jain university project report

School of Engineering & Technology

Jain Global Campus, Kanakapura Taluk - 562112

Ramanagara District, Karnataka, INDIA

2013-2014

A Project Report on

Time and Resource Management of Construction Project

Submitted in partial fulfilment for the award of the degree of

BACHELOR OF ENGINEERI NG

IN

CIVIL ENGINEERING

Submitted by

Rathan Kumar N M (09BE6CV035)

Amruthesh K (09BE6CV008)

Sukesh Shetty (09BE6CV043)

Mentor

Dr. Shashishankar A HOD,

Department of Civil Engineering (Internal Guide)

Mr. Yashwanth

Managing Director, SYConE CPMC PVT. LTD (External Guide)

SCHOOL OF ENGINEERING & TECHNOLOGY

Jain Global campus

Kanakapura Taluk - 562112

Ramanagara District

Karnataka, INDIA

CERTIFICATE

This is to certify that this project work titled ‗Time and Resource Management of

Construction Project’, is carried out by ‘Rathan Kumar N M (09BE6CV035)’,

‘Amrutesh K (09BE6CV008)’ and ‘Sukesh Shetty (10BE6CV043)’, bona fide students

of Bachelor of Civil Engineering at the School of Engineering & Technology, Jain

University, in partial fulfilment for the award of Bachelor of Engineering in

Civil Engineering, during the year 2013-2014

External Examiner:

1.

2.

Dr. A Shashishankar Mr. Yashwanth C B Mohan

Professor – Civil Department

SET – Jain University

Date:

Managing Director

SYConE CPMC PVT. LTD

Date:

Associate Director

SET – Jain University

Date:

(HOD) (External guide) (Associate Director)

(Internal Project Guide)

DECLARATION

We, ‗Rathan Kumar N M, Sukesh Shetty , Amrutesh K’, students of VIII semester B.E

in Civil Engineering at School of Engineering and Technology – Jain University, hereby

declare that the dissertation titled ‗Time and Resource Management of Construction

Project’ has been conducted by us at School of Engineering and Technology – Jain

University (SET-JU) and submitted in partial fulfilment for the award of Bachelor of

Engineering in Civil Engineering, during the academic year February – May 2013-2014,

under the guidance and supervision of Dr. Shashishankar A, Professor and Head,

Department of Civil Engineering. Further the matter embodied in the dissertation has not

been submitted previously by anybody for the award of any degree or diploma to any

University, to the best of my knowledge and faith.

PLACE :

DATE :

Rathan Kumar N M Amrutesh K Sukesh K

(09BE6CV035) (09BE6CV008) (10BE6CV043)

ABSTRACT

Project management is the process and activity of planning, organizing, motivating, and

controlling resources, procedure and protocols to realize completion of the project. The

primary challenge of project management is to achieve all of the project goals and

objectives while honouring the preconceived constraints. The constraints are scope, time,

quality and budget.

The purpose of this project is to utilize time and resource efficiently. The title of the

project is ―Time and Resource Management‖, in-order to manage Resources such as

labour, material, cost, so on.

Time is a very important factor to complete the work within the given deadline or even

earlier. The project is done with the use of MSP which is project management software.

The procedure for the project included understanding the project and creation of WBS,

creation of level 3 activities, master construction programme, resource scheduling and cash

flow projection, monitoring and tracking.

Detailed quantity estimation of constructing a villa is being shown in this project. Also the

time estimation and management of the villa is also included in this report.

CONTENTS

Abstract ....................................................................................................... i

Contents ......................................................................................................... ii

List of tables ................................................................................................... v

List of figures ................................................................................................ vi

1 Introduction ................................................... Error! Bookmark not defined.

1.1 History ...................................................... Error! Bookmark not defined.

1.1.1 The Pre 19th

century ............................ Error! Bookmark not defined.

1.1.2 The 20th

century ................................................................................ 2

1.2 Approaches of project management....................................................... 2

1.3Process of project management ................................................................. 2

1.3.1 initiation ........................................................................................... 3

1.3.1.1 Scope of the project management company ............................. 3

1.3.2 Planning .......................................................................................... 3

1.3.3 Executing ......................................................................................... 4

1.3.4 Monitoring and controlling ............................................................... 4

1.3.5 Closing ............................................................................................. 4

1.4 Constraints of a project ............................................................................ 5

1.4.1 Time................................................................................................. 5

1.4.2 Cost .............................................................................................. 5

1.4.3 Scope ............................................................................................... 6

1.4.4 Quality ............................................................................................. 6

1.5 Time management ................................................................................... 6

1.5.1 The importance of time management for a construction project .......... 7

1.6 Resource management ............................................................................. 8

1.6.1 Labour productivity .......................................................................... 8

1.6.2 Material management ....................................................................... 9

1.7 Scheduling ............................................................................................. 10

1.7.1 Methods of scheduling ....................................................................... 11

2 Site Details ................................................................................................ 13

2.1 Companies involved in the project ......................................................... 13

2.2 Enterprise project structure .................................................................... 14

2.3 Organization breakdown structure............ Error! Bookmark not defined.4

2.4 Work breakdown structures .................................................................... 14

3 Drawing Details .......................................................................................... 24

3.1 Groung floor .......................................................................................... 24

3.2 First floor ............................................................................................... 25

3.3 Second floor ........................................................................................... 26

3.4 Terrace floor .......................................................................................... 27

4 Estimation and Quantites ............................................................................ 28

5 Reports obtained from MSP ........................................................................ 39

5.1 S-Curve Method ..................................................................................... 39

5.1.1 Generating S-Curve ............................................................................. 39

5.1.1.1Project Benchmark ............................................................................ 39

5.1.1.2 Steps to generate S-Curve ................................................................. 39

5.2 Gantt Chart ............................................................................................ 41

5.3Project Summary Report .......................................................................... 42

5.4 Tracking Reports .................................................................................... 41

5.4 Cash-Flow Report .................................................................................. 41

6.0 Conclusion and Discussions ..................................................................... 42

7.0 References .............................................................................................. 43

Time and Resource Management in Construction Project

Department of Civil Engineering, SET, Jain University

1

LIST OF TABLES

Table 2.1 Details of Villa at project site

Table 4.1 Estimation and Quantities



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LIST OF FIGURES

Figure.1.1 Process group flowchart

Figure 1.2 Project management triangle

Figure 2.1 Organization Breakdown Structure Flowchart

Figure 2.2 Typical Work Breakdown Structure

Figure 2.3 Activity and Event Network

Figure 3.1 Ground Floor Plan

Figure 3.2 First Floor Plan

Figure 3.3 Second Floor Plan

Figure 3.4 Terrace Floor Plan

Figure 5.1 S-Curve Graphs

Figure 5.2 Simple Gantt chart



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1

CHAPTER 1

1. INTRODUCTION

Management is the process of getting activities completed efficiently and

effectively with and through other people. The term Management has different

meaning in different perspective.

Project management is the process and activity of planning, organizing,

motivating, and controlling resources, procedures and protocols to achieve

specific goals in scientific or daily problems. A project is a temporary endeavor

designed to produce a unique product, service or result with a defined beginning

and end (usually time-constrained, and often constrained by funding or

deliverables), undertaken to meet unique goals and objectives, typically to bring

about beneficial change or added value. The temporary nature of projects stands

in contrast with business as usual (or operations), which are repetitive,

permanent, or semi-permanent functional activities to produce products or

services. In practice, the management of these two systems is often quite

different, and as such requires the development of distinct technica l skills and

management strategies.

The primary challenge of project management is to achieve all of the project

goals and objectives while honoring the preconceived constraints. The primary

constraints are scope, time, quality and budget. The secondary — and more

ambitious — challenge is to optimize the allocation of necessary inputs and

integrate them to meet pre-defined objectives.

1.1. HISTORY

1.1.1. THE PRE 19TH CENTURY

Until 1900, civil engineering projects were generally managed by creative

architects, engineers, and master builders themselves. Project management has

existed in some form for thousands of years. After all anything that requires an

approach where humans organize effectively to a plan and achieve specific

objectives can be loosely defined as a project. How else would have humans

achieved some of stunning wonders and achievements.



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The forerunners of engineers, practical artists and craftsmen, proceeded mainly

by trial and error. Yet tinkering combined with imagination produced many

marvelous devices. Many ancient monuments cannot fail to incite admiration.

The admiration is embodied in the name ―engineer‖ itself. It originated in the

eleventh century from the Latin ingeniator, meaning one with ingenium, the

ingenious one.

The 18th and 19th Century and the Industrial Revolutions witnessed changes in

the Western World with industrial revolutions and with this the birth of

management principles in the business to become the backbone of project

management.

1.1.2. THE 20TH CENTURY

The 20th century witnessed colossal improvements across the world with two

industrial revolutions which required a far more structured approach to business

and management as the scale of objectives changed.

1.2. APPROACHES OF PROJECT MANAGEMENT

The traditional approach

PRINCE2

Critical chain project management

Event chain methodology

Process-based management

Agile project management

Lean project management

Extreme project management

Benefits realization management

1.3. PROCESSES OF PROJECT MANAGEMENTS

Traditionally, project management includes a number of elements: four to five

process groups, and a control system. Regardless of the methodology or

terminology used, the same basic project management processes will be used.



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Major process groups generally include:

Initiation

Planning

Execution

Monitoring and controlling

Closing

Figure 1.1 Process groups flowchart

1.3.1. INITIATION

The Project Initiation Phase is the most crucial phase in the Project Life Cycle,

as it's the phase in which you define your scope and hire your team. With a

clearly defined scope and a suitably skilled team, you can ensure success.

If this stage is not performed well, it is unlikely that the project will be

successful in meeting the business‘ needs. The key project controls needed here

are an understanding of the business environment and making sure that all

necessary controls are incorporated into the project. Any deficiencies should be

reported and a recommendation should be made to fix them.

1.3.1.1. SCOPE OF PROJECT MANAGEMENT COMPANY (PMC)

Planning and Co-ordination

Construction Supervision

o Control over Master Construction Schedule (MCS)

Quality Control

Site co-ordination and Construction Execution

Personnel

PMC‘s responsibility after completion of project

Professional Misconduct

1.3.2. PLANNING

After the initiation stage, the project is planned to an appropriate level of detail

(see example of a flow-chart). The main purpose is to plan time, cost and



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resources adequately to estimate the work needed and to effectively manage risk

during project execution. As with the Initiation process group, a failure to

adequately plan greatly reduces the project's chances of successfully

accomplishing its goals. Additional processes, such as planning for

communications and for scope management, identifying roles and

responsibilities, determining what to purchase for the project and holding a kick-

off meeting are also generally advisable. For new product development projects,

conceptual design of the operation of the final product may be performed

concurrent with the project planning activities, and may help to inform the

planning team when identifying deliverables and planning activities.

1.3.3. EXECUTING

Executing consists of the processes used to complete the work defined in the

project plan to accomplish the project's requirements. Execution process involves

coordinating people and resources, as well as integrating and performing the

activities of the project in accordance with the project management plan. The

deliverables are produced as outputs from the processes performed as defined in

the project management plan and other frameworks that might be applicable to

the type of project at hand.

1.3.4. MONITORING AND CONTROLLING

Monitoring and controlling consists of those processes performed to observe

project execution so that potential problems can be identified in a timely manner

and corrective action can be taken, when necessary, to control the execution of

the project. The key benefit is that project performance is observed and measured

regularly to identify variances from the project management plan.

1.3.5. CLOSING

Closing includes the formal acceptance of the project and the ending thereof.

Administrative activities include the archiving of the files and documenting

lessons learned.



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The Closing phase consists of:

Contract closure: Complete and settle each contract (including the resolution of

any open items) and close each contract applicable to the project or project

phase.

Project closure: Finalize all activities across all of the process groups to

formally close the project or a project phase.

1.4. CONSTRAINTS OF A PROJECT

The project management triangle is used by managers to analyze or understand

the difficulties that may arise due to implementing and executing a project. All

projects irrespective of their size will have many constraints.

Although there are many such project

constraints, these should not be barriers for

successful project execution and for the

effective decision making.

There are three main interdependent

constraints for every project; Time, Cost

and Scope. This is also known as Project

Management Triangle.

Fig 1.2 Project Management Triangle

1.4.1. TIME

A project's activities can either take shorter or longer amount of time to

complete. Completion of tasks depends on a number of factors such as the

number of people working on the project, experience, skills, etc.

Time is a crucial factor which is uncontrollable. On the other hand, failure to

meet the deadlines in a project can create adverse effects. Most often, the main

reason for organizations to fail in terms of time is due to lack of resources.



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1.4.2. COST

It's imperative for both the project manager and the organization to have an

estimated cost when undertaking a project. Budgets will ensure that project is

developed or implemented below a certain cost.

Sometimes, project managers have to allocate additional resources in order to

meet the deadlines with a penalty of additional project costs.

1.4.3. SCOPE

Scope looks at the outcome of the project undertaken. This consists of a list of

deliverables, which need to be addressed by the project team.

A successful project manager will know to manage both the scope of the project

and any change in scope which impacts time and cost.

1.4.4. QUALITY

Quality is not a part of the project management triangle, but it is the ultimate

objective of every delivery. Hence, the project management triangle represents

implies quality.

Many project managers are under the notion that 'high quality comes with high

cost', which to some extent is true. By using low quality resources to accomplish

project deadlines does not ensure success of the overall project. Like with the

scope, quality will also be an important deliverable for the project.

1.5. TIME MANAGEMENT

Time management is the act of taking conscious control over the amount of time

spent on specific activities. One exercises time management to increase

productivity, effectiveness and efficiency, also practicing skills and using tools

and techniques to aid in accomplishing tasks, projects or working toward goals

and deadlines.

Time management is about effective scheduling of your time, goal setting,

prioritizing and choosing what to do and what not to do, delegating tasks,



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analyzing and reviewing spent time, organizing workspace, keeping

concentration and focus at work, motivating to work towards a goal.

Managing time can gain extra productive hours which can lead to increased

efficiency and productivity.

Time management is the strategy of organizing and implementing conscious

regulation on the time-frame allocated to a particular activity, with the purpose

of enhancing the effectiveness, proficiency and productivity. Time management

may be assisted by an assortment of tools, devices, and techniques utilized to

manage valuable time whenever undertaking particular projects, tasks and

objectives complying with a deadline.

Implementation of time management entails a broad range of activities, which

includes preparation, allocation and delegation, evaluation, supervision,

scheduling and prioritizing.

1.5.1. THE IMPORTANCE OF TIME MANAGEMENT FOR A

CONSTRUCTION PROJECT

Effective time management is used to assign workers attainable goals,

resources and time-frames to lower the overall cost of the project with the

efficient use of their billable hours and energy.

Time management is important in construction because it organizes the

allotted time set for the completion of the task for the purpose of meeting

or even beating the deadline.

Time management is important to a contractor's profitability because they

are given a legally binding contract in which failure to abide by its terms

and deadlines can result to a partial lost in monetary payment or even

cancellation of the contract.

Proper use of time management techniques can result in the completion of

project, on time, and create a positive testimonial for the contractor.

The effective use of time management is a vital element needed by construction

companies to successfully meet the budget and allocated timeframe for the



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completion of any development work. It is not just a tool used in construction

management but is a key to achieving corporate profitability and success.

1.6. RESOURCE MANAGEMENT

Resource management is the efficient and effective deployment of an

organization's resources when they are needed. Such resources may includ e

financial resources, inventory, human skills, production resources, or information

technology.

A dimension of resource development is included in resource management by

which investment in resources can be retained by a smaller additional investment

to develop a new capability that is demanded, at a lower investment than

disposing of the current resource and replacing it with another that has the

demanded capability.

In conservation, resource management is a set of practices pertaining to

maintaining natural systems integrity. Examples of this form of management are

resource management, soil conservation, forestry, wildlife management and water

resource management.

The broad term for this type of resource management is natural resource

management.

Good project management in construction must vigorously pursue the efficient

utilization of labor, material and equipment. Improvement of labour productivity

should be a major and continual concern of those who are responsible for cost

control of constructed facilities. Material handling, which includes procurement,

inventory, shop fabrication and field servicing, requires special attention for cost

reduction. The use of new equipment and innovative methods has made possible

wholesale changes in construction technologies in recent decades. Organizations

which do not recognize the impact of various innovations and have not adapted to



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changing environments have justifiably been forced out of the mainstream of

construction activities.

1.6.1. LABOUR PRODUCTIVITY

Productivity in construction is often broadly defined as output per labour hour.

Since labour constitutes a large part of the construction cost and the quantity of

labour hours in performing a task in construction is more susceptible to the

influence of management than are materials or capital, this productivity measure

is often referred to as labour productivity. However, it is important to note that

labour productivity is a measure of the overall effectiveness of an operating

system in utilizing labour, equipment and capital to convert labour efforts into

useful output, and is not a measure of the capabilities of labour alone.

1.6.2. MATERIAL MANAGEMENT

Materials management is an important element in project planning and control.

Materials represent a major expense in construction, so minimizing procurement

or purchase costs presents important opportunities for reducing costs. Poor

materials management can also result in large and avoidable costs during

construction. First, if materials are purchased early, capital may be tied up and

interest charges incurred on the excess inventory of materials.

Even worse, materials may deteriorate during storage or be stolen unless special

care is taken. For example, electrical equipment often must be stored in

waterproof locations. Second, delays and extra expenses may be incurred if

materials required for particular activities are not available. Accordingly,

insuring a timely flow of material is an important concern of project managers.

Materials management is not just a concern during the monitoring stage in which

construction is taking place. Decisions about material procurement may also be

required during the initial planning and scheduling stages. For example, activities

can be inserted in the project schedule to represent purchasing of major items

such as elevators for buildings. The availability of materials may greatly

influence the schedule in projects with a fast track or very tight time schedule:

sufficient time for obtaining the necessary materials must be allowed. In some

case, more expensive suppliers or shippers may be employed to save time.



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Materials management is also a problem at the organization level if central

purchasing and inventory control is used for standard items. In this case, the

various projects undertaken by the organization would present requests to the

central purchasing group. In turn, this group would maintain inventories of

standard items to reduce the delay in providing material or to obtain lower costs

due to bulk purchasing. This organizational materials management problem is

analogous to inventory control in any organization facing continuing demand for

particular items.

Materials ordering problems lend themselves particularly well to computer based

systems to insure the consistency and completeness of the purchasing process. In

the manufacturing realm, the use of automated materials requirements planning

systems is common. In these systems, the master production schedule, inventory

records and product component lists are merged to determine what items must be

ordered, when they should be ordered, and how much of each item should be

ordered in each time period. The heart of these calculations is simple arithmetic:

the projected demand for each material item in each period is subtracted from the

available inventory. When the inventory becomes too low, a new order is

recommended.

For items that are non-standard or not kept in inventory, the calculation is even

simpler since no inventory must be considered. With a materials requirement

system, much of the detailed record keeping is automated and project managers

are alerted to purchasing requirements.

1.7. SCHEDULING

In project management, a schedule is a listing of project's milestones, activities,

and deliverables, usually with intended start and finish dates. Those items are

often estimated in terms of resource allocation, budget and duration, linked by

dependencies and scheduled events. A schedule is commonly used in project

planning and project portfolio management parts of project management.

Elements on a schedule may be closely related to the work breakdown structure

(WBS) terminal elements, the Statement of work, or a Contract Data

Requirements List.



11

Planning, Scheduling (or organizing) and Control are considered to be basic

Managerial functions, and CPM/PERT has been rightfully accorded due

importance in the literature on Operations Research and Quantitative Analysis.

Far more than the technical benefits, it was found that PERT/CPM provided a

focus around which managers could brain-storm and put their ideas together. It

proved to be a great communication medium by which thinkers and planners at

one level could communicate their ideas, their doubts and fears to another level.

Most important, it became a useful tool for evaluating the performance of

individuals and teams.

There are many variations of CPM/PERT which have been useful in planning

costs, scheduling manpower and machine time.

WORK BREAKDOWN STRUCTURE

A work breakdown structure (WBS), in project management and systems

engineering, is a deliverable-oriented decomposition of a project into smaller

components.

A work breakdown structure element may be a product, data, service, or any

combination thereof. A WBS also provides the necessary framework for detailed

cost estimating and control along with providing guidance for schedule

development and control

1.7.1. METHODS OF SCHEDULING

CPM (Critical Path Method) and PERT (Program Evaluation Review Technique)

are project management techniques, which have been created out of the need of

Western industrial and military establishments to plan, schedule and control

complex projects. While CPM is easy to understand and use, it does not consider

the time variations that can have a great impact on the completion time of a

complex project.

The Program Evaluation and Review Technique (PERT) is a network model that

allows for randomness in activity completion times. PERT was developed in the

late 1950's for the U.S. Navy's Polaris project having thousands of contractors. It

has the potential to reduce both the time and cost required to complete a project.



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Essentially, there are six steps which are common to both the techniques.

The procedure is listed below:

I. Define the Project and all of its significant activities or tasks. The Project

(made up of several tasks) should have only a single start activity and a single

finish activity.

II. Develop the relationships among the activities. Decide which activities

must precede and which must follow others.

III. Draw the "Network" connecting all the activities. Each Activity should

have unique event numbers. Dummy arrows are used where required to avoid

giving the same numbering to two activities.

IV. Assign time and/or cost estimates to each activity

V. Compute the longest time path through the network. This is called the

critical path.

VI. Use the Network to help plan, schedule, and monitor and control the

project.

PERT planning involves the following steps:

1. Identify the specific activities and milestones.

2. Determine the proper sequence of the activities.

3. Construct a network diagram.

4. Estimate the time required for each activity.

5. Determine the critical path.

6. Update the PERT chart.

Benefits of PERT

• Expected project completion time.

• Probability of completion before a specified date.



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• The critical path activities that directly impact the completion time.

• The activities that have slack time and that can lend resources to

critical path activities.

• Activities start and end dates.



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Chapter 2

2. SITE DETAILS

Project: Vaishnavi Commune

2.1. COMPANIES INVOLVED IN PROJECT

Client: M/S. VAISHNAVI GROUP

Contractor: Adharsh Group

Architects: Eccumene Habitat Solutions PVT. LTD.

PMC: SYConE CPMC PVT. LTD

Structural Consultant: SHRADHA DESIGNTECH PVT.LTD

Electrical Consultants: POORNA ENGINEERING CONSULTANTS

PHE Consultants: PRISM CONSULTANTS

Landscape Consultants: TERRA FIRMA Landscape Architecture

Project Configuration:

6 Acres of land

46 Villas with Villament and Club House

3 & 4 BHK villas

3 BHK villa measures 3508 – 3787 Sq. ft.

4 BHK villa measures 4030 – 4309 Sq. ft.



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Details of villa:

Table 2.1 Details of villa at the project site

2.2. ENTERPRISE PROJECT STRUCTURE

A Project is managed by a company which may be or may not be under its mother

company. The company who is managing the project is defined as enterprise in

project management. If a particular company having its branches and one of the

branch is managing the project. Then we have to enter the list of all the company

this list is called Enterprise Project Structure (EPS).

2.3. ORGANIZATION BREAKDOWN STRUCTURE

It is the list of people in a company who will be responsible for managing either

the work breakdown structure or activity in a project this is called as

organization breakdown structure.

2.4. WORK BREAKDOWN STRUCTURE

The functional elements of a project and their inter relationship are determined

by a technique is known as Work Breakdown Structure (WBS).

BHK Facing Type No.

3 East A 7

3 East B 6

3 West A 7

3 West B 6

4 East A 6

4 East B 5

4 West A 4

4 West B 4

3 North A 1

Total 46



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Figure 2.1 Flow chart represents the OBS of the Project

Figure 2.2 Typical WBS (Work Breakdown Structure) of a Building



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ACTIVITY

Performance of a specific task, operation, job or function which consumes time

and resource and has a definite beginning and end is called an Activity.

EVENT

An instantaneous point in time marking the beginning or end of one or more

activities is called an Event.

NETWORK

A Network is the diagrammatic representation of a work plan showing the

activities step by step leading to the established goal. It depicts the inter-

dependence between the various activities.

Figure 2.3 Representing Activity and Event Networks



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WORK BREAKDOWN STRUCTURE OF A VILLA

1. Sub-Structure

1.1. Marking

1.2. Earthwork

1.3. ATT

1.4. PCC

1.5. Foundation

1.5.1. Reinforcement

1.5.2. Shuttering

1.5.3. Concreting

1.6. Column

1.6.1. Column Marking

1.6.2. Reinforcement (up to soffit of plinth beam)

1.6.3. Shuttering

1.6.4. Concreting

1.7. Backfilling (up to soffit of plinth beam)

1.8. Size Stone Masonry

1.8.1. Excavation

1.8.2. PCC

1.8.3. SSM Work

1.9. DPC

1.10. Backfilling

1.11. Plinth Beam

1.11.1. Reinforcement

1.11.2. Shuttering

1.11.3. Concreting

2. Super Structure

2.1. Floor 00

2.1.1. Structural work

2.1.1.1. Backfilling

2.1.1.2. ATT for floor area

2.1.1.3. Soling

2.1.1.4. Floor PCC

2.1.1.5. Column



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2.1.1.5.1. Column Layout

2.1.1.5.2. Reinforcement

2.1.1.5.3. Shuttering

2.1.1.5.4. Concreting

2.1.1.6. Staircase Flights

2.1.1.6.1. Flight 1

2.1.1.6.2. Flight 2

2.1.1.7. First floor Slab

2.1.1.7.1. Beam Shuttering

2.1.1.7.2. Slab Shuttering

2.1.1.7.3. Beam Reinforcement

2.1.1.7.4. Slab Reinforcement

2.1.1.7.5. Electrical Conduting

2.1.1.7.6. Slab Concreting

2.1.2. Civil Finishes

2.1.2.1. Wet Finishes

2.1.2.1.1. Block Masonry

2.1.2.1.2. Ceiling Plastering

2.1.2.1.3. Wall Plastering

2.1.2.1.4. Granite Counters – Kitchen

2.1.2.1.5. Dadoing – Kitchen

2.1.2.1.6. Flooring

2.1.2.1.6.1. Vitrified

2.1.2.1.6.2. Marble (Laying)

2.1.2.1.7. Putty and Primer

2.1.2.1.8. First coat painting

2.1.2.1.9. Flooring – Marble - Polishing and Finishing

2.1.2.1.10. Painting Final/Polishing

2.1.2.2. Dry Finishes

2.1.2.2.1. Windows fixing

2.1.2.2.2. Staircase railing

2.1.2.2.3. Door frames and shuttering fixing

2.1.2.2.4. Fixing of Iron mongery works

2.1.3. MEP



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2.1.3.1. Electrical

2.1.3.1.1. Chasing and Wall conduting

2.1.3.1.2. Wiring and switch plate fixing

2.1.3.1.3. Testing and commissioning

2.1.3.2. PHE Toilet and Kitchen

2.1.3.2.1. Pipe Laying – Waste and soil

2.1.3.2.2. Pipe Laying – Water

2.1.3.2.3. Pipe testing

2.1.3.2.4. Sanitary fixtures

2.1.3.3. Toilet

2.1.3.3.1. Chasing

2.1.3.3.2. Dadoing – Toilet

2.1.3.3.3. Granite Counters

2.2. Floor 01

2.2.1. Structural Work

2.2.1.1. Column





2.2.1.2. First flight of stairs

2.2.1.3. Beam and Slab work




2.2.1.3.4. Slab Reinforcement








2.2.2.1.4. Flooring



21




2.2.2.1.6. First coat painting








2.2.3. MEP

2.2.3.1. Electrical




2.2.3.2. PHE Toilet

2.2.3.2.1. Pipe Laying – Waste and soil

2.2.3.2.2. Pipe Laying – Water

2.2.3.2.3. Pipe testing

2.2.3.2.4. Sanitary fixtures

2.2.3.3. Toilet

2.2.3.3.1. Rough plastering

2.2.3.3.2. Chasing

2.2.3.3.3. Waterproofing

2.2.3.3.4. Bore Packing

2.2.3.3.5. Sunken Filling

2.2.3.3.6. Dadoing – Toilet

2.2.3.3.7. Toilet Flooring

2.2.3.3.8. Granite Counters

2.3. Study Room Slab

2.3.1. Structural Work

2.3.1.1. Column




22




2.3.1.2. First flight of stairs

2.3.1.3. Beam and Slab work




2.3.1.3.4. Slab Reinforcement – Stairs (2nd Flight)



2.3.1.4. Roof Slab






2.3.2.1.4. Flooring











2.3.3. MEP

2.3.3.1. Electrical




2.4. Terrace



23

2.4.1. Parapet wall and plastering

2.4.2. Weather Proofing

2.4.3. Landscaping

3. External Finishes

3.1. Civil

3.1.1. External Plastering

3.1.2. Pergola

3.1.3. External Painting

3.1.4. Car park Flooring

3.2. MEP

3.2.1. External Sewage Lines Laying

3.2.2. Chamber Construction

3.2.3. Water Supply Line

3.3. Landscaping

3.3.1. Hard scape

3.3.2. Soft scape

4. Snagging and Desnagging

4.1. Punch list and desnagging



24

Chapter 3

3. DRAWINGS DETAILS

3.1. GROUND FLOOR

Note: All dimensions are in mm



25

3.2. First FLOOR



26

3.3. SECOND FLOOR



27

3.4. TERRACE FLOOR



28

Chapter 4

4. ESTIMATION AND QUANTITIES

Item No. Particulars and

Description No.s Volume

(m3) Percent Density of

Steel Quantity of Steel (Kgs) Comments

1. Steel in RCC Works

1.1RCC Footing @ 0.5%

Total Footing of a villa 1 23.854375 0.005 7850 936.2842188

Density of Steel 78.5 q/cu m

1.2 RCC Coulmn @ 1.5%

a) Total Quantity Steel in Columns of Ground Floor 1 3.969 0.015 7850 467.34975


b) Total Quantity Steel in Columns of First Floor 1 3.73275 0.015 7850 439.5313125


c) Total Quantity Steel in Columns of Second Floor 1 1.134 0.015 7850 133.5285


1.3 RCC Roof Slab @ 0.8%

a) Total Quantity Steel in Ground Floor Slab 1 22.275 0.008 7850 1398.87


b) Total Quantity Steel in First Floor Slab 1 18.39 0.008 7850 1154.892


c) Total Quantity Steel in Second Floor Slab 1 3.6 0.008 7850 226.08


d) Total Quantity Steel in Study Room Slab 1 1.9305 0.008 7850 121.2354


e) Total Quantity Steel in Terrace Floor Slab 1 5.94 0.008 7850 373.032


1.4 RCC Beam @ 1.0%

a) Total Quantity Steel in Ground Floor Beam 1 8.1855 0.01 7850 642.56175



29

b) Total Quantity Steel in First Floor Beam 1 8.1855 0.01 7850 642.56175

c) Total Quantity Steel in Second Floor Beam 1 1.692 0.01 7850 132.822

d) Total Quantity Steel in Terrace Floor Beam 1 2.0376 0.01 7850 159.9516

1.5 RCC Plinth Beam @ 1.0%

a) PB1 + PB2 1 3.9 0.01 7850 306.15


b) PB3 1 1.9 0.01 7851 149.169


Item No.

Particulars and Description No.s

Volume (m3) Comments

2. Earthwork in Foundation

Quantity of Excavation for all footings 1 82.350625

Footing Type No.s Length (m) Bredth (m) Depth (m)

Quantity of Excavation (m3)

4EACF1 1 3.4

1.9 0.5 9.69

4EAF1 2 1.75

1.5 0.35 8.6625

4EAF2 5 1.9

1.7 0.4 25.84

4EAF3 3 2.2

1.95 0.45 19.9485

4EAF4 1 2.45

2.2 0.5 8.085

4EAF5 1 2.85

2.45 0.55 10.124625

Total Quantity of Excavation (m3) 82.350625

Item

Particulars and Description

No.s Length (m) Bredth

(m) Height or Depth (m)

Quantity (m3) Comments

3. Block Work

a) Ground Floor Blockwork

i) 200 mm Blocks 1 76.847 0.215 2.95 48.74020975

ii) 100 mm Blocks 1 3.35 0.1 2.95 0.98825

b) First Floor Blockwork

i) 200 mm Blocks 1 82.072 0.215 2.95 52.054166

ii) 100 mm Blocks 1 14.55 0.1 2.95 4.29225



30

c) Second Floor Blockwork

i) 200 mm Blocks (Parapet) 1 61.472 0.215 0.6 7.929888

ii) 200 mm Blocks (Study Room) 1 26.65 0.215 2.95 16.9027625

Total Quantity of 200 mm Blocks 125.6270263 m3

Total Quantity of 100 mm Blocks 5.2805 m3

3.1 Deductions

a) Ground Floor

CW-01 1 2.7 0.2 1.65 0.891

DT-01 1 1.05 0.2 2.4 0.504

DT-02 1 0.9 0.1 2.4 0.216

DT-02 1 0.9 0.2 2.4 0.432

DT-03 2 0.85 0.2 2.4 0.816

DWT-01 1 1.5 0.2 2.4 0.72

SD-01 1 2.4 0.2 2.4 1.152

V-03 2 0.6 0.2 1.2 0.288

W-01 2 1.2 0.2 1.4 0.672

W-02 1 1.2 0.2 1.65 0.396

W-03 1 1 0.2 1.65 0.33

W-04 1 1.35 0.2 1.65 0.4455

W-05 1 0.6 0.2 1.65 0.198

b) First Floor

CW-01 2 2.7 0.2 1.65 1.782

DT-02 2 0.9 0.1 2.4 0.432

DT-02 2 0.9 0.2 2.4 0.864

DT-03 2 0.85 0.1 2.4 0.408

SD-01 1 2.4 0.2 2.4 1.152

V-02 1 1 0.2 1.2 0.24

V-04 1 0.85 0.2 1.2 0.204

W-02 1 1.2 0.2 1.65 0.396

W-03 1 1 0.2 1.65 0.33

W-05 1 0.6 0.2 1.65 0.198

c) Second Floor

CW-01 1 2.7 0.2 1.65 0.891

DT-04 1 0.9 0.2 2.3 0.414



31

W-05 1 0.6 0.2 1.65 0.198

Deductions 200 mm Wall 13.5135 m3

Deductions 100 mm Wall 1.056 m3

Quantity of Blockwork After Deduction (200 mm) + 10% wastage 123.3248789 m3

Quantity of Blockwork After Deduction (100 mm) + 10% wastage 4.64695 m3

Total Number of 200 mm Block 7707.80493 Units

Total Number of 100 mm Block 580.86875 Units

Item





4. Wall Plastering

4.1 Ground Floor

i) Interior Walls 1 98.8

2.95 291.46 468.805

ii) Exterior Walls 1 56.3

3.15 177.345

4.2 First Floor


2.95 273.76 430.7875

ii) Exterior Walls 1 49.85

3.15 157.0275

4.3 Second Floor


2.95 53.69 116.69

ii) Exterior Walls 1 20

3.15 63

Total Wall Plastering 1016.2825 m2

Item





4.4 Deductions

a) Ground Floor

CW-01 1 2.7

1.65 4.455

DT-01 1 1.05

2.4 2.52

DT-02 2 0.9

2.4 4.32

DT-03 2 0.85

2.4 4.08



32

DWT-01 1 1.5

2.4 3.6

SD-01 1 2.4

2.4 5.76

V-03 2 0.6

1.2 1.44

W-01 2 1.2

1.4 3.36

W-02 1 1.2

1.65 1.98

W-03 1 1

1.65 1.65

W-04 1 1.35

1.65 2.2275

W-05 1 0.6

1.65 0.99

b) First Floor

CW-01 2 2.7

1.65 8.91

DT-02 2 0.9

2.4 4.32

DT-02 2 0.9

2.4 4.32

DT-03 2 0.85

2.4 4.08

SD-01 1 2.4

2.4 5.76

V-02 1 1

1.2 1.2

V-04 1 0.85

1.2 1.02

W-02 1 1.2

1.65 1.98

W-03 1 1

1.65 1.65

W-05 1 0.6

1.65 0.99

c) Second Floor

CW-01 1 2.7

1.65 4.455

DT-04 1 0.9

2.3 2.07

W-05 1 0.6

1.65 0.99

Total Wall Plastering 78.1275 m2

Wall Plastering After Deduction + 10% extra 1031.9705 m2

Item





5. RMC

5.1 RMC for footing

4EACF1 1 3.4 1.9 0.5 3.23

4EAF1 2 1.75 1.5 0.35 1.8375

4EAF2 5 1.9 1.7 0.4 6.46

4EAF3 3 2.2 1.95 0.45 5.7915

4EAF4 1 2.45 2.2 0.5 2.695

4EAF5 1 2.85 2.45 0.55 3.840375

Total RMC required for footing 23.854375 m3



33

5.2 RMC for Column

Columns of Ground Floor

4EAC16 2 0.2 0.45 3.15 0.567

4EAC17 1 0.2 0.45 3.15 0.2835

4EAC12 1 0.2 0.45 3.15 0.2835

4EAC13 1 0.2 0.45 3.15 0.2835

4EAC11 1 0.2 0.45 3.15 0.2835

4EAC8 1 0.2 0.6 3.15 0.378

4EAC9 1 0.2 0.45 3.15 0.2835

4EAC10 1 0.2 0.375 3.15 0.23625

4EAC6 1 0.2 0.375 3.15 0.23625

4EAC7 1 0.2 0.45 3.15 0.2835

4EAC3 1 0.2 0.45 3.15 0.2835

4EAC4 1 0.2 0.45 3.15 0.2835

4EAC5 1 0.2 0.45 3.15 0.2835

Sum 3.969 m3

Columns of First Floor

4EAC16 2 0.2 0.45 3.15 0.567

4EAC17 1 0.2 0.45 3.15 0.2835

4EAC12 1 0.2 0.45 3.15 0.2835

4EAC13 1 0.2 0.45 3.15 0.2835

4EAC11 1 0.2 0.45 3.15 0.2835

4EAC8 1 0.2 0.6 3.15 0.378

4EAC9 1 0.2 0.45 3.15 0.2835

4EAC10 1 0.2 0.375 3.15 0.23625

4EAC7 1 0.2 0.45 3.15 0.2835

4EAC3 1 0.2 0.45 3.15 0.2835

4EAC4 1 0.2 0.45 3.15 0.2835

4EAC5 1 0.2 0.45 3.15 0.2835

Sum 3.73275 m3

Columns of Second Floor

4EAC11 2 0.2 0.45 3.15 0.567

4EAC8 1 0.2 0.6 3.15 0.378

4EAC18 1 0.2 0.3 3.15 0.189

Sum 1.134 m3

Total RMC required for Columns 8.83575 m3



34

Item Particulars and

Description No.s

Quantity (m3)

Comments

5.3 RMC for Slab

a) Total Quantity of RMC in Ground Floor Slab 1 22.275

b) Total Quantity of RMC in First Floor Slab 1 18.39

c) Total Quantity of RMC in Second Floor Slab 1 3.6

d) Total Quantity of RMC in Study Room Slab 1 1.9305

e) Total Quantity of RMC in Terrace Floor Slab 1 5.94

Total RMC required for Slabs 52.1355 m3

Item


No.s Quantity

(m3) Comments

5.3 RMC for Plinth Beam

a) PB1 + PB2 1 3.9

b) PB3 1 1.9

Total RMC required for Plinth Beam 5.8 m3


Description No.s Length (m)

Bredth (m)

Height or Depth (m)


5.3 RMC for Beam

a) First Floor Beams

90.95 0.2 0.45 8.1855

b) Second Floor Beam

18.8 0.2 0.45 1.692

Total RMC required for Beams 9.8775 m3

Quantity of RMC required for a villa + 10% extra=

150.7546875 m3

Item Particulars and No.s Area (m2) Depth (m) Quantity (m3) Comments



35

Description

6. PCC 6.1 Ground

Floor Flooring

a) Guest Bedroom 1 18.153 0.1 1.8153

b) Living cum Dining 1 39.767 0.1 3.9767

c) Staircase 1 11.529 0.1 1.1529

d) Kitchen 1 11.29 0.1 1.129

e) Utility Room 1 6.125 0.1 0.6125

f) Servent Room + Path 1 8.52 0.1 0.852

g) Lobby 1 6.12 0.1 0.612

h) Verandah 1 4.002 0.1 0.4002

Total PCC required for flooring 10.5506 m3

Footing Type No.s Length (m) Bredth (m)

Quantity of Excavation

(m3) Comments

6.2 PCC below Footing

4EACF1 1 3.4 1.9 0.756

4EAF1 2 1.75 1.5 0.663

4EAF2 5 1.9 1.7 1.995

4EAF3 3 2.2 1.95 1.548

4EAF4 1 2.45 2.2 0.636

4EAF5 1 2.85 2.45 0.80825

Total PCC required for flooring 6.40625 m3

6.3 PCC @ DPC

Total PCC required for Damp-Proof 1.051875 m3

6.4 PCC below Plinth (Inner Walls)

Total PCC required below Plinth 1.394 m3

6.5 PCC below SSM

Total PCC required below SSM 3.22575 m3

Quantity of PCC required for a villa = 22.628475 m3

Quantity of PCC required for a villa + 10% extra=

24.8913225 m3

7. Size Stone Masonry

Quantity of SSM 8.415 m3



36


Description No.s Length (m)

Bredth (m)

Height or Depth (m)

Quantity of Shuttering

(m2) Comments

8. Shuttering 8.1 Shuttering

for footings

4EACF1 1 3.4 1.9 0.5 5.3

4EAF1 2 1.75 1.5 0.35 4.55

4EAF2 5 1.9 1.7 0.4 14.4

4EAF3 3 2.2 1.95 0.45 11.205

4EAF4 1 2.45 2.2 0.5 4.65

4EAF5 1 2.85 2.45 0.55 5.83

Quantity of Shuttering for Footings 45.935 m2

8.2 Shuttering for Column

a) Columns of Ground Floor

4EAC16 2 0.2 0.45 3.15 8.19

4EAC17 1 0.2 0.45 3.15 4.095

4EAC12 1 0.2 0.45 3.15 4.095

4EAC13 1 0.2 0.45 3.15 4.095

4EAC11 1 0.2 0.45 3.15 4.095

4EAC8 1 0.2 0.6 3.15 5.04

4EAC9 1 0.2 0.45 3.15 4.095

4EAC10 1 0.2 0.375 3.15 3.6225

4EAC6 1 0.2 0.375 3.15 3.6225

4EAC7 1 0.2 0.45 3.15 4.095

4EAC3 1 0.2 0.45 3.15 4.095

4EAC4 1 0.2 0.45 3.15 4.095

4EAC5 1 0.2 0.45 3.15 4.095

Sum 57.33 m2

b) Columns of First Floor

4EAC16 2 0.2 0.45 3.15 8.19

4EAC17 1 0.2 0.45 3.15 4.095

4EAC12 1 0.2 0.45 3.15 4.095

4EAC13 1 0.2 0.45 3.15 4.095

4EAC11 1 0.2 0.45 3.15 4.095

4EAC8 1 0.2 0.6 3.15 5.04

4EAC9 1 0.2 0.45 3.15 4.095

4EAC10 1 0.2 0.375 3.15 3.6225

4EAC7 1 0.2 0.45 3.15 4.095

4EAC3 1 0.2 0.45 3.15 4.095

4EAC4 1 0.2 0.45 3.15 4.095



37

4EAC5 1 0.2 0.45 3.15 4.095

Sum 53.7075 m2

c) Columns of Second Floor

4EAC11 2 0.2 0.45 3.15 8.19

4EAC8 1 0.2 0.6 3.15 5.04

4EAC18 1 0.2 0.3 3.15 3.15

Sum 16.38 m2

Total Shuttering required for Columns 127.4175 m2

8.3 Shuttering for Slabs and Beams

i) Shuttering for Slab

a) Ground Floor Slab Shuttering 130.31 m2

b) First Floor Slab Shuttering 104.41 m2

c) Second Floor Slab Shuttering 24 m2

d) Study Room Slab Shuttering 12.87 m2

d) Terrace Floor Slab Shuttering 39.6 m2

Total Shuttering required for Slabs 311.19 m2

ii) Shuttering for Beams

a) Ground Floor Beams 58.208 m2

b) First Floor Beams

58.23 m2

c) Second Floor Beams

12.032 m2

d) Plinth Beam

36.384 m2

Total Shuttering required for Beams 164.854 m2

Quantity of Shuttering required for Slabs & Beams 476.044 m2

Quantity of Shuttering required for a villa 649.3965 m2

Quantity of Shuttering required for a villa + 10% extra 714.33615 m2



38

Item


No.s Area (m2) Comments

9. Ceiling Plastering

9.1 Ground Floor Ceiling

a) Guest Bedroom 1 18.153

b) Living cum Dining 1 39.767

c) Staircase 1 11.529

d) Kitchen 1 11.29

e) Utility Room 1 6.125

f) Servent Room + Path 1 8.52

g) Lobby 1 6.12

h) Verandah 1 4.002

i) Toilet-1 1 2.15

j) Toilet-2 1 3.6

k) Sitout 1 8.9

l) Parking 1 14.7

Total Ceiling in Ground Floor 134.856 m2

9.2 First Floor Ceiling

a) Master Bed

31.3

b) Family Lounge

28.28

c) Court

1.78

d) Toilet-1

5.48

e) Toilet-2

5.035

f) Children's Bed

18.125

Total Ceiling in First Floor 90 m2

9.3 Second Floor Ceiling

a) Study Room

20.339

Total Ceiling in First Floor 20.339 m2

Total Area of Ceiling Plastering 245.195 m2

Table 4.1 Estimation and Quantities



39

Chapter 5

5. REPORTS FROM MSP

5.1. S CURVE METHOD

S-curves are an important project management tool. They allow the progress

of a project to be tracked visually over time, and form a historical record of

what has happened to date. Analyses of S-curves allow project managers to

quickly identify project growth, slippage, and potential problems that could

adversely impact the project if no remedial action is taken.

5.1.1. Generating S-curves

5.1.1.1. Project Benchmarks

Percentage S-curves may be used to calculate important project benchmarks

on an ongoing basis, including:

Project percentage growth (Target and Baseline S-curves)

Project percentage slippage (Target and Baseline S-curves)

Actual percentage complete against Target percentage complete to date

Actual percentage complete against Baseline percentage complete to

date

5.1.1.2. Steps to generate S Curve

To generate a Baseline S-curve, a Baseline Schedule is required.

The Baseline Schedules should contain the following information for each

task:

Baseline Start Date, Finish Date

Baseline Man Hours and/or Costs



40

To generate Actual and Target S-curves, a Production Schedule is required.

The Production Schedules should contain the following information for each

task:

Actual Start Date, Finish Date

Actual Man Hours and/or Costs

Actual Percentage Complete

Figure 5.1 S-Curve graphs



41

5.2. GANTT CHART

A Gantt chart, commonly used in project management, is one of the most popular

and useful ways of showing activities (tasks or events) displayed against time.

On the left of the chart is a list of the activities and along the top is a suitabl e

time scale. Each activity is represented by a bar; the position and length of the

bar reflects the start date, duration and end date of the activity. This allows you

to see at a glance:

What the various activities are

When each activity begins and ends

How long each activity is scheduled to last

Where activities overlap with other activities, and by how much

The start and end date of the whole project

To summarize, a Gantt chart shows you what has to be done (the activities) and

when (the schedule).

Figure 5.2 Simple Gantt Chart

(Reports will be submitted by Hard Copy)



42



43

Chapter 6

6. CONCLUSION & DISCUSSIONS

In this project, the effective utilization of time and resource of constructing a

3BHK villa has been studied. Time is a very important factor to complete the

work within the given deadline or even earlier. The project is done with the use

of MSP which is project management software. The procedure for the project

included understanding the project and creation of WBS, creation of level 3

activities, master construction program, resource scheduling and cash flow

projection, monitoring and tracking.

Time, resource and cost are inter-related. If we reduce the time of completion,

the price will increase and vice- versa. The price will increase as the more

amount of labour and then resources will have to be made available in short time.

If resources are available near the site of construction, then the cost of

transportation and also tax charges will be minimum in turn reducing the cost of

the project.

The time estimation results showed that the 3bhk villa can be completed in 135

days given that the work will proceeded smoothly as planned.



44

Chapter 7

7. REFERENCES

1. Estimation and costing in Civil Engineering by B.N Dutta 26th

edition

2. Construction Planning And Management by P.S. Gahlot and B.M. Dhir

3. http://en.wikipedia.org/wiki/Project_management

4. http://www.tutorialspoint.com/management_concepts/project_management

_triangle.htm

http://en.wikipedia.org/wiki/Project_management

http://www.tutorialspoint.com/management_concepts/project_management_triangle.htm

http://www.tutorialspoint.com/management_concepts/project_management_triangle.htm

jain university project report

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