Summer Internship Report

Ashique Surjit
MBA-CPM
Enrolment Number
A13559018005

School of Construction
RICS SBE
Amity University, Noida

May-July 2019
1.Scope of Internship

The scope of internship is to apply theoretical knowledge learned in class to

live projects and to improve personal and professional skills. The scope involves
observing all the aspects of project management and identify the how management is
implemented on site.

Project management includes material and labour, procurement, execution,

planning, logistics, billing etc. The purpose of internship is to understand the different
aspects of management in detail.

Drawbacks of current strategies are to be noted and alternative strategies must

be generated to overcome any of the inefficiency present at site. As a management
intern valuable information and recommendation can be provided to the company to
improve their efficiency in management.

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2.Introduction to company

“The company under which I conducted my internship was CBRE South Asia
Pvt Ltd. CBRE group is the world’s largest commercial real estate services and
investment firm, with 2018 revenues of $21.3 billion and more than 90000
employees. CBRE has been included on the Fortune 500 since 2008, ranking #146 in
2019. “(CBRE Inc., n.d.)

“CBRE offers a broad range of integrated services, including facilities,

transaction and project management; property management; investment management;
appraisal and valuation; property leasing; strategic consulting; property sales;
mortgage services and development services. “(CBRE Inc., n.d.)

“CBRE’s project management business line partners with clients to deliver

projects from “concept to completion” by employing cost efficient, industry leading
process to optimize projects, minimize risk and create value. “(CBRE Inc., n.d.)

“The service portfolio is diverse with the team being experienced in delivering
projects covering almost every aspect of the real estate segment – including
commercial buildings, corporate greenfield campuses, built – to – suit facilities,
residential developments, retail developments, research and development facilities,
critical facilities, hospitals and other medical facilities, integrated township,
educational and institutional facilities. “(CBRE Inc., n.d.)

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3. Introduction to project

The project was an office building for Mariapps marine solutions pvt ltd. The
project is in A 2-9, smart city phase 1, Kakkanad, Kerala. The need of project arise as
there was a thought of combining their offices which was spread across Kakkanad in a
single location.

The project is a G+7 floor project with approximately 1.8 lakh sqft built up
area.

Bernhard Schulte is the parent company for Mariapps. CBRE is the project
manager. Project manager for project was Arun Kumar T from CBRE.

Figure no 1 Organizational chart of CBRE at site

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3.1 Project brief

Proposed office building for Mariapps has been designed on a 1.45 acre site in
smart city. The plot is accessible from road on the south-west side and has a river
flowing along the North-east side of the plot. The development was designed in 2
phases, with the first phase accommodating around 18,000 sqt of floor plate. A
standard 4m floor height was considered for all floors including parking floors. Space
allocation for phase 2 was identified.

Phase 1

A double height entrance lobby with games room and gymnasium as part of
the ground floor. This effectively screens the car parking spaces placed behind lobby.
Apart from parking, major services are accommodated in this floor. Entrance lobby
also houses 2 discussion rooms.

A ramp leads car to the first and second floor parking spaces. Ancillary service
is housed in the first floor.

An amenity floor separates parking floor from the office floor plate at third
level. Amenity floor has been designed with facilities like cafeteria with a large spill
over landscaped terrace. A business centre comprising of 8 meeting rooms and 2
board rooms are also part of this floor. Workstations along with a training room from
other parts of this floor plate.

Fourth and fifth floors have been planned as office floors with mix of angular
and “L” workstations with few cabins. The fifth floor houses the CEO room with a
sperate dress, shower and toilet. A dedicated board room is also accommodated next
to CEO room, CEO room has been located with the best view towards the river front.

Sixth floor is envisaged as a future expansion floor which houses workstations

and refuge terrace. Seventh floor has 5 single guest rooms and 2 combined guest
suites along with aa lounge. Typical workstations house the other portion of this floor.
Terrace floor plate is utilized for housing services and solar panels.

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 Figure no 2 Project details

Figure no 3 Location Map

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3.2 Role of CBRE in project

CBRE acts as the project manager. Roles and responsibilities:

 Review Master project schedule

 Ensure performance of the contract

 Coordinate with the consultants for releasing the GFC drawings

 Set start and control procedures

 Formulate, implement & ensure safety procedures and code of conduct

 Monitor the project in relation to the master schedule

 Organise in house and client project kick off meetings

 Co-ordinate and conduct project review meetings with various contractors,

consultants and architect

 Co-ordinate procurement of long delivery materials and equipment

 Monitor quality of work with special emphasis on quality assurance plan

 Initiate reporting systems daily registers, weekly progress reports, resource

allocation ad deployment, monthly reports to client, Safety, accident and
report, quality control reports, sub-contractor status reports, change order
procedures, etc.

 Certification of Bills

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4. Departments Trained

4.1 Construction

The department of construction was headed by Mr Praveen Pananchalil,

construction manager. The department ensured that proper execution of works was
occurring at site. Every element of construction was inspected. Any RFI or
clarifications required by the contractor during execution would go through this
department. Special training required for the contractor’s staff in executing any work
was provided by the department. Department ensured that all materials used at site
were as per specification. The department advised on rectification measures that
should be taken in case any defect was found in construction.

4.2 Quality control

Mr Rahul Babu, Project coordinator civil, oversaw this department. The

department ensured that quality of work. Different tests were regularly conducted to
ensure the quality. The tests were slump test and cube compression test on concrete.
For aggregates sieve analysis and proctor compaction tests were done on site. The
department reviewed the material test reports provided by vendors during
procurement to ensure that raw materials were as per specification. Any other test that
were done as per request on consultants and tests done outside the site was also under
this department.

Figure no 4 Testing equipments

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 Steel was procured by client from a pre-approved vendor. Chemical
composition and strength certificate were submitted by the vendor. Bricks, blocks,
pipes, admixtures etc were also bought from pre-approved vendors. No site testing
was conducted on these materials, only certificates brought by vendor was used for
quality assurance.

4.3 Safety

Mr Sumoj Kuttan, Asst. manager, oversaw the department of safety. The

department ensured that project was implemented according to health and safety
policy of CBRE. The department was also oversaw health and safety at labour camp.
The department ensured PPE was worn by any person entering the working area.
Checked platforms and scaffoldings for safety. Oversaw housekeeping works at site.
Oversaw issuing of work permits. Ensured there was always proper facility for first
aid and ambulance available at site.

4.4 Quantity surveying and Billing

Mrs Reshma Hafiz, manager QS & contracts, was in charge of this

department. The department cross checked all joint measurement sheets submitted by
the contractor to ensure there was no discrepancies. The department also ensured that
the measurement was taken and clubbed together as per the BOQ. Department also
had the responsibility of cross checking the bill submitted by contractor. The bill
should contain only measurements which was approved by joint measurement sheets.
After vetting the bill payment advice was created for the client after deductions were
made.

4.5 Contracts

Mrs Reshma Hafiz oversaw this department. The purpose of this department
was to prepare and float tenders and assist client in pre-qualification evaluation and
vendor selection. GCC and SCC documents were prepared by this department. The
department also prepared the technical specifications for work as advised by
consultants. The department oversaw all tendering and allied process. The duty of
issuing work order was also part of scope of work. Any non-compliance of contract
by any vendors were brought to the client’s knowledge. All contracts were reviewed
by project manager to see if there was any fault.

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4.6 Planning

The department of planning was under the project manager. The department
was in charge of creating schedules and updating them as per requirement. Micro
schedule preparation was also under the scope of this department. Cost planning for
each work was also done before invitation of tender. The daily plan submitted by
contractor was reviewed to see if they were following the provided schedule.
Manpower and material requirement planning was also done by this department.

4.7 MEP

Mr Sharath Krishna, Project coordinator MEP, oversaw this department. It

handled all the work coming under mechanical, electrical, plumbing and firefighting.
The role of department was to review drawing provided by consultant and ensure that
they provided no clashes with the civil works done at site. The department also
ensures proper execution of their works at site. Quantity surveying for MEP works
were done by this department.

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5 Weekly performed tasks

5.1 Week 1 (May 15th to May 18th)

First day itself I was introduced to the site. The project was an office building
for Mariapps Marine solutions. The major stakeholder of the project was introduced
to me. Ensemble was the architect, CBRE was the project manager, TREE was
liaison consultant, LEED was the MEP consultant, GEO Structures was the
structural consultant. and AlFA was the main civil contractor. Parent company of
Marriaps is Bernhard Schulte. Mr Shankar Madhavan is the CEO of Marriapps.

Figure no 5 Stakeholders of project

Safety and site induction were conducted by the safety officer. PPE
was compulsory for entering the working areas. PPE consisted for helmet, safety
shoes and high visibility jacket. Then he explained basics for effective site
management. These basics were published by CBRE as a guideline for their staff. It
explained the basic activities that would lead to effective site management. Then I
was shown the document which showed the site visit guidelines that should be
followed by CBRE staff in case of a site visit by anyone.

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 Figure no 6 Effective Site Management

Figure no 7 Site Visit Guidelines

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 Construction manager gave different drawings to study. All the
structural and architectural drawings till second floor was studied. Drawing included
details of each members like columns, beams, piles etc..

Site inspection for safety and quality was conducted daily. For quality
inspection each element was checked. For each inspection an inspection request was
brought by the contractor after the work. The inspection request contained the
location and type of element to be inspected. Once inspection is conducted and work
is approved only the next stage of work could be done. For each element the
inspection varied.

For concrete slab first level of inspection was checking of level. The height of
slab bottom from benchmark level is first calculated then using dumpy level the slab
is checked to see if the slab is laid at correct level. Random points on the slab is
picked for checking, if any point was not matching the required level then the slab
was adjusted to get the correct level. The next stage of checking was form work
inspection. Plywood and steel sheets were used for form work. Sheets were inspected
to see if there was any undulations or gaps. Any improper formwork was rectified.
Prop jacks was inspected to see if they were kept at required intervals. Cross bracings
provided for jacks was also inspected. After formwork inspection steelwork is done.
During steelwork inspection the placement of reinforcement bars were checked to see
if they were according to drawings. Before concreting slab is checked to see if cover
blocks were provided to get the adequate cover. The slab surface was also inspected
to see if it was cleaned properly before concreting.

Inspection for concrete beams were also done in the same way as concrete
slab. For inspection of columns and walls first corner points were marked for casting
shoe. These points are checked to see if necessary cover was available. Then steel
work is done. Steel is inspected to ensure it was done according to drawings.
Inspection was done to see is cover blocks were kept and regular intervals. After steel
work inspection formwork is done. For formwork inspection the verticality of
formwork is checked using plumb bob. Formwork was also inspected to ensure
necessary cover.

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 During concreting process, a member of CBRE staff would be posted to
oversee the works. The surfaces were fresh concrete would have contact with
previously laid hardened concrete would be chipped, to get a rough surface to create
proper bonding. During placing of concrete, it was ensured that proper compaction
was done and concreting was done to required level.

Quality inspection was done post concreting also. After de-shuttering the
concrete surface was checked to see if there were any defects. Minor defects were
rectified immediately, any major defect found was referred to structural consultant for
approval before rectification was done.

As part of safety inspections. I had to ensure that every person on the site
complied to safety standards of CBRE. All persons entering the work area must have
PPE (personal protection equipment). PEE consisted of helmet, safety shoes and high
visibility jacket. While working at height workers are required to wear safety belts.
Inspection was done to see if all scaffoldings, equipment and ladders had safety tag.
Safety tag was of two types safe and unsafe. Only equipment with safe tag could be
used for work. I also ensured that all danger zones were properly sealed off and
warning tapes were provided.

Quantity surveying was another task that was done on a regular basis.
Quantity take off for different works was first calculated by the QS team of the
contractor and then submitted to CBRE. The quantity take off sheets had any
supporting drawings that was used. The element and location of element was also
marked in the sheet. I then calculated the quantities and cross checked with the
quantities submitted by contractor. Any variation was marked and send back for
correction. The different works for which I checked quantities were RCC, PCC, water
proofing, steelwork, anti-termite and formwork.

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5.2 Week 2 (May 20th to May 25th)

Daily site inspection was conducted in the morning to check the current status
of work in each location. Further inspection was done on each element as inspection
request arise. Pre and post concrete inspection were done. Inspection were conducted
for safety also. Any fault found in work or safety measures were photographed and
reported to the concerned manager before rectification was instructed to the
concerned site engineer. All observations of a day were compiled into a report and
send to the client and contractor. The report consisted of the observation and its
rectification strategy. Some of the rectifications were done immediately by the site
engineers others were reported to the project manager for his input. Quantity
surveying was also a daily task done by me (as explained in week 1).

Cube testing was conducted on site. For every batch of concrete laid cubes
were cast. Depending on the type of member cast the number of cubes varied. For
columns strength on 7th day and 28th day was tested. For beams 7th day and 28th day
was tested. For slabs 7th, 21st and 28th day was tested. For each test three cubes were
prepared. If the cubes did not achieve required strength during testing the results were
send to structural consultant. Plie caps, piles and slab were of M30 grade concrete.
Columns was of M40 grade concrete. Shear wall had M45 grade concrete. For 7th day
a minimum of 60 % of total strength and a minimum of 85% of total strength required
at 21st day had to be achieved by cube to pass the test.

When a cube test for column failed the consultant instructed to conducted
ultrasonic test on the column to find out if the column had the required test. Ultrasonic
test is a non-destructive test that can be carried out on hardened concrete to find its
quality. The machine was used to measure the time taken for ultrasonic waves to pass
through the concrete. The machine had two probes which are kept at opposite sides of
the column at same height. One probe sends the waves and other receives it. The
machine then records the time taken. Using this data the grade of concrete was
calculated. The test was conducted and proved the columns had strength more than
M40 grade concrete.

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 Figure no 8 Ultrasonic Testing

I then studied the use format and procedure for site notes. Site note is a tool
used by CBRE to ensure safety and quality at site. When any safety or quality issues
was observed at site a site note would be issued in the name of concerned site
engineer. The site engineer must rectify the fault and provide proof of rectification. If
the rectification done is satisfactory then only the site note is closed. Until and unless
the proper rectification is done the site notes would remain open.

Figure no 9 Site Note

One such site note was given when it was found that proper curing was not
happening on site. Site note was issued to the concerned engineer. Later he provided
proof of proper curing then only the site note was closed.

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 The schedule prepared for the project was studied. The original baseline
schedule and revised schedule was studied to find the difference in both. Later actual
site progress was checked with the revised schedule. By doing this I was able to find
out were and how much delay was currently at site. Found out the critical activities
from the schedule. Later I created a micro schedule for the months of May, June and
July. This schedule was prepared to catch up the existing delay (76 days of delay from
baseline). The major problem for delay was labour shortage (contractor was unable to
supply planned number of labours) and lack of coordination between consultants. A
major delay occurred in STP area as the plumbing drawing and structural drawings
had mismatch since they were prepared by different consultants. Extra time was
required to redraw the drawings and find a suitable solution.

Studied method statements for different works. The contractor had to provide
method statements for all the works conducted on site. Method statement had step by
step procedure for execution of work, role and responsibilities, scope of work, health
safety and environmental factors and quality control and assurance strategies. It also
had the technical specifications and relevant IS code citations. The method statement
was reviewed by CBRE and then approved. Any variation from method statement was
considered as a noncompliance of contract.

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5.3 Week 3 (May 27th to June 1st)

Daily site inspection was conducted in the morning to check the current status
of work in each location. Further inspection was done on each element as inspection
request arise. Pre and post concrete inspection were done. Inspection were conducted
for safety also. Any fault found in work or safety measures were photographed and
reported to the concerned manager before rectification was instructed. All
observations of a day were compiled into a report and send to the client and
contractor. The report consisted of the observation and its rectification strategy. Some
of the rectifications were done immediately by the site engineers others were reported
to the project manager for his input. Quantity surveying was also a daily task done by
me (as explained in week 1).

Figure no 10 Correction in Joint measurement sheets

The CEO of Schulte and CEO of Mariapps was visiting the site on that week.
A meeting was held with project manger in preparation for their site visit. Different
duties were assigned to each member of the team. I oversaw safety and housekeeping.
I passed on the instructions to the contractor’s project manager for preparing the site.
All the house keeping works that was pending was immediately competed. And all
safety lapses were rectified. Then I prepared a progress report of the site for the client.
It outlined the percentage progress in different areas. On the day of their visit our PM
instructed us about the communication protocol that should be followed. Since our
immediate superiors were the middle management all communication to the CEO (top
management) should go through middle management. When ever the top management
had quires, the answers were given by the middle management CBRE should speak
only when exclusively asked to.

The tender document for lift works was studied. The document contained
technical specifications that was approved by the client. Tenders were not issued in

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any public portals instead they were sent only to the pre-selected vendors. This was
done so that vendor selection process would be made easier. Along with tender
document GCC (general conditions of contract) document was also studied. The GCC
was similar for all works in that project. It defined the scope of work, time period of
work, etc. Other special conditions were given under special conditions of contract.

I prepared a bid comparison for furniture and sanitary fittings. Since furniture
and sanitary fittings did not have any specifications given by client, during the
tendering process only type and number of each item required was given to vendors.
The vendors were free to choose the fixture and furniture. For each item (example
CEO chair) vendors gave their suggestion along with the price at which they could
provide it. So, a comparison chart was made for the different vendors. The chart
contained item type, number, item suggested by each vendor and price of each item.
Since item specification by each vendor was not the same, normal price comparison
was not enough. A specification comparison was also included in comparison sheet.
Photos of each item was also included. It was concluded that procurement from china
was the most economic option.

I studied different Acts and Laws that was relevant to construction sector
(Example BOCW act of 1996, contract labour act of 1970). These acts were studied
from legal register prepared by CBRE. It contained briefs of all applicable laws and
who was responsible for ensuring it at site. The register was prepared by legal
department of CBRE. If any law was found to be violated the responsible person (as
per register) would be held accountable.

Figure no 11 Legal register

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5.4 Week 4 (June 3rd to June 8th)

Daily site inspection was conducted in the morning to check the current status
of work in each location. Further inspection was done on each element as inspection
request arise. Pre and post concrete inspection were done. Inspection were conducted
for safety also. Any fault found in work or safety measures were photographed and
reported to the concerned manager before rectification was instructed. All
observations of a day were compiled into a report and send to the client and
contractor. The report consisted of the observation and its rectification strategy. Some
of the rectifications were done immediately by the site engineers others were reported
to the project manager for his input. Quantity surveying was also a daily task done by
me(as explained in week 1).

Figure no 12 Undulations in roof slab formwork

Daily progress report was studied. The daily progress report was prepared by
the contractor it was send every morning. It contained the planned work for that day,
any pending work from previous day, total manpower employed at site and quantity
of materials available at site. The Daily progress reports were used to make weekly
and monthly reports by CBRE.

Studied MEP drawings for ground floor. New MEP drawings had just arrived
from the consultant. The drawings contained electrical, plumbing, HVAC and fire
fighting plans. Drawings was inspected to see if it would have any hindrance as the
ground floor was already under construction. In areas were pipes were not previously
present core cutting was done to provide passage.

A new three-month schedule for June, July and August was prepared. Studied
the use and procedure for NCR (non-compliance report). NCR was issued by CBRE
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to the contractor if any major breach in quality or safety occurred at site. It was
applicable also when there were repeated faults of same nature occurred. When NCR
document was issued a certain amount from that that month’s RA bill was withheld.
These funds would be released only when contractor did rectification for fault. And
the rectification must be accepted by CBRE, client and consultant. One NCR was
issued when major honeycombs were observed in concrete.

Figure no 13 Major honeycombs

I was sent to a different site for two days. The new site was a school building
for GEMS group. The scope of work I had was ensuring the site was ready for
handing over. I had to inspect all the interior works that was going on. All works had
to be completed before handing over. There were multiple vendors present at site
working in parallel this led to lack of coordination and created delays in work. I had
the duty of coordinating all vendors and finishing the works on site. Previous finished
works were also inspected to see if they needed any rework.

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5.5 Week 5 (June 10th to June 15th)

Daily site inspection was conducted in the morning to check the current status
of work in each location. Further inspection was done on each element as inspection
request arise. Pre and post concrete inspection were done. Inspection were conducted
for safety also. Any fault found in work or safety measures were photographed and
reported to the concerned manager before rectification was instructed. All
observations of a day were compiled into a report and send to the client and
contractor. The report consisted of the observation and its rectification strategy. Some
of the rectifications were done immediately by the site engineers others were reported
to the project manager for his input. Quantity surveying was also a daily task done by
me(as explained in week 1).

Figure no 14 Safety violation by workers

Studied JHA and JSA document. They were job hazard analysis and job safety
analysis respectively. These documents had to be prepared by the safety officer from
contractor side before starting any new kind of work. These documents consisted of
possible hazards and safety issues that could occur due the work. These documents
were not site specific these were work specific. The contents were general. This was
done as a preparation to ensure safety at site. After going through these documents
strategies to ensure safety would be suggested by CBRE safety in charge.

Studied Monthly and weekly progress report. These reports were prepared by
CBRE for client. The report was based on daily reports from contractor. The reports
had actual progress and planned progress. They also contained different document
trackers. Batching plant calibration was done. Calibration was done every three

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months. Metal weights were used to check if the current calibration was accurate, if
error more than permissible limits were found then the plant would be recalibrated.
Calibration was done for cement, aggregates, water and admixtures.

Attended PRM (progress review meeting) meeting. Meeting was conducted

every week, client, contractor and CBRE would be attending in each meeting.
Meetings are used as a stage for rising any concerns about the site by any party
involved. There would be pre planned agendas, these were discussed first. All points
during the meeting was noted down to make minutes of meeting. Minutes of meeting
was prepared within the week itself and circulated among all the parties. MOM had
all the discussed points and the decisions take during the meeting.

Studied different work permits. Daily work permits were issued for different
works (hot work, work at height, general work etc.). The permits would have the type
and location of work involved. Different works required different permits. There was
checklist attached with the permits. Any work carried out without permit was
immediately stopped. Safety officer oversaw issuing work permits. When safety
officer was not present the duty would go to the project manager.

Studied rate analysis by Delhi schedule of rates. Rate analysis was done for
hauling soil as per DSR. This was done because there was not rate present in the BOQ
for hauling soil away from site. The new item was created because there was not
enough space in the site to store the excavated soil. The soil had to be transported and
stored at a different location.

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5.6 Week 6 (June 17th to June 22nd)

Daily site inspection was conducted in the morning to check the current status
of work in each location. Further inspection was done on each element as inspection
request arise. Pre and post concrete inspection were done. Inspection were conducted
for safety also. Any fault found in work or safety measures were photographed and
reported to the concerned manager before rectification was instructed. All
observations of a day were compiled into a report and send to the client and
contractor. The report consisted of the observation and its rectification strategy. Some
of the rectifications were done immediately by the site engineers others were reported
to the project manager for his input. Quantity surveying was also a daily task done by
me (as explained in week 1).

Studied BOQ for civil works. The BOQ consisted of different items of works,
their planned quantities, item rates and total planned budget. BOQ also consisted of
brief description of each item. The detailed specifications of each work were attached
to BOQ as a separate sheet. All measurements were taken as per the works mentioned
in BOQ.

Figure no 15 BOQ

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 Figure no 16 Budget as per BOQ

Studied the work order sheet. Work order was issued to a vendor after vendor
finalisation. The work order contained the approved rates and estimated quantities. It
also consisted of scope of work. Any conditions which were not present in the GCC
was included in work order. The duration of work to be considered is the duration
mentioned in work order as that is the duration decided by client and vendor together.
The work order sheet also contained an attached sheet of technical specifications for
all works.

Figure no 17 Work Order sheet

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 Studied risk register. This register contained all the possible risk that could
affect the completion time of the project. Risk were classified according to risk rating.
Risk impact severity was rated on a scale of 1 to 5 were 5 being most severe.
Similarly impact probability was also in 1 to 5. The multiple of both ratings was taken
as risk rating. The register also included the approximate time of delay risk could
cause and mitigation strategies for each risk.

Figure no 18 Risk Register

Prepared a schedule on MSP for entire civil works. The actual dates of works
done till now was used to create new schedule. The schedule was created in as an
attempt to catch up the existing delays. The schedule was created and then send to
civil contractor for their suggestions. After getting suggestions from contractor the
schedule was revised and send to client for approval. Based on the new schedule for
civil works, a new schedule was created for the entire project. This schedule
contained all activities from project design to final handing over. A 78-day delay was
estimated in the new schedule from the initial baseline.

Studied pre-qualification process. Before tender document was issued vendors

were selected for pre-qualification. Vendors were selected for PQ based on the
customer feedback and reputation they have in industry for every work 4 to 5 vendors
were selected.

Studied PQ evaluation sheet. After different vendors are selected for pre-
qualification they are rated. Each vendor is rated for experience with similar project,
availability of plant and machinery, financial capability, quality control systems and
safety policy, compliance to statutory requirements and feedback from previous
clients. Each category is rated on a scale of 1 to 10 with 1 being the worst. Then the
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weighted average is found for each vendor. Along with the tender quote this PQ
evaluation sheet is also considered while awarding work.

Figure no 19 Pre-qualification evaluation

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5.7 Week 7 (June 24th to June 29th)

Daily site inspection was conducted in the morning to check the current status
of work in each location. Further inspection was done on each element as inspection
request arise. Pre and post concrete inspection were done. Inspection were conducted
for safety also. Any fault found in work or safety measures were photographed and
reported to the concerned manager before rectification was instructed. All
observations of a day were compiled into a report and send to the client and
contractor. The report consisted of the observation and its rectification strategy. Some
of the rectifications were done immediately by the site engineers others were reported
to the project manager for his input. Quantity surveying was also a daily task done by
me (as explained in week 1).

Understood different tracker documents. Tracker documents were present for

RFI (request for information), client approval, quality, EHS (environment health and
safety), site notes, NCRs, RA bills. These trackers were updated at the end of every
month and attached with the monthly progress reports. The trackers contain all data to
the end of that month. These trackers are useful in many ways. For example, if the
number of site notes kept open in a month exceeds a certain amount then some
amount would be withheld from the bill till the site notes are closed.

Studied concrete pour plan. Concrete pour plans showed the area which should
be concreted in a single stretch. Pour plans were for slab concrete only. The entire
floor was divided into four pours. Each pour was around 150 cum to 200 cum. The
pours were designed by considering the batching plant capacity, planned manpower
and by clubbing areas that needs to be raised together. The boundaries of pour plans
were either exterior boundary or slab or at L/3 distance from the nearest column were
L is the distance between the two adjacent columns. All interior boundaries of pour
plan were straight line. Understood batching slip. Batching slips were printed
automatically with each batch of concrete. Each line of the batching slip contained the
quantity of each component of concrete in that batch.

Studied different DBRs (design brief report). DBRs were prepared by the
architect for each package. It consisted of all the designs that was approved by client.

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 Studied cost monitor document. This document is to keep track of the total
budget for the project. It consisted of estimated budget for each consultant and
vendor. CBRE, architect and client created their own approximate budgets. All these
budgets were present in the document. Comparison of different budgets were also
present. It also had the finalised budget for participants who are already onboard. The
document id updated every month. It also records the payments made till date.

Figure no 20 Cost Monitor Sheet

Procurement schedule for the remaining work packages were made. Schedule
consisted of tentative dates for work packages that were still not issued. The schedule
is made with reference with the latest schedule for the project. Procurement schedule
consisted of dates on which PQ process should start till dates on which work order
must be issued for each package.

A labour histogram was made between actual labours per day till now and
planned labours per day till now. This was done to analyse delay in project due to lost
man hours. Variation in actual and planned manhours were calculated.

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5.8 Week 8 (July 1st to July 6th)

Daily site inspection was conducted in the morning to check the current status
of work in each location. Further inspection was done on each element as inspection
request arise. Pre and post concrete inspection were done. Inspection were conducted
for safety also. Any fault found in work or safety measures were photographed and
reported to the concerned manager before rectification was instructed. All
observations of a day were compiled into a report and send to the client and
contractor. The report consisted of the observation and its rectification strategy. Some
of the rectifications were done immediately by the site engineers others were reported
to the project manager for his input. Quantity surveying was also a daily task done by
me (as explained in week 1).

Checked bill prepared by contractor for the month of June. Approved joint
measurement sheet for each BOQ item is used to cross check the quantitates entered.
Any mis match was rectified immediately. Then after all corrections were made the
quantities are used to find the total bill amount for that month. Deductions are done
from this amount. Deductions are due to materials supplied by client, mobilization
advance, retention money, labour cess, money withheld due to NCR or site note. After
all these calculations payment advice is given to client by CBRE.

Figure no 21 Payment advice

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 Understood the procurement and logistics process at site. Cement and steel
were supplied by client and then handed over to contractor at site. So, the rate in BOQ
didn’t involve cement and steel. Aggregates were procured by contractor but paid for
by client directly. Cost of aggregates is deducted from RA bill every month. Cement
and aggregate were procured from local sources, so it required only 1 or 2 days prior
notice for ordering. Steel was procured from out of state, so it required 15 days of
prior notice for purchasing.

Figure no 22 Logistics plan

Studied delay log. This document recorded all the delays that has occurred till
date. It records who was responsible for delay and why. It records delays by each
party separately. This is useful when delay compensation comes.

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5.9 Week 9 (July 8th to June 9th)

Daily site inspection was conducted in the morning to check the current status
of work in each location. Further inspection was done on each element as inspection
request arise. Pre and post concrete inspection were done. Inspection were conducted
for safety also. Any fault found in work or safety measures were photographed and
reported to the concerned manager before rectification was instructed. All
observations of a day were compiled into a report and send to the client and
contractor. The report consisted of the observation and its rectification strategy. Some
of the rectifications were done immediately by the site engineers others were reported
to the project manager for his input. Quantity surveying was also a daily task done by
me.

Created a rate analysis for hauling of soil and storing. The analysis was done
using local rates and actual labour and machinery employed.

Understood the different advantages and conditions to be satisfied as

the project is in a special economic zone. The land was not owned by the company
but under lease for 99 years from smart city board kochi. 100% foreign direct
investment is allowed. Duty free import and export on procurement for development,
maintenance and operations. Direct benefit in income tax. Exception from GST on
construction materials. Single window clearance for all approvals. Exemption from
stamp duty. Half yearly environmental clearance is required. etc..

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6. Recommendations to company

 There was a lack of coordination between the quantity survey team and
execution team of the contractor. Due to this the joint measurement sheets
needed to be revised multiple times. A suggestion was given to instruct
contractor to make sure that execution team reports all the changes and
modifications done on drawings.

 Suggested to stop using print outs for joint measurement sheets and use soft
copies. This would save cost on stationary and save time while correcting the
sheets. Only the final approved sheets need to be printed for filing.

 Poor workman ship was noticed at site as the labours were instructed by non-
technical supervisors. Especially during night work. Suggested that there
should be a qualified engineer during night work also.

 Software utilisation was minimal. Suggested that using software like cost x,
SAP etc. would help speed up the work.

 MSP schedules were made with out considering any resources. Suggested that
adding all the resources available and allocating them to the schedule would
help predict delays and bottlenecks.

 Material storage records were kept by the contractor, this caused a shortage of
cement during concrete and concrete work had to be stopped. Suggested that
CBRE also should keep a record of the material available and ask contractor to
provide quantities of materials used each day.

 During soil shifting only the number of loads were counted. The quantity of
soil shifted was not measured. Suggested that measurement of trucks should
be taken to find out exact quantity that was shifted which would be useful at
the time of billing.

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7. Learning outcomes from internship

 An opportunity to learn from project management and client perspective

 Understood the work culture of the organisation and requirements for a project
manager

 Understood practical applications of theoretical knowledge gained in class

 Importance and scopes of different departments

 Understood the allocation of materials and machinery for different works.

 Learned about different contract documents

 Learned different tools used in project management

 Understood the life cycle processes involved in a project in depth

 Learned about the benefits of special economic zones

 Understood how to analyse delays and find the reason for it, learned how to
manage these delays.

 Understood about generating realistic expectations of works

 Enhanced skill in quantity surveying

 Learned processes for quality checks in different elements of construction

 Learned to create and float tenders

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8. Future goals

 Learn in depth about management softwares

 Learn construction from contractor’s perspective

 Learn BIM

 To learn more about laws governing construction activities

 Learn contract documents in depth

 Understand costing for projects

 Learn to prepare risk management plans

 Improve written communication and report making skills

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9. Conclusion

During the 9 weeks of training I underwent, I was able to get a glance into to
the industry as I am a fresher. The internship helped me in developing my skills in
project management. I was able to understand the importance of the theoretical
concepts which I have studied. During the internship I witnessed different problems
that were common to projects and how these problems were managed. The knowledge
gained during this training period is of great importance because the best way of
understanding any concept is when we experience it in real world. This experience
has increased my interest in the industry. I hope to utilise my learnings to improve my
skills and help in becoming a project management professional.

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10. References

 CBRE Inc., n.d. CBRE. [Online]

Available at: https://www.cbre.co.in/
[Accessed 10 July 2019].

 Contract document for Mariapps Marine Solutions.

 Project brief report by Ensemble

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