n u o o A

boe InemegHn nooM abigs

CHAPTER
enotesu wsiys
6
Control of Progress

lathods of
CONTENTs
recording progress. Analysis of progress.
aning head office intormed. Cost time optimization for Taking jobs
simple corrective actions
Direct ana
indirect cosT, variation with time, cost optimization.

6.1. INTRODUCTION
e owner, Wno 15 paying tne hefty amounts for the execution of his work has every rigt
Ihe
tch and assess the progress of work. It also helps in boosting morale and raising confidencCe
to
the planners and designers, who have planned the programme of execution in the beginning
of
respect to specified time schedule. The progress refers to up-to-date quantities of work
Aone and services pertormed i.e. actual achievement of work at the site. Controlling on the
other hand, reters to comparison of the actual achievement with the planned achievement at

every step and taking correctve actions, if found necessary, to bring back the work on schedule.
It is of no use of making scientific programmes or determining network planning, if the progress
of work is not to be assessed and analysed. This chapter deals with method of recording progress,
analysis of progress, taking Corrective actions and cost time optimization for simple jobs.

6.2. CONTROL OF PROGRESS

The term 'progress may be defined as the comparison of the actual achievement of work
at site with the estimated quantity of work at regular intervals of time.
But due to a number of uncertain activities and unforeseen events, the actual progress
achieved may be less than that of planned achievement. Thus, it is necessary to control progress,
if the project is to be completed within the stipulated time. On the other hand, the actual progress
of work may be sometimes more than that of estimated progress. It becomes necessary in this
case also to control the progress, as the undue haste and speed may affect the quality of work.
Control of progress refers to comparison of actual progress of work with the estimated
progress and taking corrective steps suitably to ensure that the project is completed in time at
mbunum practical cost, besides maintaining the qualitny of work.

6.3. PURPOSE OF PROGRESS CONTROL

The purpose of controlling and recording progress of work in construction projects is given
below
1. It work. So, it
isnecessary to ensure attainment of goal according
to
planned gives
COnlidence to the planners that the work is on schedule as per the plan.

111
112 Management and Acco
Eagle's Construction
It gives satisfaction and assurance to the project owner that ne 1s Btng ouck for wh
what
he is actualy paying
3. It forms the basis of making payments (nstallments) to the contractor
4.It ensures corrective actions to be taken, if there is lack of prOgress Tor Treschedulin

Work to
complete the project in
une
. It ensures with the prescribed specifications
satisfactory quality of work in accor ance
c o n t r o l of costs so that the project is completed within tne cstimated amount

6.4. METHODS OF RECORDING PROGRESS and size ot

the nature work aM
O Of recording progress of work depends upon
the manner in which the project is executed.
u s methods or documents used for recording progress or woIK are given
below

1. Job diary
2. Measurement book

3. Works abstract
4. Register of instructions
5. Progress reports and progress charts.
Job diary: It is an important document maintained for
by every supervisor recording
progress of work. This diary is recorded daily by the person incharge and it includes all the
necessary happenings of the day such as type of work done, quantity of work done, recordof
attendance, record of issue of materials to the workers, number of workers employed, record
of payment received and paid, inspection report, official correspondence if any, conditions
prevailing at site and any other useful information such as use of equipment and machines, delay
in work etc. This diary is also known as
daily diary or work diary.
This diary is very helpful in analysing progress of work and even can be produced in the
cOurt of law to settle disputes between contractor and owner regarding the execution of work.

2. Measurement book: A notebook which records the quantities of work done at the site
periodically is termed as measurement book or M.B. It is also known as Standard Measurement
Book (SMB). It is properly recorded and maintained by the junior
engineer and is periodically
inspected by higher authorities, who put their signatures after the verification. This measurement
book is another useful document for recording progress of work. It is very important and t
forms the basis on which the payments are made to the contractors for the
work executed.
of
Types measurement books Ditterent types of measurement books are used for
:

keeping a track of work done by daily labour. On the basis of different measurements the measuring
measurement books are of followng three types
(a) General Measurement Book (M.B.)

(b) Standard Measurement Book (S.M.B,)

(c) Check Measurement Book (C.M.B.)
 General
neasurement book :
(a) General
maintained

out
py
by the
ny
any
ilabour,
ndustry/obyrganiperzaIOn
Per
piece
as it is
or
the Casurement
basis
book is the
of all most important documen
113

carried

has to cOunted, weigned

De counted.
Or contract
ract or on
the
accounts of
quanmu
ntities of work
which
work or
o f work
supplies measured,.
as
For proper andbasis of raw material recenved,
Aescrip governmentPplies
d e s c r i p t i o n

should be
the
generauy
Overnment
orders or atleast properly recorded easy
an
identification and cu
in M.B. While
Overseer is entitled overseer' s measurements
bill, rank
low the rank or
officer
Delow
the an
f or
this. are only ne preparing
()S measurement
book : The acceptcu
m e a s u r e m e
buildings, certified by S.D.o. (in measurement book which
contains the entries
is generauly Written
lly written by ;an
experienced respect of
accuracy). The o
book overseer. standard
preparalior
of the estimates tor repairs irom time to It
time.
is maintained in order to facilitate e measurene
epair or periodic whitewash the
For ded in S.M.B. and no bill will be

alreaoys M.B. has primarily following measurements will be prepared on the basis of measurements
two required to be made again and agau.
1
etore,

elns in the preparation of

purposes
he estimates of periodical
ves time of measurement of the
repairs.
( is no Supposed to repeat the building as once entered
in the S.M.B. the
measurement. incharge
ntages of S.M.B. :
Following are the advantages of S.M.B.
a S.M.B. facilitates
An the
preparation of estimates for repair work from time to time.
# Pavments of any Work done can be made on the basis of measurements recorded in
S.M.B. thereby reducing tne burden of making fresh measurements.

in Both time and labour are saved it detailed measurement of works is recorded in S.M.B.
instead of measuring the work each time in M.B.

( Check measurement book : Once the measurements are made, these being a permanent
document and basis of all estimates/bills, needs a cros-check. The S.D.O. is responsible for
in the M.B. Therefore, it becomes the duty of the S.D.0.
the accuracy of measurements recorded
to get the measurement
of works and supplies done at his end. Generally, he is required to
a part or measuremenis ateast of the folloWing measurements
check-measures only
made by his sub-ordinates both in respect of measurement
(i) Atleast 5% of the measurements
made for running payments and final
bills.
more than Rs. S000.
1) 35% of the cost of all works costing Rs. S00.
of all works costing Rs. 200 to
(n) 25% of the number and 25% of the cost
to not less than
5* or the
the measurements amounting
I n e XEN is desired to check
cost of work. branch of P.W.D.
to another
vary from one branch of P.W.D.
U Y percentages may
In the same state and from state to state.
in M.B. is titled
as Cneck-Measunc
check-measurements done
Crecord of all
" B Ciearly labelled C.M.B. in order to avoid double paymes
and 1s
of work serialy
of each item wotx
progress 0
3. Works abstract: t shows the up-to-date is prepared
from the quanines
an
independent check on the actual progress of work. It
 114 Eagle's Construction Managoment a
includes details of
different sub-head items
Acco
material a n d surement
iss the total
book and
expenditure on the work are also Tecorcu works abs lso.
D Public Works Department), the work abstracts prepared oySuo aivisional of
S pected by XEN once in a month to check the progress officersN
*Kegister of instructions: A site engineer records his observations regarding quality of
S i t e in a separate register known as 'Register of instructions. 1hiS register is an im

o
mploye
Oassessing progress of work and is a channel of communication between the site en
oy the owner to ensure contractor at thne
importe
quality and the appointed given site
he also records the necessary the
instructions given by engineer-in-charge r
changes in
design,
rogress reports
material and use of equipment
and progress charts: The
etc. Tegardin
u
special rep0S Prepud
enginer oy
ne
d regular intervals to
report to the owner or head otfice cOncerned egaraing the ac
eSs work are known as
progress reports. These reports can be s u d t t e d daily, wee
Tortnightly or monthly. In P.w.D., daily reports are submitted by JES
to the concerned weekly,
s,.D.0
oSress
tne actal
reports may be supplemented
by suitable charts known as progress charts to shr
progress of work and the estimated
progress control charts, form progress at a glance. Ihese charts also known
a routine managerial function or admnistraive
construction and industrial
concerns. control
The
common progress charts are
() Bar charts or Gantt
charts
(i) CPM diagram charts
(iit) Simple curve charts showing progressive trend in each department.
The commonly used methods of showing actual
below; progress of work through bar charts is
givea

Actual progress Planned progress

Start
Planned progresS

Actual
progress

I ime

() Time

Fig. 6.1. Bar charts (b)

showing actual and estimated progress.
 toune
Control of Progress 115

6.5. ANALYSIS OF PROGRESS

detailed study of various acttvities related construction project at every stage so
to
is
mut is
output achieved from
ac the resources n
of construction is termed as "Analysis of progres
pimum

increased productivity of men and machines is an important factor in construction

The
and is
and is
projects
one of tthe major
one of objectives of construction management.
The term proauctvy Teis 0 Output of work in relation to inputs. It is a measure of

quality of work.
efficiency or
The analysis ot progress .e. productivity analysis is caried out with the help of following

major tools
1. Work study
2. Operational analysis
3. ProcesS charts.

6.5.1.Work study
It is one of the important tools to analyse progress. It consists of two parts;
1. Motion study or Method study

2. Time study or Work study.

1. Motion study: It is a scientific study about the methods of work involved in a particular

operation productivity by optimum use

for increasing of resources i.e. minimising the efforts
out 'motion study' are given below;
for accomplishment oI JoD. Ine various stages
to carry

which is required to be analysed or improved.

(a) Select the particular job
workers
(b) Record all the necessary information related to existing methods involved. The
be put
such analytic study by motivating them. Questionnaire may
may be involved in
workers as given below;
to the different
() What is the purpose of your operation
When it is done ?
(ti) How it is done ? Where it is done ?

ii) What are the shortcomings?

be done ? When it can be done ?
(iv) How it can be done ? Where it can

exactly is required to be done ?

0) What
?
(V1) What necessary steps can
be taken to improve the method
methods of
the various facts recorded above
and decide about the alternative
(C) Analyse
to be made in the previous operation techniques.
working or changes required
submit the proposal to the
most suitable method after
critical analysis and
(a) Develop the
management
new method after approval. Workers should be encouraged and
() Adopt and adhere to the
in the method.
motivated to accept changes
 116 Eagle's Construction Management nd ACCoun
Time study: With the help of method study or moO are successfu
finding new method or technology. But time study is also necessary to ind out certain a
Wnich are less time to the other
and theretore, may prOu
ie aIso
consuming
helpful to
as compared
discover standard ttime of an operauo t.e, ne time take to
economical, Ir
Ken.
which an average worker can work without any physical or mental strain. fo
Time study is carried in
following steps
out
(a) Select the job which is required to be analysed and improved.
(0) Record complete information about each operation in the existing mehod and idene
tne various elements
involved in each operation.
Record the actual time taken to of the operanon.
( complete each element
(a) Compare the observed time taken and the permissible time for each operation.
e) the standard whole. Generally, the oDserved time
Find time for the job as a taken'
ne standard time for the job, if it is less than the permissible time
6.5.2. Operation analysis
wnie studying critical path analysis in chapter 2, we have come to know that the whni
P n De completed in different ways i.e. by following different routes of operation
activities.
mlarly, each operation in a job can be performed in a umber of ways. These difere
ways or pertorming operations are recorded in motion and time studies. The critical examination
OT
Dese alternative methods and finding the best way of performing work
analysis'.
1s
Operationa
Thus, operation analysis may be defined as, "Critical study of ditferent aliernate
method
f doing productive work and arriving at the best and economical method".

The purpose
of operation analysis is;
(a) To find out method which is most economical.
b) To find out method which consumes less time.
(C) To find out method which involves minimum wastage of materials.
(d) To test methods which involve lesser number of labourers ideal
and machines.
or combination of men
Thus by operation analysis, we can find out the best alternative method which be carried
can
out with minimum wastage and minimum
delays in a
systematic manner resulting in high
productivity.
6.5.3. Process charts
The graphical representation of various elements involved in
an
operation in a sequentnal
manner called process charts, or simply the graphical
are
representation of an operation analyss
is a process chart. These charts serve as a permanent record
of
performing operation. The common symbois used tor graphical methodology adopted representation are given
table 6.1.
 Control of PrOgress
Table 6.1.

Activity Symbol
S.No.
Operation or Event (Numbers may be written within the circle
1
to indicale sequence)

Transportation
2.

Storage(Laying and depositing) V

Inspection

Delay

ldle element

Process charts are the rapid tools of showing sequence of operations for a particular job.
anaiyse the progress of work by identifying unwanted operations and
They are very useful
to

and less time consuming routes.

developing economical
small of cement mortar of ratio 1 : 5 for brick
For example, consider a job preparing a

laying
The entire operation can be broken into various elements as given below
i.e. cement and sand
(i) Collect material for the job
(i) Store these materials in a proper storage place
(i) Mix the material in desired ratio, add water and prepare mix again

(iv) Inspect i.e, check the desired workability

(0) Transport to the place of brick laying

(vi) Deposit at the site

(vin) Apply mortar, and

(vii) Inspect the work finally.

be shown in a sequential manner as
With the help of process chart, the above activities can

Abelow

0 0
Process chart.
Fig. 6.2.
 118
Eagle's Construction Management and
6.6. Ae
TAKING CORRECTIVE ACTIONs KEEPING HEAD OFFICE INFO)
and FORMEwork study, operational analysis pro
mportante s
carried through
s and drawbacks in controlling progress. Some of the
defects
drawbacks are enlisted
Construction materials
below imp
not supplied at proper tine.
Equipment not in proper working condition. Lack of repair and maintenance
(ii) Lack of consistent
(iv) Labour shortage. supervision.
)Low output due to inefficient
(vi) Poor working workers,
conditions at the site.
(VIi) Routine power
failure due to frequent electricity
S the utmost duty of site engineer to take immediate cut
abOve drawbacks and bring the progress of work on line. All correcuve the
acuos to remoye
AC Oy the engineer-in-charge in
consultation
correctuve
with his senior officials at
acttons shou
continuous feed back to the tne head office
of
corrective actions to be head office concerned is essential for prompt rpy regatrding
Tne
taken to control the
progress. appro
tollowing corrective actions are
suggested for controlling progress ot work:
he constructive
materials should be
ime. procured well in advance and
Reminders
head office
be
should be issued
immediately if the
supply is not
at
received in
appropra supplied
informed to arrange for the time
2. The alternatives,
equipment should be kept in proper order before
be carried well use. Any
before time to
prevent repair or servicing sho
3. The any delay of work.
engineer-in-charge
wastage and any other
should arrange for
experienced
and etficient
4. Labour malpractices. supervisors to redue
should be arranged well in
reason such as advance. If there is labour
harvesting
be informed about season, Kumbhmela, political unrest etc., shortage due to any ote
the samne. the head office shou
5.
Special rewards, incentives and welfare
raising their efficiency standards. schemes should be
conditions at the site. Special care should providedto the workers
fr
be taken to
6. If improve work
excessive power cuts are
days, additional work load applied
the
should
by the government in
be shifted to summer season on
power cut is on thursday, then all other days. For specik
day, other operations could be the machines example,
should run for other
if industr
taken which does days and on
6.7. not
require use of any power. tma
The main
CoST TIME OPTIMIZATION FOR SIMPLE JOBS
objective of
construction
require special attention ofengineers and
management is to
identify those activities or
project is completed at a
minimum practicalmanagers for
controlling progress of work events
cost. so that u
However, in certain
consideration i.e. the circumstances, the cost is
not
project very
completed withinimportant
1S
required to be but the time is the
a
short duration. For examplc.
Contro o PrOgress
119
construction of bunkers or development of new weapons may be immediateiy
e of milae the cost factor is less important as compared to the time factor. But in the
required, wh
g time for a project, a point or stage is reached, where the cost of project 1s
d e c r e a s i n g

cess of uinme corresponding o tnis stage ís known as optimum duration time ana tne
the cost
minimured to as opmu U C me 1s reduced beyond the optimum duration,
at
i s referre as shown in Fig.
m o r e
Thus for all projects, efforts should be put to
6.3. arrive
will 1n ration
optimum duration and and opunnu co
s
teennque 1s termed as cost time optimization.

Optimum
cOst

optimum duration

Time

Fig. 6.3. Cost time optimization.

costs
6.7.1. Direct and indirect
costs related
to constructiOn projects are mainly of two types
The
1. Direct costs

Indirect costs.

Consists of sum total of direct and indirect costs.

costs of the project
The total
nclude, expenditure for labour, materials, machinery and other
1. Direct costs: Direct costs It 1s assumed that normal amount
1 any.
resources such
as peuy conractOrS
payments made
to

be utilised to complete the project, which

would

of resources (men,
machine ana maerais) could would
1S required to be completed earlier, then it
in minimum direct costs. If the work
result or otherwise overtime allowances have
additional labour and machninery
be necessary to employ

T o t a l cost of project

Direct cost

I n d i r e cc
t oSt

Time
Fig. 6.4. Direct and indirect costs.
 d Account
vatidgenent andA
120 Eagle's Construction
to be paid to the existing labour. But this would increase the direct costs. lt does nor

linearly with time. vary

Indirect costs: Indirect at site,
Statt establish
costs include, costs of supervisory
charges at head e and insurance costs etc. The indirect cost
c r l y with time
c a d , depreciation aries
6.7.2. Cost versus time (Variation of cOst win
C variation of cost of an activity with time is shown in the Fig. 6.5.

me

Fig. 6.5. Cost versus time.

1s quite clear that cost of project increases, if the
time is reduced. The
corresponds to normal time for completion project point X
7
tne Jigure
project is reduced say upto of project. NOW, if the duration
point O, the cost of project increases. This would amount to of
for additional labour,
however, there is a point Y, paying
machines and other resources. But
which project duration
cannot be reduced further. This time
is known beyond
of project becomes
infinity at this limit. Thus we can conclude that, as Crash time. The cost
The minimum time in which an
activity can be completed is termed as 'crash
corresponding cost is called crash cost. time and the

Time
Fig. 6.6.
Control of Progress
121
Similarly, tne n e coesponaung to normal rate of work is referred as 'normal time a

lated cost 1S Callea normal cost, The curve shown in the Fig. 6.5 can be approximateu

f cost with time for

to
r
variation
simplification.
The cost slope 1s given by,

Cost slope =Sn COst -Normal cost

Normal time Crash time

i.e X-Y
The cost slope gives indication of extra cost required to complete activity per unit time.

6.7.3.Cost optimization
The total cOst oT project 1s equal to the sum of direct and indirect costs (see Fig. 6.4).

There is always a point on the curve between crash time and normal time, where the tangent is
to become horizontal.
likely
Total cOst
-Tangent horizontal
at thispoint

I Crash
time Normal time
Time

Fig. 6.7.
At this point O (Fig. 6.7), the cost will be minimum. The time corresponding to point O
is known as optimum duration time and the related cost is optimum cost.

While decreasing the time of project, the efforts should be put to arrive at the optimum

duration. The method of cost optimization is given below

from past records
Step 1: Determine cost time relationship of various activities of project
of their completion. Determine cost slope of all these activities.
Step 2: Find the total cost of project which includes sum of direct and indirect costs fromn
the network of both normal and crash time.

Step 3: Crash the critical activity of normal time network having the least cost slope.
Start with duration of 1 day.

Step 4: Again, calculate the total cost by redrawing network

and continue crashing till the
duration just approaches crash time.
 122 Eagle's Construction Management and Acco
Step 5 Draw a curve corresponding to total cost and time tor tne project and
calcul lculate
c optimum cost and optimum duration. The optimum cost is the least total cost of pro
and the
corresponding duration is optimum duration. project
Note:there are more than one critical paths, the crashing should De done
along
critical activities the
of both the directions
6.7.4. Problem showing cost optimization for simple jobsS
A
project network is shown in the Fig. 6.8 below. The normal and crash costs with thei
Telanve imes are
given in table 6.2. Determine the optimum cost of the project

Fig. 6.8.
Table 6.2.
Activity Normal Crash time
time (Days)
Normal cost Crash st Cost
slope
(Days) (Rs.) (Rs.) (Rs./Day)
1-2
1000 2500 750
2-3
500 1600 550
3-4 400 1600 600
The indirect cost of the
project is Rs. S00 per day.
Solution : Cost slope in the last column has
been calculated from the formula,
Cost slope -Y
Step 1: Let us calculate the total cost of the
project by considering normal rate of work.
18 days

Total duration =
4 + 8+6 =
18 days
Fig. 6
Total cost =
Direct cost+ Indirect cost
(1000+500 +
400)+ 18 x 500
1900 9000 Rs. 10900.00
=

Step 2: Total cost of the

project considering minimum duration i.e. crash time.
12 days

Total duration =
2 + 6 +4 12 days
Fig. 6.10.
 123
Control of Progross

Total cost=
Direct cost + Indirect cost
2500+ 1600+ 1600 + 500 x 12
5700 + 6000 Rs. 11700

see that the total cost of project increases on reducing the time
us, we period on account
nlovment of additional labour and machines or paying for overtime.

3: Now for cOst optimization, we have to crash the time of activities whicn are
tep
can be considered one by one.
itical. These
But, let us consider
all the activities to be critical and crash the time
of each by day.
the networK becomes
Therefore,
15 days

-
Total duration = 3 + 7 + 5 15 days
Fig. 6.11.

Then, Total cost Direct cost Indirect cost

= (1000+ 750) + (500 + 550) + (400 + 600) + 15 x 500
=
3800 + 7500 Rs. 11,300

Note: Cost slope of each activity is added 1o get the total cost of project.

12000
(11300;15)
11700,12) (Point of
timum duration
11500 and optimum cost)

11300
11000
(10900;18)

10500 16

ime (Days)
Fig. 6.12.

ne optimum duration and relative cost of project can be tound irom the graph shown inn

Fig. 6.12.
124 Eagle's Construction Management and Account
oUnts
Important and Expected Questions
Q.1. Define measurement book.
Ans. A notebook which records the quantities of work done at the site
measurement book or MB. It is also known as Standard Measurement Book
1s
termed as periodicaly
(S.M.B.). I i
properly recorded and maintained by the junior engineer and is periodically by higher
authorities, who put their signatures after the verification. This measurement book is
inspected
useful document for another
recording progress of work. It is very important and it torms the basis on
which the
payments are made to the contractors for the work executed.
Q.2. Write a short note on
process charts.
Ans, The graphical representation of various elements involved in an
are operation in a
sequential manner
caled process charts, or simply the graphical representation of an operatuon analysis is a
process chart. These charts serve as a record of
operation.
permanent methodology adoped n pertorming
Process charts are the
rapid tools of showing sequence of operations tor a particular
are very useful to analyse the job. They
progress of work by identifying unwanted operations and
cconomical and less time
consuming routes.
developing
Q.3. Write the various methods of
recording progress.
Ans. 1he method of
recording progress of work depends upon the nature and size of work
and the
manner in which the project is executed.
The various methods or documents used for recording progress of work are below
given
) Job diary
() Measurement book
(it) Works abstract
(v) Register of instructions
()Progress reports and progress charts.
Q4. hat is thedifference between direct and indirect cost ?
Ans. Direct costs: Direct costs include,
expenditure tor labour, materials, machinery and other
resources such as payments made to
petty contractors if any. It is assumed that
of resources (men, machine
and materials) could be
normal amount
utilised to complete the
Would result in minimum direct cOsts. If the
work project,
required to be completed earlier, then it
which
would be necessary to
employ additional labour and machinery or otherwise overtime
have to be paid to the
existing labour. But this would increase the direct coSts. allowances
vary linearly with time. It does not
Indirect costs: Indirect
at head office,
costs include, costs of
supervisory staff at site, establishment charges
overhead, depreciation and insurance costs etc. The indirect cost varies
with time. lincarly
Q.5. What is difference between S.M.B. and O.M.B. ?
Ans. A measurement book is used for
contractors or labourers recording important accounts of
quantities of Work done Dy
employed by the
department. It is an
all the
payments to the important account record because
contractors/groups are made
basis. So, it is on this
very caretuly and accurately as his may
have to be produced as evidence in atocourt
be maintaineu
of law, t
ontrol of Progress
125
nd
uhen required. measurement books are
The
supervision o executive engineer. Theserequired to be reviewed
are also called
by divis surement Rooks
(O.M.B.). Ordinary Mcasue

owever, stanuaru ucasurement books

(S.M.B's.). These are maintained to recoru
urement of permanent
standing in a
building and are required to be brought
r-t0-yea on the basis of additions u
etc. to be made to the
The main advantages of S.M.B. are that, these
building during a
y
tors bills tor tepairs 50 as to avoid
are used for
preparing the repair estmalc and
taking detailed measurement 0n cacn asion
What are the main corrective actions
v
Q.6. suggested for controlling progress
Ilowing corTecave actions are
IS.
he
suggested for controlling progress of work
( The construcuve maerialis should be procured well in advance and
ne. Reminders should be issued supplied at approp
immediately
head office be intormed to arrange for the if the supply is not receivd n and
alternatives
() The equipment snouid De kept in proper order before use. Any repair or serviCng
be carried well betore time to su
prevent any delay of work.
(it) The engineeren-cnarge should arrange for experienced and efficient supervisors to ruu
wastage and any otner malpractices.

(iv) Labour should be arranged well in advance. If there is labour shortage due
to uy
reason sucn as harvesting season, Kumbhmela, political unrest etc., the head office should
be informed about the same.

Special rewards, incentives and welfare schemes should be provided to the workers for
raising their etticiency stadards. Special care should be taken to improve working conditions
the ite.

0.7. What is the purpose of progress control1?

Ans. The purpose of controlling and recording progress of work in construction projects is given
below
() It is necessary to ensure attainment of goal according to planned work. So, it gives
confidence to the planners that the work is on schedule as per the plan.

) It gives satisfaction and assurance to the project owner that he is getting back for what
he is actually paying.
to the contractor.
(it) It forms the basis of making payments (installments)
corrective actions to be taken, if there lack of progress for rescheduling
(v) It ensures
Work to complete the project in time.

(0) It ensures satisfactory quality of work in accordance with the prescribed specifications.

that the is completed within the estimated amount.

(i) It enables control of costs so project
?
Q.8. What is the purpose of operation analysis
Ans. The purpose of operation analysis is

) To find out method which is most economical.

(0) To find out method which consumes less time.

n ) to find out method which involves minimum wastage of materials.

W 1o test methods which involve lesser

number of labourers or 1deal combination of men
and machines.
 126 Eagle's Construction Management and Aco
ACcOunts
Objective Questions
A. Fill in the blanks
1. The term progress refers to up-to-date quantities of.ossnpnnanns

2. ProgresS control provides satisfaction and assurance to the.nosssesn* t

3. A notebook which records the quantities of work done at the site peri00Ically 15
termed s
** ***
4. Measurement boOK 1S also
known as
. in short Torm.

5. The document which

records the necessary instructions of site provided oy
IS Known as ...*ssssne engineer-in-charge
0 1De special reports prepared by the project incharge to report to tne nead otnce at
regular
intervals are called
7. ProgresSs reports
are usually supplemented by.
8. Operational analysis is used for
9. Work study is carried out to
increase
10. The costs of
labour, machinery, materials etc. are called
l1. The minimum time in which an activity can be
completed is termed as
o
12. The
point on the cost
curve, where the tangent is horizontal shows the
of the
B. State true or
project
false :

1. The owner has no

right to assess the
progress of work.
2. Actual
progress of work can never be more than the
planned progress.
3. Assessment of
progress of work forms the basis of making payments.
4. Measurement book is an
important document for recording progress.
5. Bar charts are the
common progress charts used to depict actual progress of work.
6. The output of work in relation to the
inputs is known as
productivity.
7. With the
help of motion study, we can find out activities which
8. Time consuming. are less time
study is used
determine standard time for the
to
9. Operational
job.
analysis is used to determine best alternative
10. The method of performing work.
inspection of work is represented graphically in
11. Welfare schemes progress charts by the symbol V.
should not be introduced for the
labour to prevent them for
12. Cost factor for
every project is always being lethargic.
13. Indirect cost varies
important than the time factor.
withlinearly time.
14. The total cost of
project is equal to the sum of direct and indirect costs.
Contfrol o PrOgress

127
answeer
c o r r e c t

the

C.
Tick
ess ooff work
work 15
aways
compared with
progress

..
Estimated

O t
t a
a document
d o c u m e n s

ot
recording progress, (planned progress/actual progress)
**
2
Register of
Is ais0
KIOWn as ****** instructions/Register of
attenaance
3.
Job diary (Labour diary/Work diary)
to solve
to solvehe
arv
da helps
y neiPS aispute between
The job owner and
.
4.
shstracts
a b s t r i c t s

prepared
prepared Dy suo avisional officers (Engineer/Contractor)
5. The work is
usually inspected by s
Study about the methods of work in CXEN/S.E)
6.
cientific a
particular operation.
are prepared
(Time study/Motion study)
pos ****

Progress (end of
7.
ogress of construction work should be compared with.. project/regular intervals)

(Construction schedule/labour schedule)

1s done for
Motion study
****

9 (increasing cost/reducing cost)

In process
charts,
ccess charts, . Symbols used tor start or
completion of
10. operation. (0)
costs which vary linearly with time.
11. The (Direct/Indirect)
the work is required to be completed earlier, the direct costs would

(increase/decrease)
ne corresponding to normal rate or work 1s called
. (Crash time/Normal time)

ANSWERS
A. Fill in the blanks
1. work done 2. owner Measurement book
5. Register of instructions
4. M.B 6. Progress reports
7. progress charts 8. analysis of progress 9. productivity
10. Direct costs 11. Crash time 12. optimum cost

State true or false

B.
1. False 2. False 3. True 4.True 5. True
6. True 7. False 8. True 9. True 10. False
11. False 12. False 13, True 14. True

C. Tick the correct answer

1. actual progress 2. Register of attendance 3. Work diary

4. contractor 6. Motion study
5. XEN
7. regular intervals 9. reducing cost
8. construction schedule
0 11. Indirect 12. Increase
13. Normal time
128 Eagle's Construction Management and AcoOunt

Review Questions
1. )What is meant by 'Control of progress ?State its purpOse
(7) What are the important methods of recording progress7 Explain ay three.

2. What do you understand by "Analysis of progress ? Explain analysis ot progress throu

operational analysis.
3. What are the main corrective actions to be taken by the site engineer keeping his head ofi
e
informed for controlling progress ?
4. () What is the diterence between
(a) Crash time and normal time
(6) Direct and indirect costs.
(i) Write a short note on cost time optimization.
5. Write short notes on the following
) Motion study
() Variation of cost with time
(ii) Process charts.