-

It records and helps calculate the work progress of each activity, for a particular building, as a

percentage.

The percentage derived, is based on the average calculation of the estimated expenses for each

activity.-

This chart is very important for the management.

The quantum of the work completed during the month, for each site/ each building, can be justified

and total funds used can also be compared and justified using this chart.

Over and above this report, a monthly report should be prepared by the Chief Engineer and

forwarded to the Directors.

It should contain the relevant information regarding the progress of project. Details of this report

are as follows

It should be submitted by the Chief Engineer on a fixed day, every month.

It should include details of all the work completed at the site, during that month.

Possession dates should also be given along with this report.

Reasons for the delay of work, if any, should be mentioned.

The report should be submitted to the Director to inform him of the progress of work at the site

(8) CUBE TESTING REPORT

Apart from these reports, the site staff should send concrete cubes taken during concreting work to

the testing laboratory for testing purposes, as and when required.-

Test cubes should be sent with all information.-

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Records should be maintained at site and a copy of cube testing report should be sent to Head

Office for office record purpose.

3.3 REPORTING SYSTEM

The site in-charge should report to the Chief -

Engineer each evening. .-

Site in-charge should leave the site half an hour prior to the closing hour for reporting to the C.E.

Apart from this, he should discuss the following aspects of the daily schedule -

Progress of work -

The next day's program-

Accidents (if any)-

Visits of the top management.-

Decisions/ drawings required from the architect/ consultants-

Receipt of material, storage and requirement of urgent material (if any)-

Thefts/disputes at the site-

Rejection of materials-

Water /electricity supply failure/machine failure-

Quality of materials-

Any other related points

NOTE

The site engineer should collect the required certificates/documents during the site visits of the

Architect and submit a copy to the Head Office.

3.4 CORRESPONDENCE FROM SITE TO STRUCTURAL DESIGNER

For any corrections after checking the working drawings with the RC.C. Drawings, the site in-

charge should directly contact the structural designer after informing the C.E.

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The structural designer should be contacted for,

Checking the strata/trial pit-

Checking the reinforcement before the concreting of slabs-

Checking of reinforcement for O.H.W.T./ U.G.W.T. / septic tanks/other critical work Queries

regarding RC.C. Drawings

Checking the strength and stability of a particular member of the structure after casting-

For the structural details required for any rectification work

NOTE

: The site engineer should collect the required certificates/documents during the site visits of the

RC.C. Designer and submit a copy to the Head Office.

3.5 CORRESPONDENCE TO OTHER CONSULTANTS

(1) ELECTRICAL CONSULTANT

The site in-charge should contact the electrical consultant for:-

Estimation of cabling work/layout and to give requirement of cables-

Checking the layout of LT. room-

During slab concreting-

During road work for electrical conduiting.

For installation of meter for construction purposes and shifting of meter while the work is in

progress-

To supervise installation of the meter.-

During the development work/street lighting work etc.-

Checking of material specifications-

Checking of work samples

NOTE

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: The site engineer should collect the required certificates/documents during the site visits of the

consultant and submit a copy to the Head Office.

(2) PLUMBING CONSULTANT

The plumbing consultant should be contacted after receiving all the drawings,-

To discuss practical difficulties of the drawing.-

To show the sample collection of plumbing pipes, fittings and accessories.-To check and certify

water and drainage stacks, details using different testing methods like pressure testing, smoke

testing etc.-

To get the corrections done if any changes occur due to extra amenity/practical difficulties.-To

check the water supply grid development work, drainage line development work and storm water

drainage work.-

To collect actual measurements on site for preparing record drawings.-For all queries confirmation

from municipal authorities.

3.6 CORRESPONDENCE FROM SITE TO SUBCONTRACTOR

The site in-charge should discuss and enter all the points in the memo book/letter. A copy should

be sent to the Head Office as a record.

Progress of work

Quality of work

Program of work

Preparation of RA bills

Work out material requirement at various stages and estimates for the same-

Explanations regarding the drawings

Confirmation of rates other than given in the agreement

Extra amenity information (if any)

Memo/Instruction for bad quality of completed work

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Site cleaning.

Misuse of material, control of wastage, minor wastage memos-

Misbehaviour of labourers

Planning of labour hutments and discipline.

Material stacking at the site by the contractor-

Termination of contract through the Head Office, if required

3.7 CORRESPONDENCE FROM HEAD OFFICE TO SITE

This includes all documents received from the Head Office to the site-

Circulars-

Minutes of meeting-

Issue of drawings and contractor's-

Agreements-

Specifications-

Extra amenity debit/credit notes of modifications-I.O.C. from purchase department-

Copy of cash payment bill-

Work order copies-

Decisions regarding any queries by the site, through higher authorities-

Queries regarding bills, quality report, challans etc. from the account department

Instructions regarding seminars, site visits etc.-

Briefings about new policy matters of the management.

3.8 CORRESPONDENCE FROM H.O. TO SUBCONTRACTOR / SUPPLIERS

This is includes discussions between the subcontractors and the management for--

Work speed-

Balance work.-

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Quality of work.-

Site meetings.-

Payment status-

Issue of cheques-

Memos for bad quality-

Control of wastage-

Mistakes at site-

Other disciplinary actions-

Work program-

Legal formalities-

Any other problems of the subcontractors

4- LAYOUT PLAN

Good site layout is important to improve productivity. You need to arrange your construction site

in such a way as to make it function as efficiently as possible. With bad layout, time and materials

are wasted through double handling. Transport and handling of materials always cost money.

Every time you more a stack of bricks around your site, the real cost to you increases. One of the

reasons for slow progress and high cost of construction projects is the lack of site planning,

including poor site layout.

The layout plan of the site will depend upon two main factors: the methods and sequence of

operations to be employed in carrying out he work, and the space available. The methods and

sequence will have been considered at the time that the estimate and tender were prepared. When

the contract is awarded, you should take another careful look at these ideas before preparing a

detailed site layout plan. These plans must be prepared in advance and they must be prepared by

someone with good planning skills and experience. It is often easier to save money through

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planning than by raising site productivity, but these savings can only be obtained if you take

enough time to think about all the possible alternatives before deciding on how to layout the site.

Contract documents:

The contract document for the proposed project is voluminous and contains the following

documents:

a) Notice inviting tender.

b) Information and instructions to tenderer.

c) General conditions of contract.

d) Special conditions of contract.

e) Schedule of quantitative and cost.

f) Tender drawings.

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g) Specification for works.

h) Forms for bank guarantee in respect of earnest money.

i) Performance guarantee.

j) Mobilization advance etc.

k) Hypothecation deeds for construction equipment.

l) Tender related correspondence and the letter of award/acceptance.

While the provisions existing in various clauses of the different sections of the document have

their own independent intent, meaning and interpretation, a proper management of the contract is

set up for interpretation of individual clauses in harmony with others, so that it is in the interest of

efficient and timely execution of work. This is applicable both to the client and the contractor. For

the proposed work, work below ground is allotted as cost plus percentage rate and for work above

ground it is allotted as item rate contract. It is also assumed that the contract drawn up is fair and

equitable and takes into account requirements of client and possible difficulties that may be

experienced by the contractor in his operations.

5- SITE CLEARANCE

Before setting up of enabling works, it is necessary to make the site clear from various aspects

such as: -Any stockpile of irrelevant material laid on site. Any machinery, equipment or vehicle

not related to proposed site work. Plant, vegetation or crops of reasonable height in the proposed

site area. Depending upon the direction of wind mentioned, provision of temporary unit such as

barrier is made on the west side of the bridge to avoid accumulation of unnecessary dust & rubbish

materials. Removal of small pebbles, sharp edge stones, loose soil material from the surface of site

area. Demolition of any previous temporary structure present on the site.

CONSTRUCTING INFRASTRUCTURAL FACILITIES

The following infrastructure facilities should be constructed for the proposed bridge site:

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1) Temporary roads should be leveled and a sufficient base course should be provided to

cope with the traffic that is unlikely to use them.

2) Regular power supply should be made available from the grid passing nearby Or

electric power will have to be generated by installing diesel-penetrating sets at the site.

3) Water supply can be arranged by providing underground storage tank and distribution

through a pumping system and overhead tank. For sewage disposal, septic tank should

be provided and if it is not sufficient it may be necessary to provide oxidation pond.

Site camps are erected on site for resident engineers & persons working onsite. These

are in the form of light steel or wooden structure, which are mounted on skid beams or

wheels, so that they can be moved as and when required. These are provided with

electrical, plumbing and sanitary fixture, and the system becomes operational at site by

plugging into the electrical and water supply. The site is also provided with the latest

possible communication technology, such as cellular phone, Internet, intranet, wan etc.

ORGANIZING UTILITIES

All the utilities and resources available on the proposed bridge should be organized properly so as

to avail the maximum benefit. Storeroom containing ‘A’ class items should be provided by a

watchman’s cabin adjacent to it. Steel should stacked in open yard, protected by fencing. The

utility yard should be attached to the steel yard by a common fencing. Aggregates should be

stacked as near as possible to the batching plant or concrete mix, so as to avoid unnecessary

movement and double handling of material. Camp for persons working on site should be located

on one side of the site for avoiding dust and noise, generated on site. Store rooms:- Store rooms

should be constructed in a place where access for unloading of materials is easier, which leads to

safety of the work forces. Toilets, latrines should be constructed downwind with proper slope for

drainage.

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Specialist shops like steel bender, carpenter, and block makers should be located/constructed near

to their stores or mixer, inside crane radius.

SECURITY

The proposed bridge site should be secured against possible thefts and damage causing loss to the

governing authority. It should be secured for: Loss of material, mobile machinery or equipment, at

night times or at times when work is not in progress. 2 nos. of watchmen, each working for a 12-

hour shift will serve for this purpose. Confidential information prevailing outside the organization:

This can be prevented by storing the confidential data in systems and records, approachable only to

the top management with the M.D. keeping the password key. The entire document, paperwork

related to site work should be properly stored in cupboards under the jurisdiction of a reliable

accountant/clerk, acting as a common person to all the concerned departments. All the persons

working on site should be well secured against thefts, robbery, political influence & undue

pressure of higher authorities. Also the personnel working on site should be secured against any

sort of mishap or accident, likely to occur due to negligence of safety conditions. Reconciliation of

materials: A daily checkups should be done on site especially for the stores, from the Storekeeper.

There are three ways to find out how much money the company is losing because of damage and

deterioration of materials.

a) Looking carefully around the site and checking through the site, usually shows example of poor

placing and storage of materials.

b) Comparing figures given in orders, receipts and issues, and checking of remaining stocks.

c) Measuring the work done and calculating the materials used.

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6- MOBILIZATION:

Departmental Staff: -

a) Before mobilizing staff members like engineers, supervisors and workmen, it is necessary

to construct and prepare proper accommodation such as residential quarters & workmen’s

hut with accurate fencing/boundary wall around the project.

b) Security check post should be fixed at gates, with guiding instructions to the security

person for receiving & issuance of men, materials & machinery.

c) Departmental site office shall be erected at proper location i.e. free from any noise, dust,

easily accessible from all directions of site. Also the location should not obstruct movement

of men, materials & machinery.

d) The departmental staff should be mobilized at least 3 days prior to commencement of work

& a mandatory visit of the complete site should be arranged for the entire department

(technical & non- technical) so as to get acquainted with the site area for convenience in

working.

e) The departmental staff shall be informed well in advance about the mobilization date by a

formal notice, and on that particular date, the entire staff shall be mobilized by means of

conveyance arranged. i.e. Bus, for people residing in the range of 100 km. & trains for

people exceeding the range of 100 km.

Contractors:

a) Contractors should be informed with a formal notice, after the allotment of work (i.e.

Contract) for mobilization of their staff, machineries & other required resources.

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b) It is the duty of contractor to get himself & his resources mobilized well in advance before

the initiation of work i.e. before the actual execution of work starts i.e. around a week

before, so as to avoid inconvenience to the client & the subcontractors.

c) After mobilizing on site physically, he should impart instruction & guidelines to his staff &

sub contractors about the proposed work & thereby the work line of action. He should also,

make his staff well acquainted with the site area & arrange his machinery in consultation

with the client’s engineer so as to avoid unnecessary wastage of time & materials.

SUBCONTRACTORS:

a) For the proposed work, the contractor has appointed subcontractors related to various

stages of work such as: Labours for pre-stressing work.. Labour for casting work. Labour

for disposal of scrap & wastage.

b) The contractors should arrange the mobilization of subcontractor &possibly it should be

according to his planned mobilization so as to get himself & the sub-contractors ensured

about the adequacy of resources &information required for the execution of work.

c) In case of any requirement from the contractor’s side, the subcontractor should intimate

him, well before the work starts so that the contractor will arrange for it or arrange for a

suitable alternative, after consulting with the clients engineer. Mobilisation also includes

carrying out enabling works, some of which are mentioned below:

Enabling works

Under works of this category, structures and appurtenants which facilitate undertaking the actual

project work are included. In the Master Control Network and planning for the project details of

enabling work would be included. The extent of enabling work would vary depending the size and

nature of the project. On a large project costing a few hundred cores, the enabling work itself could

form into a mini- project. The enabling works would include the following items

a) Fencing/boundary wall around the project, fixing security check post and gates.

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b) Site Office

c) Camp for accommodatin Engineers, Supervisors, and Workmen.

d) Store for materials

e) Construction Plant and equipment

f) Static plant such as concrete batching plant, pre-cast concrete element plant, block making

plant, hot mix plant.

g) Mobile plant such as Trucks, Dumper, Bulldozer Grader, Vibratory and pneumatic Road

Roller, Bitumen sprayer Transit mixer, Concrete Pump, Crane, front end loader,

compressor. These Plant and Equipment are mobile, and can be shifted from place to place

on regular basis.

Stores and suppliers:

Storage areas should be located near to the static plants. For storage of 350 tons of cement,

stacking yards should be covered with shed. But here as the cement is to be used in large quantity

for concreting by batching plant and pre-stressed element plant, so it is stored in bulk in vertical

silos. Also 300 tons of steel is to be stored which can be stored in open yards with proper fencing

and near to bar bender’s workshop. Care should be taken that water does not get accumulated in

this yard and there is proper slope to drain the rain water. Stone metal and sand can be stored in

open yards, stacked in heaps with proper fencing so that the material does not get mix up with the

outer material. The suppliers in the vicinity of Delhi should be invited on site by a formal notice

and a meeting should be held up with the consultation of clients engineer and contractor,

specifying the suppliers clearly about the following factors:

a. Quantity of material.

b. Quality of material.

c. Terms and conditions of contract.

d. Mode of transportation.

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e. Delivery at a short notice.

The suppliers should make the above factors clear in a formal quotation and submit it to the

organization. The department will further scrutinize the quotations of various suppliers and allot

the same to the most optimum supplier.

Workshop

For the maintenance of plant and equipment both static and mobile, it is necessary to have a

workshop which will undertake the maintenance, repair, overhauling and major replacement of

equipment. Workshop is geared up to; carry out preventive and scheduled maintenance which is

essential to keep the break-down of equipment to bare minimum. The workshop should have

facilities for servicing, carrying outgeneral repair, engine over-haul, calibration of Diesel Pump

etc. Workshop should have a small machine shop attached with lathes, drilling machine, welding,

boring machine, painting, denting, sheet metal work etc. It is also to be equipped with auto-

electrical repair, battery charger, tyre repair etc.

QUARRY:

For the proposed bridge site near Panvel certain queries are searched and found for arranging

materials required for the construction of pre-stressed bridge such as:

a) At a distance of 10 kms. from the site, strata below the ground i.e. around 3m below

ground is found adequately hard so as to be used as aggregate after processing it in

crushers.

b) Also at a distance of 25 kms. from the site, along the coastal side, natural sand is available

in plenty known as river sand, which is screened and used as required.

If transportation cost is affordable, then in between Lonavla & Khopoli, abundant of hard rock,

boulder & stones are available, which can be used at various construction stages of pre-stressed

concrete bridge.

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Stores and stacking yards

In the project site, sufficient covered stores or open storage is necessary for maintaining the

material in good condition. Cement is usually supplied in bags, which is stored at the site in

covered shed. The sheds are constructed with brick wall, IPS floor, tubular structure trusses,

roofing with sheets. Bags not exceeding 10 are stacked one over another. If more than 10 bags are

stacked, then the lower bags tend to set, making cement non-usable. In case cement is used in large

quantities for concreting by the batching plant, and pre-cast element plant, is stored in bulk in

vertical silos. The silos are filled up by a pneumatic pump fixed on the cement bulk carrier. From

the silo cement is conveyed into the mixer of the batching plant and pre-cast element plant,

through a screw conveyor.

Services

The site camp is to be provided with services like electric supply, sewage disposal,

communication, telephone. In case regular power supply is available from the grid, it can be

tapped and necessary substation with transformer installed at site. If grid power is not available

then, it may be necessary to generate own power by installing diesel generators at the site. Water

supply can similarly be tapped, if water lines are passing nearby in the vicinity, by providing

underground storage tank and distribution through a pumping system and over head tank. In case

water mains are not available, tube well could be bored for water. Necessary treatment of water to

make it safe for intended consumption will have to be carried out. For sewage disposal, since the

camp is only for a temporary duration septic tank, could be provided. If it is a large site, and

enough land is available, then it may be possible to provide an oxidation pond for sewage disposal.

The effluent from the pond could be used for horticultural purposes of the site.

In order to carry out the enabling work which is required at the very initial stage of the project

itself, it may be desirable for the organization, to set up a 'crack team' which can go in advance to

the site and build up all the temporary structures, services required for the enabling works. This

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will cut down the time required by the main project team, on their arrival at the site, and they could

embark upon straight-away on execution of the main project. Such a 'crack team' can move from

project to project for the organization, and they would be well trained in carrying out this activity.

On the other hand, if project team assigned with the main work, is to first build up the enabling

works, a lot of time is lost for the project. On most international project, and on some major

projects within country, of structure being adopted for the site camp is of portable nature. These

are in the form of light steel or wooden structure, which are mounted on skid beams or wheels, and

can be moved to the camp site, at a very short notice. The Port cabins are provided with electrical,

plumbing and sanitary fixture, and the system becomes operational at site by plugging into the

electrical and water supply. Through the initial cost of the system may be more but over a period

of time it would become economically viable since the structure can be shifted to site, whereas, if

the camp is built with conventional materials. Like steel, concrete, the cost would be higher in the

longer run, besides the extra time required to build the Camp.

TRANSPORTATION:

This Construction Traffic and Transportation Plan has been prepared to describe how our

organization will safely and effectively control, maintain and minimize impacts from the bridge

project within the community.

This plan has also been developed to satisfy all the mitigation measures set forth by Local

Administration and the construction commitments by our company.

A Traffic Management Plan shall be prepared for the site access roads to ensure that no hazards

would result from the increased truck traffic and that traffic flow would not be adversely impacted.

Under this plan, informational signs would be used to inform the public of temporary traffic

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hazards, flaggers would be employed when equipment would block throughways, and traffic cones

would be used to identify any temporary changes in lane configuration necessary to minimize

traffic impacts. This plan would be submitted to the Local administration- traffic control board and

of Public Works for review and approval prior to construction.

7- READINGS AND REFERENCES:

1) Joy P.K. “Handbook on Construction Management” Mac. Millan, Mumbai, 1990

2) Site Organization and Management – NICMAR

3) Excerpts from “WINGS OF FIRE”- An Autobiography of Dr. A.P.J.Abdul Kalam.

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