Quality Assurance Plan

QUALITY CONTROL/QUALITY ASSURANCE PLAN
FACILITY SITE WORK CONSTRUCTION SERVICES
Prepared For:
FOR GENERAL CONSTRUCTION
Prepared By:
BCL ASSOCIATES LIMITED
Consulting Company – BCL Head Office

Jabbar Tower (10th Floor)
42 Gulshan Avenue , Gulshan 1
Dhaka-1212, Bangladeah
Phone: +880 2 48810072-6
Web: www.bclgroup.com
AUGUST 2018
QUALITY ASSURANCE PLAN FOR CONSTRUCTION
Table of Contents
1 LIST OF ACRONYMS.................................................................................................................5
2 INTROCUCTION.........................................................................................................................6
3 CONSTRUCTION CONTRACT ADMINITRATION.................................................................7
3.1 A CONTRACT......................................................................................................................7
3.2 CONTRACT MANAGEMENT............................................................................................7
3.3 MANAGEMENT OF CIVIL WORKS CONTRACTS..........................................................8
3.4 TYPE OF CONSTRUCTION CONTRACT..........................................................................8
3.4.1 Lump Sum or Fixed Price Contract................................................................................9
3.4.2 Cost Plus Contracts........................................................................................................9
3.4.3 Unit Price Contracts.....................................................................................................11
3.4.4 Time and Material Contracts........................................................................................11
3.5 CONSTRUCTION CONDITION OF CONTRACTS.........................................................11
3.5.1 Communications..........................................................................................................12
3.6 MANAGING TIME.............................................................................................................12
3.6.1 Programme...................................................................................................................12
3.6.2 Extensions of time........................................................................................................13
3.6.3 Completion...................................................................................................................13
3.6.4 Early completion..........................................................................................................13
3.6.5 Penalties for late completion........................................................................................14
3.6.6 Changes to the prices for the works.............................................................................14
3.7 CONSTRUCTION PROCESS.............................................................................................14
3.7.1 Allowable rates............................................................................................................15
3.8 CONTRAC ADMINISTRATION.......................................................................................15
3.9 RECORD KEEPING...........................................................................................................16
3.9.1 General.........................................................................................................................16
3.9.2 Site diary......................................................................................................................17
3.9.3 Drawing register...........................................................................................................17
3.9.4 Site photographs...........................................................................................................18
3.10 CONTRACTUAL DOCUMENTS......................................................................................18
3.10.1 Understanding the Contract Documents.......................................................................19
3.11 Construction Contract Documents.......................................................................................19
3.11.1 Contracting Requirements............................................................................................19
3.11.2 Specifications...............................................................................................................19
3.11.3 Drawings......................................................................................................................20
3.11.4 Resource Drawings......................................................................................................20
BCL ASSOCIATES LTD P a g e 2 | 43

3.11.5 Contract Drawings.......................................................................................................21

3.11.6 Shop Drawings.............................................................................................................21
3.11.7 Coordination Drawings................................................................................................21
3.11.8 Revisions, Clarifications, and Modifications................................................................21
3.11.9 Variations.....................................................................................................................22
3.11.10 Advance payment / Contractor’s mobilization.........................................................22
3.11.11 Payment...................................................................................................................23
3.11.12 Acceptance / Taking Over Certificate......................................................................23
3.11.13 Warranty / Defects Liability Period.........................................................................23
3.11.14 Final Acceptance / Performance Certificate.............................................................23
3.11.15 Termination of Contract...........................................................................................23
3.11.16 Claims and settlement of disputes............................................................................24
3.12 MEETING...........................................................................................................................24
3.12.1 Preconstruction Meeting..............................................................................................24
3.12.2 Weekly Status Meetings...............................................................................................24
3.12.3 Monthly Progress Meetings.........................................................................................25
3.13 REPORTS............................................................................................................................25
3.13.1 Construction Management Team Daily Reports..........................................................25
3.13.2 Construction Management Team Daily Inspection Reports.........................................25
3.13.3 Construction Managements Team Supervisors Daily Reports.....................................26
3.13.4 Contractors Daily Inspection Reports..........................................................................26
3.13.5 Monthly Progress Report.............................................................................................26
3.14 MAINTENANCE REVIEWS..............................................................................................27
3.15 DOCUMENT CONTROL...................................................................................................27
3.16 Submittals............................................................................................................................28
3.17 PROJECT RECORDS/CLOSEOUT....................................................................................28
3.18 FINAL CONSTRUCTION PROJECT RECORDS / CLOSEOUTS....................................28
4 SITE SUPERVISION PROCEDURE..........................................................................................29
4.1 Rules and responsibilities of a site Supervisors....................................................................29
4.2 Introduction.........................................................................................................................29
4.3 Construction Supervision jobs duties are:............................................................................30
4.4 The Quality Control Plan comprises:...................................................................................30
4.5 Objectives............................................................................................................................31
4.6 Communication plan (Interaction).......................................................................................31
4.7 Duties, responsibilities and authority of QC personnel........................................................32
4.7.1 Client’s representative..................................................................................................32

4.8 PO Representative................................................................................................................32
4.9 Site engineer........................................................................................................................32
4.10 Contractor’s Project Manager..............................................................................................33
4.11 Contractor’s Site Engineer(s)...............................................................................................33
4.11.1 Site Handover and Preparation.....................................................................................33
4.12 Review of Contractor(s)' Implementation Schedule.............................................................34
4.12.1 Supervision of Construction Works.............................................................................34
4.13 Issue of Instructions to the Contractor(s).............................................................................35
4.14 Advice to the Client on Progress of Works..........................................................................35
4.15 Inspection and Testing of Works.........................................................................................36
4.16 Approval of Payment Certificates........................................................................................36
5 QUALITY CONTROL ASSURANCE.......................................................................................37
5.1 INTRODUCTION...............................................................................................................37
5.2 TYPE OF CONTRACT.......................................................................................................37
5.3 TYPICAL ORGANOGRAM OF A PROJECT...................................................................37
5.4 THE ADMINISTRATIVE BODY IN A PROJECT............................................................38
5.5 KEY PROFESSIONALS INVOLVED IN QA-QC PROCEDURES...................................38
5.6 SITE CONDITIONS............................................................................................................38
5.7 PROCUREMENT OF CONSTRUCTION MATERIALS...................................................38
5.8 CRUSHING PLANT FOR PRODUCTION OF AGGREGATE.........................................38
5.9 STOCKPILING OF AGGREGATES..................................................................................38
5.10 TEMPORARY STORAGE OF MATERIALS....................................................................38
5.11 QUARRY/BORROW PIT AREAS.....................................................................................38
5.12 CALIBRATION OF WEIGHING DEVICES......................................................................39
5.13 BATCHING PLANTS ENGAGED IN THE PRODUCTION.............................................39
5.14 WATER IN CONCRETE....................................................................................................39
5.15 CONCRETE ADMIXTURES.............................................................................................39
5.16 REQUEST FOR INSPECTION...........................................................................................39
5.17 FIELD CONTROL FOR PRODUCTION...........................................................................39
5.17.1 Earthwork....................................................................................................................39
5.17.2 Subbase........................................................................................................................39
5.17.3 Unbound Base..............................................................................................................40
5.17.4 Prime coat and tack coat..............................................................................................40
5.17.5 Binder course and wearing course................................................................................40
5.17.6 Penetration Macadam...................................................................................................41
5.18 DBST...................................................................................................................................41

5.18.1 First layer.....................................................................................................................41

5.18.2 Second layer.................................................................................................................41
5.18.3 Concreting in situ.........................................................................................................41
5.18.4 Concreting at precast yard............................................................................................41
5.19 LABORATORY APPROACH............................................................................................42
5.20 TESTING STANDARDS....................................................................................................43
5.21 REPORTING.......................................................................................................................43
5.22 DOCUMENTATION DURING CONSTRUCTION...........................................................43
5.23 ACTION AT THE EVENT OF NON-COMPLIANCE.......................................................43
1 LIST OF ACRONYMS
AASHTO = American Association of State Highway & Transportation Officials

BOQ = Bill of Quantities
CCA = Construction Contract Administration
CMT = Construction Management Team
CPM = Construction Project Manager
CQMP = Construction Quality Management Plan
EO = Executive Order
FIDIC = International Federation of Consulting Engineers
GCC = General Condition of Contract
IPC = Interim Payment Certificate
IQA = Independent Quality Assurance
LAPM = Local Assistant Procedure Manual
LPA = Local Public Agency
MPR = Monthly Progress Report
NEC = New Engineering Contract
OE’s = Office Engineer
PCD = Principles of Construction Document
PCM = Project and Construction Manager
PD = Project Director
QA = Quality Assurance
QC = Quality Control
RCTC = Riverside Country Transport Commission
TL = Team Leader

2 INTROCUCTION
The goal of quality assurance and quality control (QA/QC) is to identify and implement
sampling and analytical methodologies, which limit the introduction of error into analytical
data. A quality system is a management system that describes the elements necessary to plan,
implement and assess the effectiveness of QA/QC activities.
This system establishes many functions including:

 Quality management policies and guidelines for the development of organization &
project-specific quality plans.
 Criteria and guidelines for assessing data quality
 Assessments to ascertain effectiveness of QA/QC implementation.
 Training programs related to QA/QC implementation.
Any organization collecting and evaluating data for a particular project must be concerned
with the quality of results. The organization must have results that meet a well-defined need,
use or purpose; comply with project requirements; and reflect consideration of cost and
economics.
To meet the objective, the organization should control the technical, administrative, and
human factors affecting the quality of results. Control should be oriented toward the
appraisal, reduction, elimination, and prevention of deficiencies that affect quality.

3 CONSTRUCTION CONTRACT ADMINITRATION

3.1 A CONTRACT
A construction contract is a legally binding agreement between two parties on the details and
cost of a construction project. This type of contract covers very expensive, complex projects
and simple renovations. Two types of client use construction contracts: residential and
commercial. Each client has different requirements that determine what is included in the
contract. The element of contracts are as follows:
 The contract agreement (if done)

 The latter of acceptance
 The tender
 The general condition of contract part-I
 The genera condition of contract part-II
 The technical specifications
 The drawings
 The bill of quantity
General condition of contract part I & II

For International work, used FIDIC condition of contract like
FIDIC –Yellow book
FIDIC – Red book
FIDIC – Orange book
For national project, followed domestic condition of contract like
Public Procurement Rules (PPR)
The payment details section includes the total project cost and payment dates. All
construction projects are paid on a percentage of completion basis. A deposit of no more than
five percent of the total costs are provided at the start of the project. The next payment is
made when the predefined section of work is completed.
3.2 CONTRACT MANAGEMENT
Contract Management could be defined as a multi-stage process that that goes on through the
entire duration of the contract and ensures that the parties meet their contractual obligations
in order to deliver the specific objectives provided in the contract.
The main purpose of the contract management is to make sure that the objectives of the
contract (supply of goods, delivery of services or execution of works) are meet in a timely
fashion and value for money is achieved. In practice, this means optimizing the efficiency of
the process, balancing costs and risks against returns and ideally aiming for a continuous
improvement in performance over the life of contract.
Therefore, the ultimate objectives of contract management are:
Effectiveness: The most and foremost condition of successful contract management is getting
the job done. This translate in the fact that the ultimate scope/objective of the contract is
accomplished

i. Goods are delivered / installed

ii. Services are performed
iii. Civil works are completed
Efficiency: Just getting the job done is not enough for a successful contract management. The
consultant should also be concerned about how the job is getting done. The aim should
always be to get the job done in the best possible way. This means that the scope/objective of
the contract is accomplished within the agreed:
i. The project costs (budget)
ii. The project completion time (duration)
iii. Quality of works (functional parameters).
Achieving efficiency should not be mistaken for an unrealistic chase for cost savings or
unreasonable pressure to squeeze more output from the contractors for less money or less
time. These practices frequently backfire and may result in more time and resources being
misdirected towards a false objective.
3.3 MANAGEMENT OF CIVIL WORKS CONTRACTS

The civil works contracts are among the most complex contracts generally throughout the
business world. They are therefore the most challenging in terms of contract management.
To begin with, there is a very large variety of types of civil works with various degrees of
complexity and risks and even more various types of expertise required for their
management.
Type of civil works: Large infrastructure projects (highways, bridges, roads, irrigation
systems, dams etc.), smaller scale municipal infrastructure projects (rehabilitation of
buildings, roads, sewage, water or power utilities), environmental rehabilitation projects
(earthworks, planting, seeding, water management etc.).
In the form of an equation with a multitude of variables, this would translate as:
Management of
Management of relationship with contract
Contract
Civil Works = + parties, third parties and
Administration
Contract stakeholders
Managing a Civil Works contract means managing relationships with many more
parties than just the contractor does
3.4 TYPE OF CONSTRUCTION CONTRACT

Some of the most common types of construction contracts used in the construction industry
are the following:
i. Lump Sum/Fixed Price Contracts;
ii. Cost Plus Contracts;
iii. Unit Price Contracts; and
iv. Time and Material Contracts. The choice of which construction contract to use
oftentimes comes down to the owner’s risk tolerance.

3.4.1 Lump Sum or Fixed Price Contract

Under a Lump Sum or Fixed Price Contract, the contractor agrees to perform the work
specified and described in the contract for a fixed price. The price of a fixed contract can only
be changed upon the execution of a change order, under which the owner and the contractor
either
(1) Agree for the contractor to perform additional work that falls outside the scope of the
original work for an agreed upon extra compensation or
(2) Agree to remove certain work from the original scope of work and reduce the price of the
contract in proportion to the work that the contractor no longer has to perform. These types of
contracts are appropriate when a clear scope and a defined schedule have been reviewed and
agreed upon.
The benefit of using Lump Sum or Fixed Price Contracts is that the owner’s construction
costs are more predictable. The owner’s cost will be capped by the contract price, so long as
no change orders are issued and no disputes arise on the project.
There are not many drawbacks with the use of the Lump Sum or Fixed Price Contract. To
ensure that the Lump Sum or Fixed Price Contract fulfils this function, i.e., provides a
predictable and accurate cost of construction for the owner, it is very important for the scope
of work under the contract to be clearly defined. This will eliminate the owner’s risk of the
contractor attempting to increase the contract price through the issuance of change orders for
the performance of additional work that is arguably not part of the original scope of work but
should be. Additionally, the schedule should clearly define the work and the deadlines that
must be met. This could perhaps be a drawback to the use of the Lump Sum or Fixed Price
Contract because it would require additional time and money to clearly define the scope of
work and create a detailed schedule (though this is something that should be done on every
construction project to protect the owner).
In addition, other types of contracts, such as Cost Plus Fee or Time and Materials Contracts,
could arguably be cheaper if the actual cost of construction were less than the contractor’s
estimated cost of construction on which the fixed price is based. But these types of
construction contracts could also be more expensive if the actual cost of construction were to
exceed the contractor’s estimated costs.
Therefore, the Lump Sum or Fixed Price Contract is a relatively safe and predictable contract
type that could be used on a construction project.
3.4.2 Cost Plus Contracts

The Cost Plus Contract is a type of a construction contract under which the owner agrees to
pay the complete cost of the materials and labour needed to needed to build the project along
with a fee for the contractor’s overhead and profit. This contract type is favoured where the
scope of work is highly uncertain or indeterminate and the type of labour, material, and
equipment needed to build the project is uncertain in nature.
This type of contract involves payment of the actual costs, purchases or other expenses
generated directly from the construction activity. Under this arrangement, complete records
of all time and materials spent by the contractor on the work must be maintained. Cost Plus
Contracts must contain specific information about certain pre-negotiated amount (some

percentage of the material and labour cost) covering contractor’s overhead and profit. Costs
must be detailed and should be classified as direct or indirect costs.
1) There are multiple variations for Cost plus contracts, and the most common are:
Cost plus Fixed Percentage Contract – Compensation is based on a percentage of
the cost.
2) Cost plus Fixed Fee Contract – Compensation is based on a fixed sum independent
the final project cost. The owner agrees to reimburse the contractor’s actual costs,
regardless of amount, and in addition pay a negotiated fee independent of the amount
of the actual costs.
3) Cost plus Fixed Fee with Guaranteed Maximum Price Contract – Compensation is
based on a fixed sum of money. The total project cost will not exceed an agreed
upper limit.
4) Cost plus Fixed Fee with Bonus Contract – Compensation is based on a fixed sum of
money. A bonus is given if the project is finished below budget, ahead of schedule,
etc.
5) Cost plus Fixed Fee with Guaranteed Maximum Price with Bonus Contract –
Compensation is based on a fixed sum of money. The total project cost will not
exceed an agreed upper limit and a bonus is given if the project is finished below
budget, ahead of schedule, etc.; and
6) Cost plus Fixed Fee with Arrangement for Sharing Any Cost Savings Contract –
Compensation is based on a fixed sum of money. Any cost savings are shared with the
buyer and the contractor.
The Cost Plus Fixed Fee construction contract is more predictable than Cost Plus Fixed Fee
Percentage Construction Contract because the contractor’s fee for overhead and profit is, as
its name suggests, predetermined. Regardless of what the cost of construction ultimately
amounts to, the contractor’s fee remains the same. Conversely, the Cost Plus Fixed
Percentage Construction Contract provides more variability with respect to the amount of the
contractor’s fee because it is directly linked to the cost of construction, which in these types
of arrangements is inherently unpredictable. In fact, the Cost Plus Fixed Percentage
Construction Contract arguably incentivizes the contractor to not keep the costs low because
its fee increases with the cost of construction.
The Cost Plus with Guaranteed Maximum Price Contract seeks to eliminate some of the risks
associated with Cost Plus Contracts in that it caps the owner’s overall financial exposure.
Thus, while the contract price is to be determined based on the cost of construction and the
contractor’s fee, owner’s costs are capped at a certain amount.
These types of Cost Plus Construction Contracts are oftentimes grouped with bonus
contracts, built-in contingencies, or cost savings contracts which incentivize the contractor to
complete the project with agreed targets regarding schedule, quality, and budget in exchange
for additional compensation on the project.

3.4.3 Unit Price Contracts

Unit Price Contracts are based on anticipated quantities of items which are counted in the
project in addition to their unit prices. The final price of the project depends upon the
quantities required to carry out the work. Generally, these types of contracts are suitable only
for construction and supplier projects which involve accurate identification of different types
of items, but not their numbers, in the contract documents. These types of contracts are
oftentimes used on excavation projects.
3.4.4 Time and Material Contracts

Time and Material Contracts are usually preferred if the project scope is not clear, or has not
been defined. The owner and the contractor must establish an agreed hourly or daily rate,
including additional expenses that could arise in the construction process. The costs must be
classified as direct, indirect, mark-up, and overhead. Sometimes the owner might want to
establish a cap or specific project duration to the contractor that must be met, in order to have
the owner’s risk minimized.
3.5 CONSTRUCTION CONDITION OF CONTRACTS

The conditions of contract are the terms that collectively describe the rights and obligations
of contracting parties (i.e. the employer and the contractor) and the agreed procedures for the
administration of their contract. Contract conditions determine the allocation of risk and
consequently, price. Typically, these conditions address the following:
a) The parties’ main responsibilities e.g., the employer provides the site and the right of
access thereto while the contractor provides the works in accordance with the
requirements established in the contract.
b) The timing of the works, e.g. start date, time for completion, period for defects
liability, etc.
c) Testing and remedying of defects.
d) Payment, e.g. manner in which the works are to be assessed and certified, time for
payment and interest on overdue amounts.
e) Variations and claims, e.g. the manner in which variations to the contract are to be
evaluated and paid for and how the costs which result from employer liabilities are
assessed and paid for.
f) Title (ownership) to objects, materials within the site, etc.
g) Risks and insurances, e.g. what are the employer’s and contractor’s risk and what
insurances each party will take out.
h) Termination, e.g. the reasons for termination, the procedures for termination and the
payment to be made upon termination.
i) The resolution of disputes, e.g. by adjudication, mediation, arbitration, litigation
(court of law) or a combination thereof.
Conditions of contract can be standardized so that the same conditions of contract can be
used on different projects, in which case they are referred to as standard forms of contract.
The public sector generally uses one of the following standard forms of contract when
engaging main contractors for construction works contracts:

a) FIDIC (French initials for International Federation of Consulting Engineers) (1999)

(Short contract and Red, Yellow and Silver Books).
b) General Conditions of Contract for Construction Works (GCC).
c) JBCC Series 2000 (Principal Building Agreement and Minor Works Agreement).
d) New Engineering Contract (NEC3) (Engineering and Construction Contract and
Engineering and Construction Short Contract).
3.5.1 Communications
The construction sector has a wide range of standard forms of contract, which are intended to
balance the risk of the parties but more importantly, through extensive and repeated use, give
rise to a certainty of meaning. The single most important task in administering a contract is to
ensure effective communications with the employer and his representatives e.g. principal
agent (JBCC Series 2000), engineer (FIDIC and GCC 2004) or project manager (NEC3).
Each form of contract stipulates requirements for communications between the parties of the
contract. These usually need to be communicated in a form, which can be read, copied and
recorded. The contract data associated with a contract also state to whom communications are
to be addressed and where certain communications are to be sent.
3.5.1.1 The various contracts require:

a) The contractor to provide a programme within a specified time.
b) The employer to pay the contractor within a specified period.
c) The employer’s representative/consultant to provide a decision within a specified
period.
d) The contractor to give notice of his intention to declare a matter as being a dispute
within a specified time.
e) The contractor to submit timely request for inspections (RFI). Etc.
Each of these events requires different types of communications between the parties.
Effective communications can mean the difference between a problematic contract and a
smoothly run one. It is also important for a contractor to communicate effectively with its
suppliers, service providers and subcontractors.
3.6 MANAGING TIME
3.6.1 Programme
Construction works are unique in that each activity needs to be sequenced in order for the
project to be completed. It is not possible to erect the deck slab until the foundations and sub-
structure have been constructed. This type of logic is used to determine how long a project
will take to complete. Efficient programming can mean significant time and cost savings to
both the contractor and the employer.
At the start of each contract, the contractor is required to prepare an effective programme and
have it agreed to by the employer or his representative. This programme indicates the
duration and logic of the sequencing of activities for the project. The employer or his
representative will evaluate whether the logic is sound and whether the estimated time frames
for completion of the works are reasonable.

The programme is an important tool for managing time to ensure that the works are
completed in accordance with contractual requirements. It also allows the employer’s
representative to establish the reasonableness of any claims for an extension of time.
3.6.2 Extensions of time

Where the contractor is instructed by the employer or his representative to add, change or
remove activities from the project or to change the scope of work, there may be grounds for a
change to the time for completion. If the change to the project causes the project to be
completed later than planned, then there is reason to change the completion date. If it does
not, there is no reason to do so.
Some forms of contract require that the contractor submit a claim for an extension of time to
the employer within a specified time of becoming aware of an event that may give rise to
such an extension, e.g. abnormal rainfall, failure by the employer to provide access to the site,
natural destroy like earthquake etc. Failure to do so might result in the forfeiting of the right
to an extension of time.
3.6.3 Completion
The contractor is responsible for the works from the date that possession of the site is given
by the employer or his representative until such time that the works are completed or are
capable of being used by the client. The different forms of contract have different processes
for declaring a contract complete. Some require the employer’s representative to issue a
single completion certificate while others require a practical completion certificate and a
completion certificate to be issued.
At this point (depending on the form of contract) retention moneys are reduced, performance
bonds are released and the defects liability period commences. This is a great financial relief
for a contractor.
Where the contract allows for it, the contractor is entitled to or required to hand over sections
of the project before the whole project is completed. Handing over these sections means that
the employer is able to utilise that portion of the works before the whole project is completed
and the contractor is thereafter not liable for that portion of the works.
The risk of damage to the works also passes to the employer upon completion. It is therefore
important to manage and complete the work in such a manner that completion is achieved as
soon as possible.
3.6.4 Early completion

If the contractor is very efficient, and there are no problems experienced on site, then the
contractor will be free to start a new project much earlier. The contractor needs to ascertain
that by completing a contract earlier does not cost him more. In some contracts, the employer
may encourage early completion by offering a bonus for early completion.
3.6.5 Penalties for late completion

Provisions for penalties or delay damages (a monetary value representing the damage caused
by the delay) are contained in most construction contracts. These are imposed where the

employer has specific deadlines or other requirements and will experience a loss of revenue,
loss of use of the premises if the project is delivered late or have to pay additional supervision
and administration costs relating to the late completion.
The contract document will specify the value of the penalties per day, per week or per month,
or the extent of the penalties should specific requirements not be achieved.
Penalties are deducted from interim payment certificates as soon as they occur and can be
objectively quantified. They are based on the difference between the time that the works were
actually completed and the time according to the contract when they were supposed to be
completed.
3.6.6 Changes to the prices for the works

Instructions given by the employer or his representative that change the scope of the work or
the timing of the works (i.e. the construction programme), can impact on the cost of the
works. Each of the different forms of contract assesses the impact on the contract price
differently. The contractor is required to carry out any instruction received in writing to
change the scope of work or the timing of the works unless it is impossible or illegal to do so.
Changes in the scope of work most often arise through changes in the details on the
construction drawings or specifications, the employer increasing or decreasing the size of the
work, and new information regarding the site becoming available which necessitates that the
design be amended. The contractor should always check the changes that are made to the
drawings and identify how the changes affect the programme, materials ordering and
utilisation of resources.
Changes in the completion date for the works frequently arise from access being denied to the
site or a portion thereof for whatever reasons, the employer requiring the contractor to stop
the works or an earlier completion being required.
The contract also identifies which risks are carried by the contractor and which are carried by
the employer. Accordingly should an event occur on the site and the contract states that it is
the employer’s risk, then the contractor is entitled to have the contract price adjusted to
compensate for the additional costs incurred. An extension to the time for completion may
also be due to the contractor.
3.7 CONSTRUCTION PROCESS

At the start of any contract, the contractor needs to deliver certain items that are required in
terms of the contract. These items can include:
a) Proof of the insurances that the contractor is required to have.

b) Provision of a performance bond.
c) Provision of the preliminary contractual programme.
These contractual requirements are needed by the employer to justify providing the contractor
with access to the site. The contractor must comply with these requirements timeously;

otherwise, he will be in breach of contract and may have the contract terminated due to lack
of performance.
3.7.1 Allowable rates

Before the work on site can start, the contractor should make certain preparations. These
preparations include careful planning of resources and methods of work in order to ensure
that the manner in which the work is performed on site is in line with the thinking at tender
stage.
This process is known as the pre-contract planning stage of the contract, and will result in a
set of allowable rates or lump sum amounts for activities that have been calculated, in order
to guide the productivity requirements on site. The contractor uses productivity rates from
past projects of a similar nature to determine productivity hours.
“Allowable rates or lump sums” are the costs or time period that a contractor can allow for
the task at hand, covering labour, equipment, transport, supervision and planned profit. These
allowable can help the contractor to plan the work more efficiently and make the most of
cutting costs of production and thereby maximizing profits.
When putting the price together for the tender submission, the contractor was required to
make certain assumptions regarding the manner in which the work would be done. This
includes how many people of what category are to be used for the work, how long they will
take to perform a task, and how much work they will be able to complete in a day.
The difference between the estimates and the allowable is that the allowable are calculated
backwards from the tendered rates submitted in the tender. The cost allowable are calculated
by dividing the direct project cost for the item of work by the total quantity of work to be
done on that item. Each item of work will contain at least one of the following components:
a) Labour
b) Equipment
c) Materials
d) Transport
3.8 CONTRAC ADMINISTRATION

Administration is the management of the affairs of a contractor’s business. Site
administration is the management of the contractor’s affairs on a particular construction site.
Site administration and site management is often under - resourced and neglected in favour of
production pressures. Site administration and site management is the ‘nerve centre’ of
operations and if these functions are not functioning effectively, they will hamper production
output and quality will suffer.
Good contract administration is required to manage design specification, contractual

agreement, competitive tendering, evaluation, cost control, variations, final accounts, claims
and even disputes, this will eventually help to reduce construction costs.

A building project, has to undergo three specific stages namely, design, tender and
construction. In all three stages, good contract administration is required to manage design
specification, contractual agreement, competitive tendering, evaluation, cost control,
variations, final accounts, claims and even disputes. Poor management in any of these aspects
would lead to unnecessary claims and disputes and eventually higher construction costs.
Consultants can be reluctant to produce information release schedules because of concerns

about being held to the dates on the schedule (even where the progress of construction does
not require information when the information release schedule proposes it). Failure to keep to
the dates set out in the information release schedule may then be a matter for which the
contractor can claim an extension of time and loss and /or expense.
A schedule of tender adjustments or clarifications negotiated and agreed after the receipt of
tenders and prior to the signing of the contract should be included into the pack of
documents.
The requirement for the contractor to provide a performance bond and to obtain collateral
warranties from any specialist sub-contractors or suppliers should form part of the conditions
of contracts.
Both client and contractor should engross the contract by witnessed signatures prior to
commencement of work. In practice, the administrative effort of collating all necessary
paperwork can be overtaken by the desire to begin construction. In such circumstances, it
becomes harder to sort out any disputes as to the content. There have been cases where the
courts have had to interpret an implied contract when the contract has remained unsigned at
the time of the dispute.
3.9 RECORD KEEPING
3.9.1 General
Construction is a complex business to operate and there are many different activities that
need to be managed at any one time. It is not possible to remember what happened at what
time, and who did it, and why. Record keeping is essential to ensure that events can be
recalled at a later stage. There are several main types of records that need to be kept
including:
1) Site diary.
2) Drawing register.
3) Written notices, correspondence and site instructions.
4) Site photographs.
5) Contractual documents.
6) Occupational health and safety documents.
It is essential to also ensure that these records are properly filed so that they can be easily
found when needed. By implementing a standard way of keeping and filing records, the
contractor will save time and effort when starting new projects. It will also improve the
contractor’s ability to monitor and improve on production, quality and cost controls.

3.9.2 Site diary

The contractor’s site engineer or site manager should keep the site diary responsible for the
site. This site diary should keep specific information relating to the work that is done each
day, what problems were encountered, what instructions were issued by the employer’s
representative (principal agent, project manager, supervisor, engineer), what drawings were
received, and production and milestones achieved. Each project is different and the site diary
for each contract will change depending on the type of work to be done.
There are standard records that need to be kept which are needed for contractual reasons.
Information kept for all projects should include:
a) Day.
b) Date.
c) Rainfall measured.
d) Personnel schedule.
e) Equipment schedule.
f) Record of any reportable accidents that occur.
g) Production targets and achievements.
h) Site instructions received.
i) Drawings received.
j) Issues that are causing delays.
k) Work that is to be rectified.
l) Site meetings held and the date for the next one.
The contractor can decide how they wish to implement the site diary and there are different
approaches that are commonly used. Some contractors produce a customised printed book
with carbonated copies for use on site. This is useful for specific sites where the site agent
will write in the diary what the records are for the day and issue a copy to the employer’s
representative. Another approach is to develop a spreadsheet with the required information on
it. Each day this spreadsheet is filled in and e - mailed to the employer’s representative who
can then store it electronically or print it out for their files or pass it on for information to the
employer or other parties.
3.9.3 Drawing register

A drawing register must be kept and is essential in identifying changes and dates when these
changes are notified. The drawing register must identify each drawing issued to the contractor
for the contract with a revision number and the date it was received. This record is essential
in determining when changes were implemented in the drawings and how it may have
affected the works.
Changes to drawings may result in a variation if the work that is required for the change has
already started. On the other hand, if the work has not yet started and materials have not been
purchased for the original design the change may not result in a claim

3.9.4 Site photographs

Site photographs are invaluable in recording conditions at a particular date and time. A
picture tells the whole story; however, it is important to capture additional information about
the picture as well. The additional information is needed to place the image in time and place
so that it can be utilised.
Digital cameras now provide a means of recording actual events cheaply and effectively. The
camera records the date and time of an image within the resulting image file.
Site photographs should have the following information:
a) Date and time.

b) Location of structure.
c) Reason for taking the photograph.
d) Name of photographer.
e) The names of relevant people included in the photograph.
f) The names of the subcontractors included in the photograph.
The best “diary” of a project is a regular completed site diary coupled with a series of
regularly taken photographs. These photographs do not have to be taken daily but could be
taken on a weekly basis or at times when specific important occurrences take place.
It is important that the photographs are correctly coded and filed with the appropriate
description relating to each photograph. Electronic storage is fine as long as there is a clear
way of finding a particular picture when needed.
3.10 CONTRACTUAL DOCUMENTS

The most important document for any construction project is the contract. This details all the
rights, responsibilities and obligations of the parties to the contract. There should always be a
copy of this document available for site personnel to refer to. Other contractual documents
are also important and should be stored carefully. Documents that have contractual reference
include:
a) The main contract.

b) Subcontracts.
c) Labour contracts
d) Plant - hire agreements.
e) Delivery notes.
f) Programmes and bar charts.
g) Site - meeting minutes.
h) Notifications for inspections.
i) Correspondence with the employer/employer’s representative.
j) Payment certificates.
k) Completion certificates.
l) Daily labour sheets and materials and equipment usage where work is performed on a
cost reimbursable basis.

m) Health and safety file containing relevant health and safety documents.
Conditions of contract must be read in conjunction with specification documents, drawings

bills of quantities, activity schedules and special conditions. Standard form contracts often
comprise suites of contracts with ‘back to back’ subcontracts, consultant appointments and
collateral warranties. The use of core conditions with option schedules or supplemental
provisions is also now common (see NEC contract)
3.10.1 Understanding the Contract Documents

A prerequisite to executing the work is a basic understanding of the documents used in
construction. Construction documents are defined as the written and graphic documents
prepared or assembled by the designers for communicating the project design for construction
and administering the construction contract.
3.11 Construction Contract Documents

Construction contract documents are listed and enumerated in the agreement and referred to
in the conditions of the contract for the work to be performed. They are the documents that
are a legal part of the contract and describe the work. The contract documents describe the
proposed construction (referred to as the Work) that results from performing services,
furnishing labour, and supplying and incorporating materials and equipment into the
construction.
Contract documents consist of both written and graphic elements and typically include the
following:
3.11.1 Contracting Requirements

These include contracting forms (agreement) and conditions of the contract (general and
supplementary conditions, or client furnished general or special conditions) as well as various
named attachments and forms. Revisions, clarifications, and modifications are changes
applicable to the contract documents such as addenda issued during the procurement process
or change orders issued during the course of the work.
3.11.2 Specifications
These include specific written requirements for the work. Specifications define the quality
requirements for products, materials, and workmanship upon which the contract is based and
establish requirements for administration and performance of the project. They are generally
written for each work result as sections and organized by divisions using Contract Drawings.
These include large graphic illustrations of the physical form of the work to be performed.
The drawings are graphic representations of the work upon which the contract is based. As
the graphic documents usually contain more than plan views, the preferred term is drawings
rather than plans.
They show the quantitative extent and relationships of elements to one another. The
contractor signing the agreement with the client has the responsibility of accomplishing the
work in accordance with the contract documents. Therefore, the contract documents are
addressed only to the contractor; however, client and designers responsibilities are also

included within these “contract documents.” Contracting requirements and specifications are
usually bound into the project manual. Contract drawings are generally bound separately
because of their larger size.
There are several types of drawings, reports, and specifications that may be utilized during
construction but may not be included with the contract documents. These may include
surveys, hazardous material reports, assessments, and geotechnical data.
3.11.3 Drawings
Various drawings represent information about the work to be performed. They illustrate
relationships between elements as well as quantities, locations, dimensions, sizes, shapes, and
forms of the elements and assemblies in the project. Paper drawings are two dimensional by
their very nature. Certain types of specialized views can show elements in isometric or
perspective views, but one cannot see every view possible. The current limitations of single
views leave many portions of the work unseen. Communicating the information accurately
may require multiple views. Understanding how drawings are prepared and the types of
information shown is a major aspect of interpreting the information.
Plan views are drawings that show the horizontal layout, as if one is looking down on the
subject. This view does not usually convey information about the vertical dimensions.
Other views such as elevations, sections, and profiles give a view looking perpendicular to
the horizontal plane. These basic types of views require the user to mentally compare the two
views to understand what is happening in the three dimensions of space. It is somewhat
difficult to understand how far an element extends if it does not appear at the plane in which
the view is drawn.
Fitting the various views together is like doing a jigsaw puzzle. To further explain various
conditions, details are drawn as if the element were sliced or viewed at a particular location.
These details indicate more specific information and may be considered representative of
unique conditions or typical of most conditions.
Understanding what exists in the space indicated by the drawings leads to a consideration of
the sequence necessary to carry out the work. The means, methods, and techniques are in the
contractor’s control and the efficiency is a result of ingenuity and timing of each activity.
Various types of views and drawings prepared by various professional disciplines are
associated with stages of the facility life cycle.
3.11.4 Resource Drawings

These are the drawings furnished during the procurement stage that generally show existing
conditions such as roads, buildings, existing structures and current construction
circumstances. These may be drawings that were prepared for the construction of existing
facilities. Drawings of this nature rarely show exact as-built conditions and may be record
drawings from the previous contractor. Resource drawings are generally furnished for
reference only and are not contract documents. Resource drawings may also include items

such as client furnished and -installed equipment that requires utility rough-in locations or
attachment requirements.
3.11.5 Contract Drawings

Contract drawings are those named in the agreement and can be supplemented by various
forms of interpretations and modifications including small-size sketches. These drawings
document the work to be performed. They may show work to be removed and work to be
constructed. They help to establish the extent of the work and are complementary with the
specifications. The contract documents are interrelated and they provide different types of
information required to carry out the work.
3.11.6 Shop Drawings

These are drawings that are prepared by manufacturers, suppliers, subcontractors, and
contractors to illustrate a portion of the work. Only shop drawings required by the
specifications are normally reviewed and acted on by the designers. These drawings usually
illustrate proposed details and techniques to show compliance with the contract documents.
Shop drawings may include dimensions obtained at the project site showing how the
specialized work will be incorporated into the project. Shop drawings, regardless of
approvals, are not contract documents and do not waive requirements of the contract
documents.
3.11.7 Coordination Drawings

Information provided by various subcontractors and the contractor are brought together to
coordinate utilization of limited space. Information on the contract drawings may be
diagrammatic, with single lines indicating general locations. Coordination drawings are
drawn with actual (scale) dimensions of the elements. These drawings help determine how
elements will actually fit in the space available. Without coordination drawings, the
installation of each element may require that the next element fit in the remaining space.
Frequently, this creates a problem that is extremely difficult to rectify requiring elements to
be repositioned. Coordination drawings, regardless of submission or approval by the
designers, are not contract documents.
3.11.8 Revisions, Clarifications, and Modifications

Pre-contract revisions include revisions made prior to signing the agreement. Addenda are
written or graphic information issued to clarify, revise, add to, or delete information in the
original procurement documents or in previous addenda. Typically, an addendum is issued
prior to the receipt of bids or proposals. Other revisions may include bid or proposal revisions
when permitted. Addenda items affecting the contract documents are contract document
revisions and should be enforced during the administration of the contract.
Clarifications and proposals include documents initiating changes or clarifications that have
not been incorporated into the contract by formal contract modifications. These documents
include requests and proposals.
Contract modifications include modifications after the construction agreement has been
signed and may include additions to, deletions from, or modifications of the work to be done.

These are accomplished by change orders, change directives, and minor changes. These can
be issued at any time during the contract period. Issues that require attention by the
Construction contract administer are:
3.11.9 Variations
Changes in quantities of works occur in virtually any civil works contracts for a variety of
reasons (quantities could not be accurately measured at the time of design, modifications of
the conditions on site etc.).
Variations are therefore not only normal in a civil works contract, but also necessary to
correct shortcomings in the design, to improve the proposed technologies, to allow for the use
of newer or better materials etc. As long as they are carefully analysed and duly justified
from a technical and economical perspective, variations should not be regarded as attempts of
the Contractor to get money in dubious ways.
The Engineer is again the most important player in this equation because it’s the Engineer’s
duty to make sure that the variations requested by the Contractor are (i) necessary; and (ii)
make technical and economical sense. The next step would be to evaluate the financial
impact of the respective variations and duly inform the Employer about it. Depending on the
limits of Engineer’s authority established in the Particular Conditions, the Employer should
approve the variations that exceed the respective threshold.
3.11.10 Advance payment / Contractor’s mobilization

It goes without saying that no payment should be made to the Contractor until valid and duly
verified performance security and advance payment guarantee have been submitted. Then the
Engineer should issue the appropriate Interim Payment Certificate certifying that all
conditions for the advance payment have been met.
The Employer should supervise Contractor’s mobilization on site and use of the advance
payment, because usually this is a fairly good indication on Contractor’s later performance.
Any delays or deviations in site mobilization (in quantity but also in quantity – e.g.
unacceptable accommodation or sanitary facilities) should be promptly notified to and
remedied by the Contractor
Contractor’s mobilization should be seen as comprising at least the following key aspects:
(i) Financial resources - if advance has been paid, than the Contractor should be able
to timely complete the appropriate mobilization arrangements;
(ii) Manpower - both in terms of Contractor’s key staff and sufficient labour to ensure
proper and timely execution of the works;
(iii) Plant, equipment, materials;
(iv) Site facilities – check the contractual requirements
There may be cases where the Contractor receives the advance payment but fails to
mobilize up to the value of the advance payment or according to its own Mobilization
Schedule (which should have been part of its bid). If it is obvious that the Contractor does
not have the intention of making the adequate start up arrangements or uses the advance

payment for other purposes than the mobilization costs, than the Employer would be
entitled and should not hesitate to forfeit the advance payment guarantee, after due
consultation with the Engineer, who should be in the best position to determine
Contractor’s capacity or intentions.
3.11.11 Payment
Payment of the Interim Payment Certificates (IPC) issued by the Engineer based on
Contractor’s monthly statements is one of Employer’s key responsibilities and also the
moment with the maximum involvement of its technical, procurement and financial staff.
Remedies against non-performing contractors:
1) Deny approval or acceptance of non-compliant goods, defective work, or substandard

materials.
2) Rejection of non-performing staff.
3) Penalties for failure to meet functional guarantees.
4) Actions against the Performance Security.
5) Termination of Contract.
3.11.12 Acceptance / Taking Over Certificate

1) Check if all the functional guarantees are met and all tests on completion have been
successfully passed.
2) Succession planning (who takes over the works; do they have funding for the proper
care and maintenance; do they know what to do in case of defects etc.).
3.11.13 Warranty / Defects Liability Period

1) Ensure that Performance Security/Retention Money Bank Guarantee and insurance
policies (where applicable) are still valid and enforceable for the duration of the
Defects Liability Period.
2) Ensure that the Contractor is promptly notified about any defect and duly remedies
the defects in due time.
3.11.14 Final Acceptance / Performance Certificate

1) Check how the Contractor fulfilled its duties during the warranty period.
2) Ensure the Contractor has no outstanding obligations, duties or debts.
3) Release Performance Security/ Retention Money Bank Guarantee.
4) Final Payment (if applicable).
3.11.15 Termination of Contract

1) Check the exact provisions of the Contract with regard to the Termination by the
Employer.
2) Assess Contractor’s claims and remedies.
3) Ensure that all Contractor’s reasonable claims have been properly addressed and all
due amounts have been paid.
4) Contingency planning.

3.11.16 Claims and settlement of disputes

1) Check the exact provisions of the Contract with regard to the settlement of disputes
and costs incurred (in terms of time, money and resources).
2) Check if the contract management team has consistently and correctly enforced the
conditions of contract.
3) Duly document any deviations from the specifications and conditions of contract.
3.12 MEETING
3.12.1 Preconstruction Meeting

To facilitate a smooth transition from the design phase to the construction and delivery
phases, the Project director (PD)and Construction Management (PCM) Construction Manager
must conduct a Preconstruction Meeting to review the Contract, Project protocols and
procedures, construction details, approved baseline schedule, and the Project’s quality
management expectations and Construction Management Team (CMT) roles. Preconstruction
meeting requires discussion of the following topics and related documents:
 Health, safety and environmental regulations
 The contractor’s representation
 Partnering & sub-contracting
 Quality Control of works
 Material inspection & material in hand
 Measurements
 Equipment & Machinery
 Weight limitations & schedule
 Traffic control
 Work restrictions
 Water pollution control
 Claim resolution
 Labour compliance and equal employment opportunity
 Surveying
 Utility Work
 Action submittals
At a time and location determined by the PCM Construction Manager, representatives from
the Construction Management Team, Contractor and any another necessary individuals attend
the preconstruction meeting. The PCM Construction Manager develops and coordinates a
procedure that outlines the actions required to prepare for and to conduct the preconstruction
meeting. The PCM Construction Manager/ Team leader (TL) is responsible for preparing the
meeting agenda, guiding the Project through the preconstruction meeting process, and
managing the preconstruction meeting minutes.

3.12.2 Weekly Status Meetings

The PCM Construction Manager/ Team Leader, Resident Engineers, and Senior Engineers
participate in Contractor’s weekly status meetings. At these meetings, contractor’s
completion of recent work and upcoming work schedule is discussed, including upcoming
critical activity points. These contractually mandated critical activity points are identified in
Design-Builder’s construction quality management plan (CQMP) to ensure that the proper
inspection, testing, and verification is performed before proceeding to the next activity or the
next stage of that particular item of work. The critical activity points must be formally
accepted by the Resident Engineers, and any applicable third party. The PCM Construction
Manager schedules the weekly status meetings and develops the agenda and meeting notes.
3.12.3 Monthly Progress Meetings

On or about the 25th day of each month, the contractor must deliver to the respective Team
Leader / Resident Engineers a package of submittals that includes all materials, reports,
schedules, certifications, and other submittals identified in contract along with a draft invoice.
During the monthly progress meeting (MPM), the Team Leader /Senior Resident
Engineer/Resident Engineers ascertain the progress of the work and verify the quantities for
any unit priced work. The construction management team (CMT)/the consultant monthly
progress report (MPR) is used to verify and validate Contractors’ progress and other required
reports, certifications, and submittals.
The Contractor representatives, Project director and Construction Management (PCM)

Deputy Project Manager, PCM Construction Manager, Resident Engineers, and RCTC Toll
Project Manager, must attend each Monthly Progress Meeting (MPM). In this progress
meeting, the Contractor and Resident Engineers (RE) review the draft invoice and draft
invoice certificate reflecting the value of work completed as of the date of the progress
meeting (based on completed and approved deliverables for work, on quantities and unit
prices for unit priced work, on time and materials for time and materials work and, for all
other work, based on the percentage completion of project schedule activities and the values
distributed to such activities). The Project and Construction Management (PCM), Deputy
Project Manager Schedules the Monthly Progress Meeting develops the agenda and takes
meeting notes.
3.13 REPORTS
3.13.1 Construction Management Team Daily Reports

The Project will use standard project forms, Construction Management Forms and the
Contractor’s delivery system for the project. These Project forms document the Contactor is
compliance with the quality control plan and the contract.
3.13.2 Construction Management Team Daily Inspection Reports

The CMT daily inspection reports are prepare by the site engineers and reviewed by the Lead
Inspectors and Assistant Resident Engineers, and filed by the Office Engineers. The
Inspectors must keep agency independent quality assurance (IQA) daily inspection reports to
record work in progress. These reports document in general what type of work were

conducted by the contractor during the day and IQA-related information pertinent to the
assigned operations, such as sampling, testing, testing results, visual inspections of the work,
and review of Contractor’s quality control (QC) and quality assurance (QA) records.
Independent quality control (IQA) daily inspection reports document Contractors compliance
with the QC/QA Plan and the contract. The construction management team (CMT) daily
inspection reports record (as needed) general safety, environmental, and construction
activities for roadway, structural, and other work to verify the contractors work performed.
Inspectors audit the contractor’s files to ensure that the contractor’s daily inspection reports
are complete and thorough. The narrative portion of the construction management team
(CMT) daily inspection reports includes a description of the contractor’s operation and the
approximate location where the work was performed. Photographs are taken of the work
activities on a regular basis and are included with the daily inspection report, as applicable.
3.13.3 Construction Managements Team Supervisors Daily Reports

The construction management team (CMT) supervisors daily reports are prepared by the REs,
Assistant REs, and the Lead Inspectors. The CMT supervisors daily reports are reviewed by
the Construction Manager and filed by the office engineer (OE). The CMT supervisors daily
reports are summarized in the CMT daily inspection reports; as needed, they record the
general safety, environmental, labor, and construction activities for roadway, structural, and
other work to verify the contractor (Design-Builder) work performed. The CMT daily
inspection report records any unusual activities witnessed by the Inspectors.
3.13.4 Contractors Daily Inspection Reports

The Inspectors should verify that the contractor completes the daily inspection reports
correctly and in compliance with all standards reporting requirements. The contractor daily
inspection reports must comply with the requirements of the Clients Construction Manual.
Inspectors verify that the contractor’s daily inspection reports contain a detailed description
of the Project operations, labour and equipment force, traffic control, safety, and other
pertinent information. Inspectors also verify that the Contractor’s daily inspection reports
contain clear and detailed information of the actual work, including specific locations, and
measurement of the work performed. The detail for the Contractor daily inspection report, as
directed by the Project Construction Management (PCM) Project Control Manager, should be
sufficient to permit a review of the Contractor’s costs of the work in a manner similar to force
account. Equipment should be identified sufficiently to determine the applicable rental rates
and operator’s minimum wage. In some cases, it may be desirable to record the dates of
arrival or departure of equipment, as well as idle time for breakdown or other reasons. The
narrative portion of the Contractor daily inspection reports must include a description of the
operation and location where the work was performed. Photographs should be taken of the
Contractor’s work activities on a regular basis and included with the Contractor daily
inspection reports.
3.13.5 Monthly Progress Report

Monthly Summary Status Reports, The compiled-per-discipline daily inspection reports.
Monthly Summary Status Reports are the primary reference for the Project Construction

Management (PCM) Construction Manager to generate the Construction Monthly Progress

Repot (MPR). Construction Monthly Progress Report - A report that compiles all the monthly
summary status report. The PCM Construction Manager develops the Construction MPR and
the PCM Deputy Project Manager reviews, comments on, and finalizes the Construction
MPR. The PCM Project Manager reviews and confirms the Construction MPR and uses it in
his/her Project MPR.
3.14 MAINTENANCE REVIEWS

Maintenance-type reviews take place during the design phase to minimize comments or
additional requests from the Caltrans maintenance group during construction. V
The project RE must keep the Maintenance Superintendents and Supervisors informed of the
start of work and job progress. Before the start of construction, the project RE must send a
copy of standard from, “Resident Engineer’s Report of Assignment,” to the Employer
Maintenance Region Manager. The Roadway RE must give the Maintenance Superintendents
and Supervisors the opportunity to review the Contract with the Roadway RE and to conduct
a joint field review of the jobsite within the first 2 weeks of the start of construction.
The intent of this field review is to accomplish the following:
 Discuss the scope of the Project.

 Coordinate contingency planning for TM.
 Discuss Client’s maintenance responsibility.
 Discuss complex construction activities that could affect adjacent maintenance
operations.
 Discuss features requiring special attention.
 Discuss manufacturers’ warranties and service instructions.
 Schedule regular reviews. When the Contract Work is 50 percent complete, schedule
at least one review, unless both construction and maintenance representatives agree
that the review is unnecessary.
When the Project nears 90 percent completion, invite the Maintenance Superintendent,
supervisor, or both, for a final field review of the Project. Ensure that this review includes
identifying all items necessary to comply with the construction.
The Roadway RE works closely with the employer’s maintenance personnel to make minor
field adjustments to the Project. The RCTC Toll Project Manager must approve any
amendments to the Contract plans or specifications that significantly affect Project cost,
scope, or schedule.
When the Work nears completion and just before Contract acceptance, the Roadway RE must
notify the Caltrans Maintenance Superintendent or supervisor to facilitate the transfer of
maintenance and responsibility from the contractor to client.
3.15 DOCUMENT CONTROL

The PCM Document Control Manager is responsible for keeping accurate and complete
records of the Work. Document controls are implemented to ensure that documents are

updated, distributed, and filed so that only the latest approved documents are used on the
Project and are maintained for future reference. Document controls also provide a
standardized means of preserving Project history in a logical and retrievable file system. The
Project documentation system is structured to address employer’s typical contractual
requirements and the specific requirements of the Contract Documents, including provisions
for records retention in accordance with state and federal requirements. The PCM Document
Control Manager must comply with document management policies and procedures to store
and catalogue all Project-related documents.
3.16 Submittals
All submittals must be logged into the Project submittal log by PCM Document Control staff
under the PCM Document Control Manager. The Project submittal log is used to manage and
track all submittals by the Contract Documents, including those of subcontractors and
suppliers. The Contractor develops a submittal schedule and submits it to employer
representative for approval. No Work is allowed to begin without a submittal being approved
by project director.
3.17 PROJECT RECORDS/CLOSEOUT

The PCM Construction Manager develops a Project closeout procedure with the contractor.
Employer retains the right to accept all work for the project. The Client’s policies and
procedures for closing out projects and specific Project components are detailed in various
contractual manuals and guidance. The Project follows the department /clien’s guidelines for
Project closeout and complies with the requirements of the Contractor cooperative agreement.
The Contractor develops a project-specific closeout plan in compliance with the contract
document of the Project requirements. The closeout plan must comply with the requirements
of the Clients Local Assistance Procedures Manual (LAPM).
Contract closeout includes resources from employer, client representative, the PCM, and
contractor. The resources that are required to complete all Project closeout activities are
identified in the Project Closeout Plan, which is part of the employer prepared by the
contractor. All parties will collaborate to implement, comply with, and complete the closeout
requirements and activities.
3.18 FINAL CONSTRUCTION PROJECT RECORDS / CLOSEOUTS

The PCM Construction Manager is responsible for all construction Project records consisting
of all material in the construction files, whether in the field office, the project office, or
contractor’s office.
The Employer Construction Manual contains guidelines for the disposition of construction
Project records. Guidelines allowing public access to the Project construction records include
the following:
 As-built plans
 Structure records
 Construction Project records
 Project history file

4 SITE SUPERVISION PROCEDURE

4.1 Rules and responsibilities of a site Supervisors
Rule and responsibilities of a civil engineer depends on the nature of construction works in a
project and involves various activities such as quality control and reporting.
As the activities carried out in a construction, industry is highly dynamic in nature, different
decisions and actions have to be carried out unexpectedly. The site in charge or the civil site
engineer at construction site mostly carries out these sudden actions.
This means the rules and regulations of a civil site engineer is not specific for every
construction site. These changes based on the activities and site conditions of the project. But
in behalf, the site engineer must possess certain basic roles and responsibilities for the
execution and completion of the project.
The site supervision engineers should possess basic knowledge about the practical
construction procedures in site, along with the details of how they are planned. This idea of
planning and coordination will help him to have proper execution of the activities in the site
with desired performance.
In a construction phase, site supervision is a vital role in the construction industry, where
safety is a key issue-that needs a lot of attention. As the site supervisor to both assess and
manage safety hazards in the workplace. The construction supervisor serves as a number of
the multi-disciplinary team, which is the team responsibility for oversite of a specific from
inception through completion.
4.2 Introduction
The successful implementation of projects is dependent on Quality control, which is vital to
the Construction of infrastructure projects. Defects or failures in constructed facilities can
result in large cost overruns and lead to delays of the implementation schedule. Even with
minor defects, re‐construction may be required and facility operations impaired and delayed.
In the worst case, failures may cause personal injuries or fatalities. Sound project
management of the Program supported by a thorough Quality Control System (QCS) ensures
that the work is carried out professionally with value engineering.
For the efficiency of the Quality Control Project Management it will be necessary to have a
fair and transparent mechanism with clear communication and instructions on site.
The quality system described in this project quality plan (QCM) shall form the core activities
and processes to be utilized to monitor and control throughout the success of this project.

4.3 Construction Supervision jobs duties are:

Accomplishes construction human resources objecting by selecting, orienting, training,
assigning, scheduling, coaching, counselling and disciplining employees; recommending job
expectations; planning, monitoring, appraising job contributions; recommending
compensation action; adhering to policies and procedures.
Manages sub-contractors by locating, evaluating, and selecting sub-contractors; monitoring

and controlling performance.
Meets operational standards by contributing construction information to strategic plans and

reviews; implementing production, productivity, quality, and customer-service standards;
resolving problems; identifying the improvement of construction management systems.
Meets construction budget by monitoring project expenditures; identifying variances;

implementing corrective actions; providing non-project annual operating and capital budget
information.
Accomplishes construction project results by defining project purpose and scope; calculating
resources required; establishing standards and protocols; allocating resources; scheduling and
coordinating staff and sub-contractors; evaluating milestone assumptions and conclusions;
resolving design problems; evaluating and implementing change orders.
Approves construction projects by conducting inspections at critical phases; obtaining

approvals from buyers.
Prevents fines and interruptions by complying with, and enforcing, codes.
Maintains safe, secure, and healthy work environment by following and enforcing standards
and procedures; complying with legal regulations.
Updates job knowledge by tracking and understanding emerging construction practices and
standards; participating in educational opportunities; reading professional publications;
maintaining personal networks; participating in professional organizations.
Enhances organization reputation by accepting ownership for accomplishing new and

different requests; exploring opportunities to add value to job accomplishments.
4.4 The Quality Control Plan comprises:

The Site Engineer will maintain an adequate inspection system and perform inspections that
will ensure agreement compliance.
The Site Engineer will maintain inspection records and make them available to the client.
The Site Engineer will allow the client to do its own tests and inspections and requires the
implementer to assist.
The Site Engineer follow up tests and inspections will be for its benefit of project
deliverables. The quality control obligations in the testing and inspection remain independent
and unchanged.

The Site Engineer to assist the client (owner) in ensuring completion of this project within the
stated timeline, budget and quality.
The Site Engineer to provide quality design management and construction management
services that consistently meets clients' statutory and regulatory requirements.
The Site Engineer to be responsive in implementing good engineering practices to eliminate

potential quality deficiencies.
The Site Engineer continuously to improve all functions within the project team in
cooperation with the client through innovation and creativity.
4.5 Objectives
With a clear concise and manageable quality system each member of the Construction
Supervision Team can ensure that it has played its part in the success and value of the
project. Procedures that have been closely followed will ensure that the Employer/Client is
confidently receiving a cost effective quality product in a timely manner.
It is vital that the quality system is reviewed regularly in order to revise procedures when
necessary and/or required. Suggestions for improvements in procedure changes and revisions
from all parties involved in the Program are necessary.
This quality control plan does not endeavor to repeat or summarize agreement requirements.
It describes the process that the PO will use to assure compliance with those requirements.
The agreement is the foundation for the outcomes expected from the quality control plan.
4.6 Communication plan (Interaction)

In order to have thorough and clear communication at all times between all involved partners
Site Engineer shall coordinate:
 All construction documents as there are Drawings, BoQ, Specifications, Submittals,

Test reports, Inspection reports, Daily, Weekly and Monthly Reports, Safety reports
will be available, maintained and stored in Site Engineer office for review.
 Site Engineer will be permanently on site and carry out inspections during
construction on daily basis.
 Site Engineer shall constantly coordinate/liaise with the Client and Contractor during
pre‐construction (site preparations), construction, and post construction project cycle
 Routine joint inspection with Client, Site Engineer will document the actual status of
the project to ensure that work activities in the site have been done in accordance to
the contract. Agreement on observations will be noted and entered in separate daily
inspection reports
 Client Engineer shall ensure that the quality control is applied in accordance to
Quality control procedures
 Client Engineer will conduct inspection independently with contractor’s
representative and write notification in daily inspection report

 Client and Site Engineer will reach consensus on methods of inspection and testing
according to the specifications in accordance to QCM.
 Client and Site Engineer will agree on the size of the construction task that its
materials require to be tested in accordance with the Technical Specifications and
QCM. Follow up joint witness inspections in test laboratory by Client and Site
Engineer is mandatory
 Client and Site Engineer will reach consensus on defect rectification requirements and
will be noted in separate defect log/reports.
 Client and Site Engineer will be bound to rectify all such defects and to notify the
contractor to take immediate action in accordance with “Rework” section of this
Manual.
 In case of any differences on defects between Client and Site Engineer, the matter will
be forwarded to the head office.
 If the disagreement is not resolved between Client and Site Engineer and feels that the
issue is serious and needs special attention, the problem should be brought to attention
to the JV back stopping team for further expertize.
 Client and Site Engineer will update their QC and QA reports on daily basis and old
issues will not be repeated after rectifications measures are taken and closed.
 Client and Site Engineer will conduct weekly QC meetings on site. Minutes of
meetings have to be prepared by Site Engineer.
4.7 Duties, responsibilities and authority of QC personnel
4.7.1 Client’s representative

The Client, represented by the Site Engineer is responsible and accountable for the
implementation of all activities. The Client will facilitate the efforts of the design and
construction projects. The Project Manager (PM) will facilitate the efforts of the design and
construction teams in a coherent and efficient manner and will be ultimately responsible for
ensuring the objects of the PO and PPAF as described in the agreement and
supporting documentation.
4.8 PO Representative
Site Engineer is directly supervising and monitoring to assure the construction quality control
system. Site Engineer will report directly on a day‐to‐day basis regarding the progress of the
works. Site Engineer’s Quality Control team ensures that the Program Quality Management
and Safety System are being implemented according to the requirements of the PO. The Site
Engineer oversees all technical aspects in the specified technical area of work including but
not limited to assessment, design, Bill of Quantities (BOQ) calculation, tendering, technical
specification, and monitoring.
4.9 Site engineer

The Site Engineer is responsible for the directly supervision of contractors site engineers
including contractors QC engineers. Provide field project control support by identifying,
monitoring, project related issues, impacts and resolution. Directly liaise with contractors and
Client when necessary and directly report to the Client for technical advice, support and field

resolution when necessary. The Site Engineer oversees all technical aspects of infrastructure
project implementation work in the specified technical area of work including but not limited
to assessment, design, Bill of Quantities (BOQ),
calculation, tendering, technical specification, and monitoring. The Site Engineer is
responsible for the design integrity, professional design standards and all services required by
the agreement. Furthermore for the development of design quality control plan, incorporation
and maintenance for the approved design schedule. Site Engineer’s shall be responsible for
ensuring that all designs, specifications and BOQ’s produced for this award are in accordance
with the requirements identified herein. The Site Engineer will be responsible to implement
and manage the quality control program. In addition to
implementing and managing the quality control program, the Site Engineer is required to
perform submittal review and approval, ensure testing is performed and provide QC
certification and documentation as required in the agreement. The Site Engineer is
responsible for managing the coordinating personnel required by the agreement.
4.10 Contractor’s Project Manager

The contractor has based on the contract agreement to assign a Project Manager with required
qualifications and skills to ensure the completion of the infrastructure project successful
according to the approved implementation schedule in quality and quantity. He is overseeing
the work of the site engineers. The PM will guarantee QCM standards are performed, and
prepare QC certifications and documentation required by the agreement.
The PM shall be on the construction site during any shifts when construction work is
performed. Duties and responsibilities according to the QCM are not limited to the contract
agreement between the Employer and Contractor.
4.11 Contractor’s Site Engineer(s)

Site engineers oversees the whole construction process and shall assist the PM in processing
and maintaining files for submittals, preparing and publishing reports, and meeting minutes.
The Site Engineer is responsible to ensure the quality and quantity of the work based on the
Design and Technical Specifications. He has to manage all processes on site, will be
responsible for the material planning and timely provision, the planning of work force to
ensure the project implementation in time, quality and quantity. The site engineer is
empowered by the PM to suspend construction activities while
deficiencies are corrected after the Client and Clients Representative are informed. There will
be at least one site engineer per site but not limited if necessary and/or requested by the client
or clients representative. Duties and responsibilities according to the QCM are not limited to
the contract agreement between the Employer and Contractor.
4.11.1 Site Handover and Preparation

The consultant shall issue handover notice of the site to the Contractor(s) as per the general
conditions of contract in coordination with the Client.
Check and approve the Contractor(s)' construction / shop drawings in coordination with the
Client

Review and approve the construction layout plan including the Contractors’ base camp,
laboratory, and other facilities and help establish the project construction details within the
site as per the working drawings.
Prepare a detailed Construction Supervision and Quality Control Plan for client’s approval
and perform quality control of contractors/ suppliers works, such as set out survey and
measurement, field and laboratory tests, foundation excavation works, structural concrete
work, erection of steelwork, etc. Review and prepare as required Health & Safety Plan and
Environmental and Social Management Plan and monitor contractors’ compliance with the
Plans / regulations.
4.12 Review of Contractor(s)' Implementation Schedule

The Consultant should carry out a thorough review of the Contractors and suppliers' proposed
implementation schedule and prepare a Consolidated Program in coordination with the
Client. Interrelations between the various activities, including compatibility between civil and
hydro-mechanical/electrical works, shall be carefully reviewed particularly with respect to
time schedule, commencement and completion dates to prevent possible delays and
disruptions.. At the end of this procedure, an agreed implementation schedule should be
provided by the contractor(s) to the satisfaction of all parties.
4.12.1 Supervision of Construction Works

The Consultant should provide the necessary supervisory staff to be employed
during the period of implementation in executive and supervisory capacities in
respect of the construction contracts. The Consultant will be delegated with all
normal duties and powers of the "Engineer" for the implementation of the
project.
It will be the responsibility of the Consultant to supervise all operations on
behalf of the Client and to ensure that the work of the Contractor(s) is carried
out in a proper workmanship and expeditious manner and in accordance with
the contract documents.
The Consultant will, in coordination with the Client; check, approve, reject and
record, as per the technical specifications, as the case may be, inter alia, the following:
 Contractor(s)' construction plant and equipment,
 Materials of construction,
 Testing procedures and results,
 Construction of site works: concrete structures, steel structures, finishing’s,
mechanical & electrical works and other utilities as required.,
 Manufacturing, installation, tests, initial operation and preparation for
commissioning of hydro-electrical-mechanical equipment
Review and approve all submittals, including method statements, construction / shop
drawings, etc. submitted by the Contractors/suppliers for permanent and temporary works,

formwork, etc. to ensure conformity with construction contracts and that the work can be
carried out safely and in accordance with recognized and accepted practices.
Assess any design modifications that may become necessary during contracts execution, and
propose technically acceptable modifications, or assess and approve contractors / suppliers
proposals in consultation with the client.
Monitor any emergency and unsafe conditions and report to the client for speedy response /
remedial actions.
Upon the occurrence of unforeseen circumstances, which in the opinion of the Consultants
are susceptible to cause modifications to the nature and/or cost of the works and the
construction program, the Consultants shall prepare and submit promptly special reports,
suggesting solutions, etc.
Monitor contractor’s compliance with the specific provisions of the Construction

Environmental and Social Management Plan, Occupational
Health and Safety provisions, relevant national legal obligations and specific
contractual provisions.
4.13 Issue of Instructions to the Contractor(s)

These services will relate to the fulfilment of the contractor(s)' duties from drawing up and
approval of the work program till the completion of works. The services will include issuing
field instructions in writing as required relating to:
 Quality of materials used in the works.

 Equipment and methods of construction
 Supervision, checking and testing of works carried out.
 Clarification of drawings and specifications.
 Progress of works to ensure that the work program is adhered to.
The Consultant shall not give any instructions which are likely to increase the cost of works
without the prior approval of the Client.
4.14 Advice to the Client on Progress of Works

It is of utmost importance that the progress of the Works, including timely manufacturing and
delivery of hydro-mechanical equipment, be in accordance with the programmed
implementation schedule since the timely implementation of the project necessitates the strict
adherence to the approved timetable. The Consultant will keep the Client advised
continuously as to work progress. If any deviation from the implementation schedule occurs,
the Consultant will inform the Client about the necessary measures to be taken to
avoid/minimize delays in the overall project implementation schedule. The Consultant will
also assess and approve modification proposals in the construction program and time
schedule as required or suitable in consultation with the client.

4.15 Inspection and Testing of Works

At all stages of implementation, the consultant shall carry out regular inspection of materials
and workmanship and acceptance tests on his own cost to ensure compliance with the
specifications. Where work on site at any time during the implementation does not meet the
requirements of the specifications, it shall be removed or rectified.
Carry out inspection at time of substantial completion of the works and arrange, for issue of
the Initial Hand-Over Certificate in coordination with the Client.
Undertake periodic inspections during the Defects Liability Period and notify the Client and
Contractor of' any defect on the construction works, and supervising their repair. Following
the expiry of the Defects Liability period, arrange for issuing the Final Hand-Over Certificate
in coordination with the Client.
4.16 Approval of Payment Certificates

The consultant shall, in parallel with the Contractor(s), make field measurements of all works
done, which will be required for checking and certifying the Contractor(s)' Interim payment
Certificates.
Prepare and issue the Certificate of Payment for draft statement of accounts and for final
statement of accounts.
The Consultant shall keep the appropriate register of works whose format will be elaborated
by the Consultants and agreed by the Supervisor.

5 QUALITY CONTROL ASSURANCE

5.1 INTRODUCTION
With variation of projects in its type and cost the procedure varies in its details and
considerations. This QC procedures describe in a nutshell the key points which are common
for a road project. The
5.2 TYPE OF CONTRACT

A project run under FIDIC in conjunction with Particular conditions and sometimes
Employer’s Special Requirements is common in Bangladesh. It is envisaged that a design
built Contract or Engineer’s design is implemented.
5.3 TYPICAL ORGANOGRAM OF A PROJECT

5.4 THE ADMINISTRATIVE BODY IN A PROJECT

The organogram describes the position of an individual, his/her involvement with the quality
construction. Project Director or Team Leader on behalf of the Consultant acts as the
“Engineer” of the Project.
5.5 KEY PROFESSIONALS INVOLVED IN QA-QC PROCEDURES

On behalf of Consultant a Materials Engineer is responsible for overall quality of
construction in the project. He is pursuing any construction material from entering the site up
to its final adaptation for the finished product.
5.6 SITE CONDITIONS

The major part of the construction procedure is linked with the features of the site since the
activities are distributed over the area to ensure the best advantages for construction is
gained. The haulage distance has been brought to a minimum.
5.7 PROCUREMENT OF CONSTRUCTION MATERIALS

Locally available construction materials are procured in advance of being engaged to the
construction. Those have been certified after necessary checking at the site for compliance
with the specification requirement. Foreign materials or the materials which could not be
checked at the site have to be undergone a thorough testing and verification by an
independent laboratory for compliance before procurement.
5.8 CRUSHING PLANT FOR PRODUCTION OF AGGREGATE

Location for Crushing Plants for aggregate has been selected with the total production and
consumption and consented by all parties.
5.9 STOCKPILING OF AGGREGATES

Stockpiled aggregates are checked for compliance with the specification according to the use
of aggregates. Stockpiles are marked with identification number. When the area of stockpiles
are fixed then the identification mark displays the maximum particle size and quality
condition of being “PASSED” or “NOT PASSED”. Gradation is checked for combined
grading after mixing.
5.10 TEMPORARY STORAGE OF MATERIALS

Location of Temporary Storage of materials has been selected so that its presence would not
cause disturbance to traffic and the materials can be effectively used with convenience by the
contractor.
Storage of sensitive items such as cement is made with proper ventilation, sunlight and
height.
5.11 QUARRY/BORROW PIT AREAS

Borrow pit areas are investigated and representative materials are tested for compliance and
the reports are preserved and used.

5.12 CALIBRATION OF WEIGHING DEVICES

Weighing devices for use at the site have to be calibrated before use. Batching plants have
been calibrated for each ingredient separately and checked for compliance with the standards
used in the project. All “standard weights” used for calibration of batching plants have been
checked up to the precision specified in the project. “Standard weights” in the laboratory are
certified by an accredited laboratory and used for verification of weighing devices. Proving
columns as well are calibrated from a certified laboratory to verify compression testing
machines in the site laboratory.
5.13 BATCHING PLANTS ENGAGED IN THE PRODUCTION

Batching plants at site are under regular checking for performance by Materials Engineer.
The print out of pouring details is preserved for checking the deterioration of the weighing
scale in the plant with time. Field samples are tested for compliance as well as regular
verification of the plant performance.
5.14 WATER IN CONCRETE

Water for using in concrete is tested and checked for compliance with the specification.
Water that has not been checked is discouraged for using.
5.15 CONCRETE ADMIXTURES

Doses of concrete admixtures at the time of pouring are carefully checked according to the
approved mix design. When admixture types varied, each is marked and separately placed in
the plant.
5.16 REQUEST FOR INSPECTION

Request for Inspection (RFI), originated from the contractor, is viewed by the engineer before
start of the next work by the contractor. The Materials Engineer takes action through close
observation of the product or raw materials and test results and he finally certifies the work or
material.
5.17 FIELD CONTROL FOR PRODUCTION
5.17.1 Earthwork
The earth material is placed only on approved surfaces. The lot material is previously
checked with specification requirement. The controlling tests of earth material in
Bangladesh is the CBR and plasticity requirements which are assured through testing
in the laboratory. The approved material is located, marked, and sometimes stockpiled
to control moisture content at the time of laying. The homogeneity of the material is
maintained through mixing at site laying mechanically. The laid material is
compacted at the moisture content of approximately OMC ± 2 %.
5.17.2 Subbase
Common material in Bangladesh is a mixture of fine to medium sand and brick chips
or a mixture of uncrushed gravel and sand having maximum particle size of 50 mm.
The accepted material, of correct gradation and CBR, is mixed with correct
proportions in moist condition and stockpiled before use. The moisture condition is

maintained at nearly optimum value. This moist subbase is laid over a compacted and
approved earth material. The newly laid material is immediately compacted before
drying out.
5.17.3 Unbound Base

The material is a mixture of crushed brick/crushed gravel and sand having a
maximum particle size of 37.5 mm and of grading like that of subbase material but
with narrower particle size ranges specified in the project. The brick chips used in the
base course is made from stronger brick with lower water absorption value. The sand
used in the material is relatively fine than that used in the subbase. Details of project
specification is followed to obtain a consistent product of the base course.
5.17.4 Prime coat and tack coat
5.17.4.1 Prime coat

The material of prime coat generally used is generally MC 70, a medium cut
back asphalt made with bitumen and kerosene, manufactured hot and applied
at a temperature above 60 deg C. The higher temperature and lower viscosity
of the cut back material allows a quicker penetration provided that the
moisture content of the underlying base course material is not very high.
Distribution rate is maintained within a narrow limit with a skillful operation
of the distributor. Test is made at the field to determine the distribution rate to
check for compliance with the specification.
5.17.4.2 Tack coat

The tack coat material is an emulsified asphalt applied on compacted asphalt
concrete or cement concrete at the specified rate on a dry surface. In the field
the distribution rate is checked with the specification through testing.
5.17.5 Binder course and wearing course
5.17.5.1 Binder course

The surface over which the material is applied is checked for cleanliness and
dryness. Application temperature is checked for compliance with the
maximum and minimum values. Loose mix is frequently checked with a gauge
for indication of compacted thickness. Areas of excess accumulation or
deficiencies of loose mixture are corrected manually before compaction.
Compaction is continued till end or when the minimum allowable compaction
temperature has not exceeded.
5.17.5.2 Wearing Course

Operation and control of wearing course is the same as that of binder course.
The material is placed over the surface which has been previously covered
with tack coat. The surface of tack coat is dry and sticky at the time of laying
of the course. Steel drum roller followed by pneumatic tire roller is used
ensure compaction when the mixture is still hot.

5.17.6 Penetration Macadam

Accepted stone chips are laid over compacted base the surface of which has
been prime coated, brushed, and cleaned. The layer of accepted stone chips is
placed and compacted with steel drum roller to maintain its thickness and
cross slope. Hot bitumen is distributed over the surface of the newly laid stone
chips at a rate suitable for penetration and specified in the project. The
application rate is measured at site to check for compliance with the
specification. Aggregate chipping as specified in the project (20 mm, for
example) is spreaded over the hot bitumen and then compacted with a steel
drum roller.
5.18 DBST
5.18.1 First layer

Hot bitumen of specified application rate is laid over the surface of Macadam
cleaned and brushed to 100% coverage of the area with bitumen. An accepted
single sized aggregate (14-10 mm, for example) is then applied on the laid hot
bitumen and compacted with pneumatic tyre roller. The new surface is
allowed for traffic which expels the chippings in excess. Application rates are
measured at site.
5.18.2 Second layer

Hot bitumen of specified application rate is laid over the surface of SBST
cleaned with brush until the surface is free of any loose aggregate. An
accepted single size aggregate (10-6.3 mm, for example) is then applied at
specified distribution rate on the laid hot bitumen and compacted with a
pneumatic tyre roller. Both the application rates are measured at site to check
for conformity with the specification.
5.18.3 Concreting in situ

Concreting work is done only when the steel fabrication, formwork and the ingredient
materials are of certified quality and of adequate quantity. Field moisture of
aggregates are determined at site. A record of pouring is maintained that have all
details for each batch of concrete such as time, quantity, location in structure,
consistency of concrete etc. Record of batching is obtained to check ingredients for
compliance with the mix design. Consistency is measured for each batch to check
with the approved trial mix. Weather condition is judged before acceptance of pouring
to proceed.
5.18.4 Concreting at precast yard

Care is taken for machineries which are functioning correctly and harmonically.
Procedure for production of concrete is the same as that of in situ. A register for
production in addition to that of pouring are maintained with all necessary details so
that the case of failed test results, in the later stage, can be correctly handled.
Consistency of concrete is checked at regular intervals. Marking of the units is done

with caution and with details of production. Curing of precast units are maintained
according to the curing plan and marking details.
5.19 LABORATORY APPROACH

Laboratory is maintained clean all the time during the construction phase. Calibration of
measuring devices and the sand for density test is performed regularly and according the
schedule for calibration.
Meeting with the parties on a regular basis helps quality works within the stipulated time and
ensures effective use of the available material.
The major part for compliance checking is carried out at the laboratory which is operated and
maintained in the construction period by the contractor. It is operated under the guidance of
the consultant of the project and it has a schedule of sampling and testing work for everyday
use. In the laboratory a controlled working condition temperature is maintained as described
in the specification.
Sampling of a material is performed according to the standard procedure by experienced

professionals. The sample record card is prepared, signed and preserved for each sample to
view by others.
The laboratory is used to check construction material before procurement at site. Raw
materials are checked for compliance before using for construction. Some, which is under
continuous production such as aggregate, are tested on a regular basis to check the quality of
daily production.
Trial mixes are conducted at the laboratory early before production and with sufficient
margin of time so that the mixes if found unsuitable can be revised and redone and properties
reevaluated till a suitable mix is obtained for final acceptance.
Curing of concrete specimens is made in a controlled condition before testing for

compressive strength. Test conditions for other laboratory tests are satisfied in order to check
for compliance.
Laboratory maximum density (MDD) tests are performed for selection of the material and for
acceptance of field density test results. A register with MDD test result is maintained in order
to avoid any discrepancies.
The plasticity index tests and CBR tests are performed on a routine basis to check for
compliance of unused materials with the specification and the results are incorporated in the
register designed for the material and use.
Field density tests are carried out according to the project specification at the frequency
mentioned in the project specification. Accompanying moisture content test is performed
within a reasonable minimum time that complies with the specification.

All test results are registered using different register books according to type of material and
action taken. The document enumerates the failure cases and corrective actions taken thereof
by the contractor.
5.20 TESTING STANDARDS

Testing standards are specified in the project specification. Testing equipment is checked for
compliance with the respective standards for testing.
Generally AASHTO and ASTM standards are specified in the project specification with a
little exceptions for materials specifications and test methods. Those are used for selection of
materials and testing. Some extraordinary materials such as bridge bearings have been
provided with manufacturer’s certificate and tested for compliance by an independent
laboratory.
5.21 REPORTING
Each and every test is reported and documented. For reporting, the procedure described at the
end of a standard test method is followed with care on the precision of test results.
5.22 DOCUMENTATION DURING CONSTRUCTION

All test reports, decisions made on sampling and testing, change in the plan relating to
quality, updated information on quarry/procured materials, VO on the approved materials
etc. are documented under respective headings.
5.23 ACTION AT THE EVENT OF NON-COMPLIANCE

When a work is found to be not acceptable it is notified or reported as non-compliance and
rejected. The subsequent submission of RFI is responded by the consultant and checked again
for compliance after correction or replacement and eventually accepted.
When non-compliance is noticed for acceptance tests of a material the source material is
rejected and requires another source to be checked or the manufacturing process is to be
changed before final investigation.
When there is a long gap between the work and test result such as the case of concrete and
the result is found non-compliance, a non-compliance report goes to the contractor. The
defective concrete may require further investigation. The employer is informed that a non-
compliance has been taken place.
If result of investigation is not favoring, the structure linked with that concrete is rejected.

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QUALITY CONTROL/QUALITY ASSURANCE PLAN

FACILITY SITE WORK CONSTRUCTION SERVICES

BCL ASSOCIATES LIMITED

Consulting Company – BCL Head Office

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3.11.5 Contract Drawings.......................................................................................................21

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5.18.1 First layer.....................................................................................................................41

AASHTO = American Association of State Highway & Transportation Officials

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This system establishes many functions including:

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3 CONSTRUCTION CONTRACT ADMINITRATION

 The contract agreement (if done)

General condition of contract part I & II

Therefore, the ultimate objectives of contract management are:

BCL ASSOCIATES LTD P a g e 7 | 43

i. Goods are delivered / installed

3.3 MANAGEMENT OF CIVIL WORKS CONTRACTS

3.4 TYPE OF CONSTRUCTION CONTRACT

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3.4.1 Lump Sum or Fixed Price Contract

3.4.2 Cost Plus Contracts

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3.4.3 Unit Price Contracts

3.4.4 Time and Material Contracts

3.5 CONSTRUCTION CONDITION OF CONTRACTS

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a) FIDIC (French initials for International Federation of Consulting Engineers) (1999)

3.5.1.1 The various contracts require:

3.6 MANAGING TIME

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3.6.2 Extensions of time

3.6.4 Early completion

3.6.5 Penalties for late completion

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3.6.6 Changes to the prices for the works

3.7 CONSTRUCTION PROCESS

a) Proof of the insurances that the contractor is required to have.

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3.7.1 Allowable rates

3.8 CONTRAC ADMINISTRATION

Good contract administration is required to manage design specification, contractual

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Consultants can be reluctant to produce information release schedules because of concerns

3.9 RECORD KEEPING

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3.9.2 Site diary

3.9.3 Drawing register

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3.9.4 Site photographs

Site photographs should have the following information:

a) Date and time.

3.10 CONTRACTUAL DOCUMENTS

a) The main contract.

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