Title:: Institution Name

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Institution Name ባህርዳርፖሊቴክኒክኮሌጅ BAHIRDARPOLYTECHNICCOLLEGE

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Title: On-Site Road Construction and Maintenance Management Level IV Module 03
B0
SECTOR: ECONOMMIC INFRASTRUCTURE

SUB-SECTOR: ROAD CONSTRUCTION
TVET PROGRAM TITLE: On-Site Road Construction and
Maintenance Management Level IV
UNIT OF COMPETENCY: Manage On-Site Road Construction
MODULE TITLE: Managing On-Site Road Construction
MODULE CODE: CON RSC4 M03 0911
PROGRAM: REGULAR AND EXTENSION
LEARNING GUID #3
COMPLIED BY MESERET TESFA
07/02/ 2013E.C
BAHIRDAR
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LO 1: manage constraints
1.1 Handling Constraints that affect the construction processes
Information Sheet-1 organization work specifications and requirements. this is
performance criteria on OS or content in curriculum)
1.1.1 Constraints of the construction processes organization
What is a constraint in construction?
Introduction
A constraint is a condition, agency or force that impedes progress towards an objective or goal.
There are a number of different types of constraint that can affect construction projects.
Constraints should be identified, and described in as much detail as possible during the early stages
of a project, so that awareness of them and their potential impact can be managed. This includes
understanding the dynamics of the project and how different constraints interrelate, as well as being
clear about any potential risks and who is responsible for them.
What are the sources of constraints?

There are political, economic, social and cultural constraints on the freedom of individuals.
Economic disparity, social norms, political participation serve as constraints on freedom.
Restrictions on the freedom of individuals may come from external control. Such restrictions may
be imposed by the govt.
How do you manage project constraints?
To manage the project constraints it is important to understand the uniqueness of the project WBS
(Work breakdown structure. One should create a separate WBS for each project and should
stay away from the easier path of creating a WBS from a template. The WBS has to be fine-tuned
based on past experience and done right.
Why do we need constraints?

Constraints are necessary to develop respect for the views and beliefs of others. It is necessary for
the creation of a society. Absence of constraint would lead to the imposition of beliefs and ideas of
stronger groups eventually leading to conflict. Constraints are required to control violence and
settle disputes.
Design constraints
Design constraints are factors that limit the range of potential design solutions that can be adopted.
In the early stage of a project only some of these constraints may be known, while others become
apparent as the design progresses.
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Design constraints may be inherent in the type of building required, or the site, or they may be

imposed by the client or a third party.
Design constraints could include (among many others):
 Available technology, skills, plant, materials, labor and so on.
 The budget.
 Specific performance requirements.
 Site form, boundaries, conditions and neighboring properties.
 Site access, rights of way, rights to light and so on.
 Local infrastructure.
 Planning and building regulations restrictions.
 Completion date.
 Local climatic conditions.
It is often argued that design constraints are actually helpful in the development of a design, as they

limit the number of feasible options and point towards an obvious solution. In the absence of
an constraints at all, it can be difficult to know where to start, or to justify developing one particular
solution in preference to others.
Technical constraints
Technical constraints generally refer to the processes involved in completing construction activities,

and are often based on the practicality of building methods and standards. For example, in
constructing a foundation, the site must be leveled before excavation can take place;
then formwork and reinforcement can be placed before concrete is poured. Each task must be
completed before the next can begin; therefore each task acts as a constraint on the next task. Other
technical constrains may relate to construction tolerances, space required for builders work,
available storage or handling areas, site access routes, co-ordination of services and so on.
Economic constraints
Economic constraints relate to the project budget and the allocation of resources. If the budgetis

inadequate, or is allocated inappropriately, then it can have a negative impact on the success of
the project in terms of quality, safety, functionality and performance.
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Construction projects are generally a balance between time, cost and quality. A change in one will

impact on the other two. Wider economic constraints may also apply, such as the availability of a
local workforce, the level of competition between consultants, contractors and other suppliers, rules
on taxation and so on.
Management constraints
These can include particular shift patterns, overtime requirements, resource allocation
between projects , safety procedures, working practices, environmental and social policies, and
agreements with unions and so on.
Legal constraints
Legal constraints refer to the many regulations that the activities and practices on a construction

project must comply with. These most commonly relate to employment law, safety
requirements, planning and building regulations requirements, environmental requirements, and so
on. Complying with legal requirements can be very time consuming and requires a thorough
understanding of complex, often bureaucratic procedures. However, failure to comply can have a
considerable negative impact on a project, both in terms of delay, financial penalties, remedial
works and even possible criminal proceedings.
Time constraints
These include key dates on the project schedule or project milestones. Conforming with these dates

is generally very important in terms of the overall project completion date, and penalties may be
applied for failure to meet agreed dates. However, where there are delays that are not
the contractor's fault, they may be granted an extension of time, pushing agreed dates back.
See extension of time for more information. Contracts can specify the earliest date on which a task
should be completed (‘no earlier than’); the date by which a task should be completed (‘no later
than’); and the exact date on which a task must be completed (‘on this date’). Phased projects may
include multiple start and completion dates.
Environmental constraints
Environmental constraints include limiting factors concerning:
 The use of sustainable or hazardous materials.

 Energy consumption and carbon emissions
 Air, water or ground pollution or contamination.
 Waste and water management.
 Noise, vibration, and dust.
 Traffic and transport.
 Preservation of ecology.
 Resilience to climate change.
 Design for deconstruction and disposal.
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These can often overlap with legal constraints, but additional requirements may be set out
in client environmental policies.
Social constraints
Social constraints include factors that may arise as a result of wider interest in or opposition to

a project. Public concern and media pressure can often impose greater scrutiny and
tighter constraints on a project, and can sometimes result in major alterations to the original plans.
See stakeholders and consultation process for more information.
Third parties
Not every aspect of a project is within the direct control of the client or their project team.
Every project is dependent to some extent on third parties. It is important that these third party
dependencies are identified and that their potential impacts are understood, quantified and managed.
Third party dependencies may include; central and local government, neighbors, other
dependent projects, unions, statutory authorities, statutory undertakers, the supply market and so on.
Constraint
Constraints represent a control process that ensures the work meets the requirements of the project
and the owner. They have workflow and as such would have responsibility, time and status
attributes which make them schedulable and can participate in the critical path of construction.
They are typically applied to one or more dimensions.
Constraints are often represented by one or more documents. The creation, submission,
acknowledgement and acceptance of the documents are the workflow of the constraint. A
constraint workflow has duration and may have one or more defined steps. Each step would have a
responsible party, time and status. All steps would be performed in series so the entire duration of
the constraint would be a sum of each step duration. A constraint could have multiple cycles of
steps from start to completion.
There are three different types of constraints:
1. Start Constraints,
2. Completion Constraints and
3. Acceptance Constraints.
Start Constraints – Requirements that must be satisfied prior to the installation of a work item.
Examples of start constraints are:
 Drawing
 Specification
 Addenda
 Requests For Interpretation
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 Bid
 Proposal
 Agreement
 Notice To Proceed
 Architectural Supplemental Instruction
 Construction Change Directive
 Change Order
 Product Data
 Coordination Drawing
 Material Certificate
 Installer Certificate
 Samples & Mockup
 Pre-construction and Pre-installation conference
 Fabrication
 Delivery
Start constraints consist of contract documents, quality assurance documents and pre-construction
activities. They typically have preparation, submission and approval workflow steps. Each may be
a single document or consist of a package of documents that for the purposes of workflow are
treated as one. Some start constraints are more or less an event that when complete are
documented. Any constraint that represents a transfer of responsibility, such as a bid, proposal,
agreement, change order or bill would have at least three specific properties: “Contract”,
“Contractor” and “Amount”.
Completion Constraints – Requirements that must be satisfied as a part of the execution and
completion of a work item prior to successive dependent work items starting. Examples of
completion constraints are:
 Tests and Inspections

 Certifications
 Field Observations
 Environmental Conditions
 Non-Compliance / Deficiency Items
 Occupancy Permits
 Sign-offs
Completion constraints are for the most part quality control requirements that are scheduled events
which may have one or more approvals to complete the requirement. They are undertaken by the
general contractor, architect and governing authorities to ensure the work is installed as per the
contract documents, applicable laws and regulations.
Before a work item can start, the party performing the work must assert that the portion of the
project that he is building upon is suitable for his work to begin. A sign-off is a way of noting the
completeness and suitability of a work item so that follow-on work can start. This is not to be
considered “Acceptance” of the work item – that can only be done by the owner via an acceptance
constraint. The sign-off only represents that upon observation of the prior work condition and to
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the best of the parties knowledge, the prior work is suitable for his work to start. The date of sign-
off by all down-stream parties represents the actual completion date of the work item.
Acceptance Constraints – Requirements that must be satisfied prior to final acceptance and
payment of the work item. Examples of acceptance constraints are:
 Request for Payment

 Certificates of Substantial Completion
 Corrective Items (List Items)
 Warranties
 Operations & Maintenance Manuals
 Spare Parts
 Startup Demonstrations
 Certificate of Payment
 Certificate of Final Completion
Acceptance constraints are mostly about the contract taking ownership of the work. This is the
stage when the contractor is finalizing any requirements necessary for the owner to take full
occupancy and control of the building. In most construction contracts the architect certifies that the
work was installed as per the contract documents and that the contractor is due final payment.
Request for Payment is the constraint that represents the transfer of responsibility of a work item
back to the general contractor and signals the beginning of the closeout of a work item. By
approving a request for payment the general contractor is acknowledging the work item is at a state
of substantial completion and is ready for acceptance by the owner.
Documents that represent the actual acceptance date of a work item. The owner / architect have
acknowledged the work item to be complete and conform to the contract documents. The only
exception is for any specifically enumerated items to complete or any warranty issues. The
certificate of final completion establishes that the work items are 100% complete with nothing
outstanding. This document would normally be issues at the project level and represents the close
date of the project.
Information Sheet-2 1.2 identifying and managing Standard specifications incompatible

with site constraints or other considerations in accordance with
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contract document.(this is performance criteria on OS or content in

curriculum)
1.2.1 Site constraints or other considerations in accordance with contract document
Contract Types
You should know a little bit about the major kinds of contracts available to you (the client) so that
you choose the one that creates the most fair and workable deal for you and the contractor. Some
contracts are fixed price: no matter how much time or effort goes into them, the client always pay
the same. In Figure 13.1 the cost to the client stays the same, but as more effort is exerted the profit
to the contractor goes down. Some are cost reimbursable also called cost plus.
Fixed-Price Contracts
The fixed-price contract is a legal agreement between the project organization and an entity (person
or company) to provide goods or services to the project at an agreed-on price. The contract usually
details the quality of the goods or services, the timing needed to support the project, and the price
for delivering goods or services. There are several variations of the fixed-price contract. For
commodities and goods and services where the scope of work is very clear and not likely to change,
the fixed-price contract offers a predictable cost.
Cost-Reimbursable Contracts
In a cost-reimbursable contract, the organization agrees to pay the contractor for the cost of
performing the service or providing the goods. Cost-reimbursable contracts are also known as cost-
plus contracts. Cost-reimbursable contracts are most often used when the scope of work or the costs
for performing the work are not well known.
A cost-reimbursable contract with a fixed fee provides the contractor with a fee, or profit amount
that is determined at the beginning of the contract and does not change.
 A cost-reimbursable contract with a percentage fee pays the contractor for costs plus a percentage
of the costs, such as 5% of total allowable costs. The contractor is reimbursed for allowable costs
and is paid a fee.
 A cost-reimbursable contract with an incentive fee is used to encourage performance in areas
critical to the project. Often the contract attempts to motivate contractors to save or reduce project
costs. The use of the cost reimbursable contract with an incentive fee is one way to motivate cost-
reduction behaviors.
 A cost-reimbursable contract with award fee reimburses the contractor for all allowable costs plus a
fee that is based on performance criteria. The fee is typically based on goals or objectives that are
more subjective.
Progress Payments and Change Management
Vendors and suppliers usually require payments during the life of the contract. On contracts that
last several months, the contractor will incur significant cost and will want the project to pay for
these costs as early as possible. Rather than wait until the end of the contract, a schedule of
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payments is typically developed as part of the contract and is connected to the completion of a
defined amount of work or project milestones.
Procurement Process
The project procurement cycle reflects the procurement activities from the decision to purchase the
material or service through to the payment of bills and closing of procurement contracts.
Procurement Plan
After the decision has been made to purchase goods or outsource services, the procurement team
develops a plan that includes the following:
 Selecting the appropriate relationships and contract approaches for each type of purchased goods or
outsourced service
 Preparing requests for quotes (RFQs) and requests for proposals (RFPs) and evaluating partnership
opportunities
 Evaluating RFQs, RFPs, and partnerships
 Awarding and signing contracts
 Managing quality and timely performance
 Managing contract changes
 Closing contracts
Depending on the complexity level of the project, each of these steps can take either hours or
sometimes weeks of work to complete.
Selecting the Contract Approach
The technical teams typically develop a description of the work that will be outsourced. From this
information, the project management team answers the following questions:
 Is the required work or materials a commodity, customized product or service, or unique skill or
relationship?
 What type of relationship is needed: supplier, or partnership?
 How should the supplier, vendor, or potential partner be approached: RFQ, RFP, or personal
contact?
 How well known is the scope of work?
 What are the risks and which party should assume which types of risk?
 Does the procurement of the service or goods affect activities on the project schedule’s critical path
and how much float is there on those activities?
 How important is it to be sure of the cost in advance?
Soliciting Bids
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A solicitation is the process of requesting a price and supporting information from bidders. The
solicitation usually takes the form of either an RFQ or an RFP. Partnerships are pursued and
established differently on a case-by-case basis by senior management.
Qualifying Bidders
Potential bidders are people or organizations capable of providing the materials or performing the
work required for the project. On smaller, less complex projects, the parent company typically has a
list of suppliers and vendors that have successfully provided goods and services in the past, and the
project has access to the performance record of companies on that list. On unique projects, where
no supplier lists exist, the project team develops a list of potential suppliers and then qualifies them
to become eligible to bid on project work. Eligible bidders are placed on the bidders list and
provided with a schedule of when work on the project will be put out for bid.
Request for Quote
An RFQ focuses on price. The type of materials or service is well defined and can be obtained from
several sources. The bidder that can meet the project quality and schedule requirements usually
wins the contract by quoting the lowest price.
Request for Proposal
An RFP accounts for price but focuses on meeting the project quality or schedule requirements. The
process of developing a proposal in response to an RFP can be very expensive for the bidder, and
the project team should not issue an RFP to a company that is not eligible to win the bid.
Evaluating Bids
Evaluation of bids in response to RFQs for commodity items and services is heavily graded for
price. In most cases, the lowest total price will win the contract. The total price will include the
costs of the goods or services, any shipping or delivery costs, the value of any warranties, and any
additional service that adds value to the project.
Awarding the Contract
After the project team has selected the bidder that provides the best value for the project, a project
representative validates all conditions of the bid and the contract with the potential contractor. Less
complex awards, like contracts for printed materials, require a reading and signing of the contract to
ensure that the supplier understands the contract terms and requirements of the project schedule.
Managing the Contracts
The contract type determines the level of effort and the skills needed to manage the contract. The
manager of supplier contracts develops detailed specifications and ensures compliance with these
specifications. The manager of vendor contracts ensures that the contractors bidding on the work
have the skills and capacity to accomplish the work according to the project schedule and tracks the
vendor’s performance against the project needs, supplying support and direction when needed. The
manager of partnering arrangements develops alignment around common goals and work processes.
Each of these approaches requires different skills and various degrees of effort.
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Logistics and Expediting
Equipment and materials that are purchased for use on the project must be transported, inventoried,
warehoused, and often secured. This area of expertise is called logistics. The logistics for the
project can be managed by the project team or can be included in the RFP or RFQ. On international
projects, materials may be imported, and the procurement team manages the customs process. On
smaller projects, the logistical function is often provided by the parent company. On larger projects,
these activities are typically contracted to companies that specialize in logistical services. On larger,
more complex projects, the procurement team will include logistical expertise.
Productivity in the Construction Industry
Because of the diversity of the construction industry, a single index for the entire industry is neither
meaningful nor reliable. Productivity indices may be developed for major segments of the
construction industry nationwide if reliable statistical data can be obtained for separate industrial
segments. For this general type of productivity measure, it is more convenient to express labor
productivity as constant dollars per labor hours since dollar values are more easily aggregated from
a large amount of data collected from different sources. The use of constant dollars allows
meaningful approximations of the changes in construction output from one year to another when
price deflators are applied to current dollars to obtain the corresponding values in constant dollars.
However, since most construction price deflators are obtained from a combination of price indices
for material and labor inputs, they reflect only the change of price levels and do not capture any
savings arising from improved labor productivity. Such deflators tend to overstate increases in
construction costs over a long period of time, and consequently understate the physical volume or
value of construction work in years subsequent to the base year for the indices.
Factors Affecting Job-Site Productivity
Job-site productivity is influenced by many factors which can be characterized either as labor
characteristics, project work conditions or as non-productive activities. The labor characteristics
include:
 age, skill and experience of workforce

 leadership and motivation of workforce
The project work conditions include among other factors:
 Job size and complexity.

 Job site accessibility.
 Labor availability.
 Equipment utilization.
 Contractual agreements.
 Local climate.
 Local cultural characteristics, particularly in foreign operations.
The non-productive activities associated with a project may or may not be paid by the owner, but
they nevertheless take up potential labor resources which can otherwise be directed to the project.
The non-productive activities include among other factors:
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 Indirect labor required to maintain the progress of the project

 Rework for correcting unsatisfactory work
 Temporary work stoppage due to inclement weather or material shortage
 Time off for union activities
 Absentee time, including late start and early quits
 Non-working holidays
 Strikes
Each category of factors affects the productive labor available to a project as well as the on-site
labor efficiency.
Labor Characteristics
Performance analysis is a common tool for assessing worker quality and contribution. Factors that
might be evaluated include:
 Quality of Work - caliber of work produced or accomplished.

 Quantity of Work - volume of acceptable work
 Job Knowledge - demonstrated knowledge of requirements, methods, techniques and skills involved
in doing the job and in applying these to increase productivity.
 Related Work Knowledge - knowledge of effects of work upon other areas and knowledge of related
areas which have influence on assigned work.
 Judgment - soundness of conclusions, decisions and actions.
 Initiative - ability to take effective action without being told.
 Resource Utilization - ability to delineate project needs and locate, plan and effectively use all
resources available.
 Dependability - reliability in assuming and carrying out commitments and obligations.
 Analytical Ability - effectiveness in thinking through a problem and reaching sound conclusions.
 Communicative Ability - effectiveness in using orgal and written communications and in keeping
subordinates, associates, superiors and others adequately informed.
 Interpersonal Skills - effectiveness in relating in an appropriate and productive manner to others.
 Ability to Work Under Pressure - ability to meet tight deadlines and adapt to changes.
 Security Sensitivity - ability to handle confidential information appropriately and to exercise care in
safeguarding sensitive information.
 Safety Consciousness - has knowledge of good safety practices and demonstrates awareness of own
personal safety and the safety of others.
 Profit and Cost Sensitivity - ability to seek out, generate and implement profit-making ideas.
 Planning Effectiveness - ability to anticipate needs, forecast conditions, set goals and standards, plan
and schedule work and measure results.
 Leadership - ability to develop in others the willingness and desire to work towards common
objectives.
 Delegating - effectiveness in delegating work appropriately.
Labor Relations in Construction
The market demand in construction fluctuates greatly, often within short periods and with uneven
distributions among geographical regions. Even when the volume of construction is relatively
steady, some types of work may decline in importance while other types gain. Under an unstable
economic environment, employers in the construction industry place great value on flexibility in
hiring and laying off workers as their volumes of work wax and wane. On the other hand,
construction workers sense their insecurity under such circumstances and attempt to limit the
impacts of changing economic conditions through labor organizations.
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Materials Management
Materials management is an important element in project planning and control. Materials represent
a major expense in construction, so minimizing procurement or purchase costs presents important
opportunities for reducing costs. Poor materials management can also result in large and avoidable
costs during construction. First, if materials are purchased early, capital may be tied up and interest
charges incurred on the excess inventory of materials. Even worse, materials may deteriorate during
storage or be stolen unless special care is taken. For example, electrical equipment often must be
stored in waterproof locations. Second, delays and extra expenses may be incurred if materials
required for particular activities are not available. Accordingly, insuring a timely flow of material is
an important concern of project managers.
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1.3. Describing Factors affecting selection of resources in terms of

Information Sheet-3 constraints handling. ( this is performance criteria on OS or content in
curriculum)
1.3.1 Factors affecting selection of resources CONSTRAINTS
Resource constraints play an important role in Indian construction projects. Effective resource management
is a prerequisite for project success. This paper aims to identify the factors affecting resource scheduling in
Indian construction projects, in the private and public sectors. From an extensive literature survey and based
on experts’ opinion, thirty three factors affecting resource scheduling were identified. For the quantitative
confirmation of the effectiveness of factors affecting resource scheduling during the construction stage of a
project, a questionnaire survey was conducted with construction professionals like clients, consultants and
contractors. Subsequently, the collected data was analyzed, using the factor analysis method. The factor
analysis was employed to group the factors under the principal factors, which were extracted into seven
factors: Lack of equipment and manpower managerial incompetence, financial deficiencies, improper
resource allocation, difficulties in special materials, improper construction and personnel management, lack
of awareness and lack of mobilization. This paper recommends some critical factors to be considered during
the resource scheduling process to minimize the construction time overrun.
Managing Resources in Living Order
The most detailed schedules and budgets in the world are useless if you don’t have the people,
equipment, facilities, and other resources you need, when you need them. In reality, the schedule is
only determined after the resources have been assigned. In other words, until you have assigned and
committed resources, your project schedule and budget are not fully realized. They are based on
assumptions, which are a huge source of uncertainty. This is especially true in the IT world, where
productivity can vary so much from one person to another. You can’t really have a clear idea of
how fast your team can work until you know who’s on the team.
That’s why understanding the principles of resource allocation is so essential to successful project
management. Most definitions of “resource allocation” describe it as something that takes place on
the organization level, as in the following: “Resource allocation is the process of assigning and
managing assets in a manner that supports an organization’s strategic goals”. On the project level,
resource allocation still involves making choices that support the organization’s strategic goals, but
you also have to factor in your project’s more specific goals. In all cases, resource allocation (or
resource management as it is sometimes called) includes “managing tangible assets such as
hardware to make the best use of softer assets such as human capital. Resource allocation involves
balancing competing needs and priorities and determining the most effective course of action in
order to maximize the effective use of limited resources and gain the best return on investment”.
Factors affecting job-layout
There are mainly three factors affect the job-layout for almost all civil engineering works and must
be considered before any layout for any construction work is prepared. These are;
1 Nature and type of work

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2 Site condition
3 Method used for execution of work.
Every job has its peculiar method of construction depending upon its type; nature and size.
Construction of building, bridge and canal will need altogether different layout. Use of machineries
on big projects also affects a lot its job-layout. The site condition also affects a lot on job-layout. In
cities, for building construction in narrow streets hardly spaces are either to store material or for
working of labor. Hence many times pump crate concrete is used for reinforced concrete frame
construction.
Methods of execution of works
Almost all the civil engineering works are executed by either of the following systems;
1 Employing daily labor
2 Contract system
In the first case, materials are supplied by the owner, and owner himself arranges labor on daily
wages and gets the work executed through them. Payments either weekly or daily made by owner.
Managing Resource Constraints through Critical Chain Project Management (CCPM)

critical chain project management CCPM Perhaps, managing resource constraints within projects is
one of most intricate tasks that project managers have to deal with. Fortunately there is the Critical
Chain Project Management (CCPM) methodology that lets cope with that task by allowing project
managers to track aggressive schedules and managing highly skilled and high-price resources.
While a project manager has to concentrate on the project’s critical path and manage restricted
resources, the CCPM methodology lets get a big picture view of the implementation process
through providing the manager with solutions for planning and managing the critical chain of
resources. Critical Chain Project Management makes it possible to undertake a special optimization
process that combines the task-dependent critical path with the resource-dependent tasks that have
an impact on the completion date. Let’s view the key steps of the CCPM process for managing
resource constraints within projects
CCPM Process
In simple terms, Critical Chain Project Management is a structured process for planning, designing
and controlling a project schedule considering available project resources. If looking at the CCPM
process at a higher level, it includes the following steps:
Reducing the number of individual tasks assigned to each team member.
Leveraging project resources to remove any resource contentions.
Managing resource constraints through limiting or eliminating multitasking.
Scheduling independent tasks that have no predecessors at a later time/date – this will let focus on
critical tasks.
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Encouraging teams in completing the tasks as quickly as possible – this can be done through
focusing the people on the importance of start times and aggressive task completion (rather than due
dates).
Creating a project buffer for dependent tasks to determine a portion of the safety margin time that
that protects the project from missing the scheduled end dates and deadlines.
Creating a capacity buffer that determines on-call project resources available to avoid delays due to
unforeseen issues happened with the project budget.
Creating a resource buffer that determines limits of the critical resource chain.
Managing all the buffers of the project to maintain preventive and corrective actions.
Through following Critical Chain Project Management concepts it becomes easier to manage both
single-project and multi-project environments. The key steps of the CCPM process can be applied
to shared projects. Managing resource constraints in multi-project environments is based on the
completion date of each individual project for while the overall completion schedule for all the
projects there should be visibility to resource conflicts that make a true picture of the overall project
management environment.
1.4. using Relevant information manage the work.( this is performance

Information Sheet-4
criteria on OS or content in curriculum)
1.4.1 Relevant information manage road construction the work
Organization and Use of Project Information

14.1 Types of Project Information
Construction projects inevitably generate enormous and complex sets of information. Effectively
managing this bulk of information to insure its availability and accuracy is an important managerial
task. Poor or missing information can readily lead to project delays, uneconomical decisions, or
even the complete failure of the desired facility. Pity the owner and project manager who suddenly
discover on the expected delivery date that important facility components have not yet been
fabricated and cannot be delivered for six months! With better information, the problem could have
been identified earlier, so that alternative suppliers might have been located or schedules arranged.
Both project design and control are crucially dependent upon accurate and timely information, as
well as the ability to use this information effectively. At the same time, too much unorganized
information presented to managers can result in confusion and paralysis of decision making.
As a project proceeds, the types and extent of the information used by the various organizations
involved will change. A listing of the most important information sets would include:
 cash flow and procurement accounts for each organization,

 intermediate analysis results during planning and design,
 design documents, including drawings and specifications,
 construction schedules and cost estimates,
 quality control and assurance records,
 chronological files of project correspondence and memorandum,
 construction field activity and inspection logs,
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 Legal contracts and regulatory documents.
Some of these sets of information evolve as the project proceeds. The financial account of payments
over the entire course of the project is an example of overall growth. The passage of time results in
steady additions in these accounts, whereas the addition of a new actor such as a contractor leads to
a sudden jump in the number of accounts. Some information sets are important at one stage of the
process but may then be ignored. Common examples include planning or structural analysis
databases which are not ordinarily used during construction or operation. However, it may be
necessary at later stages in the project to re-do analyses to consider desired changes. In this case,
archival information storage and retrieval become important. Even after the completion of
construction, an historical record may be important for use during operation, to assess
responsibilities in case of facility failures or for planning similar projects elsewhere.
The control and flow of information is also important for collaborative work environments, where
many professionals are working on different aspects of a project and sharing information.
Collaborative work environments provide facilities for sharing data files, tracing decisions, and
communication via electronic mail or video conferencing. The data stores in these collaborative
work environments may become very large.
Based on several construction projects, estimated the following average figures for a typical project
data:
 Number of participants (companies) (including all suppliers and sub-sub-contractors)

 Number of participants (individuals)
 Number of different types of documents generated
 Number of pages of documents
 Number of project documents
 Number of drawers filing cabinets
While there may be substantial costs due to inaccurate or missing information, there are also
significant costs associated with the generation, storage, transfer, retrieval and other manipulation
of information. In addition to the costs of clerical work and providing aids such as computers, the
organization and review of information command an inordinate amount of the attention of project
managers, which may be the scarcest resource on any construction project. It is useful, therefore, to
understand the scope and alternatives for organizing project information.
Construction activity documentation

Project meetings take place at scheduled intervals to discuss the progress on the
construction site and any concerns or issues. The discussion and any decisions made at the
meeting must be documented.
Diaries, logs, and daily field reports keep track of the daily activities on a job site each day.
 Diaries: Each member of the project team is expected to keep a project diary. The diary
contains summaries of the day's events in the member's own words. They are used to
keep track of any daily work activity, conversations, observations, or any other relevant
information regarding the construction activities. Diaries can be referred to when disputes
arise and a diary happens to contain information connected with the disagreement. Diaries
that are hand written can be used as evidence in court.
 Logs: Logs keep track of the regular activities on the job site such as phone logs,
transmittal logs, delivery logs, and RFI (Request for Information) logs.
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 Daily field reports: Daily field reports are a more formal way of recording information
on the job site. They contain information that includes the day's activities, temperature
and weather conditions, delivered equipment or materials, visitors on the site, and
equipment used that day.
 Road construction law: At the very least, a land development plan should be available in the
case of congested urban areas, which allows for building on the plot concerned.
 Town planning: While the urban planning authority’s desires may not necessarily be binding
for later planning, it is nonetheless important to know for the later process just along what lines
those in charge of this area do actually think. This, primarily, is about incorporating a new
project into its environment.
 Infrastructure: For large projects, it is urgently recommended to have a traffic report done by a
qualified firm prior to the actual beginning of planning. Adequate access to energy and water
for the building area, as well as to availability of disposal options, is a further important
component of the infrastructure.
 Ground water level, catchment area: Nowadays, ground water level is a decisive factor for
the development potential of a plot in the basement areas, for instance underground garage, and
control room and storage area. Building or laying foundations, when it is done in ground water,
causes significant additional costs, meaning that prior to buying the plot one needs to attempt to
find out ground water leve

 l in the plot area from the authorities.

 Environmental stipulations: Environmental protection agencies, in essence, contribute the
following factors to the development process:
– Preservation of air exchange corridors
– Reduction of emissions
– Protection of water bodies
– Tree protection
– Avoiding final covers.
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LO 2: confirm construction
requirements
2.1 Confirming Specific requirements for performance-based contracts in
Information Sheet-1
accordance with contract document. this is performance criteria on OS or
content in curriculum)
1.1.1 Specific requirements for performance-based contracts
Introduction
What Is a Contract?
A contract is an agreement between two or more parties that is legally enforceable. There are
certain requirements that should be present in all contracts.
Contracts are made by a variety of agencies, and there are several different types of contracts
depending on the need.
The terms “contract management” and “contract administration” are often used synonymously.
However, “contract management” is commonly understood as a broader and more strategic concept
that covers the whole procurement cycle including planning, formation, execution, administration
and close out of a contract and goes beyond the day to day “administrative” activities in the
procurement cycle. Because it is difficult to draw the line between the two terms and because the
majority of the UN organizations commonly use “contract management” when describing the
contract administration phase, “contract management” will be used in this Unit.
The stages of contract management are intended to ensure that the parties work together to achieve
the objectives of the contract. Contract management is based on the idea that the contract is an
agreement, a partnership with rights and obligations that must be met by both sides to achieve the
goal. Contract management is aimed not at finding fault, but rather at identifying problems and
finding solutions together with all contracting parties involved.
Performance-Based Contracting (PBC) is widely accepted as a useful tool. It is believed that

the use of PBC can assist the efficient utilization of the public resources. The objective of
this research is to assess the extent of PBC application and the obstacles to applying it in the
public procurement systems of developing countries. Interviews and factual analysis of
procurement guidelines and contracts are used to collect data for this research. The analysis
results indicate that the majority of public organizations have not yet used PBC even though
it is allowed by the law. This is due partly to lack of clarity in the procurement laws and lack
of capacity to use PBC.
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The road maintenance and construction practice of ERA is predominantly based on the
conventional method of quantity and unit rate based contracts by which several works are planned
and carried out. The government has faced problems in maintaining the serviceability of road
infrastructure systems by using these traditional methods of contracting. However, in recent years
other alternative contracting methods are attempted including output and performance based road
contracting (OPRC) in the Ethiopian road sector. These types of procurement methods have a
substantial success records in many developed and developing countries. Nonetheless, taking the
long term nature of the contract into account, OPRC projects require careful planning and capacity
from the contracting authority and the contractor to implement it successfully.
The types of contracts are as follows:
1. Supplies Contract: Refers to the physical products, articles or equipment as described in the
contract, that are to be supplied to the Procuring Entity. It involves delivery of the items and
transfer of ownership from the supplier to the Procuring Entity. In some cases, it may involve
the items being installed and connected to utility services (water, gas, electricity) of the PE, or
being tested and issued with a test
certificate.
2. Service Contract: Refers to the provision of services to the Procuring Entity that facilitates, or
creates change. It may be the provision of services (security guards, cleaning, pest control, etc.)
or the provision of professional services or advice (consultancy services, creative/artistic
services) to the Procuring Entity, through the provision of skills or knowledge based services.
Some consultancy, professional, advisory, or artistic services may be difficult to measure in real
quantifiable terms, as they can often be intangible or creative services.
3. Works Contract: Involves the physical construction, e.g. a new school, or road, or hospital
extension; or the demolition of a physical structure such as a dangerous building. Alternatively,
it may be the refurbishment/rehabilitation of a building such as old offices or school premises.
Contracting process
A contracting process is a series of tasks and activities, defined differently by each individual
company. Even though each business defines their processes differently, there are certain steps
generally included in a normal contracting process.
1. Understand the need or problem that the contracting process exists to resolve
2. Complete research and establish requirements. This may include specifications, drawings,
statements, or documents.
3. A list of potential qualified suppliers is identified and pre-qualification is completed to determine
which of those suppliers are best suited to do the work needed.
4. A contracting approach is determined based on the situation and contract documents are prepared.
This may include specifications, terms and conditions, or requirements.
5. The final cost and terms are negotiated and the contract is reviewed and finalized.
6. Management of the final product through delivery, administration, and performance
7. Manage any changes and resolve disputes
8. Manage the close of the contract
9. Handle and negotiate any claims or warranties. Prepare for litigation if necessary
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Contract Management
A contract is a very important aspect of a business relationship between the parties involved. The
contracting process is a major part of determining the success of the arrangement.
The role of the contract is becoming more important as businesses are looking to gain efficiency
and productivity without increasing the amount of employees they have.
As contracts become more commonplace, it is important for businesses to consider that they should
always save time, and not add extra work. The best way to avoid the pitfall of the contracting
process becoming a time-waster is to automate the process as much as possible.
Contract management, or contract administration, are the processes put in place by a business to
govern all aspects of a contract. A contract management platform can make the contracting process
more efficient, as well as lower risk and compliance concerns.
More businesses are realizing the advantage of contract management platforms and are turning to
these programs for the efficiency gains, cost reduction, and risk mitigation.
Contract Management
Prepare the Contract
 It is important to be organized and prepared, and to remember that contracts are legally binding
documents.
 Identify the needs and goals behind why the contract is being made. This will make decisions easier
to make.
 Contracts should be made to mitigate risk, so it is important to think ahead to any potential problem
situations and make sure that the contract solves these problems.
 It is also important to make sure the business is protected financially on every level, and to set any
pricing structures for customers.
Write the Contract
 In order to make sure that all necessary parts are included, it is best to use a template drafted by your
legal team, or to consult with an attorney.
 Word your document carefully and precisely. Anything that may potentially be open to interpretation
could cause problems in the future.
 Don't forget to take local and state laws into consideration.
Negotiation
 No matter how well written a contract is, there will likely still be a negotiation phase.
 Researching and anticipating any concerns that the other party will likely have ahead of time will
make the negotiation phase easier.
 A contract management platform can be used by both parties to edit and view changes on the
document.
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Approval
 Once all parties agree on the contract, the next step is for the appropriate parties to approve the
contract.
 You can set up an automatic task in most contract management platforms to alert the appropriate
parties of the need to review and approve the contract.
Signature
 When all parties agree to the contract, signatures are collected to execute the contract. This can often
be done electronically.
Keep Up with Changes
 Often contracts will need changes and revisions over the lifespan of the agreement.
Renewals
 Missing renewals can affect business relationships and lose profit for businesses.
 It is important to initiate the renewal process with enough time to make sure all steps can be
completed in time.
The flowchart below shows each of the stages in the contract management process.
Fig 1 stages in the contract management process
What is Contract Value?
A contract value is essentially the price tag that a government contract is worth in terms of
dollars. Government contracts can have values ranging anywhere from several hundred
dollars to multi-million dollars. All of this depends on the products or services that are being
solicited. Another factor that often determines contract value is the size of the agency that
issues the proposal. If a bid is issued from a smaller agency from a small town you can expect
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that the contract value will be relatively lower than a bid issued by the New York Department
of Transportation, for example. The level of government, i.e. city, county, state, or federal
also greatly reflects the value of contracts.
Contact values also vary depending on the industry type. You can expect a contract for bridge
construction, for example, or defense equipment and aerospace to be quite substantial. While
contracts for minor janitorial services and office supplies, for example, are usually
significantly less.
Government Contracting Terminologies
Bid - a tender, proposal or quotation submitted in response to a solicitation from a contracting

authority
Bidders' Conference - a meeting to discuss with potential bidders, technical, operational and
performance specifications, and/or the full extend of financial, security and other contractual
obligations related to a bid solicitation
Closing Date - the deadline for all bid submissions
Competitive Bidding - offers submitted by individuals or firms competing for a contract,

privilege or right to supply specified services or merchandise
Contract - obligation between competent parties upon a legal consideration, to do or abstain

from doing some act
Contract Amendment - an agreed addition to, deletion from, correction or modification of a

contract
Contractor - one who contracts to perform work or furnish materials in accordance with a
contract
Estimated Value - indicates the approximate value of the contract
Procurement - the process of obtaining materials and services which includes the
determination of requirements and acquisition from a supply system or by purchase from the
trade
Proposal - an offer, submitted in response to a request from a contracting authority, that

constitutes a solution to the problem, requirement or objective in the request
 Contract Management
 Enabling contract management
In this phase the procurement officer ensures that there is a shared understanding, distribution of
responsibilities and systems and procedures in place to monitor and control contract performance
and effectively deal with potential changes and disputes.
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The supplier should be considered a member of the project team, with all members striving for
success. Upon signature of the contract, several steps should be taken to ensure that roles,
responsibilities and obligations are clearly allocated among the parties and proper systems and
procedures are put in place to monitor performance and keep efforts well focused:
Contract file and documentation
The contract file should be opened by the procurement officer, and the contract should be carefully
analyzed, taking note of the rights and obligations of each party. Any issues requiring clarification
or change of the contract should be fully documented in this file. (The requisitioned will normally
have a separate file, with copy of the contract, as part of the project management files.)
Although practice may vary among organizations, the following documents normally are part of the
contract file:
 original of contract and all amendments

 all related communication with the supplier (electronic, internal and external
correspondence)
 copy of the winning offer
 award documents
 minutes of meetings
 notes of phone conversations
 reports
 pictures, video films
 proof of receipt of goods
 proof of payment
 supplier assessment report
 Acceptance report from requisitioned/client.
Other related documents preceding the contract finalization, such as Requisition, solicitation
document, offers received, evaluation report, etc. are usually part of other related files.
It is important to carefully document contract performance for the following reasons:
 It constitutes proof of performance.

 It constitutes evidence in the event of disputes.
 Its content forms the institutional memory.
 It is used for audit purposes.
Contract analysis
As soon as possible, the responsible UN staff member (programmed manager, requisitioned, or

procurement officer) should analyze the terms and conditions of the prospective contract and
develop a contract work breakdown structure that reflects both the technical and administrative
aspects of contract performance. The requisitioned and the procurement officer should reach
agreement on intermediate performance goals based on contract performance obligations.
Intermediate goals will enable the UN organization to measure progress, detect significant
performance variances, take corrective action, and follow up.
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Pre-performance conference
Before performance begins on large or complex contracts, the procurement officer and the
requisitioned should meet with the supplier’s team to discuss their understanding and joint
administration of the contract.
The following is considered good practice:
 the meeting should be formal
 An agenda should be distributed in advance, minutes should be taken and agreed by the
parties.
 Each party should appoint a person who will be the organization’s official voice during
contract performance.
The following topics should be covered by the parties:
 Review the contract terms and conditions and other key elements and explain who will do
what.
 Update the project/programmed plan with the involvement of both parties, to reflect the
actual date of effectiveness as well as milestones/deliverables of the contract and any
changes which may have occurred since it was planned.
 Review the performance assessment plan with the supplier, so that both parties know the
basis upon which performance will be established. These should be understood as
milestones for joint monitoring and not as contractual obligations.
 Discuss how and when to measure and report actual performance. The techniques, timing,
and frequency of measurement and reporting should reflect the nature and criticality of the
work. A reasonable balance must be struck between no measurement/reporting of any kind
and excessive reporting.
 Clarify any remaining ambiguities and discuss procedures for managing change and
resolving differences.
 Clarify the communication plan.
For simple goods or equipment purchase orders, a telephone or email contact is often sufficient to
launch activities, supported by regular expediting and monitoring.
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Effective communication
Successful contract management is based on an open flow of communication and willingness to

take actions necessary for correction and improvement, and is facilitated by:
 Attitude of teamwork, seeking to get the best results from joint efforts, willingness to
discuss problems without immediate recourse to recriminations and to make the immediate
adjustments that may be necessary to correct problems detected through routine inspection.
 Well organized oral and written reporting system, which highlights progress and problems
and measures them against expected performance and results.
 Contract performance and progress review meetings at appropriate intervals. For complex
works and services contracts, such meetings could be as frequent as every two weeks or as
infrequent as every two months. For goods procurement, it may be sufficient to have an
email or telephone follow-up every few weeks.
For procurement of goods, contract monitoring and control is largely covered by expediting, pre-
shipment inspection and final receipt and acceptance.
 Contract performance monitoring and control
Once the contract has been awarded, the responsible procurement officer, or the requisitioned,
monitors performance, collects information, and measures actual contract achievement. This is
essential for effective control. The resources devoted to these tasks, and the techniques used to
perform them, will depend on the nature of the contract work, the size and complexity of the
contract, and the resources available.
For small, simple, non-critical contracts, an occasional telephone call may be all that is needed to
satisfy the responsible UN staff member that everything is proceeding according to plan. However,
for large, complex contracts, the responsible UN staff member may require extensive reports,
regular progress meetings, formal testing, and technical reviews and audits.
Control points
Observing and collecting information should be directed at four general control points. These
include:
 cost control
 schedule control
 compliance with specifications, terms of reference, statement of work (quality assurance and
control)
 compliance with terms and conditions, paperwork requirements, and administrative aspects
of the performance.
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Monitoring methods
There are two different monitoring methods: direct observation and indirect observation.
Direct observation
Direct observation means personal, physical observation. The responsible UN staff member, or a
field representative, is physically present at the work site during its performance to see how it is
progressing. This approach is most practical when the work is physical in nature and performed at a
limited number of sites.
Indirect observation
Indirect observation refers to testing, progress reports from many observers, technical reviews,
performance indicators and audits. Indirect observation is appropriate whenever direct observation
would provide insufficient or ambiguous information. For example, projects involving an
intellectual effort like infrastructure analysis where personal observations at the offices where the
work is performed are unlikely to reveal whether the work is ahead of schedule, on schedule, or
behind schedule.
Receipt, inspection and acceptance procedures
Inspection involves examining or testing a product or service to ensure that it conforms to contract
requirements. Where quantities of goods are involved, inspection also means verifying that the
correct number of items has been delivered. Some organizations may have LTAs or one-off
contracts with inspection agents, while others may have in-house experts who undertake plant visits
and inspections. Generally, there are the following types of inspection methods:
 sensory and dimensional checks

 physical performance checks
 Destructive tests.
Sensory and dimensional checks
Sensory and dimensional checks are examinations by an inspector using his or her eyes, ears, and
other senses. The inspector exercises a good amount of personal judgment. For a commercially
available automatic pencil sharpener, for example, this method reveals surface defects, missing
pieces, noisy operation, and parts out of alignment. For custodial services, for example, visual
inspection detects surfaces that are not clean.
The UN organizations typically use sensory and dimensional checks to perform inspections. When
using this method, UN staff at the receiving point (that is, the UN office or field mission using the
item) should check the following:
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 Make a visual examination to verify that the proper type and kind of product has been
delivered, that is, that the product or service conforms to the specifications outlined in the
order or contract.
 Conduct a physical count to ensure that the correct quantity of product has been delivered by
comparing the quantity received with the quantity ordered. Variations in quantities
authorized by the order or contract may be accepted. Quantities accepted must be
documented; payment is based on quantities accepted.
 Check for signs of damage, such as dents and tears. Any damage should be documented.
 Perform an operability check to ensure that the product performs or operates properly, if
applicable.
 Check the preservation of the product to ensure that it has not spoiled, rusted, or
deteriorated, if applicable.
 If applicable, check packaging and labeling to ensure that they comply with the contract’s
requirements.
 Check packing to ensure that it is adequate, if applicable.
 Check marking to ensure that it properly identifies packages, if applicable.
Any items that do not conform to appropriate standards should not be accepted. A receipt and
inspection report should be submitted, noting any non-conforming item.
Physical or performance tests
Physical or performance tests provide actual performance data that are compared with required
performance or physical characteristics or a range of what is considered acceptable according to the
contract. Requiring that a motor runs or an operating system performs at a certain level for a
specific period of time is an example of a performance test. Testing materials for their chemical
composition or density against parameters in the specification are examples of physical tests. On a
bus service contract, waiting at a particular bus stop to see whether the bus arrives on time is a
performance test to check compliance with the required schedule. Performance tests for labor-
intensive services are often done as a random sample.
Destructive tests
Destructive tests require that end products meet certain reliability standards or withstand a specific
level of stress. For example, heating a product until it burns tests the fireproof characteristics of an
end product. Scratching through newly applied coats of paint shows the number of coats applied by
a painting supplier.
Acceptance or rejection standards
Acceptance or rejection of products or services must be based on the standards identified in the
contract or purchase order. Generally, the UN organizations rely on two types of standards:
 Strict compliance standards: Requirements based on specific UN technical descriptions.
 Subjective standards: Requirements based on a broader, more judgmental, criterion as

applied by the inspector. Examples of subjective standards might be “comfortable fit” or
“easy operation.
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The basis for acceptance or rejection must be in accordance with the contract’s stated requirements
as shown in the table below.
Requirement type Refers to…
End-item versus Contract terms with may require delivery of end items, which may include
level-of-effort finished services, or may require a stated level of effort over a specified period
requirement of time.
End-item A measurable product of work, such as a management analysis report to be

requirement delivered in camera-ready form or the manufacturing of a product as required
by technical descriptions. This type of requirement states a specific time for
delivery or completion. Rejection, or other remedies, may be appropriate if the
end item is deficient or delivered late.
Level-of-effort An amount of work, a level of effort, applied toward a specific objective or

requirement performed during a specified period of time. The level of effort itself is the
deliverable. A supplier’s obligation to provide the level of effort ends when the
contract expires, even if the objective is not met. The only basis of rejection or
application of remedies is the manner in which the effort was applied during
contract performance.
Inspection and acceptance or rejection of products and services, determine whether the UN
organization should make payment to the supplier.
Receipt and inspection documentation
Inspections may be interim or final and receipt may be in full or partial.
Organizations usually use standard forms/reports to acknowledge that the inspection has been
performed and to record whether products/services have been accepted or rejected.
Progress meetings
Progress meetings can simply be oral progress reports. They provide some advantages and
disadvantages over written reports. An advantage is that the listeners can ask questions about the
information, analyses, and conclusions reported and can have discussions with the reporter. A
disadvantage is that the listeners may not have time during the meeting to consider the information
and make their own analyses before the meeting ends.
Written reports
Written reports rarely provide “real time” information. They do not tell the reader how things are
now; they provide the reader only a picture of some point of time in the past. How old the
information is depends on the nature and frequency of the report and on the reporter’s capabilities.
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A cost/schedule performance report that is submitted on 1 June, and that depends on accounting
information, may actually describe cost/schedule status as of 30 April or earlier, depending on the
capabilities of the seller’s accounting system.
 What aspect(s) of performance should the report address?

 What information should the report include: conclusions about performance, analyses, raw
information, or some combination of these?
 How frequently must the report be submitted, and at what points in time?
 What is the cut-off point (“as of” date) for information to be included in the report?
 In what format should the report be submitted?
 To whom should the report be submitted, and to whom should copies be sent?
Variance analysis
It is not enough to observe and collect information about performance; that information should be
analyzed to determine whether or not performance is satisfactory. The analyst compares actual
performance to performance goals to determine whether there are variances. The responsible UN
staff member who discovers a variance between actual and expected performance should determine
several things: Is it significant? What was its cause? Was it a one-time failure, or is it a continuing
problem? What type of corrective action would be most effective?
Taking corrective action
When the requisitioned or the procurement officer discovers significant variance between actual
and expected performance, they should take corrective action if possible. They should identify the
cause of the problem and determine a solution that will not only eliminate it as a source of future
difficulty, but correct the effect it has already had, if possible. If the effect cannot be corrected, then
the parties may need to negotiate a change to the contract, with compensation to the injured party, if
appropriate.
2.2 Confirming Road construction requirements in accordance with

Information Sheet-2 specifications.(this is performance criteria on OS or content in
curriculum)
2.2.1 Road construction requirements in accordance with specifications
Project specific requirements

The selection of specific items or materials for the works being carried out are those
items listed in the Schedule of Rates in the Response Schedules for the particular
Contract and any items specified in the Project Specific Requirements section of the
Request for Tender document. Any additional work or any changes to the reference
specification will be specified in the Project Specific Requirements section.
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Interpretation
For the purpose of these Requirements, the following terms, phrases, words and their derivations
shall have the meaning given herein. Definitions not expressly prescribed herein are to be
determined in accordance with customary usage in construction and engineering practice.
Arterial Street – A principle traffic artery, carrying higher volumes of traffic,
More or less continuously, this is intended to connect remote parts of the area
Adjacent thereto and to act as a principle connecting street with state highways.
Collector Street – A street or road providing for travel between local streets and
the arterial street network, or serving multi-family development or neighborhood
Centers or services such as schools, parks or fire stations.
County Road – A roadway under the control and maintenance of the County.
County Road System – Public dedicated roads that have been accepted for County
maintenance.
Dedication – The appropriation of land, or an easement therein, by an owner, for
the use of the public and accepted for such use by or on the behalf of the public.
Easement – The word “easement” shall mean an area for restricted use on private
property upon which a public utility/entity shall have the right to remove and keep
removed all or part of any buildings, fences, trees, shrubs or other improvements
or growth which may in any way endanger or interfere with the construction,
maintenance and/or efficiency of its respective systems on or within any of these
easements.
Engineer – A person licensed under the provisions of the Texas Engineering
Registration Act to practice the profession of engineering.
Existing Roadways – Roadways that have been constructed and in place prior to
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the passage of this order.
Final Acceptance – Formal acceptance by the McLennan County Commissioners
Court.
Floodplain – That area subject to inundation by flood, having a one percent
probability of occurrence in any given year (100-year flood), based on existing
conditions of development within the watershed area, as shown on the Flood
Insurance Rate Maps (FIRM) .
Grade – The horizontal elevation of a finished surface of the ground or paving at a point where
height is to be measured or the degree of inclination of a surface.
Local Street – A street or road which is intended primarily to serve traffic within a
Neighborhood or limited residential area and which is not continuous through
several residential areas.
Private Road – A residential road that is typically owned and/or maintained by an
entity other than the County and that is generally intended to serve residents
located thereon but not the public at large.
Public Road – A public right-of-way, however designated, dedicated, or acquired
which provides vehicular access to adjacent properties.
Residential Collector Street – A street or road collecting traffic from local streets
of a residential nature and leading to streets of a higher type of classification.
Right-of-Way – A parcel of land that is occupied or intended to be occupied, by a
road or alley. Where appropriate, “right-of-way” may include other facilities
and/or utilities such as sidewalks; railroad crossings; electrical,
telecommunication, oil, gas, water, sanitary sewer and/or storm sewer facilities.
The term “right-of-way” shall also include parkways and medians which are
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located outside of the actual pavement.
Street (or Road) – A right-of-way (or easement), whether public or private and
however designated, which provides vehicular access to adjacent land.
Street (or Road) Right-of-Way – The distance between property lines measured at right angles to
the centerline of the street.
Substandard Street (or Road) A street which does not meet the minimum County road
standards (as contained within these requirements).
Surveyor – A person licensed under the provisions of the Texas Professional Land Surveying
Practices Act to practice the profession of surveying.
Document No.
Institution Name ባህርዳርፖሊቴክኒክኮሌጅBAHIRDARPOLYTECHNICCOLLEGE
Title: On-Site Road Construction and Maintenance Management Level IV
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2.3. Confirming Required resources in terms of certification,

Information Sheet-3 availability and compliance with the contract document. ( this is
2.3.1 Required resources in terms of certification, availability and compliance
Contract completion and close out

Contract close out activities are generally fairly straightforward, especially for small dollar value contracts
and purchase orders. However, in complex and high dollar value contracts involving progress payments
and/or securities, the procurement officer ensures that the contract file is properly closed out. Each of the
required activities to complete and close out a contract are described below.
The close out process ensures that all contractual obligations have been met, and that residual obligations –
such as warranties, guarantees and after-sales service and support – are clearly defined in terms of
responsibility, liability, procedures and timeframes. Contract close-out occurs once all contractual
obligations have been fulfilled by the supplier. It includes the following key steps:
Ste
Action
p
1 Review and confirm appropriate action taken according to contract close-out checklists.
2 Prepare final contract performance report (jointly by requisite and procurement officer),
including lessons learned.
Depending on the organization, this report may be purely internal or may be shared with the
supplier for their knowledge and comment.
3 Prepare supplier assessment form and forward for appropriate action.
4 Issue final acceptance on the basis of the requisite report.
5 Make final financial settlements.
6 Liquidate/return bonds and/or securities.
7 Record any residual obligations (warranties, etc.) and advise requisite of procedures.
8 Close out contract file.
Table 2 actions
UN organization supplied equipment and material
Prior to closing a contract, assets provided to the supplier by the UN organization during the contract must
be returned to the UN organization. A report confirming receipt of this material and equipment should be
prepared and placed on the contract file.
Unused furnished material provided by the UN organization must also be returned by the supplier. A report
is prepared by the supplier detailing the amount of material consumed during contract execution and the
quantity and quality of the material returned to the UN organization. A copy of the report should be placed
on the contract file.
Warranty performance
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Warranties must be spelled out in the specific terms and conditions of the contract or in the UN
organization’s standard contract terms and conditions. Warranties offer buyers remedies when defects are
discovered after products and services have been accepted. The administration of warranties is primarily the
responsibility of the requisite or end-users. Because end-users often are the first to identify defects in
products that are covered under warranty, it is essential that they are familiar with any required procedures.
Liquidation of securities
Performance bonds, holdback payments and guarantees must be returned to their owners once the supplier
has fulfilled its contractual obligations. Securities must be liquidated at the time and in the manner described
in the contract. In the case of works and capital equipment, the securities are typically held and kept safe by
the finance department until they have expired.
Supplier performance report

In addition to the remedies, procurement officers document deficiencies on a supplier performance report.
Such reports are to be prepared by the requisite or the contract manager and then sent to the appropriate
procurement officer. Supplier performance reports alert the UN organization to patterns in performance
problems and identify suppliers who might present high performance risks. The procurement officer may
seek appropriate management review and action when the supplier performance report is particularly
negative, according to the policies and procedures of the individual organization. Supplier performance
reports are completed by the requisite end-users. They are used to document satisfactory performance of
suppliers and document the poor performance of the suppliers to eventually eliminate them from the
organization’s supplier roster. Once completed, a copy should be kept on the contract file and on the
supplier’s file (see 3.3 Sourcing for further details).
Claims
A claim is a request from either party for entitlement under the contract that is not being fulfilled. Claims
might result from:
 unforeseen costs
 disputes over the interpretation of contract clauses
 disputes over what is included within the contract price
 breaches of contract.
Any claim (whether issued by the UN organization or the supplier) should include:
 full explanation of the problem as well as the causes of the problem
 the contract clause under which the claim is being submitted.
Claims should only be considered from suppliers that are contracted directly by the UN organization. Those
submitted by a supplier’s sub-contractor should be rejected since there is no contract between the sub-
contractor and the UN organization. The supplier may however wish to make a claim against the UN
organization on the basis of a claim made against it by its sub-contractor. Contracts cannot be closed out
until all claims are settled.
Lessons learned
The requisitioned and the procurement officer may be expected to complete a lessons learned report. This is
good practice and allows the organization to gather and use information to improve chances of success of
future procurement actions. It covers as a minimum the following questions and topics:
 Was the requirement adequately defined?
 Were the evaluation criteria appropriate?
 Was the evaluation method appropriate?
 What kinds of suggestions were brought up by suppliers?
 What problems were encountered?

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 Recommendations to avoid similar situations.
LO 3: plan construction operations

3.1.Identifying and resolving Standard specifications incompatible
Information Sheet-1 with site constraints or other considerations in accordance with
contract document. this is performance criteria on OS or content in
curriculum)
3.1.1. Resolving Standard specifications incompatible with site constraints
results and discussions
The interviews are recorded and the content of the communications were analyzed.
The nature of the constraints is elaborated and their impact to the project is analyzed.
Factors of Conflict in Construction Industry
Conflict seems to be very synonym with construction projects and giving the impressions of problems
includes in increasing project cost, project delays, reduce productivity, loss of profit or damage in business
relationships. The main goal of this paper is to overview the factors of conflict in construction industry.
The study highlighted three (3) types of conflict factors which are conflict factors due to
1. behavioral factors
2. contractual problems and
3. Technical problems.
Conflict causes due to behavioral problems
Behavioral problems include human interaction, personality, cultures and professional background
among project team. Other issues in human behavior such as individual‘s ambition, frustration,
dissatisfaction, desire for growth, communication and level of power, fraud and faith are also causes of
disputes . It was noted earlier that construction is not a science, it is an art. Construction is really
people, and the successful contract administrator, or disputant to a contract interpretation or unfortunate
occurrence on a project, is well served to know a little about people involved. The herding instinct
is very strong in the industry‘s people. All seek and need that sense of acceptance or approval. They have
a need to emulate the leaders or their concept of the leaders of the profession. Words like belonging,
imitation, loyalty, recognition, superiority, status are descriptive of the human elements of
gregariousness. Try to make the other party feel as if he belongs to the pack. Find out the group the other
party feels important. Show him how resolution of the dispute will help him achieve or strengthen his
membership in the group.
―It is one thing to lose money in a contract problem, but it is a lot to lose face. All people have an
idea of themselves which they feel must be defined . Disputes can often be more easily resolved when
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all the egos involved can survive. Not only are people typically quickly to protect their self-image, they
all want to extend the position they currently hold or claim is theirs. Thus any massage couched in terms
of few acquisition, promotion, saving money, or being protected will be heard and every often receive
action. Everyone wants space, a better future, and the chance to increase the recognition of one‘s self worth. Appeals to
ambitions, goal realization, and increase of power help resolve disputes.
Conflict causes due to contractual problems

The participation of different parties in a project is governed by a contract which defines the exchange
of construction materials and services for money. ‖A contract is a promise or the set of promises for the
breach of which the law give a remedy or the performance of which the law in some way recognizes as a
duty,‖ [37]. Contractual disputes include definition, interpretation and clarification of the contract.
Contractual issues cause a significant portion of disputes in many projects [24]. Kumaraswamy &
Yogeswaran [3] indicated in their study that the sources of construction disputes are mainly related to
contractual matters, including variation, extension of time, payment, quality of technical specifications,
availability of information, administration and management, unrealistic client expectation and
determination.
In project operation, standard contract documents are guided by industry organization, codes and
regulations. This concept of a standard contract to a certain degree guides operations toward standard
practices. Therefore standard contract provide enough common ground for contractual definitions,
clarifications in construction operations and specific project requirements.―Owners, contractors,
designers, and every one involved in construction readily recognize and are quick to admit publicly the
very obvious fact that a perfect set of contract documents simply does not exist.‖ [20]. All drawings in the
contract documents somewhere have mechanical drafting errors or lack a needed dimension or detail.
Many have errors which stem from the human nature of the designer and draftsman. Not only are human
errors, but changes always occurring as projects undergo the design and construction process. There are
changes in space usage to accommodate revised owners needs, something unforeseen occurs, the
documents and work scopes must be adjusted. The more complex the project, the more ramifications a
change has. The shorter the period allowed for design, the more addenda‘s that are required, and the more
the opportunity for errors. No one man may know or remember every place a certain detail was shown.
―The larger the project, the more the people, the drawings, the thoughts, and the ideas consequently, the
larger the project the more errors there are‖ [29]. Contract documents are one major origin of disputes.
Document errors become the fault of the owner when they cost the contractor un-bid or unforeseeable
amount of money.
Documents errors become the fault of the designer when the judgment of its peers and the custom of
the industry the errors are gross and inexcusable. Document errors become liabilities when someone who
has a right to rely on the professional is severely hurt or damaged. Punitive damages are staring to be
considered as collectible against a professional when the hearer of the facts finds that the professional‘s
refusal to come to grips with its duties are offensive to any reasonable standards of behavior.
The other contractual cause of conflicts is plan or drawings. ―A major source of disputes in the design
deficiencies is that categorized as defective plans‖ [38]. Most people involved with plans have a working
idea of the definition of this phrase, but in reality no standard exists locally or nationally that precisely
describes how to measure the plans for defects.
N. Jaffar, A.H. Abdul Tharim, M.N. Shuib N. Jaffar et al. / Procedia Engineering 20 (2011) 193 – 202 / Procedia Engineering 00 (2011) 000–000 199
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Everyone who has worked with plans know that no set of drawings is complete or without error.
Somewhere dimensions are missing, wrong scales, a detail is missing, elevations or grades are in error
and many others. Not only are these types of errors common, but all who work with plans know that
drawings can always be refined and upgraded. Plans can always be made better and can be improved but
conflict will be always between it. Thus all plans are to some extent defective and everyone involved in
building uses defective plans every day. The question in plan deficiency disputes is when the plans
become defective to the point at which undue costs are generated from their use. The usual legal
definition is that plans are to be prepared with the normal standard of care found in the profession, but no
precise standard exist. The designer has the advantage of its subjective knowledge of the intent of the
plans. In some cases pressures from the client will be exerted for degree of performance in excess of the
objective intent of the plans. This, plus poorly drawn plans, poorly drawn details, poorly prepared notes
on drawings, and poor specifications may reach a point where in the opinion of one‘s peers, a level of
acceptable performance has not been achieved. In the case of errors of omission from a set of plans, the
decision of adequacy on the part of the professional is much easier to make than those which bear on
methods or performance levels to be met upon completion. The solution generally comes from the people
genuinely willing to confront such situations daily and work out the answer. This nice sounding method,
how ever, is a hope for method of solution at best. It does not work all the time and is completed by the
lack of practice measurement. The liability, however, can be far in excess of the omission or error. The
ancillary costs of a construction problem almost always exceed the direct costs. The owner and the
contractor have the right to expect the designer to produce a set of drawing plans which will allow the
project to be built. The law says the owner warrants to its contractor that the plans, if followed, will
produce the desire results and the project is constructible. Thus if the error by the designer prevents the
contractor from reaching its ends, the question of ability and assessment of consequential costs exists.
Conflict causes due to technical problems

Technical disputes due to uncertainty are considered as the most common issues in project operations.
According to Galbraith [39], uncertainty is the difference between the amount of information required to
do the task and the amount of information already processed by the organization. The amount of
information needed depends on the task complexity that is the number of different factors that have to be
coordinated or performance requirements such as time or budget constraints. ―The amount of information
processed depends on the effectiveness of planning that is the collection and interpretation of information
before the task,‖ [19]. The uncertainty may lead to unrealistic client expectation such as unrealistic
contract duration, late instructions or information from architect or engineer, overdesign, inadequate site
or soil investigation report, error and incomplete technical specifications and many others.
Technical disputes also basically include engineering clarification which is a part of engineering
decision making processes. For example, request for information (RFI) is considered an effective vehicle
to clarify differences in understanding during project operations. By utilizing those RFI, most unclarified
issues are resolved on site before they develop as a technical dispute and solve the problem of inadequate
tracing mechanisms for request of information. These disputes can be solved by project personnel with
the appropriate expertise. The engineering decision making process is fairly straightforward and
reasonably justifiable for each participant. If technical disputes are unresolved, there are ways of
resolving those disputes in project management unlike the resolution of contractual disputes during
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project operations. The design deficiency which leads to a major dispute is generally beyond an error of
omission. To be significant the design error usually must alter the means, methods, environment,
duration, or the conditions of the construction process. Any number of factors can influence this. The
most common place in which design errors are made are in the foundations, in the construction of the
frame and the enclosure, in the utilization of spaces such as method and materials and the required end
200 N. Jaffar, A.H. Abdul Tharim, M.N. Shuib N. Jaffar et al. / Procedia Engineering 20 (2011) 193 – 202 / Procedia Engineering 00 (2011) 000–000
result are specified, in project duration, and in connection with related performance by others on which
the project in question must at some point rely.
―Dispute continually arises because someone failed to count the cost at the beginning when the cost
should have been defined‖ [40]. Few contractors bring claim on projects which come in near or under the
construction budgets. Few owners seek liquidated damages when projects are done on time or close to it.
If designers are waterproof and the products the designer specified fulfill the sales representative‘s
claims, disputes are few and far between. Contrary to the opinion of most owners, few contractors are
deliberately claim‘s conscious. Most supervisory projects personnel who work for the parties on the
project have little real knowledge of disputes or what is involved in litigation and arbitration, most of
those involved in getting a job done have solved complex problems on a daily basis of face to face
confrontation for such a long period of time that they come to believe they know it all. Thus they prefer to
argue among themselves and write what they believe are clever letters to establish a record, and most
distribute and resent the lawyers. Contractors who have made money on a job usually do not invent
claims or pursue spurious claims. Most often, a contractor who is clearly entitled to valid contract
adjustment via a claim will ignore the situation if the job has come out well enough to live with.
Contractors like to get the job done and get over with. They fancy themselves builders; claims take
long to hold their interest. According to Essex [41] ―Disputes arise when the job does not come out well,
and too often the reason for this is the failure initially to figure the cost accurately‖. The failure to count
the cost initially is not confined to just the contractor. It applies to the owner who set out unrealistically to
build a building, as well as the designer who sets out the design it for less than it will really cost either in
design or construction. In construction, major dollars and work scopes are calculated and committed in
short periods of time. It is common that someone fails to count something, and end up with a price that is
too low. What is worse is that most of those in the industry simply do not have the money to pay for their
errors. The one with the best intentions can not pay for his error. Ironically, too, it would seem to some
observers that those with the money to pay for their errors lack the degree of intention needed to dig deep
enough to square the account totally.
4. 1. Economic constraints
The economic constraints mainly happened with budget limit and allocation of the
money. Due to the budget limit, the adopted construction system may not be the best
option for achieving the project goal and quality. It will affect the proceeding of the
project. As for the allocation of money to be used in the project, if the money is not
effectively allocated, it will affect the progress of the project.

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2. Legal constraints
The legal constraints exist because there are many regulations that are ruling the
construction project. The legal constraints are mainly related to work law, safety
regulations, and supervision plan. For example, as prohibited by law, certain types of
construction work could not be carried out during Sunday and public holidays. From
the other perspective, when there are new regulations published in Hong Kong, which
is not infrequent due to the recent construction industry reform bill, the project have to
update the project schedule now and again to comply with the new regulations. As for
the impact of the legal constraints, from one side, it may affect the schedule and lead
to project delay. For example, when traffic diversion demands immediate decision, the
team has to wait to get procedure approval before proceeding on site. From the other
side, it may affect the planning and progress of the project, such as traffic ordinance
and excavation permit, where approval is required before the work starts.
3. Environmental constraints
The public concern and regulations require the environment to be protected such as air
protection, tree preservation, traffic limit, noise control and so on. In the planning and
design stage of the project, the responsible people need to go to the “Environmental
Department” to apply for the approval/justification for the project. This takes time and
will affect the project progress. If the approval is not obtained on time, the whole
project will be delayed, or could not be carried out. There are also other technical
constraints arising from air protection, tree preservation, traffic limit, limit due to
excavation permit for works, etc.
4. Technical constraints
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There are quite a few technical constraints arising from restrictive site area and
congested surroundings which are particularly applied to the site environment in Hong
Kong. On one hand, building projects in Hong Kong are usually constrained with
restrictive site area where storage space, transportation and temporary works require
input of careful planning by design engineers, while the design and construction of the
building works itself can be fairly certain at the outset. On the other hand,
coordination of services works also poses technical constraints in construction.
5. Social constraints
No construction work could proceed in rural area without people’s involvement. The
social factors constitute constraints in the construction working environment. It is not
surprised to learn that undesirable effects come from a relative small number of key
persons and the constraints are human constraints. These social constraints may
appear minor and insignificant, but is very complicated to deal with. Sometimes it
may arouse big problems for the project and will at the same time affect the progress
of the project. Chinese “Feng shui” is a good example of social constraints.
4. CONCLUSION
To have a good understanding of the identified constraints at the planning stages, we
suggest the management to have the constraints documented and to consider these
constraints in the relevant project planning agenda and schedule as well as the
designing of the organizational structure. At the implementation stage, the
management should keep track of the progress and be aware of the constraints they
encounter. The management should ensure that enough resources, which include
money, facilities, staffing and effort, are allocated to decrease the limitations from the
constraints encountered.
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2.3 Confirming Road construction requirements in accordance with

Information Sheet-2 specifications.(this is performance criteria on OS or content in
curriculum)
2.2.1 Road construction requirements in accordance with specification
Specification Conformity Analysis
1. PURPOSE. To provide guidance on the technical basis for, and the use of
Specification Conformity Analysis (SCA) procedures (formerly called Quality Level
Analysis (QLA)).
2. REFERENCES. A listing of references and additional publications pertaining to

statistics and SCA procedures is provided as Attachment 1 to this Technical
Advisory.
3. APPLICATION. The use of SCA procedures can be an integral part of a

construction monitoring program for measuring conformity with specifications and
for developing background information for improving specifications or construction
procedures.
a. The SCA procedure can be effectively used to estimate the degree of

conformity to specification requirements that is being achieved on a project
or for a particular construction process. It can be used as a tool during
project or in depth inspections, or as a special effort, to analyze construction
measurements or materials test results and evaluate the degree of
specification compliance. It can be used in Statewide inspections or reviews,
when specification limits are uniform, to evaluate specification compliance
over several projects to ascertain whether there are widespread uniformity or
process control problems.
b. The SCA procedure can identify specification requirements which are

impractical or ineffectual in assuring good performance. In cases of
consistently low percent conformity over several projects, the specification
limits should be analyzed with respect to how much material variance,
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sampling variance, and testing variance is inherent in the construction
process under question.
c. (1) A classic example of this situation can occur in the measurement of

slump to determine the consistency of plastic concrete. Research has shown
that for a reasonably well-controlled process, the overall standard deviation
can be expected to be on the order of 1/2 inch.
d. (2) In order to allow for normal variability due to sampling, testing, and
inherent materials variations, the tolerance limits in this example should be
set at ±1 inch (equal to two standard deviations) when judging conformity on
the basis of one test.
e. The SCA procedures are useful for relating the degree of conformity to
specifications with product performance. If an element is not performing as
expected, then an analysis of specification conformity is appropriate. In
cases where the calculated percent conformity consistently and easily equals
100, the appropriateness of the specification should be explored.
The SCA procedures are useful for evaluating contractors' process control capabilities.
Calculated percent conformity can serve as a general indicator of a contractor's equipment

capabilities, workmanship, management, and overall desire to produce a specification
product. The procedure consists of computing the percent conformance for selected
construction phases or materials production and their respective properties, and
maintaining a log of the percent conformance by contractor over a period of time or over a
number of projects.
f. The SCA procedures are useful for monitoring the degree of control over a
period of time. Project test data from several projects can be collected and
stored over a long period of time. It is possible to investigate production
variability for various materials and conditions by analyzing collected data
independently of the specification limits for statistical measures such as
averages and standard deviation, and by building a history of this data from
actual construction projects.
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g. The SCA procedures can be used to determine when to increase or
decrease sampling and testing frequencies from the approved frequencies. If
the calculated percent conformity is consistently high and it has been
determined that the specifications are adequate to produce the performance
desired, sampling frequencies could be reduced on a project basis.
h. The SCA procedures are being used successfully by some States and on
Direct Federal projects in specifications for the acceptance of materials, most
notably asphalt concrete. The use of SCA procedures for this purpose must
be implemented carefully. Material and production variations for the specific
materials or work items, characteristics to be measured to predict
performance, specification limits, process control and acceptance sampling
and testing responsibilities, and pay factors are all items which must be
carefully determined when developing specifications and acceptance
procedures.
4. DISCUSSION
a. In making use of the SCA procedure, it is helpful to havesome knowledge of

the overall variability inherent in the highway construction processes, the
variability inherent in the natural makeup of materials, the variability
associated with sampling and testing, and the effect these variabilities have
on performance. This information may be available in a particular State from
research on specific materials or from research done on a broader basis.
b. The SCA procedure gives a statistical estimate of the degree of conformity to

specification requirements, not an absolute measure. All work would have to
be tested or measured to be 100 percent sure that all material or work meets
specification requirements.
c. It is important to keep in mind that these procedures assume that tests

and/or measurements are taken on a statistically random basis. This means
that each element of work has an equal chance of being selected for testing.
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All test results should be available for use. If retesting is done without performing any
corrective work on the product and the original test results are not included, the calculated
percent conformity will be erroneous and misleading. It is important that the test results
actually represent the population being analyzed.
d. The SCA procedure is a statistical tool and its use in evaluating construction
activities is based on certain assumptions. Since the SCA procedure only
estimates the degree of conformity with a particular specification, it is not a
direct measure of quality when viewed in terms of eventual performance.
e. In summary, the SCA procedure, when properly used, gives an estimate of

the degree of conformity to specification requirements for the construction
process and/or material to which it is applied. The test results and/or
measurements used in the SCA should be randomly selected and accurate
for the results to be totally valid.
6. CONCEPTS
a. Research has shown that statistical methods can be applied to test values
and measurements of most highway construction materials and work items.
This research has also shown that the variation in the production of these
materials conforms closely to a standard curve that is commonly used in
statistical analyses. This standard curve is known as a "bell shaped" or
"normal" curve, and represents the frequency of encountering a particular
value.
b. Earlier versions of the SCA calculation procedure were based on the range
of the test values (the difference between the minimum and maximum value)
as the measure of variability. The current version uses the standard
deviation as the measure of variability. The range method was chosen
initially because of the simple calculations and ease of use of the method
since the calculations were performed manually. mathematical properties for
various subsequent statistical analyses that might be performed.
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c. The construction or material resulting from a single process or production is
generally known as the "population. " As the variability, or standard deviation,
of the population increases or decreases, the base width of the normal curve
increases or decreases correspondingly.
d. Figures 1 and 2 (below) illustrate this point. Distribution curves for three
different populations of densities are shown in Figure l that have the same
average values (x) but different variabilities. The population variability is
represented by the Greek letter sigma ( ), meaning "standard deviation. "
Figure 1
Figure 2
e. The distribution curves for the three populations shown in Figure 1, are
superimposed in Figure 2 to graphically represent the effect of increased
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variability. If the lower specification limits (LSL) for the example material
illustrated in Figure 2 is established at 95 pounds per cubic foot (pcf), the
area under the distribution curves to the right of the LSL represents that part
of the production that is greater than the LSL. As illustrated in Figure 3
(below), the area under any distribution curve is defined to be unity
(generally accepted to be between X ± 3 ), or 1.0. Figure 3
Percentage of Area Within Given Standard Deviation Limits
f. Therefore, by using established statistical procedures, the percent of the

population that is within specifications limits (the calculated percent
conformity) can be determined if the average and the variability of the
population are known.
Estimating the average and variability of the population from construction data often
means that the estimates must be based on small numbers of samples. The SCA
calculation procedure as embodied in the software (QLA, version II) previously distributed
to all field offices, uses a methodology which needs only a small number of samples from
the population to make these estimates.
3.3. Developing Earthworks and pavement work plan detailing
Information Sheet-3 the sequence of operation and location in accordance with
contract document and job requirements. ( this is performance
3.3.1 Earthworks and pavement work plan detailing the sequence of operation
CLEARING AND GRUBBING
Clearing shall extend one (1) meter beyond the toe of the fill slopes or beyond rounding of
cut slopes as the case maybe for the entire length of the project unless otherwise shown
on the plans or as directed by the Engineer and provided it is within the right of way limits
of the project, with the exception of trees under the jurisdiction of the Forest Management
Bureau (FMB).
All surface objects and all trees, stumps, roots and other protruding obstructions, not
designated to remain, shall be cleared and/or grubbed, including mowing as required,
except as provided below:
(1) Removal of undisturbed stumps and roots and nonperishable solid objects with a
minimum depth of one (1) meter below sub grade or slope of embankment will not be
required.
(2) In areas outside of the grading limits of cut and embankment areas, stumps and
nonperishable solid objects shall be cut off not more than 150 mm (6 inches) above the
ground line or low water level.
(3) In areas to be rounded at the top of cut slopes, stumps shall be cut off flush with or
below the surface of the final slope line.
(4) Grubbing of pits, channel changes and ditches will be required only to the depth
necessitated by the proposed excavation within such areas.
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(5) In areas covered by cogon/talahib, wild grass and other vegetations, top soil shall be
cut to a maximum depth of 150 mm below the original ground surface or as designated by
the Engineer, and disposed outside the clearing and grubbing limits as indicated in the
typical roadway section.
Except in areas to be excavated, stump holes and other holes from which obstructions are
removed shall be backfilled with suitable material and compacted to the required density.
If perishable material is burned, it shall be burned under the constant care of component
watchmen at such times and in such a manner that the surrounding vegetation, other
adjacent property, or anything designated to remain on the right of way will not be
jeopardized.
Individual Removal of Trees or Stumps
Individual trees or stumps designated by the Engineer for removal and located in areas
other than those established for clearing and grubbing .
Method of Measurement
Measurement will be by one or more of the following alternate methods:
1. Area Basis. The work to be paid for shall be the number of hectares and fractions
thereof acceptably cleared and grubbed within the limits indicated on the Plans or as may
be adjusted in field staking by the Engineer.
2. Lump-Sum Basis. When the Bill of Quantities contains a Clearing and Grubbing
lump-sum item, no measurement of area will be made for such item.
3. Individual Unit Basis (Selective Clearing). The diameter of trees will be measured
at a height of 1.4 m (54 inches) above the ground. Trees less than 150 mm (6 inches) in
diameter will not be measured for payment.
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When Bill of Quantities indicates measurement of trees by individual unit basis, the units
will be designated and measured in accordance with the following schedule of sizes:
Diameter at height of 1.4 m Pay Item Designation
Over 150 mm to 900 mm Small
Over 900 mm Large
REMOVAL OF STRUCTURES AND OBSTRUCTIONS
Description
This Item shall consist of the removal wholly or in part, and satisfactory disposal of all
buildings, fences, structures, old pavements, abandoned pipe lines, and any other
obstructions which are not designated or permitted to remain, except for the obstructions
to be removed and disposed off under other items in the Contract. It shall also include the
salvaging of designated materials and backfilling the resulting trenches, holes, and pits.
Removal of Existing Bridges, Culverts, and other Drainage Structures
All existing bridges, culverts and other drainage structures in use by traffic shall not be
removed until satisfactory arrangements have been made to accommodate traffic. The
removal of existing culverts within embankment areas will be required only as necessary
for the installation of new structures.
Unless otherwise directed, the substructures of existing structures shall be removed down
to the natural stream bottom and those parts outside of the stream shall be removed down
to at least 300 mm (12 inches) below natural ground surface.
Structures designated to become the property of the Contractor shall be removed from the
right-of-way. Removal of Existing Pavement, Sidewalks, Curbs, etc.
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All concrete pavement, base course, sidewalks, curbs, gutters, etc., designated for
removal, shall be:
(1) Broken into pieces and used for riprap on the project, or
(2) Broken into pieces, the size of which shall not exceed 300 mm (12 inches) in any
dimension and stockpiled at designated locations on the project for use by the
Government, or
(3) Otherwise demolished and disposed off as directed by the Engineer. When specified,
ballast, gravel, bituminous materials or other surfacing or pavement materials shall be
removed and stockpiled as required in Subsection
Method of Measurement
When the Contract stipulates that payment will be made for removal of obstructions on
lump-sum basis, the pay item will include all structures and obstructions encountered
within the roadway.
Whenever the Bill of Quantities does not contain an item for any aforementioned removals,
the work will not be paid for directly, but will be considered as a subsidiary obligation of the
Contractor under other Contract Items.
EXCAVATION
Roadway Excavation
Roadway excavation will include excavation and grading for roadways, parking areas,
intersections, approaches, slope rounding, benching, waterways and ditches; removal of
unsuitable material from the roadbed and beneath embankment areas; and excavating
selected material found in the roadway as ordered by the Engineer for specific use in the
improvement.
(1) Unclassified Excavation. Unclassified excavation shall consist of the excavation

and disposal of all materials regardless of its nature, not classified and included in the Bill
of Quantities under other pay items.
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(2) Rock Excavation. Rock excavation shall consist of igneous, sedimentary and
metamorphic rock which cannot be excavated without blasting or the use of rippers, and
all boulders or other detached stones each having a volume of 1 cubic meter or more as
determined by physical measurements or visually by the Engineer.
(3) Common Excavation. Common excavations shall consist of all excavation not
included in the Bill of Quantities under “rock excavation” or other pay items.
(4) Muck Excavation. Muck excavation shall consist of the removal and disposal of
deposits of saturated or unsaturated mixtures of soils and organic matter not suitable for
foundation material regardless of moisture content.
Borrow Excavation
Borrow excavation shall consist of the excavation and utilization of approved material
required for the construction of embankments or for other portions of the work, and shall
be obtained from approved sources.
Construction Requirements
Conservation of Topsoil
Where provided for on the Plans or in the Special Provisions, suitable topsoil encountered
in excavation and on areas where embankment is to be placed shall be removed to such
extent and to such depth as the Engineer may direct.
Utilization of Excavated Materials
All suitable material removed from the excavation shall be used in the formation of the
embankment, sub grade, shoulders, slopes, bedding, and backfill for structures, and for
other purposes shown on the Plans or as directed.
Only approved materials shall be used in the construction of embankments and backfills.
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Borrow material shall not be placed until after the readily accessible roadway excavation
has been placed in the fill, unless otherwise permitted or directed by the Engineer. .
Pre watering
Excavation areas and borrow pits may be pre watered before excavating the material.
When pre watering is used, the areas to be excavated shall be moistened to the full depth,
from the surface to the bottom of the excavation. The water shall be controlled so that the
excavated material will contain the proper moisture to permit compaction to the specified
density with the use of standard compacting equipment.
The Contractor shall provide drilling equipment capable of suitably checking the moisture
penetration to the full depth of the excavation.
Pre splitting
Unless otherwise provided in the Contract, rock excavation which requires drilling and
shooting shall be presplit. Excavation of Ditches, Gutters, etc.
All materials excavated from side ditches and gutters, channel changes, irrigation ditches,
inlet and outlet ditches, toe ditchers, furrow ditches, and such other ditches as may be
designated on the Plans or staked by the Engineer, shall be utilized as provided in
Subsection 102.2.3.
Excavation of Roadbed Level
Rock shall be excavated to a depth of 150 mm (6 inches) below sub grade within the limits
of the roadbed, and the excavation backfilled with material designated on the Plans or
approved by the Engineer and compacted to the required density.
Material below sub grade, other than solid rock shall be thoroughly scarified to a depth of
150 mm (6 inches) and the moisture content increased or reduced, as necessary, to bring
the material throughout this 150 mm layer to the moisture content suitable for maximum
compaction. This layer shall then be compacted in accordance with Subsection IV.3.3.
EMBANKMENT
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Material Requirements
Embankments shall be constructed of suitable materials, in consonance with the following

definitions:
1. Suitable Material – Material which is acceptable in accordance with the Contract

and which can be compacted in the manner specified in this Item. It can be common
material or rock.
Selected Borrow, for topping – soil of such gradation that all particles will pass a sieve
with 75 mm (3 inches) square openings and not more than 15 mass percent will pass the
0.075 mm (No. 200) sieve, as determined by AASHTO T 11. The material shall have a
plasticity index of not more than 6 as determined by ASSHTO T 90 and a liquid limit of not
more than 30 as determined by AASHTO T 89.
2. Unsuitable Material – Material other than suitable materials such as:
(a) Materials containing detrimental quantities of organic materials, such as grass,

roots and sewerage.
(b) Organic soils such as peat and muck.
(c) Soils with liquid limit exceeding 80 and/or plasticity index exceeding 55.
(d) Soils with a natural water content exceeding 100%.
(e) Soils with very low natural density, 800 kg/m3 or lower.
(f) Soils that cannot be properly compacted as determined by the Engineer.
Compaction
Compaction Trials
Before commencing the formation of embankments, the Contractor shall submit in writing
to the Engineer for approval his proposals for the compaction of each type of fill material to
be used in the works. The proposals shall include the relationship between the types of
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compaction equipment, and the number of passes required and the method of adjusting
moisture content. The Contractor shall carry out full scale compaction trials on areas not
less than 10 m wide and 50 m long as required by the Engineer and using his proposed
procedures or such amendments thereto as may be found necessary to satisfy the
Engineer that all the specified requirements regarding compaction can be consistently
achieved. Compaction trials with the main types of fill material to be used in the works
shall be completed before work with the corresponding materials will be allowed to
commence.
3.4. Scheduling Work program planned and site activities in

Information Sheet-4 accordance with the contract document.( this is performance
3.4.1 Work program Scheduling plan and site activities
 Construction schedule:- is the roaster prepared for the execution of

different operations in the construction of a certain project. Before preparing
the schedule chart the following calculations are done as regards:
I) various operation
II) Amount of work
III) Rate of completing work, making allowance for bad weather
IV) Number & type of equipment
Vi) Correlation of various operations
Job No____ Year_____ project No_____ Location_____ Date of Report_____
S. Item of Total Rate Time Name of the month

No operation quantity per required
week
Weeks
1 2
E A E
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Note: E= Estimated progress per week
A= Actual progress per week
Table 3.2.1 Construction schedule sample
 Material schedule
Schedule for material involves the moving and storing of material in any form.
Construction schedule is used as a guide for preparing a material schedule keeping in
view that
I) the material should be delivered at site well in advance before under-taking a

particular operation.
II) Material should not be arranged for in advance as it may not be deteriorated, damaged
or lost.
S.No Materials Time of Materials required for

1 2 3 4 5 6 7 8 9 10
1 Aggregate
2 Cement
Bitumen
3 Selected
material
Table 1.2.2 material schedule sample
 Labor schedule
- Schedule for labor will indicates the nature and quantity of lover required for the
execution of different operation on different dates. The advantage of repairing it is to
reduce the labor cost.
TIME IN Weeks
S. No Operation 1 2 3 4 5 6 7 8 9 10 11 12 13
1 Excavation
2 Foundation
3 Walls
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4 Roof slabs
5 Plastering
6 Flooring
7 Timber
work
8 White wash
Total 15 20 25 23 15 18 8 15 10 16 12 10 4
Labor 25
20
15
10
5
Table 1.2.3 labor schedule sample
 Equipment schedule:-
Is prepared before the project started to establish the types quantity and date on which
equivalent needed so that the same may be arranged as and when required. This is also
prepared with help of construction schedule.
S.no Classification of Total Name of month January Name of month Feb

equipment quantity
required
Weeks Weeks
1 2 3 4 5 6 7
1 Bull dozer 4 1 1 1 2 2 2 2
2 Road roller 1 1 1 1 1 - - -
3 Concrete mixer 2 - - - - 1 1 1
Table 1.2.4 equipment schedule sample
 Financial schedule
A construction schedule may be used to estimate the amount of funds that a contractor
must provide in financing a project during construction. Most contraction contracts specify
that the owner will pay to the contractor stated percentage of the value of the work
completed during each month or each week usually 90% money is paid and 10% retained.
Project No_____ Location________ (Estimated

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Weeks after starting Activity under Expenditure per week Cumulative
constriction expenditure
Table 1.2.5 financial schedule sample
3.5. Reviewing The work program and paving plan in

Information Sheet-5 accordance with contract document.. ( this is performance
3.5.1 Reviewing work program and paving plan
PROJECT ENGINEER’S REVIEW
The project Engineer’s must:
1. Review the time table thoroughly
2. Raise question on its overall logic and workability
3. Offer constructive criticism on detailed work functions and interrelated activities.
Invariably, this review will result in a minor revision of the schedule. After gathering most of
the detailed information and made part of the timetable, the entire program is broken down
into several components parts.
After the projects have been delineated on the timetable as a separate job with minor
qualifications, it can be considered as a project itself. As a project becomes an active
construction program in the field, its progress, man-hour utilization, field labor
expenditures, quality and quantity of suspension, and material status are all monitored and
recorded at the field and home office.
The manpower assignment for each activity on the timetable is then translated into a
graphical presentation, showing the anticipated manpower expenditures and the target
progress of the work in percentages.
1. By graphical reporting, manpower and percentage accomplishment is easier to
evaluate showing the general direction and condition of the job.
2. Data are received by way of one page weekly progress report and a weekly field
payroll report.
3. A field man-hour report is submitted every month.
By close control and evaluation of field cost and man-hour expenditures it can easily
detect the following:
1. Possible budget man-hour overruns
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2. Craft peaks
3. Weakness in supervision coverage
4. Inadequacy of tools and equipment
The manpower and “percentage complete” graph will indicate the possibility of sustaining
a successful rescue operation by keeping a constant watch and taking possible action as
soon as the program begins to loose ground. The graph indicates the necessity of having
pre-planned schedule to provide a basis for monitoring, assisting, controlling and adjusting
a program when it deviates from the prescribed path.
A daily look at the graph, alerts the Project Manager and his home office to possible
need for a radical action such as;
1. Manpower reallocation for elaborate re-scheduling or
2. For a speedy economic analysis of the whole project to determine the whether extra
manpower or two shift operation may be necessary.
A periodic visit to the construction site is necessary for the various members of the central
construction department staff to audit the program so that;
1. A first hand review of the progress is made and the general status of the work is
compared with the timetable and discussed with the key field supervisory staff.
2. Home office assistance is offered to the field superintendent in pushing particular
phases of the project that may be held up in such areas such as drafting of
procurement.
3. Suggestions are made and discussed with the field organizations as to how its
progress improved.
Discussion and review of construction problems at the site assures a clearer
understanding of the work status for the following actions:
1. Alternate solutions may be reviewed
2. Exchanging ideas for a better solution
3. To implement results as agreed in the meeting
The site review gives everyone an opportunity for general discussions of ideas and
techniques on concurrent construction work. The best pre-planning approach requires a
constant attention to a construction project. Above all pre-planning should be flexible
enough to give it a chance to adjust quickly and radically at any time when it is necessary.
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LO 4: schedule resources
4.1. Identifying Resource requirements in accordance with

Information Sheet-1
contract document and job requirements. this is performance
4.1.1. Identifying Resource requirements
Resource Management
As was mentioned previously one of the major objectives of planning is the effective
use of available resources, and we shall in this section of the course be looking at
resource analysis and scheduling. Remember it is through effective planning that
the successful control of project resources is achieved.
Although there are other minor resources, the four main resources used on a
construction project, which should be the main focus of management, are:
 Labor
 Plant and equipment
 Materials
 Finances
Network analysis lends itself most readily to comprehensive resource analysis and
will be technique on which we shall focus on in this presentation.
The effective and efficient use of resources is dominant if a project is to be
completed on time and within budget, and any careless use of resources cannot be
tolerated.
Despite the figures shown in Table 1 below being based on past experience in the
UK and may therefore not be strictly applicable to Ethiopia at the present time, the
figures do highlight the need for careful use and management of resources. Bearing
in mind how easily it is to inefficiently use resources their careful management is a
Prime requirement of the planning
Percentage Common Consequent

Resources Of Project Inefficiencies Effect on Project
Value
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5% overuse due
Materials 40% to losses, 40% x 5% = 2%
contamination loss
over-excavation
and short
deliveries
10% extra cost
Subcontractors 20% due to Day works 20% x 10% =
claims, waiting for 2% loss
materials and
instructions
Labour Plant 18% 7% overuse due

10% to bad planning, 28% x 75 = 2%
failure to put plant loss
off hire.
20% under-
recovery due to
Overheads 10% project over-run, 20% x 10% =
inflation, and 2% loss
estimating errors.
Net Profit 2%
Table 1. How to loose your profit margin
 Estimation of Resource Requirements

The estimate of the resources required for the construction of the bridge abutment
foundations are given in Table 2 This is a very simplified estimate for this simple
example. In practice, this estimate may be made in more detail, and the plan may
be refined to overlap some activities to achieve more efficient use of some of the
resources.
Resources can be planned in one of two ways.
 On the basis that a finite number of each resource must be available for each and
every period – this is the method shown in Table2
 In the form of total amounts for an activity, e.g. man-days, money etc.; in Table
15the allocation of the three men to activity 1 (piling) is equivalent to the allocation
of six man-days for this activity of two days duration.
4.1 Planning and scheduling Work sequences and reporting procedures

Information Sheet-2 in accordance with contract document.(this is performance
2.2.1 Planning and scheduling Work sequences and reporting procedures
 Operating Data and Records.

Page 13 of 152
Operator shall monitor and record all operating data and information that (i) Owner must
report to any person or entity under any Project Agreement, (ii) Owner must report to any
government agency or other person or entity under applicable Laws and (iii) Owner
reasonably requests. Operator shall report required or requested operating data and
information to Owner as specified by Owner to support monthly invoicing under the Project
Agreements, and within 15 Business Days following a request by Owner. Operating data
to be reported include information from operating logs, meter and gauge readings and
maintenance records.
Accounts and Reports. Operator shall cooperate with Owner in complying with reporting
requirements set forth in the Project Agreements and shall, during the term of this
Agreement, furnish or cause to be furnished to Owner the following reports concerning the
Project operations and the Services:
(a) Monthly Reports. Within ten (10) Business Days following the last day of each
calendar month, Operator shall submit: (i) a progress report, in detail acceptable to Owner,
covering all activities during such month with respect to operations and maintenance
(including information regarding the amount of electric energy generated, hours of
operation, heat rate,
availability, outages, accidents and emergencies), capital improvements, labor relations,

other significant matters, and Services. The monthly report shall include a comparison of
such items to the corresponding values for the preceding month and for the corresponding
portion of the previous Contract Year, a listing of any significant operating problems along
with immediately planned remedial actions, and a brief summary of major activities
planned for the next reporting period, and (ii) a statement setting forth all Reimbursable
Costs paid or incurred in such month, which statement shall itemize, in detail acceptable to
Owner, the computation of such Reimbursable Costs and shall state whether or not the
Project operations have conformed to the applicable Annual Project Operating Plan and
Annual Budget during such reporting period and if not, the extent and reasons for any
deviation and the planned remedial action.
(b) Annual Reports. As soon as available, and in any event within 60 days after the
end of each Contract Year, Operator shall submit an annual report describing, in detail
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substantially similar to that contained in the monthly reports referred to in Section 6.4(a),
the Project activities and operating data for such Contract Year.
(c) Litigation, Permit Lapses. Upon obtaining knowledge thereof, Operator shall promptly
notify Owner in writing of: (i) any event of default under any of the Project Agreements; (ii)
any litigation, claims, disputes or actions, threatened or filed, concerning the Project or the
Services; (iii) any refusal or threatened refusal to grant, renew or extend (or any action
pending or threatened that might affect the granting, renewal or extension of) any license,
permit, warranty, approval, authorization or consent relating to the Project or the
Services; and (iv) any dispute with any governmental authority relating to the Project or the
Services.
(d) Other Information. Operator shall promptly submit to Owner any material information
concerning new or significant aspects of the Project's activities and, upon Owner's
request, shall promptly submit any other information concerning the Project or the
Services.
- Additional Communications. Operator shall communicate certain additional events

specified in Appendix C to Owner and third parties in accordance with the communication
protocols set forth in Appendix C to this Agreement.
Reports
 Daily man hour reporting format….. Forman
 Review the report…..Supervisor..submitted to G/ Manager
 Transfer the data productivity report …G/ Manager
 Complied report shall be evaluated and discussed in a regular meeting

preferably on weekly bases….team
 Prepare monthly and quarterly plan based on the data
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4.3. Confirming Schedule of work activities according to
Information Sheet-3 specifications and job requirements. ( this is performance criteria
on OS or content in curriculum)
4.3.1 Confirming Schedule of work activities according to specifications and job

requirements
The aim of this unit is to illustrate the skills, knowledge and understanding required
to confirm competence in confirming work activities and resources for the work in
the workplace within the relevant sector of industry.
Learning Outcomes Assessment Criteria
The Learner Will The Learner Can
1 Identify work activities,  1.1 - Identify work activities, assess required resources and plan
assess required the sequence of work.
resources and plan the
 1.2 - Identify work activities and formulate a plan for their own
sequence of work.
sequence of work.
 1.3 - Explain the types of work relative to the occupational area

and how to identify different work activities.
 1.4 - Explain methods of assessing the resources needed from a

range of available information.
 1.5 - Explain the required information and the different methods

used to prepare a work programmer relative to the occupational
area.
2 Obtain clarification and  2.1 - Seek advice and clarity from appropriate sources on
advice where the resources available and the alternatives that can be used for the
resources required are
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not available. work when required resources are not available.
 2.2 - Explain the different sources and methods that can be used
to obtain clarification and advice when the required resources are
not available.
3 Evaluate the work  3.1 - Assess progress of work against project requirements,
activities and the taking into account external factors relating to:
requirements of any - other occupations and /or customers
significant external factors - resources
against the project - weather conditions
requirements. - health and safety requirements.
 3.2 - Explain different methods of evaluating work activities

against the following project requirements:
- contract conditions
- contract programmer
- health and safety requirements of operatives.
 3.3 - Evaluate the requirements of significant external factors that

could affect the progress of work, in relation to:
- other related programmers
- special working conditions
- weather conditions
- other occupations/people
- resources
- health and safety requirements.
4 Identify work activities  4.1 - Determine work activities that have an influence on each
which influence each other.
other and make the best
 4.2 - Evaluate which work activities make the best use of
use of the resources
available resources in relation to:
available
- occupations and/or customers associated with the work
- tools, plant and/or ancillary equipment
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- materials and components.
 4.3 - Explain different methods and sources that can identify

which work activities influence each other.
 4.4 - Describe how to determine the sequence of work activities

and how long each work activity will take.
 4.5 - Describe what zero and low carbon requirements are.
 4.6 - Explain how work activities and different ways of using

resources can impact on zero and low carbon requirements, and
make a positive contribution to the environment.
5 Identify changed  5.1 - Evaluate project progress against the work programmer to
circumstances that identify any changed circumstances.
require alterations to the
 5.2 - Inform line management and/or customers on the type and
work programmer and
extent of any required changes to the work programmer.
justify them to decision
makers.  5.3 - Explain how to identify possible alterations to the work
programmer to meet changed circumstances relating to action
lists, method statements, duration, schedules and/or occupation
specific requirements.
 5.4 - Explain how to assess contractual/work effects resulting

from alterations to the work programmer.
 5.5 - Explain the methods used to justify to decision makers on

the effects resulting from alterations to the work programmer.
LO5:confirm resource requirements
Information Sheet-1
5.1. Confirming Team numbers, positions and duties in
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accordance with contract document. this is performance criteria
4.1.1. Project team for building design and construction
Introduction
Projects to design and construct buildings can involve large numbers of people, and

on major projects many thousands of people. The structure and composition of the project
team tends to change through the duration of the project; some team members might only
have a very brief involvement, bringing specialist knowledge or
supplying specialist components during a particular phase, whilst others, such as
the client, project managers or lead consultants may be involved for many years.
Structure
It is crucial that project teams are structured properly from the outset, and

that team members are selected carefully to give the project the best prospect of success.
However, as there is often some doubt about whether a project will actually proceed
during the very early stages proper attention is not always given to defining the project
team.
The composition of the project team may change through the duration of a project and

may include many members, but an indicative, outline structure for a traditional project is
shown below:
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See the article: Consultant Team, for a full list of the consultants that might be involved in
a project.
Collaborative practices
Successive reports about the UK construction industry have described it

as fragmented and adversarial, with a tendency to adopt a single-discipline mentality, not
in the best interests of the client (see Government Construction Strategy, the Latham
Report and the Egan Reportand others).
For consultants to work effectively as a team however, they should adopt collaborative

practices as early in the project as possible. This can include procurement routes (such as
partnering), clarity of organisation, co-location, financial motivation (such joint 'pain or
gain'), problem resolution procedures and information management procedures
(see collaborative practices for more information). The requirement to adopt
such practices should be included in appointment documents.
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Integrated project team
On publicly-funded projects, the government favours the creation of an ‘integrated project

team’ where a system of collaborative working is adopted between all of those involved in
the delivery of the project.
The integrated project team is a particularly important concept for public projects as the

recommended procurement routes (set out in the Government Construction Strategy)
are private finance initiative (PFI), prime contracting and design and build. Under these
routes, a single, integrated supply
team (including designers, contractors, specialist suppliers and facilities managers) is
appointed, responsible for delivering (and sometimes, financing and operating) the
entire project. The Government recommend that this appointment is made after the
preparation of the brief (or output-based specification), before any design work has been
undertaken.
Image reproduced with permission of OGC (ref. Achieving Excellence Guide 5 - The

Integrated Project Team P5).
Team management
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In some organisations, teams build naturally as people work together to achieve a
common goal, but this can take a considerable amount of time. The one-off, project-based
nature of design and construction demand faster results.
Approaches to team building can differ, depending on the type of project, the managerial
style of the team leader, and the specific types of people on the project team. However, a
crucial step in the team building process is the kick-off, or start up meeting. This is a
chance for the team members to get to know each other, establish relationships and lines
of communication, identify problems, set goals and objectives and obtain commitments.
The roles of team members can be constructive or destructive. Constructive roles move

the group towards action and accomplishing results, while destructive roles hinder the
accomplishment of group goals.
Conflict can arise between parties when:
 Work boundaries and role definitions are not clear (ambiguous jurisdictions).
 It is not clear who is in charge.
 Instructions are not clear, or are inconsistent.
 Parties try to achieve different or inconsistent goals (conflict of interest and personality).
 Communication difficulties create misunderstanding.
 There are disagreements concerning scheduling and timing constraints.
 There are conflicting ideas about the sequence of activities.
 There are differences of opinion between and within the project team and support
groups.
 There are disagreements about technical issues.
This picture can be further complicated by a multitude of stakeholders and third party

dependencies, all of which may be able to influence the success of the project.
Page 6 of 152
5.1 5.2. Confirming Plant and equipment requirements in accordance with
Information Sheet-2 contract document.(this is performance criteria on OS or content in
curriculum)
5.2.1 Plant and equipment requirements
Equipment requirements
Typically, construction equipment is used to perform essentially repetitive operations, and

can be broadly classified according to two basic functions: (1) operators such as cranes,
graders, etc. which stay within the confines of the construction site, and (2) haulers such
as dump trucks, ready mixed concrete truck, etc. which transport materials to and from the
site..
In order to increase job-site productivity, it is beneficial to select equipment with proper

characteristics and a size most suitable for the work conditions at a construction site. In
excavation for building construction, for examples, factors that could affect the selection of
excavators include:
1. Size of the job: Larger volumes of excavation will require larger excavators, or

smaller excavators in greater number.
2. Activity time constraints: Shortage of time for excavation may force contractors to
increase the size or numbers of equipment for activities related to excavation.
3. Availability of equipment: Productivity of excavation activities will diminish if the
equipment used to perform them is available but not the most adequate.
4. Cost of transportation of equipment: This cost depends on the size of the job,
the distance of transportation, and the means of transportation.
5. Type of excavation: Principal types of excavation in building projects are cut
and/or fill, excavation massive, and excavation for the elements of foundation. The
most adequate equipment to perform one of these activities is not the most
adequate to perform the others.
6. Soil characteristics: The type and condition of the soil is important when choosing
the most adequate equipment since each piece of equipment has different outputs
for different soils. Moreover, one excavation pit could have different soils at different
stratums.
Page 7 of 152
7. Geometric characteristics of elements to be excavated: Functional
characteristics of different types of equipment makes such considerations
necessary.
8. Space constraints: The performance of equipment is influenced by the spatial
limitations for the movement of excavators.
9. Characteristics of haul units: The size of an excavator will depend on the haul
units if there is a constraint on the size and/or number of these units.
10. Location of dumping areas: The distance between the construction site and
dumping areas could be relevant not only for selecting the type and number of
haulers, but also the type of excavators.
11. Weather and temperature: Rain, snow and severe temperature conditions affect
the job-site productivity of labor and equipment.
Considerations when using construction plant
Construction projects, in particular, large and complex projects, are increasingly

dependent on construction plant, and there are a wide range of issues that need to be
considered in its use:
 Public safety, employee safety and CDM. See below for more information.
 Type of applications.
 Programmed, lead times and continuity of use.
 Crane zones and lifting operations.
 Emissions.
 Storage and theft.
 Insurance.
 Power and fuel.
 Maintenance and breakdowns.
 Standards and regulations.
 Nuisance (noise, vibration, dust and so on). See below, and see Nuisance in

construction for more information).
Page 8 of 152
 Logistics, access, segregation and diversions. See Site layout for more information.
The Construction Plant Competence Scheme (CPCS) includes a registration card scheme

demonstrating the skills, knowledge and understanding, competence and qualifications of
those involved in plant operations.
Complex plant may have additional service requirements, some of which might be

provided by the plant supplier:
 Design.
 Site accommodation.
 Operation.
 Communication links.
 Transportation.
 Fabrication and installation.
 Temporary services
Page 9 of 152
Information Sheet-3 5.3. Taking account of Confirmation of plant and equipment
requirements site accessibility and constraints. ( this is performance
5.3.1 Taking account of Confirmation of plant and equipment requirements
The choice of the type and size of haulers is based on the consideration that the number
of haulers selected must be capable of disposing of the excavated materials expeditiously.
Factors which affect this selection include:
1. Output of excavators: The size and characteristics of the excavators selected will

determine the output volume excavated per day.
2. Distance to dump site: Sometimes part of the excavated materials may be piled
up in a corner at the job-site for use as backfill.
3. Probable average speed: The average speed of the haulers to and from the
dumping site will determine the cycle time for each hauling trip.
4. Volume of excavated materials: The volume of excavated materials including the
part to be piled up should be hauled away as soon as possible.
5. Spatial and weight constraints: The size and weight of the haulers must be
feasible at the job site and over the route from the construction site to the dumping
area.
Dump trucks are usually used as haulers for excavated materials as they can move freely
with relatively high speeds on city streets as well as on highways.
The cycle capacity C of a piece of equipment is defined as the number of output units per
cycle of operation under standard work conditions. The capacity is a function of the output
units used in the measurement as well as the size of the equipment and the material to be
processed. The cycle time T refers to units of time per cycle of operation. The standard
production rate R of a piece of construction equipment is defined as the number of output
units per unit time. Hence:
4.4
Page 0 of 152
or
4.5
The daily standard production rate Pe of an excavator can be obtained by multiplying its
standard production rate Re by the number of operating hours He per day. Thus:
4.6
where Ce and Te are cycle capacity (in units of volume) and cycle time (in hours) of the
excavator respectively.
In determining the daily standard production rate of a hauler, it is necessary to determine

first the cycle time from the distance D to a dump site and the average speed S of the
hauler. Let Tt be the travel time for the round trip to the dump site, T o be the loading time
and Td be the dumping time. Then the travel time for the round trip is given by:
4.7
The loading time is related to the cycle time of the excavator T e and the relative capacities
Ch and Ce of the hauler and the excavator respectively. In the optimum or standard case:
4.8
For a given dumping time Td, the cycle time Th of the hauler is given by:
4.9
The daily standard production rate Ph of a hauler can be obtained by multiplying its
standard production rate Rh by the number of operating hours Hh per day. Hence:
Page 1 of 152
4.10
This expression assumes that haulers begin loading as soon as they return from the dump
site.
The number of haulers required is also of interest. Let w denote the swell factor of the soil
such that wPe denotes the daily volume of loose excavated materials resulting from the
excavation volume Pe. Then the approximate number of haulers required to dispose of the
excavated materials is given by:
4.11
While the standard production rate of a piece of equipment is based on "standard" or ideal
conditions, equipment productivities at job sites are influenced by actual work conditions
and a variety of inefficiencies and work stoppages. As one example, various factor
adjustments can be used to account in a approximate fashion for actual site conditions. If
the conditions that lower the standard production rate are denoted by n factors F 1, F2, ...,
Fn, each of which is smaller than 1, then the actual equipment productivity R' at the job site
can be related to the standard production rate R as follows:
4.12
On the other hand, the cycle time T' at the job site will be increased by these factors,
reflecting actual work conditions. If only these factors are involved, T' is related to the
standard cycle time T as:
4.13
Each of these various adjustment factors must be determined from experience or

observation of job sites. For example, a bulk composition factor is derived for bulk
excavation in building construction because the standard production rate for general bulk
excavation is reduced when an excavator is used to create a ramp to reach the bottom of
the bulk and to open up a space in the bulk to accommodate the hauler.
Page 2 of 152
In addition to the problem of estimating the various factors, F 1, F2, ..., Fn, it may also be
important to account for interactions among the factors and the exact influence of
particular site characteristics.
Example 4-9: Daily standard production rate of a power shovel [12]
A power shovel with a dipper of one cubic yard capacity has a standard operating cycle
time of 30 seconds. Find the daily standard production rate of the shovel.
For Ce = 1 cu. yd., Te = 30 sec. and He = 8 hours, the daily standard production rate is
found from Eq. (4.6) as follows:
In practice, of course, this standard rate would be modified to reflect various production
inefficiencies, as described in Example 4-11.
Example 4-10: Daily standard production rate of a dump truck
A dump truck with a capacity of 6 cubic yards is used to dispose of excavated materials at
a dump site 4 miles away. The average speed of the dump truck is 30 mph and the
dumping time is 30 seconds. Find the daily standard production rate of the truck. If a fleet
of dump trucks of this capacity is used to dispose of the excavated materials in Example 4-
9 for 8 hours per day, determine the number of trucks needed daily, assuming a swell
factor of 1.1 for the soil.
The daily standard production rate of a dump truck can be obtained by using Equations
(4.7) through (4.10):
Page 3 of 152
Hence, the daily hauler productivity is:
Finally, from Equation (4.12), the number of trucks required is:
implying that 8 trucks should be used.
Example 4-11: Job site productivity of a power shovel
A power shovel with a dipper of one cubic yard capacity (in Example 4-9) has a standard
production rate of 960 cubic yards for an 8-hour day. Determine the job site productivity
and the actual cycle time of this shovel under the work conditions at the site that affects its
productivity as shown below:
Factor
Work Conditions at the Site
s
Bulk composition 0.954
Soil properties and water content 0.983
Equipment idle time for worker breaks 0.8
Management efficiency 0.7
Page 4 of 152
Using Equation (4.11), the job site productivity of the power shovel per day is given by:
The actual cycle time can be determined as follows:
Noting Equation (4.6), the actual cycle time can also be obtained from the relation T' e =
(CeHe)/P'e. Thus:
Example 4-12: Job site productivity of a dump truck
A dump truck with a capacity of 6 cubic yards (in Example 4-10) is used to dispose of
excavated materials. The distance from the dump site is 4 miles and the average speed of
the dump truck is 30 mph. The job site productivity of the power shovel per day (in
Example 4-11) is 504 cubic yards, which will be modified by a swell factor of 1.1. The only
factors affecting the job site productivity of the dump truck in addition to those affecting the
power shovel are 0.80 for equipment idle time and 0.70 for management efficiency.
Determine the job site productivity of the dump truck. If a fleet of such trucks is used to
haul the excavated material, find the number of trucks needed daily.
The actual cycle time T'h of the dump truck can be obtained by summing the actual times
for traveling, loading and dumping:
Page 5 of 152
Hence, the actual cycle time is:
The jobsite productivity P'h of the dump truck per day is:
The number of trucks needed daily is:
so 8 trucks are required.
Self-Check -3 Written Test
Directions: Answer all the questions listed below. Use the Answer sheet provided in the
page:
1. A power shovel with a dipper of one cubic yard capacity has a standard operating
cycle time of 30 seconds. Find the daily standard production rate of the shovel.For
Page 6 of 152
Ce = 1 cu. yd., Te = 30 sec. and He = 8 hours, the daily standard production rate is
found from Eq.(4.6) as follows:?(10point)
2. A dump truck with a capacity of 6 cubic yards is used to dispose of excavated
materials at a dump site 4 miles away. The average speed of the dump truck is 30
mph and the dumping time is 30 seconds. Find the daily standard production rate of
the truck. If a fleet of dump trucks of this capacity is used to dispose of the
excavated materials in Example 4-9 for 8 hours per day, determine the number of
trucks needed daily, assuming a swell factor of 1.1 for the soil.
Note: Satisfactory rating 5 points Unsatisfactory - below 5 points
You can ask you teacher for the copy of the correct answers.
Answer Sheet
Score = ___________
Rating: ____________
Name: _________________________ Date: _______________

Short Answer Questions
Page 7 of 152
5.4. Confirming Materials with suppliers in accordance with
Information Sheet-4 contract document..( this is performance criteria on OS or content
in curriculum)
3.4.1 Confirming Materials with suppliers in accordance with contract document.
Page 8 of 152
A supplier is defined as the person or organization that provides a product or service to
another business.
Finding a reliable and competitively-priced supplier is vital to the success of your business.
The terms that you negotiate with your supplier need to be based on:
 the way that you pay them – bank draft, commercial bill paid for by bank, foreign
currency
 potential costs - administration, taxation, transport, general payments and

transactions
 possible risks - late payment to supplier, or faulty, late or undelivered goods
This guide explains how to build strong business relationships with your suppliers, through
good negotiation, collaboration, management and performance review skills.
 Get quality service from your suppliers
 Building good relationships with suppliers
 How you can help your key suppliers
 Use technology to improve efficiency
 Service level agreements
 Review your suppliers' performance
 Ending supplier contracts
Get quality service from your suppliers
To ensure a productive working relationship, select suppliers who offer a quality service
and meet your specific needs.
Quality service
There are a number of national and international certification bodies that enable you to
check the quality of a potential supplier.
Confirming a Materials Purchase Order

Page 9 of 152
What is a purchase order confirmation?
• A careful review of the PO that looks at quantities, prices, delivery, shipment, terms and
conditions.
• A confirmation must be sent acknowledging the PO has been received and is correct.
• Confirmation must include acceptance (total or partial) of Husky’s conditions stated in
the PO.
What is the timeframe for a purchase order confirmation?
• Husky requires all POs be confirmed within 24 business hours.
• Once PO confirmation is received, and Husky accepts it, all parties are legally bound to
the transaction terms.
Why is a purchase order confirmation important?
Husky creates a goods receipt (G/R) field ticket for the supplier once goods are delivered
and
inspected. The G/R plus the PO and invoice complete Husky’s three-way match process
that is
required before supplier payment is released.
• The PO confirmation:
• eliminates mismatch between PO and invoices. The objective is to have all vendor
invoices match Husky POs.
• improves efficiency in G/R processing. The procure-to-pay process is more efficient
and suppliers are paid more quickly.
• reduces the time vendors and Husky spend resolving problems and sending proper
documentation for unmatched invoices.
Where to Go for Help
For PO discrepancies, contact the procurement administrator who created the PO.
Contact information is on the PO.
Page 10 of 152
page:
1. What is the function confirming Materials with suppliers program Scheduling for road
construction ?(10point)
Page 11 of 152
Answer Sheet
Score = ___________
Rating: ____________
Name: _________________________ Date: _______________

Page 12 of 152
Operation Sheet 1 materials handling methods Construct
1.1. The techniques for identifying key information about resource providers are;
Steps 1- Review preliminary activities: check questionnaires, type of data needed, chosen
Methods, resources(finance, material and time), etc.
Step 2- List out orderly all resource providers including governmental and non-
governmental
Step 3- Implement the collection of information
Step 4- Define resource providers who are available to do the work from the list
Step 5- preparing the materials handling methods Construct
Page 13 of 152
LAP Test Practical demonstration
Name: _____________________________ Date: ________________

Time started: ________________________ Time finished: ________________
Instructions: Given necessary templates, tools and materials you are required to
perform the following tasks within 4 hours.
Task 1: Identify key information about local resources in road construction plan and
specification
Task 2: perform materials handling methods Construct
Task 2; confirming Materials with supplier’s road construction
Page 14 of 152
On-Site Road Construction
And Maintenance Management
Level IV
Learning Guide-13
Unit of Competence: Manage On-Site Road
Construction
Module Title: Managing On-Site Road
Construction
LG Code: CON RSC4 M03-LO6-LG-13(write
orderly all UC LOs)
TTLM Code: CON RSM4 M03 0911 TTLM
0519v1
LO 6: manage construction works
Page 15 of 152
Instruction Sheet Learning Guide #13
This learning guide is developed to provide you the necessary information regarding the
following content coverage and topics:
 Supervising Material, plant & equipment performance in accordance with

contract document.
 Supervising Resources and sequence of operations in accordance with site

safety, quality, traffic management plans and work program.
 Communicating .Delivery rate and quantities of materials meet job

requirements and changes in requirements
 Checking Quality assurance procedures undertaken and documentation in

accordance with contract document.
 Measuring and documenting Management extent of work in accordance

with specifications
 Supervising Site cleanup, disassembling of equipment; final inspection and

restoration of road markings to meet specifications.
 Undertaking and documenting Communications with engineer/ engineer’s

representative and public in accordance with contract document.
 Considering and making Raised problems consequent adjustments work

program as required.(all these are performance criteria in the OS)
This guide will also assist you to attain the learning outcome stated in the cover page.
Specifically, upon completion of this Learning Guide, you will be able to:
 Supervising Material, plant & equipment performance in accordance with

contract document.
 Supervising Resources and sequence of operations in accordance with site

safety, quality, traffic management plans and work program.
 Communicating .Delivery rate and quantities of materials meet job

requirements and changes in requirements
 Checking Quality assurance procedures undertaken and documentation in

accordance with contract document.
Page 16 of 152
 Measuring and documenting Management extent of work in accordance
with specifications
 Supervising Site cleanup, disassembling of equipment; final inspection and

restoration of road markings to meet specifications.
 Undertaking and documenting Communications with engineer/ engineer’s

representative and public in accordance with contract document.
 Considering and making Raised problems consequent adjustments work
program as required.(.(all these are contents in the curriculum/ performance
criteria in OS that are changed in action form or they are assessment criteria in the
curriculum)
Learning Instructions:
1. Read the specific objectives of this Learning Guide.

Page 17 of 152
2. Follow the instructions described below
3. Read the information written in the “Information Sheets”. Try to understand what are being
discussed. Ask you teacher for assistance if you have hard time understanding them.
4. Accomplish the “Self-checks”. in each information sheets.
5. Ask from your teacher the key to correction (key answers) or you can request your teacher
to correct your work. (You are to get the key answer only after you finished answering the
Self-checks).
6. If you earned a satisfactory evaluation proceed to “Operation sheets and LAP Tests if any”.
However, if your rating is unsatisfactory, see your teacher for further instructions or go
back to Learning Activity.
7. After You accomplish Operation sheets and LAP Tests, ensure you have a formative
assessment and get a satisfactory result;
8. Then proceed to the next information sheet
6.1. Supervising Material, plant & equipment performance in

Information Sheet-1
accordance with contract document.. this is performance criteria
6.1.1. Supervising Material Handling Equipment Operations
Page 18 of 152
Our managing and supervising material handling equipment (MHE) operations course will
enable the managers and supervisors in your business to identify their responsibilities with
regards to material handling equipment operations, and will enable them to identify steps
that can be taken to minimize risk related to MHE in your workplace.
Attending this course will ensure you are compliant with this legal requirement.
The course covers the following:
Walking the floor
Why are we here?
Regulations
Manager and supervisor responsibilities
Operator training
Operational safety
Theory in practice
Next steps
The course is assessed at the end and candidates are required to complete a theory test
and hazard perception test in order to successfully pass and obtain an RTITB accredited
certificate. There is a maximum of 12 people allowed on the course and it can be delivered
on your premises or at our Instructor Academy in Telford, Shropshire (near Shrewsbury
and Wolverhampton).
Construction materials supervision
Properties of materials have great significance and broad understanding of these

properties is essential.
Properties that relate to materials generally are: physical, chemical and mechanical.
a) Physical Properties
Density and Specific Gravity
is the mass of a unit volume of homogeneous material.
Page 19 of 152
Heat conductivity
is the ability of a material to conduct heat.
it is influenced by nature of material, its structure, porosity, character of pores and mean
temperature at which heat exchange takes place.
Fire resistance
- is the ability of a material to resist the action of high temperature without any appreciable
deformation and substantial loss of strength.
Porosity
The term porosity is used to indicate the degree by which the volume of a material is
occupied by pores.
b) Chemical Properties
Corrosion resistance
- It is the property of a material to withstand the action of acids, alkalis gases etc., which
tend to corrode (or oxidize).
Combustibility
Adhesion
Toxicity
Decay resistance
Hardening
c) Mechanical Properties
Selection of materials for construction purpose
mainly depends on their mechanical properties.
Strength :-
-resistance of a material to the action of external static forces (compressive, tensile,

bending, shear, and torsion strength)
Page 20 of 152
-resistance of a material to various dynamic external forces (impact and vibratory loads)
Elasticity:-
-it is the property of a material which enables it to regain its original shape and size after
the removal of external load.
Hardness:
-it is the property of the material which enables it to resist abrasion, indentation, machining
and scratching.
Ductility:
-it is the property of a material which enables it to be drawn out or elongated to an
Appreciable extent before rupture occurs.
page:
1. Write the type and definition of materials supervision for road construction?(8point)
Note: Satisfactory rating - 4 points Unsatisfactory - below 4 points

Page
You can ask you teacher for the copy of the correct 21 of 152
answers.
Answer Sheet
Score = ___________
Rating: ____________
Name: _________________________ Date: _______________

Page 22 of 152
6.2. Supervising Resources and sequence of operations in accordance with site
Information Sheet-2 safety, quality, traffic management plans and work program.(this is
6.2.1 Supervising Resources and sequence

DEFINITION:
Under direction, to assign, direct and supervise the work of district road crews in the
maintenance, repair and construction of roads, culverts and bridges; operate maintenance
equipment when needed; perform a variety of semiskilled and skilled construction tasks;
and
do related work as required.
Page 23 of 152
EXAMPLES OF DUTIES:
 As assigned by the Road Superintendent assigns and supervises work.
 Gives instructions to and inspects the work of crews engaged in various phases of
road construction and maintenance work.
 Instructs crews in and enforces operating safety practices.
 Inspects county roads, ditches and culverts and reports to Road Superintendent the
extent of maintenance, repair or reconstruction work required.
 Serves as lead worker for road work activities.
 Maintains time records.
 Orders materials and supplies.
 Meets with public and maintains cooperative relationships.
 As a working supervisor operates a variety of heavy, medium and light construction
and maintenance equipment.
 Does a variety of skilled and semiskilled carpentry, concrete or fabrication work in
the construction and maintenance of bridges, culverts or roads.
SPECIAL REQUIREMENTS:
Possession of an appropriate California driver’s license issued by the State Department of
Motor Vehicles may be required.
DESIRABLE QUALIFICATIONS:
Knowledge of:
Principles of supervision and training; methods, procedures, tools and materials used in
the construction repair and maintenance of roads; operation and maintenance of a variety
of medium and heavy road maintenance equipment; provisions of the California Vehicle
Code relating to the operation of medium and heavy equipment on streets and roads; safe
work practices and state and federal safety regulation.
Ability to:
Direct and inspect the technical details of road and bridge maintenance and repair work;
assign and supervise the activities of road crews engaged in road and bridge repair,
maintenance and construction work; inspect and report on road conditions; read and write
at the level required for successful job performance; understand and carry out oral and
written instructions; establish and maintain cooperative working relationships.
TRAINING AND EXPERIENCE:
Equivalent to graduation from high school and three years of increasingly responsible road
construction and maintenance experience.
Page 24 of 152
PHYSICAL DEMANDS AND WORKING CONDITIONS:
Mobility to transverse uneven terrain, periodically standing, stooping, bending, climbing
and kneeling; color vision to inspect electrical wiring; hearing and speech to communicate
in person and by telephone; smell to detect gas or sewage leaks; touch to determine hot
or cold water fixtures; manual dexterity to grasp tools and electrical devices; ability to lift
and carry items weighing up to 100 pounds for distances up to 100 feet.
OTHER REQUIREMENTS:
This class description lists the major duties and requirements of the job and is not all-
inclusive. Not all duties are necessarily performed by each incumbent. Incumbents may be
expected to perform job-related duties other than those contained in the documents and
may be required to have specific job-related knowledge and skills.
SUPPORT AND SAFETY ARRANGEMENTS
Arrangements should be made, as necessary, for the following :
 Recruitment of workmen if employed casually.
 Setting up temporary site camps
- supervisors' accommodation and facilities,
- secure handtool storage,
- water supply.
 Payment of wages.
 Signs and Safety Equipment.
When working on a low traffic volume road open to traffic, signs and safety equipment
detailed in Part D (Patching, Method A), Page II - 169 and II – 179 should be used.
When closing the road and providing a diversion, the signs and safety equipment detailed
in Part E (Mechanised Regravelling), Pages II - 229/231/233 and II - 241 should be used.
SIGNS AND SAFETY EQUIPMENT
The following items should be provided where possible
Page 25 of 152
 Traffic Signs
- 2 reversible "Stop/Go" signs,
- 2 "Speed Limit" signs (50 km/hr),
- 2 "Men Working" signs,
- 1 "Road Narrows From Right" sign,
- 1 "Road Narrows From Left" sign
- 2 "No Overtaking" signs
- 2 "End of Restriction" signs,
- warning lights for night work.
 Barriers
2 lane closure barriers.
 Traffic Cones
As many as are required; 6 to 10 will usually be
needed.
 Clothing
Yellow or orange coloured safety vests or safety harnesses to be worn by the supervisor
and all of the work force.
Protective gloves should be provided for heavy duty and chemical handling activities.
1 lightweight safety helmet should be provided for each.supervisor and workman.
 Vehicles
All vehicles and equipment working on the roadway should be painted yellow or orange
and should carry red and white striped marker boards front and rear.
 Lights
All vehicles and equipment should work with headlights switched on and, where possible,
shouldcarry yellow flashing warning lights.
 Flags
If yellow flashing warning lights are not available, each vehicle and item of equipment
should carry yellow or orange flags.
Page 26 of 152
Fig. 2 Safety & traffic management
Road maintenance Supervising resources and sequence of operations
The maintenance foreman or supervisor
has an important role in the road maintenance operations. He is the road authority's or
contractor's representative most in contact with the actual works.
He is usually responsible for the day to day scheduling of work, organising the resources,
arranging safety measures, directing and controlling the work and preparing basic reports
of the work carried out.
The maintenance foreman or supervisor must have and display qualities of:
- Responsibility
- Experience
- Consciousness
- Impartiality and honesty
in his dealings with labour, artisans and operators under his responsibility, and his
supervisors.
foremen and supervisors.
SAFETY
Many Road maintenance operations are potentially dangerous, both to the maintenance
workers and to the road users.
Page 27 of 152
- ensuring that the necessary temporary traffic signs and protection are provided and
correctly located on site for the duration of the works. Where necessary, traffic should be
stopped during the
placement or removal of temporary signs,
- arranging for safety vests and helmets to be worn in appropriate circumstances, e.g.
when working on the carriageways or shoulders, or on bridges,
- ensuring that all plant and vehicles are parked off the carriageway or behind protective
barriers and signs, when not in use,
- ensuring that no materials are left in a dangerous location and that the road adjacent to
the worksite is kept clean and swept of any debris arising from the maintenance work,
- ensuring that proper precautions are taken when handling dangerous substances e.g
hot bitumen, corrosive or poisonous substances,
- ensuring that all excavations are protected for the benefit of all road users, equipment
and workers,
- ensuring that all operators are trained in the operation of their equipment. If
they are not adequately trained when they are assigned to the foreman or supervisor,
he should himself provide, or arrange for, the necessary instruction
- ensuring that traffic control operations are properly carried out and those road
users are not unnecessarily delayed,
- ensuring all ladders or scaffolding used in bridge maintenance are securely fixed,
- ensuring that where work on the carriageway or shoulder remains unfinished
overnight, then proper warning lights are arranged and, if necessary, protected,
- ensuring that all sites are left tidy and cleared of debris when the work is completed.
page:
1. Write the Road construction Supervisors duties?(5point)

2. write the Benefits Supervisors for Road construction works?(5point)
3. write the Benefits Signs and Safety Equipment Road construction works?(5point)
Note: Satisfactory rating 7.5 points Unsatisfactory - below 7.5 points

Page 28 of 152
Answer Sheet
Score = ___________
Rating: ____________
Name: _________________________ Date: _______________

Page 29 of 152
Information Sheet-3 6.3. Communicating .Delivery rate and quantities of materials meet
job requirements and changes in requirements . ( this is
6.3.1 Material Deliveries in Construction
Construction projects are becoming progressively larger and more complex in terms of

physical size and cost, hence the risks and potential for losses require better control.
Project management has evolved mainly because of the need to control costs and
schedule
Page 30 of 152
Important of purchasing appropriate materials
According to the definition provided by McConville (as cited in Hadikusumo et al., 2005,
pp 48), purchasing is “a fundamental function of material procurement that refers to the
acquisition of goods and services and an establishment of mutually acceptable terms and
conditions between a seller and a buyer”. As far as the construction industry is concerned,
The purchasing department may also contribute to a competitive position in more indirect
ways. The indirect contributions may be in
 Reduction of quality costs

 Production standardization
 Stock reduction
 Increasing flexibility and fostering purchasing synergy
 Significance of material procurement process
According to Sun and Liu et al (2009) the process of obtaining raw materials from outside
suppliers is considered as material procurement. This process consumes more cost of
total operating capital.Now a day fast track approach is used to reduce the project
schedule. The procurement process is very important and should be carried out in a
possible manner to achieve the success of the project.
 Proactive purchasing
The concept of proactive purchasing management is also addressed by Carr (1996), who
defines proactive purchasing as purchasing willingness to take risks and to effectively use
current knowledge to make decisions about the future. Purchasing pro action includes
purchasing foresight and purchasing willingness to initiate change.
According to Moen and Norman (2011), the steps in each successive PDCA cycle are
Plan
Create the aim and objectives and establish the process to achieve the aim and objectives
with the anticipated outcome.
Do
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Implement the plan, execute the process, and make the product. Collect needed data and
information to check it in the next process.
Check
Compare the actual result got from Do stage with the anticipated results in planning stage.
Find variations from this study. Charting the collected data may help to see trends over
several PDCA cycles and in order to convert the collected data into information.
Information is what you need for the next step Act.
Act
Take severe action on major variations between actual and planned results. Take a good
study to identify the reasons for this variation. Find where the changes should be made to
improve the process or product.
 Material requirement planning
According to Acramin and Rahman (2011) the major purpose of material requirement
planning is to ensure availability of materials in the future within the certain cost. This
procedure includes the monitoring of stocks and, in particular, the automatic creation of
procurement proposals for purchasing and production.
 Material scheduling
Various types of resources are involved in construction projects, including manpower,

equipment, materials, money, and space (Taghaddos and Hermann et al, 2010). Here
materials are major part of the construction project. Effective scheduling of material is
crucial for the success of construction projects (Lasry and Carter et al, 2008). This
success implies accomplishing the project on time, in budget and with acceptable quality.
 Purchase planning
According to USPS (2012), to obtain a best value in any purchase objectives and tactics to
be established. Purchase planning is the process to help in this establishment.
Effective purchase planning is essential to a successful construction project. As such, it
needs the coordination and cooperation of a number of purchasing related parties often
proves the crucial success of the project.
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 Purchasing and delivery process
Weele (2005 cited Otterheim and Strand, 2007) Define purchasing
“The management of the company’s external resource in such a way that the supply of all
capabilities, goods, services and knowledge which are essential for running, managing the
company’s primary and secondary activities is secured at the most favourable conditions”
 Construction material management
 Material management cycle
Construction materials vary from simple items purchased by direct POs to complex tasks
that are purchased by sophisticated contract forms (Halpin and Woodhead, 1998). In all
cases, several functions and steps comprise the material management process.
 Material delivery and inventory control
After a PO for a construction material is being submitted to the selected supplier, a period
of time, usually called “delivery lead time,” elapses before the actual delivery of materials
to the project warehouse takes place.
Some delivery methods in the construction industry
 Material requirement planning
Material Requirements Planning (MRP) is the process that based on software. The
manufacturing process can manage by MRP inventory system. Although it is not common
nowadays, MRP can conduct by hand as well. (www1.ximb.ac.in)
page:
3. Write material Delivery rate and quantities of materials in road construction project
(10 point)
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Answer Sheet
Score = ___________
Rating: ____________
Name: _________________________ Date: _______________

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Information Sheet-4 6.4. Checking Quality assurance procedures undertaken and
documentation in accordance with contract document . this is
6.4.1 Quality assurance /quality control procedures
General Qc Procedures (Tier 1)
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The focus of general QC techniques is on the processing, handling, documenting,
archiving and reporting procedures that are common to all the inventory source categories.
Table 8.1, Tier 1 General Inventory Level QC Procedures, lists the general QC checks that
the inventory agency should use routinely throughout the preparation of the annual
inventory. Most of the checks shown in Table 8.1 could be performed by cross-checks,
recalculation, or through visual inspections. The results of these QC activities and
procedures should be documented as set out in Section 8.10.1, Internal Documentation
and Archiving, below. If checks are performed electronically, these systems should be
periodically reviewed to ensure the integrity of the checking function. It will not be possible
to check all aspects of inventory input data, parameters and calculations every year.
Checks may be performed on selected sets of data and processes, such that identified key
source categories are considered every year. Checks on other source categories may be
conducted less frequently. However, a sample of data and calculations from every sector
should be included in the QC process each year to ensure that all sectors are addressed
on an ongoing basis.
Source Category-Specific Qc Procedures

In contrast to general inventory QC techniques, source category-specific QC procedures are
directed at specific types of data used in the methods for individual source categories and require
knowledge of the emission source category, the types of data available and the parameters
associated with emissions. It is important to note that Tier 2 source category-specific QC activities
are in addition to the general QC conducted as part of Tier 1 (i.e. include QC checks listed in Table
8.1). The source category-specific measures are applied on a case-by-case basis focusing on key
source categories, Methodological Choice and Recalculation) and on source categories where
significant methodological and data revisions have taken place. It is good practice that inventory
agencies applying higher tier methods in compiling national inventories utilise Tier 2 QC
procedures. Specific applications of source category-specific Tier 2 QC procedures are provided in
the energy, agriculture, industrial processes and waste chapters of this report (Source category-
specific QC activities include the following:
 Emission data QC;
 Activity data QC;
 QC of uncertainty estimates.
The first two activities relate to the types of data used to prepare the emissions estimates for a given
source category. QC of uncertainty estimates covers activities associated with determining
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uncertainties in emissions estimates (for more information on the determination of these
uncertainties.
The actual QC procedures that need to be implemented by the inventory agency will depend on the
method used to estimate the emissions for a given source category. If estimates are developed by
outside agencies, the inventory agency may, upon review, reference the QC activities of the outside
agency as part of the QA/QC plan. There is no need to duplicate QC activities if the inventory
agency is satisfied that the QC activities performed by the outside agency meet the minimum
requirements of the QA/QC plan
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page:
Page 38 of 152
Answer Sheet
Score = ___________
Rating: ____________
Name: _________________________ Date: _______________

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governmental
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Name: _____________________________ Date: ________________

specification
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Information Sheet-6 6.5. Measuring and documenting Management extent of work
in accordance with specifications . this is performance criteria on
OS or content in curriculum)
Construction Document Management
Construction document management has become one of the most tedious and time-
consuming tasks in a project manager’s daily life. However, effective and efficient
document control is absolutely crucial to any construction project. Without it, projects are
hard to complete on time and budget, and even harder to defend. Contractors are moving
from paper documentation to digital documentation which makes some aspects of it
easier, but paperless operations have their challenges for managing and storing
construction documents. These tips will help you manage your construction documents
better.
What is Construction Document Management?
Construction document management is the process of managing construction documents.

Whether this is on a hard drive or a network solution, it is the process of ensuring the
construction documents are appropriately stored. Document management usually involves
ensuring that the essential details about your business and documents are available when
they’re needed. Preferably this doesn’t involve a lot of searching.
Construction Documentation in Practice
Construction documentation and document management are essential in business. It

includes contracts, drawings, specifications, BIM designs, estimates, and every document
necessary to complete a project. These documents can change, new versions are created,
and sometimes essential parties are not given the correct version or don’t have access to
it. This is why construction documentation and document management is so crucial.
Why Construction Document Management is Crucial in Construction
Construction document management is crucial in construction because mistakes in a

document can lead to costly errors. Working off of the wrong plans or models can cost
contractors lots of money to fix. Managers can avoid these problems by checking the
document version. Document management also helps with construction document
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markups by ensuring that there is one version with the markups that everyone can see
and not the field and office working on two sets of markups.

Tips to Improve Construction Document Management
Since it is the start of the new year, now is the best time to work towards improving
construction document management and documentation practices. These tips will help
businesses breakdown the daunting task of managing documents into the simple
components needed to improve.
Creating a Central Document Location
The first tip to improving construction document management is to create a central

document or data location. This is one place where all project files will reside. By having all
project documents, and documents in general, located in the same place it makes finding
them easier.
Accessible Anywhere
While having all files in a central document location is good, it’s better to be able to access
that location from anywhere. There is no guarantee that someone won’t need a file or
document when they’re in the field. It’s easier for people to have access to that information
from anywhere rather than having to be emailed the information.
Using Unique Codes or Identifiers
It’s important for companies to assign unique identifiers or codes to each document,
especially if there are multiple versions. Not only does this stop long document names, but
it also makes it easier for companies to search out different versions of the same
document.
Executive Support and Sponsorship
With implementing any new platform or technique, it’s important to ensure that you have
the support and sponsorship of company executives. They’re the ones that will drive the
project past its initial stages and encourage everyone to continue. It is difficult to
implement a new system or way of thinking without executive support. With executive
support, any new program is a directive, and it’s easier to encourage people to use the
system as intended.
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page:
1. What is the function documenting Management for road construction ?(10point)
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Answer Sheet
Score = ___________
Rating: ____________
Name: _________________________ Date: _______________

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6.6. Supervising Site cleanup, disassembling of equipment;
Information Sheet-6 final inspection and restoration of road markings to meet
specifications. this is performance criteria on OS or content in
curriculum)
3.4.1 CLEANUP AND DISPOSAL OF WASTE MATERIALS and disassembling
(a) Cleanup
The Contractor shall, at all times, keep the construction area, including storage areas
used, free from accumulations of waste materials or rubbish.
All waste water and sewage from office, residential and mobile camps shall be piped to
soak pits or other disposal areas constructed in accordance with local regulations, and,
where and when such regulations require it, the Contractor shall obtain a permit or other
appropriate documentation approving the disposal methods being used.
All used fuels, oils, other plant or vehicle fluids, and old tires and tubes shall be collected
to a central disposal point, on a regular basis and disposed of as specified below.
All household, office, workshop and other solid waste shall be collected to a central
disposal area, on a daily basis and disposed of in a manner approved by the Engineer.
Servicing of plant, equipment and vehicles shall, whenever possible, be carried out at a
Workshop area. This workshop area shall be equipped with secure storage areas for fuels,
Oils and other fluids constructed in such a way as to contain any spillages which may
occur, and similar storage where used fluids can be stored securely prior to their disposal.
When the servicing of plant, equipment and vehicles is carried out away from the
workshop area it shall be done at locations and in such a manner as to avoid spillage and
contamination of streams and other drainage courses. Any spillages shall be cleaned up
by either burning in place or collecting the contaminated soils and burning them at the
central disposal area, all to the satisfaction of the Engineer.
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(b) Disposal of Waste Material
Waste materials including, but not restricted to, refuse, garbage, sanitary wastes, industrial
wastes, and oil and other petroleum products, shall be disposed of by the Contractor.
Disposal of combustible materials shall be by burying, where burial of such materials is
approved by the Engineer; by burning, where burning of approved materials is permitted;
or by removal from the construction area. Disposal of non-combustible materials shall be
by burying, where burial of such materials is approved by the Engineer, or by removal from
the construction area. Waste materials removed from the construction area shall be
dumped at an approved dump.
(c) Disposal of Material by Burying
Only materials approved by the Engineer may be buried. Burial shall be in pits and the
location, size and depth of which shall be approved by the Engineer. The pits shall be
covered by at least 600mm of earth material prior to abandonment.
(d) Disposal of Material by Burning
All materials to be burned shall be piled in designated burning areas in such a manner as
will
Cause the least fire hazards. Burning shall be thorough and complete and all charred
pieces
Remaining after burning, except for scattered small pieces, shall be removed from the
Construction area and disposed of as otherwise provided in this Section.
The Contractor shall, at all times, take special precautions to prevent fire from spreading
Beyond the piles being burned and shall be liable for any damage caused by his burning
Operations.
(e) Disposal of Material by Removal
Material to be disposed of by removal from the construction area shall be removed from
the area prior to the completion of the work under the Contract.
Materials to be disposed of by dumping shall be hauled to an approved dump. It shall be
the responsibility of the Contractor to make any necessary arrangements with private
parties and with local officials pertinent to locations and regulations of such dumping.
COMPLETION AND REMOVAL OF TEMPORARY
SIGNS
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On completing the repairs and before removing the traffic signs which protect
the site, the following activities must be carried out:
 remove all excavated material from the road,
 sweep all aggregate from the edges of the repairs,
 sand all areas where too much binder has been applied.
In the days following completion of the work, all areas where the binder has
migrated to the road surface must also be sanded again.
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Fig 4 removal of temporary signs
On completion of the repairs and finishing the work, park the vehicles on the
shoulder. The two men who have been responsible for directing the traffic will
remove the traffic signs and load them on the truck in the following order:
- the traffic cones (a),
- the two "End of Restriction" signs,
- the two "Men Working" signs (b).
page:
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Answer Sheet
Score = ___________
Rating: ____________
Name: _________________________ Date: _______________

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governmental
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Name: _____________________________ Date: ________________

specification
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6.7. Undertaking and documenting Communications with
Information Sheet-7 engineer/ engineer’s representative and public in accordance
with contract document. ( this is performance criteria on OS or
6.7.1 Engineers Representative – PIU Roads or Bridges or PMP
Offices under the Engineer's Representative – PIU
• Project Manager
• Supporting officers
Personnel Specifications:
The Engineer’s Representative (ER) shall meet the general requirements of a prudent
international consultant as specified by FIDIC and the requirements as provided in the
contract agreement between the ‘Consulting firm’ and the ‘Employer’.
When the ER is engaged from the RHD Superintending Engineers or the Executive
Engineers he should have ability to perform duties according to the responsibilities of an
Engineer’s Representative and the general duties and responsibilities as specified in the
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RHD Management Manual Volume 1 and as provided in the recruitment rules of the
government. The post holder, in this case, shall be a minimum graduate in civil
engineering and served as a Project Director or Additional Project Director or Project
Manager of a foreign aided project for a minimum period of three years. He should
preferably have received training in construction and maintenance management of roads
and bridges.
Duties and Responsibilities:
General
1. Prepare contract packages and bidding document based on Standard Tendering

Documents as modified by RHD and in accordance with PPR 2003.
2. Participate actively in the selection process of contractors.
3. Prepare project specific Quality Assurance Plan for the works incorporating amongst
others, procedures for document control and quality control.
4. Review contractor’s work programmed statements of methodology and instruct for

necessary adjustments in a particular work item to avoid delay in the completion of the
works.
5. Ensure that the contractor establishes site facilities according to the requirements of the
contract for proper arrangement and management of the project.
6. Ensure that the laboratory tests are certified and records of tests are maintained by the
contractor in accordance with the Quality Assurance Plan.
7. Issue site instructions, directions and orders to the contractor as authorized on behalf of
the ‘Engineer’.
8. Prepare and process variation orders to the contract for issue by the ‘Engineer’ or the
‘Employer’.
9. Advise the ‘Engineer’ on all issues affecting the contractor's approved programmed, rate
of progress and performance.
10. Prepare evaluations and recommendations to the ‘Engineer’ on any claims or requests
for extension of time submitted by the consultant or the contractor.
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11. Ensure that the contractor complies with the requirements of the contract in relation to
the health and safety of his work force and the public, together with mitigation of social and
environmental impacts.
12. Overview maintaining records including its checklist, filing system for correspondence,
instructions, drawings, measurements, variation orders, claims, test procedures and
reports etc.
13. Provide training to RHD staff as per provisions in the project and RHD training policy.
Quality Control
14. Ensure that the contractor provides site laboratory in accordance with the
specifications as set out in the contract, and equipped with adequate and correctly
calibrated materials testing equipment.
15. Ensure that the contractor has appropriate test forms for each test procedure and
introduces appropriate record keeping practice that complies with the document control
procedures in accordance with the Quality Assurance Plan.
16. Issue order for rejection of any material or workmanship by the contractor that does
not meet the requirements of the contract.
17. Ensure that all materials delivered, or manufactured on site, comply with the quality
standards required by the contract, through inspection of manufacturer’s certificates
supported by supervision of on-site testing or organization of specialist testing in an
approved laboratory.
18. Ensure that all laboratory and field tests undertaken by the contractor are carried out in
accordance with the RHD Standard Test Procedures and the required frequency as in the
contract specifications.
19. Ensure that the properties of pavement and embankment materials after placement
are in accordance with the quality standards required by the contract through supervision
of laboratory testing and in-situ testing programmers.
20. Inspect records of material delivered and test results at site and off site laboratory.
21. Examine and maintain monthly summary of the quality control tests and issue
instructions to comply specification in respect of tests that failed.
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Design and Supervision
22. Prepare and submit land acquisition, environmental and resettlement action plan and
plans for relocation of utilities.
23. Review and recommend for approval proposal for changes in designs and layouts for
bridges and culverts and contractor’s proposal for boreholes for ground investigation at
site of new bridges.
24. Co-operate with the contractor to finalize the detailed design of bridges.
25. Review and approve contractor's shop drawings, proposal for concrete mix design and
pile testing.
26. Ensure timely checking of contractor’s setting out for structures, reinforcing
arrangement, placing of concrete, taking of samples etc.
27. Advise in the supervision of construction of works and any changes or departure from
the contractual requirement by the contractor.
28. Undertake monthly measurement of the value of the works completed by the
contractor and process interim and final payment certificates generated on CMS.
29. Ensure checking and approval of the setting out of the works by the contractor,
including survey stations, bench marks etc.
30. Supervise and monitor the performance of the staff appointed for supervision and
quality control works carried out by the contractor.
31. Oversee daily contract diary and records of plant, labor and equipment provided by the
contractor.
32. Review and approve 'as-built' drawings of completed structures prepared by the
contractor.
33. Report to the 'Engineer' for any other duties as per agreement between the ‘Employee’
and ‘Engineer’s Representative’ from time to time.
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page:
1. Why Review the time table thoroughly road construction?(3point)
2. Write road construction program Raise question on its overall logic and workability?
(3point)
3. Write the constructive criticism on detailed work functions and interrelated activities
road construction ?(4point)
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Answer Sheet
Score = ___________
Rating: ____________
Name: _________________________ Date: _______________

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Information Sheet-8 6.8. Considering and making Raised problems consequent
adjustments work program as required.( this is performance
6.8.1 Problems Raised problems consequent adjustments
The labor market continues to recover, but a stubbornly high rate of underemployment
persists as more than five million Americans are working part-time for economic reasons
(U.S. BLS 2015a; 2015b). Not only are many of this type of underemployed worker, by
definition, scheduled for fewer hours, days, or weeks than they prefer to be working, the
daily timing of their work schedules can often be irregular or unpredictable.
Irregular scheduling
 About 10 percent of the workforce is assigned to irregular and on-call work shift
times and this figure is likely low.1 Add to this the roughly 7 percent of the
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employed who work split or rotating shifts and there are about 17 percent of the
workforce with unstable work shift schedules.
 Six percent of hourly workers, 8 percent of salaried workers, and 30 percent of

those paid on some other basis work irregular or on-call shifts. Adding in split or
rotating shifts, the shares working unstable work schedules are 16 percent (hourly),
12 percent (salaried) and 36 percent (other).
 By income level, the lowest income workers face the most irregular work schedules.
 Workers paid under $22,500 per year are more likely to work on irregular schedules
than workers in the income bracket above that (workers in the latter bracket who
are salaried would be just above the current salary minimum threshold for assured
FLSA overtime coverage).
 Irregular shift work is associated with working longer weekly hours.
 By occupation type, about 15 percent of sales and related occupations have

irregular or on-call schedules.
 By industry, irregular scheduling is most prevalent in agriculture, personal services,

business/repair services, entertainment/recreation, finance/insurance/real estate,
retail trade, and transportation communications.
 Estimates of the proportion of the workforce with “variable hours,” in terms of not
being able to specify a “usual” workweek (according to Current Population Survey,
not GSS data), are remarkably consistent—almost 10 percent of workers overall.
Being part-time more than doubled the likelihood of having hours that vary weekly.
The share with variable workweeks also is higher in certain occupations and
industries, such as sales, and lower in others, such as professional, managerial,
and administrative support. Also, the prevalence is reduced for union members,
married workers, government employees, whites, men, and workers with a higher
level of education.
 Nearly half of workers (45 percent) surveyed by the International Social Survey
Program said that their “employer decides” their work schedule. Only 15 percent
perceived that they were “free to decide” their work schedule. The remaining 40
percent felt they could “decide within limits.” This conforms to another study of
“early career” workers; just under half of hourly early career workers surveyed in the
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National Longitudinal Study of Youth said they have their daily start and end times
of work decided entirely by their employer, without their input.
Determinants of work-family conflict and stress
 Work-family conflict is worsened not only by longer weekly hours of work, but also
by having irregular shift work.
 The association between work-family conflict and irregular shift work is particularly
strong for salaried workers, even when controlling for their relatively longer work
hours.
 Working on rotating shift times exacerbates work-family conflict, although slightly

less than does working irregular/on-call shifts and split-shift arrangements.
 Irregular/on-call work is moderately associated with higher work stress, but rotating
and split-shift times are not.
 Hourly workers experience greater work stress if working on irregular shift times
and more so than salaried workers.
 Mandatory overtime work contributes to both work-family conflict and work stress.
 Being underemployed does not significantly reduce work-family conflict, but part-
time workers who prefer that part-time status experience less work-family conflict.
 On the other hand, being overemployed somewhat exacerbates work-family

conflict, no matter what is the level of weekly hours. Because about one in six
workers indicate that they are “overemployed” (willing to reduce work time by one
day per week and receive 20 percent less pay), better matching of work hours with
hours preferences would, on balance, likely reduce the extent and incidence of
work-family conflict.
 With work hours controlled for, having a greater ability to set one’s work schedule
(start and end times and take time off from work) is significantly associated with
reduced work-family conflict.
Public policy measures
The documented associations with work-family conflict and work stress not only reinforce
the existing “business case” for limiting work hours fluctuation at the behest of employers
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only, but also underscore the need to adopt preventative public policy measures, such as
recent reforms taking place in states and municipalities across the United States.
Specifically, community action groups and labor unions that have witnessed the
deleterious effects of irregular work schedules on people and their families have
spearheaded efforts to propose and adopt legislation at local and federal levels.
A Problem Solving Model
Defining the problem and its severity as precisely as possible.
 This entails:
 Assessing the current (actual) state of affairs
 Specifying the desired (ideal) state of affairs (goals)
Assessing the nature and magnitude of the problem.
 This entails:
 Listing the “forces” helping the client move toward the desired goals
 Listing the “forces” hindering the client from moving toward this goal.
 In “force-field analysis” as it is called, the problem is viewed as a balance between

forces pushing in opposite directions.
Current State of Affairs (Sally’s truancy)
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 Hindering Forces
(-)
 Perhaps we put
 Helping Forces (+) too much

 The family is behind
pressure on her.
 She gets panicky
her.
 Sally wants to
when she tries.
 Her schoolmates
return to school.
 The teacher is
tease her when
sympathetic. she appears.
 There is a bully in
Formulate alternative strategies.
 This entails:
 Moving the client from the actual to the desired state of affairs.
 Creative and divergent thinking
 Inventiveness
 Critical ability
 You have to change the helping forces and the hindering forces in order to alter the
current state of affairs.
Now decide and implement the strategy.
 This entails:
 Selecting the alternatives that seem most likely to succeed.
 Specifying the “know-how” methods and other resources required to
implement the chosen strategy.
Evaluate the outcome of applying the strategy.
 This entails:
 Defining what a successful outcome means – in terms of explicit criteria.
 Specifying what the effects or consequences of the strategy were.
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page:
1. Why Review the road construction?(3point)
2. Write road construction program Raise question on its overall logic and workability?
(3point)
3. Write the constructive criticism on detailed work functions and interrelated activities
road construction ?(4point)
LO 7: complete reporting
requirements
7.1. Reporting Productivity results, use of material, plant and
Information Sheet-1 labor and information required by specifications in accordance
with contract document.this is performance criteria on OS or
7.1.1. Reporting Productivity results
Reporting – it’s what a project manager does. No matter if you’re a journeyman or an

apprentice in the field, you’ve made a report, either by hand or with reporting tools.
However, you may not know that there are several different types of reports, or how to
specifically address those reports to particular audiences. Here is an outline of four of the
more common types of project reports, but are nonetheless crucial to the successful
running of a project.
Status Reports
“Can I have that status report in an hour?” It’s the kind of question project managers hear
a lot. Maybe it’s from the project sponsor, or your Project Office manager, or a
colleague. This is the most common type of project report and the one that you probably
find yourself working on most regularly. You can produce status reports weekly or monthly
– and on one project recently I ended up producing daily status reports during the
implementation phase.
Interim Status Report
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The interim status report must answer the question “Where are you?” by describing project
progress, expenditures to date, photos, and modifications to the original project plan in the
grant proposal (if needed). These must be preapproved by Sustainable Jersey.
Final Report
The mandatory final report must document completion of the project described in the
application (or the portion of the project for which the grant was intended). Make sure to
include:
Project Completion Summary
 Summary of what was accomplished with the grant funding. Include any modifications
to the original and/or interim project plan outlined in the grant proposal and interim
report.
 Impact of the project on the community. Include quantitative and/or qualitative data
(money saved, residents impacted, number of participants, etc.)
 Photos of green team activities related to the grant.
 Optional: Samples of communications distributed to the school related to the grant

project (i.e. newspaper or newsletter articles, grand opening events, etc.)
Lessons Learned
 Please describe any challenges you faced in completing the project and how they
were overcome.
 What would you do differently if the project was undertaken again and/or what advice
would you give to someone about to undertake a similar project?
Project Expenditures
 Include a final project expenditures report with supporting documentation.
Grantee Certification Declaration Page
 Grantee's Certification and Declaration signed by the business administrator or other

authorized representative.
Project Completion summary reporting
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 Summary of what was accomplished with the grant funding. Include any modifications
to the original and/or interim project plan outlined in the grant proposal and interim
report.
 Impact of the project on the community. Include quantitative and/or qualitative data
(money saved, residents impacted, number of participants, etc.)
 Photos of green team activities related to the grant.
 Optional: Samples of communications distributed to the community related to the grant

project (i.e. newspaper or newsletter articles, grand opening events, etc.)
Performance Criteria
While cities will be allocated funding envelopes once they meet the access criteria, their
performance in the use of the funds and in the implementation of the reforms being
promoted through the Urban Development Program and UGGP, will be assessed. To
encourage good performers, and to ensure that funds are not “locked” by poor performers,
reallocations will be carried out periodically. Reallocations will be based on annual
performance reviews.
Performance Measures
Annual performance measures, summarized in the table below, focus on the performance
of the city as a whole with regard to planning/ participation, financial management and
service delivery.
1. Timely submission of all progress reports to regions, including progress on

procurement and safeguards.
2. Timely submission of annual updates of three-year rolling plans/budgets and

Annual Action Plans, including evidence of effective public participation in defining
the annual updates.
3. Achievement of annual targets in revenue generation and implementation of

accounting system improvements.
4. Annually updated Infrastructure Asset Inventories clearly showing both increases in

the asset base and changes in the quality of assets.
5. Timely submission of external audits and compliance with audit recommendations.

Page 66 of 152
6. Evidence of effective public dissemination of information on budgets (including
investment plans), expenditures, physical progress of investments, and results of
bid evaluations and contract awards.
7. Progress in the utilization of the annual capital investment budget.
page:
1. how to Performance Measures Road Construction Maintenance?(5point)
2. write the Status Reports for road maintenance work?(5point)
Information Sheet-2 7.2.Reporting Safety compliance in accordance with legislation .(this

is performance criteria on OS or content in curriculum)
7.2.1 What are the main health and safety regulations
 The Management of Health and Safety at Work Regulations 1999
Also known as the 'Management Rags', these came into effect in 1993. Main
employer duties under the Regulations include:
 making 'assessments of risk' to the health and safety of its workforce, and to act
upon risks they identify, so as to reduce them (Regulation 3);
 appointing competent persons to oversee workplace health and safety;
 providing workers with information and training on occupational health and safety;

and
 Operating a written health and safety policy.
 The Workplace (Health, Safety and Welfare) Regulations 1992
The main provisions of these Regulations require employers to provide:
Page 67 of 152
 adequate lighting, heating, ventilation and workspace (and keep them in a clean
condition);
 staff facilities, including toilets, washing facilities and refreshment; and
 safe passageways, i.e. to prevent slipping and tripping hazards.
 The Health and Safety (Display Screen Equipment) Regulations 1992
The main provisions here apply to display screen equipment (DSE) 'users', defined as
workers who 'habitually' use a computer as a significant part of their normal work. This
includes people who are regular users of DSE equipment, or rely on it as part of their job.
This covers you if you use DSE for an hour or more continuously, and/or you are making
daily use of DSE.
Employers are required to:
 make a risk assessment of workstation use by DSE users, and reduce the risks
identified;
 ensure DSE users take 'adequate breaks';
 provide regular eyesight tests;
 provide health and safety information;
 provide adjustable furniture (e.g. desk, chair, etc.); and
 Demonstrate that they have adequate procedures designed to reduce risks

associated with DSE work, such as repetitive strain injury (RSI).
 The Personal Protective Equipment at Work Regulations 1992
The main provisions require employers to:
 ensure that suitable personal protective equipment (PPE) is provided free of charge
"wherever there are risks to health and safety that cannot be adequately controlled
in other ways." The PPE must be 'suitable' for the risk in question, and include
protective face masks and goggles, safety helmets, gloves, air filters, ear
defenders, overalls and protective footwear; and
 provide information, training and instruction on the use of this equipment.
Page 68 of 152
 The Manual Handling Operations Regulations 1992
The main provisions of these Regulations require employers to:
 avoid (so far as is reasonably practicable) the need for employees to undertake any

manual handling activities involving risk of injury;
 make assessments of manual handling risks, and try to reduce the risk of injury.
The assessment should consider the task, the load and the individual's personal
characteristics (physical strength, etc.); and
 provide workers with information on the weight of each load.
 The Provision and Use of Work Equipment Regulations 1998
The main provisions require employers to:
 ensure the safety and suitability of work equipment for the purpose for which it is
provided;
 properly maintain the equipment, irrespective of how old it is;
 provide information, instruction and training on the use of equipment; and
 protect employees from dangerous parts of machinery.
 The Reporting of Injuries, Diseases and Dangerous Occurrences Regulations

1995
Under these Regulations, employers are required to report a wide range of work-related
incidents, injuries and diseases to the Health and Safety Executive (HSE), or to the
nearest local authority environmental health department. The Regulations require an
employer to record in an accident book the date and time of the incident, details of the
person(s) affected, the nature of their injury or condition, their occupation, the place where
the event occurred and a brief note on what happened.
The following injuries or ill health must be reported:
 the death of any person;
Page 69 of 152
 specified injuries including fractures, amputations, eye injuries, injuries from electric
shock, and acute illness requiring removal to hospital or immediate medical
attention;
 'over-seven-day' injuries, which involve relieving someone of their normal work for
more than seven days as a result of injury caused by an accident at work;
 reportable occupational diseases, including:
o cramp of the hand or forearm due to repetitive movement;
page:
1. What are the main health and safety regulations?(5point)
2. write the Benefits Supervisors for Road maintenance works?(5point)
3. write the Benefits of Personal Protective Equipment and Work Regulations for Road
maintenance works?(5point)
Page 70 of 152
Information Sheet-3 7.3. Reporting Quality compliance in accordance with
specifications.( this is performance criteria on OS or content in
curriculum)
7.3.1 Reporting Quality compliance

QC data and reports
There are many types of QC checks performed routinely. With respect to the
numerous types and the various levels of stringency involved in these tests it is impractical
to discuss every possible direction of information flow or exchange.
However, an example of a QC information exchange would be the daily zero/span

calibration check. The CEMS automatically switches to sampling known gas
concentrations once every 24 hours and these values are logged to a computer data
acquisition and handling system (DAHS). On a daily basis, TITLE would review the
measured values compared to the known concentrations to determine if the QC check is
within permissible limits. If values are outside limits, the TITLE would proceed to the
instrument to complete a visual inspection checklist. Normally, it the values are confirmed
to be outside the operating limits a recalibration of the instrument is necessary.
After the review of these reports is completed, each report will be placed in a
permanent file for later documentation and use in report submittal.
 QA AUDIT DATA AND REPORTS

Quality assurance audits include quarterly Cylinder Gas Audits (CGA) , annual Relative
Accuracy Test Audits (RATA) and quarterly opacity Calibration Error (CE) audits. These
Page 71 of 152
audits are performed in accordance with standard procedures and are used to determine
CEM accuracy on a periodic basis. The actual performance of an audit may be conducted
by a contractor or by TITLE. Regardless of whom actually conducts the audit, TITLE is
responsible for the completeness and the correctness of the final audit report. This report
details a comparison between results and comparable CEM data and consists of all raw
data as well as final results.
 QA RESULTS AND QA REPORTS

TITLE is responsible for compilation, preparation and distribution of QA results and
reports to all appropriate groups. TITLE is also responsible for preparation of the final QA
report and its submittal to the Indiana Department of Environmental Management Office of
Air Quality (IDEM - OAQ).
 EMISSION DATA AND EMISSION REPORTS

In compliance with our operating permit requirements, all emission data is available for
review, either as a computerized data base or printed emission logs, and maintained in a
file for 24 months. All quarterly compliance reports will be submitted to the IDEM - OAQ
within 30 days of the end of the quarter as defined in the operation permit.
 Systems Audit
A systems audit involves a general inspection of the monitoring system. Walk-
through audits are used to provide quick assessment of the availability of data, general
effectiveness of operation and maintenance, and completeness of recordkeeping
procedures. : Administrative
- Maintenance logs: completed in a timely and detailed manner by authorized

personnel
- Recordkeeping: completeness, availability
- Verification: correct span values entered into the data system Technical
- Printer: operational, legible print, readings consistent with the process conditions
- Data system: shelter cabinets clean, areas maintained
- Monitor enclosure: clean, all operational systems, i.e., heating & cooling
Page 72 of 152
- Span gas cylinders: with certification dates, in the correct concentration range,
above the 250 psi minimum pressures
- Sampling/analysis: sample flows, vacuums, and pressures within applicable

range
- Opacity monitor: alignment verification, purge air blowers operational
 DATA RECORDING AND REPORTING

Data collected as part of the auditing of the CEMS falls into two categories: (1)
Routine data from the normal operation of the CEMS (See Section 6.3); and (2) Data
generated as a function of the audit.
page:
4. what is the use of quality control reporting system?(5point)
5. how to perform quality audit system ?(5point)
7.4. Submitting Progress and completion reports in accordance

Information Sheet-4 with specifications.( this is performance criteria on OS or content
in curriculum)
7.4.1 STATEMENTS OF COMPLIANCE ACCORDING TO ISO/IEC 17025
 For testing laboratories, ISO/IEC 17025:2005 (clause 5.10.3.1 b) requires that “the
test
report shall, where necessary for the interpretation of the test results include…, where
relevant, a statement of compliance/non-compliance with requirements and/or

specification”.
Page 73 of 152
 For calibration laboratories, ISO/IEC 17025:2005 (clause 5.10.4.2) requires that “if
a
statement of compliance with a specification is made, this shall identify which clauses of
the specification are met or not met”.
7.4.1. STATING COMPLIANCE WITH SPECIFICATION FOR A SINGLE QUANTITY
 When a specification describes an interval with an upper and lower limit, a

statement of
compliance or non-compliance should only be made where the ratio of the expanded
uncertainty interval to the specified interval is reasonably small and fit for purpose
 When compliance with a specification is made it should be clear to the customer

which
coverage probability for the expanded uncertainty has been used. In general the coverage
probability will be 95 % and the reporting shall include a remark such as “The statement
of compliance is based on a 95% coverage probability for the expanded uncertainty.”
 The following approach for a certain upper specification limit is recommended. (A

lower
limit is treated similarly.):
(a) Compliance: If the specification limit is not breached by the measurement result
plus the expanded uncertainty with a 95% coverage probability, then compliance
with the specification can be stated
(b) Non-compliance: If the specification limit is exceeded by the measurement result
minus the expanded uncertainty with a 95% coverage probability, then non-
compliance with the specification can be stated. This can be reported as “Non-compliance”
or “Non-compliance – The measurement result is
outside (or above) the specification limit when the measurement uncertainty is
taken into account”. In calibration this is often reported as “Fail”;
(c) If the measurement result plus/minus the expanded uncertainty with a 95 %

Page 74 of 152
coverage probability overlaps the limitit is not possible to state compliance or non-
compliance. The measurement result and the expanded uncertainty with a 95 % coverage
probability should then be reported A statement of compliance should not be reported in a
way where it could be confused with inspection or product certification.
 If compliance with specification (for an upper limit) is defined as the measured value
being less than the specification limit and the measurement result is equal to the
specification limit, then non-compliance shall be stated. A lower limit is treated similarly.
 In calibration, measurement uncertainty shall always be taken into account when

compliance with specification is made. In testing, a specification or a documented code
of practice may require a statement of compliance with specification in the test report,
which does not take into account the effect of measurement uncertainty
 If national or other regulations require a decision be made regarding rejection or

approval, can be stated as compliance, and non-compliance with the specification limit.
 STATING COMPLIANCE WITH REQUIREMENTS OR WITH SPECIFICATION

INVOLVING MULTIPLE QUANTITIES
 If the evaluation of compliance with specification comprises more quantities (and/or

measurands) each measurement value should be evaluated independently. The result of
each evaluation should be reported
 An overall evaluation of compliance with requirements or specification may be

formulated in one of the following 3 ways, or by combining them, and may be reported to
the customer in a summary according to:
(a) “All measured values comply with the specification limit(s)” or “The item/sample
complies with the requirements”. This covers situations where all measurements
comply with specification
(b) “For some of the measured values it is not possible to make a statement of
Page 75 of 152
compliance with specification”. This covers situations where some of the
measurements demonstrate neither compliance nor non-compliance with
specification
(c) “Some of the measured values do not comply with specifications” or “The
item/sample does not comply with the requirements”. This covers situations where
one or more measurements are in non-compliance with specifications
page:
1. Write the submitting Progress and completion reports ?(10p
Page 76 of 152
Reference
https://www.ilo.org/wcmsp5/groups/public/---asia/---ro-bangkok/documents/publication/
wcms_100030.pdf
http://www.era.gov.et/documents/10157/e1b65628-1e96-4810-9386-80f7bb6d402e
https://www.jica.go.jp/english/our_work/evaluation/oda_loan/post/2001/pdf/e_project_72_all.pdf
https://www.oecd.org/countries/laopeoplesdemocraticrepublic/47144944.pdf
http://conf.tac-atc.ca/english/resourcecentre/readingroom/conference/conf2009/pdf/Haas.pdf
http://www.wistrans.org/mrutc/files/QAManual-Rev-May-2007.pdf
https://www.pavementinteractive.org/reference-desk/qc-qa/quality-assurance/
https://worksmart.org.uk/health-advice/health-and-safety/employer-duties/what-are-main-health-and-
safety-regulations
Page 77 of 152

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Institution Name ባህርዳርፖሊቴክኒክኮሌጅ BAHIRDARPOLYTECHNICCOLLEGE

SECTOR: ECONOMMIC INFRASTRUCTURE

COMPLIED BY MESERET TESFA

What is a constraint in construction?

What are the sources of constraints?

How do you manage project constraints?

Why do we need constraints?

Design constraints may be inherent in the type of building required, or the site, or they may be

Design constraints could include (among many others):

 Available technology, skills, plant, materials, labor and so on.

 Site form, boundaries, conditions and neighboring properties.

 Site access, rights of way, rights to light and so on.

It is often argued that design constraints are actually helpful in the development of a design, as they

Technical constraints generally refer to the processes involved in completing construction activities,

Economic constraints relate to the project budget and the allocation of resources. If the budgetis

Construction projects are generally a balance between time, cost and quality. A change in one will

Legal constraints refer to the many regulations that the activities and practices on a construction

These include key dates on the project schedule or project milestones. Conforming with these dates

Environmental constraints include limiting factors concerning:

 The use of sustainable or hazardous materials.

Social constraints include factors that may arise as a result of wider interest in or opposition to

There are three different types of constraints:

 Tests and Inspections

 Request for Payment

Information Sheet-2 1.2 identifying and managing Standard specifications incompatible

contract document.(this is performance criteria on OS or content in

1.2.1 Site constraints or other considerations in accordance with contract document

Progress Payments and Change Management

Selecting the Contract Approach

Request for Quote

Request for Proposal

Awarding the Contract

Managing the Contracts

Logistics and Expediting

Factors Affecting Job-Site Productivity

 age, skill and experience of workforce

The project work conditions include among other factors:

 Job size and complexity.

 Indirect labor required to maintain the progress of the project

 Quality of Work - caliber of work produced or accomplished.

Labor Relations in Construction

1.3. Describing Factors affecting selection of resources in terms of

1.3.1 Factors affecting selection of resources CONSTRAINTS

Managing Resources in Living Order

Factors affecting job-layout

1 Nature and type of work

3 Method used for execution of work.

Methods of execution of works

1 Employing daily labor

Managing Resource Constraints through Critical Chain Project Management (CCPM)

1.4. using Relevant information manage the work.( this is performance

1.4.1 Relevant information manage road construction the work

Organization and Use of Project Information

 cash flow and procurement accounts for each organization,

 Legal contracts and regulatory documents.

 Number of participants (companies) (including all suppliers and sub-sub-contractors)