Almoghtarebeen University

College Of Engineering
Civil Engineering Department

CONSTRUCTION PROJECT MANAGEMNT

Desertation In Partial Fulfulment For BSc(Honors) In Civil Engineering

By

*
*
*
*
*
Supervisor
Dr Kamal M H Satti

1
Associate Professor
April 2020

2
 CONTENTS

ABSTRACT

Page No

List of Tables & Figuers

Symbols

CHAPTER ONE

Introduction

CHAPTER TWO

Literature Review

CHAPTER THREE

Objectives & Scope

CHAPTER FOUR
Methodology

CHAPTER FIVE

3
CASE STUDY

CHAPTER SIX
Results & Analysis

CHAPTER SEVEN
Conclusions & Recommendations
Appendix

References

4
ABSTRACT

5
List Of Tables And Figures

List Of Symbols

6
CHAPTER ONE
1.Introduction
Construction management (CM) is a professional service that uses specialized, project
management techniques to oversee the planning, design, and construction of a project, from its
beginning to its end. The purpose of CM is to control a project's time / delivery, cost and
quality—sometimes referred to as a project management triangle or "triple constraints."[1] CM is
compatible with all project delivery systems, including design-bid-build, design-build, CM At-
Risk and Public Private Partnerships. Professional construction managers may be reserved for
lengthy, large-scale, high budget undertakings (commercial real estate, transportation
infrastructure, industrial facilities, and military infrastructure), called capital projects.

*Construction Project Management Team & Functions

After the award of a project to a contractor, he will appoint a Project Manager (PM),
normally a person well aquainted with the project. He may has been leading the team who
prepared the tender offer. Now his first job is to nominate the technical and administrative
team who will be responsible for the construction of the project and hand it over to the
user. Normally the team will consist of the following :

-Construction Team, engineers & tech staff from all engineering specialities. They will be
responsible for all construction operations.

-Quality Control Team, to make sure that construction is done per the requirements of the
contract documents. Many contractors do not use such team.

-Planner/Scheduler, to prepare preliminary & final construction schedule, and relevant

updates. The schedule includes in addition to construction activities, transmittal schedule
and register for all materials and equipment to be used in construction and their delivery
dates on site.

-Safety & Health Officer, to look after related matters and implement the Contractor
Safety Manual requirements.

-Procurement Team, normally under the control of the Head Office as their job includes
financial matters.

-Design Team, to prepare shop drawings for execution based upon the contract drawings.
Normally this team is part of the company design team housed at head office.

*Organizational Structure Of A Construction Project:

7
Of the several types of contractual relationships in construction, four of the principal types
are:

1.Traditional Architect/Engineer (A/E) contract.

2.Design/Construction Manager (D/CM).

3.Professional Construction Manager (PCM).

4.Design-Build Contract (similar to turnkey)(14)

8
9
CHAPTER TWO
2.Objectives and scope of the project

10
CHAPTER THREE
3.Methodology

11
CHAPTER FOUR
Literature Review
Literature Review page
1.The Design Construction Process. 6
2.The supervision & inspection team & their responsibility 6-7
3.Construction project documents & their use 7
*Drawings 7-8
*Specifications 8
*Bills of quantities. 8-9
*Contract general & special conditions. 9-11
*Construction laws. 11
*Safety plan. 11
*Quality control (QC), Quality assurance (QA). 11-12
4.Pre-costruction operations. 12-13
5.Construction planning & scheduling. 13-14
6.Construction operations. 14-15
7.Change orders, claims & disputes 15-17
8.Project handover. 17
9.Project close-out. 17-20

4.1The design construction process

Describes the design process from conceptual design through all phases of engineering and
construction of new facilities. Also describes various design issues and potential pitfalls. The
major activities in the design can be summarized in eight steps, including, programming and
planning/master planning, schematic design, design development, construction documents
preparation, bidding and construction contract award, construction phase, commissioning, and
validation. Planning for new or expanded facilities usually results from programmatic
requirements. Forces impacting these requirements may be growth of existing programs and
research staff, changes or additions to programs, etc. Schematic design begins after approval of a
facility program and conceptual master plan. It is during this phase that the floor plans and
elevations are worked out. Important operational decisions need to be made during the design
development phase. During construction-documents-preparation phase, final drawings and
specifications are prepared by design team. During construction phase, milestones are identified
at the end of each design phase, where formal design presentations and reviews are conducted,
and client representatives are given the opportunity to comment on the design and engineering
plans prior to start of construction. A risk assessment is conducted to evaluate potential hazards
to the security of a building as well as daily operations.(2)

12
4.2The supervision & inspection team and their responsibility
On construction sites large and small, supervision has a key role to play in preventing accidents.
Typical supervisory functions include planning and allocating work, making decisions,
monitoring performance and compliance, providing leadership and building teamwork, and
ensuring workforce involvement.
The Health and Safety Executive (HSE) has identified supervision as
a ”Performance Influencing Factor” when attempting to prevent
accidents (see the HSE website).

*Who, how and how much?

The level and nature of supervision required should be determined as an outcome of the client’s
management arrangements for the project and from the risk assessments carried out by
contractors and others. It is not sufficient to stipulate that “supervision will be provided” without
specifying the detail of that provision. The client’s arrangements for managing the project and
the risk assessments for the project should stipulate the level and nature of the supervision
required. Questions such as who will supervise, how supervision will take place, how much is
required and when need to be considered. Some workers and some activities will require more
supervision than others. For example, young inexperienced workers may need very close and
maybe constant supervision. Migrant workers with poor English language skills or understanding
of site safety standards, may need additional supervision. High-risk activities will need to be
closely monitored by supervisors.

*Senior management commitment

Senior management must visibly support supervisors and their role. They must also show
positive commitment to site supervision through, for example, sufficient financial investment in
supervision.

*Leadership
Supervisors need to show leadership and they need to set a good example to others in both their
actions and attitudes.

*Clear roles and responsibilities

If employees, supervisors and team leaders are not clear about their roles and responsibilities this
has the potential to adversely impact safety performance. The supervisory arrangements
therefore need to make these roles and responsibilities clear.
*Checklist for the provision of supervision

13
*Key principles for effective supervision are as follows.
The supervisory arrangements in place must be assessed and appraised to ensure that all key
supervisory functions are clearly defined and appropriately allocated.
The right people for the job must be selected and provided with training where appropriate.
Relevant individuals must have the necessary skills and aptitude for supervisory activities, such
as planning, communication, delegation and leadership etc; a thorough understanding of local
hazards and control measures; and the experience and credibility to gain respect from others.
Supervisors must be supported in their roles and responsibilities. Achievable targets should be
set and visible support given.
Supervisors must be allowed the time and the opportunity to interact with others to fulfill all of
their supervisory responsibilities.
The performance of supervisors must be measured, audited and reviewed. Supervisors must be
supervised.(3)

4.3Construction project documents

Drawings

Construction drawing is the general term used for drawings that form part of the production
information that is incorporated into tender documentation and then the contract documents for
the construction works. This means they have legal significance and form part of the agreement
between the employer and the contractor.

The main purpose of construction drawings is to provide a graphic representation of what is to be

built.

Construction drawings may be prepared by hand, but it is more common for them to be prepared
using computer aided design (CAD) (or computer aided drafting) software.

More recently, the use of Building Information Modelling (software) has allowed the creation of
a 1:1 virtual construction model (VCM), containing information allowing all objects in the model
to be manufactured, installed or constructed.(4)

Specifications

Specifications describe the materials and workmanship required for a development. They do not
include cost, quantity or drawn information, and so need to be read alongside other information
such as quantities, schedules and drawings.

14
 Whereas prescriptive specifications are written for more complex buildings. For more
information, the combination of performance and prescriptive specifications. Items crucial to the
design will be specified prescriptively (such as external cladding) whilst less critical items are
specified only by performance (such as service lifts)

Aspects of the works are generally specified by:

 Products (by standard, a description of attributes, naming (perhaps allowing equivalent

alternatives) or by nominating suppliers).
 Workmanship (by compliance with manufacturers requirements, reference to a code of
practice or standards, or by approval of samples or by testing).(5)

Bills of quantities
A bill of quantities (BOQ) is a document used in tendering in the construction industry in which
materials, parts, and labor (and their costs) are itemized. It also (ideally) details the terms and
conditions of the construction or repair contract and itemizes all work to enable a contractor to
price the work for which he or she is bidding.The quantities may be measured in number, , area,
volume, weight or time. Preparing a bill of quantities requires that the design is complete and a
specification has been prepared.

The bill of quantities is issued to tenderers for them to prepare a price for carrying out the
construction work. The bill of quantities assists tenderers in the calculation of construction costs
for their tender, and, as it means all tendering contractors will be pricing the same quantities
(rather than taking-off quantities from the drawings and specifications themselves), it also
provides a fair and accurate system for tendering

Creation:

Bills of quantities are prepared by quantity surveyors and building estimators, and "Indeed the
bill of quantities was the raison d'être for the development of quantity surveying as a separate
profession.

The practice historically of estimating building costs in this way arose from non-contractual
measurements, taken off drawings to assist tenderers in quoting lump sum prices.

There are different styles of bills of quantities, mainly the elemental BOQ and trade bills.(6)

Quantity Surveyor

Normally the quantity surveyor is only visiting or covering several jobs and resident

only on the larger, more complicated jobs. Typical tasks are:

15
• commercial oversight of site

• preparation of financial reports, budgets and forecasts

• supervision, training and development of some junior staff

• job review of subordinate staff

• application of health and safety requirements

• completion of paperwork as required by the CSIs/procedures

• co-ordination of enquiries for and assessment of subcontractors (in collaboration

with designers, buyers and other disciplines as necessary)

• ensuring that all subcontract documentation adequately defines the specified

requirements

• insurance cover (quotations and implications)

• measurement and presentation of monthly valuation for certificate

• formation of claims, variation orders and daywork

• fixing new rates for additional works

• measurement of work done and verification of compliance with specified requirements

for subcontractor payment(15)

*Contract general & special conditions.

A construction contract is a mutual or legally binding agreement between two parties based on
policies and conditions recorded in document form. The two parties involved are one or
more owners, and one or more contractors. The owner has full authority to decide what type of
contract should be used for a specific development to be constructed and to set forth the legally-
binding terms and conditions in a contractual agreement. A construction contract is an important
piece of document that outlines the scope of work, risks, duties, and legal rights of both the
contractor and the owner.

Types:

The ten types of contracts are:

 Lump sum contract

16
 Commercial contract
 Domestic building contract
 Percentage rate contract
 Item rate contract or Unit price contract
 Lump sum and scheduled contract
 Cost plus fixed fee contract
 Cost plus percentage of cost contract
 Subcontract agreement
 Special contracts

Special contracts are further classified into five types:

 Turn key contract

 Negotiated contract
 Package contract
 Continuing contract
 Running contract

 The scope of contract generally covers complete civil engineering works required in
connection with (i) including all ancillary works such as drains diversions ,alterations and
additions to existing Civil Engincering Works and cleaning the site etc. complete as per the
approved working drawings and instructions used to contractor from time to time. The
contractor shall have to take the necessary precaution to safeguard against any damage to the
neighboring existing structure and underground services etc.
 The tenderer shall visit and is deemed to have visited the site and make himself thoroughly
acquainted with the nature and requirement of the job, facilities of access for materials and
removal of rubbish cost, of carriage, freights and other charges and shall allow in his tender
for special difficulties if any in carrying out the work. He shall also include in his tender,
charges for doing final surfacing to all repairs required to be done for any type of fixture,
installation, etc. and for the removal of spoil arising of his contract.
 The contract for the work is a complete one for labor, materials and workmanship including
the use of construction equipments, tools and tackles. The contractor shall have to make his
own arrangement for all materials required for the due performance of the contract.
 The specifications and drawings given for execution, acceptance of construction and erection
works are obligatory on the contractor for the construction works of NIT, Rourkela. If in the
course of construction work, some additional problems arise, which are not covered by the
given specifications, the contractor will be given proper instruction by the Engineer. Such
instructions shall be observed in full by the contractor regarding specifications, drawings,
method of conducting work, any other measures necessary for the fulfillment of construction.
Verbal instructions be always got confirmed from the Engineers concerned, before execution
by the contractor.

17
 Specifications for the quality of building materials as also for the quality of construction
work are given in corresponding sections of these specifications and or the working
drawings. Unless otherwise specified all materials and workmanship shall conform to the
specifications attached and drawings supplied. Any item not covered by these, shall conform
of the latest Indian Standard specifications.
 Work shall be carried out in such a manner as not to interfere with or affect, retard or disturb
the progress of other works being executed by other agencies. The contractor's rate shall
include for any losses due to likely delay in coordinating with other works and interruption
on account of inherent nature of the job, and as such, no extra claim will be admissible on
such account.(7)
Construction laws
Construction law is a branch of law that deals with matters relating to building construction,
engineering, and related fields. It is in essence an amalgam of contract law, commercial law,
planning law, employment law and tort. Construction law covers a wide range of legal issues
including contract, negligence, bonds and bonding, guarantees and sureties, liens and other
security interests, tendering, construction claims, and related consultancy contracts. Construction
law affects many participants in the construction industry, including financial institutions,
surveyors, quantity surveyors, architects, builders, engineers, construction workers, and
planners.(8)

Safety plan
Definition - What does Construction Safety Plan mean?

A construction safety plan is a document that outlines the procedures, rules, and regulations that
are or will be put in place to protect workers over the course of a construction project. The
document should not only focus on preventing accidents but also lay out responses to safety
incidents, including rescue operations, emergency medical services, and post-incident review
processes.

Although the construction safety plan should be drafted before the construction project is
underway, it should be a flexible document that is readily adapted when there are changes to the
project or new hazards are discovered on the job site.(9)

It is the Policy of the company to ensure, so far as is reasonably practicable,

the health, safety and welfare of their employees while they are at work and of

others who may be affected by their undertakings.

We believe that safety is synonymous with quality. Since we are committed to

18
excellence, it follows that minimising risk of injury to people and damage to

equipment and products is inseparable from our overall objective.(15)

Quality control (QC), Quality assurance (QA)

Definitions of QA and QC
Quality Assurance (QA) refers to the process used to create the deliverables, and can be
performed by a manager, client, or even a third-party reviewer. Examples of quality assurance
include process checklists, project audits and methodology and standards development.
Quality Control (QC) refers to quality related activities associated with the creation of project
deliverables. Quality control is used to verify that deliverables are of acceptable quality and that
they are complete and correct. Examples of quality control activities include inspection,
deliverable peer reviews and the testing process.
Quality control is about adherence to requirements. Quality assurance is generic and does not
concern the specific requirements of the product being developed.
Quality assurance activities are determined before production work begins and these activities
are performed while the product is being developed. In contrast, Quality control activities are
performed after the product is developed.

Quality Assurance Quality Control

Definition QA is a set of activities for ensuring QC is a set of activities for ensuring
quality in the processes by which quality in products. The activities focus
products are developed on identifying defects in the actual
products produced.
Focus on QA aims to prevent defects with a focus QC aims to identify (and correct)
on the process used to make the product. defects in the finished product. Quality
It is a proactive quality process. control, therefore, is a reactive process.
Goal The goal of QA is to improve The goal of QC is to identify
development and test processes so that defects after a product is developed and
defects do not arise when the product is before it's released.
being developed.
Responsibi- Everyone on the team involved in Quality control is usually the
lity developing the product is responsible responsibility of a specific team that
for quality assurance. tests the product for defects.
Statistical Statistical Tools & Techniques can be When statistical tools & techniques are
Techniques applied in both QA & QC. When they applied to finished products (process
are applied to processes (process inputs outputs), they are called as Statistical
& operational parameters), they are Quality Control (SQC) & comes under
called Statistical Process Control (SPC); QC
& it becomes the part of QA. .
As a tool QA is a managerial tool QC is a corrective tool
(10)

19
4.4Pre-construction operations.
The pre-construction stage begins when the owner gives a notice to proceed to the contractor that
they have chosen through the bidding process. A notice to proceed is when the owner gives
permission to the contractor to begin their work on the project. The first step is to assign the
project team which includes the project manager (PM), contract administrator, superintendent,
and field engineer.

 Project manager: The project manager is in charge of the project team.

 Contract administrator: The contract administrator assists the project manager as well as
the superintendent with the details of the construction contract.
 Superintendent: It is the superintendent's job to make sure everything is on schedule
including flow of materials, deliveries, and equipment. They are also in charge of
coordinating on-site construction activities.
 Field engineer: A field engineer is considered an entry-level position and is responsible for
paperwork.
During the pre-construction stage, a site investigation must take place. A site investigation takes
place to discover if any steps need to be implemented on the job site. This is in order to get the
site ready before the actual construction begins. This also includes any unforeseen conditions
such as historical artifacts or environment problems. A soil test must be done to determine if the
soil is in good condition to be built upon. (11)
4.5Construction planning & scheduling.
Construction schedules are a key input to the integrated project schedule that focuses on all the
disciplines needed to complete a given project.
The construction project team conducts a detailed planning session.

The primary objective of this session is to document and develop a detailed construction plan.
The information inputs needed for and the outputs required from a successful planning session
are shown here:

Session Inputs

 Integrated overall schedule

 Contract documents such as commercial terms and conditions and technical scope
 Existing drawings and models
 Final estimate including worksheets and specified material quantities
 Subcontract scope and commitments
 Material and equipment delivery schedule and configurations
 Prior site reviews
 Customer/plant knowledge
 Labor agreements and availability
Session Outputs

 Detailed construction project management schedule and associated reports

20
  Project safety plan
 Manpower loading and leveling
 Equipment and critical resource loading and leveling
 Identification of subcontract work scope and schedule requirements
 Project work assignments for support disciplines
 Site organization chart
 Earned value curves
 Financial reporting
 Material delivery schedule
 Preferred material configuration
Modularization

Field weld locations

Maximum component rigging weight

Maximum component size

 Baseline weekly progress report format

Projects are defined by a series of work activities arranged in a logical sequence. Detailed
schedules are then developed by sequencing all activities according to their
predecessor/successor relationships.

Schedules are established using computer-based systems, such as Primavera P6 Professional.(12)

Planning Engineer

The planning engineer is resident on large contracts, but visits small- to mediumsized jobs.
Typical tasks are:

• pre-tender and project planning, method statements

• advising on construction techniques and optimisation of plant

• leading progress meetings with subcontractors and others to compare performance with
that laid down in the programme

• co-ordinating design of temporary works

• completing paperwork in accordance with the CSIs/procedures

• implementing systems for distribution of design information and drawings

• recognition of construction/design problems in advance

• application of health and safety requirements

21
• supervision, training and development of junior staff

• carrying out job reviews of subordinate staff.(15)

4.6 Construction operations.

What are construction operations?

Construction operations include:

 constructing, altering, repairing, extending or demolishing:

o buildings or structures
o works that are part of the land
 installing, altering or repairing:
o security
o electrical
o heating
o air conditioning
o soundproofing
o ventilation
o drainage
o sanitation
o water supply systems
o telecommunications systems
 cleaning buildings internally and externally in the course of their construction, alteration
or repair (not including normal maintenance)
 works which are an essential part of, are in preparation for or are completing other
construction work. This includes:
o site-clearing
o earth-moving
o excavating
o tunnelling
o boring
o laying foundations
o erecting scaffolding
o site restoration
o landscaping
o providing roadways and other access works
 works that form an essential part of, are in preparation for, or complete works such as
drilling for minerals, oil, natural gas or other natural resources

22
transporting someone else's materials or machinery for use in any of the activities listed above
(known as 'haulage for hire).(13)

4.7Change orders, claims & disputes

Almost every construction project encounters change. In fact, it has been said that the only
constant in construction is change. Whether it’s a change to the scope of work, a revision to the
specifications, or an impact to the means and methods of performing the work, changes can
significantly impact a project’s cost and schedule.

There are numerous reasons why changes may occur on a construction project, including, but not
limited to:

 Unclear bid documents

 Owner directed changes
 Late, incomplete, or defective drawings; specifications, and other contract documents
 Preferential changes by the owner
 Misinterpreted contract requirements by the parties
 Differing site conditions
 New or revised codes/standards
 Rework
 Impacts/changes to the construction means and methods
 Scope additions
 Acceleration and/or schedule changes
 Constructive changes
Changes can impact a project in many different ways. In a majority of cases, the change in the
work is handled by a change order in which the parties agree to the scope of work, as well as the
cost of the work or pricing to be used. In this way, the change is incorporated into the overall
contract and the contractor is compensated. The change order management process generally
involves the following:

1. Reviewing the contract, understanding the scope of work, and knowing the parties’
responsibilities
2. Identifying the change or potential change
3. Providing notice of the change in accordance with the contract
4. Documenting the change, including costs and schedule impacts related to the change
5. Preparing and pricing the change request
6. Negotiating and resolving the change and executing a signed change order
Disputes arise when the owner and the contractor have differing views regarding the following:

23
  Whether a change has actually occurred, or was the work contemplated in the contract
scope of work
 The parties’ responsibilities
 The change order pricing or schedule impacts
Disputes over the changed conditions can vary from little to no impact on the project to extensive
changes. For instance, an owner’s preferential change to the scope of work may be easily
resolved once the pricing for the changed scope of work is agreed upon and the change order is
executed

Additionally, an excessive number of changes can disrupt a project and may require a significant
change to the contractor’s means and methods of performing the work. With excessive changes,
the work scope may no longer closely resemble the original contract work scope and the
contractor will have to expend additional time and resources to perform the changed work. This
could negatively affect the labor productivity on not only the changed work, but also the original
contract scope of work.(13)

The timing of a particular change is also relevant, as changes that occur later in the project can
be more costly and more disruptive to the overall project.

Interface Consulting reviews the contract to ensure that a change has occurred and that it was
beyond the party’s contractual obligation. It is also important to review the contract’s change
order provisions to determine if the change has been properly handled according to the
contractual change order procedures. We then evaluate the facts surrounding the change,
including reviewing project documentation and interviewing project personnel, to assess
responsibility for the change. Finally, Interface Consulting evaluates the change order pricing
and schedule impacts to verify that these elements are properly calculated and substantiated, and
that the amounts being claimed are a fair and reasonable value of the extra or changed work.(15)

4.8Project handover.
Why is it important?

Handing over projects from the project phase to the business as usual environment is often
perceived as the end of the job by project practitioners and the start of the job by the end users
who will be assuming the management responsibility afterwards. The output of this research is
to capture lessons learned and success factors from projects that have completed that transition

(some more successfully than others) and share these with the project management community in
the hope that it will help more projects to handover successfully.(16)
[

24
What did we discover?

Not all projects hand over successfully. This is frequently attributable to many factors. The
purpose of this research is to draw from the experience of previous projects, identify both pitfalls
and good practice and distil them into guidance that practitioners can adopt for their own
projects. Learning these lessons helps to mitigate the risk of poor handovers and improve the
likelihood of a successful project handover.

Defining handover is necessary to ensure all parties have an agreed focal point and their efforts
are aligned to a common goal. Dates, priorities and responsibility allocation must be clearly
communicated. Assumption of these can put handover at risk. Understanding that handover is a
transition period rather than a date is paramount to smooth the change curve and close the gap
between project phase and operational/business as usual.(14)

4.9Project close-out.

The goal of the project closeout activities is to end the project in a way that reflects favorably
upon the team, the team leader and the organization. This phase requires the completion of the
seven activities. It is fortuitous that comprehensive planning makes the closeout phase rather
straight forward.
1. Perform project closeout
2. Perform client closeout
3. Perform organizational closeout
4. Conduct subcontractor closeout
5. Perform final risk assessment
6. Write project final report or briefing
7. Conduct team closeout

- Purpose of the Closeout Phase and the Role of the Project Manager

The purpose of the closeout phase is to conclude all facets of the project to the satisfaction of
upper management before the team members start to leave the team.

- Problems during the Closeout Phase

1. The team failed to plan out the closeout phase and is attempting to plan and execute the
closeout at the same time.
2. Team members start to leave the team before the closeout phase is completed because
they do not understand all that has to be done and their roles in the closeout. The project

25
 manager should tell the team early in the project that the closeout phase consists of activities
that include all team members.
3. Functional managers start to withdraw their team members before the closeout is
complete.
4. The team surfaces a number of unresolved issues, or uncompleted work packages or
unacceptable deliverables. This means the project is not finished. The project manager will
have to remain on the team (perhaps with a small staff) after the team disbands to resolve the
problems.

Activity 1: Perform Project Closeout

This work package has as its purpose to determine that all the requirements have been satisfied.
Assign one or two team members to perform the following subtasks of this work package:
1. Validate and document that all the work packages listed on the WBS have been completed.
2. Review the contract, if there is one, to determine that all requirements have been met.
3. Conduct the final project evaluation.

Activity 2: Perform Client Closeout

The purposes of the client closeout are to:

1. Assure that the client has accepted the deliverables
2. Measure the degree to which the client is satisfied.

Activity 3: Perform Organizational Closeout

The aim of this work package is to conclude the team’s use of organizational resources and to
make a final resolution of the remaining resources. Select a team member to complete the four
subtasks in this work package:
1. The first subtask requires the writing of a memo to the facilities management office stating
that the project room will be vacated on a certain date
2. Releasing all borrowed or rented equipment is the second subtask
3. Finalizing financial records and funds is the third subtask in this work package.
4. Preparing memos of appreciation to functional managers and other stakeholders is a
subtask of this work package.

Activity 4: Conduct Subcontractor Closeout

The purpose of this work package is to reconcile all subcontractor matters. The three subtasks
are:
1. Determine that the subcontractors have completed all the work for which they are
responsible.
2. Reconcile the amount of monies due the subcontractors.

26
 3. Prepare subcontractor letters of appreciation for each firm which performed well.

Activity 5: Perform Final Risk Assessment

The purpose of this work package is to identify any threats or opportunities that are relevant to
the end of the project. This work package will require a small group of people to perform the
following risk assessment activities:
1. Identify risks
2. Estimate probability and impact
3. Stratify risks
4. Develop strategies

The following ten categories of risks should be investigated and discussed:

1. Residual risks
2. Deliverable transference
3. Improper operation
4. Training
5. Maintenance
6. Fielding
7. Cash flow
8. Organizational politics
9. Constituency acceptance
10. Legal risks

Activity 6: Write the Project Final Report

The final report summarizes all the closeout activities. Its purposes are to:
1. Demonstrate to upper management that the project is indeed complete
2. Present the final status of the project

The report will include the following topics:

1. Project Closeout Activities
2. Client Closeout Activities
3. Organizational Closeout Activities
4. Subcontractor Closeout Activities
5. Final Risk Assessment
6. Team Closeout Activities
7. The report closing statement

The person writing the report has the closeout memos for the activities.

27
Activity 7: Conduct Team Closeout

This work package contains five tasks:

1. Conduct the final lessons learned session. A lesson learned is a piece of experience that
may be used to improve performance or repeat good performance..
2. Write letters of appreciation for team members.
3. Write letters of appreciation for functional managers.
4. Celebrate.

28
CHAPTER FIVE
5.Case study

29
CHAPTER SIX
6.Analysis, Conclusions And Recommendations

30
APPENDIX

31
REFERENCES

1-3rd Forum "International Construction Project Management" 26th/27 June 2003 in

Berlin

2-https://app.croneri.co.uk/feature-articles/importance-supervision-construction-
sites?product=137

3-https://www.designingbuildings.co.uk/wiki/Construction_drawing

4-https://www.designingbuildings.co.uk/wiki/Specification_for_construction

5-Potts, K. (2004). Quantity Surveying Tools and Techniques - a Review of Client and
Contractor Requirements.

6-https://www.scribd.com/document/329503212/Special-Conditions-of-Contract-Civil-
Works

7-https://en.wikipedia.org/wiki/Construction_law

8-https://www.safeopedia.com/definition/703/construction-safety-plan

9-www.diffen.com/difference/Quality_Assurance_vs_Quality_Control

10-Barbara J. Jackson (2010). Construction Management Jumpstart (2nd ed.).

Indianapolis, Indiana: Wiley

11-https://www.babcock.com/resources/learning-center/construction-planning-and-
schedulings

12-https://www.revenue.ie/en/self-assessment-and-self-
employment/construction-industry/what-are-construction-operations.aspx

13-https://www.apm.org.uk/resources/find-a-resource/project-handover/

14-Site Engineering Manual/second edition/Edited by David Doran

(Consultant Formerly Chief Structural Engineer, Wimpey plc)

32