BOLCON ASSOCIATES LTD

METHODOLOGY
AND APPROACH
Scope of Works as per RFP
1. Carry out an independent monitoring (quarterly) of the progress of the
works at the zone at agreed regular intervals.
2. Identify any potential delays to the project
3. Assess adequacy of existing industrial zone and design internal utility
infrastructure
4. Review and comment on the current / proposed operational capacity of the
Zone
5. Assess the progress on the existing and proposed transportation
infrastructure linkages, distance from industrial zone and recommend
detailed plans for all upgradation and development that may be essential
for the functioning of the industrial zone at the planned efficiency levels.
6. General monitoring and evaluation of works at the Zone

Specific Approach to Project Monitoring at the Zone

A.Develop an action plan to monitor project
progress of works at the Zone
B. Identify Performance measurement metrics &
baseline and Measure performance against
performance measurement baseline
C. Analyze and evaluate data (schedule, cost,
resources) performance
D. Determine variances and corresponding
corrective action plan with plans for performing
changes.
E. Assessment of Quality Control
F. Update project documents and project
management plan
G.Monitor stakeholder communication and
engagement
H. Risk reviews, assessment and audits.
I. Real time Project Monitoring using the following
Overview of Bolcon Associates Methodology
At Bolcon Associates, our project monitoring and evaluation techniques involve using
supervision, evaluation, appraisal and feedback to ensure that a project progresses
toward its objectives and goals. As an on-going process, our monitoring approach help
determines how effectively project inputs convert into outputs. Evaluation, on the other
hand, we measure progress towards goals and objectives. These processes are carried
out by periodic assessment of performance, progress, efficiency, impact and relevance
with respect to project requirements.

Our adopted monitoring and control procedures will be used to identify the current
deviations between the actual development and the project plan, identify the causes of
deviations, generate information intended for management bodies to take corrective
measures, and prevent possible risks.

The key to effective monitoring and control is the timely measurement of the actual
results of project activities through certain instruments, to regularly (as in this project
quarterly) anticipate the necessary adjustments to the project management plan and
complete it within the set deadline. According to the our methodological documents at
Bolcon Associates, monitoring is carried out through agreed reporting procedures,
sample checks, and the establishment of special project team.

The need to engage in proposer monitoring is intended for:

 identifying current deviations between actual development of the Zone and

project plan development of the Zone;
 identifying the causes of deviations;
 informing management bodies of any deviations identified;
 assisting in eliminating deviations;
 Preventing possible risks in the future states of the observed parameters;
 Providing the basis for effective project implementation.
Specific Approach to Project Monitoring at the Zone

A. Develop an action plan to monitor project progress of

works at the Zone
Our monitoring action plan is a document that will help in tracking and assessing the
results of project implementation throughout the life of the project Zone. It is a living
document that would be referred to and updated on a regular basis.

Step 1: Identify Program Goals and Objectives

The first step to creating this action plan is to identify the project goals and objectives.

 The project outcomes

 How to solve the problem
 Processes to achieve project desired results

Step 2: Define Indicators

Once the program’s goals and objectives are defined, it is time to define indicators for
tracking progress towards achieving those goals. Program indicators will be a mix of
those that measure process, or what is being done on the project by the project team,
and those that measure outputs.

Step 3: Define Data Collection Methods and Timeline

Methods for gathering data and how often various data will be recorded to track
indicators will be defined. This would be during the kickoff meeting or any other
scheduled stakeholders meeting. These methods will have important implications for
what data collection methods will be used and how the results will be reported. The
source of monitoring data depends largely on what each indicator is trying to measure.

Step 4: Identify M&E Roles and Responsibilities

The next element of the monitoring plan is a section on roles and responsibilities. This
will decide from the early monitoring stage who will be responsible for collecting the
data for each indicator. This will be collectively done by the Independent Engineers
Team and some nominated project team members. Everyone will need to work together
to get data collected accurately and in a timely fashion.

Step 5: Create an Analysis Plan and Reporting Templates

Once all of the data have been collected, analysis will be done, review will be carried out
and reporting.
B. Identify Performance measurement metrics & baseline
and Measure performance against performance measurement
baseline

To monitor the
project and evaluate
its implementation
against the set goals,
it is necessary to use
a system of Key
performance
indicators that will
be defined in
advance or at an
early stage of project
implementation so
that data could be
correctly collected
for them.

The Project key performance Indicators to be closely monitored are:

1. Construction cost
2. Construction time
3. Defects
4. Client satisfaction (product)
5. Client satisfaction (service)
6. Profitability Productivity
7. Safety
8. Cost predictability (const.)
9. Time predictability (const.)
10. Cost predictability (design)
11. Time predictability (design)

The Performance Indicator of the Contractor to be monitored

1. Performance standard
2. Good working relationship
3. Construction method & technology
4. Labour utilisation & relaxation
5. Productivity rate
6. Safety
7. Constructability
 8. Communications and reporting
9. Cost control mechanism
10. Efficiency

Performance Indicator checklist of the Consultant (Ensuring compliance

with Industry Best Practice)
1. Team Management
2. Project interfaces
3. Coordination
4. Accountability
5. Conflicts management style
6. Communications and reporting
7. Quality control system
8. Quality assurance
9. Dispute resolution process

Baseline data

Baseline data are developed following the hierarchy of project objectives. In some cases,
it is useful to collect specific data on the beneficiaries of the project. More specific
indicators by sector or size can give a complete description of the beneficiaries and
make comparisons with previous interventions or initiatives in other areas. Baseline data
allow the setting of quantitative targets and the assessment of the likely effects (results
or impacts) of the planned actions.

Software indicators

The program indicators are input indicators, end-product indicators, performance

indicators, impact indicators.

The input indicators are linked to the allocated budget at each level of support. Financial
indicators are used to monitor the progress of financial performance (negotiating and
paying for each eligible expenditure operation).

End product indicators relate to activities (eg, road construction). They are measured in
physical or monetary units (for example, the length of roads built in kilometers, the
increase in traffic flow in relative share).

Outcome indicators represent the direct and immediate effects generated by the
project. They provide information on changes that affect the behavior of direct
beneficiaries. These indicators can also be physical (eg, reduction of travel time) or
financial (reduction of transport costs).

Performance indicators

Performance indicators measure intermediate results compared to the original

quantitative targets. They are used to measure the degree of project implementation.

Performance indicators address three main issues - efficiency, quality of management,

and financial performance. Efficiency compares what was done with what was originally
planned, i.e., and it compares the actual with the intended products, results and impacts.
Efficiency assesses how well a project is achieving its objectives. Efficiency is the ratio
between the product, the result, or the impact and the investment (resource) that is
needed to achieve it, i.e., how resources are transformed into products and results.

C. Analyze and evaluate data (schedule, cost, resources)

performance
Data analysis and evaluation will involve using software and data
to systematically evaluate patterns and generate meaningful insights.

The essential areas for data analysis and evaluation will be to achieve:

1. Speed up operations

2. Find out where you’re losing money

3. Improve accuracy

4. Advance safety measures

5. Beat your competitors

6. Subcontractor performance analytics

7. Schedule analysis and optimization

8. Getting quality data by going paperless

D. Determine variances and corresponding corrective action
plan with plans for performing changes.

Most projects have variances. Variance exist in schedule, technical, or cost deviation
from the project plan. Variances will be tracked and reported, as well as mitigated
through corrective actions. The Key two types of variance which normally receive most
of the attention:

 Cost Variance
 Schedule Variance

Calculating variances for an engineering project is an important step and requires the
definition of several variables:

 BCWS, or Budgeted Cost of Work Scheduled, is the budgeted amount for each
task at the specified point of analysis (usually today).
 BCWP, or Budgeted Cost of Work Performed, is the actual completion amount of
each task relative to the task budget.
 ACWP, or Actual Cost of Work Performed, is the actual expenditure for each task
These variances would be determined using the Variance analysis cycle and corrective
actions will be developed in line with project documents.
E. Assessment of Quality Control
Quality control of construction materials and products is an essential requirement for
obtaining imporved and uniform standard of constructin works. It has been estimated
that cost of exercising
quality control would be
1 – 2% of the total
construction cost
whereby the direct and
indirect economic return
from quality control
monitoring could be of
the order of 5 – 10
percent of the total
construction cost.

Critical Parameters to be
monitored during the project:

1. Testing procedures
2. Frequency and extent of site testing
3. Site acceptance criteria
4. Project site testing facilities
5. Rcording of test results

F. Update project documents and project management plan

Project documents will be updated with corrective action based on performance
report developed in Variance Analysis Cycle.

G. Monitor stakeholder communication and engagement

Stakeholders are vital to the success of every project. Monitoring and controlling
Stakeholder Engagement is more than just responding to concerns. It
requires, throughout the project life cycle;

 anticipating engagement requirements

  monitoring stakeholder relationships
 ensuring that the engagement plan is followed
 adopting different strategies, when needed

By Monitoring and Controlling Stakeholder Engagement, we can maintain and enhance

the efficiency and effectiveness of our engagement activities.

H. Risk reviews, assessment and audits.

Audits are an essential part of risk management. They provide the feedback loop to help
identify improvements.

A RISK-BASED APPROACH BY BOLCON ASSOCIATES

An approach that Bolcon Associates has found to be more effective is to focus on the
Construction management team system. Typically Bolcon Associates would undertake
periodic audits over the life of the project that aim to seek evidence that the
Construction management team system is implemented effectively at the construction
site as well as throughout the sub-contractor supply chain.
At the core of this approach is the desire to focus on the root causes of possible
incidents rather than the last line of defence. This concept is the well known “Swiss
cheese” model of accident causation. The prescriptive “tyre kicking” audit tends to look
at the quality of the last line of defence, e.g. the fire extinguisher, whereas the
management system audit would look at the quality of the arrangements for ensuring
that all practical means of fire prevention and protection are maintained.

Swiss Cheese model

BENEFITS

The benefits of these audits are that they:

 Focus on root causes rather than last ditch defences.

 Provide evidence that a professional approach to managing all risks is in place
throughout the project lifecycle.
 Deliver fewer but more value-adding recommendations, which reduces cost, time
and effort that may otherwise be wasted.
 Provide lasting benefits throughout the project organisation, from the principal
contractor to all sub-contractors.

Risk-based audits focus on what really matters – the risks and how effectively they are
being controlled.

I. Real time Project Monitoring using the following:

Our real time monitoring approach will be the use of Un-manned aerial vehicle for
coverage of project work area. This will be used to map the project work coverage area
and further developed into progress of work.

Real Time Project

Monitoring  Project construction supervision using Un-manned
Aerial Vehicle (UAV) – Drones
 GIS / Real time satellite imagery (7D Development)
 Real-time project control process / documentation

Real Time Project

documentation  5d Project documentation of Project geometry with
respect to Time and Project Cost.

 Project geometry include (Length, Breadth and Depth)

 4D (Cost)
 5D (Time)
BOLCON ASSOCIATES LTD

WORK PLAN
 Quarterly Work Plan (Y1 – Y3)
Year 1 Year 2 Year 3
Task Responsible
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
Site Visit and Inspection of Work
Organize site visit Project Team Leader

Collect Data - Key Performance Indicators Project Team

Monitor Civil Infrastructure works Civil Infrastructure Engineer

Monitor MEP Infrastructure works MEP Infrastructure Engineer

Drone Coverage of Zone GIS / Drone Expert
Monitor Quality Control Project Team
Enter Data Admin Officer
Analyze Data Project Team
Write Report Project Team Leader
Document Review
Review Project Documents Project Team Leader
Review Progress Reports Project Team

Review Cost / Schedule / Gantt Chart - Civil Works Civil Infrastructure Engineer

Review Cost / Schedule / Gantt - MEP Works MEP Infrastructure Engineer

Review Quality Control Processes Project Team
Review Safety Documents Project Team

Review Contract Management Documents Project Team Leader

Review Risk Reports Project Team Leader
Write Report and Recommendation Project Team Leader
Stakeholder Engagement
Orientation meeting Project Team Leader
Quarterly meetings Project Team Leader
Minutes of Meeting updates Project Team Leader
Quarterly Report
Write Report Project Team Leader
Share Report Project Team Leader
Submit Plan for Next Monitoring Visit Project Team Leader