7.

Controlling Project Integration &

Work

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 Controlling Project Integration &
Work
An efficient integrated project control system uses project
management integrated plan to identify, unify, coordinate and
control the various processes and project management
activities. It generates information that can
• improve the productivity of men & materials;
• economize the employment of resources;
• enable understanding of time & cost behavior;
• provide early warnings signals of ensuring dangers;
• update resources planning & costing norms;
• prevent pilferages & frauds & assist in formulating bonus
/incentive scheme for motivating people.
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 7.1 Work scope control
Work scope control aims at ensuring that the project
includes all the works conforming to stipulated WBS,
design, drawing, specifications & BOQ & is concerned
only with the authorized works required to complete
the project successfully. Project scope control is not
merely a work quantity & cost control exercise. It is a
subset of project integrated control system. It ensures
that only authorized works are done. These works are
carried out as per approved construction practices,
under safe(hazard free) environment & the end
products meet the functional & specified requirement.

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 7.1 Work scope control
It involves
-measuring the approved work scope progress
including ordered work deviations
-analyzing the implications of derivation from
the sanctioned work in terms of quality of
work, completion time, resources required &
cost involved; & formulating remedial
measure to accomplish the project
-Project close-up
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 7.2 Product Quality control
Quality control
It involves monitoring output of specific stages in production of
facility to determine if they comply with relevant quality studies &
identifying ways to eliminate causes of unsatisfactory results. In
large size projects fully equipped & staffed quality control
department or similar titled organizational unit performs quality
control.
The quality control measures in a project include
• Creating quality consciousness
• Mobilizing resources for assuring & controlling product quality
• Setting up site material testing laboratory & establishing other
sources for materials
• Training the concerned staff
• Implementing quality plan

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 7.2 Product Quality control
• Testing the incoming & locally produced materials
• Monitoring quality performance
• Investigating cases relating to quality failure to prevent
recurrence
• Formulating plan for re-work when needed
• Feedback quality performance for effective improvements

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 7.2 Product Quality control
• Factors influencing construction quality
• Design
• Drawing
• Specification
• Site condition and availability of resources
• Bid preparation and selection of contractor
• Socio Economic factors
• Environmental factors

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 7.3 Labor Productivity Control
In construction, productivity is the physical output per unit of planned
effort.
a) Worker’s job productivity
= work done units/ effort in man hours or crew hrs
b) Worker’s job productivity variance
= standard productivity – actual productivity
Labor efficiency achieved at site for given work provides a measure of
laborer’s efficiency. It shows the total time for which labor was employed
at work, the time he was productive on work & time he remained
unproductive. Labor productivity can be improved by cutting down
unproductive time (such as idle waiting , late starting , early quitting,
unscheduled breaks, delay in receipt of tools, materials and work
instructions ) of laborers. The control process involves accounting of
actual productivity, comparing the actual with the standard, analyzing the
causes for variations between actual and standard, and finally taking
remedial measures to improve the productivity.
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Labor Productivity Accounting Methodology
It provides data for evaluation of labor productivity for various
tasks & it facilities the estimation of labor costs of works
executed. It also enables the computation of accurate payment
to the laborers.

Administration Time Deployment

centre Card Centre

Productivity
Pay- Roll Centre

Productivity
Analysis

Labour cost forecasts Labor requirement forecasts

Fig: Labor accounting system 9

Typical causes of Low Labor Productivity
One of the causes of variations between actual & standard
productivity may be due to incorrect estimation of standard
productivity.. However, low productivity may be due to:
a) Un-productive time:
It is due to:
 Waiting for material, equipment &/ or instructions
 Rework of defective work done
 Frequent changes in scope of work &work methodology
b) Workers low morale:
This can result from
• In security of employment
• Frequent transfers
• Non-fulfillment of employment terms & conditions by
management
• Conflict between supervisors and workers 10
c) Poor pre-work preparation by supervisors:
It can result in inefficient handling of resources due to:
• Excess workers employed for the tasks
• Insufficient instructions for execution of work
• Incorrect sequence of work activities

d) Directional failures of the project management :

It includes:
• failures to set performance targets
• Failure to make provision for timely resource support
• failures to provide feedback
• failures to motivate workers

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 Labor Productivity Control
Some of the typical down- to – earth approaches to increase
the workers productivity are given below:
a) Reduce unproductive time
b) Replace labor by appropriate equipment where
economically feasible
c) Substitute inefficient working tools by appropriate efficient
tools
d) Improve method of executing work
e) Improve working conditions
f) Employ competent supervisors

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 7.4 Equipment Productivity Control
Equipment Productivity stands for quantity of work done per
equipment hours.
Equipment productivity control is undertaken to determine its
employment time, the output achieved & its productivity at site.
The main purpose of the equipment productivity control is to
minimize wastage in utilization.
Equipment productivity variance = Standard productivity – Actual
productivity
Accounting Equipment Productivity:
It focuses on tracing the employment time, operating expenditure
& corresponding quantity of work accomplished for each major
item of equipment. It helps a contractor to account for each
equipment’s expenditure as direct cost & to evaluate its
productivity.

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a) Daily equipment employment accounting
Employment time-card is the basic document for
accounting each equipment's employment time &
corresponding work performance . This time card
remains with the operator of the equipment & it is
filled by respective foreman/supervisors employment
for work. The daily equipment time- card at the end of
work shift, is handed over by equipment operator to
the equipment cost centre.

14
 Table: Typical daily equipment employment card
Equipment No: Operator Date:
Type: Make & Model

Working Time Total Unproductive time (hours)

Nature of Employment Waiting Repair Miscellaneous
From To Work Quantity Hours Time time time time

1. Engine operating hours Reading start: End:

2. Received on date fuel ………..litres oil……….litres Lubricant …………litres
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3. Repairs carried out ………….. Minutes
b) Weekly equipment productivity sheet
It provides information about the actual productivity of each
equipment for a given job. It shows the equipment’s
particulars, nature of work done, booking time, waiting time ,
repair time & serviceability condition of the equipment. Time
lost due to not utilized is shown under waiting time & due to
breakdown in repair hours column
Table: Weekly equipment productivity report

Equipment Work Productivit

S.N particulars details Time account y
Nature
of work done Total work waiting Repair Miscellaneo Quantity
No. Type work quantity hours hours hours hours us hours hours

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Equipment Productivity Analysis:
The equipment performance depends upon many inherent
variables like equipment serviceability condition, effect of
terrain , access to worksite, working space restrictions, weather
conditions, working timings etc.
Some controllable factors which effect equipment productivity are:
a) Insufficient preparation
b) Lack of continuity of task
c) Inadequate operator’s skill
d) Lack of effective supervision
e) Non –availability of maintenance, repair facilities & spares
f) Poor equipment management specially lack of preventive
maintenance measures
g) Accidents
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 7.4 Equipment Productivity Control
Improving Techniques
• Suitability matching machines with the job
• Employing experienced operators &
competent maintenance staff
• Adopting correct method for work execution
• Employment service-worthy machines
• Enforcing proper maintenance measures
• Having an effective plant manager

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 7.5 Material Productivity Control
• Material productivity = Quantity of work done per unit of
materials consumption
• Material accounting system documents the material data. It
has following information
1. Procurement status
2. Holds of material for incoming works
3. Material issue for site
4. Material cost
• Material stock account is process of recording the movement
of materials in and out of store

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 7.5 Material Productivity Control
• Bin card provides an up-to date record of the stock materials.
• It is also called stock record card.
• Bin-card provides following information
Stock code, record no, description of material, store ledger
No., stock location, stock level, source of supply, record of
receipt, issue quantities and balance quantities and other
information as required.

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 7.5 Material Productivity Control

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 7.5 Material Productivity Control
• Materials productivity control aims at minimizing the
wastage in usage. Wastage of materials can take place
during procurement process, storage & during utilization.
Wastage during procurement can occur due to:
• Buying material of wrong specifications;
• Buying more than the actual requirements;
• Unnecessary buying of items to cater for unrealistic and
unforeseen eventualities;
• Untimely buying of short-lived materials;
• Improper and unnecessary handling of materials; and
• Wastage in transportation
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 Wastage during operation and storage can occur due to:
a) Damages & breakages during handling
b) Deterioration due to incorrect storage, incorrect
maintenance, losses due to fire, theft etc.
Some unavoidable wastage is inherent during utilization but it
is excessive wastage which is concern of management.
Productivity control at construction responsibility centre level
can be broadly divided into accounting for materials,
analyzing variance to determine the cause of wastage &
implementing measure to minimize wastage
Accounting for construction materials:
Material accounting system documents the materials data. It
provides the materials procurement status. It shows the
holding of materials inventory for incoming works. It identifies
issues of materials to the site & it reveals the material s cost.
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Continue……
It aims at minimizing wastage during usage, evaluating
implications of variations from the acceptable wastage
standard, updating costs estimates & expenditures of
materials & formulating materials costing norms for
future works.
The material accounting process involves maintenance
of up-to-date records of receipts & issues at project
central store monthly stock checking of materials in the
store & at worksite & return of unused materials after
completion of intended job.
Material wastage Analysis:
The first step in material wastage analysis is to quantify
standard quantity & type of direct materials needed for
each work item.
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 Continue…….

The actual material consumed for each work item can be complied
from the material issues & return notes transacted between
supervisors & stockholders. For materials delivered directly to site
(like ready mix concrete, aggregate from crusher etc), the supplier’s
delivery note along with material’s return note (if any) can be used
to determine quantity consumed for a given work item. The
difference between the standard materials’ requirement and
material actually consumed indicates the excess (if any) from the
accepted materials wastage standard prepared at the time of
estimation.

Material usage Variance = standard acceptable materials wastage -

actual material wastage

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 Continue…………
Causes of excessive wastage
a) Excess quantity estimation
b) Theft & pilferage
c) Inferior quality of materials
d) Negligent & careless attitude of the supervisors
e) Breakage & damages during handling
f) Over- issues from the central store and failure to return unused surplus
materials
g) Unforeseen circumstances like accidents, fire, etc.

Preventive measure to minimize wastage

• Use of proper handling & transportation equipment
• Setting up of proper & secure storage areas
• Correct accounting of materials
• Improvements in process of construction
• Education & training of staff & workers to ensure productivity improvement

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 7.6 Work Schedule Control
• A schedule is a work programme , set date-wise in a logical
sequence. It is a time table for action. Construction projects
are time bound & all project activities are directed towards
achievement of project time objectives.
• Project time schedule control aims at the timely execution
of work according to schedule of project and applies
corrective measures in case of time deviations.
• It refers to the process of monitoring the status of project
time performance, updating project time schedule,
managing deviations from time schedule, and applying
corrective measures and reschedule, if necessary, to
complete the project within the stipulated time.

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 7.6 Work Schedule Control
Time progress monitoring methodology
Time monitoring starts with measuring of time and status of balance
activities in the project’s- completed, in-progress, and non-starter states.
The baseline for monitoring time is the project master schedule. Time
monitoring of simple projects can be carried out directly reflecting the time
progress activities on the project master schedule and then analyzing the
implications of deviations from the schedules. But , for complex projects, a
critical examination of the project master schedule is only feasible after
network plans are updated and analyzed, as bar chart master schedule does
not reflect the logical relationship of activities. Time monitoring of
complex projects can be divided into three stages:
a. Measuring time progress of the activities
b. Updating the progress of activities on planning charts, i.e. networks and
project time schedule; and
c. Analyzing the implications of deviations of planned performance with
actual performance.

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 7.6 Work Schedule Control
Measuring time progress of activity
Measuring time progress in terms of quantity of
work done is a time consuming process. It is done
daily, weekly or monthly basis. The commonly
adopted method for determining time progress on a
given date is to compare actual time elapsed since
commencement of the activity with planned total
duration of activity.

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 7.6 Work Schedule Control
Updating project time progress
The activities in project may not proceed smoothly as per schedule
due to climatic condition , non-supply of materials on time,
inadequate employment of resources etc. The method used for
displaying up-to-date progress of activities on planning charts
corresponding to given time is updating.
Activity updating methodology:
• For completed activities delete the duration
• For partially completed activities delete the existing duration and
insert the expected duration for balance work;
• For remaining activities examine their duration reflected in plan.
Delete the original duration and insert revised duration, if it needs
to be changed ; and
• For new activities visualized as a result of change in work scope,
incorporate these logically and write their duration

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 7.6 Work Schedule Control
Analyzing the implications of deviations
Based on the causes of deviations the time extension for contractor can be decided.
If there is delay in critical activities due to non-supply of materials under client’s
supply or due to reasons that are beyond the contractor’s control, need
consideration of time extension.
Procedure to determine time extension:
• List the delayed activities. Add acceptable period of delays (for causes beyond
contractor control ) to the original period of affected activities.
• List out a additional work as a result of change in activities and assessing their
duration taking into consideration the reasonable lead time that is involved for
procuring additional resources.
• Update the original network by incorporating additional activities that arise as a
result of change
• Analyze the modified network to determine the minimum period that is required for
the completion of project.
• Extension period can now be determined by computing the difference in project
completion time between modified and original network.

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