ENGINEERING OFFICE- Here the project engineer is incharge at the following work.

1. Incharge of all site designs

2. Testing
3. Incharge of Field Engineering
4. Surveying works
5. Construction Planning and Control

CONSTRUCTION SUPERVISOR- The Supervision of all labour and plant, and the distribution
of all work among the various gangs, together with the requirements of stores and materials
and should have practical wide experience. Leadership and task- he must be consulted in
connection of all planing and methods of execution of the work under the construction
supervisors and gangsters incharge of the different section of the works whose duties will be
clearly defined in order that the labour organization may run smoothly.

ACCOUNTANT- The Accountant must be experienced in construction book keeping

requirement, So that information of valve may be rapidly placed before the management.

The clerical side of construction in handled by the accountancy staff who are responsible for
payment of all wages and invoices. Means must be devised to check and cross check all cash
transactions to rapidly detect defalcation and misappropriations.

PAY MASTER AND TIME KEEPER- Must be conversant with labor awards and conditions and
should have preferably have some knowledge of construction procedure.

COSTING OFFICER- The function is to make a systematic and up-to-date analysis of

expenditure and not only to provide time management with the cost of the construction but
it is able to assist in tracing irregularities and in efficiency.
PROGRESS CHART
Is prepared on the outset, in which is recorded the actual work done at any given time,
if may will be an expanded construction programmed with the plans and advancement of
the work shown for each item.
As construction proceeds, the actual progress is recorded for each item immediately
before the planned advance.

CONSTRUCTION DIARY
Is kept in the engineering office in which a recorded such information as general
weather condition, changes in staff, approximate laborer force, work actually in hand with
suitable comment on progress, stoppage of work and loss of working time, important
change in policy and all happenings of general importance.

CHANGE ORDER BOOK

Is essential for the proper recording of all variations, extras, and deductions, together
with the calculations of the consequent changes in the contract price.

PLANT INDEX
Will record all items of plant on the site, and the provable date of its availability for
transfer for other use ( this may e the form of individual card of each machine).

COST STATEMENT AND CHARTS

This will form a most important part of records of any construction project.
Example: working drawings, details of all work

NATURE OF ENGINEERING CONTRACTS

A contract is an agreement enforceable at law made between two parties by which
right are required by one to acts of forbearance on the part of the other. The elements of a
valid contract area an offer to do something in a special works to and acceptance of this
offer, it is well to remember it, once an offer has been accepted the contract is made,
although in most cases an agreement or contract is subsequently executed by the party
concerned.

It should also bear in mind that the offer must be definite and the acceptance must be
conditional and must be communicated to the person making the offer.

IMPORTANT CIVIL ENGINEERS WORK ---- is a careful compilation of the following:

A. Specifications
B. Checking of every detail of the drawing
C. Computation of the schedule of quantities
D. Preparations of conditions tendering and general condition of contract
E. The analysis of the tenders when they are received
F. Composition of the report
G. Recommendations concerning such tenders
DOCUMENT INVOLVED IN CIVIL ENGINNERING CONTRACTS

1. The General Condition

2. Specification
3. Drawings
4. Tender
5. Acceptance
6. Agreement
7. Schedule of Activities
8. Process form part of the contract document

TYPES OF CONTRACTS FOR CONSTRUCTION OF CIVIL ENGINEERING WORKS

1. Schedule of Rate Contract--- are those in which the contractor offers to carry at various
clearly defined classes of work at stipulated unit rates. The work to be done is scheduled as
accurately as the quantities can be estimated but the actual quantities are measured in the
completion work and paid for at the price stated in tender.

2. Lump Sum Contract--- are those in which the contraction offers to do the whole of the
works specifies and shown in drawings for a total stipulated sum of money, in this contract it
is essential that the work is clearly defined and drawn, although to cover any possibility of
extension or reduction of the work shown it is to include a schedule of prices to enable such
addition and deduction to be assessed.

3. Cost Plus a Percentage Contract--- are sometimes adopted, but the system is
fundamentally bad for there is no incentives to economize; the more the job costs the more
the contractor receives.
In this type of contract, the contractor is paid the actual cost of the work, whatever is may be
plus an agreed percentage thereof to cover overhead and profits.

4. Cost Plus Fixed Pay Contract--- This overcome to the cost plus the percentage type by
providing a fixed sum to be paid to the contractor in addition to the actual cos of the work.
Thus there is the endorsement to speed and economy, for every delay keeps the contractor
from another job, ties-up plant, and increase overhead cost which must be meet from the
fee. This type of contract has the advantage on difficult and hazardous jobs where the risks
are great, where tenders need not bid high to cover themselves against.

CONTRACT DOCUMENTS
A general condition of contract defines certain condition applicable generally, the most
contract as distinct from the specifications which describe the particular work and
construction in detail.

1. Deposit required as security

2. Arrangement for sub lifting portion of the work
3. Compliance by Local-By-Laws
4. Insurances to be Affected
5. Drawings to be Provided
6. Position of the Site
7. Setting out of the work
8. Suspension of Work
 9. Quality of the materials
10. Removal of unsatisfactory Work
11. Time of Completion
12. Damages to be paid for late completion

DRAWINGS
Provided to the contractor must show accurately the extend of the work. They should be
clear and simple and must be read in conjunction with the specification. Generally, the
drawing must be completed before the specification is written, and there should be no
conflict between them.

SPECIFICATION
Is the most important of the contract documents. It sets out the actual wok requires to
be done, and in particular the materials to be used, the class of workmanship required any
special condition and methods to be used, and classification of the work for purposes of
payments. The specification is the direct explanation of the drawing, legal language is not
required and use should be made to concise, simple phraseology, intelligible site supervisors,
so that there can be no doubt as to the Engineer intention specification must, above all be
explicit so that the contractor knows exactly what is expected.

SCHEDULES OF RATES AND QUANTITIES

Is usually issued as appendix to the specification. It is really a list of the various classes of
work to be done.

TENDER
The tinder may be a simple letter setting out the offer, or it may be an official tender
form which describes in clear legal language. The amount tendered to do the work describe
in the other documents.

LETTER OF ACCEPTANCE
Is the actual deed of contract, in it the parties agreed that the work will be carried out
in accordance with the general conditions, the specifications, the drawings, and the offer, it is
a registered legal documents and has all the other contract documents annexed.

TERMINATION OF CONTRACT
 A contract is said to be discharge. When the agreement between the parties is
terminated and the right and liabilities arising from it are extinguished and accomplished in
any of the following:

1. BY AGREEMENT--- The parties agree to terminate the contract either by one waiving
his rights or by releasing the other from his obligation.
2. BY PERFORMANCE ---- in this case there is complete fulfillment of the terms of the
contract in every aspect.
3. BY BREACH-- One party falls in his obligations, and the other then has the right to
cancel the contract and sew for damages.
4. BY LAPSE OF TIME ---- an action on a simple contract must be commenced within a
certain time from the date when the cause of action arose.
5. BY IMPOSSIBILITY --- This may be due to a cause which has arisen since the making of
th contract.

ESTIMATES
Building construction estimating--
Before the work at the job can begin, the estimator prepares the following:
a. Working estimates
b. The materials list
c. The construction schedule
d. Supervise the purchasing of materials

When the jobs get underway, the general superintendent has control and the estimation
gradually relinquishes his hold, in order to that he may put his tine to use in securing other
contracts.

A good estimate must see that the following are in order;

A. Must to it that there must be complete plans and specifications.
B. Complete copy of all sub- contracts.
C. And all other required data that are given to the superintendent.
D. Must clarify all forms about he thinks there may be any questions or which may tend to
slow up the progress of the job.
E. He will insist upon his records being so complete at the time of their final release by him
that nobody can hold him responsible for what happens afterward.

Construction Relations
The Architect and Engineer --- is the man who makes and work the following:
A. Plans
B. Specifications that accompany the plans.
C. To look after the owner’s interests in connection with the building
workers.

CONSTRUCTION RELATIONS

j
DUTIES OF CONTRACTOR
Are very likely to know the job before, it is time for bid, because they always following
up trade reports and other leads towards job and one constantly in touch with a number of
architects and others who frequently have work to be estimated.

SUB-CONTRACTOR
Are men or firms who do work that the general contractor. This may be work that the
general contractor does not wish to do or work that he has not have the facilities to do with
his own men or perhaps work for which he has not the required license.
Example: Plumbing, Electrical Works, Steel

MATERIAL MEN
Is the term use to denote any of the men or concern that merely sell the materials use
in building works.
Example: Lumber dealer is a material man.

CONTRACTOR
Refer to the man who undertake to construct a complete building or to make a
complete alteration of an existing building.

CONTRACTOR DUTIES
A. He supply the tools equipment and materials for dong the work that is done by his own
name.
B. He established the job office and provide the superintendent, job clerks, lay out
engineers, and watch men.
C. The contractor pays all the bills and pay rolls for his own work on the job, and he also
pays the sub- contractor.
D. He must make the whole job comply with the requirements of labor department,
building department, and other public inspections.
E. He builds the architects office on the job when one is called for.

ESTIMATE
Should be a complete story of the construction works in builders language. It should be
so arranged and so worded that the man who made it or any other man familiar with
building estimates may be able to obtain from it a clear mental picture of the proposed work
in all its parts.

Systematic approach to the solution of problems in Project Management

1. Give the fact pertaining to the situation:
--this fact must be verified, safe tied and clarified to obtain accuracy and meaning.
2. Identified the problem involved in the situation.
3. Enumerate the principle of laws applicable to the problem and select those which
appears to predominate.
4. Formulate alternative solutions.
5. Select the solution of most appropriate.
6. Test the solution for possible results.
7. Apply the solutions to the specific problems situation.

Financial Budgeting

MONEY is the universal lubricant which keep business enterprise dynamic, without sufficient
financing, a business cannot get started. Without adequate budgeting, a business once
started cannot reach its full potential.

PROFIT MOTIVE
In a competitive construction business, a profit motive is a predominant factor no one
feels secure about investing or doing business within a venture that appears exceeding
downwards.

CAPITAL

A single term used to cover tools, equipment and materials for construction. Technically
the word capital is best understood depending on how they used to it. In each broadest
capital is synonymous in wealth and all useful articles own by man.

BUDGET
Is the long term responsibility of management to use investment that will yield the
largest possible profit.

TWO PRINCIPAL TYPE OF BUDGET

1. Static/ Fix Budget depend upon the ability to predict income with at least a reasonable
degree of accuracy.
--budget for governing institutional organizations.
2. Variable/ Flexible Budget-- constructed in anticipation of variable income. It provides
advance or orderly change in the volume of construction and
expenditures.

FINANCIAL BUDGET
Represent the summary or anticipated income and disbursement for the budget. The
purpose is to plan for allocation of working capital.
--is presented as a current asset.
TWO CONSIDERATION IN EXPENDITURES
1. Absolute necessities of budget of various department such as weekly or monthly
requirements at materials for construction, payroll and etc.
2. Limitation of available cash.

DECISION MAKING

Decision making is a fundamental process of management.

Who make decisions?

Decision making is only one of the managers task. It is but a small fraction of his time.
But to make decision is his specific work.

EFFECTIVE MANAGERS--- are expected to make effective decisions. He does not make a
great many decision.
EFFECTIVE DECISION--- is a judgement, it is a choice between alternatives. It is at best a
choice between almost right and probably wrong.

DECISION PROCESS
Most successful decision making follows a process that consist of the following:
1. Identify the Problem.
2. Specify the objectives and the decision criteria.
3. Develop alternatives.
4. Analyse and compare alternatives.
5. Select the best alternatives.
6. Implement the chosen alternatives.
7. Monitor result to ensure the desired result are achieved.

IDENTIFYING CRITERIA
1. Capital and Cost
2. Time
3. Profit
4. Return Of Investment
5. Increase Productivity
6. Risk
7. Maintenance etc.

CONSTRUCTION PREPLANNING
Pre-Planning--- determine the direction and success of any construction project.
FOUR BASIC RULES FOR ANY JOB
1. The construction superintendent should be included in the consultation at the very start
of the planning stage.
2. Make a job breakdown into components, to simplify the whole program.
3. Prepare a construction plan that will be consulted constantly.
4. Take advantage of new tools to save time, money, or confusion.

PLANNING FUNCTIONS HAS FOUR DIFFERENT DIMENSIONS

1. Planning is a Philosophy.
2. Planning is an Integration.
3. Planning is a Process.
4. Planning is a Collection of Procedures.

The Managers Mission

1. Is to Plan
2. Coordinate
3. Control
4. Accomplish

The Work Sheet

The initial move to get the project underway is for the project engineer to convene a
preliminary discussion on the documents and to gather information available at the early
stage.

What are the Project Engineers need to know:

1. The logical construction sequence that must be followed.
2. The quantity and delivery dates of all materials to be used.
3. How much and what kind of man power will be needed.
4. When to complete the job on time.

TIME TABLE
The Project Manager should conduct one or more informal sessions with key personnel
assigned to the project such as:
A. The construction superintendent
B. Job buyer
C. Drafting room coordinator
D. Job expediter

During the Sessions, the preliminary construction program or worksheet is reviewed to

determine whether engineering and procurement of material can be accomplished at the
rate and the sequence as program in the schedule.

Specification of equipment and materials that are in development stage should be processed
accordingly to the importance or urgency in the overall project.

SUPERINTENDENT REVIEW the construction superintendent must

1. Review the time table thoroughly.
2. Raise questions on its overall logic and work ability.
3. Offer construction critism on detailed work functions and interrelated activities.
4. This result review will give minor revisions of the schedule.

The manpower assigned for each activity on the time table is then translated into graphical
representation showing the anticipated manpower expenditures and the progress of the
work
1. By graphical reporting will provide easier evaluation of the condition of the job.
2. Data are received by way of a one page weekly progress report and a weekly field payroll
report .
By close control and evaluation of field cost and man-hour expenditures, it can easily
detect the following:
1. Possible budget man-hour over runs.
2. Craft peaks.
3. Weakness in supervision coverage.
4. Inadequacy in type of quantity of tools and equipment.

Project Construction cycle requires such as:

1. The site must be found and boundaries located.
2. Plan must be drawn.
3. Plan must be approved by the owner.
4. Building permit must be secured.

Project undergoes series of stags which includes:

1. Planning
2. Execution of major activities.
3. Project Phase out.

Organization of the work consist of making proper arrangement for progressing the
works in a systematic order aimed to make the best use of labor; material, and
time This is the responsibility of the contractor under the supervision of the Architect or
Engineer.

Two control of responsibility exist at the construction site.

1. The owner is represent by his Architect or Engineer.
2. The contractor by his agent has their own duties to perform in the interest of the
employer on the owner.

Other responsibility of Engineer and Architect

A. As representative of the owner
1. Act as interpreter of the plan.
2. As guardian arbiter between the owner and the contractor
B. Maintain site records and documents like:
1. Lay-out Plan
2. Contract Documents
3. Time and Progress Chart
4. Work Diary
5. Contractor Order Book
6. Records of Test
7. Progress Report
8. Measurement books, etc.

Planning Program and Progress Chart

Most important part of the work organization:
1. The preparation of a comprehensive time and progress chart for the execution of the
work.
2. The periodic revision of the chart as circumstances demand and the regular comparison
of progress made with the program.
 The Project Manager is required to prepare an approved Time and Progress Chart--- the
time and progress chart must show an analysis of the chief elements and types of
construction involved in the project and schedule date of commencement and completion in
every stage of the main contracts and sub contracts.
The time and progress chart serve as the coordination and control of all the work under
the different subdivision of the contract.

Planning and Scheduling with Gantt Chart

The Gantt is a tool used for planning and scheduling simple project with the chart the
manager can easily or initially schedule project activities and then to monitor progress
overtime by comparing planned progress to actual progress.
The advantage of Gantt Chart is its simplicity, making it very popular and most useful for
simple projects, say were activities are simultaneously or here a string of sequential
activities are involved.

Site Management of the Work

The Engineer will make adequate provision for safety measures such as minimizing
material manual handling hazards.
For Proper Management of the work the following are properly considered:
1. Type of work involved
2. Man power that are involved
3. Type of construction
4. The organization Chart
Example problem:
Assuming that you are the manager of a construction firm and planned to construct a
construction field office, How would you present your budgeting project.

CONSTRUCTOR RESPONSIBILITIES AND DUTIES

1. Making access road with due regards to the convenience of construction.
2. Erection of site office in a central position to facilitate checking of all site activities.
3. Erection of store shed of adequate capacity to ensure protection of materials against
damages, deterioration, wastage and pilferage.
4. Construction of temporary quarters for labors.
5. Appointment of supervisory staff.
6. Early arrangement of construction equipment.

PERT and CPM

PERT-- Program Evaluation and Review Technique

CPM -- Critical Path Method

It is a technique use for planning and coordinating large scale projects.

CPM was design as a tool for planning, scheduling, and control of construction works.
PERT was developed as a result of looking for an improved method of planning and
evaluation progress of a large scale research and development program. It encourage
periodic re-evaluation and providing an accurate measure of progress.
The phases of PERT/CPM
1. Planning
 2. Scheduling
3. Control-Monitor
PERT/CPM -- is a control tool for defining the parts of the construction job and then putting
them in together in a network form and it enable the manager to see the whole picture of
the entire job.

With the use of PERT/CPM, the project manager can easily obtain the following
information:
1. Graphical display of project activities
2. An estimate on how long will the project last
3. Determine which activities are the most critical to timely project completion
4. Determine how long any activity can be delayed without lengthening the project.

1. Planning ---- is defined as determining the relationship between the work operation and
the sequence in which they are to be performed.

2. Scheduling ---- involves distribution of work time to each work operation and determining
when to start and when to finish.

3. Control- Monitor
(a) PERT/CPM pinpoints the particular work operation whose completion time are
responsible for controlling the complete date.
(b) It provides a mean of speeding up a project without excessive cost for overtime.
(c) It gives time Leeway or float available for each of the non-critical work operations.
(d) It establishes time boundaries for operations with possibilities of shifting resources,
equipment, and man power to meet the requirements.
(e) Indicates the earliest starting date for each work operation.

Three major reasons for Construction Failure

1. Unbalance organization due to lack of planning and scheduling.
2. Lack of financial planning
3. Poor cost control

The Network Fundamentals

Network Conventions
There are two slightly different conventions for making a network diagram.
1. Activity on arrow (AOA) --- that is using arrows to designate activities.

A B 1 2 3
AOB AON

Nodes represents the beginning and the end of activities, which are called event.
Events are point in time.

The ELEMENTS OF NETWORK DIAGRAMING

A B Work B cannot start with until after work A is completed

A
 C Work C cannot start until both A and B are co

B
A
A must be completed before either B or C can be start

A B Both A and C must be completed before either B or D can

start

C D

A C A must be completed before C can start. D depends only on

B and
B D A, x is called a dummy

A C C depends on A and B
D depends on B only.
B D y is a dummy

PRINCIPLES OF NETWORK OR ARROW DIAGRAM

Principle No. 1
That everything in the network or arrow diagram must have a meaning
Thus;
(a) Every arrow represents an item of work and is called Activity
Example: EXCAVATION

(b) An Event ---- is the starting point of an activity represented by a circle, square or any
geometrical form.
Example: EXCAVATION

(c) An activity is dependent upon and cannot begin until after the completion of all
proceeding activities.
EXAMPLE: Making Forms 3 Pour Footing Slab

Order and Deliver Cement

(d) All activities that start with the same event cannot begin until after the completion
of all activities that enter the event.
 Making form Pour Footing Slab

Order and Deliver Cement Pour Pedestal

Principle No. 2

That an activity, has a single definite starting point and a single definite ending point.

An arrow in the network must satisfy two basic questions:

1. What activity must be completed before this one can start.
2. What activities cannot be started, if this one is not completed?
Poor footing Block Laying
Digging Forms
1 2 3

Wall Footing

Principle No. 3

The network ( Arrow Diagram) does not describe time relationships but rather
dependency relationships B
3
A
1 2

4
C

Arrow diagram defines the activity dependency situations that exist . Activity B and C does
not mean that both activities must be conducted at the same time. They might but probably
will not. This two activities are independent.

Principle No. 4

That the network is hardly ever done by a single person.

FUNDAMENTAL ELEMENT OF PERT/CPM NETWORKING

1. Activity
2. Event
3. Time