172715D Report

REPORT ON INDUSTRIAL
TRAINING
IN QUANTITY SURVEYING
BY
R. M. WATTUHEWA
(172715D)
DEPARTMENT OF BUILDING ECONOMICS

UNIVERSITY OF MORATUWA
DATE OF SUBMISSION: 02ND SEPTEMBER 2020

Phase I
At
CENTRAL ENGINEERING CONSULTANCY BUREAU

NO. 415, BAUDDHALOKA MAWATHA, COLOMBO 07
(From 13th November 2019 to 21st February 2020)
Phase II
At
INTERNATIONAL CONSTRUCTION CONSORTIUM

No. 70, S. DE. S. JAYASINGHE MAWATHA, KOHUWALA, NUGEGODA
(From 25th February 2020 to 14th March 2020)
And
Phase III
Special Online Training Sessions
(From 19th May 2020 to 13th June 2020)

Preface Industrial Training Report
PREFACE
The term ‘Training’ is defined in the Oxford English Dictionary as the process of learning the skills
that you need to do a job. Accordingly, in order to master the real nature and applicability of any
profession, practical exposure or as defined above, training can be identified as a crucial factor. The
same application can be used for the undergraduates who are preparing to embark on the journey of
their professional career in the construction industry as Quantity Surveyors in the future. Therefore,
it is rather important for the undergraduates to complete a comprehensive industrial training before
the conclusion of the university education.
As expressed in the term, ‘Industrial Training’ gives the opportunity to gather a vast amount of
knowledge in a library of resources that is the construction industry itself. However, a careful
guidance needs to be provided throughout this time period to shape the knowledge of the trainees.
The main purpose of the industrial training is aimed at the students to learn the applicability of the
theoretical knowledge gathered in the university in a practical situation. However, this applicability
may be limited by the time period, training organization selected as well as the supervision provided
along with the level of enthusiasm of the trainee. Therefore, in order to provide a comprehensive
training experience, all these aspects may need to be blended together.
The following report is aimed at providing an insight into the knowledge and experience gathered
throughout the training period by dividing among appropriate chapters with carefully managed
content. This report can be presented as an end result of the hard work of the Department of Building
Economics in organizing an extensive training program to its 3rd year undergraduates. Accordingly,
this report is entitled with the practical knowledge and experience gained by me within the industrial
training program and I have tried my best in transforming the knowledge gathered into words and
tried my best to do it justice by making a detailed report covering all the aspects.
Department of Building Economics i

Acknowledgement Industrial Training Report
ACKNOWLEDGEMENT
Successful completion of the industrial training chapter of the undergraduate life span can be
distinguished as an accomplishment made possible with the help of many individuals. The guidance,
supervision, sharing of knowledge and experience which was provided to me by the following
individuals helped me to achieve the best experience out of the whole training program.
Initially, I would like to convey my sincere gratitude towards the Head of the Department of Building
Economics Prof. (Mrs.) Yasangika Sandanayake for the guidance provided by steering the department
and all its undergraduates in the correct direction. Secondly, my deepest appreciation goes to the
training coordinators Ch. QS. Mr. Vijitha Disarathne and Dr. (Mrs.) Pournima Sridarran who
provided their endless efforts in ensuring the training program to conclude in an immense success.
Subsequently, my gratitude goes to all the senior lecturers and other lecturers of the Department of
Building Economics from whom I have greatly benefitted in polishing my intellectual excellence
through lectures and all the other guidance provided. Further, my heartfelt gratitude goes to all the
visiting industry professionals who conducted the industrial training program prior to the training
program commencement as well as during the online sessions, and to the National Apprentice and
Industrial Training Authority for organizing this successful training program despite all the
difficulties.
Furthermore, I would like to offer my sincere appreciation for the Central Engineering Consultancy
Bureau (CECB) and International Construction Consortium (ICC) where I was appointed to carry out
my training and improve my knowledge. Therefore, my respectable thanks would be granted to
Deputy General Manager of the Projects Section, Eng. Ms. N. K. De Silva, Project Manager Eng Mr.
S. H. N. I. Abeywickrama, my Supervisor and the Senior Site Engineer Mr. R. A. D. S. Ranasinghe
and the Civil Engineer Mr. Thakshala Rajapakshe from CECB and Ch. QS. Majith Kodithuwakku,
Eng. Jerome Goonawardana, Project Manager Eng. Deeptha Liyanage and Assistant QSs Nuwan
Ravichandra and Iresh perera from ICC for the immense support given by guiding me through all my
learnings at the site while helping me achieve my best by encouraging me throughout my training
period. Subsequently, I would like to thank my fellow training colleagues at both CECB and ICC
who helped me in gathering further knowledge and for making my training period a pleasant time
period which I would always cherish in my heart.
Finally, my loving and sincere gratitude goes to my family members who sat beside me and
encouraged me throughout all the difficult times and for encouraging me to thrive for greatness at all
times. Also, I would like to thank my colleagues and everyone else who were instrumental in making
this report and the training journey a reality.
Department of Building Economics ii

Table of Contents Industrial Training Report
TABLE OF CONTENTS
PREFACE ............................................................................................................................................ i
ACKNOWLEDGEMENT .................................................................................................................. ii
TABLE OF FIGURES ...................................................................................................................... vii
LIST OF ABBREVIATIONS ........................................................................................................... vii
INTRODUCTION ................................................................................................................................1
CHAPTER 01 .......................................................................................................................................2
PHASE I – THE CONSULTING ORGANIZATION .........................................................................3
1.0 INTRODUCTION TO THE ORGANIZATION ......................................................................3
1.1 CENTRAL ENGINEERING CONSULTACY BUREAU (CECB) .....................................3
1.2 ORGANIZATIONAL STRUCTURE ..................................................................................4
1.3 AREAS OF SPECIALIZATION...........................................................................................5
1.4 TRAINEES ROLE WITHIN THE ORGANIZATION .........................................................5
2.0 EXPERIENCE AND KNOWLEDGE GAINED ......................................................................7
2.1 PRELIMINARY ESTIMATING ..........................................................................................7
2.1.1 IDENTIFICATION OF COST ELEMENTS FROM PROJECT BRIEF ......................7
2.1.2 FAMILIARIZE WITH VARIOUS ESTIMATING METHODS ..................................8
2.1.3 PREPARATION OF PRELIMINARY ESTIMATES ...................................................8
2.2 PREPARATION OF BILLS OF QUANTITIES...................................................................8
2.2.1 TAKING OFF QUANTITIES FOR BUILDING WORKS, CIVIL ENGINEERING

WORKS AND MECHANICAL, ELECTRICAL AND PLUMBING (MEP) WORKS .............8
2.3 TENDER DOCUMENTATION ...........................................................................................9
2.3.1 FAMILIARIZE WITH CONTENTS OF A TENDER DOCUMENT...........................9
2.4 TENDER PROCEDURES AND EVALUATION ..............................................................10
2.5 INTERIM VALUATIONS ..................................................................................................11
2.5.1 TAKING MEASUREMENTS INCLUDING JOINT MEASUREMENTS ................11
2.5.2 CHECKING BILLS .....................................................................................................12
2.5.3 ASSESSING VALUE OF MATERIAL AT SITE ......................................................13
2.5.4 ASSESSING PRICE FLUCTUATION .......................................................................13

Department of Building Economics iii
2.6 PROCESSING OF VARIATIONS AND EXTRA WORK ................................................14
2.6.1 VALUING VARIATIONS ..........................................................................................14
2.6.2 ANALYZING OF VARIATIONS ...............................................................................15
2.6.3 INCORPORATION OF VARIATIONS TO INTERIM VALUATIONS ...................15
2.7 MANAGEMENT OF CLAIMS ..........................................................................................16
2.7.1 ASSESSMENT OF TIME EXTENSION ....................................................................16
2.7.2 ASSESSMENT OF OTHER CONTRACTUAL CLAIMS .........................................16
2.8 PREPARATION OF FINAL ACCOUNTS ........................................................................17
2.8.1 TAKING MEASUREMENTS .....................................................................................17
2.9 SPECIALIST SERVICES ...................................................................................................18
2.9.1 VALUE MANAGEMENT ..........................................................................................18
2.9.2 COST BENEFIT ANALYSIS .....................................................................................20
3.0 PROBLEMS ENCOUNTERED AND SOLUTIONS OFFERED..........................................21
3.1 UNFAMILIARITY WITH THE PROCEDURES TO BE FOLLOWED ...........................21
3.2 UNFAMILIARITY WITH TAKING OFF USING AUTOCAD........................................21
3.3 LESS KNOWLEDGE IN TAKING OFF QUANTITIES FOR MEP WORKS .................22
3.4 UNFAMILIARITY WITH DIFFERENT TERMS AND TECHNIQUES .........................23
3.5 PROBLEMS WITH ADJUSTING TO THE WORKING LIFESTYLE AND

ATMOSPHERE .............................................................................................................................24
4.0 STEPS TAKEN TO OBTAIN BETTER EXPERIENCE DURING THE TRAINING .........25
5.0 ASSESSMENT OF THE ORGANIZATION .........................................................................26
5.1 STRENGTHS ......................................................................................................................26
5.1.1 ESTABLISHED COMPANY IMAGE ........................................................................26
5.1.2 QUALIFIED AND EXPERIENCED STAFF..............................................................26
5.1.3 HIGHER CAPACITY TO UNDERTAKE MORE PROJECTS .................................26
5.1.4 WORKING ENVIRONMENT ....................................................................................26
5.1.5 SOPHISTICATED TRAINING PROGRAMS ............................................................27
5.2 WEAKNESSES ...................................................................................................................27
5.2.1 LOW LEVEL OF INVOLVEMENT WITH NEW TECHNOLOGY .........................27
Department of Building Economics iv

5.2.2 IDLING STAFF WITH NON-PRODUCTIVE HOURS .............................................27
CHAPTER 02 .....................................................................................................................................28
PHASE II – THE CONTRACTING ORGANIZATION ...................................................................29
6.0 INTRODUCTION TO THE ORGANIZATION ....................................................................29
6.1 INTERNATIONAL CONSTRUCTION CONSORTIUM (ICC) .......................................29
6.2 ORGANIZATIONAL STRUCTURE .................................................................................30
6.3 TRAINEES ROLE WITHIN THE ORGANIZATION .......................................................31
7.0 EXPERIENCE AND KNOWLEDGE GAINED ....................................................................32
7.1 SITE ORGANIZATION AND ACTIVITIES .....................................................................32
7.1.1 FAMILIARIZE WITH SITE LAYOUTS AND MANAGEMENT ............................32
7.1.2 CONSTRUCTION ADMINISTRATION AND FUNCTIONS OF SITE STAFF ......33
7.1.3 CONSTRUCTION MATERIAL AND MATERIAL MANAGEMENT ....................33
7.1.4 USING LINE LASER LEVEL ....................................................................................34
7.2 PREPARATION OF INTERIM VALUATIONS ...............................................................34
7.2.1 ON SITE MEASUREMENTS .....................................................................................34
7.2.2 PREPARATION OF INTERIM BILLS ......................................................................34
7.2.3 ASSESSMENT OF MATERIAL AT SITE .................................................................35
7.3 SUB-CONTRACTOR’S PAYMENTS ...............................................................................35
7.3.1 CHECKING SUB-CONTRACTORS’ MEASUREMENTS .......................................35
7.3.2 CERTIFYING SUB-CONTRACTOR’S PAYMENTS ...............................................35
7.4 PROGRESS MONITORING AND COST CONTROL .....................................................36
7.4.1 ASSESSMENT OF RESOURCE REQUIREMENTS ................................................36
8.0 PROBLEMS ENCOUNTERED AND SOLUTIONS OFFERED..........................................36
8.1 PROBLEMS ON INCLUDING MATERIAL AT SITE IN THE IPA ...............................36
8.2 PROBLEMS IN MEASURING SUBCONTRACTORS’ WORK .....................................37
8.3 PROBLEMS WITH ADJUSTING TO THE HIGH WORKLOAD ...................................37
9.0 ASSESSMENT OF THE ORGANIZATION .........................................................................38
9.1 STRENGTHS ......................................................................................................................38
9.1.1 QUALIFIED STAFF AND THE USE OF MODERN TECHNOLOGY ....................38

Department of Building Economics v
9.1.2 ABILITY TO UNDERTAKE LARGE NUMBER OF PROJECTS AT A TIME ......38
9.1.3 ESTABLISHED PROEDURES AND RULES WITHIN THE ORGANIZATION ...38
9.1.4 COMPANY’S OWN PLANT AND EQUIPMENT ....................................................39
9.2 WEAKNESSES ...................................................................................................................39
9.2.1 LACK OF FACILITIES AT SOME SITES ................................................................39
10.0 STEPS TAKEN TO OBTAIN BETTER EXPERIENCE DURING THE TRAINING .........39
11.0 SUGGESTIONS TO IMPROVE STUDENT’S PERFORMANCE AT TRAINING

ORGANIZATIONS ...........................................................................................................................40
11.1 ACTIVE PARTICIPATION IN ACTIVITIES ...............................................................40
11.2 DISCUSSING UNKNOWN AREAS WITH INDUSTRY PROFESSIONALS .............40
11.3 ESTABLISHING GOOD RELATIONSHIPS WITH SITE STAFF ...............................41
11.4 MAINTAINING COMPETENCY LEVELS ..................................................................41
11.5 MAINTAINING PROFESSIONAL BEHAVIOUR .......................................................42
11.6 INFORMING THE SUPERVISOR ABOUT THE AREAS TO BE COVERED DURING

THE TRAINING PERIOD ............................................................................................................42
12.0 SUGGESTIONS TO IMPROVE PERFORMANCE OF TRAINING ORGANIZATIONS..43
12.1 IMPROVING IT FACILITIES THROUGHOUT THE ORGANIZATION ...................43
12.2 USE OF LATEST SOFTWARE IN QS RELATED ASPECTS .....................................43
CHAPTER 03 .....................................................................................................................................44
13.0 SPECIAL TRAINING SESSIONS .........................................................................................45
13.1 CONSULTING ORGANIZATION.................................................................................45
13.2 CONTRACTING ORGANIZATIONS ...........................................................................47
14.0 SUGGESTIONS TO IMPROVE THE INDUSTRIAL TRAINING PROGRAM .................48
14.1 ACTIONS TO BE TAKEN BY THE TRAINEES..........................................................48
14.2 ACTIONS TO BE TAKEN BY THE AUTHORITIES ..................................................49
CONCLUSION ..................................................................................................................................51
REFERENCES ...................................................................................................................................52
Department of Building Economics vi

TABLE OF FIGURES
Figure 1: Organizational Structure of CECB .......................................................................................4
Figure 2:Value management process .................................................................................................19
Figure 3: Organization structure of ICC ............................................................................................30
LIST OF ABBREVIATIONS
ABC Aggregate Base Course
BOQ Bills of Quantities
CBA Cost-Benefit Analysis
CECB Central Engineering Consultancy Bureau
CESL Central Engineering Services (Pvt) Ltd
EOT Extension of Time
EPC Engineering, Procurement and Construction
ERP Enterprise Resource Planning
IPA Interim Payment Application
IPC Interim Payment Certificate
LAN Local Area Network
LD Liquidated Damages
MEP Mechanical, Electrical and Plumbing
NBT National Building Tax
NPV Net Present Value
PABX Private Automatic Branch Exchange
QS Quantity Surveyor
SBD Standard Bidding Document
SLT Sri Lanka Telecom
Department of Building Economics vii

Introduction Industrial Training Report
INTRODUCTION
The construction industry can be identified as one of the most complicated and dynamic sectors with
an industrial environment in the world (Druker, White, & Hegewisch, 2010). It is an industry which
is unique in comparison to other industries where construction industry is a project-based industry
where each project is custom-built to the client’s requirements (Bresnen, 1990). Also, construction
industry is heavily dependent on the labor force which comprises of higher-level management staff
to laborers, supervisors and other supporting labor forces. Further, the high cost involvement and the
investment decisions and cost control measures resulted in the need of a professional who excels at
handling such measures and thus the Quantity Surveying profession was originated.
The Quantity Surveyor is generally responsible in ensuring that the scarce resources and the project
finances used in the construction industry to be used effectively while providing cost consultancy
services to different stakeholders in the industry. Accordingly, quantity surveyors can be identified
as the financial backbone of the construction industry who surpasses in achieving value for money in
the sector. Therefore, in order for the newly blooming quantity surveyors to get accustomed to this
responsibility, it is utmost important to develop the theoretical knowledge along with practical
applications to the newbie quantity surveying undergraduate students.
With the above vision in mind, the Department of Building Economics of University of Moratuwa in
collaboration with the National Apprentice and Industrial Training Authority has been providing the
university undergraduates with the opportunity to get engaged in industrial training for many years.
This program not only provides the undergraduates with the required practical knowledge, but also
prepares them for their future in the construction industry with a practical exposure to the sector.
Therefore, this program can be identified as an immense measure which can be considered as a step
taken towards uplifting standards and the performance of the construction industry by providing
highly skilled quantity surveying undergraduates who excel in national and international levels.
The following report includes the details of the experience gathered throughout the two phases of the
industrial training program and the online industry practice and knowledge gain sessions with
knowledge gathered, observations made, problems encountered, and remedial actions taken towards
these problems. Further, it includes an assessment of each organization which the training was held.
In concluding notes, this report carries a comprehensive discussion on suggestions to improve the
industrial training program which can be followed by students as well as organizations to further
improve their intended outcome in training.
Department of Building Economics 1

Central Engineering Consultancy Bureau Industrial Training Report
CHAPTER 01
PHASE I – THE CONSULTING ORGANIZATION
CENTRAL ENGINEERING CONSULTANCY BUREAU

#415, BAUDDHALOKA MAWATHA, COLOMBO 07

PHASE I – THE CONSULTING ORGANIZATION
1.0 INTRODUCTION TO THE ORGANIZATION

1.1 CENTRAL ENGINEERING CONSULTACY BUREAU (CECB)
Central Engineering Consultancy Bureau (CECB) can be identified as a leading engineering

consultancy services provider in Sri Lanka at present with its multi-disciplinary functions and areas
of expertise along with a team of exceptional professionals in the construction industry. First
establishing as a fully owned entity of the Government of Sri Lanka in 1973, CECB is currently
functioning affixed to the Ministry of Mahaweli Development and Environment. In 1995, CECB
started engaging in ‘Design and Build’ and ‘Turn-Key’ projects and it has been a pioneer in
consultation and construction of many landmark projects since then. However, since 2016 the
construction aspect has been performed mainly by Central Engineering Services (Pvt) Limited
(CESL) which is a fully owned subsidiary of CECB.
Main clients of CECB are comprised of Government Entities while many private institutions seek out
the expertise of CECB for their projects too. Mainly providing consultancy services in the country,
CECB has provided its services internationally by working on projects in Maldives, India, East Africa
and UK. Behind the success of CECB and its history, it has a vast number of professionals under its
staff with a total of 1100 members and nearly 900 of them being in technical grades. Therefore, CECB
can be identified as an entity generating high number of employment opportunities for future industry
professionals as well.
VISION OF THE ORGANIZATION
“To be a WORLD CLASS Engineering Organization”
MISSION OF THE ORGANIZATION
“To be a World Class Engineering Organization, acquiring excellence in Engineering, Architecture,

and Quantity Surveying, utilizing state of the art technology, with a highly motivated, trained and
skilled workforce rewarded appropriately for their contribution in the optimum use of resources for
the maximum benefit to mankind”

1.2 ORGANIZATIONAL STRUCTURE
Chairman & Board of

Directors
General Manager
Corporate Additional
Corporate Additional
General Manager
General Manager (EPC)
(Consultancy)
Other Additional General Additional General Other Additional General

Managers (EPC) Manager Managers (Consultancy)
Other Deputy General Deputy General Manager

Managers (Projects)
Project Manager -
Senior Design Engineers Senior Architects
AGD Project
Design Engineers Senior Site Engineer
Resident Engineers
Trainees
Trainees (Engineering)
(Quantity Surveying)
Figure 1: Organizational Structure of CECB
- Position held by the trainee
*This organization structure only shows the area concerned with the Attorney General’s Department
Head Office project

1.3 AREAS OF SPECIALIZATION
CECB mainly provides services in Consultancy, Construction, Engineering Laboratory, Geological

Investigations, Environmental Studies and Engineering Surveys in the following areas.
• Buildings • Hydropower
• Roads • Irrigation
• Bridges • Coastal
• Railway Bridges • Ports and Water Supply
1.4 TRAINEES ROLE WITHIN THE ORGANIZATION
CECB offers a comprehensive training program to the trainees appointed to the organization through
a carefully planned training scheme under the training unit initiated in the organization. A trainee
entering CECB through quantity surveying field will be able to improve his knowledge in a wide
range of skills under contracts and quantity surveying division while being attached to different
projects or through the head-office in projects section. Main areas of specialization comprise of
procurement planning, pre-contract management, cost planning, estimating and tendering, cash flow
forecasting, post contract administration, cost control, final accounts, cost analysis and claims
management under their well experienced professional staff.
In the period of training, I was appointed to the New office building site for Attorney General’s
Department of Sri Lanka through the projects division of the organization. During my period of
training I was tasked with the scrutinizing process of Interim Payment Applications (IPA) sent by the
contractor while managing the process of the handing over phase of the projects with quality
inspections. Further, different claims handling along with variation checking and several other
important aspects to be improved in a training Quantity Surveyor’s (QS) career. Active participation
in the management of claims and other activities were highly encouraged within the organization.
Furthermore, supervisors mainly focused on targeted areas to be learned by trainees through engaging
in discussions of areas which cannot be witnessed in the current project stage. A friendly work
environment encouraged us to engage in activities while appropriate responsibilities were given to
each trainee to make them feel more involved with the processes happening throughout the project.
Trainees were also made aware of the importance of having responsibilities in the work performed
by them by pointing out different consequences of negligence and other issues. Trainees were not
allowed to work alone or carry out important decision-making processes on their own. Rather,
supervisors ensured that all the trainees are allocated to carry out their work with a responsible
superior to enable trainees to learn from the superiors’ experience.

Punctuality, compliance with rules and regulations, following proper safety procedures and active
participation was encouraged within the organization for the trainee to gain experience in adjusting
to the professional life after the completion of the degree. Further, the organization ensured that the
trainees are provided with necessary equipment, tools and other machinery and the proper work
practices were followed by each trainee to gain the maximum knowledge through the training period.
Therefore, I was very fortunate to carry out my first training phase with CECB since the organization
ensured that all the possible aspects in the training were covered by me before the training period was
concluded. Further, all the professionals I was allowed to work with were helpful in shaping my future
career to the best of their ability.
New office building for Attorney General’s Department of Sri Lanka -
Proposed office building for Attorney General’s Department of Sri Lanka comprises of 10 stories
with two basement floors dedicated for car parks. Main contractor for this project was Tudawe
Brothers (Pvt) Ltd. Also, the services aspect of this building and the MEP works were given to the
subcontractor, Tudawe Engineering Services (Pvt) Ltd. Therefore, during my training period, I had
the opportunity to work with the main contracting party as well as with the subcontracting party as
the consultant of the project. Accordingly, the consultancy services of the project were undertaken
by CECB and therefore, I joined this project attached to the site office of the consulting party.
This project was commenced in December 2016 with a revised completion date in October 2019 after
several time extension claims. While having a contract value of 925 Million Rupees, this project was
considered as a major government related project of CECB at the time of my training. Also, this
project and its site office played a crucial role as being a head office hub for all the courts related
projects in the country. Therefore, the consulting team of this project handled all the major
documentation and acted as representatives for all the courts related projects of CECB with the
Ministry of Justice of Sri Lanka. By being attached to this project, I got a rare opportunity to get
briefly involved with the documents handling and witnessing the government project procedure to be
followed.
This project was governed as a measure and pay contract and therefore, I got to observe the process
of measure and pay projects from the consultant’s point of view. Also, this project was under the final
finishing stages during the training period. The client of this project, Attorney General’s Department
insisted that the project should be handed over floor by floor starting from the topmost floor.
Therefore, I was given a rare opportunity to be involved with the handing over of the project stage.
Further, I was able to participate in site visits for the renovation project of Colombo High Court
building which involved the façade and other finishes being replaced and a temporary steel structure
built to accommodate the current occupants of the building throughout the project.

2.0 EXPERIENCE AND KNOWLEDGE GAINED
2.1 PRELIMINARY ESTIMATING
2.1.1 IDENTIFICATION OF COST ELEMENTS FROM PROJECT BRIEF
Since the project was undergoing the final stages of its construction, preparing or referring projects
brief was not possible through the training period. However, the area was thoroughly discussed by
the supervisors in order to give a proper understanding about the topic. Accordingly, the project brief
was identified as a document defining the client’s requirements for the project. CECB, as the
consultant of this project was tasked with the preparation of project brief at the start of the project
with the information and requirements given by the representative of the client, The Attorney
General’s Department. Following the project brief, the design to the project will be developed.
Additional to the information gathered by the lectures conducted about project brief in the university,
following data were gathered about the preparation and identification of cost elements from the
project brief.
Main cost elements of a project can include material, labor, machinery and overheads as basic
elements. However, prior to the construction, estimating the cost of these elements is a critical duty
of a quantity surveyor. Therefore, having a thorough understanding of the client’s vision, mission and
objectives along with the priority of requirements and success measures need to be incorporated into
the design development process. Also, possible employer changes, policies and quality expectations
of the client need to be concentrated upon. Above aspects along with the site information such as, site
surveys, ground condition reports, details about available utilities, access to the site and legislative
constraints play a major role in deriving the cost of the project. Further, technical requirements and
other aesthetic aspects change the cost of a project drastically.
Therefore, it was identified that a thorough inspection into the project brief is needed for the
consultant QS to decide upon the preliminary estimation of the project. Also, the importance of
identification of each item in the project brief and their impact in the construction cost was identified
with the help of the supervisors.
Since this project was a complex project with a government department as its client, I was able to
identify that complicated regulations were incorporated into the project and the payment and approval
process must be followed through a cabinet approval process. Hence, this project had a long span of
time and the payment delays can arise frequently. These aspects were identified by going through
some pages of the project brief. Therefore, I identified that a consultant QS who is preparing a cost
estimate for this project should carefully analyze these aspects in order to derive a realistic estimate.

2.1.2 FAMILIARIZE WITH VARIOUS ESTIMATING METHODS
Since the project was nearing its completion stage, I was unable to prepare a preliminary estimation
for this particular project. However, the client inquired the consultant team about adding two new
security huts for the project. Therefore, the client requested the project manager to provide a cost
estimate for the proposed security huts to ascertain the availability of funds for them. My supervisor
asked me to prepare the cost estimate under the supervision of the site engineer and from the cost
information gathered using previously prepared Bills of Quantities (BOQ). Further, my supervisor
instructed me to prepare a preliminary estimate using single rate methods initially to be sent to the
client to give him an outline of the total cost. Second task was to gather cost data from the given cost
databases and BOQ rates to prepare a detailed cost estimate using Elemental method. Supervisor
advised me on the importance of preparing a preliminary estimate which shows the economic viability
of the project. By revisiting the modules studied in the university, I was able to refresh my memory
on the different methods of preliminary estimation and was able to identify which methods to be used
in this particular task based on the given information. This can be considered as a rare opportunity
for me as a trainee QS to identify how to differentiate between different estimation methods and how
to use them properly to match the needs of different scenarios. As examples, using single rate methods
in situations where a basic idea about the final cost is needed quickly and using multiple-rate methods
in situations where a more detailed estimation is required to base a proper cost plan.
2.1.3 PREPARATION OF PRELIMINARY ESTIMATES
As described above, I was tasked with the preparation of preliminary estimation of the two security
huts. For the initial cost estimate I was given details of a previously constructed security hut including
the dimensions and the total cost of the given security hut. Therefore, I decided on using superficial
area method to prepare the preliminary estimate. Further, on instructions by the supervisor, I used
elemental cost method by the given cost databases along with the proposed drawings which were
provided later. After preparing the two estimates, I was able to identify the deviation between two
methods which made me realize the importance of having multiple-rate methods and how these
estimates help the client in deciding whether to move ahead with his plans or to abandon them
altogether.
2.2 PREPARATION OF BILLS OF QUANTITIES
2.2.1 TAKING OFF QUANTITIES FOR BUILDING WORKS, CIVIL ENGINEERING

WORKS AND MECHANICAL, ELECTRICAL AND PLUMBING (MEP) WORKS
While being attached to the Attorney General’s Department head office site, I was given the
opportunity to get involved with another project which was under the consultancy by CECB. This
project was a renovation project which was proposed for the High Court Building of Colombo. Since
this project was at the initial stages, I was given the task of taking off quantities for wall and floor
finishes of the project. While carrying out the taking off for this project I gained an understanding of
the importance of being accurate in the calculations and taking off since this creates a basis for the
quantities stated in the BOQ which is the base document for financial control of a construction project.
While carrying out this work, I was able to determine the importance of preamble notes in such
projects. This project, being a special government project, it had a specific set of preambles which
amounted to different modes of measurements being used with complex calculations. Reason behind
the complexity was this building being one of the ancient and landmark buildings in the city of
Colombo. Therefore, the client wanted to preserve its existing choice of finishes and to match the
renovated materials to match the existing façade. Therefore, extra efforts were taken in deciding on
the finishes and therefore, taking off was difficult compared to the taking off done in the university
during lectures.
Another aspect I was able to learn through the training period additional to the knowledge gained
over the university is on how to use the excel sheets as taking off sheets which assists in calculations.
Also, using excel sheets enables changes to be made easily. Therefore, if a mistake was made in the
initial taking off and the mistake reflects on complex calculations done later, they can be easily
changed by linking the calculations between each and by changing the initial calculation. This was
identified as a useful feature since the choice of materials and the finishes applying areas were subject
to change with the time. This happened mainly due to the influence of Department of Archeology on
selecting different types of materials to preserve the landmark building and its façade.
My supervisor advised me on the procedure to be followed in taking off in order to avoid missing
certain items or double counting areas. Therefore, he advised on checking and referring to all the
drawings with the list of drawings and specifications given. Further, he advised on checking whether
all the latest revisions done to the drawings are correctly added and to check if I am using the latest
drawings available. Secondly, dividing the overall project into sub parts and preparing taking off
check lists to avoid missing any of the items to be measured.
2.3 TENDER DOCUMENTATION
2.3.1 FAMILIARIZE WITH CONTENTS OF A TENDER DOCUMENT
Although the tendering stage for the Attorney General’s Department head office building was done
before my training period, I was able to witness the tender preparation of the furniture arrangements
for this project. Also, my supervisor conducted a discussion on tender document and its contents
based on the tender document used in this project.

According to the discussion and my observations done in the tender document, I realized that the
content and the terminology used in the tender document varies with the Standard Bidding Document
(SBD) that is used in the preparation process. This project’s tender document was prepared based on
the SBD 02 and the clauses and contents learned are as follows. Identification of different volumes
and its contents and observing them in the practical situation made it easier for me to understand the
knowledge gained in the university during lectures.
Volume I
• Instructions to Bidders – Basic instructions to be followed by contractors when bidding for

the project.
• Conditions of Contract – Basic conditions to be considered by all parties when entering into
the contract
• Standard Forms of Contract – Form of Agreement that both parties should sign when entering
into the contract
Volume II
• Invitation for Bids

• Bidding Data – Special information to be considered in bidding. These can change from
project to project
• Contract Data – Special information included in the contract which changes from project to
project
• Specifications – General specifics which describe the works and drawings
• Form of Bid
• Bills of Quantities – BOQ including preambles with rates
• Schedules – Supportive documents and their formats to be submitted by the bidders
• Drawings
• Standard Forms (Bid) – Formats for different bonds and guarantees along with the letter of
acceptance
2.4 TENDER PROCEDURES AND EVALUATION
Pre-Bid meetings
During the training period a tender procedure could not be witness due to the project being in the
final stages of the completion. However, the tender for the partitioning along with the furniture of the
project was ongoing parallel with the completion of the superstructure. Therefore, I was given an
opportunity to participate in a pre-bid meeting held for this tender. After the pre-bid meeting, which

was held in the site itself, supervisor briefed about the importance of the pre-bid meetings which
added further knowledge into the information learned during the lectures in the university.
A pre-bid meeting is held usually during the bid preparation period to give bidders the chance to
clarify any concerns they have regarding documents, scope of work and other details before
submitting the bid. From the observations made I gathered that these meetings are usually formal and
any changes or the details brought up in the meeting are sent to each bidder subsequent to the meeting
in writing. Bidders are encouraged to gather as much information they can and to raise any concerns
they have during these meetings. Architect of the project along with a representative of the client,
senior site engineer and the consultant QS participated in this meeting to clarify any issues arising in
financial, design and any structural matters. Subsequent to the meeting, a site visit was arranged for
the bidders to physically visit the areas of partition installation and furniture layouts. Further,
supervisor pointed out that by holding a pre-bid meeting at the site the consultant team and the client
can gain an idea of the progress made by each bidder up to date.
Further to the general importance of pre-bid meetings, I realized how pre-bid meetings of each type
of projects differ from each other. Examples can be pointed out as follows. In the above-mentioned
pre-bid meeting, most bidders pointed out that they cannot start the installation of furniture and
partitions on the given date and that they need additional time for the timber to be treated properly in
their warehouses after the timber has been cut and before the installation. This was a major concern
that needs to be considered when tendering for high timber related projects which would not be
typically seen in a building construction project. Also, this made me realize that the renovation project
which was mentioned earlier would have different concerns arising in its pre-bid meeting than in a
building construction tender or a partition installation tender.
2.5 INTERIM VALUATIONS
2.5.1 TAKING MEASUREMENTS INCLUDING JOINT MEASUREMENTS
Throughout the training period, one of the main tasks I performed was taking joint measurements at
the site. Since I was attached to the consultants site office, I was able to witness the process of taking
joint measurements of all the work during the training period. Apart from building works I was able
to take joint measurements of Mechanical, Electrical and Plumbing (MEP) works as well. Therefore,
a clear understanding on how these two types differ from each other was observed practically. How
to use different machines to use the length of electrical wiring and conduits installations along with
how to measure the length of copper lightning protectors which were installed outside of the building
using AutoCAD drawings were separately taught to me by the supervisor. Further, how to take

measurements in mechanical and plumbing pipelines such as sewer, water, fire lines and AC duct
lines were identified with the onsite experience gathered.
Since taking joint measurements cannot be covered in the university premises, taking and recording
process along with how they help in checking bills was a new knowledge area to be learned.
Therefore, I learned that joint measurements are taken in completed works on site with the
participation of both contractor and consultant QSs. They jointly take the actual measurements of
work done on site and the joint measurement sheets are certified by both parties. These joint
measurements are used in bill checking process to certify the amount of work the contractor is entitled
to be paid for the period.
2.5.2 CHECKING BILLS
Checking bills was the primary task which was attributed to me by the supervisor during the training
period. Since the consultant team situated at the site office is responsible in checking the bill and
certifying the amount, supervisor briefed me on the process which is generally followed in the
industry. This area was also taught by the modules in the university, but the actual onsite experience
made it easier for me to understand and get adapted to the industry practice. Generally, contracting
party send the Interim Payment Application (IPA) to the consultant at the end of each month which
is checked and certified by them in order to issue the Interim Payment Certificate (IPC). During the
training period I learned that the IPA generally includes bills divided under work sections, drawings,
measurement sheets, variations, material at site, dayworks, price fluctuation claims and other
supporting documents. Also, IPA is prepared on a cumulative work done basis. Another aspect which
the supervisor stressed was that the consultant has to check the bill and issue the IPC to the client
within 21 days after the date which the contractor submits the IPA and that the client has to pay the
contractor within 14 days after issuing the IPC. Also, how a late payment would amount to an interest
claim was studied and will be discussed in later chapters.
While checking the bills, certain new areas were introduced by the supervisor on how to calculate the
daywork amount, material at site, variation processing and the price fluctuation calculations which
will be discussed in later chapters as well.
While carrying out the bill checking process for the IPA, I was able to identify that different
supporting documents are needed for different types of work items. As examples, for items such as
concrete works, finishes and external excavations, measurements with lengths, depths and widths
were used. However, for items such as aluminum works, I had to prepare a door and window schedule
for each floor in order to properly take off the quantities of doors and windows each. Further, taking
levels using level machine was required for the calculation of filling depths in subbase and Aggregate
Base Course (ABC) laying for external works.

2.5.3 ASSESSING VALUE OF MATERIAL AT SITE
Assessing material at site or material on site can be identified as another important aspect in a QS’s
role. During the training period, another task that was assigned to me was the calculation of material
at site for each IPA. Although the concept behind calculating material at site was easy to understand,
few complications arise with materials such as items required for Local Area Network (LAN) and
telephone system. The required Private Automatic Branch Exchange (PABX) system comprising of
operator telephones, cable management panels and network rack units were supplied and installed by
Sri Lanka Telecom (SLT) suppliers. Therefore, complications arise since the SLT suppliers insisted
the contractor that they need to be paid for delivering the required items to the site even if they cannot
be installed until the installation of partitions are done. SLT was relying their payment request on the
fact that they have delivered the required products and were ready to install the PABX systems as
soon as the partitions are installed.
Therefore, a conflict arise as to how the supplier should be paid for the delivered items without the
installation cost since the BOQ rate included the cost of installation, testing and commissioning of
the system. However, supervisor advised to remove the cost from the work done section of the bill
and to add the cost of the delivered items only to the material at site section. Further, he described
that the general law advises that unless stated otherwise in the contract document, the ownership of
the materials transfers to the client at the time of delivery of the materials to the site. Therefore, the
amount was added to the material at site section.
For my learning purpose, I investigated the process of approving the amount of material at site for
the monthly bill. Upon investigation, I discovered that the contractor cannot add any or all the items
that have been delivered to the site in the material at site section. Consultant usually checks whether
the delivered materials are actually required for the future works remaining to be finished. Therefore,
once the contractor has submitted the list of materials at site, a visual inspection of the recorded
materials was done before certifying the amount. Further, delivery notes and invoices along with the
notes made in the logbook were considered. Also, by calculating the remaining work along with the
work done and materials delivered and adding them together to check with the BOQ quantities were
carried out on possible items.
2.5.4 ASSESSING PRICE FLUCTUATION
Assessing price fluctuation can be identified as a crucial task in a QS’s job role in both consultant
and contractor aspects. Generally, calculating price fluctuations using the ICTAD price fluctuation
formula in construction projects of more than three months duration will help in recovering
unforeseen costs arising up to a certain extent (Jayaweera, Perera, & Jayasinghe , 2015). Therefore,
in order for the contractor to cover up the changes of prices in material, plant and labor, the contractor

usually calculates and apply for a price fluctuation claim in each IPA. However, after making the
adjustments for the submitted IPA, consultant usually calculates the revised price fluctuation amount
with the use of new figures.
Although the calculation and the principles behind the formula was taught in the training workshop,
I was able to gain a firsthand knowledge on the calculation of price fluctuation while preparing the
IPCs for monthly bills. Supervisor stressed on the importance of understanding the principles behind
this calculation and therefore, made me observe the different applications and areas where the
calculation and the allocation of price escalations has deviated from the general norm. One of the
identified incidents were, since this project being nearing its completion and due to the several time
extensions requested by the contractor, this project was lagging behind its original completion date.
Therefore, I learned that the price fluctuation was only allowed until the revised date of completion
as agreed by the client in time extensions. Further, I learned that the indices used to calculate the price
fluctuations differ from one project to another based on the engineers estimate. Only the indices of
items with highest values which amount to 90% from the total value are used in this calculation. Also,
I identified different non-adjusting elements which are omitted from the calculation of price
fluctuations. Although this aspect was taught in the university, I was able to gain a clear identification
of the application of the indices by referring the IPCs and the engineers estimate for the project.
2.6 PROCESSING OF VARIATIONS AND EXTRA WORK
2.6.1 VALUING VARIATIONS
Apart from the theoretical knowledge gathered on variations, I was able to witness the procedure of
variations during my training period. According the observations made, there are two main
approaches which can be used in pricing variations. First approach uses rates derived from a
breakdown of the contract sum. Which means it usually consist of BOQ rates derived from similar
type work items. This approach was widely used in most of the variations.
Second approach in pricing variations uses a separate schedule of rates for each variation. While most
of the variations which was given to me for checking included this approach and I was able to learn
that the schedules of rates can be provided in two different methods.
- Including a unit rate for the item to be done such as rate for excavating a cubic meter of earth,
rate per laying 1 Nos of interlocking paving blocks or laying of 1 cubic meter of ABC layer
- Including rates for the resources that are required to carry out the work such as rates of labor,
required materials and plant separately which are then combined to build up the value of the
work done

2.6.2 ANALYZING OF VARIATIONS
While observing the variation procedure, I was able to identify different practices used in CECB to
manage the high number of variations occurring in a large scale project such as the Attorney General’s
head office project in order to ease up the process of smooth operation of variation approval and
incorporation of variations to IPCs. By referring the variations sent to the client for approval, I was
able to identify the different documents to be attached. The variation order consisted of the following.
- Firstly, a letter signed by the consultant party, usually by the project manager or the DGM of
the relevant section regarding the variation order and the variation summary including the
variation number, total value of the variation and the cumulative value of the variations
submitted up to date. In this letter, references to any of the previously sent letters and emails
are made to clarify the information mentioned
- Subsequently, CECB provides a summary table of all the variations submitted with
descriptions, variation order numbers, variation amounts, submission dates to the client along
with the status of the variation indicating whether the variations have been approved or
whether they have been submitted and the approval is pending. This table ease up the process
of checking the status of any variation by updating it with each variation order
- Next, the contractor’s request letter sent to the consultant for the variation is attached
- Variation summary table with the quantities and the rates are attached which have been
scrutinized and corrected by the consultant. This document carries the rate breakdown
summary for the variation
- Supporting documents indicating rate breakdown schedules for each of the cost items in the
summary table are provided separately in this section. It carries the detailed breakdowns of
each cost which has been checked by the consultant
- Subsequently, measurement sheets for the cost items are attached with any surveying details
- Relevant drawings and revised drawings are attached for the variation and to support the
measurements taken
- Proforma invoice provided by the supplier or the subcontractor
- Conditions for proforma invoice provided by the supplier (if any)
2.6.3 INCORPORATION OF VARIATIONS TO INTERIM VALUATIONS
Variations are incorporated in the interim valuations separately after the measured work. According
to the work carried out during the training period, when checking the bill, each variation needs to be
cross checked in order to identify whether the rates and the quantities have been approved by the
client. Subsequently, quantities need to be scrutinized with the provided measurement sheets and the
amount of work done will be certified and added to the IPC. Generally, this procedure is followed in
the industry at large. However, in special circumstances such as in variations where the approval is
given for part of the cost items or if they have not been properly valued, on-account payments are
made to the contractor until they are properly valued at a later stage. The percentage amount to be
paid can be decided by the consultant. After including an on-account payment in an IPC, the
consultant can calculate the total value of the variation at a later stage and add the remaining amount
to an IPC submitted in a later stage. Also, the contractor can request for on-account payments for
works which have been carried out on the site but have not added any measurement sheets in the bill
accordingly. According to the discussions carried out with the supervisor, I was able to identify that
on-account payments help the contractor to keep his cash flow steady to complete the project.
2.7 MANAGEMENT OF CLAIMS
2.7.1 ASSESSMENT OF TIME EXTENSION
During the training period, I was able to identify and refer documents which helped in identifying
and gathering knowledge about time extension claims which can be identified as an important claim
for QSs to be concerned and to be aware about. From the information gathered, Extension of Time
(EOT) can be identified as an extra time added to the initial contract time period which extends the
completion date agreed in the contract. EOT claims are usually requested by the contractor due to
various reasons such as variations adding additional work to the work schedule, unknown conditions
such as exceptionally adverse climatic conditions, any delays caused by the employer or his personnel
at the site or by Force Majeure conditions such as wars, invasion or act of terrorism. However, it is
important to understand that the contractor must prove that the delays have happened and have
affected the date of completion of the project. However, this delay must have an impact on the critical
path of the project for the EOT claim to be valid.
By referring the EOT claim letters sent by the contractor, I was able to identify that the EOT claim
letter includes relevant clauses from the conditions of contract and that these clauses are supported
by relevant documents such as recorded climatic conditions and approval letters of variations.
2.7.2 ASSESSMENT OF OTHER CONTRACTUAL CLAIMS
Delayed Payment
During the training period I was able to refer certain other contractual claims and delayed payment
claim was one of the major claims I referred in the contractor correspondence documents. Since I
didn’t get to involve with any of the negotiations or analyzing these claims, I discussed the terms
delayed payments and how to calculate the amount due. Generally, the employer has to pay the
contractor the amount certified in the IPC within 14 days after receiving the IPC from the consultant.
However, this project had significant delays in the payment aspect due to the complex procedure that
has to be followed in order to approve payments. Since this project was owned by a government
department, the IPCs and any other claims had to undergo a lengthy procedure and be approved by
the cabinet before the payment is released. Therefore, the contractor usually submits the interest
claims with each IPA. These interest claims or financing charges were an entitlement the contractor
gets under Conditions of Contract which were to be calculated by the number of delayed days and
using a special rate. This special rate is derived from the rate of interest in lending of the Central Bank
to Commercial banks. This special rate is generally, 1% over the prevailing rate mentioned above.
Therefore, for my learning purposes, I referred some of the financing charge claims letters sent by
the contractor. I identified that in these letters, the contractor usually mentions the sub-clauses
attributable to the delay payments and the supporting documents including the calculation of interest
in a table format for each of the IPCs and the relevant interest claim amount.
Liquidated Damages
Since this project was at its final stages and due to the revised completion date and time extensions,
I was faced with the question on what clauses are applicable for the delay in finishing the project on
the agreed completion date. Therefore, I discussed this with the supervisor, and I was able to learn
the practical approach in Liquidated Damages (LD). Accordingly, the contractor has to pay liquidated
damages as agreed in the contract. In this project, liquidated damages amount to 0.05% of the contract
sum per day. Also, the contract data had a sub-clause maximizing the amount of LD. However, in
order to claim LD, the delay should only arise due to the contractor’s fault. However, since the
training period concluded before the practical completion of the project, I was not able to witness the
process of claiming LD.
2.8 PREPARATION OF FINAL ACCOUNTS
2.8.1 TAKING MEASUREMENTS
Final account includes the final payment to be made to the contractor in a project for the work done
at the end of the defects liability period. Although I did not get an opportunity to be involved in final
accounts preparation for the project since the project completion was not achieved during my training
period, I was able to assist in the initial preparation for the final account calculations. Since most of
the floors have been properly completed and handed over to the client, project manager insisted on
making initial arrangements for the preparation of final account. Therefore, I was given an
opportunity to get involved with taking measurements for the final account. Upon observation and

questioning, I learned that final account preparation is the process of calculating the total amount of
work while considering any adjustments as well as the initial contract work which will be set out in
the final certificate.
In order to make the final account preparation process easier, I was given the task of preparing the
final door window schedule for the floors above the ground level to cross check with the aluminum
work amounts claimed. Therefore, I was asked to work in collaboration with the aluminum works
section of the contracting organization to gather all the relevant information such as final revised
drawings and door window schedule provided by the architects division. Also, I gathered invoices
and specifications provided by the aluminum suppliers and cross checked their drawings with the
architectural drawings to scrutinize whether they match each other on paper. Afterwards, I was
instructed to carry out a physical inspection of each floor to cross check whether they match with the
drawings and specifications and to check for any defects in the doors and windows. Also, checking
of the keys and whether the locking mechanism and door closing mechanisms working properly
before recording them on the finalized door window schedule was done in order to ease up the final
account preparation process. While carrying out the given tasks, I was able to identify how following
each of these guidelines helped in scrutinizing the quality and accuracy of the work done. Further, I
identified that this measurement and checking process can be identified as a joint measurement
process since the contractor’s representative was present for the inspection process and the finalized
schedule of aluminum work was certified by both the consultant and contractor parties.
2.9 SPECIALIST SERVICES
2.9.1 VALUE MANAGEMENT
Value management was a concept which I was able to discuss with my supervisor and with the project
manager in order to increase my knowledge on the specialist services mentioned in the training
guidelines. According to the discussions, I was able to gather a basic knowledge into the vast area of
knowledge involved with value management. Further, I carried out a brief research about the subject
to clarify further concerns. During the discussions I was able to identify the two terms Value
Management and Value Engineering. Value engineering, in basics is about an approach in achieving
the necessary function at the lowest cost without a detriment to the quality, performance or the
reliability of a project. This aspect has been discussed in the SBD 02 as well. However, value
management is concerned with the value process during the whole lifecycle of the project (Winch,
2000). As explained by the project manager, value management comprises of three aspects which
are,

• Value Planning – applying value management during the initial stages of the project such
as concept and planning stages
• Value Engineering – applying value management during the design and engineering
stages of the project
• Value Analysis – analyzing the project performance against its expectations using value
management after completion
Figure 2:Value management process
However, value engineering options and how the cost savings of such proposals should be divided
between the client and the contractor have been mentioned in the SBD 02. Supervisor also stated that
according to this sub-clause, several value engineering options have been used in this project as well.
This project has been reevaluated due to the value engineering proposals brought forward by the
contractor in Air Conditioning chiller plant room positioning and solar panel module mounting
structures. Therefore, I was able to gather a brief knowledge on how to divide the cost savings
between the contractor and the client. Accordingly,
- If the desired cost savings have been achieved by the proposal without harming the quality of
the item, the cost saving will be divided equally between the client and the contractor
- If the desired cost savings have not been achieved by the proposal without harming the quality
of the item, contractor will not be paid as above
Also, in the sub-clause, it is explained that the proposal needs to be submitted to the consultant as a
written proposal which in contractor’s opinion will result in,
- Acceleration of completion
- Reduction in employer’s cost in executing, maintaining or operating costs (Life Cycle Cost)
- Improve in the efficiency or value to the employer of the completed works
- Benefit to the employer

2.9.2 COST BENEFIT ANALYSIS
Cost Benefit Analysis (CBA) can be identified as a major process which is used to analyze different
decisions in many sectors. It can be used in construction industry by different parties in mainly to
analyze investment decisions. CECB, being a recognized consultancy firm in the country, has been
advising different government entities in decisions regarding construction related investments.
Therefore, I was able to gather basic knowledge about how the cost benefit analysis is used in different
situations. Supervisor explained the theory behind this approach using few examples. However, a
practical knowledge in CBA could not be gathered during the training period.
Cost benefit analysis can be identified as an approach in estimating the strengths and weaknesses of
different options and determining how they achieve benefits while preserving costs (David, Ngulube,
& Dube, 2013). In construction context, this analysis is used in situations where the investor has to
decide between several projects to allow funds. Most of the government departments rely on this
analysis before making their fund allocations to different infrastructure and building projects. Mostly,
these government entities request CECB to be involved as a consultant party in making these
decisions. As explained by the supervisor, when a government entity wants to evaluate different
development projects, they start by evaluating all potential costs comparing their relevant revenues
and benefits involved. After careful analysis between costs and revenues, the decision on which
project to be accepted will be based on the project with highest benefit yield as opposed to the costs
associated.
According to the knowledge gathered, purpose of CBA can be identified as below.
- If a single project is considered, it helps in determining whether the project is feasible by

comparing cost and benefits
- If multiple projects are considered, this analysis helps in comparing projects by determining
which projects have the highest benefits compared to their relevant costs
For my learning purposes, I discussed about the drawbacks in CBA, and I was able to identify that as
an assessment tool in investment decisions, this analysis proves to be highly effective in small scale
construction project with smaller length of project duration. The reason behind this drawback is if the
time period is small, greater accuracy in cost estimating can be obtained. Complex projects with
longer time period face many changes in cost due to uncertainties such as changing interest rates,
inflation and availability of labor, plant and materials. Also, supervisor advised me that calculation
of cost benefit analysis of longer projects will require different models such as Net Present Value
(NPV) calculations. These NPV calculations are based on the present value calculations of future
cash inflows and outflows using suitable discounting rates.

3.0 PROBLEMS ENCOUNTERED AND SOLUTIONS OFFERED
3.1 UNFAMILIARITY WITH THE PROCEDURES TO BE FOLLOWED
Problem –
During my training period at CECB, I was transferred to the site in order to replace an existing trainee
who was completing his training period. Therefore, I had to fill in and carry out the duties that were
done by the previous trainee. I had to continue data entries, joint measurement sheets and even
continue some measurements that were taken halfway through some floors. Therefore, I had to adapt
to the procedures previously followed by the consultant team in my daily activities. This adaptation
took most of the first few days.
Solution –
In order to overcome this problem, I tried familiarizing myself with the previously completed work
before starting my daily work. Also, I discussed the data entry and joint measurement recording
procedure with the supervisor and other trainees at the site. Also, I went and observed joint
measurement taking procedure which was done by another trainee and referred the measurement
entries he made while taking measurements. Further, I referred some previously taken joint
measurement sheets and observed the measured area of the site physically and compared my own
measurements with the recorded measurements. Familiarizing myself with the norms and different
abbreviations used in taking measurements and checking bills was also another approach I followed
before proceeding with my daily duties. I was able to speed up my working process after familiarizing
myself with the correct procedures. Therefore, I understood that it is rather important to get
familiarized with the site layout, procedures and norms used before starting up work directly without
studying the work beforehand.
3.2 UNFAMILIARITY WITH TAKING OFF USING AUTOCAD
Problem –
This problem was faced mainly due to the unfamiliarity of taking measurements in complex drawings
using AutoCAD. This training period was the first practical situation in where I was able to take off
measurements using AutoCAD. Due to the complexity of drawings, it was beginning to prove as a
difficult task to take measurements since I kept double counting certain lengths. Therefore, most of
my early measurement sheets had additional quantities in them.

Solution –
In order to overcome this problem, my supervisor introduced me to the practice that is being followed
in the industry. He advised me on drawing polylines on the lengths I measure using a new layer with
a new color and name it as measurements. Therefore, whenever I measure a certain length, I could
draw a polyline on that area making it impossible for me to double count by mistake. Also, I used a
thick line using increased line thickness tool to make them easily identifiable when taking
measurements. Further, I noticed that whenever the contractor is submitting a final quantity of a work
done in a certain area, he submits the AutoCAD file where the polylines are drawn as a soft copy.
Therefore, consultant can easily check the areas with polylines by physically visiting the site and also,
get the dimensions of the given line using AutoCAD tools. I identified this process to be of highly
effective and easy to be followed without making mistakes in taking off.
3.3 LESS KNOWLEDGE IN TAKING OFF QUANTITIES FOR MEP

WORKS
Problem -
During the training period, I was given the task of checking MEP section of the bills and carrying out
taking off of MEP works for the final bill preparation. Therefore, I had to carry out the taking off
plumbing works and at the beginning, I kept making errors in different measurements such as adding
valves, elbows, bends, tees and reducers. Since I did not have knowledge on the proper procedure to
be followed in deciding which items need to be measured separately and which items to be measured
together, I had a difficult time adjusting to plumbing works taking off.
Solution –
Since I did not have the required knowledge in MEP taking off, I consulted the supervisor and
discussed with him about the correct procedure to be followed in MEP taking off. Subsequently, as
described by the supervisor and by analyzing the preamble notes denoting which items to be measured
separately, I was able to carry out the task of MEP taking off. While overcoming this issue, I was
able to identify the correct method in measuring lengths of pipes using the drawings and centerline
girths provided in the AutoCAD drawings along with an identification on which items to be measured
separately. Therefore, I identified that pipes can be measured by the AutoCAD drawings provided
separately for plumbing works. Since pipes are laid along with the walls and soffits of slabs, I was
able to draw centerlines of the laid pipes and calculate the pipe lengths using those centerlines as
instructed by the supervisor. Also, I learned that fittings such as valves, tees, reducers and elbows
need to be calculated by numbers as they are claimed per number as the unit.

Problem –
Another problem I had to face in plumbing taking off was making sure that I have included all the
pipe lengths without missing any pipelines. Although, I was tasked with taking off of horizontal pipe
works only, I was having difficulties due to non-familiarity with the drawing and the complexity of
pipe layouts.
Solution –
As for a solution to this problem, I decided to refer taking off used in electrical wiring and their
lengths, and I divided the pipework between each floor. After dividing floor wise, I decided to divide
them further by the location such as pipe works between city main to water sump, pipes attached to
overhead tanks in the top level, pipes fixed to slab soffit separately. Subsequently, by preparing a
checklist among myself that covered all the areas of the pipework, I was able to measure the pipe
lengths without missing any pipelines.
3.4 UNFAMILIARITY WITH DIFFERENT TERMS AND TECHNIQUES
Problem –
During the training period, I was given an opportunity to refer several documents that were taught in
the university. Although the theory behind these documents were taught in different modules and the
training workshop, training period was the only time I was given an opportunity to refer these
documents practically. Therefore, while I was referring these documents, I came across several new
terms such as extended preliminaries, National Building Tax (NBT) calculations and cost overruns
and different other claims. These new terms and calculation techniques slowed down my process of
referring documents as well as my understanding of them.
Solution –
Therefore, as a solution this problem, I followed a series of steps which helped me to overcome this
problem as well as improve my knowledge along with speeding up my work. One of the steps I
followed whenever I came across an unknown term was asking my supervisor or any other superior
officers. They were always helpful in discussing different terms with me. However, before asking
them for more clarifications, I used to read through the items listed under these new terms and tried
to identify what these terms could mean by myself. Thereafter gaining some understanding on what
these terms meant, I went to ask for further clarification from my supervisor. This method mostly
helped me to understand what the supervisor was explaining and since I had a prior understanding by
reading its contents, I was able to answer several questions and clear my doubts at the same time.
Also, whenever, I came across a new calculation, such as NBT calculations, as an initial step, I used
to follow the formulas used in the excel sheets to work out the calculation on my own before going
to a superior officer for clarification. I realized that this method helps in gaining a thorough
understanding of different terms and techniques.
3.5 PROBLEMS WITH ADJUSTING TO THE WORKING LIFESTYLE

AND ATMOSPHERE
Problem –
During the early days of my training period, one of the main challenges I had was in getting adjusted
to the work lifestyle along with the working atmosphere. Being punctual, working under pressure and
time constraints and heavy workload proved to be rather different from the university atmosphere and
it seemed challenging and impossible to get adapted. Being straight out of the 2 years at the university,
working with lecturers and friends, it took me some time period in getting adjusted to the working
routine. Also, my supervisor pushed all the trainees to gather as much knowledge out of the limited
time at the training period, he insisted on getting all the trainees involved in the activities that are
followed at the site daily. Since the project was nearing its final stages, apart from regular bill
checking, joint measurement taking and variation processes, I was involved with the handing over of
the project, defects inspection and final bill preparation work. Therefore, the workload was increasing
gradually.
Solution –
In order to conquer these challenges, I had to abdicate my leisure routine and work hard to get the
things done. Also, I had to take advises from the supervisor on how to handle the workload and the
unfamiliarity to the working atmosphere. Therefore, I had to adjust to the work routine at the office
by working late and also, arriving early whenever possible to get additional work done. Also, I
realized that even if I had high daily workload to be completed during the training period, that I must
find free time to discuss additional study matters with the supervisor and to refer the documents that
are associated with the project. Another solution I found to be useful is to interact with all the staff
and other trainees and asking for help whenever I needed and to maintain positive relationships with
them. This helped me in learning most of the unknown procedures and terms found throughout the
training period. Also, I learned that it is rather important to have good relationships with contractor
organization staff, subcontractors, laborers and even security personnel at the site since some of the
knowledge I gathered were learned from them by asking questions and observing onsite procedures
carried out by them. Developing these relationships helped me in overcoming my difficulties in
adjusting to the working atmosphere.

4.0 STEPS TAKEN TO OBTAIN BETTER EXPERIENCE
DURING THE TRAINING
During the training period at CECB, I was given numerous opportunities to gather knowledge on
different areas. My supervisor and other professionals at the site office helped me in covering up
maximum possible areas during my stay. However, some areas such as specialist services and
tendering could not be covered with practical experiences at the site. Therefore, in order to increase
the diversity of the areas of knowledge gathered in CECB, I requested my supervisor and the project
manager to get me involved with the head office work along with the site work. I informed the
supervisor about the areas that need to be covered by me during my training. Therefore, I got an
opportunity to accompany the senior site engineer to several progress meetings which were held in
the head office. During this time period, I was given an opportunity to stay at the head office with the
other trainee who was assigned to the head office and work with her to exchange knowledge gathered
by both of us. During this time period, I was able learn different areas from the other trainee and also
got a chance to teach the other trainee about the procedures followed at the site. This knowledge
sharing session proved to be a useful technique in further learning. Also, by visiting the head office I
was able to discuss different matters with head office staff and I gathered further knowledge on areas
such as value engineering and cost-benefit analysis.
Another approach I took in obtaining a better experience through the training period is to participate
in pre-bid meetings. Even though the pre bid meeting was only held for the tender of furniture and
partition fitting of the project, I was able to gather knowledge on how these meetings are held and the
atmosphere and the process which is usually followed. Since I did not get an opportunity to observe
a pre-bid meeting for a construction project, I was able to gather a general idea about these meetings.
During the training period, I was given the weekends as holidays on days which did not have any
special work to be done. However, me and the other trainees at the site got the permission from the
supervisor to use Saturdays to refer the documents which were kept at the site and also to observe
different works carried out at the site. Since most of the contracting organization professionals were
also on duty during Saturdays, I was given an opportunity and free time to work with them and discuss
about different areas to gather more knowledge. Most of the areas which I learned by referring
documents were done on these weekends and this also encouraged the supervisor to come to the site
on weekends and teach us different subject areas. This initiative further improved my chances of
maintaining positive relationships with the site staff along with improving their impression on myself.
Therefore, it is rather important to make good use of opportunities like this to take the best out of the
training program.

5.0 ASSESSMENT OF THE ORGANIZATION
5.1 STRENGTHS
5.1.1 ESTABLISHED COMPANY IMAGE
CECB, being one of the leading engineering consultancy service providers in Sri Lanka, has a great
competitive advantage due to their established company image. This company image was built up
with the large number of completed projects involved and with other factors of excellency that are
associated with CECB. Therefore, the greatest strength the company currently enjoy is this image and
CECB should make necessary arrangements to maintain this image. This aspect ensures that CECB
keeps receiving the consultancy service providing opportunities for the largest project throughout Sri
Lanka and overseas by both private and public sector clients. Also, CECB can be identified as one of
the initial choices by most of the government entities for the consultancy serves of their construction
projects.
5.1.2 QUALIFIED AND EXPERIENCED STAFF
CECB employs over 1100 staff members with graduate engineers, quantity surveyors and architects
with more experience than its competitors which results in excellency in all the projects they
undertake. This staff can be identified as another major strength of the organization since most clients
prefer working with professionals with this much of experience in their projects. Therefore, they keep
offering CECB with consultancy services agreements for their projects. Further, when considering
government projects, professionals at CECB are well experienced in handling the documentation and
procedures to be followed. Therefore, this aspect adds a further advantage to CECB over its
competitors.
5.1.3 HIGHER CAPACITY TO UNDERTAKE MORE PROJECTS
CECB, being one of the largest consultancy services providers in the country and having a widespread
of base offices throughout the country with a large number of qualified staff, it can undertake a high
number of projects at the same time. This high capacity can be a useful strength in tackling times
when the construction industry is thriving and at a peak demand level. This gives an edge to CECB
over its competitors in handling large number of projects at once. This can be proved by referring to
the large number of ongoing projects CECB has undertaken at present.
5.1.4 WORKING ENVIRONMENT
In CECB, the staff always tries to ensure that a friendly work environment is maintained. There are
several benefits of this measure such as increased productivity due to high morale and new employees
feeling welcomed which results in them adjusting to the culture at the CECB quickly. This culture of
CECB aims at improving employee morale while preserving their values. I felt the positive
environment since the first day at CECB and this made it harder for me to leave the work site and the
staff at the end of my training period. Therefore, this can be identified as an internal strength of the
organization since this helps in retaining staff and reducing employee turnover. Further, this increases
the chances of new graduates who completed their industrial training at CECB reconsidering career
paths at CECB after graduation due to the excellent culture at work.
5.1.5 SOPHISTICATED TRAINING PROGRAMS
As a consultancy services providing organization, CECB considers its human resources as one of its
key success factors and therefore, they have established several measures to ensure the continuous
development of its employees. Therefore, CECB is committed towards providing training programs
to both its own employees and to students from National Universities, National Diploma Awarding
Institutions, Technical Colleges and other institutions. A dedicated training unit is situated in the
CECB head office to oversee the training programs. Therefore, CECB is considered as an
organization which is invested towards the future of the construction industry in the minds of clients
and other industry professionals and it has been able to maintain a good reputation due to this aspect.
This can also be listed out as a major strength since this helps in empowering the future employee
gain potential and to maintain good relationships with different institutions in recruiting new
employees. Also, this increases the productivity of the employees as an end result.
5.2 WEAKNESSES
5.2.1 LOW LEVEL OF INVOLVEMENT WITH NEW TECHNOLOGY
Most of the CECB’s site offices and base offices are still accustomed to using manual and hard copy-
based work. This leads to a higher amount of time which can be otherwise incorporated into
productive works. Therefore, this can be identified as a weakness which if correct measures are
undertaken, that can be turned into a strength through new technology involvements. New technology
can be seen in usage at the head office level. However, expanding these facilities towards base levels
can help the organization to improve its efficiency in a higher rate.
5.2.2 IDLING STAFF WITH NON-PRODUCTIVE HOURS
Since CECB is comprised of large number of staff in its many offices, most of the employees tend to
be left without work and in return this leads to non-productive man hours. This can also be identified
as a weakness since if methods are introduced to reduce these idling times, it can lead to an increase
in productivity as well as the productive capacity.

International Construction Consortium Industrial Training Report
CHAPTER 02
PHASE II – THE CONTRACTING ORGANIZATION
INTERNATIONAL CONSTRUCTION CONSORTIUM

#70, S DE S. JAYASINGHE MAWATHA, KOHUWALA, NUGEGODA

PHASE II – THE CONTRACTING ORGANIZATION
6.0 INTRODUCTION TO THE ORGANIZATION

6.1 INTERNATIONAL CONSTRUCTION CONSORTIUM (ICC)
Established in 1980, International Construction Consortium (Pvt) Ltd can be currently identified as
one of the largest and leading Civil Engineering organizations of the country. With the exceptional
service through its experienced staff, state of the art plant and equipment, high quality materials and
successful integration of these aspects have given ICC an edge in competitive advantage over other
leading organizations. Recently completing its 40th year in the industry, ICC has been a pioneer in
most of the large construction developments throughout the country.
ICC is currently listed under the highest CIDA grading CS2 for areas including buildings and
highways. Further, it has accredited ISO 9001, 180001 and 14001 certifications which highlights the
quality of the output produced. ICC focuses on a diverse range of construction solutions including
building construction, roads and bridges, water supply and sanitation and architectural and structural
designs.
Apart from the construction solutions, ICC has made its roots towards property development market
in late 1999 through establishing several fully owned subsidiaries namely, ICC Housing (Pvt) Ltd,
Nivasie Developers (Pvt) Ltd, ICC Development Holding (Pvt) Ltd and ICC Developers (Pvt) Ltd.
these subsidiaries enables ICC to explore several new markets in the Sri Lankan property developing
as well as construction industry.
In addition to the above aspects, ICC has diversified its branches towards ready-mix concrete, pre-
cast concrete products, aluminum and steel fabrication, prefabricated housing, fully automated timber
production and multiple interior wall partition solutions.
VISION OF THE ORGANIZATION
We are committed to provide a quality service on time at an affordable price with effective
management, whilst blending in the following core aspects:
• Teamwork
• Efficiency
• Responsibility
• Responsiveness
• Safety & Health
• Corporate Social Responsibility
• Environmental Protection & Management
MISSION OF THE ORGANIZATION
• To grow from strength to strength

• To satisfy our clients requirements
• To innovate for continuous improvement
• To optimize our financial performances
• To improve the quality of life of our people
6.2 ORGANIZATIONAL STRUCTURE
Chairman
CEO
Executive Director - Executive Executive Executive Director - Executive

Design & Estimates Director - Director - Roads Plant & Equipment/ Director -
Projects & Bridges International Division Administration
QS Division Roads & Bridges

Project Sites Projects Ready Mix Legal Division
Concrete Yard
Design Division Electrical

Division HR Division
P & E Division
IT Division
Purchasing
Division
Figure 3: Organization structure of ICC

6.3 TRAINEES ROLE WITHIN THE ORGANIZATION
ICC has been providing its trainees with a range of opportunities to expand their knowledge in several
areas connected to different sections of the organizations and by giving an opportunity to work in
several large-scale projects. Through its carefully planned training schemes as well as the state-of-
the-art plant and equipment and its procedures followed at site level as well as in head office level,
ICC offers a comprehensive approach for a trainee to gather knowledge in a vast area. Further, by
working with experienced industry professionals, trainees at ICC gets a rare opportunity to learn best
industry practices as well as gain a firsthand knowledge on several areas.
During my training period, I was assigned to the ITC One Colombo One project located in Galle face.
At the site, I was mainly asked to assist with the IPA preparation and labour bill preparation.
Additionally, I was tasked with assisting the preparation of material reconciliation reports and bar
schedules. Apart from the above activities which were conducted at the site office, I was asked to
visit the site in order to mark progress of the work done within two weeks intervals and to update the
cumulative work done. Further, I had to mark all the different work done by sub-contractors and to
arrange their payment accordingly. While carrying out this work, I was given a chance to interact and
work with different industry professionals as well as labourers which helped me immensely in
understanding different procedures and technologies.
During the training period, the organization mainly focused on punctuality, compliance with rules
and regulations, following proper safety procedures and active participation for all the trainees.
Further, the organization provided trainees with necessary equipment, tools and other machinery and
the proper work practices were followed by each trainee to gain the maximum knowledge through
the training period. Further, a safety induction and a site layout induction were offered at the first
training day to further ensure that the trainees are following the guidelines properly. Therefore, I was
very fortunate to carry out my second training phase with ICC since the organization ensured that all
the possible aspects in the training were covered by me before the training period was concluded.
Although the training period had to end before the planned completion date due to Covid-19
pandemic, ICC and its staff ensured that I get a good knowledge before leaving the organization.

ITC One Colombo One Project –
Located on the western coastal line of Colombo, ITC One Colombo One structure is a luxury
development project initiated by Welcome Hotels Lanka (Pvt) Ltd on behalf of an Indian company.
It includes the Colombo’s tallest residential tower at present while the two towers are connected by a
dual sky bridge with an exterior pool deck on the upper level on this sky bridge. Two towers namely,
residential and non-residential share a common podium which includes a lobby, visitor-drop off area,
conference center, high-end retail space and amenities while 4 basement floors are dedicated for
parking of approximately 1210 vehicles at a time. ICC, being a main sub-contractor for the main civil
and structures package of the two towers has been given a contract worth of Rs. 5.2 Billion. During
my training period, the building was under the construction phase of the common podium along with
blockwork, stiffener columns and beams and plaster works of the residential tower. Therefore, I was
given an opportunity to witness the above works while working with the main contracting party,
Larsen & Toubro Limited in terms of variation procedure and other billing works.
7.0 EXPERIENCE AND KNOWLEDGE GAINED

7.1 SITE ORGANIZATION AND ACTIVITIES
7.1.1 FAMILIARIZE WITH SITE LAYOUTS AND MANAGEMENT
During the first two days at the site, I was given a safety induction by the safety officer at the site
which comprises of all the guidelines I had to follow and about the possible hazards at this specific
site. Accordingly, I was advised on the possible dangers at present construction stage as well about
the future construction phases. Since this site was one of the largest construction sites in the area, it
comprised of several heavy machinery and a large number of labourers were also employed.
Therefore, getting myself properly inducted on safety measures and of the site layout was considered
as of major importance. Further, I was given two days to completely visit the site accompanied by
the safety officer in order to get myself familiarized with the site layout. During this period, I was
able to identify locations of different activities such as washing bays, tower crane locations, yard for
material dumping, hoists, gates and site offices. Therefore, I identified how each place is situated
correctly in order to facilitate easy mechanism between different works. Material dump yard and the
gates along with hoists are located in a sequence to avoid the need of carrying material a long way to
their storage spaces. Washing bays and gates are located conveniently to allow vehicles to be cleaned
properly before leaving the site. Site office was located on an easily accessible area avoiding heavy
machinery due to the high crowd density surrounding that area. Further, I was able to identify of
different ways where the site office and the head office communicate between them and how they are
managed through a central Enterprise Resource Planning (ERP) system.
7.1.2 CONSTRUCTION ADMINISTRATION AND FUNCTIONS OF SITE STAFF
Site staff of the ICC site office mainly consists of the Project manager, site managers, site engineers,
safety officers, assistant engineers, engineering assistants, draftsman, quantity surveyor and assistant
quantity surveyors, technical officers, admin officers and storekeepers. Trainees are allocated to
different divisions accordingly. Among these staff members, project manager plays a crucial role in
coordinating activities within the site, communicating with the main contractor as well as the
consulting party and the head office of the ICC while overlooking all the activities carried out at site.
Site engineers and assistant engineers are allocated to different works and they plan the construction
program, technique and allocate resources accordingly under the supervision of the project manager.
Technical officers are also involved in these activities along with setting out and other works. QS
division mainly focuses on the interim valuation preparation, variation process, progress report
preparation and material requesting and other calculations regarding the labour wages and material
prices. Therefore, I understood that QS has to coordinate and work with almost all the other site
officers in order to complete his work. Accordingly, QS has to work with site engineers and technical
officers when maintaining progress reports, storekeepers when preparing material requests and rfor
material reconciliation procedure, admin officers for labour records and other labour related
information as well as with the project manager for the overall coordination and the status of the
project.
7.1.3 CONSTRUCTION MATERIAL AND MATERIAL MANAGEMENT

An important material management process I witnessed during the training period was the Enterprise
Resource Planning (ERP) system. This system is used to efficiently manage resources of the whole
company. ICC has an integrated ERP system which connects all the sites with the head office which
facilitates several benefits for the company such as reducing wastage, identifying problem causing
areas, ordering efficiently for future works, checking the viability of bids and also to maintain good
relationships with the suppliers. In ICC all the material details as well as labour wages, overtime and
all the other related costs are added to this system. Therefore, the head office can analyze all these
data and make payments and orders accordingly. Also, head office can efficiently manage workflows
of different sites nearby in a sequence where ordering material and delivering them can be made in
an efficient manner. It also helps in efficient inventory management at site levels avoiding any
material shortages and over storing materials at sites.

7.1.4 USING LINE LASER LEVEL
Line laser level was a levelling tool that I got the opportunity to work with during my training period
at ICC. Technical officers and Engineers at the site usually use this line lase level to measure the
horizontal levelling of slabs and beams. During my second week, the common podium to the two
towers of the structure was under construction. Therefore, the second-floor slab concreting work and
the formwork setting up for the work was carried out. When preparing formwork for the soffit of slab
or beams, they are anchored using adjustable jacks from below. These jacks need to be adjusted
properly to maintain the level of the slab. Therefore, the line laser level is used to measure each jack
and its horizontal displacement to adjust the height. It emits a laser beam horizontally which is used
as a reference line and the height above or below from this line is measured for each jack. Further,
before stating measurements, the line laser level needs to be levelled properly using screws and tripod
legs for better accuracy.
7.2 PREPARATION OF INTERIM VALUATIONS

7.2.1 ON SITE MEASUREMENTS
On site measurements are rather important in deriving actual work done at the site which results in
payments made to the subcontractors as well as payment received from the client. During my training
period, I was mostly involved in taking on site measurement for block work, plastering work and
concrete work. These measurements were sometimes taken as joint measurements with the presence
of consultant and certified at the end. On site measurements are important since they are needed to
be added to IPAs for each month. Further, these measurements show the amount of work done by
different subcontractors.
7.2.2 PREPARATION OF INTERIM BILLS

Preparation of Interim bills can be identified as one of the major works performed by the contractor
QS. Therefore, my supervisor advised me to assist the process of preparation of interim bills for each
month. During the training period, I was mostly involved in preparing measurement sheets, linking
these measurement sheets with the work done in the bill, checking previous work done column with
the previous month bill, adding variations in correct order and cross checking their approved rates,
preparing cover pages and getting them certified with the PM and the site QS to be submitted to the
main contractor. While assisting this work, I realized the importance of linking calculations with the
correct measurements, adding material at site correctly and following the proper procedure in adding
items into the bill.

7.2.3 ASSESSMENT OF MATERIAL AT SITE
Material at site calculation was another task I was assigned with during the training period. Since the
end of month was approaching as I was assigned to the site, I was asked to make physical inspection
of the material delivered to the site and that have not been used in the works. While carrying this
activity, I realized that due to the size of this project comprising of 50 stories and 4 basements in the
residential tower alone, it was rather easy to miss material gathered on some areas. Therefore, as an
initial measure, I noted down areas that works were carried out during the recent days and I visited
those areas first. After the initial inspection, I coordinated with the store office to check material
deliveries done to the site as well as with the engineers and technical officers for the work done and
for the places where material have been taken. After coordinating with all these professionals, I was
able to check whether the physical count of material at site vs the actual remaining material amounts
are same. This figure was added to the interim valuation.
7.3 SUB-CONTRACTOR’S PAYMENTS

7.3.1 CHECKING SUB-CONTRACTORS’ MEASUREMENTS
Measuring subcontractors’ work was a task that I was assigned to carry out once every two weeks.
At the ITC One site, all the subcontractors are paid once every two weeks for the work they have
done. Therefore, they are informed about the payment date and asked to certify the work they have
done with the QS division. I was assigned to handle several subcontractors and I had to visit the site
with them to check the work they have done. Subcontractors would usually submit measurement
sheets for their work done through their supervising officer. Therefore, I had to take these
measurement sheets along with site drawings to cross check the work carried out before taking actual
on-site measurements.
7.3.2 CERTIFYING SUB-CONTRACTOR’S PAYMENTS

During the training period at ICC, I was tasked with measuring subcontractors’ work as well as to
certify and prepare their bill. Therefore, measurements taken at the site were inserted with percentages
added for the ongoing work items when preparing the bills. Also, the previous work had to be
deducted to arrive at the final amount to be paid. Further, deductions were made for the food and any
fines from subcontractors before deriving the final amount. Rates for the work done were given to
me by the site QS. These rates and the work done for the period along with retention amount were
used to prepare these bills. Finalized bills would be uploaded to the ERP where the head office would
arrange payments accordingly.

7.4 PROGRESS MONITORING AND COST CONTROL
7.4.1 ASSESSMENT OF RESOURCE REQUIREMENTS
During the training period, I was asked to prepare a material reconciliation report for blocks and
reinforcement before the site shutdown during the month for March. My supervisor advised me on
following below steps in order to conduct a proper material reconciliation. Initially, I was asked to
extract the total quantities of work to be done for block work and reinforcement from the BOQ
amounts. After that, I was asked to extract the work done up to date from the progress reports made.
Then, remaining work to be done was calculated using the above figures. After arriving at the work
to be done amount, I was asked to carry out a visual inspection for material at site. In carrying this
out, I had to check material at each floor level near the areas of work as well any material not
accounted for work done and at the material storage and material yard. Following these steps, I was
able to derive the total material delivered to the site and in turn I was able to calculate the remaining
material to be ordered in order to complete the future works. Therefore, I identified that conducting
a material reconciliation in proper time intervals is rather important in gathering an idea on whether
the project running over the budget or under the budget. It also helps in ordering future material needs
and also in obtaining any bulk buying discounts if calculated and ordered correctly.
8.0 PROBLEMS ENCOUNTERED AND SOLUTIONS OFFERED
8.1 PROBLEMS ON INCLUDING MATERIAL AT SITE IN THE IPA

Problem -
When adding the material at site for the IPA, I had an issue since the material at site added for the
last month’s IPA will be included in the work done for this month. Further, some materials may be
counted in both IPAs. Therefore, I had an issue on how to adjust for these counting errors.
Solution –
By discussing this with the site QS, I realized that the material at site is added on a cumulative basis
for the IPA. Therefore, materials once added in the IPA will not be counted twice under another IPA.
Further, when total previous payments are deducted, previously included material at site amount will
also be deducted. Therefore, I learned that a separate adjustment is not needed for material at site
amount.

8.2 PROBLEMS IN MEASURING SUBCONTRACTORS’ WORK
Problem –
When taking measurements for subcontractor works, some works can be mistakenly counted twice
in the previous measurement date too. Avoiding this was crucial since this can cause the company to
pay the subcontractor twice for the work done. Therefore, a method has to be established to make
sure that the work was not counted twice.
Solution –
In order to overcome this issue, supervisor advised me to maintain separate files for each
subcontractor. Further, I tried to maintain a copy of same drawing to mark the areas of work which
have been done by the subcontractor which can be easily cross checked with another copy when the
next measurement day arrives. This method was rather useful since highlighting completed areas in
a drawing makes it easy to identify which work remains to be completed.
8.3 PROBLEMS WITH ADJUSTING TO THE HIGH WORKLOAD

Problem –
ITC One Colombo One site comprises of two towers with over 80 combined floors and 4 basement
floors. Further, it has a separate non-tower structure adjacent to the two main towers. Therefore,
getting measurements, checking for material at site and other works took a large amount of time.
Further, the trainees have to be present at the site early in the morning to get the daily labour report.
Also, within two weeks intervals, I had to visit all the floors of the site for progress updates and
checking subcontractors work. Additional to these works, I had to assist in the preparation of main
bill and the sub bills, prepare a material reconciliation report, prepare measurement sheets for
blockwork, concrete work and plaster work. Adding more to the workload, one of the trainees had to
take a leave due to being sick and his workload was also pinned on me. Therefore, I had a hard time
adjusting to the increased workload compared to the university life and the pervious site experiences.
Solution –
My supervisor advised me to arrange my work such as site visits accordingly. Therefore, I divided
the site among areas where I can get material records as well as labour work records during a single
visit. Arranging these site visits accordingly, I was able to manage my time in a better manner.
Further, I developed a habit of updating all the manual figures taken by me into the formats right after
the site visits to avoid having to revisit a certain work in case I make a mistake. When preparing

measurement sheets, I realized that taking an additional time at the beginning to properly study the
drawings and prepare a format appropriately tends to make the work easier since it makes updating
measurements quicker. Therefore, by adapting to this work ethic, I was able to complete my work on
time as well as make free time for me to visit the site and gather additional knowledge from different
industry professionals.
9.0 ASSESSMENT OF THE ORGANIZATION
9.1 STRENGTHS
9.1.1 QUALIFIED STAFF AND THE USE OF MODERN TECHNOLOGY
ICC can be identified as one of the leading civil engineering firms in Sri Lanka. The reason behind
this huge success of the company lies with the well experienced and qualified staff it occupies. ICC’s
director board is comprising with some of the best industry professionals who have been working in
the industry with various projects with various complexities and they hold a collective knowledge
which puts a barrier to competing firms. Also, ICC is highly strict towards employing qualified
professionals for their staff to maintain the quality of the company. Further, ICC occupies some of
the finest construction technology used in the country for its projects. This technology allows ICC to
work efficiently and provide quality output which helps in driving the competition away.
9.1.2 ABILITY TO UNDERTAKE LARGE NUMBER OF PROJECTS AT A TIME

ICC has several large on-going projects at present and it can be considered as one of the companies
with highest number of projects as well as the highest valued projects at the same time. ITC One
Colombo One project alone amounts to more than 5.2 Billion rupees while some of the other projects
are also occupying a large sum of money. ICC can undertake such projects due to its high capacity.
This is one of the biggest strengths of ICC since most complex and high costly projects are being
directed to ICC due to this fact.
9.1.3 ESTABLISHED PROEDURES AND RULES WITHIN THE ORGANIZATION

ICC has its own set of rules and guidelines to carry out works at head office level as well as site level
which facilitates higher output and high employee morale. While being closely knit as a family, site
staff and labourers are pushed towards achieving targets and procedures are set in such way for them
to achieve their targets. ICC focuses on building a strong foundation in to its works such as arranging
proper technology and facilities before the start of work at site, providing employees with adequate
resources and having strict guidelines which promotes quality outputs on time.

9.1.4 COMPANY’S OWN PLANT AND EQUIPMENT
ICC occupies their own concrete batching plants and precast concrete plant which helps in reducing
material costs. This helps in winning bids as well as to gain savings from bulk production. Further,
ICC has their own aluminum and steel fabricating facilities which reduces the cost significantly
compare to buying them from an external supplier.
9.2 WEAKNESSES
9.2.1 LACK OF FACILITIES AT SOME SITES
In some sites, facilities such as printing were not provided. Therefore, we had to send the copy of the
main bill to be photocopied and sent back to the site to be certified and sent again to the main
contractor. Therefore, this can be seen as an additional cost and a waste of time since of the printing
facilities were provided at site level, cost and time associated with transporting to and back from the
head office can be minimized.
10.0 STEPS TAKEN TO OBTAIN BETTER EXPERIENCE

DURING THE TRAINING
During my training period at ICC, I had to change and adapt most of my usual work ethic and patterns
to ensure that I obtain the maximum benefit of the training period. Although the training period had
to end within a short period of time, I followed several steps in order to gain a better experience
during the training.
Despite the high workload, I realized that making free time to visit the site and talking to other
industry professionals needed to be done. Therefore, I always tried to finish my work before the
allocated time and to visit the site whenever I can. This mostly helped me in understanding some
construction techniques. Further, I tried to get involved or at least observe some main duties carried
out by the site QS. Most of these works were not given to me due to the high responsibility associated
with these works. Therefore, I had to observe and learn some parts. Additional to the observing, I
tried my best to talk to the site QS about these works and gain a further understanding on how they
are being done. Being punctual and following the guidelines provided by the supervisor helped me a
lot in managing my work and to gather knowledge. Further, I realized how following proper
procedure on work helps in minimizing mistakes and facilitates in correcting any errors made.

Suggestions to Improve Student’s Performance Industrial Training Report
11.0 SUGGESTIONS TO IMPROVE STUDENT’S
PERFORMANCE AT TRAINING ORGANIZATIONS
Industrial training can be a good opportunity for a trainee to gather a vast amount of knowledge along
with practical experience that cannot be obtained within the university education alone. Also, this can
be a major step in preparing the trainee for the work life after the university completion. Therefore,
each trainee should take necessary steps to ensure that this opportunity is taken to improve the
knowledge as much as possible. In order to complete the above task, following are some of the steps
I have taken throughout the training period which proved to be helpful in gathering a sound
knowledge.
11.1 ACTIVE PARTICIPATION IN ACTIVITIES
One of the most important measures I followed was participating in most of the activities actively
with the supervisor and also with other trainees. During the training period, I identified that the
theoretical knowledge can be obtained from the university and also using other resources. However,
observing the tasks on the site itself made me realize that active participation helps in understanding
the practical application of different activities. This helped in understanding most of the aspects which
were taught in the university. Also, this gives an opportunity to interact with other personnel in the
site which helps in maintaining good relationships with them. Therefore, active participation helped
in more than one way to build up my knowledge as well as my adaptation to work environment. On-
site participation in different activities made me understand practical applications which led to
practical questions which would not arise from learning the theory only. These questions helped me
in understanding further on these matters.
11.2 DISCUSSING UNKNOWN AREAS WITH INDUSTRY

PROFESSIONALS
Another step I followed was always clarifying my issues about unknown matters by discussing them
with my supervisor and other superior officers. During the training period, I realized that since this
being my first industry exposure, I have a vast amount of knowledge to be gathered from the
experienced professionals at the site. I realized this through the detailed discussions I had with them
and from well matching examples they provided. Although some subject matters were familiar to me,
I had discussions with my superior about them to gain additional knowledge about practical
applications of some theories. Therefore, asking questions without being shy or being proud can help
in unveiling a broad area of knowledge in different aspects. Also, I learned that there are different
things to be learned from different individuals. In order to identify further technical knowledge on
site, I had discussions with onsite engineers and supervisors while for more details on contracts

administration and documentation issues I mostly consulted the project manager. Therefore,
discussing about different knowledge areas can be identified as a good method in improving the
industrial training experience.
11.3 ESTABLISHING GOOD RELATIONSHIPS WITH SITE STAFF
Maintaining good relationships can prove to be useful in many instances. This can improve the
chances of learning during the training period as well as help in building up a good atmosphere at
work. Good relationships should be maintained with site office staff, other trainees as well as other
contracting or consulting staff and laborers. During my training period, I realized that the
relationships I made throughout the two sites helped me in improving my training experience to a
better level. Having good relationships with laborers helps in supervisory activities since they tend to
help and guide us in learning how different procedures are followed. MEP staff in contracting party
at my first training phase helped me in figuring out correct procedure to follow when taking joint
measurements in areas such as fire and electrical works. Project manager from the contracting party
in my first training phase helped me by discussing different claims they are submitting such as time
extensions and variations. Therefore, by maintaining good relationships throughout the site, I was
able to gather knowledge on areas not only limited to the consultant QS’s or contractor QS’s job role,
but also in other workers’ point of view as well as in laborers view. Therefore, this can also be
identified as a good measure to follow during the industrial training program. Further, this aspect can
help make the training period more enjoyable.
11.4 MAINTAINING COMPETENCY LEVELS
During the industrial training period, I was supposed to carry out some of the daily activities at both
sites and some of the major responsibilities were handled by me under the supervision of senior
professionals. However, the supervisors expected a certain level of competency and understanding of
works from me when I arrived at the site. I realized that being an undergraduate from the Department
of Building of Economics of University of Moratuwa, the supervising professionals expected some
level of knowledge to be inherited by us during our two years of studies. Therefore, I realized that
being updated about the things I learned at the university along with my skills in software such as
Microsoft Excel, Word and AutoCAD will be a good opportunity for me to make a good impression
on them. Subsequently, them being satisfied with my knowledge levels, they were keen on helping
me to learn additional things about different areas. Also, by proving my competency levels were
satisfactory, I was given more responsibilities and activities which helped my learning process. This
further helped me in maintaining good relationships with the staff at both phase one and two site
offices. Therefore, this measure can also be highlighted as important in the training period to further
the knowledge gathered. In order to maintain required competency levels, it is rather important to
refer all the study materials provided in the lectures along with everything learned during the training
workshop. Also, researching by myself about any unclear areas helped me in maintaining an
appropriate level of competency at the work.
11.5 MAINTAINING PROFESSIONAL BEHAVIOUR
Maintaining professional behavior which is expected from a trainee of Department of Building

Economics of University of Moratuwa can be identified as another approach to be taken during the
training period. Therefore, adhering to the rules and regulations at the site imposed by CECB and
ICC in two phases, being punctual and maintaining good attendance along with following proper
procedures such as safety and in documentation can increase the chances of the trainee to widen his
knowledge throughout the training period. Maintaining professional behavior helps in managing a
positive attitude towards the trainee by other members of the staff which will reflect positively in
learning from industry professionals. Adhering to this procedure helps not only during the training
period, but also, it helps the trainee in preparing for the future career in the industry. A trainee who
has learned how to follow guidelines properly while carrying out his daily tasks along with improving
knowledge in the training period, will be sure to have an easy time in adjusting to the busy time
schedules in the future career as an industry professional. Therefore, maintaining professional
behavior can be identified as a positive measure to be undertaken in the training period.
11.6 INFORMING THE SUPERVISOR ABOUT THE AREAS TO BE

COVERED DURING THE TRAINING PERIOD
Trainees can be placed within different sites and may have different supervisors. Each supervisor is
well experienced in their own areas and therefore, it is rather important for the trainee to inform the
supervisor about the areas to be covered during the training period at the start of the period. This helps
the supervisor to plan the activities given to the trainee and also to arrange facilities to work with
other industry professionals to cover up different areas. This can be really helpful in a trainee’s
training period since this allows the supervisor to carry out a comprehensive training program on the
trainee while having a clear idea on which areas the trainee needs to be fluent. Also, informing the
supervisor about the required areas will allow the supervisor to decide if the trainee needs to be
temporarily sent to another division such as from site to the head office or to another project to cover
up the areas that cannot be covered from the current project.

Suggestions to Improve Performance of Training Organizations Industrial Training Report
12.0 SUGGESTIONS TO IMPROVE PERFORMANCE OF
TRAINING ORGANIZATIONS
12.1 IMPROVING IT FACILITIES THROUGHOUT THE ORGANIZATION
During the training period, one of the main drawbacks I observed was the lack of proper IT facilities
associated with the project staff in most sites. Communication channels between the head office and
the site offices were mainly handled through telephone calls and no facilities were affiliated towards
documents and other information sharing over the internet or through a common network usage.
Therefore, most of the decision-making process were delayed due to the delays in obtaining
documents and other relevant information. Sharing important documents and those documents which
require the hard copy to be handed over can still be transported from and to the head office. However,
some other information such as, cost information and variation rates along with sharing soft copies
of monthly bills were done using CDs and pen drives. This method could be improved by the use of
shared common network installed throughout the head office and site offices. Also, the use of
computers and soft copies was also minimum compared to the use of hard copies and manual work.
This can also be improved since the manual work tend to comprise errors and generally takes up more
time compared to the use of computers. Therefore, the use of more computer facilities at the site
office level can be improved. In the second training phase, this shared network system was installed.
However, most of the site staff did not engage with sharing their work on this network. Rather, they
insisted on working on their own computers. Therefore, the use of common network needs to be
improved and the benefits of using such networks need to be communicated properly.
12.2 USE OF LATEST SOFTWARE IN QS RELATED ASPECTS
Another drawback I witnessed through my training period was that the QS department and the trainees
in both organizations are advised to use the same set of outdated software in cost analysis, estimating
and other aspects. AutoCAD use was also not properly encouraged. Since these organizations are
considered as leading firms in their respective fields, they can use the upgrade to new software to
save time and money while maintaining the quality expected from them. Software such as CostX, use
of BIM were only limited to special projects in the both companies. However, almost all the major
projects can benefit from the use of these software throughout the project stage.

Special Training Sessions Industrial Training Report
CHAPTER 03
SPECIAL ONLINE TRAINING SESSIONS

13.0 SPECIAL TRAINING SESSIONS
Due to the interruption of the second phase of the training period owing to the Covid-19 pandemic,
this set of special online training sessions had to be carried out to ensure the students receive the
required knowledge on the industry. Although the practical exposure cannot be obtained as such in a
training organization, these sessions arranged by the Department of Building Economics helped the
students to gather a vast amount of knowledge about the industry practices. These sessions were
mainly focused on two aspects: Consulting Organization and Contractor Organization viewpoints.
13.1 CONSULTING ORGANIZATION
A consulting organization usually performs an important role in a construction project. Advising

client on cost and other related decisions, act as an agent from the client and all the other consultation
related activities are carried out by the consultant party. Among these various activities, preliminary
estimating can be identified as a crucial activity which is done at an early stage of a construction
project. Preliminary estimate can be identified as an initial cost forecast which helps in gaining a prior
understanding of the cost of the project. This can be used to assess the viability of the project as well.
Preliminary estimate is usually prepared at an early stage where drawings have not been completed.
There are two main categorizations under which preliminary estimating methods can be distinguished
upon. Those are single rate and multi-rate methods. Basic information such as layout of the building,
floor area, doors and windows details and requirements for different services installed are used when
arriving at a preliminary estimate. However, as opposed to this, cost planning requires comprehensive
data about the projects such as drawings and specifications. Cost planning can be done as elemental
cost planning or as comparative cost planning. Also, using past data alone for cost planning may not
be accurate. Therefore, emphasize should be made on using hybrid methods combining past data and
current market rates for some items. In order to derive a realistic cost estimate, it is also important to
collect and update cost information from different sources. These sources can be past project data,
quotations and industry issued standards.
Another main activity performed by a consulting organization is preparing the BOQ. BOQ is useful
in estimating, ordering material and to plan the construction work accordingly. Preparation of BOQ
includes taking off using drawings, abstracting and adding items to BOQ. Description writing in a
BOQ needs to be done in accordance with drawings, specifications and preambles. Specification
writing is also performed by a consulting organization by Architects and Engineers. These are used
by the QS to prepare rates and quantities for the BOQ. Specifications should be accurate, brief and
easily understandable. In a scenario where anything is unclear, queries can be made when taking off.

Preparing tender documents is another important activity performed by a QS. In most projects within
the country, Standard Bidding Documents published by CIDA is used. When the QS prepares the
document on behalf of the client, it is called Bidding Document and when it is filled by the contractor,
it is called Bid document. Also, tender procedure followed differs with the type of the project and the
type of entities involved. these entities are individuals, private companies, funding agencies and
government entities. Also, tendering can be categorized under open competitive, selected, negotiated
and unsolicited. Also, single stage one envelope, single stage two envelopes and two stages can be
identified in the industry. Once the bids are submitted, they need to be evaluated to select the best
price to which the contract is awarded. This bid evaluation process consists of preliminary
examination, identifying minor and major deviations, detailed bid evaluation and correction of
arithmetical errors. In two stage method, prequalification, technical scoring, financial scoring, bid
evaluation report are prepared before negotiation process begins.
One of the main duties performed by the consultant at the construction phase is checking interim
valuations. In this process, consultant has to consider the three aspects: contractor’s request,
consultant’s and client’s expectations. After the performance security has been submitted, first IPA
can be submitted. Therefore, contractor has to submit all the supporting documents such as
measurement sheets and drawings along with the IPA. Another main aspect which the QS has to
analyze are variations. Variations can arise due to changes in work quantities, specifications, positions
or levels and omission or additions in work as well as in changes in operations sequence. Rates for
variations can be taken through existing BOQ items or by building new rates using quotations.
Consultant QS has the responsibility in checking the rates, quantities and the need for initiating
variations.
Claims management is another area where QS has to be thorough with during a construction project.
When dealing with claims, maintaining a claims fact sheet can be a good practice in managing
different claims. During a construction project, a large number of claims can occur. Therefore, a
claims fact sheet including amounts claimed. Claim breakdown, project information, important dates,
notice and history of claims and recommendations made by the engineer needs to be updated for
future reference.
As a Quantity Surveyor, there are some specialist services that can come across and can be useful to
be thorough with. These specialist services are rather important since QSs have a duty of care to the
society and therefore, has to work to mitigate challenges faced by the society. Life cycle costing, risk
management, special works such as BIM modelling and construction economics are some of the
specialist services where traditional QSs role has evolved.

13.2 CONTRACTING ORGANIZATIONS
Contractor QS has a different set of activities to be performed mostly at site level and also at head
office level compared to consultant QS. Tendering and estimating can be identified as a crucial
activity since these leads in winning of bids on different projects which in turn brings work to the
company. Therefore, having a proper understanding on the tendering process and methods of how to
win bids using lowest rates possible is a skill set needed by the contractor QS. Therefore, maintaining
proper documentation as well as collecting and compiling cost data needs to be done regularly by the
QS. Breaking down rates and building up proper analysis, measuring work accurately are also needed
in this process. Also, QS should be thorough on several bidding strategies such as front end and back
end loading, cashflow management, cost control and proper utilization of resources.
During the construction phase of a project, most contractors has to work with subcontractors and
therefore, QS needs to be able to conduct proper subcontractor selection process, arranging their
payments accordingly and to measure their work properly. Further, arranging the site layout in a
proper manner to easy up the workflow and to minimize cost in such manners needs to be done by
the QS. In order to carry out these works in a proper manner, project planning needs to be at a top
level. Planning starts with the letter of award and usually all the site staff are involved in preparing
proper project plan to finish the work. Project budget, construction program, cash flow plan, material
schedules and method statements are some of the documents needed in project planning.
One of the main activities done by the Qs at site level is the preparation of IPA. This should be done
monthly and in a proper manner to ensure smooth cash inflow to the organization to continue work.
There are several complications in areas such as material at site, dayworks, interest for delayed
payment, price fluctuation and different claims on which the QS needs to be thorough with.
Proper documentation and maintaining records are a crucial skill set needed by a Qs since
documentation in a construction project holds all the information related to the project.
Documentation includes collecting, organizing and sorting all the related documents properly.
Documentation is needed as a proof of fact, as a regulatory requirement and to enhance performance
and for future reference. Further, progress monitoring and cost controlling can be identified as control
mechanisms used while the project is in motion to manage any discrepancies arriving with the planned
work and actual work. Therefore, progress at the site needs to be updated regularly while checking
with the plan to check for any variations. Further, work studies are used in the construction industry
to build up rates. Another advantage of work study is to identify productivity of labourers which
needs to be added in building up rates. When conducting work studies, it is important to consider
external factors such as third-party delays and unavoidable instances.

Suggestions to Improve the Industrial Training Program Industrial Training Report
14.0 SUGGESTIONS TO IMPROVE THE INDUSTRIAL
TRAINING PROGRAM
Industrial training program offered to the Quantity Surveying and Facilities Management
undergraduates after completing 2 years of academic studies is a crucial milestone in an
undergraduate’s life. The training program which is organized by the Department of Building
Economics of University of Moratuwa generally comprises of two phases to cover up all the essential
areas of the QS practice through different organizations. This time period offers more opportunities
for the trainees to learn about the applications of QS practices in a way that cannot be taught in a
lecture room environment. Therefore, it is utmost important for the trainees and the authorities to
ensure that the training program is constantly improved with suggestions and through different
varieties of organization additions. In order to collect different suggestions on improvements, the
initial process is to gather suggestions from the trainees who completed the training period and also
addressing the issues that were faced by them. Finally, after careful consideration of the suggestions,
different actions can be taken by both the trainees and the authorities to improve the quality of the
industrial training program.
14.1 ACTIONS TO BE TAKEN BY THE TRAINEES
The industrial training program is organized in such a way that all the trainees are allocated a different
organization with unique experiences and opportunities provided to them. However, in order to
improve the quality and the intended outcome of the program, the trainees have the responsibility to
take actions to ensure that they gain the maximum outcome from the opportunity given to them.
Therefore, trainees who undergo the training program should refer the lecture notes, training
workshop notes and other additional study materials in order to be thorough of the subject areas that
were taught in the university during their two years prior to the training period. Trainees should bear
in mind that the industrial training program is organized in order for them to further improve the
knowledge gathered in the university and also to gain practical exposure to the areas learned
throughout the modules. Therefore, getting themselves thorough with the subject areas before
entering the training program can be a good first step towards improving the performance of the
training program. Also, trainees need to ensure that they follow the guidelines provided by the
department as well as rules and regulations imposed by the training organizations to thrive in the
training program. Another approach each trainee can take is being well informed about the areas to
be covered during the training period. This enables the trainee to be constantly vigilance about the
activities happening around them and identify which areas are covered by particular activities. Also,
improving their knowledge and fluency on software such as MS Excel and AutoCAD can be
identified as a step towards improving the training program efficiency. Further, trainees need to
improve their communication skills by attending different programs and by discussing with the
lecturers which will help in gathering knowledge by asking questions and associating different
persons throughout the training period. Therefore, trainees need to improve their communication
skills and overcome different language barriers. Trainees can also be in touch with the department
about the progress of their training in order to inform them about any issues such as lack of diversity
in work as well as areas not being covered in organizations. Therefore, constant communication with
the department in necessary situations is a crucial measure to be taken.
14.2 ACTIONS TO BE TAKEN BY THE AUTHORITIES
Organizing a well-balanced training program to a large number of undergraduate students while

coordinating with different organizations can be a difficult task. However, the Department of Building
Economics of University of Moratuwa has been successful in achieving this target throughout many
years. Therefore, this training program needs to be constantly improved to match the dynamic
construction industry in the modern world. The following are some actions that can be followed by
the organizing authorities to further improve the already exceptional program to another level.
Different problems faced by the trainees can be addressed in a collective context towards improving
the overall quality of the program. Therefore, communication between trainees and the training
coordinators can be improved through frequent feedbacks collected during the training program.
Also, improving the inspection process of the trainees in their organizations can help in identifying
areas that need to be improved. While carrying out the inspection of the trainee, an inspection can be
arranged to check whether the required areas are being covered in the organization.
Another approach which can be arranged to the trainees is adding a rotation basis where the trainees
are required to be sent to site offices as well as head offices during both the contracting and consulting
phases. This is a request which is made due to my personal experience through the training period
where I was requested to stay within the site office throughout the two phases of the training time
period. I had to make several requests for the organization to be sent temporarily to the head office
to cover the areas which can only be practically covered in a head office environment. Areas such as
tendering, contract document preparation, cost planning and BOQ preparation were only discussed
by me with the supervisor in most instances while a trainee who is attached to the head office will
not have an opportunity to learn the latter part of the modules such as interim valuations, joint
measurements and final account preparations. Therefore, rotating trainees between site offices and
head office in appropriate time periods can be helpful for the trainee to learn more areas. Even though
I got the opportunity to visit the head office and cover up some of the special areas in my first phase.
However, some organizations may not provide such facilities to other trainees.

Another suggestion that can be made is to provide a guideline where the trainees allocated to certain
stages of projects to be sent to other projects in order to observe different stages of projects. As an
example, I was attached to a project which was at the finishing stages in my first phase and therefore,
I could not observe some of the areas which would only be witnessed in an early stage of a project.
Therefore, suggesting the organizations to send the trainees to different sites even as site visits can
prove to be helpful to a trainee to gather more knowledge.
These rotation base suggestions may seem to be impossible to cover up during such short time period.
However, some organizations may be willing to make such adjustments to their trainees since they
are equipped with separate training divisions and are ready to help the trainees in learning new areas.
Therefore, adding a suggestion to the organizations can go a long way in improving the training
experience of the trainees.
As another suggestion, it can be pointed out that most of the trainees had the opportunity to work with
MEP works and therefore, it can be useful to teach the basics of MEP taking off and other technical
aspects in the training workshop. Adding a revisional session regarding the services modules and
adding measurement of MEP works to the workshop can help trainees to overcome their fear of
getting involved with MEP works during the training period.

Conclusion Industrial Training Report
CONCLUSION
The two phases of the training program open up new horizons for the students to gather additional
knowledge while learning the practical applications of the theoretical knowledge gathered during the
first two years of the university studies. It also provides students with the opportunity to cooperate
with industry professionals and catch a glimpse of their vast knowledge of the industry. Further, skills
such as communication skills, working under pressure, getting adapted to the working environment
and application of the knowledge in appropriate practical situations were improved throughout the
training period.
Therefore, preparing this report as well as referring the daily entries made in the training diary and
the weekly summaries made me relive the journey of training period I witnessed which made me
realize the importance of continuous learning while working, use of common sense based solutions
in collaboration with the theoretical knowledge is of paramount importance to shape my future. Also,
I realized the importance of having such training programs in the middle of academic completion
which gives us time to learn through the experience gathered on how to learn the theoretical
knowledge after the training period. Coming back to the university to complete the rest of the
academic years will give me a rare opportunity to apply the exposure gained through the training
period to my further studies and to think like an industry exposed quantity surveyor in looking at
future study matters.

References Industrial Training Report
REFERENCES
Bresnen, M. J. (1990). Organizing Construction. Project Organisation and Matrix Management.
David, R., Ngulube, P., & Dube, A. (2013). A cost-benefit analysis of document management
strategies used at a financial institution in Zimbabwe: A case study. SA Journal of
Information Management, 1-10.
Druker, J., White, G., & Hegewisch, A. (2010). Between hard and soft HRM: Human resource
management in the construction industry. Construction Management and Economics,
405-416.
Jayaweera, S. C., Perera, B., & Jayasinghe , S. (2015). Applicability of ICTAD Price Fluctuation
Formula for Government Funded Intelligent Building Projects. The 4th World
Construction Symposium 2015 , (pp. 99-108). Colombo.
Winch. (2000). Engineering Project Management. UK: Blackwell Publishing.

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REPORT ON INDUSTRIAL

DEPARTMENT OF BUILDING ECONOMICS

DATE OF SUBMISSION: 02ND SEPTEMBER 2020

CENTRAL ENGINEERING CONSULTANCY BUREAU

(From 13th November 2019 to 21st February 2020)

INTERNATIONAL CONSTRUCTION CONSORTIUM

(From 25th February 2020 to 14th March 2020)

Special Online Training Sessions

(From 19th May 2020 to 13th June 2020)

Department of Building Economics i

Department of Building Economics ii

TABLE OF FIGURES ...................................................................................................................... vii

LIST OF ABBREVIATIONS ........................................................................................................... vii

PHASE I – THE CONSULTING ORGANIZATION .........................................................................3

1.0 INTRODUCTION TO THE ORGANIZATION ......................................................................3

1.1 CENTRAL ENGINEERING CONSULTACY BUREAU (CECB) .....................................3

1.2 ORGANIZATIONAL STRUCTURE ..................................................................................4

1.3 AREAS OF SPECIALIZATION...........................................................................................5

1.4 TRAINEES ROLE WITHIN THE ORGANIZATION .........................................................5

2.0 EXPERIENCE AND KNOWLEDGE GAINED ......................................................................7

2.1 PRELIMINARY ESTIMATING ..........................................................................................7

2.1.1 IDENTIFICATION OF COST ELEMENTS FROM PROJECT BRIEF ......................7

2.1.2 FAMILIARIZE WITH VARIOUS ESTIMATING METHODS ..................................8

2.1.3 PREPARATION OF PRELIMINARY ESTIMATES ...................................................8

2.2 PREPARATION OF BILLS OF QUANTITIES...................................................................8

2.2.1 TAKING OFF QUANTITIES FOR BUILDING WORKS, CIVIL ENGINEERING

2.3 TENDER DOCUMENTATION ...........................................................................................9

2.3.1 FAMILIARIZE WITH CONTENTS OF A TENDER DOCUMENT...........................9

2.4 TENDER PROCEDURES AND EVALUATION ..............................................................10

2.5 INTERIM VALUATIONS ..................................................................................................11

2.5.1 TAKING MEASUREMENTS INCLUDING JOINT MEASUREMENTS ................11

2.5.2 CHECKING BILLS .....................................................................................................12

2.5.3 ASSESSING VALUE OF MATERIAL AT SITE ......................................................13

2.5.4 ASSESSING PRICE FLUCTUATION .......................................................................13

2.6.1 VALUING VARIATIONS ..........................................................................................14

2.6.2 ANALYZING OF VARIATIONS ...............................................................................15

2.6.3 INCORPORATION OF VARIATIONS TO INTERIM VALUATIONS ...................15

2.7 MANAGEMENT OF CLAIMS ..........................................................................................16

2.7.1 ASSESSMENT OF TIME EXTENSION ....................................................................16

2.7.2 ASSESSMENT OF OTHER CONTRACTUAL CLAIMS .........................................16

2.8 PREPARATION OF FINAL ACCOUNTS ........................................................................17

2.8.1 TAKING MEASUREMENTS .....................................................................................17

2.9 SPECIALIST SERVICES ...................................................................................................18

2.9.1 VALUE MANAGEMENT ..........................................................................................18

2.9.2 COST BENEFIT ANALYSIS .....................................................................................20

3.0 PROBLEMS ENCOUNTERED AND SOLUTIONS OFFERED..........................................21

3.1 UNFAMILIARITY WITH THE PROCEDURES TO BE FOLLOWED ...........................21

3.2 UNFAMILIARITY WITH TAKING OFF USING AUTOCAD........................................21

3.4 UNFAMILIARITY WITH DIFFERENT TERMS AND TECHNIQUES .........................23

3.5 PROBLEMS WITH ADJUSTING TO THE WORKING LIFESTYLE AND

5.0 ASSESSMENT OF THE ORGANIZATION .........................................................................26

5.1 STRENGTHS ......................................................................................................................26

5.1.1 ESTABLISHED COMPANY IMAGE ........................................................................26

5.1.2 QUALIFIED AND EXPERIENCED STAFF..............................................................26

5.1.3 HIGHER CAPACITY TO UNDERTAKE MORE PROJECTS .................................26

5.1.4 WORKING ENVIRONMENT ....................................................................................26

5.1.5 SOPHISTICATED TRAINING PROGRAMS ............................................................27

5.2 WEAKNESSES ...................................................................................................................27

5.2.1 LOW LEVEL OF INVOLVEMENT WITH NEW TECHNOLOGY .........................27

Department of Building Economics iv

PHASE II – THE CONTRACTING ORGANIZATION ...................................................................29

6.0 INTRODUCTION TO THE ORGANIZATION ....................................................................29

6.1 INTERNATIONAL CONSTRUCTION CONSORTIUM (ICC) .......................................29

6.2 ORGANIZATIONAL STRUCTURE .................................................................................30