cpm booklet

8/6/2019 Cpm Booklet

1/54


2/54

PREFACE

The main objective of this book is to provide reference to students taking up Construction Project Management. Thi

guide to the practicing Civil Engineers.

This book is divided into three parts. Part I deals with the Construction Estimating and Project Management and Concomprises the majority of this manual deals with the estimconstruction, rate per item of work and equipment capacitthe auxiliary topics on sample Technical Specification andElements of Construction.

Most of the materials in this book came from the differenttechnical papers of PICE and tables and procedures compichoice of these materials was guided by their effectivenes

practice of my profession.

I wish to thank all my friends, most especially to my wifkids, Asley and Althea, who inspired me to come up with t

I will appreciate any errors pointed out and will welcome further improvement.

DEXTER F. RAMAGOZA, M.Eng.


3/54


4/54


5/54


6/54


7/54


8/54


9/54

III. C1.

2.

3.

IV. D

V. W

VI. G

VII. H

1.

2.

VIII. R

IX. TI1.

2.

3.

X. E1.

2.

3.

4.

5.

6.

XI. P

1.2.

3.


10/54

34.

35.

36.

37.

38.


11/54


12/54


13/54


14/54

11

12

13

14

15

16

17

18

19

20

21

22

23

24

25


15/54

OIL P

GLAS

OIL F

ENAM

EXTEVARN

INTERVARN

SHEL


16/54


17/54


18/54


19/54


20/54

il Engineeringy also serve as a

ussion onl. Part II, whichg factors inart III deals withight of Assembled

ceedings ofby my father. The

tested in the

rene and to mybook.

suggestion for


21/54

TABLEOFCONTENTS


22/54


23/54

PART I:CONSTRUCTION ESTIMATING

AND

PROJECT MANAGEMENT AND CONTROL

I. CONSTRUCTION ESTIMATING

A. INTRODUCTION

The ways and means of Estimating Construction have evolved into a

fairly standardized procedure. This book assumes that you have a reasonable famili-arity with the basic materials of carpentry, concrete, and masonry, and that you have

a competition of technical aspects.

It deals with the standard estimating process which basically consists of

the required documents, the correct application of the fundamentals and techniques

of estimatingand thoroughly familiarity with the construction guideline in order thata reasonably accurate costingor competitive pricing of the bid projects is attained.

BIDDING, biddingand estimating should always go together if the im-

portance and relevance of both to construction be fully understood especially for the

construction of high -rise buildings, roads, bridges, etc. Estimating with the con-

struction operation in as much winningof the bid is not the end of estimating, butrather just the beginning of a more serious analysis and estimating of the varied

work items duringthe actual construction operation until the completion of the pro-ject.

B. FUNDAMENTALS AND TECHNIQUES OF ESTIMATING

1. DOCUMENTS REQUIRED IN ESTIMATING

a. Plans and Specifications

b. Bid Bulletin

c. Bid Proposal Formsd. Addenda

e. Other Documents

2. COSTS INVOLVED IN ESTIMATINGa. Building and Occupancy Permits- Construction Permit

- Sidewalk Permit

- Line and Grade

- Land Use and Zoning

- Fire Safety Permit- Occupancy Permit

- Miscellaneous

- Sanitary, Electrical, &Mechanical Permits

- MiningPermit

- ECC- HLRUB PERMIT IF BUILDING IS FOR SALE OR

1


24/54

DIVISION 3 CONCRETING1. Formworks

2. Rebars

3. Cast in place Concrete

4. Cementation Deck5. Insulating Concrete

DIVISION 4 MASONRY1. 6 CHB

2. 4 CHB

3. W-Panels Wall

DIVISION 5 METAL WORKS

1. Structural Metal

Roofframes

Column &Braces2. Misc Metals

3. Ceiling T runners

4. Elev Hoist Beam5. Metal Railing

DIVISION 6 CARPENTRY

1. RoofFraming

2. Floor Framing3. Partition

4. Panelling

5. Ceiling6. Sidings

7. Cabinets/Counter/Closets

DIVISION 7 MOISTURE PROTECTION1. Sheet Metal Roofing

2. Cladding

3. Water Proofing4. Damp Proofing

5. Vapor Barriers

DIVISION 8 DOORS, WINDOWS &GLASSES

1. AlumDoors2. Wooden Panel Doors

3. Wooden Flush Doors4. Steel Doors

5. Wooden Louvers Doors

6. Steel Windows

7. AlumWindows8. AlumJalousies

9. Wooden Windows

DIVISION 9 FINISHES1. Cement Plastering

Scratch Coat

Brown Coat

Fin/White Coat2. Synthetic

3. Pebbles

4. Ceramic TilesVit Unglazed Tiles

Vit Glazed Tiles

Bricks

Mariwasa Tiles5. Vinyl Tiles

6. Painting

7. Marbles

8. Spraytex9. Other Finishes

DIVISION 10 SHINGLES1. Bamboo

2. Wood

3. Nipa

DIVISION 11 MECHANICAL 1. Plumbing Fixtures

2. Pipes &Fittings

3. Elevators4. Dumbwaiter

5. Conveyor

6. Pumps

DIVISION 16 ELECTRICAL

1. Electrical Fixtures

2. Elec Wires &Outlets

3


25/54

II. PROJECT MANAGEMENT AND CONTROL

A. INTRODUCTION

Project Construction has always been regarded as a unique one time op-

eration designed to accomplish a specific set of objectives. Comparatively, ProjectConstruction Management differs much from management of amore traditional

activities because of its limited time framework.

Whatever is the type or size of the project (building, road or bridge), theoverriding consideration in its implementation is to complete it within budgetary

estimate, accordingto plans and specifications, time schedule and quality of work-manship.

1. Project Planning

Among the major industries, construction is recognized as most unique and peculiardue to its highly volatile and unpredictable nature. Because of this, effective man-

agement starts with the planningof the project which necessitates an integrated and

coordinated effort of all project participants. Hence, it become operationally neces-

sary to plan what are the things to do and how best they can be done to fully comply

with the contract.

Project planningis a means by which all the various activities involved in projectimplementation are properly synchronized so that the available resources are wisely

allocated and fully utilized for optimumproduction and productivity.

Since, the construction of a project covers a wide range of constant and variable

factors, planning should give priority consideration to the followinginputs:

A) Materials, whether local or imported, which require long lead -time to procure

due to scarcity in the market, fabrication period, etc.B) Manpower build -up that shall be coordinated with the other project participants

whose manpower requirements must be determined for definition of jurisdic-

tional responsibilities.

C) Equipment usage, whether special equipment are needed, including the loadlimits of roads, height clearance of bridges and overpasses going to and fromthe site.

D) Site condition

- information regarding interruptions in utility services such as brownouts

for electricity, notices on water interruptions, particularly the days and

the time of the day, duration and, etc.- information on where to locate temporary utility lines, whether to locate

themoutside of the site; whether there is a need to put up temporary

roads for detour purposes of the public

- knowledge of where to get temporary utility service and who will provide it for construction or site use.

5


26/54

B) S-Curve Schedule

An S -Curve schedule is another common tool of project management that is used

for cost control and progress reporting. It ties up accomplishment and time, estab-lishing the rate of accomplishment at a given period, and showingthe volume of

work at one place and time and at the other.

The S -Curve represents the actual accomplishment as against the scheduled work,visually identified with a slopingline originating fromthe bottomleft zero percent

(0%) accomplishment goingup to the upper right of 100%accomplishment.

Looking at the S -Curve line, the reader can readily see the project status at a given

time, whether it is ahead of or behind schedule. An updated S -Curve will imme

ately present the positive and negative variance of accomplishment and as such thetimely remedial measures can be applied. This is, in fact, what makes the S -

such a widely used management -reporting tool.

C) PERT /CPM Techniques

Both ProgramEvaluation and Review Technique (PERT) and Critical Path Method

(CPM) had almost simultaneously evolved in the late 1950s though independentlyformulated fromeach other. Similarities in both techniques are found in the detailed

breakdown of activities represented by a network diagramindicating the sequential

order or relationships to one another; in the use of arrows torepresent activities of

the network lines and events of the network nodes that represents the points in time

at which activities may be started or due for completion; in the estimate of timeduration and schedule for each activity.

One basic difference between PERT and CPM is the multi -time estimate used by the

former and the single -time estimate by the latter. In the interveningyears, this dif-

ference has disappeared after undergoing much transformation and blendingof thetwo until they become like two sides of the same coin. For this reason, the common

advantages that CPM has placed in the hands of project/construction managers arethe following:

- provides a means to predict with reasonable accuracy the time requiredfor overall project completion.

- makes possible the identification of those activities whose expedient

execution is crucial to timely project completion.

- serves as a guide for project shorteningwhen completion date must be

advanced.

- provides a basis for the schedulingof subcontractors and material deliveries to the jobsite.

- serves as a basis for balanced scheduling of manpower and construction

equipment on the project.

- makes possible the rapid evaluation of alternative construction method.

- serves as a convenient vehicle for progress reportingand recording.- affords a basis for evaluatingthe time effects of construction changes

7


27/54

The first and foremost consideration in procurement is to get the orderedmaterials, etc. where and when they are needed. Any delay in the procure

ment of materials will adversely affect the ongoing work.

B) AccountingSection: like the PurchasingSection, the AccountingSec

tion should not be tied to rigid observance of rules and procedureswhich cause delay in the payment of financial obligations to contrac

tors, subcontractors, suppliers, workers, etc., due to the following:

Progress billings or payrolls submitted to AccountingSection for pay

ment often sleep or are not attended to promptly because the Accounting Officer is unfamiliar with the provisions of the contract or does not

know what to do if the matter before himis not covered by the existing

policies, rules and procedures, whether written or unwritten.

3. Contracts and SpecificationsIn construction implementation of a project, it is absolutely necessary for manage-

ment to master the conditions of the contract and understand the technical and legal

specifications. These documents should be considered the bible of the project.

By management in the project, I prefer to all levels of supervision fromthe Foremanto the Project Manager. Of course, the extent of the need for knowledge of the docu-

ments depends on the level of management. The foreman, for instance, should know

the portion of the items of work assigned to him. On the other hand, the Project

Manager should know the requirements of the entire project.

For instance, the followingprovisions are normally provided in the regular contract

conditions and specifications:

A) Change clauses generally require written order and the claimshould be

submitted within 30 days.

B) Change conditions clauses generally require a notice before conditionsare disturbed, For instance, if adobe is found instead of soil in excavat

ing the footings for the foundation, the attention of the owners repre

sentatives should be called. Change orders will require not only an

increase in costs but also a time extension.C) Time extension clauses normally require a notice in writingwithin ten

(10) days fromthe start of the delay.

D) Generally, a penalty clause ids provided in the contract of 1/10 of 1%

of the contract amount but not to exceed 5%of the contract price.

There are however some contracts that provide for larger liquidateddamages.

4. Documentation

In addition tothefull understandingof the contract conditions and specifications, it

is necessary for project management to maintain a complete record and documenta-


28/54

The following are justifiable reasons for a contractor to charge additional cost:A) Inconsistencies, errors or omissions in the contract documents, lack of

action on the part of other parties to the contract.

B) Unavailability of Access and Right of Way

C) Different Site Conditions

D) Work SuspensionE) Additional Work

F) Changes in plans

G) Delays of Works of Others

H) Acceleration of Work by Others and Approval of Owner

I) Changes in Work Sequence

The followingare items of work for which the contractor is entitled to charge addi-

tional cost:

A) Additional Labor/Materials

B) Escalation charges for Labor/Materials

C) Additional SupervisionD) Additional Use of Equipment

E) Cost of Additional Financing


29/54


30/54


31/54

SIZE OF

CHB PCS

PER

SQM

VOL OF

MORTAR

PERCHB

SIZE OF

FOOTING

CEMENT (40 KG BAG) SAN

(Cu MIXTURE

B1:3

C1:4

D1:5

4x8x16

12.5 0.0042 0.10 x 0.30 0.525 0.394 0.328 0.04

7

PLAIN CONCRETE

SAMPLEPROBLEMWITH SOLUTION

CONCRETING:

Find the quantity ofcement in bags, sand and gravel in cu.m. needed for plain conc. Slab on

fill 0.10mthick and 6.0 x9.0min dimension

SOLUTION:

1. Find the volume:

V= 0.10 x9 x 6= 5.40 cu.m.

2. Referring to TABLE 1 using class A mixture

For cement : 5.4 x9.5 = 51.3 say 52 bags

Sand : 5.4 x 0.42 = 2.27 say 2.5 cu.m.

Gravel : 5.4 x 0.84 = 4.54 say 5.0 cu.m.

TABLE2: QUANTITYOFCEMENTANDSAND FOR MORTAR ANDPLASTER

MIXTUREPER CUBIC METER

TABLE3: QUANTITYOFCEMENTANDSAND FOR CHB MORTAR PER SQM

CLASS MIXTURE CEMENT(40 kg Bag)

SAND(CuM)

A 1:2 17.87 1.0

B 1:3 13 1.0

C 1:4 9 1.0

D 1:5 7.5 1.0

Addition of Profit(Mark up)

Determination of Job Overhead(indirect cost)

Determination of CompanyOverhead

(gen. &admin. Costs)

Pricing of laborand materials

(direct cost)

Determination ofequipment cost

Subcontractorsestimates

CONTRACTDOCUMENTSStudy & Analysis of documents

Interpretation of plans&specs., drawings, etc.

QUANTITY TAKE -OFFIdentification of work items

Quantification of materials to be used

THEESTIMATINGPROCESS

(BUILDINGS)

Additi fP fit


32/54

BASE COARSE

1. To obtain base coarse for 6.00mwide x 0.20mroad

Compacted every km : use factor 1200 m 3 (hauled)

In place (quarry) : for every kmuse 1260 m 3 For loose hauled : 1400 m 3

2. 3.00mx 0.20mroad

Compacted (hauled) : 600 m 3 Quarry : 630 m 3

Loose hauled : 700 m 3

SUBGRADE OR ROADBED

1. To obtain subgrade or roadbed of9.00mx 0.15mroad

Common borrow : 1350 m 3 per km

Quarry : 1500 m 3 per kmLoose hauled : 2010 m 3 per km

GROUTEDRIPRAP

1. To estimate BOULDER: Boulder Total Volume

2. To obtain cement: Cement - 3 Bags/CuM

3. To obtain sand: Sand - 0.25CuM/CuM

STONE MASONRY

1. To estimate BOULDER: Boulder - Total Volume2. To obtain cement: Cement - 5 Bags/CuM

3. To obtain sand: Sand - 0.30CuM/CuM

TABLE 4: CEMENT ANDSAND FACTORS FOR CONCRETE PIPE JOINT COLLAR

PIPE DIAMETER (M)

CEMENT (M3)

SAND (M3)

0.60 0.132 0.0165

0.90 0.198 0.0247

1.20 0.264 0.0330

1.50 0.320 0.040

1.80 0.376 0.0470

2.10 0.443 0.0554

2.40 0.496 0.0620

Consolidation & Computationof Total Bid Price

Addition of Profit(Mark up)

4


33/54

4. HornsealFlr Hardener : 1 ltr for every 10 m 2

Curing Compd : 1ltr for every 5 m 2

Sealing : 1 ltr for every 6 m 2

Rough Seal : 1 ltr for every 9 m 2 5. Hydratite Compd : 1 lb for every 1 bag cement

6. Sahara Compd : 1 bag for every 1 bag cement

TABLE 6: WEIGHT OF COMMERCIAL STEELBARS IN KGS

TABLE7: KG OFSLAB REBARS PER M 2

BARS 6.0 m 7.5 m 9.0 m 10.5 m 12.0 m # 2 1.51 1.895 2.279 2.66 3.02 # 3 3/8 10 mm 3.70 4.62 5.54 6.47 7.39 # 4 12 mm 5.33 6.66 7.99 9.32 10.66 # 5 5/8 16 mm 9.47 11.84 14.21 16.58 18.95 # 6 20 mm 14.80 18.50 22.19 25.89 29.59 # 7 7/8 22 mm 18.61 23.20 27.20 32.60 37.22 # 8 1 25mm 23.12 28.90 34.68 40.46 46.24 # 9 1 1/8 28 mm 29.00 36.25 43.50 50.75 58.00 # 10 1 32 mm 37.88 47.35 56.82 66.29 75.76 # 11 36 mm 47.95 59.93 71.92 83.91 95.89 # 12 40 mm 59.19 73.99 88.99 103.58 118.38

1. FORD10 REBARS = 0.617 Kg # OF BARS 0.15 Bothways 7.39 12 pcs 0.20 Bothways 6.16 10 pcs

0.30 Bothways 3.70 6 pcs 0.40 Bothways 2.46 4 pcs 0.45 Bothways 2.46 4 pcs 0.60 Bothways 1.23 2 pcs

2. FORD12 REBARS = 0.888 0.15 Bothways 10.66 12 pcs 0.20 Bothways 8.88 10 pcs 0.25 Bothways 7.10 8 pcs 0.30 Bothways 5.33 4 pcs 0.40 Bothways 3.55 4 pcs 0.45 Bothways 3.55 4 pcs 0.60 Bothways 1.78 2 pcs

3. FORD16 REBARS = 1.579

0.15 Bothways 18.95 12 pcs0.20 Bothways 15.79 10 pcs0.25 Bothways 12.63 8 pcs0.30 Bothways 9.47 4 pcs


34/54

TABLE 9: REBARS KG OFCONC WALL PER SQ. METER

TYPE OF LAYING REBARS KILOGRAM NO OF BAR 0.10 2 WAYS D10

D12 D16 D20 D22 D25

12.32 17.76 31.58 49.32 51.54 77.08

20 pcs

0.15 2 WAYS D10 D12

7.39 10.66

12 pcs

0.25 3 WAYS D10

D12 D16 D20 D22 D25

7.39 10.66 18.95 29.59 30.92 46.25

12 pcs

0.30 -3 WAYS D10 D12 D16 D20 D22 D25

5.54 7.99 14.21 22.19 23.19 34.67

9 pcs

0.10 4 WAYS D10 D12 D16 D20 D22 D25

24.64 35.52 63.16 98.64

103.08 154.16

40 pcs

0.15 4 WAYS D10 D12 D16 D20 D22 D25

14.78 21.31 37.90 59.18 61.85 95.20

24 pcs

0.20 - 4 WAYS D10 D12 D16 D20 D22 D25

12.32 17.76 32.58 40.92 51.54 77.08

20 pcs

0.25 - 4 WAYS D10D12 9.8614.21 16 pcs

0.30 - 4 WAYS D10D12

7.3910.66

12 pcs


35/54

PLATES CONVERSION TABLE SQUARE BARS CONVERSION TABLETHICKNESS KG PER SQ FT SIZE KG/FT KG/2

1/16 1.13 1 1.545 301/8 2.13 1 2.415 48

3/16 3.47 1 3.477 69 4.65 2 6.181 125/16 5.78 2 7.824 153/8 6.94 2 9.659 197/16 8.12 3 13.909 27

9.30 4 24.727 495/8 11.60 5 38.636 77 13.91 6 55.636 111

7/8 16.20

1 18.56

1 23.20

1 27.18

2 37.12 3 55.67

4 74.24

TABLE 11: PLATES & SQUARE BARS CONVERSION TABLE

STANDARDSTRUCTURAL PLATE

1/8x2x2 STD STP AND ESTPINS 0.064 kg/pc

5/8x8x8 STD BASE PLATE 5.140x3/4x6 STD TRAP PLATE 1.075 kg/pc

1/8x1 7/8x6 STD x B PLATE COM 0.180 kg/pc

1/8x1 7/8x6x x B PLATE COM 0.195 kg/pc1/8x1 7/8x7x1/2 x B PLATE COM 0.209 kg/pc

x3x8 STD STP &PSTPL COM 0.776 kg/pc

STD PL CA 0.500 kg/pc2x2x3/16x8 STD ST ANGLE COM 0.740 kg/pc1 RB x4 STD B P PIN 0.631 kg/pc

1 RB x4 0.909 kg/pc


36/54

4. After arriving on the total bdft and plywood, divide it by the no. ofuse, the answer is the quired bdft of lumber and pieces of plywood.

5. To obtain keg ofnails: divide the required bdft by 2000

6. To obtain #16 tie wire: divide the bdft by 4000

7. To obtain formoil: change sqmto sqft then divide by 200, will give no of gallons of formoil.


37/54


38/54


39/54


40/54


41/54


42/54


43/54


44/54


45/54


46/54


47/54


48/54


49/54


50/54


51/54


52/54


53/54


54/54