ACHARYA’S NRV SCHOOL

OF
ARCHITECTURE

Subject Code: 18ENG85

Subject Title: CONSTRUCTION AND PROJECT
MANAGEMNT
Semester: VIII
Section: A
Faculty Name: Sumanta Patil
MODULE 4 ANRVS
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Construction Management Techniques: Project Monitoring and Control
The Monitoring and Controlling Process Group consists of those processes required to track,
review, and regulate the progress and performance of the project; identify any areas in which
changes to the plan are required; and initiate the corresponding changes.

Monitoring is collecting project performance data, producing performance measures, and

reporting and disseminating performance information.
OR
Monitoring is also to manage, to control, to direct, to oversee.

Monitoring and controlling must be done by a professional who has the knowledge and skills in
the design and construction of projects along with management skills such as opinion
formation analyzing and judgement skills are required. All these are expected skills of a project
manager for managing construction projects. The role of a project manager during execution
stage while monitoring and controlling the project activities is as follows.

▪ Controlling and managing the work

▪ Issuing directions and instructions to the contractor for carrying out the work
▪ Ensuring that the work is executed as envisaged in the agreement according to design,
drawings and specifications.
▪ Pointing out defects during execution and getting them rectified/before the contractor
proceeds with the next stage of work.
▪ Coordinate timely procurement of materials and maintenance and release of the same
regularly.
▪ Coordinate the work of consultants, vendors, sub contractors, etc.
© Acharya's NRV School of Architecture
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Controlling is comparing actual performance with planned performance, analyzing variances,
assessing trends to effect process improvements, evaluating possible alternatives, and
recommending appropriate corrective action as needed.

The key benefit of this Process is that project performance is measured and analyzed at
regular intervals, appropriate events, or when exception conditions occur in order to identify
and correct variances from the project management plan.

The Monitoring and Controlling Process also involves:

✓ Evaluating change requests and deciding on the appropriate response

✓ Recommending corrective or preventive action in anticipation of possible problems
✓ Monitoring the ongoing project activities against the project management plan and project
baselines.
✓ Influencing the factors that could circumvent the change control process so only approved
changes are implemented
 Monitoring and Controlling Process Group ANRVS
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Project areas that needs to

be controlled:

• Scope
• Schedule
• Cost
• Quality
• Resources
• Procurements

The key benefit of all the

control processes is that the
baselines are maintained
throughout the project.
These processes are
performed throughout the
project.

The dashed circular arrow indicates that the process is part of the Project Integration Management
Knowledge Area. This Knowledge Area coordinates and unifies the processes from the other
Knowledge Areas. © Acharya's NRV School of Architecture
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CONTROL SCOPE: A
is the process of monitoring the status of the project and product scope and managing changes to
the scope baseline. The key benefit of this process is that the scope baseline is maintained
throughout the project. This process is performed throughout the project.

CONTROL SCHEDULE:
Is the process of monitoring the status of the project to update the project schedule and manage
changes to the schedule baseline. The key benefit of this process is that the schedule baseline is
maintained throughout the project. This process is performed throughout the project.

CONTROL COSTS:
Is the process of monitoring the status of the project to update the project costs and managing
changes to the cost baseline. The key benefit of this process is that the cost baseline is maintained
throughout the project. This process is performed throughout the project.

Cost control matters:

• To minimize scope variations
• To foresee likely hinderances and take advance action to prevent delays.
• To ensure that resources mobilized by the contractor are necessary and sufficient to complete
the work within given time.
• To ensure that the work is organized properly and to coordinate the activities of all sub
contractors and prime contractor.
• To avoid wastage, unwanted expenses, holdups, accidents and mishaps, etc.
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CONTROL QUALITY
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Is the process of monitoring and recording results of executing the quality management activities to
assess performance and ensure the project outputs are complete, correct, and meet customer
expectations. The key benefit of this process is verifying that project deliverables and work meet the
requirements specified by key stakeholders for final acceptance. This process is performed throughout
the project.

Quality control matters:

• To ensure that the work is carried out strictly in accordance with the design, drawings,
specifications and instructions of an architect or engineer.
• To ensure that materials and workmanship conform to prescribed specifications.
• To ensure that the completed work is technically sound, safe, free from defects and satisfactory to
the project owner or client.
• To make good any defective work upon instructions from engineer/ Architect before next stage of
work is taken up even if it means complete replacement. (ex: RCC roof slab casting with
reinforcement if workmanship is poor)

CONTROL RESOURCES: Is the process of ensuring that the physical resources assigned and allocated to
the project are available as planned, as well as monitoring the planned versus actual utilization of
resources and taking corrective action as necessary. The key benefit of this process is ensuring that
the assigned resources are available to the project at the right time and in the right place and are
released when no longer needed. This process is performed throughout the project.

CONTROL PROCUREMENTS: Is the process of managing procurement relationships, monitoring contract

performance and making changes and corrections as appropriate, and closing out contracts. The key
benefit of this process is that it ensures that both the seller’s and buyer’s performance meets the
project’s requirements according to the terms of the legal agreements. This process is performed
throughout the project, when procurements are active.
Factors Affecting Quality of Construction ANRVS
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Quality is not by chance; it is always an outcome of the intention of sincere effort in an intelligent
direction. It begins with the intent, which is fixed by management.

Managing quality includes making wise choices of many alternatives. There is no point in making
sound and logical decisions or actions without maintaining the standard.

The success or failure of a plan involves many factors. Without proper planning, leadership, and
management, no quality system can function correctly.

Certain factors affect the quality of a construction site which has to be handled accurately. All such
aspects will be discussed hereafter.

Fundamental factors affecting construction Quality Management:

Quality can be upgraded or degraded by various factors that need to be taken care of during the
project life cycle. Stating the most common analogy of a coin having two faces, there can be
negative or positive impacts of factors involved in construction projects.

A few fundamental factors affect quality and all the other sub-tasks in any construction project.
These basic factors that can affect quality on the construction site are as follows:

All the above-stated factors affect a construction project and significantly impact the quality of that
project. Precisely discuss ten factors that are mainly affecting the quality management in
construction are as below
Ten factors that affect construction quality management ANRVS
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In any project, every stakeholder intends to have the best quality to minimize rework. But a few hurdles
come up during the tenure of a project that can compromise the quality if not handled wisely. Ten such
factors are discussed hereafter.

1. Complex Design

Superfluous complexity is the adversary of great work. Designers should limit complex strategies and
surprising highlights at whatever point conceivable. Although advanced designs in infrastructure and
commercial projects might be a little complexity noted; it should not be excessive. Anything in excess is
harmful.

2. Supplier and Vendor Failures

Sometimes due to a lack of ethics, the suppliers and vendors swap the material to be delivered for a
lower quality version to gain more profits. This has to be handled carefully by regularly checking that the
material supplied is of the same type as the approved and that the suppliers adhere to the contract. Clear
expectations have to be set and conveyed to all suppliers, and random checks should be carried out to
avoid such happenings.

3. Low-Quality Materials

Under-quality material has a large impact on quality and can compromise the structure's safety to a great
extent. Material is the core of any construction element, and degrading the material will lead to structural
failures and building collapse. Such situations will further incur the cost of rework and severe penalties.
 ANRVS
4. Poor Project Management A

Even if everything is in place, including the material, workforce, funds, etc., if the
management fails to cater the quality control and quality assurance, the entire idea of
quality management goes to waste. Therefore, it is essential to manage the quality
aspects of the construction project closely. Implementing a quality management system
based on mobile apps is a flexible and fast way to bring current projects under control.

5. Miscommunication Between Teams

The single biggest problem in communication is the illusion that it has taken place. The
construction manager's most important role is to communicate the quality requirements to
the project team. Miscommunications lead to misapplications of techniques that can
further lead to poor quality of work.

6. Failure to Document Changes and Practices

All the substitutions and replacements should be recorded, which can otherwise lead to
confusion and lack of information in the project team. Using a digital file management
system reduces paperwork and simplifies the process of updating documents and
ensures ease of access at all times.

7. Subcontractor Mishandling

Human error is another reason for the poor quality of work. Procuring the contractors and
subcontractors have rightful skills and quality workmanship is essential to ensure the
overall quality of the project. Screening of subcontractors based on their past work and
experience plays a significant role in avoiding situations.
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8. Scope Creep

Scope creep is an unplanned expansion. And failing to plan can lead to some serious quality
issues. It is natural to have scope changes in any construction project but should be handled wisely
with planning. Managing the scope of a construction project ensures the contractors can maintain
the same quality over the entirety of the work.

9. Ignored Audits and Testing

Ignorance is a voluntary misfortune. Often testing is done regularly on construction sites, but the
results are ignored. This can be due to weak organizational strength where the quality control
reports are bounced from the project manager to the engineer without an exact address or
workflow. Defining responsibilities and abiding by them is the work ethic that must be in place in the
construction sector to avoid compromising on any aspect of the construction project, including
quality management.

10. Last-Minute Changes

At the point when essential highlights are as yet being designed or talked about at late stages in the
development cycle, these very late changes frequently lead to genuine quality issues. Set cut-off
times by which plans can't be modified any longer or make courses of action to broaden the cut-off
times and put in a safe spot a lot of time for confirming and testing any progressions to the current
plans.
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Monitoring and control processes continually track, review, adjust and report on the project’s
performance. It’s important to find out how a project’s performing and whether it’s on time, as
well as implement approved changes. This ensures the project remains on track, on budget
and on time.

What is project control?

According to the PMBOK® Guide (the Project Management Body of Knowledge), project
control is a “project management function that involves comparing actual performance with
planned performance and taking appropriate corrective action (or directing others to take this
action) that will yield the desired outcome in the project when significant differences exist.”

Essentially, project controls are a series of tools that help keep a project on schedule.
Combined with people skills and project experience, they deliver information that enables
accurate decision making. The project control process mainly focuses on:

• Measuring planned performance vs actual performance.

• Ongoing assessment of the project’s performance to identify any preventive or corrective
actions needed.
• Keeping accurate, timely information based on the project’s output and associated
documentation.
• Providing information that supports status updates, forecasting and measuring progress.
• Delivering forecasts that update current costs and project schedule.
• Monitoring the implementation of any approved changes or schedule amendments.
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Importance of project monitoring and control: A

Monitoring and control keeps projects on track. The right controls can play a major part in
completing projects on time. The data gathered also lets project managers make
informed decisions. They can take advantage of opportunities, make changes and avoid
crisis management issues.

Put simply, monitoring and control ensures the seamless execution of tasks. This
improves productivity and efficiency.

Quality Control

✓ Study project drawings & details from Architect and other Consultants

✓ Study all specifications of the Project

✓ Value engineering for optimization, speed and quality

✓ Set up a process to improve quality for Project (check lists)

• -To check quality of material - To check the workmanship

✓ Conduct periodic meeting for implementation of quality improvement plan

✓ Set up documentation process as per decided quality standards & industry standards
✓ If required conduct periodic quality improvement discussion meeting with all site team
& contractors engineer team.

✓ Prepare a “monthly report” about quality working

 Measurement Book MB ANRVS
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Every entry in a measurement book shall be commenced with a Statement as to how it is to be billed. The
instructions for recording measurements shall be followed as agreed.

The pages of every measurement book shall be machine numbered; no page on any account shall be torn
out, nor shall any entry be erased or defaced so as to be illegible.

Entries shall be recorded continuously in the measurement book. No blank pages shall be left. Any page
left blank inadvertently shall be cancelled by diagonal lines drawn across the pages, the cancellation being
attested.

When any measurements are cancelled, the cancellation shall be supported by the initials with date of the
Officer ordering the cancellation or by the Official who made the measurements. The reasons for
cancellation shall be recorded.

Should it be found necessary to make any additions to measurements already taken owing to omission at
the time of the measurements, such additions shall be detailed in a subsequent page of the book, giving
reference to the page containing the original measurements and explaining the reasons for the same.

Entries of the measurements shall be made direct into the measurement book at the site of the work in the
presence of the contractor or his agent. The copying of entries from a rough note book or other record is
forbidden.

The Contractor or his authorized agent shall be present at the time of all on account and 'final'
measurements and should sign the measurements recorded in the measurement book as
acknowledgement of his acceptance of the accuracy of the measurements and the classification of
materials. The contractor shall be given due notice of the time and date on which the measurements are to
be taken.
RA Bill: Running Account Bill ANRVS
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If mentioned in the contract, contractors are paid on forthrightly or monthly basis for work done during
that period. For such bills, quantities or work done during that period is to be measured & paid.

Preparing R.A. Bills at Site

Billing is one of the most important documentary activity and should be sincerely carried out by site
engineers, very sincerely & carefully. All measurements should be recorded on measurement sheets
with required self- explanatory sketches & notes. Payment is to be made as per stage of work &
percentage payable to that stage of work. Previous work done & advances paid up to date are to
be considered while calculating final payable figure. Rates & mode of measurements should be as per
the agreement .In case of doubts refer higher authorities. Check that all necessary information is written
& bills are duly signed.

Record to be maintained at site

• Copies of all agreements with contractor / work
• Copies of bills shall be maintained in separates files at site
• The contractors file and payment status shall be updated
• Quantities of work done as per drawing & actual as per site execution.

For measurements against which on account bills are prepared and which are subject to adjustment in
final bills, the official in charge may use percentage measurements for the part the work completed.

Quantities for payment' on account' shall never exceed the estimated quantities of actual work done up
to the time of payment. In order to ensure this, the following certificate shall be recorded by the official in
charge in the measurement book for all' on account' measurements.

" I hereby certify that not less than the quantity of work paid for has actually been done and that the
measurements are from plans/approximately estimated ".
 Certification of Bill: ANRVS
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Interim and final checking and certification of works on site is based on the BOQ and
terms of contracts.

This includes review of all the contract documents and verification of Interim Payment Certificate (IPC)
for the disbursal on the basis of reports, photographs, project status provided by the client. Additional
documents are requested with the client in case of disputes and site inspection is done if required.

The monitoring work primarily includes construction work progress matching with bill of quantities
(BOQ), specifications, contract documents, and approved design and drawing.

This ensures timely completion of the project complying with necessary quality and standards.
Project Updating: ANRVS
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Updating is a process which involves comparison between actual execution and original plan
at regular intervals, if required take necessary actions to set things, hence it requires upward
flow of information.

If all activities are progressing as planned ( schedule/cost/resource) then updating is not

required about this seldom occurs.

When to update….?

Updating is done whenever there is a major change in duration of any activity, cost of an item
or resource requirement.

For short duration project frequency of updating is high from initial stages only because any
kind of delay can not be absorbed later on. For large duration projects, the frequency of
updating increases toward the completion of project because an initial stage small amount of
delay can be absorbed later on.

Data required for updating:

The following information is necessary to update the plan at intermediate stage of execution
of project.

Original network

Progress report

Executed work as per actuals

 Progress Curve ANRVS
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In project management, an s-curve is a

mathematical graph that depicts relevant
cumulative data for a project—such as cost
or man-hours—plotted against time. The
reason it’s called an s-curve is because the
shape of the graph typically forms a loose,
shallow “S.” (The shape, however, depends
on the type of project, so other formations
are possible.)

An s-curve in project management is typically used to track the progress of a project. In

today’s date, ensuring that a project is on schedule and on budget is paramount to its
success.

Some of the most common uses for s-curves are to measure progress, evaluate
performance and make cash-flow forecasts.

An s-curve is helpful in monitoring the success of a project because real-time cumulative data
of various project elements —such as cost—can be compared with projected data. The
degree of alignment between the two graphs reveals the progress—or lack thereof—of
whichever element is being studied. If corrections need to be made to get back on track,
the s-curve can help identify them.
Quality management in construction: ANRVS
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“Quality control and safety represent increasingly important concerns for project managers”.
Defects or failures in constructed facilities can result in very large costs. Even with minor defects, re-
construction may be required and facility operations impaired. Increased costs and delays are the result.
In the worst case, failures may cause personal injuries or fatalities. Accidents during the construction
process can similarly result in personal injuries and large costs. Indirect costs of insurance, inspection and
regulation are increasing rapidly due to these increased direct costs. Good project managers try to
ensure that the job is done right the first time and that no major accidents occur on the project.
To suffice the two objectives of quality management, the process is
bifurcated into two segments, with each element having the precise role of
improving the overall quality. The two subsets of quality management are
Quality Assurance (QA) and Quality Control (QC)

Quality Control (QC) is interpreted as detecting and correcting the

problems when they occur, whereas Quality Assurance (QA) is the
process of preventing issues from happening. Further, the following
definitions of the respective terms clarify the concept.
Quality Control: Elements of Quality plan
It is a system of routine technical activities to measure and control the quality of the construction activities
happening on the site. The QC system is designed to:

Provide routine and consistent checks to ensure integrity, correctness, and completeness of the elements,
material, or service.

Document and archive all QC activities or any defaults encountered along with its rectification process.

Digital advancement in terms of web panels where all the system for QA is established for project monitoring
and analytics in terms of quality is a great way to ensure the best quality on the construction project.
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Quality Assurance: A
Quality Assurance (QA) is a series of arranged and methodical exercises spread out before a project
begins. The point of this plan is to give certainty that quality necessities will be satisfied throughout the
end of the construction project.

In simpler words, QA is the process of planning to do the right things in the right way to achieve the
desired quality at the end of the construction project. In the subsequent section, the difference between
the two is outlined, along with the need to understand this difference.

Quality planning :
A quality plan is a document, or several documents, that together specify quality standards, practices,
resources, specifications, and the sequence of activities relevant to a particular product, service, project,
or contract. Quality plans should define:

• Objectives to be attained (for example, characteristics or specifications, uniformity, effectiveness,

aesthetics, cycle time, cost, natural resources, utilization, yield, dependability, and so on)
• Steps in the processes that constitute the operating practice or procedures of the organization
• Allocation of responsibilities, authority, and resources during the different phases of the process or
project
• Specific documented standards, practices, procedures, and instructions to be applied
• Suitable testing, inspection, examination, and audit programs at appropriate stages
• A documented procedure for changes and modifications to a quality plan as a process is improved
• A method for measuring the achievement of the quality objectives
• Other actions necessary to meet the objectives
Quality control: ANRVS
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• Quality control in construction typically involves insuring compliance with minimum
standards of material and workmanship in order to insure the performance of the facility
according to the design.
• These minimum standards are contained in the specifications described in the project
document.
• For the purpose of insuring compliance, random samples and statistical methods are
commonly used as the basis for accepting or rejecting work completed and batches of
materials.
• Rejection of a batch is based on non-conformance or violation of the relevant design
specifications. Procedures for this quality control practice are described in the following
sections.
• An implicit assumption in these traditional quality control practices is the notion of an
acceptable quality level which is a allowable fraction of defective items. Materials obtained
from suppliers or work performed by an organization is inspected and passed as acceptable
if the estimated defective percentage is within the acceptable quality level. Problems with
materials or goods are corrected after delivery of the product.

• In contrast to this traditional approach of quality control is the goal of total quality control. In
this system, no defective items are allowed anywhere in the construction process. While the
zero defects goal can never be permanently obtained, it provides a goal so that an
organization is never satisfied with its quality control program even if defects are reduced by
substantial amounts year after year. This concept and approach to quality control was first
developed in manufacturing firms in Japan and Europe, but has since spread to many
construction companies.
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• Total quality control is a commitment to quality expressed in all parts of an organization and typically
involves many elements. Design reviews to insure safe and effective construction procedures are a
major element.

• Other elements include extensive training for personnel, shifting the responsibility for detecting
defects from quality control inspectors to workers, and continually maintaining equipment.

• Worker involvement in improved quality control is often formalized in quality circles in which groups
of workers meet regularly to make suggestions for quality improvement.

• Material suppliers are also required to insure zero defects in delivered goods. Initall, all materials
from a supplier are inspected and batches of goods with any defective items are returned. Suppliers
with good records can be certified and not subject to complete inspection subsequently.

• The traditional microeconomic view of quality control is that there is an "optimum" proportion of
defective items. Trying to achieve greater quality than this optimum would substantially increase
costs of inspection and reduce worker productivity. However, many companies have found that
commitment to total quality control has substantial economic benefits that had been unappreciated
in traditional approaches. Expenses associated with inventory, rework, scrap and warranties were
reduced. Worker enthusiasm and commitment improved. Customers often appreciated higher
quality work and would pay a premium for good quality. As a result, improved quality control became
a competitive advantage.

• Of course, total quality control is difficult to apply, particular in construction. The unique nature of
each facility, the variability in the workforce, the multitude of subcontractors and the cost of making
necessary investments in education and procedures make programs of total quality control in
construction difficult. Nevertheless, a commitment to improved quality even without endorsing the
goal of zero defects can pay real dividends to organizations
 Technical specifications and procedures: ANRVS
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With the attention to conformance as the measure of quality during the construction process, the
specification of quality requirements in the design and contract documentation becomes extremely
important.
Quality requirements should be clear and verifiable, so that all parties in the project can understand the
requirements for conformance.

Specifications of work quality are an important feature of facility designs. Specifications of required
quality and components represent part of the necessary documentation to describe a facility. Typically,
this documentation includes any special provisions of the facility design as well as references to
generally accepted specifications to be used during construction.

Construction specifications normally consist of a series of instructions or prohibitions for specific

operations.

For example, the following passage illustrates a typical specification, in this case for excavation for
structures:

Conform to elevations and dimensions shown on plan within a tolerance of plus or minus 0.10 foot, and
extending a sufficient distance from footings and foundations to permit placing and removal of concrete
formwork, installation of services, other construction, and for inspection. In excavating for footings and
foundations, take care not to disturb bottom of excavation. Excavate by hand to final grade just before
concrete reinforcement is placed. Trim bottoms to required lines and grades to leave solid base to
receive concrete.

In recent years, performance specifications have been developed for many construction operations.
Rather than specifying the required construction process, these specifications refer to the required
performance or quality of the finished facility. The exact method by which this performance is obtained
is left to the construction contractor.
 Quality codes and standards : ANRVS
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Quality management is an essential part that must be defined well in advance and abides by
throughout the project life cycle to achieve the aimed quality and match the required
standards. Some adopt continuous improvement methodology as total quality management
approaches to yield higher results.

Achieving the quality management objectives has many benefits but none more beneficial
than building a solid reputation in the market in the construction sector.

The best known formal certification for quality improvement is the International Organization
for Standardization's ISO 9000 standard. ISO 9000 emphasizes good documentation, quality
goals and a series of cycles of planning, implementation and review.
 Construction health and safety management ANRVS
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A variety of different models are possible for quality and safety control during construction.
One common model is to have a group responsible for quality assurance and another group
primarily responsible for safety within an organization. In large organizations, departments
dedicated to quality assurance and to safety might assign specific individuals to assume
responsibility for these functions on particular projects. For smaller projects, the project
manager or an assistant might assume these and other responsibilities. In either case,
insuring safe and quality construction is a concern of the project manager in overall charge of
the project in addition to the concerns of personnel, cost, time and other management issues.

Inspectors and quality assurance personnel will be involved in a project to represent a variety
of different organizations. Each of the parties directly concerned with the project may have
their own quality and safety inspectors, including the owner, the engineer/architect, and the
various constructor firms. These inspectors may be contractors from specialized quality
assurance organizations. In addition to on-site inspections, samples of materials will
commonly be tested by specialized laboratories to insure compliance. Inspectors to insure
compliance with regulatory requirements will also be involved. Common examples are
inspectors for the local government's building department, for environmental agencies, and for
occupational health and safety agencies.

The US Occupational Safety and Health Administration (OSHA) routinely conducts site visits
of work places in conjunction with approved state inspection agencies. OSHA inspectors are
required by law to issue citations for all standard violations observed. Safety standards
prescribe a variety of mechanical safeguards and procedures.

(Details of health and safty at construction site and osha guidelines given in notes)
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