UNIVERSITY OF CEBU MAIN CAMPUS

COLLEGE OF ENGINEERING

A Case Study Analysis for the Completion

of the Construction of Bridge and Approaches

MEMBERS:

AUXTERO, KRISHA MAE S.

MOSCA,KARL EVHANDER
ANITO, MICHELLE
ESCOL, CHRISTIAN
DANDAL, JONALD
VEGA,BENIGNO JR.
 EXECUTIVE SUMMARY

The purpose of this case study is to determine the factors that are
involved to complete the project within the given time extension and monetary
requirements.

Qualitative analysis is used in determining the important factors in

completing the project in terms of 1) pre-construction phase, 2) project
construction phase.

The Project consists of the construction of the 20-meter bridge

superstructure and elements with 9.7-meter width, 230-meter approaches that
includes slope protection, concrete pavement and wearing surface, and earth
and river works. The budgetary requirement is 10, 170, 000.00 pesos. The
Project implementation activities started May 2020 and is supposed to be
finished on November 2020. However, the project is delayed by 5 months due
to extension of time (EOT) brought about by issues such as weather
disturbances, right-of-way issues and traffic management, thus, extended until
April 2021. The Location is within Region VII of the Republic of the
Philippines.

From the assessment made by the team, the challenging factors are
being determined by interviewing the contractor as per Qualitative Analysis.

1. Slow processing of right-of-way issues by the client

2. Severe traffic problems that pose danger to public and workers
3. Extreme weather conditions that affect base preparations and
schedule of concrete pouring
4. Changes on plans and delay of its approval
5. Variation orders made
6. Unavailability of materials in the locality
7. Delay in the delivery of materials due to location of project and
suppliers
8. Flexibility of time for inspectors to visit project

Largest contributor to the delay of project is the ROW problem. The

implication that there is a lapse in coordination between contractor and the
client with regards to the issue. The Contractor should have made follow-ups
on the DPWH regarding the payment of affected structures to pace up the
process. The issue here is miscommunication and lack of coordination.
All other contributing factors to the delay can be solved through
initiative. Weather disturbances are unpredictable, but it can be mitigated
through updates from weather forecasts. Traffic issues can also be addressed
through strict implementations of traffic regulations on site, hiring experienced
traffic personnels and use of traffic signages, communication devices and
warning devices.
Material purchase should also be provided with proper
scheduling with time allowances made based on supplier capacity since
materials are to be transported from a distance.
ABSTRACT

In this case study, utilizing the qualitative data gathering and analysis
posed a great deal in helping complete construction projects.
The Project consists of the construction of the 20-meter bridge
superstructure and elements with 9.7-meter width, 230-meter approaches that
includes slope protection, concrete pavement and wearing surface, and earth
and river works. The budgetary requirement is 10, 170, 000.00 pesos. The
Project implementation activities started May 2020 and is supposed to be
finished on November 2020. However, the project is delayed by 5 months due
to extension of time (EOT) brought about by issues such as weather
disturbances, right-of-way issues and traffic management, thus, extended until
April 2021. The Location is within Region VII of the Republic of the
Philippines.
Based on individual Relative Weights, it is evident that Item 505(2)a
Grouted Riprap Class A and Item 506 Stone Masonry are the critical activities
since they hold the highest duration among all the activities (12.38%).
The second most critical activities are Item 508 Hand-laid Rock
Embankment and Item 311(1)e Portland Cement Concrete Pavement
(11.14%).
Largest contributor to the delay of project is the ROW problem.
The implication that there is a lapse in coordination between contractor and
the client with regards to the issue.
The pre-construction stage is the most important stage in a
construction project. It does not only determine possible risk but also help
minimize and eliminate the negative effects these risks may bring.
Reports are the most important tool in project management,
control and monitoring. A well-detailed report may provide a database for the
selection of the best technique in keeping the project in its time and cost
requirements.
INTRODUCTION

Ideally, construction projects should be done and accomplished in such

manner that is sustainable; does not incur unnecessary cost i.e., penalties,
damage control, etc.; and follows the required time requirement or duration.
For a successful completion of projects, it is imperative that possible risks
are being identified or pointed out because assessing these risks will definitely
give the construction team an outlook of the nature of these risks and the
consequences that these may bring. In turn, assessments made will give the
team the needed information to lessen the impacts, if not completely eradicate
them.
Utilizing the qualitative data gathering and analysis posed a great deal in
helping complete construction projects. The process includes case studies,
database from previous projects, level of experience from the key personnel
involved, and risk identification and assessment.
Each construction project is special in nature and contrasts from another
task as far as period, scope, purposes, risks, obstructions, and in
measurements. The quality of the project’s outcome, the project cost, and the
speed of work is conditioned by many factors. These imperatives, the
construction industry is continually confronting chronic issues, for example;
cost overrun, time overrun, low efficiency, low quality of development, high
development squander and so on. Construction projects are reportedly fizzling
over all the key performance measures including time, cost and quality.
In respect to confidentiality agreement with the contractor, we shall call
the Bridge and Approaches Project as “The Project”, the contractor as “The
Contractor” and the project location as “The Location”.
The Project consists of the construction of the 20-meter bridge
superstructure and elements with 9.7-meter width, 230-meter approaches that
includes slope protection, concrete pavement and wearing surface, and earth
and river works. The budgetary requirement is 10, 170, 000.00 pesos. The
Project implementation activities started May 2020 and is supposed to be
finished on November 2020. However, the project is delayed by 5 months due
to extension of time (EOT) brought about by issues such as weather
disturbances, right-of-way issues and traffic management, thus, extended until
April 2021. The Location is within Region VII of the Republic of the
Philippines.

No detours are made to separate public traffic conditions due to

unavailability of enough space and access. As a result, backfill and concreting
activities are being done per half of the project, which contributes to slowing of
progress for activities.
BACKGROUND

A project is temporary to the extent that it has a defined beginning and

end over time, and thus a defined scope and resources. It is unique in the
sense that it is not a routine operation but a specific set of operations
designed to achieve a singular purpose. Project management therefore
means the application of knowledge, skills, tools and techniques to project
activities to meet project requirements and has always been practiced in an
informal manner.
The case study that is being discussed in this paper belongs to the
Department of Public Works and Highways (DPWH). It is an infrastructure
project that is built to improve the quality of transportation in the Location.
It is, therefore, being studied and evaluated in this case study to
determine the factors that are involved to complete the project within the given
time extension and monetary requirements. In an ideal flow of project
implementation process after the planning stage, we have three stages
namely 1) pre-construction phase, 2) project construction phase and 3)
project turnover phase. However, for the purpose of focusing only on
construction phase, we have to exclude the third phase in our qualitative
analysis.
In the pre-construction phase, plans and schedule will be thoroughly
assessed to identify the risks. This is for the sole purpose of formulating
mitigating measures to minimize and eliminate the negative implications of
those risks. Pre-construction phase involves site investigation i.e. soil testing,
surveying, etc.; acquisition of necessary permits; and planning and
scheduling. Figure 1 shows the pre-construction process flow chart.

Risk Optimization
Planning and Identification of
Scheduling and Construction
Assessment Phase
Figure 1. Pre-construction Process Flow Chart

On the other hand, the construction phase or the implementation phase is

more focused on the project management, project monitoring and control.
Reports are important tools in this stage i.e. progress reports, HIRA, weather
charts and forecasting, etc. Figure 2 shows the flow process of construction
phase. Data gathered from reports will be used in investigating possible risks
in the phase which helps in coming up with effective solutions.
 Project Reporting,Control Investigation and
Management and Monitoring Solution

Figure 2. Implementation Process Flow Chart

BODY

For a construction project, it always pays to always utilize a proactive

approach in dealing with pre-construction and implementation stages.
Problems and possible complications will be determined and solved within the
precon stage.
This case study aims to foresee the problems that the project may face on
the actual construction; gathering of data for analysis, assumptions, and
predictable possible outcome.

Keys Issues and Goals

This study is only limited to its objectives as it focuses on the
construction of Bridge and Approaches specifically on how to achieve the
project efficiency and its optimization in terms of management. This may
include the following but are not limited to the installation of traffic barriers
for the safety of both the workers and the passersby, suspension of a
portion of the road for the right of way, minimizing the entire project cost
and also the successful completion of the project on due date.

Decision Criteria
` Time requirement such that the project avoids any delay in order to
accomplish the due date.

Assumptions
An attempt to establish a process of achieving goals was mention in
our project management subject. Assumptions in this project is vital for us
to meet our goals, plan ahead, and to prepare for possible problems to
encounter. The assumption is that the solution that we are about to come
up will help in the scheduling and management of the project up to its
completion.

Data Analysis

The construction process and success in the management of

infrastructure directly rely on the selection and optimization of their
components at pre design stage (Abdul-Rahman, et.al. 2006). These
optimization techniques are a useful tool in overcoming possible
complications and problems during the implementation phase.

1. Pre-construction Phase
 Risk Optimization
Planning and Identification of
Scheduling and Construction
Assessment Phase
Figure 1. Pre-construction Process Flow Chart
The items included in the program of works are presented on
Table 1 which shows the individual Relative Weight of each items.
Relative Weight is computed as individual duration divided by the total
number of days for all items multiplied by 100.

Relative Weight = (Individual Duration / Total Duration of All Items) x

100%

DURATION RELATIVE WEIGHT

ITEM NO. DESCRIPTION
(DAYS) (DAYS%)

100(4) Individual Removal trees, Large 15 3.71

101(3)b3 Removal of Actual Structures/Obstruction (PCCP) 10 2.48

101(3)c1 Removal of Actual Structures/Obstruction (ACP) 10 2.48

104(1)a Embankment from Roadway Excavation 25 6.19

104(2)a Embankment from Common Borrow 32 7.92

104(3)a Embankment from Selected Borrow 32 7.92

105(1) Subgrade Preparation (Common Material) 30 7.43

805(1) Dredging-Soils 20 4.95

200(1) Aggregate Sub-Base Course 15 3.71

300(1) Aggregate Surface Course 15 3.71

302(2) Bituminous Tack Coat, SS-1 Emulsified Asphalt 5 1.24

310(1) Bituminous Concrete Wearing Course, Hot Laid (thk. = 50mm) 5 1.24

311(1)e Portland Cement Concrete Pavement-Plain (T=280mm) 45 11.14

505(2)a Grouted Riprap, Class "A" 50 12.38

506 Stone Masonry 50 12.38

508 Hand-Laid Rock Embankment 45 11.14

TOTAL 404 100.00

Table 1. Relative Weight of Each Items

Based on individual Relative Weights, it is evident that Item 505(2)a

Grouted Riprap Class A and Item 506 Stone Masonry are the critical
activities since they hold the highest duration among all the activities
(12.38%). These activities are under the slope protection works which
 consist of the structures where the soil embankment are filled and where
the concrete pavements are constructed into. Slope Protection structures
are erected on both sides of the road and includes activities starting from
lay-outing, excavation, erection and finishing works. Excavation and lifting
equipments are hereby recommended to expedite the progress of the
activity. Traffic management is also essential since the activity is exposed
to the public.
The second most critical activities are Item 508 Hand-laid Rock
Embankment and Item 311(1)e Portland Cement Concrete Pavement
(11.14%). The Hand laid rock embankment is constructed in the river
banks to protect the bridge abutments. River conditions that are affected
by weather particularly on rainy weathers poses scheduling challenges on
the activity. Additionally, the concrete pavement which is the final and
main structure for the bridge approach is an activity that is exposed to
weather conditions, and traffic management challenges. Required
signages, traffic personnel and weather forecast and updates must be
available to help manage the activities well.

2. Implementation/ Construction Phase

Project Reporting,Control Investigation and

Management and Monitoring Solution

Figure 2. Implementation Process Flow Chart

This stage involves the actual management of the project. In this

phase, the project is thoroughly studied and attended to determine the
techniques and processes that might contribute in the successful
completion of the project. Key personnel involved in the
implementation from TOP MANAGEMENT to HELPERS are being
assessed based on work experience, skills and capabilities for better
assignment of responsibilities inside the construction site.

The Project has 16 different items or activities involved required

for its completion.
SCHEDULE OF WORKS May-20 Jun-20 Jul-20 Aug-20 Sep-20 Oct-20 Nov-20 Dec-20 Jan-21 Feb-21 Mar-21 Apr-21

DURATION RELATIVE WEIGHT

ITEM NO. DESCRIPTION
(DAYS) (DAYS%)

100(4) Individual Removal trees, Large 15 3.71

101(3)b3 Removal of Actual Structures/Obstruction (PCCP) 10 2.48

101(3)c1 Removal of Actual Structures/Obstruction (ACP) 10 2.48

104(1)a Embankment from Roadway Excavation 25 6.19

104(2)a Embankment from Common Borrow 32 7.92

104(3)a Embankment from Selected Borrow 32 7.92

105(1) Subgrade Preparation (Common Material) 30 7.43

805(1) Dredging-Soils 20 4.95

200(1) Aggregate Sub-Base Course 15 3.71

300(1) Aggregate Surface Course 15 3.71

302(2) Bituminous T ack Coat, SS-1 Emulsified Asphalt 5 1.24

310(1) Bituminous Concrete Wearing Course, Hot Laid (thk. = 50mm) 5 1.24

311(1)e Portland Cement Concrete Pavement-Plain (T=280mm) 45 11.14

505(2)a Grouted Riprap, Class "A" 50 12.38

506 Stone Masonry 50 12.38

508 Hand-Laid Rock Embankment 45 11.14

TOTAL 404 100.00

 Figure 3. Schedule of Works

The number of days required for the completion these the

activities for the Project is derived from the scheduled start date,
actual start date, scheduled finish date and actual finished date. This
is to calculate the slack in each of the activities from the finish date of
one activity to the start date of the next activity. From these
calculations, we can now determine which are the critical activities
that we have to ensure no delays are being experienced. Any amount
of delay in any of the activities that fall within the critical path will
greatly affect the overall time requirement to finish the project.
Since uncertainties are always possible in the site, it is imperative
that even small issues are addressed as they may affect in the overall
progress of the project. Factors that arise from an activity that may
contribute to the delay of its succeeding activity are determined and
solved, and problems of the activity should be addressed.
Investigations made by the Contractor shows that traffic problems
caused to the delay of the activities by up to 15%. This is because no
detours are made to separate public traffic conditions due to
unavailability of enough space and access. As a result, backfill and
concreting activities are being done per half of the project, which
contributes to slowing of progress for activities such as stone
masonry, embankment and concrete pavement construction.
However, the biggest delaying factor is the issue of right-of-way of
the residents beside the roads where the structures are built within the
project coverage. It covers up to 80% of the delay of the Project.
Monetary compensation is paid late by the legal from DPWH and as a
result, the Contractor is provided with time extension.
Weather disturbances are also a factor in the delay by 5% since
the Contractor is only provided 15 days of predetermined unfavorable
working days. Appropriate time extension is also provided.
The delay does not involve monetary and cost overruns on the
Contractor since all the delaying factors are justified. The provided
5months time extension is however the final time extension provided,
which means, no more extension will be provided.

Outcome

From the assessment made by the team, the challenging factors are
being determined by interviewing the contractor as per Qualitative
Analysis.

9. Slow processing of right-of-way issues by the client

10. Severe traffic problems that pose danger to public and workers
11. Extreme weather conditions that affect base preparations and
schedule of concrete pouring
 12. Changes on plans and delay of its approval
13. Variation orders made
14. Unavailability of materials in the locality
15. Delay in the delivery of materials due to location of project and
suppliers
16. Flexibility of time for inspectors to visit project

CONCLUSION

Largest contributor to the delay of project is the ROW problem.

The implication that there is a lapse in coordination between contractor and
the client with regards to the issue. The Contractor should have made follow-
ups on the DPWH regarding the payment of affected structures to pace up the
process. The issue here is miscommunication and lack of coordination.
All other contributing factors to the delay can be solved through
initiative. Weather disturbances are unpredictable, but it can be mitigated
through updates from weather forecasts. Traffic issues can also be addressed
through strict implementations of traffic regulations on site, hiring experienced
traffic personnels and use of traffic signages, communication devices and
warning devices.
Material purchase should also be provided with proper
scheduling with time allowances made based on supplier capacity since
materials are to be transported from a distance.
The pre-construction stage is the most important stage in a
construction project. Nothing beats a prepared team. That is why it is a must
that all projects should have precon activities. It does not only determine
possible risk but also help minimize and eliminate the negative effects these
risks may bring.
Reports are the most important tool in project management,
control and monitoring. A well-detailed report may provide a database for the
selection of the best technique in keeping the project in its time and cost
requirements.
REFERENCES

https://scad.gov.ph/build-build-build/

https://www.pmi.org/about/learn-about-pmi/what-is-project-management

https://www.apm.org.uk/resources/what-is-project-management/

www.informaticsjournals.com/index.php/mvpjes/index.

www. ppiaf.org/sites/ppiaf.org/files/documents/toolkits/highwaystoolkit/6/pdf-
version/3-12-3.pdf

www.en.wikipedia.org/wiki/Transportation_in_the_Philippines

Abdul-Rahman, H, Berawi, A.R., Othman, M., “Delay Mitigation in the

Malaysian Construction Industry”, Journal of Construction Engineering and
Management ASCE, Vol. 132, No. 2, pp. 125–133, 2006.