Construction Project Management Graduati

Construction Project Management
El-Rehab City Gate Mall
2018 – 2019
Graduation Project
Prepared by:
Abdelrahman Ismail Helmy Ismail

Mohamed Ayman Ahmed Elsawy
Ahmed Mohamed Ibrahim Morsy
Mustafa Hamed Hamed AboElhamd
Abdelrahman Ahmed AboElanwar
Supervised by:
Prof.Dr/ Emad Elbeltagi

Dr/ Asser Elshiekh
2018 – 2019
Summary
This Book outlines twelve chapters about ‘City Gate mall project’ including many
topics that we discussed, analysed and explained. Also we focused on the
methodology that we used in this book and how far we observed the civil works that
matters in our study to present it in a fairly proper way to understand the ways of
engineering used in this project.
The first part content starts with an overview about the whole project, its detailed
location, size and budget. The following chapter analysed the projects Contract and
how fair it is to the project stakeholders. In addition to the criticism on couple of
sections in the contract and the suggestions that would make it more fair. Then the
WBS is explained in a way that would make the work flow easier. The next chapter
shows the method statement with an steps methods to explain the construction ways
that are used during the project time, then we reviewed the project layout in which
the whole project area and its surroundings are showed and the details of the site
facilities and construction areas .The quantity take-off chapter covers the manual
and revit take off in detailed tables and the activities are presented in a logical
sequence and the relationships are showed also in this study.
The second part starts with the cost, time and resource management in which our
study results are presented such as the labor, crews and their productivity. Then the
cost and duration are calculated for each activity. Then the Risk chapter contains our
study concerning the future possible hazards that may affect the project duration
cost and time using many methods like Brainstorming and other similar projects also
we highlighted the high severity risks on the project and the response plan is made
accordingly using primavera risk analysis program. Coming next is the Pricing
chapter in which the whole project pricing details from overheads(indirect cost) to
cash flow and Cost of finance(COF) calculations. And finally the researching
topics(Quality, Value Engineering and Health/Safety)
I
Table of contents
Sumarry………………………………………………….……..…………………………….I
Table of contents …………………………………………..….……………………………II
List of figures ……………………………………………….…………………………… VII
List of tables ………………………………..…………………………………………… VIII
1. PROJECT DEFINITION & SCOPE -1-
1.1 Overvierw......................................................................................................................- 2 -
1.2 Location ...........................................................................................................................- 2 -
1.3 Project Participants ...................................................................................................- 3 -
1.4 Contract Type ..............................................................................................................- 4 -
1.5 General Layout ............................................................................................................- 4 -
1.6 Project scope ...................................................................................................................- 5 -
1.7 Work Scope ..................................................................................................................- 5 -
2. CONTRACT ANALYSIS -6-
2.1 General information ...................................................................................................- 7 -
2.2 Project delivery method............................................................................................- 8 -
2.3 Contractor selection method ....................................................................................... - 10 -
2.4 Classification of contract conditions ................................................................. - 10 -
2.5 Financial conditions compared to FIDIC........................................................... - 11 -
2.6 Legal conditions compared to FIDIC ................................................................. - 12 -
2.7 Technical conditions compared to FIDIC ......................................................... - 14 -
2.8 Obligors........................................................................................................................ - 17 -
2.9 Beneficial ..................................................................................................................... - 19 -
2.10 Collateral/Security ..................................................................................................... - 20 -

II
3.WORK & ORGANIZITIONAL BREAKDOWN STRUCTURE- 22 -
3.1 WBS definition ......................................................................................................... - 23 -
3.2 OBS definition............................................................................................................... - 25 -
4. METHOD STATEMENT - 26 -
4.1 Method statement definition................................................................................. - 27 -
4.2 Construction Sequence ......................................................................................... - 27 -

4.2.1 Construction sequence for whole project ....................................................... - 27 -
4.2.2 Construction sequence in each building......................................................... - 27 -
4.3 Method of Construction ......................................................................................... - 28 -

4.3.1 Pre-Construction ................................................................................................ - 28 -
4.3.2 Sub structure ....................................................................................................... - 29 -
4.3.3 Super structure ................................................................................................... - 39 -
4.3.4 Finishing............................................................................................................... - 41 -
4.4 Application of Method Statement On The Project .......................................... - 41 -
4.5 STUDY OF ALTERNATIVES ............................................................................................ - 43 -

4.5.1 Form Work ............................................................................................................. - 43 -
Alternative 1: Steel formwork ........................................................................................ - 43 -
Alternative 2: Timber formwork ..................................................................................... - 43 -
Weighted Analysis 1 ........................................................................................................ - 44 -
4.5.2 Masonry Work ....................................................................................................... - 45 -
Alternative 1: solid concrete blocks (light grey colored) ................................................ - 45 -
Alternative2: Autoclaved Aerated Concrete Blocks (ACC blocks) .................................. - 46 -
Alternative 3: Clay Brick (Red Brick) ............................................................................... - 46 -
Weighted Analysis 2 ........................................................................................................ - 48 -
4.6 LAYOUT ......................................................................................................................... - 49 -
5. QUANTITY TAKEOFF - 53 -
5.1.Manual quantity takeoff ......................................................................................... - 54 -
5.2.Revit quantity takeoff .................................................................................................. - 85 -
5.3 Comparison between Manual and Revit Takeoff ..................................................... - 109 -
III
6. ACTIVITIES & RELATIONS - 111 -
6.1 List of activities ........................................................................................................... - 112 -
6.2 Calendar ...................................................................................................................... - 115 -

6.2.1 National holidays ................................................................................................. - 115 -
6.2.2 Movable holidays ................................................................................................. - 116 -
7. COST, TIME & RESOURCES MANAGMENT - 129 -
7.1 Direct Cost and Time estimation ............................................................................... - 130 -
7.2Detailed Examples of Cost & Time Estimation ........................................................... - 139 -

7.2.1 Excavation ............................................................................................................ - 139 -
7.2.2 Formwork shuttering ........................................................................................... - 140 -
7.2.3 Column steel fixing............................................................................................... - 140 -
7.3 Resource Management .............................................................................................. - 141 -

7.3.1 Introduction ......................................................................................................... - 141 -
7.3.2 Resource management in construction:.............................................................. - 141 -
7.3.3 Resources management plan: ............................................................................. - 142 -
7.3.4 Resource management plan steps....................................................................... - 143 -
8. RISK MANAGMENT - 151 -
8.1 Introduction................................................................................................................ - 152 -
8.2 Risk Identification....................................................................................................... - 152 -
8.3 Risk Management ...................................................................................................... - 153 -

8.3.1 Benefits of Risk Management: ............................................................................. - 153 -
8.3.2 Risk Management Process: .................................................................................. - 154 -
8.3.3 Risk Management Planning: ................................................................................ - 155 -
8.4 Risk Identification and method ................................................................................. - 159 -

8.4.1 Information gathering.......................................................................................... - 159 -
8.4.2 Risk Register ......................................................................................................... - 164 -
8.5 Risk Analysis ............................................................................................................... - 165 -

8.5.1 Qualitative Risk Analysis: ..................................................................................... - 166 -
8.5.2 Quantitative Risk Analysis:................................................................................... - 167 -
8.5.3 Risk Response Strategy ........................................................................................ - 170 -
8.7 Risk Monitoring and control ...................................................................................... - 170 -
IV
8.8 Case study ................................................................................................................... - 172 -
9. PRICING - 189 -
9.1 Overview..................................................................................................................... - 190 -
9.2 pricing content ........................................................................................................... - 190 -
9.3 Indirect cost (Overheads)........................................................................................... - 191 -
9.4 Cash flow .................................................................................................................... - 195 -
10. QUALITY - 199 -
10.1 Quality Definitions .............................................................................................. - 200 -
10.2 Quality cycle ............................................................................................................. - 201 -
10.3 Quality target ........................................................................................................... - 201 -
12.3 Quality planning ....................................................................................................... - 201 -
10.4 Quality OBS............................................................................................................... - 202 -

10.4.1 Responsiblities of Quality engineer ................................................................... - 202 -
10.4.2 Responsiblities of Quality Manager ................................................................... - 202 -
10.4.3 Responsiblities of Quality Lead: ......................................................................... - 202 -
10.4.4 Responsiblities of Testers: ................................................................................. - 203 -
10.5 Quality assurance ..................................................................................................... - 203 -

10.5.1 The Procedure of Concrete Works .................................................................... - 204 -
10.6 Quality Control ......................................................................................................... - 206 -

10.6.1 Field quality control ........................................................................................... - 206 -
10.6.2 Testing and Inspections ..................................................................................... - 206 -
10.6.3 Quality Control Tests ......................................................................................... - 207 -
11. VALUE ENGINEERING - 211 -
11.1 Overview................................................................................................................... - 212 -
11.3 Methodolgy and Approach: ..................................................................................... - 213 -
11.2 Usage of VE In Construction Sector: ........................................................................ - 216 -
11.4 Implementation Of VE On The Project: ................................................................... - 217 -

11.4.1 Information Phase.............................................................................................. - 217 -
V
11.4.2 Creative Phase ................................................................................................... - 218 -
13.4.3 Judgement Phase ............................................................................................... - 218 -
11.4.4 Development Phase ........................................................................................... - 218 -
11.5 Conclusion ................................................................................................................ - 220 -
12. HSE MANAGEMENT - 221 -
12.1 Overview................................................................................................................... - 222 -
12.2 Introduction.............................................................................................................. - 222 -
12.3 Responsibilities: ....................................................................................................... - 229 -

12.3.1 Office Manager / Clerk ....................................................................................... - 229 -
12.3.2 All Employees ..................................................................................................... - 230 -
12.4 H/S Equipment ......................................................................................................... - 230 -
12.5 Insurance Requirements .......................................................................................... - 235 -
12.6 The Workplace Safety Insurance Act:...................................................................... - 235 -
12.7 Injury and Illness Prevention: .................................................................................. - 236 -
12.8 Safety Insurance Basics: ........................................................................................... - 236 -
12.9 Claiming Benefits: .................................................................................................... - 236 -
12.10 Lock out/Tag out Permit ........................................................................................ - 236 -
12.11 Job safety analysis .................................................................................................. - 237 -
12.12 Recruitment tests ................................................................................................... - 238 -
12.13 Accident analysis form ........................................................................................... - 239 -
13. BIM MODEL - 240 -
13.1 BIM DEFINITION ....................................................................................................... - 241 -
13.2 BIM dimensions ........................................................................................................ - 241 -
13.3 Scope of application point ....................................................................................... - 242 -
14. References - 246 -
VI
List of figures
Fig.( 1.1 ):The location on Google Earth ............................................ - 2 -

Fig.( 1.2 ): The Location on Google Maps .......................................... - 3 -
Fig.( 1.3 ): Ground Floor Layout ......................................................... - 4 -
Fig.( 2.1 ): EPC contract hierarchy ..................................................... - 9 -
Fig.( 3.1 ): WBS ............................................................................... - 24 -
Fig.( 4.1 ): Construction Sequence .................................................. - 28 -
Fig.( 4.2 ): Layout show the mobilization of the site.......................... - 29 -
Fig.( 4.3 ): Side Supporting System ................................................. - 30 -
Fig.( 4.4 ): excavating for piles ......................................................... - 33 -
Fig.( 4.5 ): driving the pile cage ........................................................ - 33 -
Fig.( 4.6 ): basic principal of pile foundation ..................................... - 33 -
Fig.( 4.7 ): various types of anchoring for sheet pile walls ................ - 35 -
Fig.( 4.8 ): Retaining wall ................................................................. - 36 -
Fig.( 4.9 ): Ground Anchors ............................................................. - 36 -
Fig.( 4.10 ): Soil Compacting............................................................ - 37 -
Fig.( 4.11 ): Submerging soil with water ........................................... - 37 -
Fig.( 4.12 ): General site layout ........................................................ - 52 -
Fig.( 4.13 ): Pre- Fabricated rebar storage yard ............................... - 52 -
Fig.( 5.1 ): plan of foundation for zone B .......................................... - 73 -
Fig.( 5.2 ): plan of ground floor for zone B ........................................ - 79 -
Fig.( 5.3 ): Typical sections for beams ............................................. - 83 -
Fig.( 5.4 ): plan of ground floor for subzone B1 ................................ - 84 -
Fig.( 5.5 ): Revit 3D model ............................................................... - 85 -
Fig.( 7.1 ): Project Price Hierarchy ................................................. - 130 -
Fig.( 8.1 ): Risk Management process ........................................... - 154 -
Fig.( 8.2 ): Risk matrix .................................................................... - 157 -
Fig.( 8.3 ): Risk Breakdown Structure ............................................ - 158 -
Fig.( 8.4 ): Fishbone diagram ......................................................... - 163 -
Fig.( 8.5 ): Risk management process flow chart ........................... - 163 -
Fig.( 8.6 ): Qualitative risk analyses ............................................... - 166 -
Fig.( 8.7 ): Quantitative Risk Analysis ............................................ - 167 -
Fig.( 8.8 ): Pobability distribution .................................................... - 168 -
Fig.( 8.9 ): Decision tree examples ................................................ - 169 -
Fig.( 8.10 ): Project Risk Management processes .......................... - 172 -
Fig.( 8.11 ):Probability impact matrix .............................................. - 178 -
Fig.( 9.1 ): Trial 1 Assumptions ...................................................... - 195 -
Fig.( 9.2 ): Cumulative cash flow (1st Trail) .................................... - 196 -
Fig.( 9.3 ):Income Expense curve (1st trial )................................... - 196 -
VII
Fig.( 9.4 ):Trail 2 assumptions........................................................ - 197 -
Fig.( 9.5 ):Cumulative Cash Flow (2nd Trail) ................................. - 197 -
Fig.( 9.6 ): Income Expense curve (2nd trial ) ................................ - 198 -
Fig.( 10.1 ): quality process............................................................ - 201 -
Fig.( 10.2 ): Quality Target ............................................................. - 201 -
Fig.( 10.3 ): Slump test................................................................... - 207 -
Fig.( 10.4 ): Air Content test ........................................................... - 208 -
Fig.( 10.5 ): Air Content test ........................................................... - 208 -
Fig.( 11.1 ): Value Engineering Stages .......................................... - 215 -
Fig.( 12.1 ): Basic elements of OHSAS 18001 ............................... - 223 -
Fig.( 12.2 ): Different warning signs ............................................... - 226 -
Fig.( 12.3 ): Assembly point signs .................................................. - 226 -
Fig.( 12.4 ): Lifesaving rules sign ................................................... - 227 -
Fig.( 12.5 ): Colour codes for equipment inspection ....................... - 227 -
Fig.( 12.6 ): Emergency Call-out procedure ................................... - 228 -
Fig.( 12.7 ): Gas Cylinders ............................................................. - 231 -
Fig.( 12.8 ): Ladders Safety ........................................................... - 232 -
Fig.( 12.9 ): Tower Cranes ............................................................. - 233 -
Fig.( 12.10 ): Safety Scaffolds ........................................................ - 234 -
Fig.( 12.11 ): Forklifts safety sign ................................................... - 234 -
Fig.( 13.1 ): VIM dimensions .......................................................... - 241 -
Fig.( 13.2 ): 3D model .................................................................... - 243 -
Fig.( 13.3 ): 4D &5D visualization ................................................... - 244 -
Fig.( 13.4 ) ARCH shots ................................................................. - 245 -
List of Tables
Table.( 4.1 ): method statement of activities..................................... - 42 -

Table.( 4.2 ): weighted analysis for steel& timber formwork ............. - 44 -
Table.( 4.3 ): Weighted Analysis among Concrete, Lightweight & Red
brick blocks ...................................................................................... - 48 -
Table.( 4.4 ): Temporary facilities achieved...................................... - 50 -
Table.( 5.1 ): plain concrete for foundation ....................................... - 55 -
Table.( 5.2 ): reinforced concrete for foundation .............................. - 57 -
Table.( 5.3 ): RFT for footings .......................................................... - 59 -
Table.( 5.4 ): RFT of tie beams ........................................................ - 68 -
Table.( 5.5 ): excavation & backfilling quantities .............................. - 72 -
Table.( 5.6 ): concrete quantities for ground floor............................. - 74 -
Table.( 5.7 ): RFT of ground floor's columns .................................... - 76 -
VIII
Table.( 5.8 ): RFT of ground beams ................................................. - 80 -
Table.( 5.9 ): RFT of ground slabs ................................................... - 82 -
Table.( 5.10 ): Revit foundation schedule ......................................... - 86 -
Table.( 5.11 ): Revit columns' schedule ........................................... - 97 -
Table.( 5.12 ): Revit structural framing schedule ............................ - 101 -
Table.( 5.13 ): Revit wall schedule ................................................. - 105 -
Table.( 5.14 ): Revit floor schedule ................................................ - 106 -
Table.( 5.15 ): Revit Foundation Takeoff for Zone B ...................... - 109 -
Table.( 6.1 ): List of activities for building A2 .................................. - 112 -
Table.( 8.1 ): checklist of project risk .............................................. - 161 -
Table.( 9.1 ):overhead calculations ................................................ - 192 -
Table.( 10.1 ): Follow up frequency guide ...................................... - 207 -
Table.( 10.2 ): Tests frequency guide:............................................ - 209 -
Table.( 11.1 ): Cost model ............................................................. - 217 -
Table.( 11.2 ): Alternatives ............................................................. - 219 -
Table.( 11.3 ): Cost saving by using AAC blocks ........................... - 220 -
Table.( 12.1 ): Job Hazard Analysis (JHA) ..................................... - 224 -
IX
1. PROJECT DEFINITION
& SCOPE
-1-
Chapter (1) PROJECT DEFINITION & SCOPE Graduation Project 2019
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1.1 Overvierw
CityGate Mall is a mega project of a 57,135 square meters with decent parking
spaces destined between gate 12 and gate 14 of AL-Rehab City which will dominate
the area. Scheduled to open in 2021. The mall will be the largest in the city which will
be a new addition inside Al-Rehab City to maintain its sustainability while also
fulfilling the needs and requirements of its residents.
The main elements of construction within the project includes internationally
designed retail stores, entertainment areas, restaurants, cafes, food courts, clinics,
and offices.
The project consists of two phases. The first phase is the concrete work and the
other is the finishing phase with total budget 875,000,000 (875 million LE)
The total duration of the project is supposed to be 3 years which started at January
2018.
The standard of finishes for the mall will be of a quality to compete all
existing retail developments that are existing within the city and beyond.
1.2 Location
Third phase, Al-Rehab City, Cairo, Egypt
Fig.( 1.1 ):The location on Google Earth
-2-
Fig.( 1.2 ): The Location on Google Maps
1.3 Project Participants
Owner:
Arabian company for projects & urban development
(Talaat Mostafa Group)
Contractor:
Atrium
Designer & Structure Consultant:Egyptian Group for

Engineering Consultantion (EGEC)
Engineering Consultants Group (ECG)
-3-
Architecture Consultant:
Raafat Miller Consulting (RMC)
HHCP,inc
MEP Consultant :
Raafat Miller Consulting (RMC)
1.4 Contract Type

A Unit Price Contract is a type of contract based on estimated quantities of items
and unit prices (rates: hourly rates, rate per unit work volume, etc.). In general, the
contractor’s overhead and profit is included in the rate. The final price of the project
is depending on the total quantities needed to carry out and complete the work. The
Unit Price Contract is only suitable for well-known resources involved project but
unknown quantities at the time of the contract which will be defined when the design
and engineering or construction work is completed.
1.5 General Layout
Fig.( 1.3 ): Ground Floor Layout
-4-
1.6 Project scope

The project consists of four buildings which are split into sections according to
construction joints: Building A has 7 sections, Building B and C have 5 sections and
Building D has 6 sections
Each of the four buildings is a structure of basement, ground level and two more
floors:
-The basement is going to be used for the parking area
-The ground level is for cafes, restaurants and food courts
-The upper floors are for the retail stores, offices and entertainment areas
1.7 Work Scope

 Side supports:
- Retaining Walls
- Anchors
- Piles (CFA & Bored Piles)
 Foundation:
- Isolated Footings with smells
 Skeleton:
- Columns
- Beams
- Flat slabs with dropped panels
 Finishing:
- Different layers of finishing from plasters to paintings
-5-
2. CONTRACT ANALYSIS
-6-
Chapter (2) CONTRACT ANALYSIS Graduation Project 2019
2.1 General information
Contract participants
The owner: Tatweer (TMG)
Main contractor: Atrium quality contractor
Contract type: lump sum contract
Contract price: 875,000,000 EGP
Project delivery method: EPC (engineering, procurement and construction)
Project duration: 3 years (from 1st Jan, 2018 to 31 of Dec, 2021)
Selection Method: Direct order tendering
Currency: Egyptian pounds
Percent of retention: 10%
Advanced payment: 10% of the contract price
The delay fine: 1% of contract price for each month or part of it to a maximum
penalty of 10% from contract price.
- Contract documents
• Contract Agreement.
• Letter of Acceptance.
• Conditions.
• Appendix to Tender.
• Tender.
• The Schedules.
• Drawings.
• Specifications.
• Bills of Quantities.
Unit Price Contract
This contract type is based on anticipated quantities of items which are counted in
the project in addition to their unit prices. The final price of the project depends upon
the quantities required to carry out the work. Unit price contracts are seldom used for
an entire major construction project, but they are frequently used for agreements
with subcontractors which involve accurate identification of different types of items,
but not their numbers, in the contract documents. They are also often used for
maintenance and repair work.
-7-
Unit price characteristic:
 Items of work are specified in Bills of Quantities

 The contractor specifies rates against each item
 Payment based on the measurement of the finished works
 Limited changes are allowed
 The contractor can claim additional payment for any changes in the work
content of the contract
 Claims resolution is very difficult because the client has no knowledge of
actual cost or hidden contingency
Unit price advantages:
 Owner is aware of the details of the project to a large extent and know
financial requirements.
 Common in more than 80% of construction projects.
 Execution period is often defined.
Unit price disadvantages:
 Limited design changes.

 Conflict when adding new items.
 Not accurate quantity surveying may lead to risk.
2.2 Project delivery method

Project delivery is the process of planning, design and construction required to
execute and complete the project and it's one of the fundamental decisions that
owners make.
There is no best delivery method but the best for the project and for the benefits of
the owner.
- Factors affecting in choosing the delivery method:
• Project size
• Project cost
• Type of project
• Project scope
• Schedule
• Level of involvement
• Tolerance for risk
• Owner resources
-8-
The project delivery method is: EPC
It stands for Engineering, Procurement, Construction and is a prominent form of

contracting agreement in the construction industry. The engineering and construction
contractor will carry out the detailed engineering design of the project, procure all the
equipment and materials necessary, and then construct to deliver a functioning
facility or asset to their clients. Companies that deliver EPC Projects are commonly
referred to as EPC Contractors.
Fig.( 2.1 ): EPC contract hierarchy
Advantages of EPC contract:
1. EPC contractor is responsible for the implementation process of project. This

could help the planning and collaborative operation of the overall project.
2. Effective solution of connection problem between design and construction,
reducing the intermediate link between purchasing and construction.
3. The limit between working range and responsibility is clear.
4. General contractor is the responsible for risk during the construction period.
5. The advantages of project management could be showed, realizing the various
objectives of project management.
6. The total prices and duration of the contract are fixed. This could help the control
of expense and progress.
7. The owner could be free from the specific and the pay attention to the important
factors influencing the project, finally ensuring the general direction of project
management.
-9-
Disadvantages of EPC contract:
1. The owners seldom participate in the project, and the control degree is also low
for the owners.
2. EPC companies are responsible for risk, so it's important to choose the right EPC
companies. As if the EPC companies have the serious financing problems, the
project will be at risk.
3. The cost of EPC companies will be higher for the owner due to risk responsibility.
4. More information about EPC companies could be found in this site as the owners
of the traditional construction mode will be more difficult to understand the works of
the EPC companies.
2.3 Contractor selection method

Direct Order method was used by the owner to select ATRIUM as EPC contractor to
execute this project because:
Both Owner and ATRIUM belong to TMG
Both had achieved several projects together
ATRIUM is well known contractor
Suitable method to save time instead of the traditional method of tendering
2.4 Classification of contract conditions
Contract conditions can be classified to 3 main conditions:

Financial conditions.
Legal conditions.
Technical conditions.
- 10 -
2.5 Financial conditions compared to FIDIC
1- Changes in cost
No adjustment to the Contract Price shall be made in

respect of any increase or decrease in the cost to
the Contractor of goods and materials (whether for
Contract Permanent or Temporary Works), consumable stores or
condition Plant or in the cost to the Contractor of ocean or air
freight and other associated charges which may take
place subsequent to the date of Tender.
FIDIC
clause Not mentioned
The contract is not shown to use this ratio to reverse reference model
Comment
contractor obligation.
2- Delays and Cost of Delay of Drawings
If, by reason of any failure or inability of the Contract Administrator to

issue, within a time reasonable in all the circumstances, any drawing
or instruction for which notice has been given by the Contractor, the
Contractor suffers delay and/or incurs costs then the Contract
Administrator shall, after due consultation with the Employer and the
Contractor, determine:
Contract
condition (a) any extension of time
(b) the amount of such costs, which shall be added to the
Contract Price
and shall notify the Contractor accordingly, with a copy to the
Employer.
FIDIC
clause The same clause
Comment The contract is not shown to use this ratio to reverse reference model
contractor obligation.
- 11 -
2.6 Legal conditions compared to FIDIC
1- Amicable Settlement and Arbitration
Where a Notice of Intention to Commence Arbitration,

the parties shall attempt to settle such dispute amicably
before the commencement of arbitration, provided that
Contract unless the parties otherwise agree, arbitration may be
condition commenced on or after the fifty-sixth day after the date of
the Notice to Commence Arbitration was received, even
if no attempt at amicable settlement thereof has been
made.
Where a Notice of Dissatisfaction has been given under Sub-Clause

20.4 above, both arbitrations. However, unless both Parties agree
otherwise, the Party giving a Notice of Dissatisfaction in accordance
with Sub-Clause 20.4 above should move to commence arbitration
after the fifty-sixth day from the day on which a Notice of
Dissatisfaction was given, even if no attempt at an amicable settlement
has been made.
Parties shall attempt to settle the dispute amicably before the

commencement of
Each “Dispute Board Agreement” is a tripartite agreement by and

between:
FIDIC
(a) the “Employer”;
clause
(b) the “Contractor”; and
(c) the “Member” who is defined in the Dispute Board Agreement as

being:
(i) the sole member of the “DB” and, where this is the case, all
references
to the "Other Members” do not apply, or
(ii) one of the three persons who are jointly called the “DB” (or “Dispute
Board”) and, where this is the case, the other two persons are called
the
“Other Members”.
They didn’t mention that every party should have an arbitrator or if

Comment
there's a third patty arbitrator and if exist who will pay for him
- 12 -
2- Contractor's Entitlement to Suspend Work
If the Employer fails to pay the Contractor the amount due

under any certificate of the Contract Administrator within 28
days after the expiry of the time stated in Clause 60.10
within which payment is to be made, subject to any deduction
that the Employer is entitled to make under the Contract,
after giving 28 days' prior notice to the Employer, with a
copy to the Contract Administrator, suspend work or reduce
the rate of work.
If the Contractor suspends work or reduces the rate of

Contract work in accordance with the provisions of this Sub-Clause
condition and thereby suffers delay or incurs costs the Contract
Administrator shall, after due consultation with the Employer
and the Contractor, determine:
(a)any extension of time to which the Contractor is entitled
under Clause 44, and
(b)the amount of such costs, which shall be added to the
Contract Price
If the Contractor suffers delay and/or incurs Cost from complying with the
Engineer’s instructions under Sub-Clause 8.8 [Suspension of Work]
and/or from resuming the work, the Contractor shall give notice to the
Engineer and shall be entitled subject to Sub-Clause 20.1 [Contractor’s
Claims] to:
(a) an extension of time for any such delay, if completion is or will be

delayed, under Sub-Clause 8.4 [Extension of Time for Completion], and
FIDIC
clause (b) payment of any such Cost, which shall be included in the Contract
Price.
After receiving this notice
The Contractor shall be entitled to payment of the value (as at the date of
suspension) of Plant and/or Materials which have not been delivered to
Site, if:
(a) the work on Plant or delivery of Plant and/or Materials has been
suspended for more than 28 days, and
- 13 -
(b) the Contractor has marked the Plant and/or Materials as the
Employer’s
property in accordance with the Engineer’s instructions.
Comment
Same as FIDIC
2.7 Technical conditions compared to FIDIC

1- Valuation of Variations
The difference:
The value of any variation shall be agreed by the Contractor and

Contract Administrator, within a period of 90 days from the issue date
of the formal instruction, unless otherwise instructed by the Contract
Administrator. Should the Contractor fail to agree the value within the
stipulated period, the Contract Administrator, shall determine the value
as noted above, which value shall be final and binding.
The Contractor shall employ a dedicated cost management resource

to service the valuation of any variation in accordance with this Clause.
This resource will be separate from the Contractor's internal cost
Contract reconciliation team. The primary duties of the cost management
condition resource will comprise:
(i) the provision of cost estimates for potential variations;
(ii) the collection of Subcontractor and suppliers' costs;
(iii) the preparation of individual variation cost submissions;
(iv) the preparation of the monthly statements of account for progress

payments;
(v) preparation of final account; and
(vi) any other duties as agreed.
FIDIC All variations referred to in Clause 51 and any additions or deletions to

clause the Contract Price which are required to be determined in accordance
with Clause 52 (for the purposes of this Clause referred to as "varied
work"), shall, subject to Clause 52.2, be valued at the rates and prices
- 14 -
set out in the Contract if, in the opinion of the Contract Administrator,
the same shall be applicable.
If the Contract does not contain any rates or prices applicable to the
varied work, the rates and prices in the Contract shall be used as the
basis for valuation so far as may be reasonable, failing which, after
due consultation by the Contract Administrator the Employer and the
Contractor, suitable rates or prices shall be agreed upon between the
Contract Administrator and the Contractor. In the event of
agreement, the Contract Administrator shall fix such rates or prices
as are, in his opinion, appropriate and shall notify the Contractor
accordingly, with a copy to the Employer. Until such time as rates or
prices are agreed or fixed, the Contract Administrator shall determine
provisional rates or prices to enable on-account payments to be
included in certificates I issued in accordance with Clause 60.
Comment
Varied quantity doesn’t exceed 10%
2. Inspection of Site
The Contractor shall be deemed to have inspected and examined

the Site, its surroundings and all other places where the Works are to
be performed and to have satisfied himself before submitting his
Tender as to the form and nature thereof, including, as far as is
practicable, the sub-surface conditions, the hydrological and climatic
conditions, the extent and nature of work and materials necessary
Contract
for the completion of the Works and the remedying of any defects, the
condition
Laws, procedures and labour practices of the Country, the Contractor's
requirements for access, accommodation, facilities, personnel,
power, transport, water and other services and in general,' §hall be
deemed to have obtained all necessary information as to risks,
contingencies and all other circumstances which may influence or
affect his Tender or the performance of the Works.
The Contractor shall, within28 days the time stated in of these

FIDIC Conditions 8/1 after the date of the Letter of Acceptance, submit to the
clause Engineer for his consent programme, in such form and detail as the
Engineer shall reasonably prescribe, for the execution of the Works.
The Contractor shall, whenever required by the Engineer, also provide
in writing for his information a general description of the arrangements
- 15 -
and methods which the Contractor proposes to adopt for the execution
of the Works.
Unless the engineer - within (21) days from the date of receipt of the
program - to comment upon and inform the contractor about the extent
of non-matching program for a decade, then equal right to the
implementation of which, considering its other obligations under the
contract. As members of the employer is entitled to base on that
program when planning to perform their activities
Comment Contract pilot was not clear in this clause. There is a condition in the
Contract is an obligation on insurance companies
- 16 -
2.8 Obligors
4.3 Subcontractors
All subcontractors proposed by the Contractor to be a

Subcontractor shall have had a minimum of five (5) years
experience in the element of the Works pertaining to the proposed
Subcontract on similar projects and shall have been subjected to a pre-
qualification procedure by the Contractor.
The capabilities and quality of the proposed subcontractors and their

staff will be reviewed by the Contract Administrator, and if, in the
opinion of the Contract Administrator, a proposed
Subcontractor is incapable of carrying out the Works to the
standards required by the Contract Documents, that subcontractor
shall be rejected. The Contractor shall then, within a period of seven
days, put forward names of alternative subcontractors who shall also
have been subjected to a pre-qualification procedure by the Contractor
as stated above.
This procedure and review shall be carried out until suitable

subcontractors have been approved by the Contract Administrator for
appointment as a Subcontractor.
No extensions of time claims or cost claims of any kind will be

considered as a result of any delay or additional costs incurred by the
Contractor as a result of failure to receive the Contract
Administrator's approval of subcontractors for appointment as a
Subcontractor.
4.4 Subcontractor's Termination
If any Subcontractor engaged on the Works executes any work or

provides any materials or things which, in the opinion of the Contract
Administrator, are not in accordance with the Contract, the Contract
Administrator may, by written notice to the Contractor, require him to
terminate such Subcontract and the Contractor, upon the receipt
of such notice, shall immediately terminate such Subcontract,
whereupon:
(i) the Contractor shall immediately give the Contract Administrator

notice of termination of the Subcontract
- 17 -
(ii) the Contractor shall remain totally responsible for thecompletion
of the Subcontract Works in accordance with the requirements of the
Contract;
(iii) the Employer shall have no liability whatsoever to the

Subcontractor or the Contractor arising as a result of the
termination of the Subcontract.
28.2 Assistance with claims
28.2 If the Employer is entitled to be indemnified under this Clause, the

Contractor may (at its cost) conduct negotiations for the settlement of
the claim and any litigation or arbitration which may arise from it. The
Employer shall, at the request and cost of the Contractor, assist in
contesting the claim. The Employer (and its personnel) shall not make
any admission which might be prejudicial to the Contractor, unless the
Contractor failed to take over the conduct of any negotiations,
litigation or arbitration upon being requested to do so by the Employer.
52.1 Valuation of Variations :
All variations referred to in Clause 51 and any additions or deletions

to the Contract Price which are required to be determined in
accordance with Clause 52 (for the purposes of this Clause referred to
as "varied work"), shall, subject to Clause 52.2, be valued at the
rates and prices set out in the Contract if, in the opinion of the
Contract Administrator, the same shall be applicable.
If the Contract does not contain any rates or prices applicable to the
varied work, the rates and prices in the Contract shall be used as the
basis for valuation so far as may be reasonable, failing which, after
due consultation by the Contract Administrator the Employer and the
Contractor, suitable rates or prices shall be agreed upon between
the Contract Administrator and the Contractor. In the event
of disagreement the Contract Administrator shall fix such rates or
prices as are, in his opinion, appropriate and shall notify the
Contractor accordingly, with a copy to the Employer. Until such
time as rates or prices are agreed or fixed, the Contract
Administrator shall determine provisional rates or prices to enable
on-account payments to be included in certificates issued in
accordance with Clause 60.
The value of any variation shall be agreed by the Contractor and

Contract Administrator, within a period of 90 days from the issue date
of the formal instruction, unless otherwise instructed by the Contract
- 18 -
Administrator, Should the Contractor fail to agree the value within the
stipulated period, the Contract Administrator, shall determine the value
as noted above, which value shall be final and binding.
The Contractor shall employ a dedicated cost management resource

to service the valuation of any variation in accordance with this
Clause. This resource will be separate from the Contractor's internal
cost reconciliation team. The primary duties of the cost management
resource will comprise:
(i) the provision of cost estimates for potential variations;
(ii) the collection of Subcontractor and suppliers costs;
(iii) the preparation of individual variation cost submissions;
2.9 Beneficial
Payment of Subcontractors
4.7 ii) The Contractor shall pay its Subcontractors in accordance with
the terms of their respective subcontracts.
(a)If it comes to the attention of the Employer that the Contractor

has not complied with Clause1, the Employer reserves the right (at
its sole discretion), to pay direct to the relevant Subcontractor, on the
receipt of an invoice issued by the Subcontractor addressed to
the Employer, part or all of such amounts which are due to the
Subcontractor as noted in the invoice. The Employer may at any time
request evidence that amounts due to the Sub Contractor are paid by
the Contractor.
(b) The Employer shall deduct any payment made pursuant to Clause
4.7(a) from any sums owing to the Contractor and such payment shall
be considered to have been a payment made to the Contractor in
respect of the part of the Works to which it relates.
(c) The Contractor agrees that any payment made pursuant to this
Clause will be without any risk to the Employer and shall not create
any contractual relationship between the Employer and the
Subcontractor. The Contractor indemnifies the Employer in respect
of any claims made by any Subcontractor as a result of the Employer
exercising its right pursuant to Clause 4.4 and this Clause 4.7.
- 19 -
2.10 Collateral/Security
Disruption of Progress
6.3 The Contractor shall give, not less than twenty eight (28)
calendar days, written notice to the Contract Administrator whenever
planning or progress of the Works is likely to be delayed or
disrupted unless any further drawings or order including a direction,
instruction or approval, is issued by the Contract Administrator within a
reasonable time. The notice shall include details of the drawing or
order required and of why and by when it is required and of any delay
or disruption likely to be suffered if it is late. Failure to comply with
this clause shall relieve the Contract Administrator from the
obligation to consider any claim by the Contractor.
Unforeseeable Physical Obstructions or Conditions
12.2 If during the execution of the Works the Contractor encounters

physical obstructions or physical conditions, other than climatic
conditions on the Site, which obstructions or conditions were, in
his opinion Unforeseeable, the Contractor shall forthwith give notice
thereof to the Contract Administrator, with a copy to the Employer
This notice shall describe the physical conditions, so that they can be
inspected by the Contract Administrator, and shall set out the reasons
why the Contractor considers them to be Unforeseeable. The
Contractor shall continue executing the Works, using such proper
and reasonable measures as are appropriate for the physical
conditions, and shall comply with any instructions which the Contract
Administrator may give.
On receipt of such notice, the Contract Administrator shall, if in his

opinion such obstructions or conditions are Unforeseeable, after due
consultation with the Employer and the Contractor, determine:
(a) any extension of time to which the Contractor is entitled under

Clause 44, and
(b) the amount of any costs which may have been incurred by the
Contractor by reason of such obstructions or conditions having been
encountered, which shall be added to the Contract Price, and shall
notify the Contractor accordingly, with a copy to the Employer.
Such determination shall take account of any instruction which
the Contract Administrator may issue to the Contractor in
connection therewith, and any proper and reasonable
measures acceptable to the Contract Administrator which the
- 20 -
Contractor may take in the absence of specific instructions from
the Contract Administrator.
However, before additional Cost is finally agreed or determined under

sub-paragraph (b) above, the Contract Administrator may also review
whether other physical conditions in similar parts of the Works (if any)
were more favourable than could reasonably have been foreseen
when the Contractor submitted the Tender. If and to the extent that
these more favourable conditions were encountered, the Contract
Administrator may proceed to determine the reductions in cost
which were due to these conditions, which may be included (as
deductions) in the Contract Price and Interim Payment Certificates.
However, the net effect of all adjustments under sub-paragraph (b)
and all these reductions, for all the physical conditions encountered in
similar parts of the Works, shall not result in a net reduction in the
Contract Price.
Failure to Give Possession
42.2 If the Contractor suffers delay and/or incurs costs from failure
on the part of the Employer to give possession in accordance with the

terms of Sub-Clause 42.1, the Contract Administrator shall, after due
consultation with the Employer, and the Contractor, determine:
(a) any extension of time to which the Contractor is entitledunder

Clause 44; and
(b) the amount of such costs, which shall be added to the Contract
Price and shall notify the Contractor accordingly, with a copy to the
Employer.
- 21 -
3. WORK &
ORGANIZITIONAL
BREAKDOWN
STRUCTURE
- 22 -
Chapter (3) WBS & OBS Graduation Project 2019
3.1 WBS definition
The Project Management Institute PMI (2001) define the WBS as “a hierarchical
structure that defines and organizes the total project scope based on deliverables,
with each descending level in the hierarchy representing an increasingly detailed
definition of the project work”.
The aim is to ensure complete and proper definition of the entire work. The highest
level of the structure represents the entire project. This is then subdivided into
smaller elements that represent the next level in the hierarchy. The process
continues until such a level when the entire project is deemed to have been
sufficiently decomposed to allow for effective and efficient project control. The last
level entries in the structure are referred to as work packages and represent the level
where responsibility for the performance of the work in
each work package is assigned to an individual or organization as shown in Fig 1.
- 23 -
‫)‪Chapter (3‬‬ ‫‪WBS & OBS‬‬ ‫‪Graduation Project 2019‬‬
‫‪Fig.( 3.1 ): WBS‬‬
‫‪- 24 -‬‬
Chapter (3) WBS & OBS Graduation Project 2019
3.2 OBS definition
Organization Breakdown Structure or OBS is a hierarchical model describing the
established organizational framework for project planning, resource
management, time and expense tracking, cost allocation, revenue/profit reporting,
and work management.
The Organization Breakdown Structure groups together similar project activities or

“work packages” and relates them to the organization’s structure. OBS (also known
as Organizational Breakdown Structure) is used to define the responsibilities for
project management, cost reporting, billing, budgeting and project control. The OBS
provides an organizational rather than a task-based perspective of the project. The
hierarchical structure of the OBS allows the aggregation (rollup) of project
information to higher levels. When project responsibilities are defined and work is
assigned, the OBS and WBS are connected providing the possibility for powerful
analytics to measure project and workforce performance at a very high level
(example business unit performance) or down to the details (example user work on a
task).
- 25 -
4. METHOD STATEMENT
- 26 -
Chapter (4) METHOD STATEMENT Graduation Project 2019
4.1 Method statement definition
This method of construction is intended to inform the Principal Contractor and other
contractors how the work will be delivered in the site associated with risks and the
precautions to be taken when the Company is working on the site. It provides the
basis for the control of operations whilst the Company is on the site.
- The purpose of this statement:
- To outline how the work will be achieved in the site.
- To provide a document that worker must read and understand before
starting a job.
- To meet legal requirements.
- To predict possible problems.
- To make a program for work, materials and time.
Program
The construction sequence is driven mainly by the contractual milestones, the
phased commissioning with respect to the handing over of mall defined areas and
detailed requirements.
The allocations of the milestones define a general working sequence for the whole
project.
The program is divided into 2 phases as per the contract agreement as follow:
- The pre-permit construction period
- The permanent works
4.2 Construction Sequence

4.2.1 Construction sequence for whole project
The project consists of 4 zones and green area.
Excavation 2m from site starts after finishing site mobilization.
Piles works start after excavating 2m from site.
Work in zone A&B start in parallel after finishing pile works as shown in Fig.(4.1).
Work in zone C&D start after finishing excavation of zone A&B as shown in Fig.(4.1).
4.2.2 Construction sequence in each building

Each building consists of basement and 2 two floors.
After excavation, soil replacement takes place in each building.
- 27 -
After soil replacement, the concrete works will start (PC footings, RC footings,
smells, columns and ceiling for basement) then columns and ceiling of 1st floor
reaching the roof.
Insulation of RC footings starts after de shuttering the ceiling of the 1st floor followed
by backfilling.
Brick works start after finishing concrete works and followed by plastering.
Fig.( 4.1 ): Construction Sequence
4.3 Method of Construction

4.3.1 Pre-Construction
-site mobilization:
Site facilities installation (Temp. water supply and electric supply).
Making a fence around the site
Prepare the soil studies report
Preparing caravans.
Determination of storage area as shown in Fig. (4.2).
- 28 -
Fig.( 4.2 ): Layout show the mobilization of the site
-Surveying:
Prepare the Land surveying Studies
Setting control points
Determination of site natural average level
4.3.2 Sub structure

-Excavation:
Limitation the dimensions of excavation.
The depth of excavation must be checked by a surveyor to avoid over excavation.
The bank of excavated area must be sloped 45 degrees and shall must be
maintained to avoid a collapse of the bank into the excavated area.
All materials must be away 1.0m from the edge of excavation as minimum.
Executing the side supporting systems shown in Fig (4.3).
Excavating 4m from the earth to drive the ground Anchors.
- 29 -
Excavating to 7m under ground level for each zone depending on the sequence of
works.
Transfer the result of excavation out of the site.
Fig.( 4.3 ): Side Supporting System
 Equipment used in excavation:
1. Total station
- 30 -
‫)‪Chapter (4‬‬ ‫‪METHOD STATEMENT‬‬ ‫‪Graduation Project 2019‬‬
‫‪2. Excavator‬‬
‫‪3. Loader‬‬
‫‪4. water truck‬‬
‫‪- 31 -‬‬
5. dump truck
6. plate compactor
-side supporting system

The excavation reaches 15m under ground level, so 3 are systems used to support
sides:
CFA piles (continuous flight auger) & bored piles.
 Marking the correct location of piles
 The boring machine is positioned over the pile location
 The drill is positioned in the exact location of the pile
 Drilling starts until reaching the design depth
 Pouring concrete using pump
- 32 -
 Steel cage is raised up and prepared for installation
 The steel cage is driven into drilled hole
 Pile cap is formed
Fig.( 4.4 ): excavating for piles
Fig.( 4.5 ): driving the pile cage
Fig.( 4.6 ): basic principal of pile foundation
- 33 -
Anchors:
Anchored sheet pile walls are held above the driven depth by anchors provided at
suitable level. The anchors provide forces for the stability of the sheet pile, in
addition to the lateral passive resistance of the soil into which the sheet piles are
driven.
It includes an anchor or tieback at or near the head of the wall. More than one set of
anchors or tiebacks can be used. It increases wall stability and enables taller walls to
be built and sustained almost a necessity with vinyl, aluminium and fiberglass sheet
piles. It is not exclusive to sheet piling; also used with other types of in situ wall
systems. In case of cantilever sheet pile walls if the deflection at top point of the
sheet pile wall is very large, then settlement of soil takes place at top just behind the
sheet pile wall. So, to reduce the excessive deflections the anchors are provided.
The angle of internal friction, which is an empirical shear strength parameter of the
soil, plays a major role in the resistance of the load carried by the ground anchor.
Also, when it is installed to a greater depth, the frustum of cone of soil supporting the
anchor is also large, which gives more force-resistance.
Also, when small loads are applied the depth can be less. But if the load is of higher
range, sufficient additional anchors (or) greater length is to be provided. The
diameter of the anchor also plays a bigger part. The size and angle of the top
surface of ground anchor is a useful parameter in the installation and pull-out
resistance of the ground anchor.
Components and Principle of Ground Anchor in Construction
The following are the different components of the Ground Anchor
1. Wedge Plate
2. Individual Sheathing
3. Bearing Plate
4. Wedge
5. Strands
6. Spacer
7. Grout body
The stiffness of the wedge plate is useful in transmitting the anchor load to the
bearing plate closer to the ends of the plate’s span. This prevents the bending of the
bearing plate. If you have large size wedge plate, then the amount of bending of the
bearing plate is reduced. Strands are useful in tying up all the cables and act as one
unit. The wedge prevents the anchor part from sliding and thus keeps the ground
anchor in position. Grout body is useful in maintaining a bond between the anchor
and the soil.
- 34 -
How to Determine the
Reasonable Position and
Length of the Ground
Anchor
This problem arises in
slope reinforcement
projects. One of recent
method used to calculate
the above is the variable-
modulus elastoplastic
strength reduction method
or simply called as the
SRM. This method is used
to obtain the stress
variations, strain field,
factor of safety of the
slope.
In this method, slope-
stability done by anchor Fig.( 4.7 ): various types of anchoring for sheet pile walls
cables is modeled using
surface loading. To
represent the anchor
reinforcement system,
they are distributed in
different forms of surface
loading.
Types of Anchors
(a) - Anchor Plate or beam
(b)- Vertical Anchor Pile
(c)- Tieback Anchor
- 35 -
‫‪Fig.( 4.8 ): Retaining wall‬‬
‫‪Fig.( 4.9 ): Ground Anchors‬‬
‫‪- Replacement works:‬‬

‫‪Smoothing the excavated land.‬‬
‫‪Sand Replacement process done by several layers.‬‬
‫‪Submerging with water as shown in Fig (4.11).‬‬
‫‪- 36 -‬‬
Compact each layer using Soil compactors as shown in Fig (4.10)
Fig.( 4.11 ): Submerging soil with water Fig.( 4.10 ): Soil Compacting
-Foundation:
Plain concrete:
The formwork for the 400 mm high plain concrete foundations will consist of H20 and
soldier combined system fixed onto the blinding underlay.
Reinforced concrete:
The formwork system will consist of steel modular panels supported onto the below
plain concrete foundation. Similarly, for the ground connecting tie beams which will
be cast together. In the same phase, we are planning to pour from 9 to 12
foundations and connecting beams simultaneously
Shuttering works:
Locating the axis of footings according to survey works.
Construct the shuttering forms for all sides of the footings.
Steel Fixing Works:
prepare the required length and dimensions of steel bar.
put the reinforcement in its location according to reinforcement drawings.
Pouring concrete & curing works:
•Pouring the concrete and using the vibrator during pouring.
•Curing the concrete after pouring and dismantling the forms for 7 days
- 37 -
Isolation works:
used to isolate plain and reinforced concrete
protect steel from cores
protect structure element from infiltrated water
-Backfilling:
1st layer:
Make 1st layer (using sand)
Compact the layer well.
Spraying water above sand layer.
2nd layer:
Make 2nd layer (using sand)
3rd layer:
Make 3rd layer (using sand)
4th layer:
Make 4th layer (using sand)
- 38 -
4.3.3 Super structure
-Concrete works:
Concrete will be brought from El-SWEDY batch plant located in 5th settlement (15
minutes away from the site)
Pre-pour check, check line & levels must be completed before pouring.
The dimensions and alignment of R.C components and formworks should be
inspected by the site engineer.
Steel reinforcement should be placed and its alignment & number of steel bars
should be revised according to the drawings.
Ensure that the concrete delivery vehicles have suitable access to the intended
areas in the suitable time.
Ensure that the quality of concrete is suitable and proper, tests such as slump test
should be made.
Concrete is poured using a pump followed by a worker with a vibrator for the
compaction of the concrete.
Surveying instruments and level should be set up during the pouring to ensure the
formwork states.
Cubes of the designed mix must be tested for compressive strength at 7 days and 28
days for the initial approval satisfying a 400 kg/cm2 compressive strength.
The structure should be checked after the pour, line and levels should also be
verified.
-Risk assessment:
Incidents that could happen as a result of poor planning.
Unsuitable equipment locations which can cause several accidents.
Collapse of work area.
Live electrical lines in working area.
Injury through failure of equipment.
Vehicle damage.
Personnel struck by hoses or concrete
Working in extreme weather conditions.
- 39 -
-Formwork:
After studying the structural drawings, the Project Engineer will plan for sizes,
numbers and type of formwork to be used in consultation with the Structural
Engineer, if required. Depending upon the program, the number of repetitions will be
decided.
Availability of formwork will be checked with the Procurement Manager and decision
will be taken to buy, hire or reuse formwork material.
During fabrication of formwork shutters, all dimensions shall be cross-checked with a
view to avoiding corrective action during erection.
Paint reference numbers on all panels to ensure their use in correct positions.
Ensure that the props, shores, waling, bearers, clamps and tie rods are the right size
and at the correct spacing. The Formwork designer shall check the false work
system with respect to load imposed on it and design parameters as laid down in the
specification.
Check that the false work is securely braced and is on a firm foundation.
Forms fastened to previously cast concrete must be tightly fixed to prevent grout
loss. Cellular foam plastic strips can be used to make a seal.
Check quality of shutter lining, tightness of bolts and wedges, built-in items, inserts
and other embedment.
Tie-rod holes to be made in the formwork shall be neat so that they can be patched
or plugged later on.
Particular attention will be paid to the rigidity and line of stop ends and joint formers.
Remove all tie-wire clippings and nails, which may stain both the formwork and the
concrete.
Ensure that adequate access and working platforms are in place for the concreting
gang and that toe boards and guardrails are provided.
A spreader or lifting beam shall be used to prevent distortion when placing formwork.
Adjustable steel props shall be erected in plumb and verticality of props checked
using a spirit level.
A prop should not be used if it is bent, creased or, rusted or has a bent head or base
plate, damaged pin etc.
Proper release of agent shall be used so that it can be removed without damaging
the surface finish of the concrete.
New timber and plywood forms shall be given first coat of the appropriate release
agent 36 hours in advance, then a second coat just before they are used.
- 40 -
Avoid excessive use of release agent as this can cause staining or retardation of the
concrete.
A close watch should be kept on all wedges and fastenings. Make sure that they do
not work loose. Grout loss is an indication that some movement has occurred.
4.3.4 Finishing
Brick works:
Lines and levels should be set out and datum's marked whenever possible.
Material should be stacked as close to working site as possible.
Materials used are: Perforated bricks, light bricks, cement hollow and solid blocks
connected using a binding mortar.
Binding mortar will be mixed on site to ensure consistency.
Levels and line checks will be performed periodically during works.
For masonry works underground bricks will be insulated using liquid bitumen.
-plastering:
Plastering will be done on three stages:
Spattering:
Cleaning the wall surface from dust, and other roughness, then sprinkle it with water
& smoothing the surface, with a steel brush, Sprinkle mortar cement to the walls
using trowel.
Level dots & strings:
It is made by gypsum.
Thickens of dots equals to the thickness of plastering layer.
Plastering:
Sprinkle the walls with water.
Fill between the strings with mortar Level the surface.
4.4 Application of Method Statement On The Project

The following tables include an application of method statement on some of the
project activity. Team work tried to choose a various group of activities to cover all
types of work.
- 41 -
Table.( 4.1 ): method statement of activities
Construction
No Activity Man power Material Equipment
sequence
-Excavator
-Excavate Excavator
-dumping
-Disposal -(n)
1 Excavation truck
formation level -Tipper (n)
-bulldozer
&compaction -Surveyor (n)
-Roller
-Form work -Concrete -Concrete
Plain -Pouring n mixing truck
2
concrete -Compaction n -Pump
-curing -vibrator
-Form work -Concrete
-Reinforcement n mixing truck
Reinforced
3 -Pouring n -Concrete Pump
concrete
-Compaction n -vibrator
-Curing -Vibrator
Clean the
-surface
Apply a -Concrete
Thermal &
-Concrete primer
4 moisture -Heater
Primer n -Bituminous
protection
-Apply sheets
bituminous
Sheet
Dumping
-Tipper (n)
-truck
-Backfilling -Driver (n)
5 Backfilling -Coarse sand -Bulldozer
-Compaction Civil
-Roller
-overseer
-Rotary boring
-BAUER 25
Disposal of
-H
-wastes -Leader (n)
-Loader
6 Piling Concrete -Fixer (n)
-concrete
-pouring -Handling (n)
pump
-Reinforcement
-vibrator
-pile capping
-Import blocks
to site
-Transported it -CMU
Internal
7 to needed area -Mortar -Trucks
masonry
Building -Reinforcement
n
-process
-Cement paste
8 plaster mixing n -Mortar
-Plastering
- 42 -
4.5 STUDY OF ALTERNATIVES
4.5.1 Form Work
Alternative 1: Steel formwork
Advantages of steel formwork:

Very strong and able to carry heavy load.
Easy to be fixed.
Uniform size and surface.
Can be used for a very long time.
Disadvantages of steel formwork:
Limited size or shape.
Excessive loss of heat.
A very smooth surface will be produced which would give problems for finishing
process.
Alternative 2: Timber formwork
Advantages of timber formwork:

Easy handling because it’s light weight.
Easy to disassemble.
Damaged parts can be replaced with new one.
Very flexible.
Disadvantages of timber formwork:

Can’t be used for long. Have limited re-use. Can only be re-used 5 or 6 times.
If the timber is dry, it will absorb moisture from wet concrete which could weaken the
resultant concrete member.
Timber with high moisture content (more than 20 % moisture content), wet concrete
will shrink & cup leading to open joints & leakage of grout.
- 43 -
Weighted Analysis 1
For Steel Formwork:
Table.( 4.2 ): weighted analysis for steel& timber formwork
CxC Recycl Available Lifetim Safet Nth

Pairwise ed Time e Cost y Root Weights
Recycled 1 0,2 0,14 3 0,54 0,099338
Available
Time 5 1 0,7 1 1,36 0,250184
Lifetime
Cost 7 1,428 1 9 3,1 0,570272
Safety 0,33 1 0,11 1 0,436 0,080206
Sum 5,436
Recycl Available Lifetime Safet Criteria

ed Time Cost y Weights Score
Steel
Formwork 3 9 7 5 0,099338 6,942604
Timber
Formwork 1 3 5 3 0,250184 3,941868
0,570272
0,080206
Judgment Rating
Extremly Prefered 9
Very Strongly
Prefered 7
Strongly Prefered 5
Moderatly Prefered 3
Equally Prefered 1
Steel formwork is costly but can be used for large number of projects. Steel
shuttering give very smooth finishes to concrete surface. It is suitable for circular or
- 44 -
curved structures such as tanks, columns, chimneys, sewer, tunnel and retaining
wall.
The Timber formwork is easy to produce but time-consuming for larger structures.
Plywood facing has a short lifespan. Timber is easy to fix, remove and lightweight.
Timber Shuttering is most flexible type of shuttering; it can be used for any shape
and size
4.5.2 Masonry Work
Alternative 1: solid concrete blocks (light grey colored)
Uses of solid concrete blocks:
Solid concrete blocks are used for load-bearing as well as non-load bearing walls.
It is also used for constructing retaining walls, garden walls, chimney and fireplaces.
It is also used as a lintel.
Advantages of solid concrete blocks:
The design of solid concrete blocks is flexible and easy to construct.

Solid concrete blocks are ideal for foundation and basement wall.

Solid concrete blocks provide insulation against cold and hot weather.

The solid concrete blocks wall is long lasting, durable and requires less

maintenance.
 The Solid concrete blocks have a smooth finish and have more decorative
surface.
 The Solid concrete blocks are virtually soundproof.
Disadvantages of solid concrete blocks:
 The cost of building with solid concrete blocks can be higher than traditional
framed construction.
 Weight of solid concrete block is more than AAC Block
 Due to the heavy weight of concrete structural cost is high.
 It is difficult to make arrangements for concealed work for wiring, plumbing &
conduit.
- 45 -
Alternative2: Autoclaved Aerated Concrete Blocks (ACC blocks) (Lightweight
blocks) (Grey colored)
Uses of ACC concrete blocks:
AAC Blocks can be used to build internal as well as external walls.
It can also be used for both load bearing and non-load bearing walls.
Advantages of ACC concrete blocks:
 Saves steel and concrete due to the reduction in dead weight.
 Increase in floor area due to the reduction in the size of columns and
thickness of the wall.
 AAC blocks are very easy to handle and ordinary tools are used for cutting.
 AAC blocks are made from inorganic material which helps to avoid termites,
damages or losses.
 Easy to transport on upper floors.
 Time-saving in construction
 AAC blocks are appropriate for fire rating application for desired safety.
 There is minimal wastage in case of AAC blocks.
 It is environment-friendly and also saves water. Hence it is popularly used as
a green product.
 Though the production cost of AAC Blocks is high but on the whole the project
cost decrease.
Disadvantages of AAC concrete blocks:

 The production cost per unit for AAC Block is higher.
 Plaster sometimes does not stick properly because of its smooth surface.
 Needs care during it production itself, so that surface is not very smooth.
Alternative 3: Clay Brick (Red Brick)

Uses of clay bricks:
As a Structural Unit: Red bricks are strong, hard, and durable, therefore they are
used as a structural material in different structures such as:
a) Buildings
b) Bridges
c) Foundations
d) Arches and cornices
F) Pavements
- 46 -
As an Aesthetic and Finish Surface: Bricks are used as per its different colours, sizes
and orientations to get different surface designs. As an aesthetic material brick can
be used:
a) As Facing Bricks
b) Architectural Purposes
c) Exposed practice work
Advantages of clay bricks:
 Raw material is easily and cheaply available. So it is economical.
 Red Bricks are low maintenance, permanent, hard and durable building
material.
 Compressive strength is good enough for ordinary construction.
 Different orientations and sizes give different surface textures
 Demolishing of brick structures is very easy and less time consuming.
 It is reusable and recyclable.
 Highly fire resistant.
 Disadvantages of clay bricks:
 Time consuming construction
 Red Bricks cannot be used in high seismic zones for load bearing structures.
 A red brick absorbs water easily so Efflorescence occurs due to the presence
of salt in water.
 Rough surfaces of bricks may cause moulds growth if it is not properly
cleaned.
 Continuous use of Red bricks in construction will lead to extensive loss of
fertile top soil and hence potential agricultural land.
 Red bricks are heavy in weight so that the structure needs to withstand
greater weight, and hence construction cost increases.
 Big damage to environmental and loss of fertile land due to use of clay soil
excavation for making of bricks
- 47 -
Weighted Analysis 2
Table.( 4.3 ): Weighted Analysis among Concrete, Lightweight & Red brick blocks
Co Tim Own Thermal Nth Weight

C x C Pairwise st e Weight Conductivity Root s
0,4372
Cost 1 1 7 7 2,65 94
0,4372
Time 1 1 7 7 2,65 94
0,1 0,1 0,0627
Own Weight 4 4 1 1 0,38 06
Thermal 0,1 0,1 0,0627
Conductivity 4 4 1 1 0,38 06
6,06
Cos Tim Own Thermal

t e Weight Conductivity Weights Score
Concrete 0,3 0,43729 0,34339
Blocks 4 0,37 0,15 0,375 4 9
Lightweight 0,2 0,43729 0,36693
Blocks 8 0,42 0,47 0,5 4 1
0,3 0,06270 0,28655
Red Brick 8 0,2 0,4 0,125 6 1
0,06270
6
Judgment Rating
Extremly Prefered 9
Very Strongly
Prefered 7
Strongly Prefered 5
Moderatly Prefered 3
Equally Prefered 1
The analysis shows that the solid concrete blocks are used as an alternative of clay
bricks (Red Bricks) but concrete blocks are heavy in weight hence buildings
becomes heavy. The cost of concrete block masonry is also high hence AAC
- 48 -
(Lightweight concrete blocks) blocks are used in the construction of the wall. Using
AAC block (Lightweight concrete blocks) is very advantageous because it conserves
the environment, saves energy and provides safety to life.
4.6 LAYOUT
6.1 Site layout elements achieved as shown in (Fig 14).
 Safety
 Site Accessibility
 Information Signs
 Security
 Offices
 Water Supply and Sanitation
 Craft Change-Houses
 Material Handling
 Storage and site cleaning
 Fire prevention
 Medical services
 Construction safety clothing
 Lighting
 Fencing the boundary
- 49 -
Table.( 4.4 ): Temporary facilities achieved

This Table shows the temporary facilities achieved and not
achieved in the site:-
Facility Achieved?
Job office Yes
Owner representatives office Yes
Subcontractors office Yes
First aid office Yes
Information and guard house Yes
Toilet on site Yes
Staff/Engineer dormitory No
Staff/Engineer family dormitory No
Labor dormitory No
Labor family dormitory No
Dinning room for labor No
Bathroom for labor No
Restroom for labor No
Equipment maintenance shop No
Parking lot for mechanics Yes
Prefabricated rebar storage yard Yes
Rebar fabrication yard Yes
Fabricated rebar storage yard Yes
Carpentry shop No
Storage yard for lumber No
Storage yard for formed lumber No
Cement warehouse No
Batch-plant and aggregate storage Yes
Craft change-house Yes
Sampling / Testing lab Yes
- 50 -
Pipe jointing yard No
Pipe storage yard Yes
Welding shop No
Parking lot Yes
Tank Yes
Long term laydown storage Yes
Machine room No
Electrical shop No
Steel fabrication shop No
Sandblast shop No
Painting shop No
Scaffold storage yard No
Material warehouse Yes
- 51 -
‫‪Fig.( 4.12 ): General site layout‬‬
‫‪Fig.( 4.13 ): Pre- Fabricated rebar storage yard‬‬
‫‪- 52 -‬‬
5. QUANTITY TAKEOFF
- 53 -
Chapter (5) QUANTITY TAKEOFF Graduation Project 2019
5.1.Manual quantity takeoff
we have used excel sheets in calculating the quantities of material of the building
and here is the excel sheets used
Foundation Quantities
Foundations quantity and RFT takeoff was made for the zone B which
consists of 44 isolated footing type and 5 rafts and tie beams shown in
fig.(5.1) below ,sections of footings are located in the appendix
Excavation Quantities
Excavation and backfilling were measured with engineering dimensions from
the plan of foundation shown in fig.(5.1)
Ground columns
Concrete volume and RFT were measured from the plan of ground floor fig.
(5.2) for one floor height
Ground beams
Rft of beams was measured for the sub-zone B1 shown in plan fig.(5.4)
Ground floor
Concrete of the floors was measured totally for Zone B shown in fig.(5.2) but
the RFT measures was made only for the first floor at sub-zone B ,see
fig.(5.4)
- 54 -
‫)‪Chapter (5‬‬ ‫‪QUANTITY TAKEOFF‬‬ ‫‪Graduation Project 2019‬‬
‫‪Table.( 5.1 ): plain concrete for foundation‬‬
‫‪plain concrete for foundation‬‬

‫‪footing‬‬ ‫‪no.‬‬ ‫‪length‬‬ ‫‪width‬‬ ‫‪thickness‬‬ ‫)‪volume (m³‬‬
‫‪F2‬‬ ‫‪1‬‬ ‫‪2100‬‬ ‫‪2100‬‬ ‫‪300‬‬ ‫‪1,323‬‬
‫‪F6‬‬ ‫‪1‬‬ ‫‪3300‬‬ ‫‪3300‬‬ ‫‪300‬‬ ‫‪3,267‬‬
‫‪F7‬‬ ‫‪2‬‬ ‫‪2500‬‬ ‫‪2500‬‬ ‫‪300‬‬ ‫‪3,75‬‬
‫‪F10‬‬ ‫‪1‬‬ ‫‪4200‬‬ ‫‪4200‬‬ ‫‪300‬‬ ‫‪5,292‬‬
‫‪F13‬‬ ‫‪2‬‬ ‫‪3600‬‬ ‫‪3600‬‬ ‫‪300‬‬ ‫‪7,776‬‬
‫' ‪F15‬‬ ‫‪1‬‬ ‫‪3800‬‬ ‫‪3800‬‬ ‫‪300‬‬ ‫‪4,332‬‬
‫‪F17‬‬ ‫‪1‬‬ ‫‪3700‬‬ ‫‪3700‬‬ ‫‪300‬‬ ‫‪4,107‬‬
‫' ‪F17‬‬ ‫‪1‬‬ ‫‪3800‬‬ ‫‪3700‬‬ ‫‪300‬‬ ‫‪4,218‬‬
‫‪F19‬‬ ‫‪3‬‬ ‫‪4500‬‬ ‫‪4500‬‬ ‫‪300‬‬ ‫‪18,225‬‬
‫‪F20‬‬ ‫‪2‬‬ ‫‪4300‬‬ ‫‪4300‬‬ ‫‪300‬‬ ‫‪11,094‬‬
‫' ‪F21‬‬ ‫‪1‬‬ ‫‪4900‬‬ ‫‪4900‬‬ ‫‪300‬‬ ‫‪7,203‬‬
‫‪F23‬‬ ‫‪3‬‬ ‫‪4000‬‬ ‫‪4000‬‬ ‫‪300‬‬ ‫‪14,4‬‬
‫‪F27‬‬ ‫‪2‬‬ ‫‪3400‬‬ ‫‪3400‬‬ ‫‪300‬‬ ‫‪6,936‬‬
‫‪F28‬‬ ‫‪2‬‬ ‫‪2400‬‬ ‫‪2100‬‬ ‫‪300‬‬ ‫‪3,024‬‬
‫‪F34‬‬ ‫‪16‬‬ ‫‪1900‬‬ ‫‪1900‬‬ ‫‪300‬‬ ‫‪17,328‬‬
‫‪F35‬‬ ‫‪11‬‬ ‫‪3000‬‬ ‫‪3000‬‬ ‫‪300‬‬ ‫‪29,7‬‬
‫‪F38‬‬ ‫‪45‬‬ ‫‪3300‬‬ ‫‪3300‬‬ ‫‪300‬‬ ‫‪147,015‬‬
‫‪F40‬‬ ‫‪18‬‬ ‫‪2100‬‬ ‫‪2100‬‬ ‫‪300‬‬ ‫‪23,814‬‬
‫‪F42‬‬ ‫‪11‬‬ ‫‪2500‬‬ ‫‪2500‬‬ ‫‪300‬‬ ‫‪20,625‬‬
‫' ‪F42‬‬ ‫‪3‬‬ ‫‪3500‬‬ ‫‪2000‬‬ ‫‪300‬‬ ‫‪6,3‬‬
‫‪F44‬‬ ‫‪5‬‬ ‫‪3900‬‬ ‫‪3900‬‬ ‫‪300‬‬ ‫‪22,815‬‬
‫‪F45‬‬ ‫‪1‬‬ ‫‪3100‬‬ ‫‪2900‬‬ ‫‪300‬‬ ‫‪2,697‬‬
‫‪F52‬‬ ‫‪8‬‬ ‫‪2300‬‬ ‫‪2300‬‬ ‫‪300‬‬ ‫‪12,696‬‬
‫‪F65‬‬ ‫‪2‬‬ ‫‪3100‬‬ ‫‪2700‬‬ ‫‪300‬‬ ‫‪5,022‬‬
‫‪F71‬‬ ‫‪1‬‬ ‫‪4000‬‬ ‫‪2100‬‬ ‫‪300‬‬ ‫‪2,52‬‬
‫‪- 55 -‬‬
‫‪F86‬‬ ‫‪1‬‬ ‫‪1700‬‬ ‫‪1700‬‬ ‫‪300‬‬ ‫‪0,867‬‬
‫‪F87‬‬ ‫‪4‬‬ ‫‪3700‬‬ ‫‪2300‬‬ ‫‪300‬‬ ‫‪10,212‬‬
‫‪F88‬‬ ‫‪1‬‬ ‫‪3500‬‬ ‫‪2100‬‬ ‫‪300‬‬ ‫‪2,205‬‬
‫‪F89‬‬ ‫‪6‬‬ ‫‪3200‬‬ ‫‪1900‬‬ ‫‪300‬‬ ‫‪10,944‬‬
‫‪F90‬‬ ‫‪4‬‬ ‫‪1700‬‬ ‫‪1600‬‬ ‫‪300‬‬ ‫‪3,264‬‬
‫‪F91‬‬ ‫‪19‬‬ ‫‪2100‬‬ ‫‪1800‬‬ ‫‪300‬‬ ‫‪21,546‬‬
‫' ‪F92‬‬ ‫‪1‬‬ ‫‪2300‬‬ ‫‪2100‬‬ ‫‪300‬‬ ‫‪1,449‬‬
‫‪F106‬‬ ‫‪1‬‬ ‫‪2700‬‬ ‫‪2400‬‬ ‫‪300‬‬ ‫‪1,944‬‬
‫‪F107‬‬ ‫‪2‬‬ ‫‪2200‬‬ ‫‪1800‬‬ ‫‪300‬‬ ‫‪2,376‬‬
‫‪F109‬‬ ‫‪1‬‬ ‫‪2400‬‬ ‫‪1500‬‬ ‫‪300‬‬ ‫‪1,08‬‬
‫‪F110‬‬ ‫‪1‬‬ ‫‪1400‬‬ ‫‪1400‬‬ ‫‪300‬‬ ‫‪0,588‬‬
‫‪F111‬‬ ‫‪6‬‬ ‫‪2600‬‬ ‫‪1600‬‬ ‫‪300‬‬ ‫‪7,488‬‬
‫' ‪F111‬‬ ‫‪7‬‬ ‫‪2800‬‬ ‫‪1400‬‬ ‫‪300‬‬ ‫‪8,232‬‬
‫' ‪F123‬‬ ‫‪1‬‬ ‫‪3900‬‬ ‫‪3400‬‬ ‫‪300‬‬ ‫‪3,978‬‬
‫‪F131‬‬ ‫‪1‬‬ ‫‪4100‬‬ ‫‪3500‬‬ ‫‪300‬‬ ‫‪4,305‬‬
‫‪F132‬‬ ‫‪5‬‬ ‫‪5100‬‬ ‫‪5100‬‬ ‫‪300‬‬ ‫‪39,015‬‬
‫‪F135‬‬ ‫‪1‬‬ ‫‪4400‬‬ ‫‪4300‬‬ ‫‪300‬‬ ‫‪5,676‬‬
‫‪F140‬‬ ‫‪2‬‬ ‫‪3600‬‬ ‫‪2100‬‬ ‫‪300‬‬ ‫‪4,536‬‬
‫‪RAFT 300‬‬ ‫‪1‬‬ ‫‪878,43‬‬
‫‪total‬‬ ‫‪1393,614‬‬
‫‪- 56 -‬‬
‫‪Table.( 5.2 ): reinforced concrete for foundation‬‬
‫‪reinforced concrete‬‬
‫‪footing‬‬ ‫‪no.‬‬ ‫‪length‬‬ ‫‪width‬‬ ‫‪thickness‬‬ ‫)‪volume(m³‬‬
‫‪F2‬‬ ‫‪1‬‬ ‫‪1500‬‬ ‫‪1500‬‬ ‫‪600‬‬ ‫‪1,35‬‬
‫‪F6‬‬ ‫‪1‬‬ ‫‪2700‬‬ ‫‪2700‬‬ ‫‪600‬‬ ‫‪4,374‬‬
‫‪F7‬‬ ‫‪2‬‬ ‫‪1900‬‬ ‫‪1900‬‬ ‫‪600‬‬ ‫‪4,332‬‬
‫‪F10‬‬ ‫‪1‬‬ ‫‪3600‬‬ ‫‪3600‬‬ ‫‪600‬‬ ‫‪7,776‬‬
‫‪F13‬‬ ‫‪2‬‬ ‫‪3000‬‬ ‫‪3000‬‬ ‫‪600‬‬ ‫‪10,8‬‬
‫' ‪F15‬‬ ‫‪1‬‬ ‫‪3200‬‬ ‫‪3200‬‬ ‫‪600‬‬ ‫‪6,144‬‬
‫‪F17‬‬ ‫‪1‬‬ ‫‪3100‬‬ ‫‪3100‬‬ ‫‪600‬‬ ‫‪5,766‬‬
‫' ‪F17‬‬ ‫‪1‬‬ ‫‪3100‬‬ ‫‪3100‬‬ ‫‪600‬‬ ‫‪5,766‬‬
‫‪F19‬‬ ‫‪3‬‬ ‫‪3900‬‬ ‫‪3900‬‬ ‫‪600‬‬ ‫‪27,378‬‬
‫‪F20‬‬ ‫‪2‬‬ ‫‪3700‬‬ ‫‪3700‬‬ ‫‪600‬‬ ‫‪16,428‬‬
‫' ‪F21‬‬ ‫‪1‬‬ ‫‪4300‬‬ ‫‪4300‬‬ ‫‪600‬‬ ‫‪11,094‬‬
‫‪F23‬‬ ‫‪3‬‬ ‫‪3400‬‬ ‫‪3400‬‬ ‫‪600‬‬ ‫‪20,808‬‬
‫‪F27‬‬ ‫‪2‬‬ ‫‪2800‬‬ ‫‪2800‬‬ ‫‪600‬‬ ‫‪9,408‬‬
‫‪F28‬‬ ‫‪2‬‬ ‫‪1500‬‬ ‫‪1500‬‬ ‫‪600‬‬ ‫‪2,7‬‬
‫‪F34‬‬ ‫‪16‬‬ ‫‪1300‬‬ ‫‪1300‬‬ ‫‪500‬‬ ‫‪13,52‬‬
‫‪F35‬‬ ‫‪11‬‬ ‫‪2400‬‬ ‫‪2400‬‬ ‫‪500‬‬ ‫‪31,68‬‬
‫‪F38‬‬ ‫‪45‬‬ ‫‪2700‬‬ ‫‪2700‬‬ ‫‪500‬‬ ‫‪164,025‬‬
‫‪F40‬‬ ‫‪18‬‬ ‫‪1500‬‬ ‫‪1500‬‬ ‫‪500‬‬ ‫‪20,25‬‬
‫‪F42‬‬ ‫‪11‬‬ ‫‪1900‬‬ ‫‪1900‬‬ ‫‪500‬‬ ‫‪19,855‬‬
‫' ‪F42‬‬ ‫‪3‬‬ ‫‪1400‬‬ ‫‪1400‬‬ ‫‪600‬‬ ‫‪3,528‬‬
‫‪F44‬‬ ‫‪5‬‬ ‫‪3300‬‬ ‫‪3300‬‬ ‫‪500‬‬ ‫‪27,225‬‬
‫‪F45‬‬ ‫‪1‬‬ ‫‪2300‬‬ ‫‪2300‬‬ ‫‪500‬‬ ‫‪2,645‬‬
‫‪F52‬‬ ‫‪8‬‬ ‫‪1700‬‬ ‫‪1700‬‬ ‫‪600‬‬ ‫‪13,872‬‬
‫‪F65‬‬ ‫‪2‬‬ ‫‪2100‬‬ ‫‪2100‬‬ ‫‪700‬‬ ‫‪6,174‬‬
‫‪F71‬‬ ‫‪1‬‬ ‫‪1500‬‬ ‫‪1500‬‬ ‫‪600‬‬ ‫‪1,35‬‬
‫‪- 57 -‬‬
‫‪F86‬‬ ‫‪1‬‬ ‫‪1100‬‬ ‫‪1100‬‬ ‫‪500‬‬ ‫‪0,605‬‬
‫‪F87‬‬ ‫‪4‬‬ ‫‪1700‬‬ ‫‪1700‬‬ ‫‪500‬‬ ‫‪5,78‬‬
‫‪F88‬‬ ‫‪1‬‬ ‫‪1500‬‬ ‫‪1500‬‬ ‫‪600‬‬ ‫‪1,35‬‬
‫‪F89‬‬ ‫‪6‬‬ ‫‪1300‬‬ ‫‪1300‬‬ ‫‪500‬‬ ‫‪5,07‬‬
‫‪F90‬‬ ‫‪4‬‬ ‫‪1000‬‬ ‫‪1000‬‬ ‫‪500‬‬ ‫‪2‬‬
‫‪F91‬‬ ‫‪19‬‬ ‫‪1200‬‬ ‫‪1200‬‬ ‫‪500‬‬ ‫‪13,68‬‬
‫' ‪F92‬‬ ‫‪1‬‬ ‫‪1500‬‬ ‫‪1500‬‬ ‫‪500‬‬ ‫‪1,125‬‬
‫‪F106‬‬ ‫‪1‬‬ ‫‪1800‬‬ ‫‪1800‬‬ ‫‪500‬‬ ‫‪1,62‬‬
‫‪F107‬‬ ‫‪2‬‬ ‫‪1200‬‬ ‫‪1200‬‬ ‫‪500‬‬ ‫‪1,44‬‬
‫‪F109‬‬ ‫‪1‬‬ ‫‪900‬‬ ‫‪900‬‬ ‫‪500‬‬ ‫‪0,405‬‬
‫‪F110‬‬ ‫‪1‬‬ ‫‪800‬‬ ‫‪800‬‬ ‫‪500‬‬ ‫‪0,32‬‬
‫‪F111‬‬ ‫‪6‬‬ ‫‪1000‬‬ ‫‪1000‬‬ ‫‪500‬‬ ‫‪3‬‬
‫' ‪F111‬‬ ‫‪7‬‬ ‫‪800‬‬ ‫‪800‬‬ ‫‪500‬‬ ‫‪2,24‬‬
‫' ‪F123‬‬ ‫‪1‬‬ ‫‪2800‬‬ ‫‪2800‬‬ ‫‪600‬‬ ‫‪4,704‬‬
‫‪F131‬‬ ‫‪1‬‬ ‫‪2900‬‬ ‫‪2900‬‬ ‫‪600‬‬ ‫‪5,046‬‬
‫‪F132‬‬ ‫‪5‬‬ ‫‪4500‬‬ ‫‪4500‬‬ ‫‪600‬‬ ‫‪60,75‬‬
‫‪F135‬‬ ‫‪1‬‬ ‫‪3700‬‬ ‫‪3700‬‬ ‫‪600‬‬ ‫‪8,214‬‬
‫‪F140‬‬ ‫‪2‬‬ ‫‪1500‬‬ ‫‪1500‬‬ ‫‪500‬‬ ‫‪2,25‬‬
‫‪slab 500‬‬ ‫‪8‬‬ ‫‪50,12‬‬
‫‪slab 600‬‬ ‫‪6‬‬ ‫‪793,22‬‬
‫‪slab 800‬‬ ‫‪1‬‬ ‫‪945,31‬‬
‫‪total‬‬ ‫‪2346,497‬‬
‫‪- 58 -‬‬
‫‪Table.( 5.3 ): RFT for footings‬‬
‫‪Footing‬‬
‫‪Dimension‬‬ ‫‪Long Direction‬‬ ‫‪Short Direction‬‬
‫‪Ite‬‬ ‫‪N‬‬ ‫‪Leng‬‬ ‫‪Wid‬‬ ‫‪dep‬‬ ‫‪Volu‬‬ ‫‪di‬‬ ‫‪W/‬‬ ‫‪Spaci‬‬ ‫‪di‬‬ ‫‪W/‬‬ ‫‪Spaci‬‬
‫‪Steel‬‬
‫‪ms‬‬ ‫‪o‬‬ ‫‪th‬‬ ‫‪th‬‬ ‫‪th‬‬ ‫‪me‬‬ ‫‪a‬‬ ‫‪M‬‬ ‫‪ng‬‬ ‫‪a‬‬ ‫‪M‬‬ ‫‪ng‬‬
‫‪1‬‬ ‫‪0,8‬‬ ‫‪1‬‬ ‫‪0,8‬‬
‫‪F2‬‬ ‫‪1‬‬ ‫‪1,5‬‬ ‫‪1,5‬‬ ‫‪0,6‬‬ ‫‪1,35‬‬ ‫‪0,15‬‬ ‫‪0,15‬‬ ‫‪50,6‬‬
‫‪2‬‬ ‫‪89‬‬ ‫‪2‬‬ ‫‪89‬‬
‫‪1‬‬ ‫‪1,5‬‬ ‫‪1‬‬ ‫‪1,5‬‬
‫‪F6‬‬ ‫‪1‬‬ ‫‪2,7‬‬ ‫‪2,7‬‬ ‫‪0,6‬‬ ‫‪4,37‬‬ ‫‪0,15‬‬ ‫‪0,15‬‬ ‫‪222,8‬‬
‫‪6‬‬ ‫‪80‬‬ ‫‪6‬‬ ‫‪80‬‬
‫‪1‬‬ ‫‪0,8‬‬ ‫‪1‬‬ ‫‪0,8‬‬
‫‪F7‬‬ ‫‪2‬‬ ‫‪1,9‬‬ ‫‪1,9‬‬ ‫‪0,6‬‬ ‫‪4,33‬‬ ‫‪0,125‬‬ ‫‪0,125‬‬ ‫‪170,7‬‬
‫‪2‬‬ ‫‪89‬‬ ‫‪2‬‬ ‫‪89‬‬
‫‪1‬‬ ‫‪2,0‬‬ ‫‪1‬‬ ‫‪2,0‬‬
‫‪F10‬‬ ‫‪1‬‬ ‫‪3,6‬‬ ‫‪3,6‬‬ ‫‪0,6‬‬ ‫‪7,78‬‬ ‫‪0,1‬‬ ‫‪0,1‬‬ ‫‪674,9‬‬
‫‪8‬‬ ‫‪00‬‬ ‫‪8‬‬ ‫‪00‬‬
‫‪1‬‬ ‫‪1,5‬‬ ‫‪1‬‬ ‫‪1,5‬‬
‫‪F13‬‬ ‫‪2‬‬ ‫‪3‬‬ ‫‪3‬‬ ‫‪0,6‬‬ ‫‪10,80‬‬ ‫‪0,1‬‬ ‫‪0,1‬‬ ‫‪779,0‬‬
‫‪6‬‬ ‫‪80‬‬ ‫‪6‬‬ ‫‪80‬‬
‫‪F15‬‬ ‫‪1‬‬ ‫‪2,0‬‬ ‫‪1‬‬ ‫‪2,0‬‬
‫‪1‬‬ ‫‪3,2‬‬ ‫‪3,2‬‬ ‫‪0,6‬‬ ‫‪6,14‬‬ ‫‪0,1‬‬ ‫‪0,1‬‬ ‫‪549,1‬‬
‫'‬ ‫‪8‬‬ ‫‪00‬‬ ‫‪8‬‬ ‫‪00‬‬
‫‪1‬‬ ‫‪0,8‬‬ ‫‪1‬‬ ‫‪0,8‬‬
‫‪F17‬‬ ‫‪1‬‬ ‫‪3,1‬‬ ‫‪3,1‬‬ ‫‪0,6‬‬ ‫‪5,77‬‬ ‫‪0,125‬‬ ‫‪0,125‬‬ ‫‪191,1‬‬
‫‪2‬‬ ‫‪89‬‬ ‫‪2‬‬ ‫‪89‬‬
‫‪F17‬‬ ‫‪1‬‬ ‫‪2,0‬‬ ‫‪1‬‬ ‫‪2,0‬‬
‫‪1‬‬ ‫‪3,1‬‬ ‫‪3,1‬‬ ‫‪0,6‬‬ ‫‪5,77‬‬ ‫‪0,125‬‬ ‫‪0,125‬‬ ‫‪420,5‬‬
‫'‬ ‫‪8‬‬ ‫‪00‬‬ ‫‪8‬‬ ‫‪00‬‬
‫‪1‬‬ ‫‪2,0‬‬ ‫‪1‬‬ ‫‪2,0‬‬ ‫‪1883,‬‬
‫‪F19‬‬ ‫‪3‬‬ ‫‪3,9‬‬ ‫‪3,9‬‬ ‫‪0,6‬‬ ‫‪27,38‬‬ ‫‪0,125‬‬ ‫‪0,125‬‬
‫‪8‬‬ ‫‪00‬‬ ‫‪8‬‬ ‫‪00‬‬ ‫‪6‬‬
‫‪2‬‬ ‫‪2,4‬‬ ‫‪2‬‬ ‫‪2,4‬‬ ‫‪1744,‬‬
‫‪F20‬‬ ‫‪2‬‬ ‫‪3,7‬‬ ‫‪3,7‬‬ ‫‪0,6‬‬ ‫‪16,43‬‬ ‫‪0,1‬‬ ‫‪0,1‬‬
‫‪0‬‬ ‫‪69‬‬ ‫‪0‬‬ ‫‪69‬‬ ‫‪7‬‬
‫‪F21‬‬ ‫‪1‬‬ ‫‪2,0‬‬ ‫‪1‬‬ ‫‪2,0‬‬
‫‪1‬‬ ‫‪4,3‬‬ ‫‪4,3‬‬ ‫‪0,6‬‬ ‫‪11,09‬‬ ‫‪0,1‬‬ ‫‪0,1‬‬ ‫‪925,8‬‬
‫'‬ ‫‪8‬‬ ‫‪00‬‬ ‫‪8‬‬ ‫‪00‬‬
‫‪1‬‬ ‫‪2,0‬‬ ‫‪1‬‬ ‫‪2,0‬‬ ‫‪1831,‬‬
‫‪F23‬‬ ‫‪3‬‬ ‫‪3,4‬‬ ‫‪3,4‬‬ ‫‪0,6‬‬ ‫‪20,81‬‬ ‫‪0,1‬‬ ‫‪0,1‬‬
‫‪8‬‬ ‫‪00‬‬ ‫‪8‬‬ ‫‪00‬‬ ‫‪2‬‬
‫‪1‬‬ ‫‪1,5‬‬ ‫‪1‬‬ ‫‪1,5‬‬
‫‪F27‬‬ ‫‪2‬‬ ‫‪2,8‬‬ ‫‪2,8‬‬ ‫‪0,6‬‬ ‫‪9,41‬‬ ‫‪0,125‬‬ ‫‪0,125‬‬ ‫‪561,1‬‬
‫‪6‬‬ ‫‪80‬‬ ‫‪6‬‬ ‫‪80‬‬
‫‪1‬‬ ‫‪0,8‬‬ ‫‪1‬‬ ‫‪0,8‬‬
‫‪F28‬‬ ‫‪2‬‬ ‫‪1,5‬‬ ‫‪1,5‬‬ ‫‪0,6‬‬ ‫‪2,70‬‬ ‫‪0,125‬‬ ‫‪0,125‬‬ ‫‪118,3‬‬
‫‪2‬‬ ‫‪89‬‬ ‫‪2‬‬ ‫‪89‬‬
‫‪- 59 -‬‬
‫‪1‬‬ ‫‪1 0,8‬‬ ‫‪1 0,8‬‬
‫‪F34‬‬ ‫‪1,3‬‬ ‫‪1,3 0,5 13,52‬‬ ‫‪0,15‬‬ ‫‪0,15‬‬ ‫‪601,3‬‬
‫‪6‬‬ ‫‪2 89‬‬ ‫‪2 89‬‬
‫‪1‬‬ ‫‪1‬‬ ‫‪0,8‬‬ ‫‪1‬‬ ‫‪0,8‬‬ ‫‪1580,‬‬
‫‪F35‬‬ ‫‪2,4‬‬ ‫‪2,4‬‬ ‫‪0,5‬‬ ‫‪31,68‬‬ ‫‪0,1‬‬ ‫‪0,1‬‬
‫‪1‬‬ ‫‪2‬‬ ‫‪89‬‬ ‫‪2‬‬ ‫‪89‬‬ ‫‪7‬‬
‫‪4‬‬ ‫‪164,0 1‬‬ ‫‪1,5‬‬ ‫‪1‬‬ ‫‪1,5‬‬ ‫‪1122‬‬
‫‪F38‬‬ ‫‪2,7‬‬ ‫‪2,7‬‬ ‫‪0,5‬‬ ‫‪0,125‬‬ ‫‪0,125‬‬
‫‪5‬‬ ‫‪3‬‬ ‫‪6‬‬ ‫‪80‬‬ ‫‪6‬‬ ‫‪80‬‬ ‫‪8,2‬‬
‫‪1‬‬ ‫‪1‬‬ ‫‪0,8‬‬ ‫‪1‬‬ ‫‪0,8‬‬
‫‪F40‬‬ ‫‪1,5‬‬ ‫‪1,5‬‬ ‫‪0,5‬‬ ‫‪20,25‬‬ ‫‪0,15‬‬ ‫‪0,15‬‬ ‫‪841,0‬‬
‫‪8‬‬ ‫‪2‬‬ ‫‪89‬‬ ‫‪2‬‬ ‫‪89‬‬
‫‪1‬‬ ‫‪1‬‬ ‫‪0,8‬‬ ‫‪1‬‬ ‫‪0,8‬‬
‫‪F42‬‬ ‫‪1,9‬‬ ‫‪1,9‬‬ ‫‪0,5‬‬ ‫‪19,86‬‬ ‫‪0,15‬‬ ‫‪0,15‬‬ ‫‪746,5‬‬
‫‪1‬‬ ‫‪2‬‬ ‫‪89‬‬ ‫‪2‬‬ ‫‪89‬‬
‫‪F42‬‬ ‫‪1‬‬ ‫‪1,5‬‬ ‫‪1‬‬ ‫‪1,5‬‬
‫‪3‬‬ ‫‪1,4‬‬ ‫‪1,4‬‬ ‫‪0,6‬‬ ‫‪3,53‬‬ ‫‪0,125‬‬ ‫‪0,125‬‬ ‫‪276,4‬‬
‫'‬ ‫‪6‬‬ ‫‪80‬‬ ‫‪6‬‬ ‫‪80‬‬
‫‪1‬‬ ‫‪2,0‬‬ ‫‪1‬‬ ‫‪2,0‬‬ ‫‪2760,‬‬
‫‪F44‬‬ ‫‪5‬‬ ‫‪3,3‬‬ ‫‪3,3‬‬ ‫‪0,5‬‬ ‫‪27,23‬‬ ‫‪0,1‬‬ ‫‪0,1‬‬
‫‪8‬‬ ‫‪00‬‬ ‫‪8‬‬ ‫‪00‬‬ ‫‪7‬‬
‫‪1‬‬ ‫‪0,8‬‬ ‫‪1‬‬ ‫‪0,8‬‬
‫‪F45‬‬ ‫‪1‬‬ ‫‪2,3‬‬ ‫‪2,3‬‬ ‫‪0,5‬‬ ‫‪2,65‬‬ ‫‪0,1‬‬ ‫‪0,125‬‬ ‫‪121,4‬‬
‫‪2‬‬ ‫‪89‬‬ ‫‪2‬‬ ‫‪89‬‬
‫‪1‬‬ ‫‪0,8‬‬ ‫‪1‬‬ ‫‪0,8‬‬
‫‪F52‬‬ ‫‪8‬‬ ‫‪1,7‬‬ ‫‪1,7‬‬ ‫‪0,6‬‬ ‫‪13,87‬‬ ‫‪0,125‬‬ ‫‪0,125‬‬ ‫‪573,4‬‬
‫‪2‬‬ ‫‪89‬‬ ‫‪2‬‬ ‫‪89‬‬
‫‪1‬‬ ‫‪0,8‬‬ ‫‪1‬‬ ‫‪0,8‬‬
‫‪F65‬‬ ‫‪2‬‬ ‫‪2,1‬‬ ‫‪2,1‬‬ ‫‪0,7‬‬ ‫‪6,17‬‬ ‫‪0,125‬‬ ‫‪0,125‬‬ ‫‪212,9‬‬
‫‪2‬‬ ‫‪89‬‬ ‫‪2‬‬ ‫‪89‬‬
‫‪1‬‬ ‫‪2,0‬‬ ‫‪1‬‬ ‫‪2,0‬‬
‫‪F71‬‬ ‫‪1‬‬ ‫‪1,5‬‬ ‫‪1,5‬‬ ‫‪0,6‬‬ ‫‪1,35‬‬ ‫‪0,1‬‬ ‫‪0,1‬‬ ‫‪157,3‬‬
‫‪8‬‬ ‫‪00‬‬ ‫‪8‬‬ ‫‪00‬‬
‫‪1‬‬ ‫‪1,5‬‬ ‫‪1‬‬ ‫‪1,5‬‬
‫‪F86‬‬ ‫‪1‬‬ ‫‪1,1‬‬ ‫‪1,1‬‬ ‫‪0,5‬‬ ‫‪0,61‬‬ ‫‪0,15‬‬ ‫‪0,15‬‬ ‫‪50,1‬‬
‫‪6‬‬ ‫‪80‬‬ ‫‪6‬‬ ‫‪80‬‬
‫‪1‬‬ ‫‪2,0‬‬ ‫‪1‬‬ ‫‪2,0‬‬
‫‪F87‬‬ ‫‪4‬‬ ‫‪1,7‬‬ ‫‪1,7‬‬ ‫‪0,5‬‬ ‫‪5,78‬‬ ‫‪0,1‬‬ ‫‪0,1‬‬ ‫‪708,0‬‬
‫‪8‬‬ ‫‪00‬‬ ‫‪8‬‬ ‫‪00‬‬
‫‪1‬‬ ‫‪1,5‬‬ ‫‪1‬‬ ‫‪1,5‬‬
‫‪F88‬‬ ‫‪1‬‬ ‫‪1,5‬‬ ‫‪1,5‬‬ ‫‪0,6‬‬ ‫‪1,35‬‬ ‫‪0,125‬‬ ‫‪0,125‬‬ ‫‪102,3‬‬
‫‪6‬‬ ‫‪80‬‬ ‫‪6‬‬ ‫‪80‬‬
‫‪1‬‬ ‫‪1,5‬‬ ‫‪1‬‬ ‫‪1,5‬‬
‫‪F89‬‬ ‫‪6‬‬ ‫‪1,3‬‬ ‫‪1,3‬‬ ‫‪0,5‬‬ ‫‪5,07‬‬ ‫‪0,125‬‬ ‫‪0,125‬‬ ‫‪451,6‬‬
‫‪6‬‬ ‫‪80‬‬ ‫‪6‬‬ ‫‪80‬‬
‫‪1‬‬ ‫‪1,5‬‬ ‫‪1‬‬ ‫‪1,5‬‬
‫‪F90‬‬ ‫‪4‬‬ ‫‪1‬‬ ‫‪1‬‬ ‫‪0,5‬‬ ‫‪2,00‬‬ ‫‪0,15‬‬ ‫‪0,15‬‬ ‫‪174,6‬‬
‫‪6‬‬ ‫‪80‬‬ ‫‪6‬‬ ‫‪80‬‬
‫‪1‬‬ ‫‪1‬‬ ‫‪1,5‬‬ ‫‪1‬‬ ‫‪1,5‬‬ ‫‪1083,‬‬
‫‪F91‬‬ ‫‪1,2‬‬ ‫‪1,2‬‬ ‫‪0,5‬‬ ‫‪13,68‬‬ ‫‪0,15‬‬ ‫‪0,15‬‬
‫‪9‬‬ ‫‪6‬‬ ‫‪80‬‬ ‫‪6‬‬ ‫‪80‬‬ ‫‪1‬‬
‫‪F92‬‬ ‫‪1‬‬ ‫‪1,5‬‬ ‫‪1‬‬ ‫‪1,5‬‬
‫‪1‬‬ ‫‪1,5‬‬ ‫‪1,5‬‬ ‫‪0,5‬‬ ‫‪1,13‬‬ ‫‪0,15‬‬ ‫‪0,15‬‬ ‫‪80,2‬‬
‫'‬ ‫‪6‬‬ ‫‪80‬‬ ‫‪6‬‬ ‫‪80‬‬
‫‪- 60 -‬‬
‫‪F10‬‬ ‫‪1 1,5‬‬ ‫‪1 1,5‬‬
‫‪1 1,8‬‬ ‫‪1,8 0,5 1,62‬‬ ‫‪0,15‬‬ ‫‪0,15‬‬ ‫‪107,2‬‬
‫‪6‬‬ ‫‪6 80‬‬ ‫‪6 80‬‬
‫‪F10‬‬ ‫‪1‬‬ ‫‪1,5‬‬ ‫‪1‬‬ ‫‪1,5‬‬
‫‪2‬‬ ‫‪1,2‬‬ ‫‪1,2‬‬ ‫‪0,5‬‬ ‫‪1,44‬‬ ‫‪0,15‬‬ ‫‪0,15‬‬ ‫‪114,0‬‬
‫‪7‬‬ ‫‪6‬‬ ‫‪80‬‬ ‫‪6‬‬ ‫‪80‬‬
‫‪F10‬‬ ‫‪1‬‬ ‫‪1,5‬‬ ‫‪1‬‬ ‫‪1,5‬‬
‫‪1‬‬ ‫‪0,9‬‬ ‫‪0,9‬‬ ‫‪0,5‬‬ ‫‪0,41‬‬ ‫‪0,15‬‬ ‫‪0,15‬‬ ‫‪37,6‬‬
‫‪9‬‬ ‫‪6‬‬ ‫‪80‬‬ ‫‪6‬‬ ‫‪80‬‬
‫‪F11‬‬ ‫‪1‬‬ ‫‪1,5‬‬ ‫‪1‬‬ ‫‪1,5‬‬
‫‪1‬‬ ‫‪0,8‬‬ ‫‪0,8‬‬ ‫‪0,5‬‬ ‫‪0,32‬‬ ‫‪0,15‬‬ ‫‪0,15‬‬ ‫‪32,0‬‬
‫‪0‬‬ ‫‪6‬‬ ‫‪80‬‬ ‫‪6‬‬ ‫‪80‬‬
‫‪F11‬‬ ‫‪1‬‬ ‫‪1,5‬‬ ‫‪1‬‬ ‫‪1,5‬‬
‫‪6‬‬ ‫‪1‬‬ ‫‪1‬‬ ‫‪0,5‬‬ ‫‪3,00‬‬ ‫‪0,15‬‬ ‫‪0,15‬‬ ‫‪262,0‬‬
‫‪1‬‬ ‫‪6‬‬ ‫‪80‬‬ ‫‪6‬‬ ‫‪80‬‬
‫‪F11‬‬ ‫‪1‬‬ ‫‪1,5‬‬ ‫‪1‬‬ ‫‪1,5‬‬
‫‪7‬‬ ‫‪0,8‬‬ ‫‪0,8‬‬ ‫‪0,5‬‬ ‫‪2,24‬‬ ‫‪0,15‬‬ ‫‪0,15‬‬ ‫‪224,0‬‬
‫'‪1‬‬ ‫‪6‬‬ ‫‪80‬‬ ‫‪6‬‬ ‫‪80‬‬
‫‪F12‬‬ ‫‪1‬‬ ‫‪1,5‬‬ ‫‪1‬‬ ‫‪1,5‬‬
‫‪1‬‬ ‫‪2,8‬‬ ‫‪2,8‬‬ ‫‪0,6‬‬ ‫‪4,70‬‬ ‫‪0,15‬‬ ‫‪0,15‬‬ ‫‪236,9‬‬
‫'‪3‬‬ ‫‪6‬‬ ‫‪80‬‬ ‫‪6‬‬ ‫‪80‬‬
‫‪F13‬‬ ‫‪1‬‬ ‫‪1,5‬‬ ‫‪1‬‬ ‫‪1,5‬‬
‫‪1‬‬ ‫‪2,9‬‬ ‫‪2,9‬‬ ‫‪0,6‬‬ ‫‪5,05‬‬ ‫‪0,15‬‬ ‫‪0,15‬‬ ‫‪251,4‬‬
‫‪1‬‬ ‫‪6‬‬ ‫‪80‬‬ ‫‪6‬‬ ‫‪80‬‬
‫‪F13‬‬ ‫‪1‬‬ ‫‪2,0‬‬ ‫‪1‬‬ ‫‪2,0‬‬ ‫‪5023,‬‬
‫‪5‬‬ ‫‪4,5‬‬ ‫‪4,5‬‬ ‫‪0,6‬‬ ‫‪60,75‬‬ ‫‪0,1‬‬ ‫‪0,1‬‬
‫‪2‬‬ ‫‪8‬‬ ‫‪00‬‬ ‫‪8‬‬ ‫‪00‬‬ ‫‪5‬‬
‫‪F13‬‬ ‫‪2‬‬ ‫‪2,9‬‬ ‫‪2‬‬ ‫‪2,9‬‬
‫‪1‬‬ ‫‪3,7‬‬ ‫‪3,7‬‬ ‫‪0,6‬‬ ‫‪8,21‬‬ ‫‪0,125‬‬ ‫‪0,125‬‬ ‫‪850,2‬‬
‫‪5‬‬ ‫‪2‬‬ ‫‪88‬‬ ‫‪2‬‬ ‫‪88‬‬
‫‪F14‬‬ ‫‪1‬‬ ‫‪1,5‬‬ ‫‪1‬‬ ‫‪1,5‬‬
‫‪2‬‬ ‫‪1,5‬‬ ‫‪1,5‬‬ ‫‪0,5‬‬ ‫‪2,25‬‬ ‫‪0,15‬‬ ‫‪0,15‬‬ ‫‪160,4‬‬
‫‪0‬‬ ‫‪6‬‬ ‫‪80‬‬ ‫‪6‬‬ ‫‪80‬‬
‫‪557,8‬‬ ‫‪3917‬‬
‫‪5‬‬ ‫‪2,3‬‬
‫‪- 61 -‬‬
‫‪NO.‬‬ ‫‪NO.‬‬
‫‪BAR‬‬ ‫‪LENGT‬‬ ‫‪TOT‬‬ ‫‪A‬‬ ‫‪B‬‬ ‫‪C‬‬
‫‪T‬‬ ‫‪OF‬‬ ‫‪IN‬‬ ‫‪TOTA‬‬
‫‪TYPE‬‬ ‫‪MAR‬‬ ‫‪H‬‬ ‫‪AL‬‬ ‫‪(mm‬‬ ‫‪(mm‬‬ ‫‪(mm‬‬ ‫‪SHAPE & SIZE‬‬
‫)‪(mm‬‬ ‫‪MEM‬‬ ‫‪EAC‬‬ ‫‪L WT.‬‬
‫‪K‬‬ ‫)‪(mm‬‬ ‫‪Qty‬‬ ‫)‬ ‫)‬ ‫)‬
‫‪.‬‬ ‫‪H‬‬ ‫)‪(TON‬‬
‫‪140‬‬
‫‪01‬‬ ‫‪2200‬‬ ‫‪T 16 1‬‬ ‫‪15‬‬ ‫‪15‬‬ ‫‪400‬‬ ‫‪400‬‬ ‫‪0,05‬‬
‫‪0‬‬
‫‪200‬‬
‫‪02‬‬ ‫‪2800‬‬ ‫‪T 16 1‬‬ ‫‪11‬‬ ‫‪11‬‬ ‫‪400‬‬ ‫‪400‬‬ ‫‪0,05‬‬
‫‪0‬‬
‫‪125 140 125‬‬

‫‪03‬‬ ‫‪3900‬‬ ‫‪T 12 2‬‬ ‫‪1‬‬ ‫‪2‬‬ ‫‪0,01‬‬
‫‪0‬‬ ‫‪0‬‬ ‫‪0‬‬
‫‪100 200‬‬
‫‪04‬‬ ‫‪3000‬‬ ‫‪T 22 1‬‬ ‫‪20‬‬ ‫‪20‬‬ ‫‪0,18‬‬
‫‪0‬‬ ‫‪0‬‬
‫‪05‬‬ ‫‪2200‬‬ ‫‪T 08 1‬‬ ‫‪4‬‬ ‫‪4‬‬ ‫‪500 500 100‬‬ ‫‪0,00‬‬
‫‪06‬‬ ‫‪1450‬‬ ‫‪T 08 2‬‬ ‫‪4‬‬ ‫‪8‬‬ ‫‪500 125 100‬‬ ‫‪0,01‬‬
‫‪F125/C73‬‬
‫‪250‬‬
‫‪11‬‬ ‫‪3300‬‬ ‫‪T 16 2‬‬ ‫‪21‬‬ ‫‪42‬‬ ‫‪400‬‬ ‫‪400‬‬ ‫‪0,22‬‬
‫‪0‬‬
‫‪250‬‬
‫‪12‬‬ ‫‪3300‬‬ ‫‪T 16 2‬‬ ‫‪21‬‬ ‫‪42‬‬ ‫‪400‬‬ ‫‪400‬‬ ‫‪0,22‬‬
‫‪F39/C73‬‬
‫‪0‬‬
‫‪- 62 -‬‬
‫‪150 250 150‬‬

‫‪13‬‬ ‫‪5500‬‬ ‫‪T 12 4‬‬ ‫‪1‬‬ ‫‪4‬‬ ‫‪0,02‬‬
‫‪0‬‬ ‫‪0‬‬ ‫‪0‬‬
‫‪200‬‬
‫‪14‬‬ ‫‪2200‬‬ ‫‪T 16 2‬‬ ‫‪16‬‬ ‫‪32‬‬ ‫‪200‬‬ ‫‪0,11‬‬
‫‪0‬‬
‫‪15‬‬ ‫‪2200‬‬ ‫‪T 08 2‬‬ ‫‪6‬‬ ‫‪12‬‬ ‫‪500 500 100‬‬ ‫‪0,01‬‬
‫‪16‬‬ ‫‪1700‬‬ ‫‪T 08 4‬‬ ‫‪6‬‬ ‫‪24‬‬ ‫‪500 250 100‬‬ ‫‪0,02‬‬
‫‪17‬‬ ‫‪1270‬‬ ‫‪T 08 4‬‬ ‫‪6‬‬ ‫‪24‬‬ ‫‪500 35‬‬ ‫‪100‬‬ ‫‪0,01‬‬
‫‪160‬‬
‫‪21‬‬ ‫‪2400‬‬ ‫‪T 16 1‬‬ ‫‪21‬‬ ‫‪21‬‬ ‫‪400‬‬ ‫‪400‬‬ ‫‪0,08‬‬
‫‪0‬‬
‫‪250‬‬
‫‪22‬‬ ‫‪3300‬‬ ‫‪T 16 1‬‬ ‫‪14‬‬ ‫‪14‬‬ ‫‪400‬‬ ‫‪400‬‬ ‫‪0,07‬‬
‫‪0‬‬
‫‪260 160 150‬‬

‫‪23‬‬ ‫‪5700‬‬ ‫‪T 12 2‬‬ ‫‪1‬‬ ‫‪2‬‬ ‫‪0,01‬‬
‫‪0‬‬ ‫‪0‬‬ ‫‪0‬‬
‫‪250‬‬
‫‪24‬‬ ‫‪3000‬‬ ‫‪T 22 1‬‬ ‫‪20‬‬ ‫‪20‬‬ ‫‪500‬‬ ‫‪0,18‬‬
‫‪F89/C73‬‬
‫‪0‬‬
‫‪- 63 -‬‬
‫‪25‬‬ ‫‪2200‬‬ ‫‪T 08 1‬‬ ‫‪6‬‬ ‫‪6‬‬ ‫‪500 500 100‬‬ ‫‪0,01‬‬
‫‪26‬‬ ‫‪1450‬‬ ‫‪T 08 2‬‬ ‫‪6‬‬ ‫‪12‬‬ ‫‪500 125 100‬‬ ‫‪0,01‬‬
‫‪160‬‬
‫‪31‬‬ ‫‪2400‬‬ ‫‪T 16 1‬‬ ‫‪21‬‬ ‫‪21‬‬ ‫‪400‬‬ ‫‪400‬‬ ‫‪0,08‬‬
‫‪0‬‬
‫‪250‬‬
‫‪32‬‬ ‫‪3300‬‬ ‫‪T 16 1‬‬ ‫‪14‬‬ ‫‪14‬‬ ‫‪400‬‬ ‫‪400‬‬ ‫‪0,07‬‬
‫‪0‬‬
‫‪150 160 150‬‬

‫‪33‬‬ ‫‪4600‬‬ ‫‪T 12 2‬‬ ‫‪1‬‬ ‫‪2‬‬ ‫‪0,01‬‬
‫‪0‬‬ ‫‪0‬‬ ‫‪0‬‬
‫‪228‬‬
‫‪34‬‬ ‫‪3000‬‬ ‫‪T 25 1‬‬ ‫‪4‬‬ ‫‪4‬‬ ‫‪720‬‬ ‫‪0,05‬‬
‫‪0‬‬
‫‪350‬‬
‫‪35‬‬ ‫‪4000‬‬ ‫‪T 08 1‬‬ ‫‪16‬‬ ‫‪16‬‬ ‫‪500‬‬ ‫‪0,03‬‬
‫‪0‬‬
‫‪36‬‬ ‫‪2200‬‬ ‫‪T 08 1‬‬ ‫‪6‬‬ ‫‪6‬‬ ‫‪500 500 100‬‬ ‫‪0,01‬‬
‫‪F89/C74‬‬
‫‪- 64 -‬‬
‫‪37‬‬ ‫‪1450‬‬ ‫‪T 08 2‬‬ ‫‪6‬‬ ‫‪12‬‬ ‫‪500 125 100‬‬ ‫‪0,01‬‬
‫‪TO‬‬
‫‪Bar‬‬ ‫‪T1‬‬
‫‪T8‬‬ ‫‪T10‬‬ ‫‪T12‬‬ ‫‪T14‬‬ ‫‪T18 T25 TA‬‬ ‫‪1,50‬‬
‫‪Dia‬‬ ‫‪6‬‬
‫‪L‬‬
‫‪Weigh‬‬ ‫‪0,9‬‬ ‫‪0,0‬‬ ‫‪0,0‬‬ ‫‪1,5‬‬

‫‪0,1‬‬ ‫‪0‬‬ ‫‪0,05‬‬ ‫‪0‬‬
‫)‪t(Ton‬‬ ‫‪6‬‬ ‫‪0‬‬ ‫‪5‬‬ ‫‪0‬‬
‫‪- 65 -‬‬
‫ــــــــــــــــــــــ‬
‫‪STARTER‬‬ ‫‪BARS‬‬ ‫ـــــــــــــــــــــــــــــــــــــــــــــــــــــــــــــــــــــــــــــــــــــــــــــــــــــــــــــــــــــــــــــــــــــــــــــــــــــــــــــــــــــــ‬
‫‪N‬‬
‫‪N‬‬ ‫‪Le‬‬
‫‪S‬‬ ‫‪o‬‬
‫‪o‬‬ ‫‪ng‬‬
‫‪ite‬‬ ‫‪Diame‬‬ ‫‪T‬‬ ‫‪STR.Le‬‬ ‫‪of‬‬
‫‪No of‬‬ ‫‪W/M‬‬ ‫‪th steel‬‬ ‫‪W/M‬‬ ‫‪dist,‬‬ ‫‪steel‬‬
‫‪ms‬‬ ‫‪ter‬‬ ‫‪R.‬‬ ‫‪ngth‬‬ ‫‪sti‬‬
‫‪ba‬‬ ‫‪ba‬‬
‫‪D‬‬ ‫‪rru‬‬
‫‪r‬‬ ‫‪r‬‬
‫‪ps‬‬
‫‪1,58‬‬ ‫‪12,5‬‬
‫‪C1‬‬ ‫‪86‬‬ ‫‪16‬‬ ‫‪16‬‬ ‫‪2‬‬ ‫‪4.348,84‬‬ ‫‪8‬‬ ‫‪0,395‬‬ ‫‪7,92‬‬ ‫‪0,15‬‬ ‫‪4‬‬
‫‪0‬‬ ‫‪2‬‬
‫‪2,00‬‬
‫‪C2‬‬ ‫‪4‬‬ ‫‪12‬‬ ‫‪18‬‬ ‫‪2‬‬ ‫‪192,00‬‬ ‫‪8‬‬ ‫‪0,395‬‬ ‫‪4,45‬‬ ‫‪0,15‬‬ ‫‪4‬‬ ‫‪7,03‬‬
‫‪0‬‬
‫‪1,58‬‬ ‫‪12,5‬‬
‫‪C7‬‬ ‫‪16‬‬ ‫‪16‬‬ ‫‪16‬‬ ‫‪2‬‬ ‫‪809,09‬‬ ‫‪8‬‬ ‫‪0,395‬‬ ‫‪7,93‬‬ ‫‪0,15‬‬ ‫‪4‬‬
‫‪0‬‬ ‫‪3‬‬
‫‪C2‬‬ ‫‪1,58‬‬
‫‪45‬‬ ‫‪20‬‬ ‫‪16‬‬ ‫‪2‬‬ ‫‪2.844,44‬‬ ‫‪8‬‬ ‫‪0,395‬‬ ‫‪5,87‬‬ ‫‪0,15‬‬ ‫‪4‬‬ ‫‪9,28‬‬
‫‪4‬‬ ‫‪0‬‬
‫‪C2‬‬ ‫‪2,00‬‬ ‫‪16,1‬‬
‫‪2‬‬ ‫‪18‬‬ ‫‪18‬‬ ‫‪2‬‬ ‫‪144,00‬‬ ‫‪8‬‬ ‫‪0,395‬‬ ‫‪10,2‬‬ ‫‪0,15‬‬ ‫‪4‬‬
‫‪6‬‬ ‫‪0‬‬ ‫‪2‬‬
‫‪C2‬‬ ‫‪1,58‬‬
‫‪9‬‬ ‫‪20‬‬ ‫‪16‬‬ ‫‪2‬‬ ‫‪568,89‬‬ ‫‪8‬‬ ‫‪0,395‬‬ ‫‪5,9‬‬ ‫‪0,15‬‬ ‫‪4‬‬ ‫‪9,32‬‬
‫‪7‬‬ ‫‪0‬‬
‫‪C2‬‬ ‫‪1,58‬‬
‫‪8‬‬ ‫‪20‬‬ ‫‪16‬‬ ‫‪2‬‬ ‫‪505,68‬‬ ‫‪8‬‬ ‫‪0,395‬‬ ‫‪5,9‬‬ ‫‪0,15‬‬ ‫‪4‬‬ ‫‪9,32‬‬
‫‪8‬‬ ‫‪0‬‬
‫‪C2‬‬ ‫‪1,58‬‬
‫‪9‬‬ ‫‪20‬‬ ‫‪16‬‬ ‫‪2‬‬ ‫‪568,89‬‬ ‫‪8‬‬ ‫‪0,395‬‬ ‫‪5,9‬‬ ‫‪0,15‬‬ ‫‪4‬‬ ‫‪9,32‬‬
‫‪9‬‬ ‫‪0‬‬
‫‪C3‬‬ ‫‪2,00‬‬
‫‪12‬‬ ‫‪14‬‬ ‫‪18‬‬ ‫‪2‬‬ ‫‪672,00‬‬ ‫‪8‬‬ ‫‪0,395‬‬ ‫‪4,5‬‬ ‫‪0,15‬‬ ‫‪4‬‬ ‫‪7,11‬‬
‫‪0‬‬ ‫‪0‬‬
‫‪C3‬‬ ‫‪1,58‬‬
‫‪7‬‬ ‫‪16‬‬ ‫‪16‬‬ ‫‪2‬‬ ‫‪353,98‬‬ ‫‪8‬‬ ‫‪0,395‬‬ ‫‪1,87‬‬ ‫‪0,15‬‬ ‫‪4‬‬ ‫‪2,96‬‬
‫‪1‬‬ ‫‪0‬‬
‫‪C5‬‬ ‫‪1,58‬‬
‫‪1‬‬ ‫‪10‬‬ ‫‪16‬‬ ‫‪2‬‬ ‫‪31,60‬‬ ‫‪8‬‬ ‫‪0,395‬‬ ‫‪1,15‬‬ ‫‪0,15‬‬ ‫‪4‬‬ ‫‪1,82‬‬
‫‪6‬‬ ‫‪0‬‬
‫‪C7‬‬ ‫‪2,00‬‬ ‫‪10,8‬‬
‫‪1‬‬ ‫‪24‬‬ ‫‪18‬‬ ‫‪2‬‬ ‫‪96,00‬‬ ‫‪8‬‬ ‫‪0,395‬‬ ‫‪6,86‬‬ ‫‪0,15‬‬ ‫‪4‬‬
‫‪1‬‬ ‫‪0‬‬ ‫‪4‬‬
‫‪C7‬‬ ‫‪1,58‬‬ ‫‪12,5‬‬
‫‪7‬‬ ‫‪16‬‬ ‫‪16‬‬ ‫‪2‬‬ ‫‪353,98‬‬ ‫‪8‬‬ ‫‪0,395‬‬ ‫‪7,92‬‬ ‫‪0,15‬‬ ‫‪4‬‬
‫‪2‬‬ ‫‪0‬‬ ‫‪2‬‬
‫‪C7‬‬ ‫‪2,98‬‬
‫‪52‬‬ ‫‪20‬‬ ‫‪22‬‬ ‫‪2‬‬ ‫‪6.214,32‬‬ ‫‪8‬‬ ‫‪0,395‬‬ ‫‪5,05‬‬ ‫‪0,15‬‬ ‫‪4‬‬ ‫‪7,98‬‬
‫‪4‬‬ ‫‪8‬‬
‫‪C7‬‬ ‫‪2,98‬‬
‫‪1‬‬ ‫‪20‬‬ ‫‪22‬‬ ‫‪2‬‬ ‫‪119,51‬‬ ‫‪8‬‬ ‫‪0,395‬‬ ‫‪5,51‬‬ ‫‪0,15‬‬ ‫‪4‬‬ ‫‪8,71‬‬
‫‪5‬‬ ‫‪8‬‬
‫‪- 66 -‬‬
‫‪C8‬‬ ‫‪1,58‬‬ ‫‪12,5‬‬
‫‪16 16 16‬‬ ‫‪2‬‬ ‫‪809,09‬‬ ‫‪8 0,395 7,92‬‬ ‫‪0,15‬‬ ‫‪4‬‬
‫‪6‬‬ ‫‪0‬‬ ‫‪2‬‬
‫‪C8‬‬ ‫‪2,98‬‬ ‫‪19,1‬‬
‫‪4‬‬ ‫‪32‬‬ ‫‪22‬‬ ‫‪2‬‬ ‫‪764,84‬‬ ‫‪8‬‬ ‫‪0,395‬‬ ‫‪12,1‬‬ ‫‪0,15‬‬ ‫‪4‬‬
‫‪7‬‬ ‫‪8‬‬ ‫‪2‬‬
‫‪C9‬‬ ‫‪1,58‬‬
‫‪2‬‬ ‫‪20‬‬ ‫‪16‬‬ ‫‪2‬‬ ‫‪126,42‬‬ ‫‪8‬‬ ‫‪0,395‬‬ ‫‪2,8‬‬ ‫‪0,15‬‬ ‫‪4‬‬ ‫‪4,42‬‬
‫‪3‬‬ ‫‪0‬‬
‫‪C‬‬
‫‪spe‬‬ ‫‪2,00‬‬ ‫‪16,0‬‬
‫‪1‬‬ ‫‪24‬‬ ‫‪18‬‬ ‫‪2‬‬ ‫‪96,00‬‬ ‫‪8‬‬ ‫‪0,395‬‬ ‫‪10,15‬‬ ‫‪0,15‬‬ ‫‪4‬‬
‫‪cial‬‬ ‫‪0‬‬ ‫‪4‬‬
‫‪1‬‬
‫‪CP‬‬ ‫‪1,58‬‬
‫‪6‬‬ ‫‪8‬‬ ‫‪16‬‬ ‫‪2‬‬ ‫‪151,70‬‬ ‫‪8‬‬ ‫‪0,395‬‬ ‫‪0,95‬‬ ‫‪0,15‬‬ ‫‪4‬‬ ‫‪1,50‬‬
‫‪L5‬‬ ‫‪0‬‬
‫‪149,‬‬
‫‪18.632,30‬‬
‫‪89‬‬
‫‪CON‬‬
‫‪STEEL‬‬ ‫‪RATIO‬‬
‫‪C.‬‬
‫‪557,8‬‬ ‫‪57954,‬‬ ‫‪103,88‬‬
‫‪5‬‬ ‫‪50‬‬ ‫‪96‬‬
‫‪- 67 -‬‬
Table.( 5.4 ): RFT of tie beams
BOTTOM STL
NO.b
tie axes NO. ott.R Lst.
F dia W/M bott bott.steel
t29 (Xa:Xf) 32 4 16 1,580 9 56,888889
(Xa:Xb),(
t29 9 4,85
Ya:Yi) 4 16 1,580 30,65679
(Xb:Xc),(Y
t29 8 8,2
a:Yh) 4 16 1,580 51,832099
(Xc:Xd),(Y
t29 9 9
a:Yi) 4 16 1,580 56,888889
(Xd:Xe),(
t29 9 8,2
Ya:Yi) 4 16 1,580 51,832099
(Xe:Xf),(Y
t29 1 5,75
e) 4 16 1,580 36,345679
(Xa:Xb),(
t29 1 4,95
Yb) 4 16 1,580 31,288889
t29 (Ya:Yb) 1 4 16 1,580 4,6 29,076543
(Xc:Xe),(Y
t22 3 9,2
a:Yb) 7 16 1,580 101,7679
(Xc:Xd),(Y
t13 2 9,6
a:Yb) 4 16 1,580 60,681481
(Xb),(Yh:
t7 1 9,6
Yi) 9 16 1,580 136,53333
(Xa),(Ya:
t7 1 9,2
Yb) 9 16 1,580 130,84444
(Xb:Xc),(Y
t7 1 8,2
i) 9 16 1,580 116,62222
t7 (Xe),(Yi) 1 4 16 1,580 5,75 36,345679
(Xa),(Ya:
t1 1 9,2
Yb) 8 16 1,580 116,30617
(Xa:Xb),(
t30 1 4,6
Ya:Yb) 4 18 2,000 36,8
- 68 -
‫‪(Xe),(Yh:‬‬
‫‪t14‬‬ ‫‪1‬‬ ‫‪9,6‬‬
‫)‪Yi‬‬ ‫‪6‬‬ ‫‪16 1,580‬‬ ‫‪91,022222‬‬
‫‪TOP STL‬‬ ‫‪stirrups‬‬
‫‪W/ Lst.t top.stee‬‬ ‫‪W/ Lst‬‬ ‫‪str.ste‬‬
‫‪NO.top.RF‬‬ ‫‪dia‬‬ ‫‪M op‬‬ ‫‪l‬‬ ‫‪NO. dia‬‬ ‫‪M r.‬‬ ‫‪el‬‬
‫‪1,‬‬ ‫‪0,‬‬
‫‪58‬‬ ‫‪9‬‬ ‫‪56,888‬‬ ‫‪61‬‬ ‫‪1,7 90,17‬‬
‫‪4‬‬ ‫‪16‬‬ ‫‪0‬‬ ‫‪889‬‬ ‫‪83‬‬ ‫‪10‬‬ ‫‪7‬‬ ‫‪6‬‬ ‫‪284‬‬
‫‪1,‬‬ ‫‪0,‬‬
‫‪58‬‬ ‫‪4,85 30,656‬‬ ‫‪61‬‬ ‫‪1,7 45,62‬‬
‫‪4‬‬ ‫‪16‬‬ ‫‪0‬‬ ‫‪79‬‬ ‫‪42‬‬ ‫‪10‬‬ ‫‪7‬‬ ‫‪6‬‬ ‫‪963‬‬
‫‪1,‬‬ ‫‪0,‬‬
‫‪58‬‬ ‫‪8,2‬‬ ‫‪51,832‬‬ ‫‪61‬‬ ‫‪1,7 81,48‬‬
‫‪4‬‬ ‫‪16‬‬ ‫‪0‬‬ ‫‪099‬‬ ‫‪75‬‬ ‫‪10‬‬ ‫‪7‬‬ ‫‪6‬‬ ‫‪1481‬‬
‫‪1,‬‬ ‫‪0,‬‬
‫‪58‬‬ ‫‪9‬‬ ‫‪56,888‬‬ ‫‪61‬‬ ‫‪1,7 90,17‬‬
‫‪4‬‬ ‫‪16‬‬ ‫‪0‬‬ ‫‪889‬‬ ‫‪83‬‬ ‫‪10‬‬ ‫‪7‬‬ ‫‪6‬‬ ‫‪284‬‬
‫‪1,‬‬ ‫‪0,‬‬
‫‪58‬‬ ‫‪8,2‬‬ ‫‪51,832‬‬ ‫‪61‬‬ ‫‪1,7 81,48‬‬
‫‪4‬‬ ‫‪16‬‬ ‫‪0‬‬ ‫‪099‬‬ ‫‪75‬‬ ‫‪10‬‬ ‫‪7‬‬ ‫‪6‬‬ ‫‪1481‬‬
‫‪1,‬‬ ‫‪0,‬‬
‫‪58‬‬ ‫‪5,75 36,345‬‬ ‫‪61‬‬ ‫‪1,7 55,40‬‬
‫‪4‬‬ ‫‪16‬‬ ‫‪0‬‬ ‫‪679‬‬ ‫‪51‬‬ ‫‪10‬‬ ‫‪7‬‬ ‫‪6‬‬ ‫‪7407‬‬
‫‪1,‬‬ ‫‪0,‬‬
‫‪58‬‬ ‫‪4,95 31,288‬‬ ‫‪61‬‬ ‫‪1,7 46,71‬‬
‫‪4‬‬ ‫‪16‬‬ ‫‪0‬‬ ‫‪889‬‬ ‫‪43‬‬ ‫‪10‬‬ ‫‪7‬‬ ‫‪6‬‬ ‫‪6049‬‬
‫‪1,‬‬ ‫‪0,‬‬
‫‪58‬‬ ‫‪4,6‬‬ ‫‪29,076‬‬ ‫‪61‬‬ ‫‪1,7 42,37‬‬
‫‪4‬‬ ‫‪16‬‬ ‫‪0‬‬ ‫‪543‬‬ ‫‪39‬‬ ‫‪10‬‬ ‫‪7‬‬ ‫‪6‬‬ ‫‪037‬‬
‫‪2,‬‬ ‫‪0,‬‬
‫‪98‬‬ ‫‪9,2‬‬ ‫‪329,83‬‬ ‫‪61‬‬ ‫‪6,6 346,8‬‬
‫‪12‬‬ ‫‪22‬‬ ‫‪8‬‬ ‫‪704‬‬ ‫‪85‬‬ ‫‪10‬‬ ‫‪7‬‬ ‫‪1‬‬ ‫‪2099‬‬
‫‪2,‬‬ ‫‪0,‬‬
‫‪2‬‬ ‫‪18‬‬ ‫‪00‬‬ ‫‪9,6‬‬ ‫‪89‬‬ ‫‪10‬‬ ‫‪61‬‬ ‫‪3,7 203,2‬‬
‫‪0‬‬ ‫‪38,4‬‬ ‫‪7‬‬ ‫‪716‬‬
‫‪1,‬‬ ‫‪0,‬‬
‫‪8‬‬ ‫‪16‬‬ ‫‪58‬‬ ‫‪9,6‬‬ ‫‪121,36‬‬ ‫‪89‬‬ ‫‪10‬‬ ‫‪61‬‬ ‫‪3,7 203,2‬‬
‫‪0‬‬ ‫‪296‬‬ ‫‪7‬‬ ‫‪716‬‬
‫‪- 69 -‬‬
‫‪1,‬‬ ‫‪0,‬‬
‫‪8‬‬ ‫‪16‬‬ ‫‪58 9,2 116,30 85‬‬ ‫‪10‬‬ ‫‪61 3,7 194,1‬‬
‫‪0‬‬ ‫‪617‬‬ ‫‪7‬‬ ‫‪358‬‬
‫‪1,‬‬ ‫‪0,‬‬
‫‪8‬‬ ‫‪16‬‬ ‫‪58‬‬ ‫‪8,2‬‬ ‫‪103,66‬‬ ‫‪75‬‬ ‫‪10‬‬ ‫‪61‬‬ ‫‪3,7 171,2‬‬
‫‪0‬‬ ‫‪42‬‬ ‫‪7‬‬ ‫‪963‬‬
‫‪1,‬‬ ‫‪0,‬‬
‫‪8‬‬ ‫‪16‬‬ ‫‪58‬‬ ‫‪5,75 72,691‬‬ ‫‪51‬‬ ‫‪10‬‬ ‫‪61‬‬ ‫‪3,7 116,4‬‬
‫‪0‬‬ ‫‪358‬‬ ‫‪7‬‬ ‫‪8148‬‬
‫‪3,‬‬ ‫‪0,‬‬
‫‪3,6‬‬
‫‪7‬‬ ‫‪25‬‬ ‫‪85‬‬ ‫‪9,2‬‬ ‫‪248,45‬‬ ‫‪85‬‬ ‫‪10‬‬ ‫‪61‬‬ ‫‪190,9‬‬
‫‪4‬‬
‫‪8‬‬ ‫‪679‬‬ ‫‪7‬‬ ‫‪8765‬‬
‫‪2,‬‬ ‫‪0,‬‬
‫‪4‬‬ ‫‪18‬‬ ‫‪00‬‬ ‫‪4,6‬‬ ‫‪39‬‬ ‫‪10‬‬ ‫‪61‬‬ ‫‪1,7 40,92‬‬
‫‪0‬‬ ‫‪36,8‬‬ ‫‪7‬‬ ‫‪5926‬‬
‫‪2,‬‬ ‫‪0,‬‬
‫‪10‬‬ ‫‪18‬‬ ‫‪00‬‬ ‫‪9,6‬‬ ‫‪89‬‬ ‫‪10‬‬ ‫‪61‬‬ ‫‪3,8 208,7‬‬
‫‪0‬‬ ‫‪192‬‬ ‫‪7‬‬ ‫‪6543‬‬
‫‪SHRINKAGE BARS‬‬
‫‪di‬‬
‫‪NO.‬‬ ‫‪a‬‬ ‫‪W/M‬‬ ‫‪Lbar.‬‬ ‫‪shr.steel‬‬ ‫‪total‬‬
‫‪6526,4‬‬
‫‪0‬‬
‫‪0‬‬ ‫‪0‬‬ ‫‪0,000‬‬ ‫‪0‬‬ ‫‪198‬‬
‫‪962,48‬‬
‫‪0‬‬
‫‪0‬‬ ‫‪0‬‬ ‫‪0,000‬‬ ‫‪0‬‬ ‫‪889‬‬
‫‪1481,1‬‬
‫‪0‬‬
‫‪0‬‬ ‫‪0‬‬ ‫‪0,000‬‬ ‫‪0‬‬ ‫‪654‬‬
‫‪1835,5‬‬
‫‪0‬‬
‫‪0‬‬ ‫‪0‬‬ ‫‪0,000‬‬ ‫‪0‬‬ ‫‪556‬‬
‫‪1666,3‬‬
‫‪0‬‬
‫‪0‬‬ ‫‪0‬‬ ‫‪0,000‬‬ ‫‪0‬‬ ‫‪111‬‬
‫‪128,09‬‬
‫‪0‬‬
‫‪0‬‬ ‫‪0‬‬ ‫‪0,000‬‬ ‫‪0‬‬ ‫‪877‬‬
‫‪109,29‬‬
‫‪0‬‬
‫‪0‬‬ ‫‪0‬‬ ‫‪0,000‬‬ ‫‪0‬‬ ‫‪383‬‬
‫‪100,52‬‬
‫‪0‬‬
‫‪0‬‬ ‫‪0‬‬ ‫‪0,000‬‬ ‫‪0‬‬ ‫‪346‬‬
‫‪- 70 -‬‬
‫‪2433,4‬‬
‫‪9,2‬‬
‫‪4‬‬ ‫‪12 0,889‬‬ ‫‪32,711111 111‬‬
‫‪638,83‬‬
‫‪2‬‬ ‫‪12‬‬ ‫‪9,6‬‬
‫‪0,889‬‬ ‫‪17,066667‬‬ ‫‪951‬‬
‫‪478,23‬‬
‫‪2‬‬ ‫‪12‬‬ ‫‪9,6‬‬
‫‪0,889‬‬ ‫‪17,066667‬‬ ‫‪457‬‬
‫‪457,64‬‬
‫‪2‬‬ ‫‪12‬‬ ‫‪9,2‬‬
‫‪0,889‬‬ ‫‪16,355556‬‬ ‫‪198‬‬
‫‪406,16‬‬
‫‪2‬‬ ‫‪12‬‬ ‫‪8,2‬‬
‫‪0,889‬‬ ‫‪14,577778‬‬ ‫‪049‬‬
‫‪235,74‬‬
‫‪2‬‬ ‫‪12‬‬ ‫‪5,75‬‬
‫‪0,889‬‬ ‫‪10,222222‬‬ ‫‪074‬‬
‫‪588,46‬‬
‫‪4‬‬ ‫‪12‬‬ ‫‪9,2‬‬
‫‪0,889‬‬ ‫‪32,711111‬‬ ‫‪173‬‬
‫‪114,52‬‬
‫‪0‬‬ ‫‪0‬‬ ‫‪0‬‬
‫‪0,000‬‬ ‫‪0‬‬ ‫‪593‬‬
‫‪508,85‬‬
‫‪2‬‬ ‫‪12‬‬ ‫‪9,6‬‬
‫‪0,889‬‬ ‫‪17,066667‬‬ ‫‪432‬‬
‫‪Total‬‬
‫‪concrete=1‬‬
‫‪28.31‬‬
‫= ‪Steel‬‬
‫‪12809,36‬‬
‫= ‪Ratio‬‬ ‫‪12809,‬‬
‫‪99.77‬‬ ‫‪857‬‬
‫‪columns' necks‬‬
‫‪col.‬‬ ‫‪no. length‬‬ ‫‪width‬‬ ‫‪height‬‬ ‫)‪volume(m³‬‬

‫‪C1‬‬ ‫‪86‬‬ ‫‪600‬‬ ‫‪600‬‬ ‫‪100‬‬ ‫‪3,096‬‬
‫‪C2‬‬ ‫‪4‬‬ ‫‪600‬‬ ‫‪300‬‬ ‫‪100‬‬ ‫‪0,072‬‬
‫‪C7‬‬ ‫‪16‬‬ ‫‪600‬‬ ‫‪600‬‬ ‫‪100‬‬ ‫‪0,576‬‬
‫‪C24‬‬ ‫‪45‬‬ ‫‪700‬‬ ‫‪700‬‬ ‫‪100‬‬ ‫‪2,205‬‬
‫‪C26‬‬ ‫‪2‬‬ ‫‪850‬‬ ‫‪600‬‬ ‫‪100‬‬ ‫‪0,102‬‬
‫‪C27‬‬ ‫‪9‬‬ ‫‪700‬‬ ‫‪700‬‬ ‫‪100‬‬ ‫‪0,441‬‬
‫‪C28‬‬ ‫‪8‬‬ ‫‪700‬‬ ‫‪700‬‬ ‫‪100‬‬ ‫‪0,392‬‬
‫‪- 71 -‬‬
C29 9 700 700 100 0,441
C30 12 600 400 100 0,288
C31 7 600 100 8,51
C56 1 400 100 0,54
C71 1 800 800 100 0,064
C72 7 600 600 100 0,252
C74 52 600 600 100 1,872
C75 1 700 700 100 0,049
C86 16 600 600 100 0,576
C87 4 900 900 100 0,324
C93 2 700 700 100 0,098
C special 1 1 100 4,95
CPL5 6 300 100 1,82
total 26,668
Table.( 5.5 ): excavation & backfilling quantities
(volume)
no. area height
m³
excavation 1 10622 7 74354
columns' necks 26,668
PC for
1393,614
foundation
RC for
2381,41
foundation
Smells 349,26
backfilling 6471,048
- 72 -
‫‪Fig.( 5.1 ): plan of foundation for zone B‬‬
‫‪- 73 -‬‬
Table.( 5.6 ): concrete quantities for ground floor
ground
ground slab
columns
n len wid hei volume are volume
column no. depth
o. gth th ght (m³) a (m³)
8 164,08 Slab on 106 1699,5
C1 0,6 0,6 5,3 1 0,16
6 8 grade 22 2
C2 4 0,6 0,3 5,3 3,816
1
C7 0,6 0,6 5,3 30,528 1st floor slab
6
4 116,86 are volume
C24 0,7 0,7 5,3 slab no. depth
5 5 a (m³)
0,8 slab 300 182

C26 2 0,6 5,3 5,406 1 0,3 546,3
5 mm 1
slab 300 133
C27 9 0,7 0,7 5,3 23,373 1 0,3 401,1
mm 7
slab 400 746
C28 8 0,7 0,7 5,3 20,776 1 0,4 2985,6
mm 4
C29 9 0,7 0,7 5,3 23,373 drop 500 47 9 0,2 84,6
1
C30 0,6 0,4 5,3 15,264 drop 550 96 9 0,15 129,6
2
C31 7 0,6 5,3 8,51 total 4147,2
C56 1 0,4 5,3 0,54
C71 1 0,8 0,8 5,3 3,392 openning
len widt volume
C72 7 0,6 0,6 5,3 13,356 no. depth
gth h (m³)
5 3,6
C74 0,6 0,6 5,3 99,216 2 1,5 0,4 2,19
2 5
C75 1 0,7 0,7 5,3 2,597 5 3,3 1,2 0,3 1,188
1 2,5 2,5 1,9507
C86 0,6 0,6 5,3 30,528 3 0,3
6 5 5 5
C87 4 0,9 0,9 5,3 17,172 3 7,5 4,5 0,3 10,125
C93 2 0,7 0,7 5,3 5,194 1 7,5 4,5 0,4 13,5
- 74 -
‫‪C‬‬
‫‪28,953‬‬
‫‪special 1‬‬ ‫‪5,3 4,95‬‬ ‫‪total‬‬
‫‪75‬‬
‫‪1‬‬
‫‪CPL5‬‬ ‫‪6‬‬ ‫‪0,3‬‬ ‫‪5,3‬‬ ‫‪1,82‬‬
‫‪tota‬‬ ‫‪590,76‬‬ ‫‪total‬‬ ‫‪4118,2‬‬
‫‪l‬‬ ‫‪4‬‬ ‫‪slabs‬‬ ‫‪4625‬‬
‫‪- 75 -‬‬
‫‪Table.( 5.7 ): RFT of ground floor's columns‬‬
‫‪Ground Columns' RFT‬‬

‫‪Col Dim‬‬ ‫‪RFT‬‬
‫‪No‬‬ ‫‪Leng‬‬
‫‪Heigh Volum‬‬ ‫‪of‬‬ ‫‪Diamet‬‬ ‫‪W/‬‬ ‫‪th‬‬
‫‪items‬‬ ‫‪No‬‬ ‫‪Width‬‬ ‫‪length‬‬ ‫‪t‬‬ ‫‪e‬‬ ‫‪bar‬‬ ‫‪er‬‬ ‫‪M‬‬ ‫‪bar‬‬
‫‪179,56‬‬ ‫‪1,58‬‬
‫‪C1‬‬ ‫‪86‬‬ ‫‪16‬‬ ‫‪16‬‬
‫‪0,6‬‬ ‫‪0,6‬‬ ‫‪5,8‬‬ ‫‪8‬‬ ‫‪0‬‬ ‫‪7,1‬‬
‫‪2,00‬‬
‫‪C2‬‬ ‫‪4‬‬ ‫‪12‬‬ ‫‪18‬‬
‫‪0,3‬‬ ‫‪0,6‬‬ ‫‪5,8‬‬ ‫‪4,176‬‬ ‫‪0‬‬ ‫‪7,2‬‬
‫‪1,58‬‬
‫‪C7‬‬ ‫‪16‬‬ ‫‪16‬‬ ‫‪16‬‬
‫‪0,6‬‬ ‫‪0,6‬‬ ‫‪5,8‬‬ ‫‪33,408‬‬ ‫‪0‬‬ ‫‪7,1‬‬
‫‪1,58‬‬
‫‪C24‬‬ ‫‪45‬‬ ‫‪20‬‬ ‫‪16‬‬
‫‪0,7‬‬ ‫‪0,7‬‬ ‫‪5,8‬‬ ‫‪127,89‬‬ ‫‪0‬‬ ‫‪7,1‬‬
‫‪2,00‬‬
‫‪C26‬‬ ‫‪2‬‬ ‫‪18‬‬ ‫‪18‬‬
‫‪0,6‬‬ ‫‪0,85‬‬ ‫‪5,8‬‬ ‫‪5,916‬‬ ‫‪0‬‬ ‫‪7,2‬‬
‫‪1,58‬‬
‫‪C27‬‬ ‫‪9‬‬ ‫‪20‬‬ ‫‪16‬‬
‫‪0,7‬‬ ‫‪0,7‬‬ ‫‪5,8‬‬ ‫‪25,578‬‬ ‫‪0‬‬ ‫‪7,1‬‬
‫‪1,58‬‬
‫‪C28‬‬ ‫‪8‬‬ ‫‪20‬‬ ‫‪16‬‬
‫‪0,7‬‬ ‫‪0,7‬‬ ‫‪5,8‬‬ ‫‪22,736‬‬ ‫‪0‬‬ ‫‪7,1‬‬
‫‪1,58‬‬
‫‪C29‬‬ ‫‪9‬‬ ‫‪20‬‬ ‫‪16‬‬
‫‪0,7‬‬ ‫‪0,7‬‬ ‫‪5,8‬‬ ‫‪25,578‬‬ ‫‪0‬‬ ‫‪7,1‬‬
‫‪2,00‬‬
‫‪C30‬‬ ‫‪12‬‬ ‫‪14‬‬ ‫‪18‬‬
‫‪0,4‬‬ ‫‪0,6‬‬ ‫‪5,8‬‬ ‫‪16,704‬‬ ‫‪0‬‬ ‫‪7,2‬‬
‫‪1,58‬‬
‫‪C31‬‬ ‫‪7‬‬ ‫‪8,51‬‬ ‫‪16‬‬ ‫‪16‬‬
‫‪600‬‬ ‫‪5,8‬‬ ‫‪0‬‬ ‫‪7,1‬‬
‫‪1,58‬‬
‫‪C56‬‬ ‫‪1‬‬ ‫‪0,54‬‬ ‫‪10‬‬ ‫‪16‬‬
‫‪400‬‬ ‫‪5,8‬‬ ‫‪0‬‬ ‫‪7,1‬‬
‫‪2,00‬‬
‫‪C71‬‬ ‫‪1‬‬ ‫‪24‬‬ ‫‪18‬‬
‫‪0,8‬‬ ‫‪0,8‬‬ ‫‪5,8‬‬ ‫‪3,712‬‬ ‫‪0‬‬ ‫‪7,2‬‬
‫‪1,58‬‬
‫‪C72‬‬ ‫‪7‬‬ ‫‪16‬‬ ‫‪16‬‬
‫‪0,6‬‬ ‫‪0,6‬‬ ‫‪5,8‬‬ ‫‪14,616‬‬ ‫‪0‬‬ ‫‪7,1‬‬
‫‪108,57‬‬ ‫‪2,98‬‬
‫‪C74‬‬ ‫‪52‬‬ ‫‪20‬‬ ‫‪22‬‬
‫‪0,6‬‬ ‫‪0,6‬‬ ‫‪5,8‬‬ ‫‪6‬‬ ‫‪8‬‬ ‫‪7,5‬‬
‫‪- 76 -‬‬
‫‪2,98‬‬
‫‪C75‬‬ ‫‪1‬‬ ‫‪20‬‬ ‫‪22‬‬
‫‪0,7‬‬ ‫‪0,7‬‬ ‫‪5,8‬‬ ‫‪2,842‬‬ ‫‪8‬‬ ‫‪7,5‬‬
‫‪1,58‬‬
‫‪C86‬‬ ‫‪16‬‬ ‫‪16‬‬ ‫‪16‬‬
‫‪0,6‬‬ ‫‪0,6‬‬ ‫‪5,8‬‬ ‫‪33,408‬‬ ‫‪0‬‬ ‫‪7,1‬‬
‫‪2,98‬‬
‫‪C87‬‬ ‫‪4‬‬ ‫‪32‬‬ ‫‪22‬‬
‫‪0,9‬‬ ‫‪0,9‬‬ ‫‪5,8‬‬ ‫‪18,792‬‬ ‫‪8‬‬ ‫‪7,5‬‬
‫‪1,58‬‬
‫‪C93‬‬ ‫‪2‬‬ ‫‪20‬‬ ‫‪16‬‬
‫‪0,7‬‬ ‫‪0,7‬‬ ‫‪5,8‬‬ ‫‪5,684‬‬ ‫‪0‬‬ ‫‪7,1‬‬
‫‪C special‬‬ ‫‪2,00‬‬
‫‪1‬‬ ‫‪4,95‬‬ ‫‪24‬‬ ‫‪18‬‬
‫‪1‬‬ ‫‪0‬‬ ‫‪0‬‬ ‫‪5,8‬‬ ‫‪0‬‬ ‫‪7,2‬‬
‫‪1,58‬‬
‫‪CPL5‬‬ ‫‪6‬‬ ‫‪1,82‬‬ ‫‪8‬‬ ‫‪16‬‬
‫‪300‬‬ ‫‪5,8‬‬ ‫‪0‬‬ ‫‪7,1‬‬
‫‪645,00‬‬
‫‪4‬‬
‫‪STIRRUPS‬‬
‫‪No of weight of‬‬
‫‪STR.d‬‬ ‫‪STR.Leng‬‬ ‫‪dist,‬‬ ‫)‪stirrup steel (kg‬‬
‫‪ia‬‬ ‫‪W/M‬‬ ‫‪th‬‬ ‫‪s‬‬
‫‪28.354,4‬‬
‫‪8‬‬ ‫‪0,395‬‬ ‫‪7,92‬‬ ‫‪0,15‬‬ ‫‪48‬‬ ‫‪3‬‬
‫‪8‬‬ ‫‪0,395‬‬ ‫‪4,45‬‬ ‫‪0,15‬‬ ‫‪48‬‬ ‫‪1.028,74‬‬
‫‪8‬‬ ‫‪0,395‬‬ ‫‪7,93‬‬ ‫‪0,15‬‬ ‫‪48‬‬ ‫‪5.278,28‬‬
‫‪15.106,8‬‬
‫‪8‬‬ ‫‪0,395‬‬ ‫‪5,87‬‬ ‫‪0,15‬‬ ‫‪48‬‬ ‫‪4‬‬
‫‪8‬‬ ‫‪0,395‬‬ ‫‪10,2‬‬ ‫‪0,15‬‬ ‫‪48‬‬ ‫‪905,24‬‬
‫‪8‬‬ ‫‪0,395‬‬ ‫‪5,9‬‬ ‫‪0,15‬‬ ‫‪48‬‬ ‫‪3.026,49‬‬
‫‪8‬‬ ‫‪0,395‬‬ ‫‪5,9‬‬ ‫‪0,15‬‬ ‫‪48‬‬ ‫‪2.690,21‬‬
‫‪8‬‬ ‫‪0,395‬‬ ‫‪5,9‬‬ ‫‪0,15‬‬ ‫‪48‬‬ ‫‪3.026,49‬‬
‫‪8‬‬ ‫‪0,395‬‬ ‫‪4,5‬‬ ‫‪0,15‬‬ ‫‪48‬‬ ‫‪3.443,20‬‬
‫‪8‬‬ ‫‪0,395‬‬ ‫‪1,87‬‬ ‫‪0,15‬‬ ‫‪48‬‬ ‫‪1.504,84‬‬
‫‪8‬‬ ‫‪0,395‬‬ ‫‪1,15‬‬ ‫‪0,15‬‬ ‫‪48‬‬ ‫‪134,00‬‬
‫‪8‬‬ ‫‪0,395‬‬ ‫‪6,86‬‬ ‫‪0,15‬‬ ‫‪48‬‬ ‫‪475,69‬‬
‫‪8‬‬ ‫‪0,395‬‬ ‫‪7,92‬‬ ‫‪0,15‬‬ ‫‪48‬‬ ‫‪2.307,92‬‬
‫‪- 77 -‬‬
‫‪28.490,8‬‬
‫‪8‬‬ ‫‪0,395 5,05‬‬ ‫‪0,15‬‬ ‫‪50‬‬ ‫‪6‬‬
‫‪8‬‬ ‫‪0,395‬‬ ‫‪5,51‬‬ ‫‪0,15‬‬ ‫‪50‬‬ ‫‪556,99‬‬
‫‪8‬‬ ‫‪0,395‬‬ ‫‪7,92‬‬ ‫‪0,15‬‬ ‫‪48‬‬ ‫‪5.275,24‬‬
‫‪8‬‬ ‫‪0,395‬‬ ‫‪12,1‬‬ ‫‪0,15‬‬ ‫‪50‬‬ ‫‪3.824,20‬‬
‫‪8‬‬ ‫‪0,395‬‬ ‫‪2,8‬‬ ‫‪0,15‬‬ ‫‪48‬‬ ‫‪554,98‬‬
‫‪8‬‬ ‫‪0,395‬‬ ‫‪10,15‬‬ ‫‪0,15‬‬ ‫‪48‬‬ ‫‪538,07‬‬
‫‪8‬‬ ‫‪0,395‬‬ ‫‪0,95‬‬ ‫‪0,15‬‬ ‫‪48‬‬ ‫‪646,64‬‬
‫‪CON‬‬ ‫‪107.169,‬‬
‫‪C.‬‬ ‫‪STEEL‬‬ ‫‪RATIO‬‬ ‫‪36‬‬
‫‪645,0‬‬ ‫‪107169,3‬‬ ‫‪166,153‬‬
‫‪0‬‬ ‫‪6‬‬ ‫‪02‬‬
‫‪- 78 -‬‬
‫‪Fig.( 5.2 ): plan of ground floor for zone B‬‬
‫‪- 79 -‬‬
Table.( 5.8 ): RFT of ground beams
BOTTOM STL
NO NO.bott.R di Lst.bot bott.stee
beam axes W/M
. F a t l
B8(300x80 (Xa),(Ya:Yb,Yd:Y 1,58 104,612
2 4 16 16,55
0) e) 0 3
B8(300x80 1,58
(Xa:Xb),(Yb:Yd) 2 4 16 15,8 99,8716
0) 0
B2(200x90 1,58 43,1407
(Xa:Xb),(Ya:Yb) 3 6 16 4,55
0) 0 4
B2(200x90 1,58 33,1851
(Xa:Xb),(Ya:Yb) 1 6 16 3,5
0) 0 9
top
steel
B8(300x80 0,00
on (Xa:Xb),(Yb:Yd) 2 0 0 0 0
0) 0
column
s
TOP STL stirrups

NO.top.RF dia W/M Lst.top top.steel NO. dia W/M Lstr. str.steel
2 12 0,889 6,78 12,05333 64 10 0,617 2,85 112,5926
2 12 0,889 2,7 4,8 64 10 0,617 2,85 112,5926
2 12 0,889 4,55 8,088889 34 10 0,617 2,2 46,17284
2 12 0,889 3,5 6,222222 24 10 0,617 2,2 32,59259
5 16 1,580 6,05 47,80247 0 0 0,000 0 0
- 80 -
‫‪SHRINKAGE BARS‬‬
‫‪dia W/M‬‬ ‫‪Lbar.‬‬ ‫‪shr.steel‬‬ ‫‪total‬‬

‫‪NO.‬‬
‫‪4‬‬ ‫‪12‬‬ ‫‪0,889‬‬ ‫‪9,4‬‬ ‫‪33,42222‬‬ ‫‪525,361‬‬
‫‪4‬‬ ‫‪12‬‬ ‫‪0,889‬‬ ‫‪9,4‬‬ ‫‪33,42222‬‬ ‫‪501,3728‬‬
‫‪4‬‬ ‫‪12‬‬ ‫‪0,889‬‬ ‫‪4,55‬‬ ‫‪16,17778‬‬ ‫‪340,7407‬‬
‫‪4‬‬ ‫‪12‬‬ ‫‪0,889‬‬ ‫‪3,5‬‬ ‫‪12,44444‬‬ ‫‪84,44444‬‬
‫‪0‬‬ ‫‪0‬‬ ‫‪0,000‬‬ ‫‪0‬‬ ‫‪0‬‬ ‫‪95,60494‬‬
‫‪1547,524‬‬
‫‪- 81 -‬‬
Table.( 5.9 ): RFT of ground slabs
GROUND SLABS (ZONE1)

RF
slab DIST Dia W/SQ.M area total weight
S400 0,125 12 14,23 2485,2 35364,4
S400 0,125 16 25,29 2485,2 62850,71
98215,1
ADDITIONAL
Bar total
Mark Dia W/M Spacing Distr. Lenth weight
1 12 0,8888888 0,25 19,8 4 109824
2 12 0,8888888 0,25 28,2 6 19251,2
3 16 1,5802469 0,25 3 2 37,92592
bottom
4 16 1,5802469 0,25 3 2 37,92592
5 16 1,5802469 0,25 3 2 37,92592
6 16 1,5802469 0,25 3 2 37,92592
top 7 16 1,5802469 0,125 210 3 7964,444
137.191,3
CHAIR
slab Dia W/M area Lenth total weight
S400 10 0,6172 2485,2 1,1 1687,481
volume
slab no. area depth
(m³) TOTAL
S400 1 2485,2 0,4 994,08 CONC. STEEL RATIO
994,08 237.093,9 238,5058
- 82 -
‫‪Fig.( 5.3 ): Typical sections for beams‬‬
‫‪- 83 -‬‬
‫‪Fig.( 5.4 ): plan of ground floor for subzone B1‬‬
‫‪- 84 -‬‬
5.2.Revit quantity takeoff
we have made a revit 3D model shown in (fig.21) to calculate the quantities of
material of the building to check the manual Quantity takeoff made and the results
were as below shown in the tables
Fig.( 5.5 ): Revit 3D model
- 85 -
Table.( 5.10 ): Revit foundation schedule
Structural Foundation Schedule

Type Count Area Volume
200mm Foundation Slab 9 26 m² 5.24 m³
300 * 4100 Bearing Footing 6 178 m² 53.36 m³
500mm 18 3464 m² 1730.00 m³
600 mm 6 1322 m² 793.22 m³
800 mm 5 1182 m² 945.31 m³
- 86 -
‫‪F3‬‬ ‫‪2‬‬ ‫‪24 m²‬‬ ‫‪10.05 m³‬‬
‫‪F5‬‬ ‫‪2‬‬ ‫‪30 m²‬‬ ‫‪12.31 m³‬‬
‫‪F6‬‬ ‫‪3‬‬ ‫‪54 m²‬‬ ‫‪22.82 m³‬‬
‫‪F8‬‬ ‫‪5‬‬ ‫‪99 m²‬‬ ‫‪42.35 m³‬‬
‫‪F9‬‬ ‫‪2‬‬ ‫‪52 m²‬‬ ‫‪22.19 m³‬‬
‫‪F9$‬‬ ‫‪4‬‬ ‫‪104 m²‬‬ ‫‪44.39 m³‬‬
‫‪F10‬‬ ‫‪10‬‬ ‫‪306 m²‬‬ ‫‪130.67 m³‬‬
‫'‪F10‬‬ ‫‪4‬‬ ‫‪163 m²‬‬ ‫‪69.98 m³‬‬
‫‪F11‬‬ ‫‪1‬‬ ‫‪39 m²‬‬ ‫‪16.71 m³‬‬
‫‪F12‬‬ ‫‪1‬‬ ‫‪43 m²‬‬ ‫‪18.30 m³‬‬
‫'‪F12‬‬ ‫‪6‬‬ ‫‪313 m²‬‬ ‫‪135.35 m³‬‬
‫‪F13$‬‬ ‫‪2‬‬ ‫‪42 m²‬‬ ‫‪18.14 m³‬‬
‫'‪F13$‬‬ ‫‪10‬‬ ‫‪276 m²‬‬ ‫‪117.36 m³‬‬
‫‪F14$‬‬ ‫‪2‬‬ ‫‪34 m²‬‬ ‫‪14.26 m³‬‬
‫‪F17‬‬ ‫‪2‬‬ ‫‪47 m²‬‬ ‫‪19.75 m³‬‬
‫‪- 87 -‬‬
‫‪F19‬‬ ‫‪2‬‬ ‫‪71 m²‬‬ ‫‪30.40 m³‬‬
‫‪F20‬‬ ‫‪2‬‬ ‫‪64 m²‬‬ ‫‪27.52 m³‬‬
‫‪F21‬‬ ‫‪4‬‬ ‫‪177 m²‬‬ ‫‪76.46 m³‬‬
‫""‪F21‬‬ ‫‪2‬‬ ‫‪96 m²‬‬ ‫‪41.62 m³‬‬
‫‪F24‬‬ ‫‪1‬‬ ‫‪9 m²‬‬ ‫‪4.00 m³‬‬
‫‪F25‬‬ ‫‪3‬‬ ‫‪31 m²‬‬ ‫‪12.64 m³‬‬
‫‪F34‬‬ ‫‪5‬‬ ‫‪25 m²‬‬ ‫‪9.33 m³‬‬
‫‪F35‬‬ ‫‪6‬‬ ‫‪89 m²‬‬ ‫‪33.48 m³‬‬
‫‪F35$‬‬ ‫‪14‬‬ ‫‪207 m²‬‬ ‫‪78.12 m³‬‬
‫‪F36‬‬ ‫‪2‬‬ ‫‪16 m²‬‬ ‫‪6.06 m³‬‬
‫‪F37‬‬ ‫‪12‬‬ ‫‪140 m²‬‬ ‫‪52.70 m³‬‬
‫‪F40‬‬ ‫‪1‬‬ ‫‪6 m²‬‬ ‫‪2.45 m³‬‬
‫‪F42‬‬ ‫‪1‬‬ ‫‪10 m²‬‬ ‫‪3.68 m³‬‬
‫‪F53‬‬ ‫‪5‬‬ ‫‪195 m²‬‬ ‫‪83.57 m³‬‬
‫‪- 88 -‬‬
‫‪F60‬‬ ‫‪2‬‬ ‫‪13 m²‬‬ ‫‪5.27 m³‬‬
‫'‪F60‬‬ ‫‪2‬‬ ‫‪15 m²‬‬ ‫‪5.90 m³‬‬
‫"‪F64‬‬ ‫‪1‬‬ ‫‪35 m²‬‬ ‫‪14.83 m³‬‬
‫'‪F67‬‬ ‫‪1‬‬ ‫‪42 m²‬‬ ‫‪17.89 m³‬‬
‫‪F79‬‬ ‫‪1‬‬ ‫‪31 m²‬‬ ‫‪13.27 m³‬‬
‫‪F81‬‬ ‫‪1‬‬ ‫‪31 m²‬‬ ‫‪13.18 m³‬‬
‫‪F83‬‬ ‫‪4‬‬ ‫‪117 m²‬‬ ‫‪44.96 m³‬‬
‫‪F84‬‬ ‫‪1‬‬ ‫‪19 m²‬‬ ‫‪7.85 m³‬‬
‫‪F87‬‬ ‫‪1‬‬ ‫‪14 m²‬‬ ‫‪5.19 m³‬‬
‫'‪F88‬‬ ‫‪1‬‬ ‫‪14 m²‬‬ ‫‪5.58 m³‬‬
‫‪F98‬‬ ‫‪1‬‬ ‫‪14 m²‬‬ ‫‪5.73 m³‬‬
‫‪F100‬‬ ‫‪8‬‬ ‫‪60 m²‬‬ ‫‪24.34 m³‬‬
‫‪F5‬‬ ‫‪2‬‬ ‫‪30 m²‬‬ ‫‪12.31 m³‬‬
‫‪F 11‬‬ ‫‪1‬‬ ‫‪39 m²‬‬ ‫‪16.71 m³‬‬
‫‪F 15‬‬ ‫‪1‬‬ ‫‪7 m²‬‬ ‫‪2.67 m³‬‬
‫‪- 89 -‬‬
‫'‪F 15 15‬‬ ‫‪3‬‬ ‫‪74 m²‬‬ ‫‪31.42 m³‬‬
‫‪F 15 15' 2‬‬ ‫‪1‬‬ ‫‪25 m²‬‬ ‫‪10.48 m³‬‬
‫‪F 16‬‬ ‫‪1‬‬ ‫‪29 m²‬‬ ‫‪12.39 m³‬‬
‫‪F 17' 2‬‬ ‫‪1‬‬ ‫‪23 m²‬‬ ‫‪9.89 m³‬‬
‫‪F 18‬‬ ‫‪20‬‬ ‫‪125 m²‬‬ ‫‪50.04 m³‬‬
‫‪F 19‬‬ ‫‪1‬‬ ‫‪18 m²‬‬ ‫‪7.70 m³‬‬
‫‪F 19' 2‬‬ ‫‪1‬‬ ‫‪37 m²‬‬ ‫‪15.95 m³‬‬
‫‪F 21' 2‬‬ ‫‪1‬‬ ‫‪42 m²‬‬ ‫‪17.86 m³‬‬
‫‪F 22‬‬ ‫‪2‬‬ ‫‪92 m²‬‬ ‫‪39.82 m³‬‬
‫‪F 27‬‬ ‫‪2‬‬ ‫‪39 m²‬‬ ‫‪16.34 m³‬‬
‫‪F 30‬‬ ‫‪1‬‬ ‫‪50 m²‬‬ ‫‪21.53 m³‬‬
‫‪F 35‬‬ ‫‪21‬‬ ‫‪310 m²‬‬ ‫‪117.18 m³‬‬
‫‪F 35‬‬ ‫‪1‬‬ ‫‪15 m²‬‬ ‫‪5.58 m³‬‬
‫‪F 37‬‬ ‫‪1‬‬ ‫‪12 m²‬‬ ‫‪4.39 m³‬‬
‫‪- 90 -‬‬
‫‪F 38‬‬ ‫‪1‬‬ ‫‪18 m²‬‬ ‫‪6.91 m³‬‬
‫‪F 38‬‬ ‫‪9‬‬ ‫‪164 m²‬‬ ‫‪62.21 m³‬‬
‫'‪F 38‬‬ ‫‪4‬‬ ‫‪78 m²‬‬ ‫‪29.55 m³‬‬
‫‪F 39‬‬ ‫‪23‬‬ ‫‪391 m²‬‬ ‫‪148.40 m³‬‬
‫‪F 39‬‬ ‫‪2‬‬ ‫‪34 m²‬‬ ‫‪12.90 m³‬‬
‫‪F 40‬‬ ‫‪5‬‬ ‫‪33 m²‬‬ ‫‪12.24 m³‬‬
‫‪F 41‬‬ ‫‪11‬‬ ‫‪139 m²‬‬ ‫‪52.49 m³‬‬
‫‪F 42‬‬ ‫‪7‬‬ ‫‪69 m²‬‬ ‫‪25.75 m³‬‬
‫‪F 42‬‬ ‫‪1‬‬ ‫‪9 m²‬‬ ‫‪3.39 m³‬‬
‫‪F 42' 2‬‬ ‫‪3‬‬ ‫‪32 m²‬‬ ‫‪13.28 m³‬‬
‫‪F 43‬‬ ‫‪1‬‬ ‫‪21 m²‬‬ ‫‪7.88 m³‬‬
‫‪F 43‬‬ ‫‪57‬‬ ‫‪1178 m²‬‬ ‫‪449.16 m³‬‬
‫‪F 44‬‬ ‫‪8‬‬ ‫‪208 m²‬‬ ‫‪79.82 m³‬‬
‫‪F 46‬‬ ‫‪9‬‬ ‫‪123 m²‬‬ ‫‪46.51 m³‬‬
‫'‪F 46‬‬ ‫‪1‬‬ ‫‪22 m²‬‬ ‫‪9.25 m³‬‬
‫‪- 91 -‬‬
‫‪F 47‬‬ ‫‪4‬‬ ‫‪63 m²‬‬ ‫‪24.03 m³‬‬
‫'‪F 47‬‬ ‫‪1‬‬ ‫‪17 m²‬‬ ‫‪6.45 m³‬‬
‫‪F 48‬‬ ‫‪4‬‬ ‫‪158 m²‬‬ ‫‪65.98 m³‬‬
‫‪F 49‬‬ ‫‪2‬‬ ‫‪13 m²‬‬ ‫‪4.90 m³‬‬
‫‪F 50‬‬ ‫‪2‬‬ ‫‪31 m²‬‬ ‫‪11.90 m³‬‬
‫‪F 51‬‬ ‫‪4‬‬ ‫‪56 m²‬‬ ‫‪23.62 m³‬‬
‫‪F 52‬‬ ‫‪1‬‬ ‫‪8 m²‬‬ ‫‪3.21 m³‬‬
‫‪F 54‬‬ ‫‪1‬‬ ‫‪11 m²‬‬ ‫‪4.42 m³‬‬
‫‪F 57‬‬ ‫‪6‬‬ ‫‪174 m²‬‬ ‫‪74.36 m³‬‬
‫'‪F 57‬‬ ‫‪9‬‬ ‫‪282 m²‬‬ ‫‪120.71 m³‬‬
‫‪F 57' RC2‬‬ ‫‪6‬‬ ‫‪14 m²‬‬ ‫‪2.70 m³‬‬
‫‪F 59‬‬ ‫‪17‬‬ ‫‪18 m²‬‬ ‫‪7.06 m³‬‬
‫‪F 61‬‬ ‫‪1‬‬ ‫‪7 m²‬‬ ‫‪2.95 m³‬‬
‫‪F 64‬‬ ‫‪1‬‬ ‫‪28 m²‬‬ ‫‪12.01 m³‬‬
‫‪- 92 -‬‬
‫‪F 64‬‬ ‫‪6‬‬ ‫‪169 m²‬‬ ‫‪72.04 m³‬‬
‫'‪F 64‬‬ ‫‪1‬‬ ‫‪28 m²‬‬ ‫‪12.01 m³‬‬
‫‪F 67‬‬ ‫‪1‬‬ ‫‪17 m²‬‬ ‫‪7.13 m³‬‬
‫‪F 68‬‬ ‫‪2‬‬ ‫‪20 m²‬‬ ‫‪8.08 m³‬‬
‫‪F 69‬‬ ‫‪1‬‬ ‫‪29 m²‬‬ ‫‪12.45 m³‬‬
‫'‪F 75‬‬ ‫‪1‬‬ ‫‪46 m²‬‬ ‫‪19.60 m³‬‬
‫‪F 76‬‬ ‫‪1‬‬ ‫‪42 m²‬‬ ‫‪18.05 m³‬‬
‫‪F 77‬‬ ‫‪1‬‬ ‫‪72 m²‬‬ ‫‪31.26 m³‬‬
‫‪F 80‬‬ ‫‪2‬‬ ‫‪43 m²‬‬ ‫‪18.28 m³‬‬
‫‪F 86‬‬ ‫‪5‬‬ ‫‪21 m²‬‬ ‫‪7.36 m³‬‬
‫‪F 89‬‬ ‫‪5‬‬ ‫‪47 m²‬‬ ‫‪17.57 m³‬‬
‫‪F 92' 2‬‬ ‫‪1‬‬ ‫‪7 m²‬‬ ‫‪2.72 m³‬‬
‫‪F 96‬‬ ‫‪3‬‬ ‫‪22 m²‬‬ ‫‪8.91 m³‬‬
‫‪F 99‬‬ ‫‪1‬‬ ‫‪22 m²‬‬ ‫‪9.43 m³‬‬
‫‪F 102‬‬ ‫‪14‬‬ ‫‪61 m²‬‬ ‫‪21.73 m³‬‬
‫‪- 93 -‬‬
‫‪F 104‬‬ ‫‪2‬‬ ‫‪9 m²‬‬ ‫‪3.55 m³‬‬
‫‪F 105‬‬ ‫‪2‬‬ ‫‪67 m²‬‬ ‫‪28.98 m³‬‬
‫'‪F 105‬‬ ‫‪2‬‬ ‫‪28 m²‬‬ ‫‪11.66 m³‬‬
‫‪F 108‬‬ ‫‪2‬‬ ‫‪62 m²‬‬ ‫‪26.64 m³‬‬
‫‪F 111' 2‬‬ ‫‪7‬‬ ‫‪47 m²‬‬ ‫‪17.28 m³‬‬
‫‪F 122‬‬ ‫‪2‬‬ ‫‪28 m²‬‬ ‫‪11.67 m³‬‬
‫‪F 123' 2‬‬ ‫‪1‬‬ ‫‪22 m²‬‬ ‫‪9.45 m³‬‬
‫''‪F 123‬‬ ‫‪6‬‬ ‫‪151 m²‬‬ ‫‪63.97 m³‬‬
‫‪F 125‬‬ ‫‪21‬‬ ‫‪155 m²‬‬ ‫‪57.00 m³‬‬
‫‪F 126‬‬ ‫‪3‬‬ ‫‪80 m²‬‬ ‫‪33.87 m³‬‬
‫‪F 127‬‬ ‫‪1‬‬ ‫‪16 m²‬‬ ‫‪6.04 m³‬‬
‫‪F 128‬‬ ‫‪2‬‬ ‫‪68 m²‬‬ ‫‪29.15 m³‬‬
‫‪F 129‬‬ ‫‪2‬‬ ‫‪39 m²‬‬ ‫‪16.34 m³‬‬
‫‪F 133‬‬ ‫‪2‬‬ ‫‪15 m²‬‬ ‫‪6.26 m³‬‬
‫‪- 94 -‬‬
‫‪F 134‬‬ ‫‪16‬‬ ‫‪78 m²‬‬ ‫‪28.34 m³‬‬
‫‪F 136‬‬ ‫‪1‬‬ ‫‪35 m²‬‬ ‫‪16.68 m³‬‬
‫‪F 137‬‬ ‫‪1‬‬ ‫‪7 m²‬‬ ‫‪3.08 m³‬‬
‫‪F 138‬‬ ‫‪1‬‬ ‫‪35 m²‬‬ ‫‪14.78 m³‬‬
‫‪F 139‬‬ ‫‪11‬‬ ‫‪156 m²‬‬ ‫‪58.79 m³‬‬
‫‪F 141‬‬ ‫‪45‬‬ ‫‪793 m²‬‬ ‫‪301.47 m³‬‬
‫‪F 142‬‬ ‫‪18‬‬ ‫‪109 m²‬‬ ‫‪39.82 m³‬‬
‫‪F 143‬‬ ‫‪11‬‬ ‫‪104 m²‬‬ ‫‪38.63 m³‬‬
‫‪F 144‬‬ ‫‪5‬‬ ‫‪128 m²‬‬ ‫‪48.89 m³‬‬
‫‪F 145‬‬ ‫‪1‬‬ ‫‪15 m²‬‬ ‫‪5.57 m³‬‬
‫‪F 146‬‬ ‫‪8‬‬ ‫‪65 m²‬‬ ‫‪26.50 m³‬‬
‫‪F 147‬‬ ‫‪2‬‬ ‫‪23 m²‬‬ ‫‪9.97 m³‬‬
‫‪F 148‬‬ ‫‪1‬‬ ‫‪12 m²‬‬ ‫‪4.93 m³‬‬
‫‪F 149‬‬ ‫‪1‬‬ ‫‪4 m²‬‬ ‫‪1.47 m³‬‬
‫‪F 150‬‬ ‫‪4‬‬ ‫‪54 m²‬‬ ‫‪20.36 m³‬‬
‫‪- 95 -‬‬
‫‪F 151‬‬ ‫‪1‬‬ ‫‪11 m²‬‬ ‫‪4.60 m³‬‬
‫‪F 152‬‬ ‫‪6‬‬ ‫‪54 m²‬‬ ‫‪20.09 m³‬‬
‫‪F 153‬‬ ‫‪4‬‬ ‫‪14 m²‬‬ ‫‪4.88 m³‬‬
‫‪F 154‬‬ ‫‪19‬‬ ‫‪99 m²‬‬ ‫‪36.14 m³‬‬
‫‪F 155‬‬ ‫‪1‬‬ ‫‪10 m²‬‬ ‫‪3.55 m³‬‬
‫‪F 156‬‬ ‫‪2‬‬ ‫‪12 m²‬‬ ‫‪4.30 m³‬‬
‫‪F 157‬‬ ‫‪1‬‬ ‫‪5 m²‬‬ ‫‪1.69 m³‬‬
‫‪F 158‬‬ ‫‪1‬‬ ‫‪2 m²‬‬ ‫‪0.76 m³‬‬
‫‪F 159‬‬ ‫‪6‬‬ ‫‪35 m²‬‬ ‫‪12.70 m³‬‬
‫‪F 160‬‬ ‫‪1‬‬ ‫‪23 m²‬‬ ‫‪9.61 m³‬‬
‫‪F 161‬‬ ‫‪5‬‬ ‫‪227 m²‬‬ ‫‪97.85 m³‬‬
‫‪F 162‬‬ ‫‪1‬‬ ‫‪32 m²‬‬ ‫‪13.83 m³‬‬
‫‪F 163‬‬ ‫‪2‬‬ ‫‪21 m²‬‬ ‫‪7.74 m³‬‬
‫‪Grand totals‬‬ ‫‪836‬‬ ‫‪36665 m²‬‬ ‫‪15581.11 m³‬‬
‫‪- 96 -‬‬
Table.( 5.11 ): Revit columns' schedule
Structural
Column
Schedule
Total Total
Type
Type Count Volume Count Volume
300 x 450mm C45

26.32
C45
300 x 450mm 4 25.34 m³ 7 m³
C49
350X350 GROUND,BASE
C49
350X350 17 20.16 m³ GROUND,BASE 1 9.14 m³
500X350 C53
14.66
C53
500X350 8 8.12 m³ 2 m³
600 x 750mm 2 C54
600 x 750mm 2 2 10.73 m³ C54 1 4.61 m³
C1 C56
542.91
C56
C1 308 m³ 1 1.96 m³
c1 250 x 300 C57
45.38
C57
c1 250 x 300 6 50.03 m³ 9 m³
C2 C58
10.75
C58
C2 16 11.53 m³ 2 m³
C63
C3 BASE,GR,FIRST
C63 83.57
C3 4 11.05 m³ BASE,GR,FIRST 9 m³
- 97 -
‫'‪C63‬‬
‫‪C4‬‬ ‫‪BASE,GR,FIRST‬‬
‫'‪C63‬‬ ‫‪37.30‬‬
‫‪C4‬‬ ‫‪4‬‬ ‫‪13.50 m³‬‬ ‫‪BASE,GR,FIRST 4‬‬ ‫‪m³‬‬
‫‪C64‬‬
‫‪C5‬‬ ‫‪BASE,GR,FIRST‬‬
‫‪C64‬‬ ‫‪17.66‬‬
‫‪C5‬‬ ‫‪8‬‬ ‫‪40.15 m³‬‬ ‫‪BASE,GR,FIRST 2‬‬ ‫‪m³‬‬
‫‪C65‬‬
‫‪c5 250 x 700‬‬ ‫‪BASE,GR,FIRST‬‬
‫‪C65‬‬ ‫‪18.03‬‬
‫‪c5 250 x 700‬‬ ‫‪8‬‬ ‫‪58.22 m³‬‬ ‫‪BASE,GR,FIRST 2‬‬ ‫‪m³‬‬
‫*‪C5‬‬ ‫‪C66‬‬
‫*‪C5‬‬ ‫‪10‬‬ ‫‪54.65 m³‬‬ ‫‪C66‬‬ ‫‪1‬‬ ‫‪8.97 m³‬‬
‫‪C7‬‬ ‫‪C69‬‬
‫‪352.58‬‬ ‫‪263.06‬‬
‫‪C69‬‬
‫‪C7‬‬ ‫‪67‬‬ ‫‪m³‬‬ ‫‪32‬‬ ‫‪m³‬‬
‫‪C8‬‬ ‫‪C70‬‬
‫‪73.45‬‬
‫‪C70‬‬
‫‪C8‬‬ ‫‪14‬‬ ‫‪69.11 m³‬‬ ‫‪8‬‬ ‫‪m³‬‬
‫‪C9‬‬ ‫'‪C70‬‬
‫‪12.47‬‬
‫'‪C70‬‬
‫‪C9‬‬ ‫‪5‬‬ ‫‪24.32 m³‬‬ ‫‪3‬‬ ‫‪m³‬‬
‫‪C10‬‬ ‫‪C71‬‬
‫‪10.54‬‬
‫‪C71‬‬
‫‪C10‬‬ ‫‪2‬‬ ‫‪17.19 m³‬‬ ‫‪2‬‬ ‫‪m³‬‬
‫‪C21‬‬ ‫‪C72‬‬
‫‪173.27‬‬
‫‪C72‬‬
‫‪C21‬‬ ‫‪21‬‬ ‫‪12.82 m³‬‬ ‫‪86‬‬ ‫‪m³‬‬
‫‪C22‬‬ ‫‪C73‬‬
‫‪59.15‬‬
‫‪C73‬‬
‫‪C22‬‬ ‫‪12‬‬ ‫‪59.11 m³‬‬ ‫‪29‬‬ ‫‪m³‬‬
‫‪C23‬‬ ‫‪C74‬‬
‫‪97.67‬‬
‫‪C74‬‬
‫‪C23‬‬ ‫‪8‬‬ ‫‪75.31 m³‬‬ ‫‪54‬‬ ‫‪m³‬‬
‫‪- 98 -‬‬
‫‪C24‬‬ ‫‪C75‬‬
‫‪1161.52‬‬
‫‪C75‬‬
‫‪C24‬‬ ‫‪128‬‬ ‫‪m³‬‬ ‫‪2‬‬ ‫‪5.92 m³‬‬
‫‪C76‬‬
‫‪C26‬‬ ‫‪BASE,GROUND‬‬
‫‪C76‬‬
‫‪C26‬‬ ‫‪2‬‬ ‫‪15.81 m³‬‬ ‫‪BASE,GROUND‬‬ ‫‪1‬‬ ‫‪9.14 m³‬‬
‫‪C27‬‬
‫‪C83‬‬
‫‪GROUND,SEC‬‬
‫‪C27‬‬
‫‪C83‬‬
‫‪GROUND,SEC‬‬ ‫‪9‬‬ ‫‪49.29 m³‬‬ ‫‪2‬‬ ‫‪8.46 m³‬‬
‫‪C28‬‬ ‫‪C86‬‬
‫‪369.18‬‬ ‫‪47.64‬‬
‫‪C86‬‬
‫‪C28‬‬ ‫‪51‬‬ ‫‪m³‬‬ ‫‪17‬‬ ‫‪m³‬‬
‫‪C29‬‬ ‫‪C87‬‬
‫‪149.90‬‬ ‫‪17.79‬‬
‫‪C87‬‬
‫‪C29‬‬ ‫‪31‬‬ ‫‪m³‬‬ ‫‪4‬‬ ‫‪m³‬‬
‫‪C30‬‬ ‫'‪C90‬‬
‫‪29.98‬‬
‫'‪C90‬‬
‫‪C30‬‬ ‫‪14‬‬ ‫‪31.36 m³‬‬ ‫‪6‬‬ ‫‪m³‬‬
‫‪C31‬‬ ‫‪C92‬‬
‫‪C31‬‬ ‫‪7‬‬ ‫‪22.96 m³‬‬ ‫‪C92‬‬ ‫‪10‬‬ ‫‪7.57 m³‬‬
‫‪C93‬‬
‫‪C93‬‬ ‫‪14.15‬‬
‫‪C32‬‬ ‫‪6‬‬ ‫‪23.44 m³‬‬ ‫‪BASE,GROUND‬‬ ‫‪2‬‬ ‫‪m³‬‬
‫‪C96‬‬
‫‪C96‬‬
‫‪C39‬‬ ‫‪6‬‬ ‫‪56.89 m³‬‬ ‫‪BASE,GROUND‬‬ ‫‪1‬‬ ‫‪3.23 m³‬‬
‫‪C40‬‬ ‫‪C100‬‬
‫‪20.90‬‬
‫‪C100‬‬
‫‪C40‬‬ ‫‪4‬‬ ‫‪38.51 m³‬‬ ‫‪9‬‬ ‫‪m³‬‬
‫‪C41‬‬ ‫‪C special 1‬‬
‫‪- 99 -‬‬
‫‪16.58‬‬
‫‪C special 1‬‬
‫‪C41‬‬ ‫‪9‬‬ ‫‪76.78 m³‬‬ ‫‪1‬‬ ‫‪m³‬‬
‫‪C41 2‬‬ ‫‪CF‬‬
‫‪164.01‬‬
‫‪CF‬‬
‫‪C41 2‬‬ ‫‪1‬‬ ‫‪1.83 m³‬‬ ‫‪10‬‬ ‫‪m³‬‬
‫‪C42‬‬ ‫‪CPL5‬‬
‫‪C42‬‬ ‫‪1‬‬ ‫‪9.53 m³‬‬ ‫‪CPL5‬‬ ‫‪6‬‬ ‫‪1.70 m³‬‬
‫‪C43‬‬ ‫‪special1 rvt‬‬
‫‪191.97‬‬
‫‪special1 rvt‬‬
‫‪C43‬‬ ‫‪2‬‬ ‫‪8.99 m³‬‬ ‫‪18‬‬ ‫‪m³‬‬
‫‪C44‬‬
‫‪special1 rvt 2‬‬
‫‪GROUND,FIRST‬‬
‫‪C44‬‬ ‫‪18.47‬‬
‫‪special1 rvt 2‬‬
‫‪GROUND,FIRST 9‬‬ ‫‪85.34 m³‬‬ ‫‪6‬‬ ‫‪m³‬‬
‫‪Grand total:‬‬ ‫‪5083.64‬‬

‫‪1154‬‬ ‫‪1154‬‬ ‫‪m³‬‬
‫‪- 100 -‬‬

Table.( 5.12 ): Revit structural framing schedule
Structural Framing
Schedule
Type Count Volume Type Count Volume
B(200X600) 222 88.17 m³ B(400X1400) 4 18.64 m³
B(200X700) 20 5.59 m³ B(400X1450) 2 5.16 m³
B(200X900) 244 161.05 m³ B(400X1500) 30 76.38 m³
B(200X1100) 1 0.77 m³ B(400X1650) 9 34.30 m³
B(200X1200) 95 86.48 m³ B(400X2000) 1 6.26 m³
B(200X1400) 9 11.07 m³ B(400X2150) 3 18.23 m³
B(200X1500) 16 19.48 m³ B(400X2400) 5 10.90 m³
B(200X1700) 2 4.45 m³ B(500X1000) 3 10.42 m³
B(200X2000) 3 2.99 m³ B(600*1800) 2 7.23 m³
B(200X2100) 2 2.40 m³ B(600X600) 2 0.19 m³
B(200X2650) 1 5.49 m³ B(600X900) 10 71.03 m³
B(250X600) 52 29.36 m³ B(600X1000) 3 4.54 m³
- 101 -
‫)‪B(250X700‬‬ ‫‪14‬‬ ‫‪5.46 m³‬‬ ‫)‪B(600X1300‬‬ ‫‪1‬‬ ‫‪7.88 m³‬‬
‫)‪B(250X800‬‬ ‫‪9‬‬ ‫‪9.75 m³‬‬ ‫)‪B(700X900‬‬ ‫‪4‬‬ ‫‪9.74 m³‬‬
‫)‪B(250X900‬‬ ‫‪90‬‬ ‫‪92.38 m³‬‬ ‫)‪B(700X1500‬‬ ‫‪5‬‬ ‫‪71.46 m³‬‬
‫)‪B(250X1000‬‬ ‫‪17‬‬ ‫‪11.12 m³‬‬ ‫)‪B(700X2000‬‬ ‫‪5‬‬ ‫‪26.66 m³‬‬
‫)‪B(250X1100‬‬ ‫‪4‬‬ ‫‪2.56 m³‬‬ ‫)‪t1(400x1000‬‬ ‫‪10‬‬ ‫‪21.18 m³‬‬
‫)‪B(250X1200‬‬ ‫‪31‬‬ ‫‪29.22 m³‬‬ ‫)‪t2(500x1000‬‬ ‫‪2‬‬ ‫‪5.01 m³‬‬
‫)‪B(250X1300‬‬ ‫‪23‬‬ ‫‪22.12 m³‬‬ ‫)‪t4(350x800‬‬ ‫‪12‬‬ ‫‪10.74 m³‬‬
‫)‪B(250X1350‬‬ ‫‪18‬‬ ‫‪22.93 m³‬‬ ‫)‪t5(400x1000‬‬ ‫‪53‬‬ ‫‪100.54 m³‬‬
‫)‪B(250X1400‬‬ ‫‪46‬‬ ‫‪91.58 m³‬‬ ‫)‪t6(400x1000‬‬ ‫‪7‬‬ ‫‪12.45 m³‬‬
‫)‪B(250X1500‬‬ ‫‪4‬‬ ‫‪6.86 m³‬‬ ‫)‪t7 '(300x800‬‬ ‫‪14‬‬ ‫‪17.56 m³‬‬
‫)‪B(250X1700‬‬ ‫‪1‬‬ ‫‪2.57 m³‬‬ ‫)‪t7(300x800‬‬ ‫‪55‬‬ ‫‪72.13 m³‬‬
‫)‪B(250X2000‬‬ ‫‪3‬‬ ‫‪16.67 m³‬‬ ‫)‪t8(400x1000‬‬ ‫‪7‬‬ ‫‪14.74 m³‬‬
‫)‪B(250X2400‬‬ ‫‪3‬‬ ‫‪7.45 m³‬‬ ‫)‪t13(300x800‬‬ ‫‪3‬‬ ‫‪5.42 m³‬‬
‫)‪B(250X2600‬‬ ‫‪2‬‬ ‫‪10.50 m³‬‬ ‫)‪t14(300x800‬‬ ‫‪2‬‬ ‫‪3.06 m³‬‬
‫‪- 102 -‬‬

‫)‪B(300X600‬‬ ‫‪32‬‬ ‫‪13.72 m³‬‬ ‫)‪t15(350x800‬‬ ‫‪1‬‬ ‫‪1.04 m³‬‬
‫)‪B(300X800‬‬ ‫‪18‬‬ ‫‪29.51 m³‬‬ ‫)‪t16(400x1000‬‬ ‫‪4‬‬ ‫‪7.18 m³‬‬
‫)‪B(300X900‬‬ ‫‪8‬‬ ‫‪7.93 m³‬‬ ‫)‪t17(400x800‬‬ ‫‪4‬‬ ‫‪6.28 m³‬‬
‫)‪B(300X1000‬‬ ‫‪15‬‬ ‫‪29.70 m³‬‬ ‫)‪t18(350x800‬‬ ‫‪8‬‬ ‫‪13.05 m³‬‬
‫)‪B(300X1200‬‬ ‫‪6‬‬ ‫‪7.16 m³‬‬ ‫)‪t19(350x800‬‬ ‫‪4‬‬ ‫‪5.55 m³‬‬
‫)‪B(300X1300‬‬ ‫‪2‬‬ ‫‪2.09 m³‬‬ ‫)‪t20(350x800‬‬ ‫‪5‬‬ ‫‪7.16 m³‬‬
‫)‪B(300X1400‬‬ ‫‪6‬‬ ‫‪13.61 m³‬‬ ‫)‪t21(400x800‬‬ ‫‪6‬‬ ‫‪12.63 m³‬‬
‫)‪B(300X1600‬‬ ‫‪5‬‬ ‫‪10.75 m³‬‬ ‫)‪t22(500x1000‬‬ ‫‪7‬‬ ‫‪17.94 m³‬‬
‫)‪B(300X1700‬‬ ‫‪1‬‬ ‫‪2.81 m³‬‬ ‫)‪t23(400x800‬‬ ‫‪2‬‬ ‫‪2.57 m³‬‬
‫‪B(300X2300)INV.‬‬ ‫‪3‬‬ ‫‪9.54 m³‬‬ ‫)‪t24(400x800‬‬ ‫‪1‬‬ ‫‪0.95 m³‬‬
‫)‪B(300X2400‬‬ ‫‪1‬‬ ‫‪4.95 m³‬‬ ‫)‪t25(600x1000‬‬ ‫‪3‬‬ ‫‪7.23 m³‬‬
‫)‪B(350X1000‬‬ ‫‪17‬‬ ‫‪21.52 m³‬‬ ‫)‪t26(600x1000‬‬ ‫‪1‬‬ ‫‪2.88 m³‬‬
‫)‪B(350X1100‬‬ ‫‪3‬‬ ‫‪5.16 m³‬‬ ‫)‪t28(400x800‬‬ ‫‪2‬‬ ‫‪2.63 m³‬‬
‫)‪B(350X2100‬‬ ‫‪1‬‬ ‫‪2.65 m³‬‬ ‫)‪t29(300x600‬‬ ‫‪1082‬‬ ‫‪947.25 m³‬‬
‫)‪B(400X600‬‬ ‫‪26‬‬ ‫‪22.76 m³‬‬ ‫)‪t30(300x600‬‬ ‫‪60‬‬ ‫‪51.97 m³‬‬
‫‪- 103 -‬‬

‫)‪B(400X800‬‬ ‫‪5‬‬ ‫‪3.47 m³‬‬ ‫)‪t31(300x600‬‬ ‫‪15‬‬ ‫‪15.19 m³‬‬
‫)‪B(400X900‬‬ ‫‪20‬‬ ‫‪21.07 m³‬‬ ‫)‪t32(300x600‬‬ ‫‪4‬‬ ‫‪2.03 m³‬‬
‫)‪B(400X1000‬‬ ‫‪14‬‬ ‫‪30.44 m³‬‬ ‫)‪t38(600x1000‬‬ ‫‪2‬‬ ‫‪2.92 m³‬‬
‫)‪B(400X1200‬‬ ‫‪6‬‬ ‫‪9.18 m³‬‬ ‫)‪t39(600x1000‬‬ ‫‪1‬‬ ‫‪3.33 m³‬‬

‫)‪B(400X1250‬‬ ‫‪1‬‬ ‫‪4.35 m³‬‬ ‫‪Grand total: 2588 2588‬‬ ‫‪2752.50 m³‬‬
‫‪- 104 -‬‬

‫‪Table.( 5.13 ): Revit wall schedule‬‬
‫‪Wall Schedule‬‬
‫‪Type‬‬ ‫‪Count‬‬ ‫‪Area‬‬ ‫‪Volume‬‬
‫‪250 mm‬‬ ‫‪125‬‬ ‫‪8970 m² 2238.97 m³‬‬
‫‪300 mm‬‬ ‫‪88‬‬ ‫‪6015 m² 1797.47 m³‬‬
‫‪350 mm‬‬ ‫‪2‬‬ ‫‪48 m²‬‬ ‫‪16.75 m³‬‬
‫‪400 mm‬‬ ‫‪16‬‬ ‫‪798 m²‬‬ ‫‪317.09 m³‬‬
‫‪450 mm‬‬ ‫‪20‬‬ ‫‪1199 m² 536.13 m³‬‬
‫‪500 mm‬‬ ‫‪1‬‬ ‫‪238 m²‬‬ ‫‪118.88 m³‬‬
‫‪600 mm‬‬ ‫‪17‬‬ ‫‪570 m²‬‬ ‫‪324.32 m³‬‬
‫‪700 mm‬‬ ‫‪8‬‬ ‫‪1012 m² 705.69 m³‬‬
‫‪Grand total:‬‬ ‫‪277‬‬ ‫‪18850 m² 6055.30 m³‬‬
‫‪- 105 -‬‬

Table.( 5.14 ): Revit floor schedule
Floor Schedule
02- slab on grade 229.9

150 8 9487 m² 1423.09 m³
150 stairs 81 46 m² 6.93 m³
160 mm 5 10049 m² 1607.88 m³
200 mm 19 12795 m² 2559.08 m³
250 MM 12 85 m² 21.29 m³
400 2 1139 m² 455.61 m³
Generic 300mm 2 3781 m² 1134.28 m³
03- G 233.8
160 mm 1 58 m² 9.25 m³
200 mm 3 2669 m² 533.86 m³
300 mm 2 2810 m² 842.99 m³
400 mm 1 2290 m² 915.94 m³
drop 500 54 478 m² 239.12 m³
drop 550 54 478 m² 263.15 m³
drop 600 1 7 m² 4.01 m³
03- Ground floor 234.9
150 2 641 m² 96.08 m³
200 mm 16 988 m² 197.63 m³
250 mm 2 3 153 m² 38.25 m³
300 mm 13 9548 m² 2864.32 m³
400 mm 1 1756 m² 702.58 m³
drop 550 42 357 m² 196.32 m³
drop 700 1 25 m² 17.50 m³
- 106 -
‫‪Generic 300mm‬‬ ‫‪1‬‬ ‫‪824 m²‬‬ ‫‪247.09 m³‬‬
‫‪03- Ground floor 235.3‬‬
‫‪100‬‬ ‫‪2‬‬ ‫‪356 m²‬‬ ‫‪35.64 m³‬‬
‫‪150‬‬ ‫‪7‬‬ ‫‪410 m²‬‬ ‫‪61.57 m³‬‬
‫‪150 stairs‬‬ ‫‪81‬‬ ‫‪46 m²‬‬ ‫‪6.93 m³‬‬
‫‪160 mm‬‬ ‫‪3‬‬ ‫‪1039 m²‬‬ ‫‪166.22 m³‬‬
‫‪250‬‬ ‫‪1‬‬ ‫‪1096 m²‬‬ ‫‪274.08 m³‬‬
‫‪250 MM‬‬ ‫‪12‬‬ ‫‪90 m²‬‬ ‫‪22.50 m³‬‬
‫‪300‬‬ ‫‪5‬‬ ‫‪1956 m²‬‬ ‫‪586.80 m³‬‬
‫‪400‬‬ ‫‪17‬‬ ‫‪12669 m²‬‬ ‫‪5067.72 m³‬‬
‫‪500‬‬ ‫‪60‬‬ ‫‪518 m²‬‬ ‫‪259.15 m³‬‬
‫‪550‬‬ ‫‪59‬‬ ‫‪581 m²‬‬ ‫‪319.58 m³‬‬
‫‪600‬‬ ‫‪1‬‬ ‫‪16 m²‬‬ ‫‪9.60 m³‬‬
‫‪Generic 300mm‬‬ ‫‪2‬‬ ‫‪3781 m²‬‬ ‫‪1134.28 m³‬‬
‫‪04- First 240.7‬‬
‫‪140 mm‬‬ ‫‪1‬‬ ‫‪7 m²‬‬ ‫‪1.00 m³‬‬
‫‪150‬‬ ‫‪1‬‬ ‫‪26 m²‬‬ ‫‪3.85 m³‬‬
‫‪150 stairs‬‬ ‫‪81‬‬ ‫‪46 m²‬‬ ‫‪6.93 m³‬‬
‫‪160 mm‬‬ ‫‪6‬‬ ‫‪1167 m²‬‬ ‫‪186.72 m³‬‬
‫‪200 mm‬‬ ‫‪7‬‬ ‫‪1216 m²‬‬ ‫‪243.21 m³‬‬
‫‪250‬‬ ‫‪1‬‬ ‫‪1096 m²‬‬ ‫‪274.08 m³‬‬
‫‪250 MM‬‬ ‫‪13‬‬ ‫‪159 m²‬‬ ‫‪39.68 m³‬‬
‫‪300‬‬ ‫‪5‬‬ ‫‪1885 m²‬‬ ‫‪565.41 m³‬‬
‫‪300 mm‬‬ ‫‪5‬‬ ‫‪8341 m²‬‬ ‫‪2502.24 m³‬‬
‫‪500‬‬ ‫‪61‬‬ ‫‪527 m²‬‬ ‫‪263.65 m³‬‬
‫‪600‬‬ ‫‪1‬‬ ‫‪16 m²‬‬ ‫‪9.60 m³‬‬
‫‪drop 500‬‬ ‫‪51‬‬ ‫‪443 m²‬‬ ‫‪221.41 m³‬‬
‫‪Generic 300mm‬‬ ‫‪2‬‬ ‫‪4598 m²‬‬ ‫‪1379.38 m³‬‬
‫‪05- Second 244.8‬‬
‫‪- 107 -‬‬

‫‪120 mm‬‬ ‫‪1‬‬ ‫‪3 m²‬‬ ‫‪0.41 m³‬‬
‫‪150 stairs‬‬ ‫‪87‬‬ ‫‪50 m²‬‬ ‫‪7.44 m³‬‬
‫‪160 mm‬‬ ‫‪6‬‬ ‫‪386 m²‬‬ ‫‪61.70 m³‬‬
‫‪180‬‬ ‫‪1‬‬ ‫‪15 m²‬‬ ‫‪2.70 m³‬‬
‫‪200 mm‬‬ ‫‪15‬‬ ‫‪1390 m²‬‬ ‫‪277.93 m³‬‬
‫‪250‬‬ ‫‪5‬‬ ‫‪1755 m²‬‬ ‫‪438.67 m³‬‬
‫‪250 MM‬‬ ‫‪13‬‬ ‫‪115 m²‬‬ ‫‪28.74 m³‬‬
‫‪300‬‬ ‫‪5‬‬ ‫‪1779 m²‬‬ ‫‪533.55 m³‬‬
‫‪300 mm‬‬ ‫‪9‬‬ ‫‪6332 m²‬‬ ‫‪1899.72 m³‬‬
‫‪500‬‬ ‫‪57‬‬ ‫‪424 m²‬‬ ‫‪212.20 m³‬‬
‫‪drop 500‬‬ ‫‪2‬‬ ‫‪221 m²‬‬ ‫‪110.73 m³‬‬
‫‪drop 600‬‬ ‫‪1‬‬ ‫‪8 m²‬‬ ‫‪5.04 m³‬‬
‫‪Generic 300mm‬‬ ‫‪3‬‬ ‫‪4437 m²‬‬ ‫‪1331.00 m³‬‬
‫‪06- Third 249‬‬
‫‪120 mm‬‬ ‫‪1‬‬ ‫‪3 m²‬‬ ‫‪0.41 m³‬‬
‫‪140 mm‬‬ ‫‪1‬‬ ‫‪19 m²‬‬ ‫‪2.66 m³‬‬
‫‪150 stairs‬‬ ‫‪81‬‬ ‫‪46 m²‬‬ ‫‪6.93 m³‬‬
‫‪160 mm‬‬ ‫‪1‬‬ ‫‪18 m²‬‬ ‫‪2.83 m³‬‬
‫‪200 mm‬‬ ‫‪8‬‬ ‫‪664 m²‬‬ ‫‪132.82 m³‬‬
‫‪250 MM‬‬ ‫‪12‬‬ ‫‪90 m²‬‬ ‫‪22.50 m³‬‬
‫‪250 mm 2‬‬ ‫‪1‬‬ ‫‪17 m²‬‬ ‫‪4.26 m³‬‬
‫‪300 mm‬‬ ‫‪8‬‬ ‫‪5306 m²‬‬ ‫‪1591.83 m³‬‬
‫‪drop 500‬‬ ‫‪1‬‬ ‫‪194 m²‬‬ ‫‪97.23 m³‬‬
‫‪drop 600‬‬ ‫‪1‬‬ ‫‪8 m²‬‬ ‫‪5.04 m³‬‬
‫‪Generic 300mm‬‬ ‫‪2‬‬ ‫‪3820 m²‬‬ ‫‪1145.86 m³‬‬
‫‪Grand total: 1132‬‬ ‫‪1132‬‬ ‫‪129809 m² 36017.96 m³‬‬
‫‪- 108 -‬‬

5.3 Comparison between Manual and Revit Takeoff
A comparison made between between the two ways of quantity take off and the
results were as follow
Table.( 5.15 ): Revit Foundation Takeoff for Zone B
Structural Foundation Zone B

Type Count PC RC Total PC Total RC
F2 1 1,32 1,35 1,32 1,35
F6 1 3,27 4,37 3,27 4,37
F7 2 1,88 2,17 3,75 4,33
F10 1 5,29 7,78 5,29 7,78
F13 2 3,89 5,40 7,78 10,80
F15 ' 1 4,33 6,14 4,33 6,14
F17 1 4,11 5,77 4,11 5,77
F17 ' 1 4,22 5,77 4,22 5,77
F19 3 6,08 9,13 18,23 27,38
F20 2 5,55 8,21 11,09 16,43
F21 ' 1 7,20 11,09 7,20 11,09
F23 3 4,80 6,94 14,40 20,81
F27 2 3,47 4,70 6,94 9,41
F28 2 1,51 1,35 3,02 2,70
F34 16 1,08 0,85 17,33 13,52
F35 11 2,70 2,88 29,70 31,68
F38 45 3,27 3,65 147,02 164,03
F40 18 1,32 1,13 23,81 20,25
F42 11 1,88 1,81 20,63 19,86
F42 ' 3 2,10 1,18 6,30 3,53
F44 5 4,56 5,45 22,82 27,23
F45 1 2,70 2,65 2,70 2,65
F52 8 1,59 1,73 12,70 13,87
F65 2 2,51 3,09 5,02 6,17
F71 1 2,52 1,35 2,52 1,35
F86 1 0,87 0,61 0,87 0,61
F87 4 2,55 1,45 10,21 5,78
F88 1 2,21 1,35 2,21 1,35
F89 6 1,82 0,85 10,94 5,07
F90 4 0,82 0,50 3,26 2,00
F91 19 1,13 0,72 21,55 13,68
F92 ' 1 1,45 1,13 1,45 1,13
F106 1 1,94 1,62 1,94 1,62
F107 2 1,19 0,72 2,38 1,44
F109 1 1,08 0,41 1,08 0,41
F110 1 0,59 0,32 0,59 0,32
- 109 -
‫‪F111‬‬ ‫‪6‬‬ ‫‪1,25‬‬ ‫‪0,50‬‬ ‫‪7,49‬‬ ‫‪3,00‬‬
‫' ‪F111‬‬ ‫‪7‬‬ ‫‪1,18‬‬ ‫‪0,32‬‬ ‫‪8,23‬‬ ‫‪2,24‬‬
‫' ‪F123‬‬ ‫‪1‬‬ ‫‪3,978‬‬ ‫‪4,704‬‬ ‫‪3,978‬‬ ‫‪4,704‬‬
‫‪F131‬‬ ‫‪1‬‬ ‫‪4,305‬‬ ‫‪5,046‬‬ ‫‪4,305‬‬ ‫‪5,046‬‬
‫‪F132‬‬ ‫‪5‬‬ ‫‪7,803‬‬ ‫‪12,15‬‬ ‫‪39,015‬‬ ‫‪60,75‬‬
‫‪F135‬‬ ‫‪1‬‬ ‫‪5,676‬‬ ‫‪8,214‬‬ ‫‪5,676‬‬ ‫‪8,214‬‬
‫‪F140‬‬ ‫‪2‬‬ ‫‪2,268‬‬ ‫‪1,125‬‬ ‫‪4,536‬‬ ‫‪2,25‬‬
‫‪RAFT 300‬‬ ‫‪1 878,43‬‬ ‫‪878,43‬‬
‫‪slab 500‬‬ ‫‪8‬‬ ‫‪6,265‬‬ ‫‪50,12‬‬
‫‪slab 600‬‬ ‫‪6‬‬ ‫‪132,2033‬‬ ‫‪793,22‬‬
‫‪slab 800‬‬ ‫‪1‬‬ ‫‪945,31‬‬ ‫‪945,31‬‬
‫‪Grand Totals‬‬ ‫‪1394‬‬ ‫‪2347‬‬
‫‪- 110 -‬‬

6. ACTIVITIES &
RELATIONS
- 111 -
Chapter (6) ACTIVITIES & RELATIONS Graduation Project 2019
6.1 List of activities
Table.( 6.1 ): List of activities for building A2
List of activities for only one building (building A2)
Activity
Key Dates
start of work
finish of concrete work
finish of work
PROJECT SKELTON
Engineering
shopdrawings submitals
shopdrawings approvals
Side Support System
excavate 2 m
soil investgation
site clearance
excavation for anchors level
excavation for buiding A
backfilling for building A (1st layer)
backfilling for building A (2nd layer)
backfilling for building A (3rd layer)
backfilling for building A (4th layer)
soil replacement (1st layer)
soil replacement (2nd layer)
soil replacement (3rd layer)
- 112 -
soil replacement (4th layer)
piles work
piles excution
caping beams
anchors work
procurement
formwork procurement
steel bars procurement
bricks procurement
concrete procurement
substructure
formwork shuttering for PC footings
concrete pouring for RC footings
deshuttering of PC footings
formwork shuttering for RC footings & smells
steel fixing for RC footings & smells
Pouring for RC footings & smells
deshuttering for RC footings & smells
isolation for RC footings & smells
PC for SOG
formwork shuttering for SOG
steel fixing for SOG
pouring for SOG
deshuttering for SOG
isolation for SOG
superstructure(ground floor)
column formwork (3 faces)
column steel fixing
isolation for columns under ground
- 113 -
column formwork (4 faces)
columns pouring
deshuttering of columns formwork
slabs & beams formwork
slabs & beams steel fixing
slabs & beams pouring
slabs & beams deshuttering
isolation of bathrooms
superstructure(roof)
slab roof excution
isolation of roof slab
sloping of roof slab
stairs & elevators covering
finishing
internal brickwork
external brickwork
isolation of brickwork
internal plastering
fallcieling
‫حلوق اﻻبواب و الشبابيك‬
windows & doors fixing
external gate
handrill of stairs
MEP
preliminary elictrical work for slab
elictrical panels fixing
preliminary plumbing works
plumbing works fixing
mechanical works
- 114 -
6.2 Calendar
The Project Calendar is based on a six working days per week, with Friday’s
as a national weekend and National Holidays Off as shown below. The work
day is Eight Hours.
6.2.1 National holidays

The following holidays are celebrated across the country, with no work
on site. These holidays are either national holidays or important
religious holidays.
Date Name Description
December 25 but Celebrates the nativity of Jesus Christ,

Christmas
Coptic Orthodox according to the Oriental Coptic Orthodox
(Old
Christian is Church (Old calendarist)
Calendarists)
January 7
January 25
Sinai Celebrates the withdrawal of Israeli

April 25
Liberation Day troops from the Sinai peninsula
May 1 Labour Day
July 23 Revolution Day Celebrates the 1952 Revolution
Celebrates The Crossing of the Suez

October 6 Armed Forces
Day Canal by Egyptian forces during the
October War
- 115 -
6.2.2 Movable holidays
The following holidays are public holidays but the date on which each occurs
varies, according to its corresponding Coptic or Islamic calendar, and thus
has no set date. In order in which they occur:
Name Description
Sham El Nessim (Spring The Monday following Orthodox Easter

festival)
Islamic New Year The new year based on the lunar islamic
calendar
Prophet Mohamed's The Birthday of Prophet Mohamed

Birthday
Ramadan Feast Religious holiday for 3 days
Sacrifice Feast Religious holiday for 4 days
- 116 -
City Gate Mall Classic Schedule Layout 10-Jun-19 19:36
Activity ID Activity Name Original Start Finish 2018 2019 2020 2021
Duration
D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J
City Gate Mall 940d 01-Jan-18 31-Dec-20
Key Dates 940d 01-Jan-18 31-Dec-20
Mobilization 66d 01-Jan-18 18-Mar-18 18-Mar-18, Mobilization
Engineering 100d 01-Jan-18 26-Apr-18 26-Apr-18, Engineering
A 16d 01-Jan-18 18-Jan-18 18-Jan-18, A

B 16d 12-Mar-18 29-Mar-18 29-Mar-18, B
C 16d 09-Apr-18 26-Apr-18 26-Apr-18, C
D 16d 09-Apr-18 26-Apr-18 26-Apr-18, D
Project Construction 935d 01-Jan-18 26-Dec-20 26-Dec-20, Project Con
earth work 133d 01-Jan-18 04-Jun-18 04-Jun-18, earth work

CGM1185 Surveying 1d 01-Jan-18 01-Jan-18 Surveying
CGM1175 soil investigation 20d 02-Jan-18 24-Jan-18 soil investigation
excavation 112d 01-Jan-18 10-May-18 10-May-18, excavation
soil replacement 103d 05-Feb-18 04-Jun-18 04-Jun-18, soil replacement
Zone A 449d 01-Jan-18 08-Jun-19 08-Jun-19, Zone A
Procurement 180d 01-Jan-18 29-Jul-18 29-Jul-18, Procurement
A2 384d 05-Mar-18 26-May-19 26-May-19, A2
Foundation 158d 05-Mar-18 04-Sep-18 04-Sep-18, Foundation
PC 9d 05-Mar-18 14-Mar-18 14-Mar-18, PC
RC 90d 12-Mar-18 24-Jun-18 24-Jun-18, RC
masonary, water proofing & SOG 62d 25-Jun-18 04-Sep-18 04-Sep-18, masonary, water proofing & SOG
Ground floor 247d 22-Mar-18 03-Jan-19 03-Jan-19, Ground floor
Civil Works 153d 22-Mar-18 17-Sep-18 17-Sep-18, Civil Works
Columns 36d 22-Mar-18 02-May-18 02-May-18, Columns
Slabs and Beams 117d 03-May-18 17-Sep-18 17-Sep-18, Slabs and Beams
Finishing 72d 05-Sep-18 27-Nov-18 27-Nov-18, Finishing
MEP 94d 17-Sep-18 03-Jan-19 03-Jan-19, MEP
1st floor 234d 16-Jun-18 14-Mar-19 14-Mar-19, 1st floor
Civil Works 92d 16-Jun-18 30-Sep-18 30-Sep-18, Civil Works
Finishing 97d 17-Sep-18 07-Jan-19 07-Jan-19, Finishing
MEP 124d 22-Oct-18 14-Mar-19 14-Mar-19, MEP
2nd floor 258d 28-Jul-18 23-May-19 23-May-19, 2nd floor
Civil Works 87d 28-Jul-18 05-Nov-18 05-Nov-18, Civil Works
Columns 41d 28-Jul-18 12-Sep-18 12-Sep-18, Columns
Slabs and Beams 46d 13-Sep-18 05-Nov-18 05-Nov-18, Slabs and Beams
Actual Level of Effort Remaining Work Page 1 of 12 TASK filter: All Activities
Actual Work Critical Remaining Work © Oracle Corporation
Duration
Finishing 97d 27-Oct-18 16-Feb-19 16-Feb-19, Finishing
MEP 154d 26-Nov-18 23-May-19 23-May-19, MEP
roof 219d 13-Sep-18 26-May-19 26-May-19, roof
A3 325d 15-Mar-18 28-Mar-19 28-Mar-19, A3
Foundation 140d 15-Mar-18 25-Aug-18 25-Aug-18, Foundation
PC 8d 15-Mar-18 24-Mar-18 24-Mar-18, PC
RC 70d 21-Mar-18 10-Jun-18 10-Jun-18, RC
masonary, water proofing & SOG 65d 11-Jun-18 25-Aug-18 25-Aug-18, masonary, water proofing & SOG
Ground floor 193d 31-Mar-18 10-Nov-18 10-Nov-18, Ground floor
Civil Works 141d 31-Mar-18 11-Sep-18 11-Sep-18, Civil Works
Slabs and Beams 112d 03-May-18 11-Sep-18 11-Sep-18, Slabs and Beams
Finishing 66d 26-Aug-18 10-Nov-18 10-Nov-18, Finishing
MEP 60d 30-Aug-18 07-Nov-18 07-Nov-18, MEP
1st floor 195d 04-Jun-18 16-Jan-19 16-Jan-19, 1st floor
Columns 28d 04-Jun-18 05-Jul-18 05-Jul-18, Columns
Slabs and Beams 72d 07-Jul-18 27-Sep-18 27-Sep-18, Slabs and Beams
Finishing 90d 11-Sep-18 24-Dec-18 24-Dec-18, Finishing
MEP 80d 16-Oct-18 16-Jan-19 16-Jan-19, MEP
2nd floor 227d 07-Jul-18 27-Mar-19 27-Mar-19, 2nd floor
Civil Works 82d 07-Jul-18 09-Oct-18 09-Oct-18, Civil Works
Finishing 112d 27-Sep-18 04-Feb-19 04-Feb-19, Finishing
MEP 110d 20-Nov-18 27-Mar-19 27-Mar-19, MEP
roof 207d 31-Jul-18 28-Mar-19 28-Mar-19, roof
A5 355d 25-Mar-18 12-May-19 12-May-19, A5
PC 9d 25-Mar-18 03-Apr-18 03-Apr-18, PC
RC 83d 01-Apr-18 05-Jul-18 05-Jul-18, RC
masonary, water proofing & SOG 62d 07-Jul-18 16-Sep-18 16-Sep-18, masonary, water proofing & SOG
Ground floor 220d 10-Apr-18 22-Dec-18 22-Dec-18, Ground floor
Civil Works 151d 10-Apr-18 03-Oct-18 03-Oct-18, Civil Works
Columns 42d 10-Apr-18 28-May-18 28-May-18, Columns
Slabs and Beams 109d 29-May-18 03-Oct-18 03-Oct-18, Slabs and Beams
MEP 69d 03-Oct-18 22-Dec-18 22-Dec-18, MEP
1st floor 213d 27-Jun-18 02-Mar-19 02-Mar-19, 1st floor
Civil Works 97d 27-Jun-18 17-Oct-18 17-Oct-18, Civil Works
Columns 36d 27-Jun-18 07-Aug-18 07-Aug-18, Columns
Slabs and Beams 61d 08-Aug-18 17-Oct-18 17-Oct-18, Slabs and Beams
Finishing 83d 03-Oct-18 07-Jan-19 07-Jan-19, Finishing
2nd floor 237d 08-Aug-18 11-May-19 11-May-19, 2nd floor
Duration
Civil Works 70d 08-Aug-18 28-Oct-18 28-Oct-18, Civil Works
Columns 32d 08-Aug-18 13-Sep-18 13-Sep-18, Columns
Slabs and Beams 38d 15-Sep-18 28-Oct-18 28-Oct-18, Slabs and Beams
MEP 129d 12-Dec-18 11-May-19 11-May-19, MEP
roof 206d 15-Sep-18 12-May-19 12-May-19, roof
A6 369d 04-Apr-18 08-Jun-19 08-Jun-19, A6
Foundation 154d 04-Apr-18 30-Sep-18 30-Sep-18, Foundation
PC 7d 04-Apr-18 11-Apr-18 11-Apr-18, PC
RC 84d 10-Apr-18 16-Jul-18 16-Jul-18, RC
Ground floor 234d 19-Apr-18 16-Jan-19 16-Jan-19, Ground floor
Columns 35d 19-Apr-18 29-May-18 29-May-18, Columns
Finishing 63d 01-Oct-18 12-Dec-18 12-Dec-18, Finishing
1st floor 224d 10-Jul-18 27-Mar-19 27-Mar-19, 1st floor
Columns 39d 10-Jul-18 23-Aug-18 23-Aug-18, Columns
Slabs and Beams 61d 25-Aug-18 03-Nov-18 03-Nov-18, Slabs and Beams
2nd floor 245d 25-Aug-18 05-Jun-19 05-Jun-19, 2nd floor
Civil Works 80d 25-Aug-18 25-Nov-18 25-Nov-18, Civil Works

Columns 34d 25-Aug-18 02-Oct-18 02-Oct-18, Columns
Slabs and Beams 46d 03-Oct-18 25-Nov-18 25-Nov-18, Slabs and Beams
Finishing 101d 08-Nov-18 05-Mar-19 05-Mar-19, Finishing
MEP 139d 26-Dec-18 05-Jun-19 05-Jun-19, MEP
roof 213d 03-Oct-18 08-Jun-19 08-Jun-19, roof
A8 359d 12-Apr-18 04-Jun-19 04-Jun-19, A8
Foundation 161d 12-Apr-18 16-Oct-18 16-Oct-18, Foundation
PC 9d 12-Apr-18 22-Apr-18 22-Apr-18, PC
RC 90d 19-Apr-18 01-Aug-18 01-Aug-18, RC
masonary, water proofing & SOG 65d 02-Aug-18 16-Oct-18 16-Oct-18, masonary, water proofing & SOG
Ground floor 222d 30-Apr-18 13-Jan-19 13-Jan-19, Ground floor
Columns 38d 30-Apr-18 12-Jun-18 12-Jun-18, Columns
Slabs and Beams 118d 13-Jun-18 29-Oct-18 29-Oct-18, Slabs and Beams
Finishing 60d 17-Oct-18 25-Dec-18 25-Dec-18, Finishing
1st floor 211d 22-Jul-18 24-Mar-19 24-Mar-19, 1st floor
Duration
Slabs and Beams 71d 30-Aug-18 20-Nov-18 20-Nov-18, Slabs and Beams
MEP 96d 03-Dec-18 24-Mar-19 24-Mar-19, MEP
2nd floor 237d 30-Aug-18 02-Jun-19 02-Jun-19, 2nd floor
Civil Works 81d 30-Aug-18 02-Dec-18 02-Dec-18, Civil Works
Slabs and Beams 56d 29-Sep-18 02-Dec-18 02-Dec-18, Slabs and Beams
MEP 126d 07-Jan-19 02-Jun-19 02-Jun-19, MEP
roof 214d 29-Sep-18 04-Jun-19 04-Jun-19, roof
Zone B 544d 31-Mar-18 24-Dec-19 24-Dec-19, Zone B
procurement 180d 31-Mar-18 25-Oct-18 25-Oct-18, procurement
B3 538d 31-Mar-18 17-Dec-19 17-Dec-19, B3
PC 6d 31-Mar-18 05-Apr-18 05-Apr-18, PC
RC 82d 04-Apr-18 08-Jul-18 08-Jul-18, RC
Basement 339d 19-Apr-18 19-May-19 19-May-19, Basement
Columns 136d 19-Apr-18 24-Sep-18 24-Sep-18, Columns
Finishing 130d 01-Jul-18 28-Nov-18 28-Nov-18, Finishing
MEP 265d 15-Jul-18 19-May-19 19-May-19, MEP
Ground floor 337d 01-Jul-18 28-Jul-19 28-Jul-19, Ground floor
MEP 234d 29-Oct-18 28-Jul-19 28-Jul-19, MEP
1st floor 307d 14-Oct-18 06-Oct-19 06-Oct-19, 1st floor
Civil Works 92d 14-Oct-18 28-Jan-19 28-Jan-19, Civil Works
Columns 48d 14-Oct-18 08-Dec-18 08-Dec-18, Columns
Slabs and Beams 44d 09-Dec-18 28-Jan-19 28-Jan-19, Slabs and Beams
Finishing 57d 13-Jan-19 19-Mar-19 19-Mar-19, Finishing
MEP 216d 28-Jan-19 06-Oct-19 06-Oct-19, MEP
2nd floor 319d 09-Dec-18 15-Dec-19 15-Dec-19, 2nd floor
Civil Works 94d 09-Dec-18 27-Mar-19 27-Mar-19, Civil Works
Columns 45d 09-Dec-18 29-Jan-19 29-Jan-19, Columns
Slabs and Beams 49d 30-Jan-19 27-Mar-19 27-Mar-19, Slabs and Beams
Finishing 58d 11-Mar-19 16-May-19 16-May-19, Finishing
MEP 226d 27-Mar-19 15-Dec-19 15-Dec-19, MEP
roof 276d 30-Jan-19 17-Dec-19 17-Dec-19, roof
Duration
B4 538d 07-Apr-18 24-Dec-19 24-Dec-19, B4
PC 12d 07-Apr-18 19-Apr-18 19-Apr-18, PC
RC 94d 16-Apr-18 02-Aug-18 02-Aug-18, RC
Basement 331d 07-May-18 27-May-19 27-May-19, Basement
Civil Works 155d 07-May-18 03-Nov-18 03-Nov-18, Civil Works
Columns 140d 07-May-18 16-Oct-18 16-Oct-18, Columns
Slabs and Beams 124d 12-Jun-18 03-Nov-18 03-Nov-18, Slabs and Beams
Finishing 129d 28-Jul-18 24-Dec-18 24-Dec-18, Finishing
MEP 247d 13-Aug-18 27-May-19 27-May-19, MEP
Ground floor 321d 28-Jul-18 05-Aug-19 05-Aug-19, Ground floor
Finishing 143d 04-Nov-18 18-Apr-19 18-Apr-19, Finishing
MEP 224d 18-Nov-18 05-Aug-19 05-Aug-19, MEP
1st floor 296d 04-Nov-18 14-Oct-19 14-Oct-19, 1st floor
Civil Works 102d 04-Nov-18 02-Mar-19 02-Mar-19, Civil Works
Columns 46d 04-Nov-18 26-Dec-18 26-Dec-18, Columns
Slabs and Beams 56d 27-Dec-18 02-Mar-19 02-Mar-19, Slabs and Beams
Finishing 59d 13-Feb-19 22-Apr-19 22-Apr-19, Finishing
MEP 195d 02-Mar-19 14-Oct-19 14-Oct-19, MEP
Civil Works 85d 27-Dec-18 04-Apr-19 04-Apr-19, Civil Works
Columns 36d 27-Dec-18 06-Feb-19 06-Feb-19, Columns
Slabs and Beams 49d 07-Feb-19 04-Apr-19 04-Apr-19, Slabs and Beams
Finishing 69d 19-Mar-19 06-Jun-19 06-Jun-19, Finishing
MEP 225d 06-Apr-19 23-Dec-19 23-Dec-19, MEP
roof 275d 07-Feb-19 24-Dec-19 24-Dec-19, roof
Zone C 722d 28-Apr-18 16-Aug-20 16-Aug-20, Zone C
procurement 180d 28-Apr-18 22-Nov-18 22-Nov-18, procurement
C1 507d 08-Nov-18 21-Jun-20 21-Jun-20, C1
Foundation 176d 08-Nov-18 01-Jun-19 01-Jun-19, Foundation
PC 8d 08-Nov-18 17-Nov-18 17-Nov-18, PC
RC 105d 15-Nov-18 17-Mar-19 17-Mar-19, RC
masonary, water proofing & SOG 65d 18-Mar-19 01-Jun-19 01-Jun-19, masonary, water proofing & SOG
Basement 300d 08-Dec-18 21-Nov-19 21-Nov-19, Basement
Civil Works 168d 08-Dec-18 20-Jun-19 20-Jun-19, Civil Works
Columns 153d 08-Dec-18 03-Jun-19 03-Jun-19, Columns
Slabs and Beams 129d 22-Jan-19 20-Jun-19 20-Jun-19, Slabs and Beams
Finishing 137d 07-Mar-19 13-Aug-19 13-Aug-19, Finishing
MEP 209d 24-Mar-19 21-Nov-19 21-Nov-19, MEP
Duration
Ground floor 283d 07-Mar-19 30-Jan-20 30-Jan-20, Ground floor
Civil Works 96d 07-Mar-19 27-Jun-19 27-Jun-19, Civil Works
Columns 42d 07-Mar-19 24-Apr-19 24-Apr-19, Columns
Slabs and Beams 54d 25-Apr-19 27-Jun-19 27-Jun-19, Slabs and Beams
Finishing 104d 11-Jun-19 09-Oct-19 09-Oct-19, Finishing
MEP 187d 27-Jun-19 30-Jan-20 30-Jan-20, MEP
1st floor 261d 11-Jun-19 09-Apr-20 09-Apr-20, 1st floor
Columns 35d 11-Jun-19 21-Jul-19 21-Jul-19, Columns
Slabs and Beams 48d 22-Jul-19 15-Sep-19 15-Sep-19, Slabs and Beams
MEP 179d 15-Sep-19 09-Apr-20 09-Apr-20, MEP
2nd floor 286d 22-Jul-19 18-Jun-20 18-Jun-20, 2nd floor
Finishing 83d 15-Sep-19 19-Dec-19 19-Dec-19, Finishing
MEP 209d 20-Oct-19 18-Jun-20 18-Jun-20, MEP
roof 268d 14-Aug-19 21-Jun-20 21-Jun-20, roof
C2 547d 18-Nov-18 16-Aug-20 16-Aug-20, C2
Foundation 182d 18-Nov-18 17-Jun-19 17-Jun-19, Foundation
PC 12d 18-Nov-18 01-Dec-18 01-Dec-18, PC
RC 110d 27-Nov-18 03-Apr-19 03-Apr-19, RC
masonary, water proofing & SOG 64d 04-Apr-19 17-Jun-19 17-Jun-19, masonary, water proofing & SOG
Basement 338d 19-Dec-18 16-Jan-20 16-Jan-20, Basement
Civil Works 174d 19-Dec-18 09-Jul-19 09-Jul-19, Civil Works
Columns 157d 19-Dec-18 19-Jun-19 19-Jun-19, Columns
Slabs and Beams 134d 04-Feb-19 09-Jul-19 09-Jul-19, Slabs and Beams
Finishing 139d 21-Mar-19 29-Aug-19 29-Aug-19, Finishing
MEP 245d 07-Apr-19 16-Jan-20 16-Jan-20, MEP
Ground floor 319d 21-Mar-19 26-Mar-20 26-Mar-20, Ground floor
Civil Works 92d 21-Mar-19 07-Jul-19 07-Jul-19, Civil Works
Slabs and Beams 49d 11-May-19 07-Jul-19 07-Jul-19, Slabs and Beams
Finishing 117d 20-Jun-19 03-Nov-19 03-Nov-19, Finishing
MEP 227d 07-Jul-19 26-Mar-20 26-Mar-20, MEP
1st floor 301d 20-Jun-19 04-Jun-20 04-Jun-20, 1st floor
Civil Works 91d 20-Jun-19 03-Oct-19 03-Oct-19, Civil Works
MEP 211d 03-Oct-19 04-Jun-20 04-Jun-20, MEP
2nd floor 315d 13-Aug-19 13-Aug-20 13-Aug-20, 2nd floor
Duration
Finishing 59d 09-Nov-19 15-Jan-20 15-Jan-20, Finishing
MEP 226d 25-Nov-19 13-Aug-20 13-Aug-20, MEP
roof 279d 26-Sep-19 16-Aug-20 16-Aug-20, roof
Zone D 835d 28-Apr-18 26-Dec-20 26-Dec-20, Zone D
procurement 180d 28-Apr-18 22-Nov-18 22-Nov-18, procurement
D1 511d 19-Mar-19 03-Nov-20 03-Nov-20, D1
Foundation 183d 19-Mar-19 17-Oct-19 17-Oct-19, Foundation
PC 16d 19-Mar-19 06-Apr-19 06-Apr-19, PC
RC 107d 01-Apr-19 03-Aug-19 03-Aug-19, RC
Basement 303d 20-Apr-19 06-Apr-20 06-Apr-20, Basement
Civil Works 182d 20-Apr-19 17-Nov-19 17-Nov-19, Civil Works
Columns 158d 20-Apr-19 20-Oct-19 20-Oct-19, Columns
Finishing 143d 23-Jul-19 05-Jan-20 05-Jan-20, Finishing
MEP 209d 07-Aug-19 06-Apr-20 06-Apr-20, MEP
Ground floor 282d 23-Jul-19 15-Jun-20 15-Jun-20, Ground floor
MEP 190d 07-Nov-19 15-Jun-20 15-Jun-20, MEP
1st floor 264d 22-Oct-19 24-Aug-20 24-Aug-20, 1st floor
Civil Works 83d 22-Oct-19 26-Jan-20 26-Jan-20, Civil Works
Columns 35d 22-Oct-19 01-Dec-19 01-Dec-19, Columns
MEP 182d 26-Jan-20 24-Aug-20 24-Aug-20, MEP
2nd floor 289d 02-Dec-19 02-Nov-20 02-Nov-20, 2nd floor
Civil Works 64d 02-Dec-19 13-Feb-20 13-Feb-20, Civil Works
Columns 22d 02-Dec-19 26-Dec-19 26-Dec-19, Columns
Slabs and Beams 42d 28-Dec-19 13-Feb-20 13-Feb-20, Slabs and Beams
Finishing 80d 28-Jan-20 29-Apr-20 29-Apr-20, Finishing
roof 268d 28-Dec-19 03-Nov-20 03-Nov-20, roof
D2 540d 07-Apr-19 26-Dec-20 26-Dec-20, D2
Columns 157d 05-May-19 03-Nov-19 03-Nov-19, Columns
Duration
Finishing 139d 05-Aug-19 13-Jan-20 13-Jan-20, Finishing
Ground floor 316d 05-Aug-19 06-Aug-20 06-Aug-20, Ground floor
Slabs and Beams 58d 01-Oct-19 08-Dec-19 08-Dec-19, Slabs and Beams
MEP 209d 08-Dec-19 06-Aug-20 06-Aug-20, MEP
Columns 38d 21-Nov-19 04-Jan-20 04-Jan-20, Columns
2nd floor 305d 05-Jan-20 24-Dec-20 24-Dec-20, 2nd floor
Civil Works 73d 05-Jan-20 29-Mar-20 29-Mar-20, Civil Works
Columns 33d 05-Jan-20 11-Feb-20 11-Feb-20, Columns
Slabs and Beams 40d 12-Feb-20 29-Mar-20 29-Mar-20, Slabs and Beams
D3 516d 22-Apr-19 13-Dec-20 13-Dec-20, D3
Foundation 169d 22-Apr-19 04-Nov-19 04-Nov-19, Foundation
Ground floor 301d 10-Aug-19 25-Jul-20 25-Jul-20, Ground floor
Slabs and Beams 46d 02-Oct-19 25-Nov-19 25-Nov-19, Slabs and Beams
MEP 209d 25-Nov-19 25-Jul-20 25-Jul-20, MEP
Slabs and Beams 59d 25-Dec-19 02-Mar-20 02-Mar-20, Slabs and Beams
Duration
Civil Works 74d 25-Dec-19 19-Mar-20 19-Mar-20, Civil Works
Columns 33d 25-Dec-19 01-Feb-20 01-Feb-20, Columns
D5 509d 06-May-19 19-Dec-20 19-Dec-20, D5
Foundation 156d 06-May-19 03-Nov-19 03-Nov-19, Foundation
Finishing 123d 10-Aug-19 30-Dec-19 30-Dec-19, Finishing
Ground floor 306d 10-Aug-19 30-Jul-20 30-Jul-20, Ground floor
Slabs and Beams 53d 07-Oct-19 08-Dec-19 08-Dec-19, Slabs and Beams
MEP 203d 08-Dec-19 30-Jul-20 30-Jul-20, MEP
Columns 45d 21-Nov-19 12-Jan-20 12-Jan-20, Columns
Finishing 58d 25-Feb-20 02-May-20 02-May-20, Finishing
2nd floor 292d 13-Jan-20 17-Dec-20 17-Dec-20, 2nd floor
Civil Works 66d 13-Jan-20 29-Mar-20 29-Mar-20, Civil Works
Columns 27d 13-Jan-20 12-Feb-20 12-Feb-20, Columns
D6 471d 16-May-19 15-Nov-20 15-Nov-20, D6
Foundation 154d 16-May-19 11-Nov-19 11-Nov-19, Foundation
Basement 271d 08-Jun-19 18-Apr-20 18-Apr-20, Basement
Civil Works 148d 08-Jun-19 26-Nov-19 26-Nov-19, Civil Works
Columns 137d 08-Jun-19 13-Nov-19 13-Nov-19, Columns
Slabs and Beams 116d 15-Jul-19 26-Nov-19 26-Nov-19, Slabs and Beams
MEP 193d 07-Sep-19 18-Apr-20 18-Apr-20, MEP
Ground floor 266d 22-Aug-19 27-Jun-20 27-Jun-20, Ground floor
Duration
Finishing 81d 09-Nov-19 10-Feb-20 10-Feb-20, Finishing
MEP 190d 19-Nov-19 27-Jun-20 27-Jun-20, MEP
1st floor 259d 09-Nov-19 05-Sep-20 05-Sep-20, 1st floor
Civil Works 66d 09-Nov-19 23-Jan-20 23-Jan-20, Civil Works
MEP 194d 23-Jan-20 05-Sep-20 05-Sep-20, MEP
2nd floor 298d 03-Dec-19 14-Nov-20 14-Nov-20, 2nd floor
Civil Works 70d 03-Dec-19 22-Feb-20 22-Feb-20, Civil Works
Columns 29d 03-Dec-19 05-Jan-20 05-Jan-20, Columns
Slabs and Beams 41d 06-Jan-20 22-Feb-20 22-Feb-20, Slabs and Beams
roof 270d 06-Jan-20 15-Nov-20 15-Nov-20, roof
Basement 549d 21-Apr-18 20-Jan-20 20-Jan-20, Basement
Zone A 230d 23-Apr-18 15-Jan-19 15-Jan-19, Zone A
A1 230d 23-Apr-18 15-Jan-19 15-Jan-19, A1
PC 11d 23-Apr-18 05-May-18 05-May-18, PC
RC 80d 06-May-18 06-Aug-18 06-Aug-18, RC
Basement 206d 21-May-18 15-Jan-19 15-Jan-19, Basement
Columns 69d 21-May-18 08-Aug-18 08-Aug-18, Columns
A7 218d 06-May-18 14-Jan-19 14-Jan-19, A7
Foundation 145d 06-May-18 21-Oct-18 21-Oct-18, Foundation
PC 9d 06-May-18 15-May-18 15-May-18, PC
RC 80d 16-May-18 16-Aug-18 16-Aug-18, RC
Basement 192d 05-Jun-18 14-Jan-19 14-Jan-19, Basement
Civil Works 139d 05-Jun-18 13-Nov-18 13-Nov-18, Civil Works
MEP 62d 04-Nov-18 14-Jan-19 14-Jan-19, MEP
Zone B 233d 21-Apr-18 16-Jan-19 16-Jan-19, Zone B
B1 233d 21-Apr-18 16-Jan-19 16-Jan-19, B1
Duration
PC 8d 21-Apr-18 29-Apr-18 29-Apr-18, PC
RC 82d 30-Apr-18 02-Aug-18 02-Aug-18, RC
Basement 215d 12-May-18 16-Jan-19 16-Jan-19, Basement
Columns 74d 12-May-18 05-Aug-18 05-Aug-18, Columns
B2 221d 30-Apr-18 12-Jan-19 12-Jan-19, B2
Zone C 255d 02-Dec-18 24-Sep-19 24-Sep-19, Zone C
C3 247d 02-Dec-18 15-Sep-19 15-Sep-19, C3
Foundation 175d 02-Dec-18 23-Jun-19 23-Jun-19, Foundation
PC 14d 02-Dec-18 17-Dec-18 17-Dec-18, PC
RC 105d 18-Dec-18 18-Apr-19 18-Apr-19, RC
Basement 213d 10-Jan-19 15-Sep-19 15-Sep-19, Basement
Civil Works 165d 10-Jan-19 21-Jul-19 21-Jul-19, Civil Works
Columns 87d 10-Jan-19 21-Apr-19 21-Apr-19, Columns
Finishing 68d 22-Jun-19 08-Sep-19 08-Sep-19, Finishing
MEP 62d 06-Jul-19 15-Sep-19 15-Sep-19, MEP
C4 222d 18-Dec-18 02-Sep-19 02-Sep-19, C4
Foundation 149d 18-Dec-18 09-Jun-19 09-Jun-19, Foundation
PC 11d 18-Dec-18 30-Dec-18 30-Dec-18, PC
RC 81d 31-Dec-18 03-Apr-19 03-Apr-19, RC
Basement 197d 16-Jan-19 02-Sep-19 02-Sep-19, Basement
Civil Works 144d 16-Jan-19 02-Jul-19 02-Jul-19, Civil Works
Columns 69d 16-Jan-19 06-Apr-19 06-Apr-19, Columns
Finishing 69d 08-Jun-19 26-Aug-19 26-Aug-19, Finishing
MEP 62d 23-Jun-19 02-Sep-19 02-Sep-19, MEP
C5 230d 31-Dec-18 24-Sep-19 24-Sep-19, C5
Foundation 157d 31-Dec-18 01-Jul-19 01-Jul-19, Foundation
PC 15d 31-Dec-18 16-Jan-19 16-Jan-19, PC
RC 86d 17-Jan-19 27-Apr-19 27-Apr-19, RC
masonary, water proofing & SOG 56d 28-Apr-19 01-Jul-19 01-Jul-19, masonary, water proofing & SOG
Basement 197d 07-Feb-19 24-Sep-19 24-Sep-19, Basement
Civil Works 143d 07-Feb-19 23-Jul-19 23-Jul-19, Civil Works
Columns 70d 07-Feb-19 29-Apr-19 29-Apr-19, Columns
Slabs and Beams 118d 09-Mar-19 23-Jul-19 23-Jul-19, Slabs and Beams
Duration
Finishing 66d 30-Jun-19 14-Sep-19 14-Sep-19, Finishing
MEP 62d 15-Jul-19 24-Sep-19 24-Sep-19, MEP
Zone D 205d 27-May-19 20-Jan-20 20-Jan-20, Zone D
D4 205d 27-May-19 20-Jan-20 20-Jan-20, D4
Foundation 132d 27-May-19 27-Oct-19 27-Oct-19, Foundation
PC 12d 27-May-19 09-Jun-19 09-Jun-19, PC
RC 76d 10-Jun-19 05-Sep-19 05-Sep-19, RC
masonary, water proofing & SOG 44d 07-Sep-19 27-Oct-19 27-Oct-19, masonary, water proofing & SOG
Basement 174d 02-Jul-19 20-Jan-20 20-Jan-20, Basement
MEP 62d 10-Nov-19 20-Jan-20 20-Jan-20, MEP
Landscape 0d
Closeout 491d 09-Jun-19 31-Dec-20

7. COST, TIME &
RESOURCES
MANAGMENT
- 129 -
Chapter (7) COST,TIME&RESOURCES MANAGEMENT Graduation Project 2019
price
total cost Markup
Direct Indirect Net Profit
ManPower General
Material Financial
overheads
Machine Money Site

Risk
Overheads
Fig.( 7.1 ): Project Price Hierarchy
7.1 Direct Cost and Time estimation

Direct cost means cost of work items including cost of labors, materials and
equipment
In this project a data basebase of labors, materials and equipment is used as follow:
- 130 -
Equipment
Code name cost/day cost/day2
basic gross
E1 tipper 1000 1100

E2 loader 1000 1100
E3 excavator 1500 1650
E7 fire hydrant for membrane fixing 900 1000
E8 total station 2000 2200
LABOR table
Code name cost/day cost/day-
basic gross
L1 excavating labor 200 220
L2 surveyor 250 275
L3 labor 150 165
L4 rock breaker 150 165
L5 compacting technichan 200 220

L6 civil overseer 100 110
L7 carver 200 220
L8 supervisor 100 110
L9 carpenter 175 192,5
L10 carpenter assistant 100 110
L11 steel fixer 200 220
L12 steel fixer assistant 100 110
L13 bitumen labour 150 165
L14 membrane fixer 200 220
L15 foam labor 150 165
L16 mechanical labor 150 165
L17 painter 200 220
L18 temprature isolation labor 200 220
L19 brick worker 150 165
L20 brick worker assistant 75 82,5
L21 mortar labor 75 82,5
L22 plastering labour 200 220
L23 plumber 500 550
L24 piles operator 250 275
- 131 -
MATERIAL table
Code name unit cost/unit cost/unit-
basic gross
M1 ready mixed concrete 40 N/mm2 m3 900 900

M3 coarse sand m3 65 65
reinforcement
M4 ton 12000 12000
bars φ10
reinforcement
M5 ton 12000 12000
bars φ18
reinforcement
M6 ton 12000 12000
bars φ12
reinforcement
M7 ton 12000 12000
bars φ25
M8 metal formwork
M9 wooden formwork
M10 light weight blocks m3 935 935
M11
M12 concrete primer m2 20 20
M13 bitumin 4 mm m2 49 49
M14 anchors piece
M15 sand m3 60 60
M16 cement ton 800 800
The labors and materials forms the following crews list used in
estimatimg the time and cost of the project
Crews table
crew
production
labor Equipment cost/
rate
Code name day
cod cost/da cod no cost/ unit/d
no. rate
e y e . day ay
mechanical L1 1 220 E1 2 2200

excavation + 5307
C1 L2 0,5 137,5 E3 1 1650 150 m3
waste ,5
transportation 0,
E8 1100
5
C2 200 m3 2310
backfilling E2 1 1100
- 132 -
soil L3 5 825 E1 1 1100 450
replacement
C3 and m3 2035
compacting L6 1 110
crew
0,
p.c formwork L9 1 192,5 E8 1100
5
C4 for foundation 100 m2 1650
L10 2 220
crew
L2 0,5 137,5
R.c formwork 0,
L9 1 192,5 E8 1100 1402
C5 for footings 5 3 m3
,5
crew L10 1 110
Concrete
C6 L3 20 3300 200 m3 3300
pouring crew
footings & L11 1 220
C7 smells Steel 3 m3 440
works L12 2 220
L9 1 192,5
columns L10 1 110
C8 1,2 m3 605
formworks L3 1 165
L2 0,5 137,5
columns steel L11 1 220
C9 0,15 ton 385
works L3 1 165
L9 1 192,5
floors & L10 1 110 522,
C10 beams 7,5 m2
L3 0,5 82,5 5
formwork
L2 0,5 137,5
floors & L11 1 220
C11 beams steel 0,4 ton 440
works L12 2 220
L9 1 192,5
RC walls 467,
C12 L10 1 110 9 m2
formwork 5
L3 1 165
RC walls L11 1 220
C13 2,25 m3 440
steel works L12 2 220
foundation
C14 L13 2 330 75 m2 330
isolation
floors
C15 moisture L14 4 880 E7 2 2000 200 m2 2880
isolation
L8 1 110 E7 4 4000
temprature L16 1 165
C16 isolation for 100 m2 4110
floors L3 2 330
L18 5 1100
C17 L19 1 165 4 m3
- 133 -
‫)‪Chapter (7‬‬ ‫‪COST,TIME&RESOURCES MANAGEMENT‬‬ ‫‪Graduation Project 2019‬‬
‫‪masonry‬‬ ‫‪L20‬‬ ‫‪2‬‬ ‫‪165‬‬
‫‪412,‬‬
‫‪works‬‬
‫‪L21‬‬ ‫‪1‬‬ ‫‪82,5‬‬ ‫‪5‬‬
‫)‪(25*12*6‬‬
‫‪internal‬‬ ‫‪L22‬‬ ‫‪2‬‬ ‫‪440‬‬
‫‪plastering‬‬ ‫‪L21‬‬ ‫‪2‬‬ ‫‪165‬‬
‫‪C18‬‬ ‫‪140‬‬ ‫‪m2‬‬ ‫‪440‬‬
‫طرطشة و بؤج و (‬
‫)أوتار‬ ‫‪L3‬‬ ‫‪1‬‬ ‫‪165‬‬
‫‪external‬‬ ‫‪L22‬‬ ‫‪2‬‬ ‫‪440‬‬
‫‪plastering‬‬ ‫‪L21‬‬ ‫‪2‬‬ ‫‪165‬‬
‫‪C19‬‬ ‫‪105‬‬ ‫‪m2‬‬ ‫‪770‬‬
‫)أوتار‬ ‫‪L3‬‬ ‫‪1‬‬ ‫‪165‬‬
‫‪walls‬‬ ‫‪L22‬‬ ‫‪1‬‬ ‫‪220‬‬
‫‪467,‬‬
‫‪C20‬‬ ‫‪roughing‬‬ ‫‪L21‬‬ ‫‪1‬‬ ‫‪82,5‬‬ ‫‪37‬‬ ‫‪m2‬‬
‫‪5‬‬
‫‪plastering‬‬ ‫‪L3‬‬ ‫‪1‬‬ ‫‪165‬‬
‫‪floors‬‬ ‫‪L22‬‬ ‫‪1‬‬ ‫‪220‬‬
‫‪467,‬‬
‫‪C21‬‬ ‫‪roughing‬‬ ‫‪L21‬‬ ‫‪1‬‬ ‫‪82,5‬‬ ‫‪30‬‬ ‫‪m2‬‬
‫‪5‬‬
‫‪plastering‬‬ ‫‪L3‬‬ ‫‪1‬‬ ‫‪165‬‬
‫‪L22‬‬ ‫‪1‬‬ ‫‪220‬‬
‫‪L21‬‬ ‫‪1‬‬ ‫‪82,5‬‬
‫‪C22‬‬ ‫البطانة‬ ‫‪20‬‬ ‫‪m2‬‬ ‫‪825‬‬
‫‪L3‬‬ ‫‪2‬‬ ‫‪330‬‬
‫‪L9‬‬ ‫‪1‬‬ ‫‪192,5‬‬
‫‪L22‬‬ ‫‪1‬‬ ‫‪220‬‬
‫‪632,‬‬
‫‪C23‬‬ ‫الضهارة‬ ‫‪L21‬‬ ‫‪1‬‬ ‫‪82,5‬‬ ‫‪32‬‬ ‫‪m2‬‬
‫‪5‬‬
‫‪L3‬‬ ‫‪2‬‬ ‫‪330‬‬
‫‪L11‬‬ ‫‪1‬‬ ‫‪220‬‬
‫‪L3‬‬ ‫‪2‬‬ ‫‪330‬‬ ‫‪756,‬‬
‫‪C24‬‬ ‫حدادة الشبك الممدد‬ ‫‪5‬‬ ‫‪m2‬‬
‫‪L7‬‬ ‫‪0,5‬‬ ‫‪110‬‬ ‫‪25‬‬
‫‪L9‬‬ ‫‪0,5‬‬ ‫‪96,25‬‬
‫‪L22‬‬ ‫‪1‬‬ ‫‪220‬‬
‫‪C25‬‬ ‫بياض الشبك الممدد‬ ‫‪10‬‬ ‫‪m2‬‬ ‫‪220‬‬
‫‪L3‬‬ ‫‪2‬‬ ‫‪330‬‬
‫تركيب مواسير‬ ‫‪L23‬‬ ‫‪1‬‬ ‫‪550‬‬
‫‪C26‬‬ ‫‪0,5‬‬ ‫حمام‬ ‫‪880‬‬
‫داخلية‬ ‫‪L3‬‬ ‫‪2‬‬ ‫‪330‬‬
‫تركيب اﻷجهزة‬ ‫‪L23‬‬ ‫‪1‬‬ ‫‪550‬‬
‫‪C27‬‬ ‫‪0,5‬‬ ‫حمام‬ ‫‪880‬‬
‫الصحية‬ ‫‪L3‬‬ ‫‪2‬‬ ‫‪330‬‬
‫‪L23‬‬ ‫‪1‬‬ ‫‪550‬‬
‫سباكة خارجية مد و‬ ‫‪1512‬‬
‫‪C28‬‬ ‫‪L3‬‬ ‫‪5‬‬ ‫‪825‬‬ ‫‪15‬‬ ‫'‪m‬‬
‫تركيب خطوط‬ ‫‪,5‬‬
‫‪L2‬‬ ‫‪0,5‬‬ ‫‪137,5‬‬
‫‪L24‬‬ ‫‪8‬‬ ‫‪2200‬‬
‫‪C29‬‬ ‫‪piles‬‬ ‫‪5‬‬ ‫‪piles‬‬ ‫‪6655‬‬
‫‪L3‬‬ ‫‪27‬‬ ‫‪4455‬‬
‫‪- 134 -‬‬

The cost and time estimation is calculated using the following Excel
sheet and here is a sample of activities calculated
quantity crew
Activity ID Activity Name cost/ production
unit quantity code no day rate
CGM(Project)-2.2.3 Zone A
CGM(Project)-2.2.3.3 A2
CGM(Project)-2.2.3.3.5
Foundation
CGM(Project)-2.2.3.3.5.1 PC
formwork shuttering
m2 1827 C4 5 8250 500
CGM2260 for pc footings
concrete pouring for
m3 548,1 C6 2 6600 400
CGM2270 pc footings
deshuttering of pc
m2 1827 C4 5 8250 500
CGM2280 footings
CGM(Project)-2.2.3.3.5.2 RC
formwork shuttering
for RC footings & m3 100,914 C5 5 7012,5 15
CGM2290
smells
steel fixing for RC
m3 100,914 C7 5 2200 15
CGM2300 footings & smells
pouring for RC &
m3 100,914 C6 1 3300 200
CGM2310 smells
deshuttering of RC
m3 100,914 C5 5 7012,5 15
isolation of RC
m2 2627,4 C14 5 1650 375
CGM(Project)-2.2.3.3.5.3
masonary, water proofing & SOG
masonary work m3 24 C17 1 412,5 4
CGM2336
backfilling m3 1000 C2 1 2310 200
CGM2339
Pc for SOG m3 2000 C6 1 3300 200
CGM2340
formwork shuttering
m2 30 C10 1 522,5 7,5
CGM2350 for SOG
steel fixing of SOG ton 2,5 C11 1 440 0,4
CGM2360
pouring of SOG m3 600 C6 1 3300 200
CGM2370
deshuttering of SOG m2 30 C10 1 522,5 7,5
CGM2380
isolation works for
m2 400 C15 1 2880 200
CGM2390 SOG
- 135 -
CGM(Project)-2.2.3.3.3
Ground floor
Civil Works
CGM(Project)-2.2.3.3.3.1.1
Columns
Coloumn Formwork
m3 54,5238 C8 3 1815 3,6
CGM3480 (3 faces) for ground
Coloumn steel fixig
ton 15,26 C9 10 3850 1,5
CGM3490 for ground
Coloumn Formwork
m3 4,54365 C8 3 1815 3,6
CGM3510 (4 faces) for ground
columns pouring for
m3 90,7695 C6 2 6600 400
CGM3520 ground
desuttering of column
m3 90,7695 C8 4 2420 4,8
CGM3530 formwork for ground
CGM(Project)-2.2.3.3.3.1.3
Slabs and Beams
Slabs and Beams
m2 1354,4 C10 5 2612,5 37,5
CGM3600 Formwork for ground
Slabs and Beams
ton 54,2233 C11 12 5280 4,8
CGM3610 steel fixing for ground
Slaps and Beams
m3 402,224 C6 2 6600 400
CGM3620 Pouing for ground
slabs formwork
deshuttering for m2 402,224 C10 3 1567,5 22,5
CGM3630
ground
isolation of bathrooms
bulk 1
CGM3640 for ground
Finishing
internal brickwork for
m3 19,0697 C17 3 1237,5 12
CGM3790 ground
external brickwork for
m3 6,35656 C17 3 1237,5 12
CGM3800 ground
internal plastering for
m2 1764,05 C18 3 1320 420
CGM3820 ground
fallceiling for ground bulk 1
CGM3830
for ground ‫حلوق ابواب و‬
bulk 1
CGM3840 ‫شبابيك‬
windows & doors
bulk 1
CGM3850 fixing for ground
handrill of stairs for
bulk 1
CGM3870 ground
- 136 -
‫‪material‬‬ ‫‪Duratio‬‬
‫‪cost/un‬‬ ‫‪cod‬‬ ‫‪cost/un‬‬ ‫‪cost/un‬‬ ‫‪n‬‬ ‫‪Cost‬‬
‫‪code‬‬ ‫‪Q/m‬‬ ‫‪no‬‬ ‫‪code‬‬ ‫‪no‬‬
‫‪it‬‬ ‫‪e‬‬ ‫‪it‬‬ ‫‪it‬‬
‫‪4‬‬ ‫‪33000‬‬
‫‪M2‬‬ ‫‪1‬‬ ‫‪750‬‬ ‫‪2‬‬ ‫‪424275‬‬
‫‪4‬‬ ‫‪33000‬‬
‫‪7‬‬ ‫‪49087,5‬‬
‫‪172826,1‬‬
‫‪M5‬‬ ‫‪0,13‬‬ ‫‪1560‬‬ ‫‪7‬‬
‫‪5‬‬
‫‪M3‬‬ ‫‪1‬‬ ‫‪65‬‬ ‫‪1‬‬ ‫‪9859,423‬‬
‫‪7‬‬ ‫‪49087,5‬‬
‫‪M12‬‬ ‫‪1‬‬ ‫‪20‬‬ ‫‪M13‬‬ ‫‪1‬‬ ‫‪49‬‬ ‫‪8‬‬ ‫‪194490,6‬‬
‫‪0,20‬‬ ‫‪M1‬‬ ‫‪0,07‬‬

‫‪M10‬‬ ‫‪1‬‬ ‫‪935‬‬ ‫‪M15‬‬ ‫‪12,48‬‬ ‫‪58,4‬‬ ‫‪6‬‬ ‫‪26616,12‬‬
‫‪8‬‬ ‫‪6‬‬ ‫‪3‬‬
‫‪M3‬‬ ‫‪1‬‬ ‫‪65‬‬ ‫‪5‬‬ ‫‪76550‬‬
‫‪M2‬‬ ‫‪1‬‬ ‫‪750‬‬ ‫‪10‬‬ ‫‪1533000‬‬
‫‪M9‬‬ ‫‪1‬‬ ‫‪0‬‬ ‫‪4‬‬ ‫‪2090‬‬
‫‪M6‬‬ ‫‪1‬‬ ‫‪12000‬‬ ‫‪7‬‬ ‫‪33080‬‬
‫‪M2‬‬ ‫‪1‬‬ ‫‪750‬‬ ‫‪3‬‬ ‫‪459900‬‬
‫‪4‬‬ ‫‪2090‬‬
‫‪M12‬‬ ‫‪1‬‬ ‫‪20‬‬ ‫‪M13‬‬ ‫‪1‬‬ ‫‪49‬‬ ‫‪2‬‬ ‫‪33360‬‬
‫‪12‬‬ ‫‪8250‬‬
‫‪M5‬‬ ‫‪0,13‬‬ ‫‪1560‬‬ ‫‪11‬‬ ‫‪225470‬‬
‫‪2‬‬ ‫‪3630‬‬
‫‪M1‬‬ ‫‪1‬‬ ‫‪900‬‬ ‫‪1‬‬ ‫‪88292,55‬‬
‫‪5‬‬ ‫‪12100‬‬
‫‪12‬‬ ‫‪31350‬‬
‫‪147948,2‬‬
‫‪M5‬‬ ‫‪0,13‬‬ ‫‪1560‬‬ ‫‪12‬‬
‫‪8‬‬
‫‪375201,3‬‬
‫‪M1‬‬ ‫‪1‬‬ ‫‪900‬‬ ‫‪2‬‬
‫‪9‬‬
‫‪4‬‬ ‫‪6270‬‬
‫‪4‬‬ ‫‪80000‬‬
‫‪- 137 -‬‬

‫‪0,20‬‬ ‫‪M1‬‬ ‫‪0,07‬‬ ‫‪21656,79‬‬
‫‪M10‬‬ ‫‪1‬‬ ‫‪935‬‬ ‫‪M15‬‬ ‫‪12,48‬‬ ‫‪58,4‬‬ ‫‪2‬‬
‫‪8‬‬ ‫‪6‬‬ ‫‪3‬‬ ‫‪8‬‬
‫‪0,20‬‬ ‫‪M1‬‬ ‫‪0,07‬‬ ‫‪7631,432‬‬
‫‪M10‬‬ ‫‪1‬‬ ‫‪935‬‬ ‫‪M15‬‬ ‫‪12,48‬‬ ‫‪58,4‬‬ ‫‪1‬‬
‫‪8‬‬ ‫‪6‬‬ ‫‪3‬‬ ‫‪5‬‬
‫‪0,08‬‬ ‫‪0,01‬‬ ‫‪32319,90‬‬
‫‪M15‬‬ ‫‪4,98‬‬ ‫‪M16‬‬ ‫‪9,6‬‬ ‫‪0‬‬ ‫‪5‬‬
‫‪3‬‬ ‫‪2‬‬ ‫‪7‬‬
‫‪10‬‬ ‫‪100000‬‬
‫‪5‬‬ ‫‪400000‬‬
‫‪0‬‬ ‫‪480000‬‬
‫‪10‬‬ ‫‪160000‬‬
‫‪- 138 -‬‬

7.2 Detailed Examples of Cost & Time Estimation

7.2.1 Excavation
Quantity = 336,750 m3
- Man Power:
5 crews each (1 excavator + 1tipper + 1surveyor)
Man power productivity rate = 300 m3/day
Man power total cost /day=2000 EGP/day
Cost/unit = 2000/300 =6.67 EGP/m3
Total cost = (cost/unit) *Quantity = 6.67*336750=2,246,122 EGP
- Equipment:
(Excavator + Dump Truck + Bulldozer + Roller)
Excavator productivity rate = 320 m3/day
Dump truck productivity = 200m3/day
Bulldozer productivity = 1080 m3/day
Roller productivity = 1200m2/day
Working time for all equipment = 8 hours
Cost/unit = cost/day / productivity
Excavator (cost/unit) =25 EGP/m3
Dump Truck (cost/unit) = 20.8EGP/m3
Bulldozer (cost/unit) = 13.2 EGP/m3
Roller (cost/unit) = 4.3 EGP/m2
Equipment total cost = (cost/unit)*Quantity
Excavator total cost = 25*336750 = 8,418,750 EGP
Dump Truck total cost = 17.8*336750 = 5,994,150 EGP
Bulldozer Total Cost = 13.2*336750 = 4,445,100 EGP
Roller total cost = 4.3*336750 = 1,448,025 EGP
- 139 -
- Equipment total cost = Excavator total cost+ Dump Truck total cost+ Bulldozer
Total Cost+ Roller total cost = 8418750+5994150+4445100+1448025=
20,306,025 EGP
Excavation total cost = man power total cost + equipment total cost = 1070350
+20306025 = 21,376,375 EGP
7.2.2 Formwork shuttering

- Activity code: CGM2290
- Activity full name: formwork shuttering for RC footings & smells
- Quantity: 100,9142 m3
- Crew: 5 - C5
- Crew formation: L9 (Carpenter) – L10 (Carpenter Ass.) – 0.5 E8 (Total
station)
- 1 Crew Production rate: 3 m3 / day
- 1 Crew cost: 1402.5 L.E./ day
- Material: Cost of material calculated related to the crew formation
.
Time = .
= = 6.7 = 7 days
Total Direct Cost = Cost of Crew/day X duration + Cost of Material/ Unit X

Quantity = 5 x 1402.5 x 7 = 49087.5 L.E.
7.2.3 Column steel fixing
- Activity code: CGM3490
- Activity full name: column steel fixing for ground floor
- Quantity: 15.26 ton
- Crew: 10 – C9
- Crew formation: L3 (Labor) – L11 (Steel Fixer)
- 1 Crew Production rate: 0.15 ton / day
- 1 Crew cost: 385 L.E. / day
- Material : M5 (Steel bars)
- Material Cost /unit : 12000 L.E. / ton
- Material Quantity used / unit : .15.26 ton
.
Time = .
= =10.2 = 11 days
.
Total Direct Cost = Cost of Crew/day X duration + Cost of Material/ Unit X

Quantity = 10 x 385 x 11 + 12000 x 15.26 = 225470 L.E.
- 140 -
7.3 Resource Management

7.3.1 Introduction
A resource is anything that is used by an activity to get the work done, such as :
Material, Equipment, Labor, Money .
- Resources can be classified as:

• Consumable ( Money , Material ).
• Non Consumable ( Labor , Equipment ).
Also, resources can be classified as:
• Key or constrained resources ( Skilled labor , Equipment ).

• Secondary or non - constrained resources ( Labor ).
• General resources, used by all activities.
7.3.2 Resource management in construction:

Construction companies face the challenge of delivering often complex projects
to a schedule, within a budget, and hopefully with a reasonable profit margin.
Resource management is the process of planning the resources necessary to meet
the objectives of the project, and to satisfy the client’s requirements.
Without proper resource management, projects can fall behind schedule, or can
become unprofitable. The objective is to ensure the adequate and timely supply of
resources, whilst at the same time maximising the utilisation of resources between
projects.
- Construction resources might include:

• Products and materials.
• Construction plant, tools and equipment.
• Human resources.
• Space and facilities.
• Subcontractors.
• Finance.
Fundamental to resource management is real-time visibility of; what resources are
needed, what resources are available, where resources are located, and the ability
to reschedule those resources accordingly.
- 141 -
7.3.3 Resources management plan:
A resource management plan can be used to:
 Ensure resource availability and resolve resource conflicts.

• Optimise time, effort and cost.
• Ensure workers with the right skills are available.
• Identify limitations, such as site access, weather conditions, and so on.
• Reassign resources in response to circumstances.
• Track resources utilisation to avoid excessive resourcing or under-utilisation.
It should list key information about the required resources for each activity:
• Type of activity.
• Start date and duration of the activity.
• Activity owner.
• Resource type and quantity required.
• Source/supplier of each resource type.
• Equipment required.
• Cost estimates for each of the resources to be supplied.
• Risk mitigation.
Successful resource management requires:
• Access to the up-to-date project plan with clear definition of the different
phases of work and activity scheduling.
• Understanding the types of resources that are needed.
• Understanding the availability and optimum utilisation of resources.
• Understanding the potential for developing resources for new uses.
• Understanding of the lead time required to ensure that resources are available
when needed.
• The ability to redeploy resources if works need to be accelerated, or if works
are completed.
- 142 -
7.3.4 Resource management plan steps
First, identify the different types of resources needed to complete the project.
You then need to quantify the amount of each type of resource required. And finally,
you need to schedule the consumption of each resource within the project. Let’s
describe each step in a little more detail.
Step 1: List the resource required
You should start by listing the resources required to complete the project.
 Labor. Identify all the roles involved in performing the project, including all full-
time, part-time and contracting roles.
 Equipment. Identify all of the equipment involved in performing the project.

For instance, this may include office equipment (e.g. PCs, photocopiers, and
mobile phones), telecommunications equipment (e.g. cabling, switches) and
machinery (e.g. heavy and light machinery).
 Materials. Identify all of the non-consumable materials to complete project

activities such as materials required to build physical deliverables (e.g. wood,
steel and concrete).
 Hardware/software. Identify if applicable.
 More…
Step 2: Estimate the number of resources required
The next step is to estimate the number of each resource.
 Labor, estimate how many hours you need per role
 Equipment, estimate how many pieces of equipment needed
 Materials, estimate how much material, in terms such as square meters,

kilograms, number of units, etc.
As much as possible, also indicate the date the resources are needed and the
consumption rate per day, week or month.
Step 3: Construct a resource schedule
You have now collated all the information required to build a detailed Resource
Schedule. Create a resource schedule which specifies the:
 Resources required to complete the project
 Timeframes for the consumption of each resource
 Quantity of each resource required per week/month

- 143 -
 Total quantity of resource consumed per week/month
 Assumptions and constraints identified
The next tables Describes :

• Material used
Code name unit cost/unit cost/unit-
basic gross

M3 coarse sand m3 65 65
reinforcement
M4 ton 12000 12000
bars φ10
reinforcement
M5 ton 12000 12000
bars φ18
reinforcement
M6 ton 12000 12000
bars φ12
reinforcement
M7 ton 12000 12000
bars φ25
M8 metal formwork
M9 wooden formwork
M10 light weight blocks m3 935 935
M12 concrete primer m2 20 20
M13 bitumin 4 mm m2 49 49
M14 anchors piece
M15 sand m3 60 60
M16 cement ton 800 800
- 144 -
• Crews working in the project and their productivity / day.
Crews table
crew
production
labor Equipment cost/da
rate
Code name y
cod cost/ unit/da
no. cost/day code no. rate
e day y
excavation + L2 0,5 137,5 E3 1 1650
C1 150 m3 5307,5
waste
transportation E8 0,5 1100
C2 200 m3 2310
backfilling E2 1 1100
soil L3 5 825 E1 1 1100 450
replacement
C3 and m3 2035
compacting L6 1 110
crew
p.c formwork L9 1 192,5 E8 0,5 1100
C4 for foundation L10 2 220 100 m2 1650
crew L2 0,5 137,5
R.c formwork L9 1 192,5 E8 0,5 1100
C5 for footings 3 m3 1402,5
crew L10 1 110
Concrete
C6 L3 20 3300 200 m3 3300
pouring crew
footings & L11 1 220
C7 smells Steel 3 m3 440
works L12 2 220
L9 1 192,5
columns L10 1 110
C8 1,2 m3 605
formworks L3 1 165
L2 0,5 137,5
columns steel L11 1 220
C9 0,15 ton 385
works L3 1 165
L9 1 192,5
floors & beams L10 1 110
C10 7,5 m2 522,5
formwork L3 0,5 82,5
L2 0,5 137,5
floors & beams L11 1 220
C11 0,4 ton 440
steel works L12 2 220
L9 1 192,5
RC walls
C12 L10 1 110 9 m2 467,5
formwork
L3 1 165
- 145 -
‫‪RC walls steel‬‬ ‫‪L11‬‬ ‫‪1‬‬ ‫‪220‬‬

‫‪C13‬‬ ‫‪2,25‬‬ ‫‪m3‬‬ ‫‪440‬‬
‫‪works‬‬ ‫‪L12‬‬ ‫‪2‬‬ ‫‪220‬‬
‫‪foundation‬‬
‫‪C14‬‬ ‫‪L13‬‬ ‫‪2‬‬ ‫‪330‬‬ ‫‪75‬‬ ‫‪m2‬‬ ‫‪330‬‬
‫‪isolation‬‬
‫‪floors moisture‬‬
‫‪C15‬‬ ‫‪L14‬‬ ‫‪4‬‬ ‫‪880‬‬ ‫‪E7‬‬ ‫‪2‬‬ ‫‪2000‬‬ ‫‪200‬‬ ‫‪m2‬‬ ‫‪2880‬‬
‫‪isolation‬‬
‫‪L8‬‬ ‫‪1‬‬ ‫‪110‬‬ ‫‪E7‬‬ ‫‪4‬‬ ‫‪4000‬‬
‫‪temprature‬‬ ‫‪L16‬‬ ‫‪1‬‬ ‫‪165‬‬
‫‪C16‬‬ ‫‪isolation for‬‬ ‫‪100‬‬ ‫‪m2‬‬ ‫‪4110‬‬
‫‪floors‬‬ ‫‪L3‬‬ ‫‪2‬‬ ‫‪330‬‬
‫‪L18‬‬ ‫‪5‬‬ ‫‪1100‬‬
‫‪L19‬‬ ‫‪1‬‬ ‫‪165‬‬
‫‪masonry works‬‬
‫‪C17‬‬ ‫‪L20‬‬ ‫‪2‬‬ ‫‪165‬‬ ‫‪4‬‬ ‫‪m3‬‬ ‫‪412,5‬‬
‫)‪(25*12*6‬‬
‫‪L21‬‬ ‫‪1‬‬ ‫‪82,5‬‬
‫‪internal‬‬ ‫‪L22‬‬ ‫‪2‬‬ ‫‪440‬‬
‫‪plastering‬‬ ‫‪L21‬‬ ‫‪2‬‬ ‫‪165‬‬
‫‪C18‬‬ ‫‪140‬‬ ‫‪m2‬‬ ‫‪440‬‬
‫)أوتار‬ ‫‪L3‬‬ ‫‪1‬‬ ‫‪165‬‬
‫‪external‬‬ ‫‪L22‬‬ ‫‪2‬‬ ‫‪440‬‬
‫‪plastering‬‬ ‫‪L21‬‬ ‫‪2‬‬ ‫‪165‬‬
‫‪C19‬‬ ‫‪105‬‬ ‫‪m2‬‬ ‫‪770‬‬
‫)أوتار‬ ‫‪L3‬‬ ‫‪1‬‬ ‫‪165‬‬
‫‪L22‬‬ ‫‪1‬‬ ‫‪220‬‬
‫‪walls roughing‬‬
‫‪C20‬‬ ‫‪L21‬‬ ‫‪1‬‬ ‫‪82,5‬‬ ‫‪37‬‬ ‫‪m2‬‬ ‫‪467,5‬‬
‫‪plastering‬‬
‫‪L3‬‬ ‫‪1‬‬ ‫‪165‬‬
‫‪L22‬‬ ‫‪1‬‬ ‫‪220‬‬
‫‪floors roughing‬‬
‫‪C21‬‬ ‫‪L21‬‬ ‫‪1‬‬ ‫‪82,5‬‬ ‫‪30‬‬ ‫‪m2‬‬ ‫‪467,5‬‬
‫‪plastering‬‬
‫‪L3‬‬ ‫‪1‬‬ ‫‪165‬‬
‫‪L22‬‬ ‫‪1‬‬ ‫‪220‬‬
‫‪L21‬‬ ‫‪1‬‬ ‫‪82,5‬‬
‫‪C22‬‬ ‫البطانة‬ ‫‪20‬‬ ‫‪m2‬‬ ‫‪825‬‬
‫‪L3‬‬ ‫‪2‬‬ ‫‪330‬‬
‫‪L9‬‬ ‫‪1‬‬ ‫‪192,5‬‬
‫‪L22‬‬ ‫‪1‬‬ ‫‪220‬‬
‫‪C23‬‬ ‫الضهارة‬ ‫‪L21‬‬ ‫‪1‬‬ ‫‪82,5‬‬ ‫‪32‬‬ ‫‪m2‬‬ ‫‪632,5‬‬
‫‪L3‬‬ ‫‪2‬‬ ‫‪330‬‬
‫‪L11‬‬ ‫‪1‬‬ ‫‪220‬‬
‫‪L3‬‬ ‫‪2‬‬ ‫‪330‬‬
‫‪C24‬‬ ‫حدادة الشبك الممدد‬ ‫‪5‬‬ ‫‪m2‬‬ ‫‪756,25‬‬
‫‪L7‬‬ ‫‪0,5‬‬ ‫‪110‬‬
‫‪L9‬‬ ‫‪0,5‬‬ ‫‪96,25‬‬
‫‪L22‬‬ ‫‪1‬‬ ‫‪220‬‬
‫‪C25‬‬ ‫بياض الشبك الممدد‬ ‫‪10‬‬ ‫‪m2‬‬ ‫‪220‬‬
‫‪L3‬‬ ‫‪2‬‬ ‫‪330‬‬
‫تركيب مواسير‬ ‫‪L23‬‬ ‫‪1‬‬ ‫‪550‬‬
‫‪C26‬‬ ‫‪0,5‬‬ ‫حمام‬ ‫‪880‬‬
‫داخلية‬ ‫‪L3‬‬ ‫‪2‬‬ ‫‪330‬‬
‫‪L23‬‬ ‫‪1‬‬ ‫‪550‬‬
‫تركيب اﻷجهزة‬
‫‪C27‬‬ ‫‪L3‬‬ ‫‪2‬‬ ‫‪330‬‬ ‫‪0,5‬‬ ‫حمام‬ ‫‪880‬‬
‫الصحية‬
‫‪L3‬‬ ‫‪27‬‬ ‫‪4455‬‬
‫‪- 146 -‬‬

The following Figs shows the labor/material histogram and month/year consumption
throughout the whole project period and indicates the monthly units that’s going to be
needed at that period taking in consideration the site constrains
 Carpenter
- 147 -
‫‪- 148 -‬‬

‫‪Labor‬‬
‫‪- 149 -‬‬

‫‪‬‬ ‫‪Steel fixer‬‬
‫‪- 150 -‬‬

8. RISK MANAGMENT
- 151 -
Chapter (8) RISK MANAGEMENT Graduation Project 2019
8.1 Introduction
Risk management in the construction project management context is comprehensive

and systematic way of identifying, analyzing and responding to risks to achieve the
project objective. Therefore nowadays, the risk analysis and management continue
to be a major feature of the project management of construction projects in an
attempt to deal effectively with uncertainty and unexpected events and to achieve
project success.
8.2 Risk Identification
Risk is the probability of occurrence of a defined hazard and the magnitude of the
consequences or an uncertain event or condition that results from the work, having
an impact that contradicts expectations.
*Risk source: things that can cause variation from what is planned or expected.
- 152 -
8.3 Risk Management

Risk management means more foresight, fewer setbacks. It also can be defined
as "the systematic process of identifying, analyzing and responding to project risk. It
includes maximizing the probability and consequences of positive events and
minimizing the probability and consequences of adverse events to meet the project
objectives.
• WHY RISK MANAGEMENT?
According to annual UK Industry Performance Report which is based on measuring

the key performance Indicators (KPIs) in construction sector; the 2015 report showed
that 31% of construction projects were delivered with cost overrun. On the other hand,
time predictably in construction projects was reported to be 40% in 2015.This record
showed that risk allowance in time and cost must be measured based on accurate
analysis during planning phase to estimate the impact of these risks and put a
response plan.
Risk management is “A formal ordering process for systematically identifying,

analyzing, and responding to risk events throughout the life of a project to obtain the
optimum or acceptable degree of risk elimination or control”.
8.3.1 Benefits of Risk Management:

1. More and better information is available during planning and decision making
2. Project objectives are verified .
3. Improved communications .
4. Higher probability of project success .
- 153 -
8.3.2 Risk Management Process:
Fig.( 8.1 ): Risk Management process
• Plan Risk Management: The process of defining how to conduct risk

management activities for a project .
• Identify Risks : The process of identifying individual project risks as well as
sources of overall project risk, and documenting their characteristics .
• Qualitative Risk Analysis : The process of prioritizing individual project risks for
further analysis or action by assessing their probability of occurrence and impact
as well as other characteristics .
• Quantitative Risk Analysis : The process of numerically analyzing the
combined effect of identified individual project risks and other sources of
uncertainty on overall project objectives .
• Risk Response : The process of developing options, selecting strategies, and
agreeing on actions to address overall project risk exposure, as well as to treat
individual project risks .
- 154 -
• Risk Monitoring and Control : The process of monitoring the implementation of
agreed-upon risk response plans, tracking identified risks, identifying and
analyzing new risks, and evaluating risk process effectiveness throughout the
project
8.3.3 Risk Management Planning:
- Deciding how to approach, plan and execute the risk management
activities for the project.
- A good risk management plan is critical to cutting down on

unexpected project risks. A strong plan can decrease problems
on a project by as much as 80 to 90 percent.
11.3.3.1 Objectives of risk management planning
 To eliminate negative risks.
 To reduce risks to an "acceptable" level if risks cannot be eliminated.
This means a risk level the organization can live with, making sure that
proper controls are in place to keep risks within an acceptable range.
 To transfer risks by means of insurance (i.e., insuring company assets
for theft or destruction, such as hurricane or fire damage) or to transfer
the risk to another organization (i.e., using a third-party vendor to
install network equipment so that the vendor is made responsible for
the installation's success or failure).
11.3.3.2 Risk management planning outputs

 Methodology.
 Roles and responsibilities.
 Budgeting.
 Timing.
 Risk categories.
 Definition of risk probability and impact.
 Probability and impact matrix.
 Reporting format
Methodology: Defines the approaches, tools, and data sources that may be used to
perform risk management on the project.
- 155 -
Roles and responsibilities: Defines the lead, support, and risk management team
members for each type of activity in the risk management plan, and clarifies their
responsibilities.
Budgeting: Assigns resources, estimates funds needed for risk management for
inclusion in the cost performance baseline, and establishes protocols for application
of contingency reserve.
Timing: Defines when and how often the risk management process will be
performed throughout the project life cycle, establishes protocols for application of
schedule contingency reserves, and establishes risk management activities to be
included in the project schedule.
Risk categories : Provides a structure that ensures a comprehensive process of

systematically identifying risks to a consistent level of detail and contributes to the
effectiveness and quality of the Identify Risks process. An organization can use a
previously prepared categorization framework which might take the form of a simple
list of categories or might be structured into a Risk Breakdown Structure (RBS). The
RBS is a hierarchically organized depiction of the identified project risks arranged by
risk category and subcategory that identifies the various areas and causes
of potential risks, an example is shown below
Definition of risk probability and impact: The likelihood that events will occur, it can
be assigned using a simple High-medium-low scale that ranks the probability for each
risk.
Probability and impact matrix: Each identified risk is fed into a probability-impact
matrix, as seen in The figure. The matrix maps out the risk, its probability and
possible impact. The risks with higher probability and impact are a more serious
Threat to the project objectives than the risks with lower impact and Consequences.
The risks that are threats to the project require
Quantitative analysis to determine the root of the risks, the methods to
Control the risks, and effective risk management.
- 156 -
Consequences
Insignificant Minor Moderate Major Catastrophic

Likelihood
0.5 0.6 0.7 0.8 0.9
Almost
0.9 Medium Medium High High Extreme
certain
Likely 0.8 Medium Medium Medium High Extreme
Possible 0.7 Low Medium Medium High High
Unlikely 0.6 Low Low Medium High High
Rare 0.5 Low Low Low Medium Medium
Fig.( 8.2 ): Risk matrix
- 157 -
Fig.( 8.3 ): Risk Breakdown Structure
Reporting format:
A Risk Form is a document which is completed by a member of a project to raise
with management a new project risk. Risk Forms may be used to formally log any
type of risk; however, the most frequent
Types of risks identified relate to the project:

 Scope
 Deliverables
 Timescale
 Resources.
When to use a Risk Form:

Risk Forms are used during the ‘Execution’ phase of the project as a part of the
Risk Management Process. The Risk Form should be completed by the Risk
Identifier and formally distributed to the project manager for review. The Project
- 158 -
Manager will determine whether or not the form provides adequate information in
order to submit it to the risk review group for approval.
8.4 Risk Identification and method

Risk identification is an iterative process that involves the project team,
stakeholders and other managers affected by or who affect the project, and finally
outside individuals who can comment on the completeness of the risk identification
based on their similar experiences.
By identifying risks at an early stage of planning a construction project or a tender

and assessing their relative importance, the project management can be adapted to
reduce the risks and allocate them to the parties best able to control them or absorb
them should they occur. Studies should be carried out early in the life of a project,
well before decisions are made to proceed with the project.
8.4.1 Information gathering

 Interviews:
• Design change.
• Wages problem.
• permits delays.
• Equipment breakdown.
• Scope change.
 Brainstorming:
This is probably the most often used technique of the risk identification process.
You have probably used this many time for many purposes. Brainstorming involves
getting subject matter experts, team members, risk management team and anyone
else who might benefit the process in a room and asking them to start identifying
possible risk events. The trick here is that one person’s idea might spawn another idea
and so on, so that by end of the session you would have identified all the possible
risks. The facilitator could start the group off by going through the categories of risks
to get everyone thinking in the right direction.
- 159 -
 Documents reviews:
• Quantities takeoff errors.
• Shop drawing errors.
 SWOT
Strengths, weaknesses, opportunities

and threats (SWOT) is an analysis technique
that examines through each of these
viewpoints the project itself, project
management processes, resources, and the
organization and so on. It also helps broaden
your perspective of where to look for risks. Fig. (11.4) : SWOT
• CHECKLIST ANALYSIS:
Checklists used during the Risk identification processes are usually developed based
on historical information and previous project experience. If you typically work on
projects that are similar in nature, begin to compile a list of risks. You can't hen convert
this to a checklist that will allow you to identify risks on future projects quickly and
easily. You can also use the lowest level of the RBS as a checklist. However, don’t
rely solely on checklists for Risk Identification because you might miss important risks.
It isn’t possible for a single checklist to be an exhaustive source or all projects. You
can improve your checklists at the end of the project by adding the new risks that were
identified or modifying old ones if need be.
- 160 -
‫)‪Chapter (8‬‬ ‫‪RISK MANAGEMENT‬‬ ‫‪Graduation Project 2019‬‬
‫‪Table.( 8.1 ): checklist of project risk‬‬
‫‪- 161 -‬‬

 ASSUMPTION ANALYSIS
Assumptions analysis is a matter of validating the assumptions you identified and

documented during the course of the project planning processes. Assumptions should
be accurate, complete, and consistent. Examine all your assumptions for these
qualities. Assumptions are also used as a jumping off point to further identify risks.
The important thing to note about the project assumptions is that all assumptions are
tested against two factors:
_ The strength of the assumption or the validity of the assumption

_ The consequences that may impact the project if the assumption turns out to be false
All assumptions that turn out to be false should be evaluated and scored just as risks.
.3.4.2 DIAGRAMMING TECHNIQUES
There are three types of diagramming techniques used in Risk identification
 Cause and effect
This method shows relationship between effects of problems and their causes.
This diagram depicts ever potential cause and sub cause of the problem and the
effect that each proposed solution will have on the problem. The diagram is also
called fishbone diagram or Ishikawa diagram after its developer Kaoru Ishikawa.
- 162 -
Fig.( 8.4 ): Fishbone diagram
 Process flowcharts
This method shows logical steps needed to accomplish an objective how the elements
of a system relate to each other, and what actions cause what responses. This
flowchart it’s probably the one you are most familiar with. It’s usually constructed with
rectangles and parallelograms that step through a logical sequence and follow for
“Yes” and “No” branches.
 Influence Diagrams
This method typically shows the casual influences

among project variables, the timing or time
ordering of events and the relationships among
other project variables and their outcomes. Simply
put the visually depict risks uncertainties or
impacts and how they influence each other. Fig.( 8.5 ): Risk management process flow
chart
- 163 -
8.4.2 Risk Register
Risk Activities
Risk triggers
ID Risk Statement Cause Impact
Quick Soil
change in replacement
prices Concrete
pumping
Plastering
Increase in availability of MEP
R1 materials price materials cost increase
Cancel MEP
government
Increase in the fuel support
R2 rate exchange rate cost increase
Protests & All activities
R3 Revolution political issues delay strikes
Traffic Jam and procurement
R4 problems traffic problems delay
Over Execution of
increase in activities
labors &
delay & cost equipment
R5 Accident in site poor site layout increase in site
shortage of skilled delay & cost All activities
R6 subcontractor low profit increase
Subcontractor All activities
failing to deliver task delay & cost
R7 on time financial problems increase
Conflict between Conflict procurement
designed and
R8 suppliers inaccurate design delay
Delay in material problems with procurement
R9 delivery suppliers delay
Theft of the Execution of
R10 materials poor security cost increase activities
Delay in Execution of
Drop of labor delay &poor labors activities
R11 productivity poor HSE quality tasks
labor wages Increasing Execution of
R12 increase inflation cost increase in prices activities
import/export governmental delay & cost MEP
R13 restriction routine increase
unexpected or Soil work
unforeseen earth delay & cost
R14 problems natural disaster increase
R15 Currency exchange exchange rate cost increase All activities
- 164 -
Equipment Excavation
Malfunction in the delay & cost problems Backfilling
R16 equipment poor maintenance increase replacement
delay & cost Execution of
R17 Fire poor HSE increase activities
poor site Execution of
R18 Labor Strikes supervision delay activities
delay & cost Execution of
R19 Wars political issues increase activities
conflict Activities
Delay of consultant poor communication delay & cost delivery
R20 inspection between parties increase
inflation and All activities
R21 interested rate exchange rate cost increase
R22 Safety issue poor HSE poor quality All activities
8.5 Risk Analysis

Risk analysis begins with a detailed study of the risk issues that have
been identified and approved by decision-makers.
The objective is to judge the likelihood of occurrence and cost,
schedule, and technical consequences if the risk occurs.
Risk analyses are often based on detailed information that may come
from a variety of techniques, but not limited to:
_ Comparisons with similar systems

_ Relevant lessons-learned studies
_ Experience
_ Data from engineering or other models
_ Specialist and expert judgments
_ Analysis of plans and related documents
_ Modeling and simulation
- 165 -
8.5.1 Qualitative Risk Analysis:
Prioritizing risks for subsequent further analysis or action by assessing and
combining their probability of occurrence and impact.
The qualitative analysis process is quick and cheaper. It gives us some feel about
the risks, and then we can determine which risks needs to be analyzed further by
using
11.5.1.1 Tools and Techniques for qualitative Risk Analysis

 Risk probability and impact assessment
– investigating the likelihood that each specific risk will occur and the potential
effect on a project objective such as schedule, cost, quality or performance
(negative effects for threats and positive effects for opportunities), defining it in
levels, through interview or meeting with relevant stakeholders and
documenting the results.
 Probability and impact matrix

– rating risks for further quantitative analysis using a probability and impact
matrix, rating rules should be specified by the organization in advance
 Risk categorization
– in order to determine the areas of the project most exposed to the effects of
uncertainty. Grouping risks by common root causes can help us to develop
effective risk responses.
Fig.( 8.6 ): Qualitative risk analyses
- 166 -
 Risk urgency assessment
- In some qualitative analyses the assessment of risk urgency can be combined
with the risk ranking determined from the probability and impact matrix to give a
final risk sensitivity rating. Example- a risk requiring near-term responses may
be considered more urgent to address.
 Expert judgment
– Individuals who have experience with similar project in the not too distant
past may use their judgment through interviews or risk facilitation workshops.
8.5.2 Quantitative Risk Analysis:
A quantitative risk analysis is a further analysis of the highest priority risks

during a which a numerical or quantitative rating is assigned in order to develop
a probabilistic analysis of the project.
Fig.( 8.7 ): Quantitative Risk Analysis
A quantitative analysis:
- quantifies the possible outcomes for the project and assesses the probability
of achieving specific project objectives
- provides a quantitative approach to making decisions when there is
uncertainty
- creates realistic and achievable cost, schedule or scope targets
- 167 -
8.5.2.1 Tools and Techniques for Quantitative Analysis
 Pert
 Mont Carlo Simulation
 Decision Analysis (Decision Tree)
 Interviewing
- This technique is used to collect the data for assessing the probabilities of
achieving specific project objectives. You are looking for results such as: We have a
70% probability of finishing the project within the schedule desired by the customer.
Or: We have a 60% probability of finishing the project within the budget of LE.
100,000. The goal is to determine the
scale of probabilities for a given
objective; for example, there is a 20%
probability that the project will cost LE.
50,000, a 60% probability that it will
cost LE. 100,000 and a 20% probability
that it will cost LE. 150,000.
The data is collected by interviewing

relevant stakeholders and subject
matter experts. Most commonly, you
Fig.( 8.8 ): Pobability distribution
will be exploring the optimistic (best
case), pessimistic (worst case), and most likely scenarios for a given objective.
 Probability distributions
- After you have collected the data on meeting the project objectives, you can
present it in a probability distribution for each objective under study. Note that a
distribution represents uncertainty, and uncertainty represents risk. For example, if
you know for sure the project will cost LE. 25,000 there will be no distribution
because it is only one data point. Distribution comes into the picture when you have
several possible values with a probability assigned to each value. There are
distributions of different shapes in which the data can be presented
- 168 -
 Sensitivity analysis
- This is a technique used to determine which risk has the greatest impact on
the project. You study the impact of one uncertain element on a project
objective by keeping all other uncertain elements fixed at their baseline
values. You can repeat this analysis for several objectives, one at a time. You
can also repeat this study for several uncertain elements (creating risks), one
element at a time. This way, you can see the impact of each element (or risk)
on the overall project separate from other elements (or risks).
 Expected Monetary Value analysis (EMV)

– A statistical concept that calculates the average outcome when the future
includes scenarios that may or may not happen (generally: opportunities are
positive values; risks are negative values). These are commonly used in a
decision tree analysis.
 Modeling & simulation
– A project simulation, which uses a model that translates the specific
detailed uncertainties of the project into their potential impact on project
objectives, usually iterative. Monte Carlo is an example for an iterative
simulation.
 Decision tree analysis - This technique uses the decision tree diagram to
choose from different available options; each option is represented by a
Fig.( 8.9 ): Decision tree examples

- 169 -
branch of the tree. This technique is used when there are multiple possible
outcomes with different threats or opportunities with certain probabilities
assigned to them. EMV analysis is done along each branch, which helps to
make a decision about which option to choose.
9.6 Risk Response planning
The process of developing options and actions to enhance opportunities and to
reduce threats to the project objectives.
8.5.3 Risk Response Strategy

 Acceptance: The project team decides not to change project objectives to deal
with the risk.
Passive acceptance: no action, deal with threats as they occur

(workarounds)
Active acceptance: establish a contingency reserve to handle risks
 Transference
– Shifting the negative impact of a threat, along with the ownership of the
response, to a third party.
 Mitigation
– Reducing the Probability or Impact of an adverse risk event (threat) to

an acceptable threshold.
 Avoidance
– Changing a project objective to eliminate the threat posed by an

adverse risk event.
8.7 Risk Monitoring and control

The process of controlling and monitoring and keeping track of the identified and
the unidentified risks is risk control. In this process we hope to identify risks that
are no longer possible and risks that are coming due, as well as any new risks
that may become evident. We will also monitor risk activity to make sure the risk
- 170 -
plans have been carried out successfully. Problems that have been found out in
the risk plan can help us adjust the plans for future risk activities.
The level of risk tolerance should be monitored as well. The attitude of the
stakeholders will change during the course of the project. Communication with all
stakeholders is important since it gives us a means of assessing changes in their
risk tolerance.
Activities:
The following activities will be undertaken to identify, review and control risks on the
project. These activities together form the "Risk Management Process.
Roles:
While any member of the project team may identify a project risk, the following staff
will have key responsibilities for the ongoing risk management within the project:
Team Members will be responsible for:
 Identifying project risks and completing Risk Forms
 Forwarding all Risks Forms to their Project Leader for review
Team Leaders will be responsible for:
 Reviewing all Risk Forms to determine whether they are "likely" to adversely
affect the project.
 Working with the team member to approve a set of preventative and
contingent actions.
 Forwarding a prioritized set of Risk Forms to the Project Manager for action.
The Project Manager will be responsible for:
 Confirming the priority level of Risk Forms received.
 Taking immediate actions to resolve all low and medium priority level risks.
 Making the Project Board immediately aware of new high priority risks.
 Implementing actions approved by the Project to resolve High Priority Risks.
- 171 -
8.8 Case study

The Project Risk Management processes:
1-Risk Management Planning
2-Risk Identification
3-Risk Analysis
4-Risk Response Planning
5-Risk Monitoring andControl

Fig.( 8.10 ): Project Risk Management processes
 Risk identification
Brainstorming Historical information
 Risk breakdown structure
- 172 -
‫‪- 173 -‬‬

‫‪- 174 -‬‬

Risk Register
Risk Risk Risk

Cause Impact Activities
ID Statement triggers
Soil
replacement
Quick Concrete
Increase in availability of cost
R1 change in pumping
materials price materials increase
prices Plastering
MEP
Cancel
Increase in the cost
R2 exchange rate government MEP
fuel rate increase
support
Traffic Jam
R3 traffic problems delay Procurement
and problems
Over
delay & increase in
Accident in Execution of
R4 poor site layout cost labors &
site activities
increase equipment
in site
shortage of delay &
R5 skilled low profit cost All activities
subcontractor increase
Subcontractor
delay &
failing to financial
R6 cost All activities
deliver task on problems
increase
time
Delay in
problems with
R7 material delay Procurement
suppliers
delivery
Theft of the cost Execution of
R8 poor security
materials increase activities
delay
Drop of labor Delay in Execution of
R9 poor HSE &poor
productivity labors tasks activities
quality
labor wages cost Increasing Execution of
R10 Inflation
increase increase in prices activities
delay &
import/export governmental
R11 cost MEP
restriction routine
increase
unexpected or
delay &
unforeseen
R12 natural disaster cost Soil work
earth
increase
problems
Currency cost
R13 exchange rate All activities
exchange increase
R14 Excavation
- 175 -
delay & Backfilling
Malfunction in poor Equipment
cost
the equipment maintenance problems Replacement
increase
delay &
Execution of
R15 Fire poor HSE cost
activities
increase
poor site Execution of
R16 Labor Strikes delay
supervision activities
Delay of poor delay &
Activities
R17 consultant communication cost Conflict
delivery
inspection between parties increase
inflation and cost
R18 exchange rate All activities
interested rate increase
poor
R19 Safety issue poor HSE All activities
quality
lack of poor
information and quality ,
Design
R20 experience and Delay & conflicts All activities
assumptions
the rushing in cost
the design phase increase
unclear vision for
the owner ,
continous delay &
Design
R21 requestes for cost owner's All activities
changes
modification after increase
finishing the
design
eligabilities
country laws & start of the
R22 and delay All activities
routines work
regulatories
- 176 -
Quantitative Analysis
Risk Score
Risk Statement probability Impact Response Procedure
ID (p*I )
R01 Increase in materials price 0.9 0.9 0.81 Reduce
TO BE CONSIDERED
R13 Currency exchange 0.7 0.9 0.63 Reduce
R02 Increase in the fuel rate 0.7 0.7 0.49 Transfer
R18 inflation and interested rate 0.7 0.7 0.49 Reduce
R19 Safety issue 0.7 0.7 0.49 Reduce
R21 Design changes 0.6 0.8 0.48 Accept
eligabilities and
R22 regulatories 0.7 0.65 0.455 Reduce
R16 Labor Strikes 0.5 0.9 0.45 Reduce
R08 Theft of the materials 0.5 0.7 0.35 Reduce
WATCH LIST
R03 Traffic Jam and problems 0.5 0.5 0.25 Accept
Subcontractor failing to
R06 deliver task on time 0.3 0.7 0.21 Reduce
R10 labor wages increase 0.3 0.7 0.21 Accept
R15 Fire 0.3 0.7 0.21 Transfer
R04 Accident in site 0.3 0.5 0.15 Reduce
R07 Delay in material delivery 0.3 0.5 0.15 Transfer
R11 import/export restriction 0.3 0.5 0.15 Accept
Malfunction in the
R14 equipment 0.3 0.5 0.15 Transfer
R20 Design assumptions 0.2 0.7 0.14 Accept
Delay of consultant
R17 inspection 0.3 0.3 0.09 Avoid
unexpected or unforeseen
R12 earth problems 0.1 0.7 0.07 Accept NEGLECT
shortage of skilled
R05 subcontractor 0.1 0.5 0.05 Accept
R09 Drop of labor productivity 0.1 0.5 0.05 Reduce
For positive risks or “Opportunities”
Score response
Risk ID Risk Statement Probability Impact
(p*I )
subcontractor TO BE
R2 (back to back 0.7 0.7 0.49 CONSIDERED
agreement)
- 177 -
decrease in
R1 material prices 0.5 0.9 0.45
early completion Watch list
R3 of works 0.5 0.7 0.35
no design
R4 changes 0.3 0.9 0.27
Very 0.09 0.27 0.45 0.63 0.81

high(0.9)
High(0.7) 0.07 0.21 0.35 0.49 0.63
Medium(0.5) 0.05 0.15 0.25 0.35 0.45
Low(0.3) 0.03 0.09 0.15 0.21 0.27
Very 0.01 0.03 0.05 0.07 0.09

low(0.1)
Very Low(0.3) Medium(0.5) High(0.7) Very
low(0.1) high(0.9)
Fig.( 8.11 ):Probability impact matrix
Risk Response Planning

 Increase in materials price
 Active acceptance they make storage area to store the material
 Contingency reserve
 Currency exchange
 Contingency reserve
 Mitigation: The contractor is making an agreement with the benefit parties if
the dollar price increased than a certain rate the owner will defray the
increasing percentage otherwise the contractor has nothing to do
 Increase in the fuel rate
- 178 -
Contingency reserve Operation of the equipment
Transportation for labor and material
 Safety issue
Mitigation they decided that employee them in the security
For positive risks or “Opportunities

 Decrease in material prices Exploit
 Subcontractor (back to back agreement) Share
Quantitative Risk Analysis

In this stage we rank the risks shown in risk register according to its effect on time,
cost and quality in money wise to specify the suitable risk
response strategy using expected monetary value.
precentage
consequnce
Id risk name Probability of total EMV
cost
value
Increase in materials
2% 10446235 8461450.35
R01 price 0.81
R13 Currency exchange 0.63 1.50% 7834676.25 4935846.038
Increase in the fuel 3% 15669352.5 7677982.725
R02 rate 0.49
inflation and interested
1.60% 8356988 4094924.12
R18 rate 0.49
R19 Safety issue 0.49 2% 10446235 5118655.15
R21 Design changes 0.48 1.50% 7834676.25 3760644.6
eligabilities and
5% 26115587.5 11882592.31
R22 regulatories 0.455
R16 Labor Strikes 0.45 0.50% 2611558.75 1175201.438
Cost 522311750
total threats EMV 47107296.73
total cost 569419046.7
ratio of risk 0.083
- 179 -
Risk response for each risk
Response Scor
ID Risk name Explanation probability Impact EMV
Strategy e
By buying as
940161
much material
1.5
R01 Increase in materials price Reduce as possible 0.7 0.9 0.63
548427
R13 Currency exchange Reduce 0.7 0.9 0.63 3.375
by hiring
subcontractor
109685
Increase in the fuel rate s for
46.75
equipment
R02 Transfere and trucks 0.1 0.7 0.07
by studying
the inflation
trend to know
when to buy 584989
most of the 1.6
purchases
during the
R18 inflation and interested rate Reduce project lifetime 0.5 0.7 0.35
By hiring
731236
Securty
4.5
R19 Safety issue Reduce agency 0.2 0.7 0.14
by accepting
changes and
470080
push work to
5.75
get the lost
R21 Design changes Accept time 0.6 0.8 0.48
by starting in
issuing 182809
eligabilities and lisences in 11.25
R22 regulatories Reduce early time 0.4 0.65 0.26
By hiring well
130577
leading
9.375
R16 Labor Strikes Reduce supervisiors 0.2 0.9 0.18
- 180 -
EMV after response
EMV Before EMV After

id risk name Response
Response Response
8461450.35 4230725.175
R01 Increase in materials price Reduce
R13 Currency exchange 4935846.038 Reduce 1974338.415
R02 Increase in the fuel rate 7677982.725 Transfer 3455092.226
R18 inflation and interested rate 4094924.12 Reduce 2047462.06
R19 Safety issue 5118655.15 Transfer 1535596.545
R21 Design changes 3760644.6 Accept 3760644.6
eligabilities and
11882592.31 5703644.31
R22 regulatories Reduce
R16 Labor Strikes 1175201.438 Reduce 740376.9056
cost 522311750
total
threats 23447880.24
EMV
total
545759630.2
cost
ratio of
0.043
risk
Monitor and control :In this stage we keep focused on the most expected risks to
take planned responses for them and detect any new pop up risks which may occur
during the project life cycle or secondary or residual out of risk responses.
Risk Risk Score

Probability Impact Response Explanation
ID Statement (p*I )
by hiring
Theft of the
R08 0.5 0.7 0.35 Reduce secuirty gurad
materials
company
Traffic Jam Accept by all
R03 0.5 0.5 0.25 Accept
and problems parties
by hiring
Subcontractor experinced
failing to subcontractors
R06 0.3 0.7 0.21 Reduce
deliver task on and using
time motivation for
workers
labor wages Accept by all
R10 0.3 0.7 0.21 Accept
increase parties
hire insurance
R15 Fire 0.3 0.7 0.21 Transfer
company
- 181 -
4. primavera risk analysis:
The purpose of using Primavera Risk Analysis is studying the effect of uncertainty
and possible risks effect using sensitivity analysis and Monte Carlo simulation, so we
imported our project activities and the time table from Primavera P6 and run
Schedule Check.
Uncertainty due to Cost:
According to market status study we detect these values to recourse, equipment and
labors uncertainty cost and duration the next table shows the mean percentages of
cost uncertainty.
Minimum assignment 95% of current assignment
Likely assignment 100% of current assignment
Maximum assignment 105% of current assignment
After running 10,000 iterations using " Monte Carlo Simulation " the result of cost and
duration is:
Probability and Impact Scoring (PID): Risk Score before mitigated:
- 182 -
‫‪Probability and Impact Scoring (PID): Risk Score after mitigation:‬‬
‫‪cost Sensitivity Analysis:‬‬
‫‪- 183 -‬‬

‫‪duration Sensitivity Analysis:‬‬
‫‪- 184 -‬‬

‫‪Deterministic duration:‬‬
‫‪- 185 -‬‬

‫‪Pre mitigation duration:‬‬
‫‪Post mitigation duration:‬‬
‫‪- 186 -‬‬

‫‪Deterministic cost:‬‬
‫‪Pre mitigation cost:‬‬
‫‪- 187 -‬‬

Post mitigation cost:
Based on above calculations and using primavera risk analysis the cost of risk after
metigation (risk allowance ) equals 545,622,977-522,651,237= 22,971,740 LE which
equals 3 % of total cost and the uncertinaty equals 370,356 LE so it can be
neglected and we take 1% for contingency to recover unknown risks so the risk
allowance is 4% of total cost added to profit of the project.
- 188 -
9. PRICING
- 189 -
Chapter (9) PRICING Graduation Project 2019
9.1 Overview
The total price of a tender comprises the cost and the markup. The cost includes
direct and indirect costs. The markup, includes profit, financial charges (cost of
borrowing), and a risk allowance margin.
Total Price
Total cost Mark UP 14%
Indirect cost Fainancial Risk

Direct cost
13% charge 0% allowance 4%
General Over Site Over Net Profit

Material Man power Head 9% Head 4% 10%
Machines Money
9.2 pricing content

 Direct cost means cost of work items including cost of labors, materials and
equipment.
 Indirect cost is divided into:
1-site overheads: Develop comprehensive checklists for general jobsite
requirements, for example: Cost of temporary site utilities, Jobsite production
facilities (concrete batching plants, quarry, various shops, Jobsite personnel wages,
Field buildings, etc. It is assumed between 5 -15 % of total direct cost.
2- office overheads: The company home office expenses cannot be charged to a
single project, for example: Office supplies, Office utilities and communication,
President, estimators, human resources staff, all, personnel working at the head
office, Accounting and legal services, travel, etc. It is assumed between 2 -5 % of
total direct cost.
 Risk allowance: the amount of money added to cover the unforeseen

conditions, difficulties, or estimating accuracy:
1. Unpredictable price escalation for materials, labor, and installed
equipment for projects.
2. Unforeseen safety and environmental requirements.
- 190 -
3. Weather changes; construction difficulties; economic and financial
problems. It is assumed between 3 – 4% of total direct cost.
 profit: The contractor should balance between the profit and the competition;
profit is governed by:
1. The number of competitors.
2. The need for the work.
3. The project size.
4. Project complexity.
5. Working with a certain type of projects.
 Cost of finance: assumed between 1-2 % of total direct cost.
9.3 Indirect cost (Overheads)

Indirect cost = General overhead + Site overhead
In construction contracts, overheads are often priced proportionately against

a project and are the calculated costs of running the company contracted to carry out
a project. Often these costs are described as head office administrative costs (in
some cases there may also be factory or manufacturing overheads).
General overheads might include; property costs, finance charges

on loans, insurances, staff, taxes, external
advisors, marketing and tendering activities and so on. Most contracting
organisations will calculate a percentage against project costs to be set against
each project somewhere between 2.5% and 5% to cover head office services.
Site overheads such as site accommodation, insurance, and so on, are generally
accounted for separately and in contractual terms are included in
the preliminaries element of the contract.
- 191 -
‫)‪Chapter (9‬‬ ‫‪PRICING‬‬ ‫‪Graduation Project 2019‬‬
‫‪Table.( 9.1 ):overhead calculations‬‬
‫‪- 192 -‬‬

So, In our project (city gate mall):

Indirect cost = 13%
- Site overhead = 9%
- Office overhead = 4%
Profit = 10%
Risk allowance = 4%
Financial charge = 0%
Mark up = 14%
The indirect costs and markup will be distributed over the different work items as
balanced bid.
BALANCED BID:
 The share of each item = (direct cost of this item / total direct cost) x (total
indirect cost + markup)
 The price of an item = the direct cost of the item + the share of the item.
- 193 -
‫‪Price matrix:‬‬
‫‪- 194 -‬‬

9.4 Cash flow
Its is one of the most vital elements in the survival of a business. It can be
positive, or negative, which is obviously a most undesirable situation. The chapter
develops the concept of cash flow and then shows how the funds can be used in the
business. Funds are not only generated internally; they may be externally generated,
and so the chapter finishes with a discussion of externally generated funds.
Aim of a cash flow statement
The aim of a cash flow statement should be to assist users:
 to assess the company's ability to generate positive cash flows in the

future
 to assess its ability to meet its obligations to service loans, pay dividends
etc
 to assess the reasons for differences between reported and related cash
flows
 to assess the effect on its finances of major transactions in the year..
- Cost of Finance (COF)
We have made separate trails with different assumptions to reach the accurate
percentage of the cost of finance which is properly shows the best case for our
project cash flow during the whole project timeline.
In the first trial the Fig shows our assumptions in which we predict that the COF is
about 1% and other assumptions are the same in both trails.
Fig.( 9.1 ): Trial 1 Assumptions
- 195 -
‫)‪Fig.( 9.2 ): Cumulative cash flow (1st Trail‬‬
‫) ‪Fig.( 9.3 ):Income Expense curve (1st trial‬‬
‫‪- 196 -‬‬

‫‪In the 2nd Trail we assumed that the COF is 0%‬‬
‫‪Fig.( 9.4 ):Trail 2 assumptions‬‬
‫)‪Fig.( 9.5 ):Cumulative Cash Flow (2nd Trail‬‬
‫‪- 197 -‬‬

‫) ‪Fig.( 9.6 ): Income Expense curve (2nd trial‬‬
‫‪- 198 -‬‬

10. QUALITY
- 199 -
Chapter (10) QUALITY Graduation Project 2019
10.1 Quality Definitions

 “The degree of excellence of a thing” ( Webster’s Dictionary)
 Conformance to specification & Standards
 Satisfying Customer requirements.
 Doing the thing RIGHT first time & every time
 Meeting a well-defined needs.
 Fitness for use.
 Completing the project with no deviations from the Project requirements the
difference between quality and grade:
 Quality: is the degree to which a set of inherent characteristics fulfill
requirements.
 Grade: is a category assigned to products or services having the same
functional use but different technical charachteristics .
-Project manager and project management team are responsible for determining and
delivering the required level of both quality and grade
-Quality management systems – Requirements :

The organization shall establish the standards of quality management system, and
form it to
document, implementing and maintaining it, and continually improving its
effectiveness.
Organizations should:
 identify the processes needed for Quality Management System and its
application in the organization.
 determine the sequence and interaction of these processes.
 determine the necessary criteria and methods to ensure the effective
operation and control of these processes.
 ensure the availability of necessary resources and information to support the
operation and monitoring of these processes.
 implement necessary measures to achieve the planned results and
continuous improvement of these processes.
- 200 -
10.2 Quality cycle
Fig.( 10.1 ): quality process
10.3 Quality target
Fig.( 10.2 ): Quality Target
12.3 Quality planning

The process of:
 identifying which standards apply to the project and how to meet the
standards, with a focus on customer requirements,
- 201 -
 designing products & services to meet those requirements,
 establishing quality goals, defining processes, and establishing controls to use
in monitoring the processes.
10.4 Quality OBS
QC/QA Manger
Quality
Engineer
Testers
10.4.1 Responsiblities of Quality engineer

1- Review project specification for all construction activities.
2- Review shop drawing for accurate dim. and assuring compliance to level for
applicable specification.
3- Checking that the site crew is qualified and has the complete awareness for all
procedures of using material and equipments to reach the target of quality control
plan.
4- Preparing all documentations and inspections which records the site quality
performance in order to be submitted to all parts involved.
5- Quality control inspector has the full authority to stop work which is not in
compliance with specified approved drawing and approved material.
6- Client notification in case of any out of specification works.
7- Preparing and supervising for all laboratory tests.
8-report all quality control activities on a daily basis.
9-Review drawing and specifications with the subcontractors before commencement
of all work.
10.4.2 Responsiblities of Quality Manager

Provides leadership and is responsible for overseeing day-to-day test preparation
and execution activities, including resource scheduling, team communications and
status reporting as well as promoting and overseeing use of established best
practices, policies, and procedures. Liaison between
Test Team and the Business Stakeholder(s).
10.4.3 Responsiblities of Quality Lead:
Responsible for the results of Testing and the use of good testing practices for their
assigned focus area as well as coordinating the testing effort including scripted and
- 202 -
functional testing and managing the setup and assignment of the tests using Testing
Management tools.
10.4.4 Responsiblities of Testers:
Responsible for validating the test basis, designing and developing test cases/scripts
and data sets, executing tests, and reporting and diagnosing defects as well as
quality assurance of the tests cases and test execution.
10.5 Quality assurance

Applying the planned, systematic quality activities to ensure all processes needed to
meet requirements are employed
Quality plan for plain & reinforced concrete clause:-
-Materials:-
-Cement:
 The contractor must supply the engineer with a report about the used cement
including its type, source and a certification with its components and
properties.
 Tests must be carried out of prove it’s suitability for works before execution.
 The cement must be delivered in the original closed bags, and it must be well
stored on an elevated wooden floor to protect it from humidity and rain.
 The site must be provided with the amount of cement required to continue
work without stoppage.
-Aggregates:
 The contractor must supply the engineer with a sufficient report about the
coarse and fine aggregates clarify the source, type and available dimensions.
 Aggregates grading must allow the production of concrete with high
workability, without increasing its water content.
 The contractor must carry out the required tests to prove the suitability of
aggregates for concrete and its correspondence to the specifications.
 Gravel should be sprayed with water so as not to absorb part of the mixing
water.
 Aggregate must be free of fine soft material so as not to affect the resistance
of concrete.
-Water:
 The water used in mixing and curing must be from a source suitable for
drinking and clear of harmful materials like oils, acids, alkalis, salts, and
organic materials.
-Admixtures:
 The engineer’s approval must be taken on any type of admixtures before
using it.
 Used admixtures must correspond to one of the international specifications
and must not affect the fundamental concrete properties.
- 203 -
-Reinforcement:
Reinforced steel shall be placed in concrete, as shown on the working draw
submitted by contractor and approved by owner engineer.
 Bars shall be single, and joints shall be avoided as much as possible.

 No welding shall be used and , if joints are necessary , the layers shall
overlap for a length equal to sixty times the diameter of the bar , measured
along straight part , and the ends shall be backed and finally bond together
with steel wire.
 The steel shall comply the Egyptian standard specifications.
 The steel must be cleaned of all scales. Dust and losses rust immediately
before depositing any concrete.
 The reinforcing bar shall be carefully secured in position by means of steel
wires
10.5.1 The Procedure of Concrete Works

Survey:
 Total station (or theodolite instrument) will be used to determine the

coordinate and the alignment of walls
Form work:
 Forms to shape the concrete to the required lines shall be used whenever
necessary.
 The forms shalt be of sufficient strength and rigidity to hold the concrete and
to withstand the necessary pressure of ramming without deflection from the
prescribed lines.
 For concrete surface that will be exposed to view and for all other surfaces
that are to be finished smooth, the lagging for forms must be surfaced and
level edged, or notched.
Reinforcement bar:
1. Fabrication
• Cutting and bending of rebar will be done at site central steel workshop
according to the approved shop drawing.
• Fabricated rebar will be stored in designated floor covered area.
 Each set of steel bars will be tied up after deforming and information card will
be stick on it.
2. Installation
- 204 -
 Approved spacers will be placed to maintain the cover of concrete.
 Concrete cover will be 3.5cm for facing soil and 2.5cm on the other side as
stated in contract drawing.
 Steel chairs will be used to maintain the gap in between top bar and bottom
bar.
 All rebar installation work to be checked by QAQC and to be inspected by
PMCM
Mixing:-
-Ready mix concrete will be used at the project.

The engineer must record the following information:
 Concrete type and proportions of ingredients confused.
 The number and size of Mixtures.
 Parts of structure.
 Places of concrete placement
 Date and time of mixing.
Placing:-
 No concrete shall be laid before an order has been optioned from the owner’s
engineer.
 Concrete shall be used on the work immediately after the mixing, and any
concrete not laid at place within half an hour after mixing shall not be used in
the work and shall immediately be removed from the vicinity.
 In case of R.C construction, concrete shall be placed in horizontal layers
stirred and
 damped with suitable tools and mechanical vibrator until it completely fills the
forms,
 closes enough against all surfaces and is in a perfect and complete contact
with all reinforcement.
 During compaction must avoid crashing of immersion vibrators with steel bars.
 Temperature requirements at the site should be taken into consideration.
-Finishing concrete surface:
- 205 -
The surface of concrete finished against forms must be smooth, free form
protections thoroughly filled with mortar .immediately after the removal of the forms
all voids shall be neatly filled in with cement mortar of the same consistency as the
mortar in concrete.
Protection of concrete :
The contractor should protect all concrete against injury until final acceptance by the
owner. Exposed surfaces of concrete shall be protected from direct rays of the sun
and shall be kept damp for at least two weeks after the concrete has been placed.
-Plain and reinforced concrete characteristics:-

1- The cement content for R.C shouldn’t be less than 350 kg/m3
2- The cement content for P.C shouldn’t be less than 250 kg/m3
3- Concrete shall be composed of cement, sand, gravel, and approved
epoxy materials against ground water well mixed together and brought
to a proper consistency of the addition of water the contractor shall
submit his proposal mix design for approval.
4- The crushing strength for R.C cubes after 28 days shouldn’t be less
than 30 k. N/mm2
10.6 Quality Control
Monitoring specific project results to determine whether they comply with applied
quality standards, and; identifying ways to eliminate causes of unsatisfactory
performance.
10.6.1 Field quality control

 Testing Agency: Engage a qualified testing agency to sample materials,
visually grade cores, perform tests, and submit reports during concreting.
 Testing Agency: Engage a qualified testing agency to perform tests.
10.6.2 Testing and Inspections
 BOJV is experienced to maintain the quality standards on the Mall of Egypt
Project. A number of Quality Assurance and Control techniques have been
implemented to ensure that the Quality standards that will need to be
duplicated across the Main Contract are achievable.
 The Engineer will be invited to inspect mock ups as agreed to ensure that the
aesthetic quality of materials and execution are compliant with the relative
- 206 -
specifications. The standard of finish for the mock ups will be realistic to
ensure that this quality can be replicated on a large scale across the Main
Contract. There will be first in Bench Mark room on site for redundant spaces
to be inspected by the client.
 BOJV will look to test and inspect works in a structure manor, logging all
recorded in a Test and Inspection Log. These will include Preconstruction
tests, Source Quality Control testing and Field Quality Control testing.
 This meticulous process has been put in place to ensure that the quality of
finishes is world class.
Table.( 10.1 ): Follow up frequency guide
10.6.3 Quality Control Tests

The project have three Main tests that is made in the site to measure the quality of
the Concrete exported to the site
- Slump test
One test at point of placement for each composite

sample, but not less than one test for each day's pour of
each concrete mixture. Perform additional tests when
concrete consistency appears to change.
Fig.( 10.3 ): Slump test
- 207 -
- Air Content test
One test for each composite sample, but not less than
one test for each day's pour of each concrete mixture of
air-entrained, wet-mix shotcrete measured before
pumping.
-Concrete Temperature test:-

Fig.( 10.4 ): Air Content test
One test hourly when air temperature is 4.4 degree C
and below and when 27 degree C and above, and one test for each composite
sample.
-Compressive-Strength Test:-
Test one set of two laboratory-cured specimens at 7 days

and one set of two specimens at 28 days.
Fig.( 10.5 ): Air Content test
- 208 -
‫)‪Chapter (10‬‬ ‫‪QUALITY‬‬ ‫‪Graduation Project 2019‬‬
‫‪Table.( 10.2 ): Tests frequency guide:‬‬
‫‪- 209 -‬‬

‫)‪Chapter (10‬‬ ‫‪QUALITY‬‬ ‫‪Graduation Project 2019‬‬
‫‪- 210 -‬‬

11. VALUE
ENGINEERING
- 211 -
Chapter (11) VALUE ENGINEERING Graduation Project 2019
11.1 Overview
VE (value engineering) was developed at General Electric Corp. during World War II
and is widely used in industry and government, particularly in areas such as defence,
transportation, construction and healthcare. VE is an effective technique for reducing
costs, increasing productivity and improving quality. It can be applied to hardware
and software; development, production and manufacturing; specifications, standards,
contract requirements and other acquisition program documentation; and facilities
design and construction.
VE is a technique directed toward analysing the functions of an item or process to
determine “best value”, or the best relationship between worth and cost. In other
words, “best value” is represented by an item or process that consistently performs
the required basic function and has the lowest life-cycle cost. In this context, the
application of VE in facilities construction can yield a better value when construction
is approached in a manner that incorporates environmentally-sound and energy-
efficient practices and materials. Because “costs” are measurable, “cost reduction” is
often thought of as the sole criterion for a VE application and indeed it is primarily
addressed in this document. However, the real objective of VE is “value
improvement” and that may not result in an immediate cost reduction.
Value engineering (VE) is systematic method to improve the "value" of goods or
products and services by using an examination of function. Value, as defined, is the
ratio of function to cost. Value can therefore be increased by either improving the
function or reducing the cost. It is a primary tenet of value engineering that basic
functions be preserved and not be reduced as a consequence of pursuing value
improvements.
Value Engineering define as “A specialized cost control technique, performed by a
group of experienced professionals. The technique involves an intensive, systematic
and creative study to reduce cost while enhancing reliability and performance. The
technique is used to achieve the best functional balance between cost, quality and
performance of a product, system or facility". Figure No. 1 to clarify that VE is a
functional balance between cost, quality and performance.
It may be successfully introduced at any point in the life-cycle of products, systems,
or procedures.
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11.3 Methodolgy and Approach:

The value methodology is a systematic process following the Job Plan and is applied
by a multidisciplinary team to improve the value of a project through the analysis of
functions.
The Job Plan is an organized plan of action for accomplishing VE studies and
assuring the implementation of the recommended changes. The Job Plan contains
eight phases, five of which are performed by the VE team. The other three phases
are carried out in accordance with the policies stated in the agency's VE program.
The VE methodology (referred to as the “job plan”) can be applied to any subject or
problem. It is a vehicle to carry the project from inception to conclusion. By adhering
to certain formalities, the VE job plan ensures that consideration is given to all
necessary facets of the problem.
The VE job plan comprises five phases.
A. Information Phase
In this phase maximum information regarding problem is collected from various
aspects of the project to clearly identify the problem to be solved and gather
information on the background, function and requirements of the project. The
importance of this phase lies in the collection of as much possible information
collection for understanding and assisting the problem.
B. Creative Phase
The value engineering team lists creative ideas generated from its review of the
project with the aim of obtaining a large number of ideas through brainstorming and
association of creative proposals The VE team is looking for the greatest quantity of
ideas, which will subsequently be screened, in the next phase of the study. This
issue is one of the most challenging for VE team members and participants.
C. Judgment Phase
Creative ideas are analyzed, and the team selects the best ideas for further
development. The VE team evaluates the ideas developed during the creative
phase. The VE team ranks the ideas. Ideas found to be irrelevant or not worthy of
additional study are disregarded; those ideas that represent the greatest potential for
cost savings and improvements are selected for development are selected for the
further development.
D. Development Phase
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The team prepares alternative designs with capital and/or life cycle cost comparisons
of original designs and proposed alternatives. All recommendations are
supplemented with written descriptions, sketches, basic design concepts, technical
information and cost summaries. The selected ideas are developed into proposals
that are clearly written so that the owner and other project stakeholders understand
the intent of the proposal and how it benefits the project, and also to identify any
potential negative factors associated with the proposal.
E. Recommendation Phase
The recommendation phase is important, as the selected alternatives are presented
to top management with the full comparative position of costs as well as technical
ranking. The major changes in design are also described briefly with sketches,
drawings or models as appropriate.
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‫)‪Chapter (11‬‬ ‫‪VALUE ENGINEERING‬‬ ‫‪Graduation Project 2019‬‬
‫‪Fig.( 11.1 ): Value Engineering Stages‬‬
‫‪- 215 -‬‬

11.2 Usage of VE In Construction Sector:

Companies in the construction sector have a better chance of getting jobs when they
use the resources of the country in which they work reasonably, keep their costs at
the lowest level and decrease their offer price in comparison with their rivals. But the
low offer price is not the only factor for a specific company to get the job. Project
must have a high “value”. Value has different meanings for the producing company,
owner, user or the designer. The builder company tries to finish the construction with
the lowest cost to obtain high profit. Owner wants to get the biggest income from the
building. User wants to be able to perform his works easily, while the designer gives
more importance to his creation’s aesthetics or functions.
Purpose, time, quality and cost of every activity that will be realized during the
construction process must be determined or estimated beforehand. Owner or user
wants to know which feature they will have after the building is completed and with
what cost they will have it.
Because construction process has many components such as concept, design and
drawing details of the project, construction etc., and it is a long-term production, the
risk of completion of construction in time, based on the estimated costs (first
investment + usage cost) by providing features such as quality, durability,
usefulness, continuity, feasibility, compliance, image and management convenience,
increases.
Suitable precautions are taken by predetermination of problematic areas via various
project planning and scheduling techniques. But none of these methods includes an
examination in terms of the “value”. After a building is completed or during the
construction stage, comparing the building value with the costs that occur during its
construction is not thought about. Although many buildings were built with high costs,
desired functions were not provided. There is absolutely no direct proportion
between a building’s costs and provided benefits. In value engineering rationalist
evaluation techniques are used considering the target features, and unnecessary
costs are determined to be eliminated from the project, so that a building’s value is
increased and resources (money, material and workforce) are not wasted.
Some methods that increase the value in construction sector are explained as
follows.
- 216 -
1) Reducing construction production costs
2) Finishing the job before Time Schedule
3) Quality improvement and correction
4) Reducing mistakes and deficiencies in project drawings to minimum.
11.4 Implementation Of VE On The Project:

11.4.1 Information Phase
The purpose of this Phase is to finalize the scope of the issues to be addressed,
targets for improvement, and evaluation factors while building cohesion among team
members. This work is normally carried out in the workshop setting and is therefore
usually the first opportunity for all team members to be together. Consequently, it is
important to use the Information Phase to motivate the team to work toward a
common goal. Finalizing the scope of the issues to be addressed, targets for
improvement, evaluation factors, and data collection are ideal endeavors for building
that cohesion. The specific activities are described in the following subsections.
1) Cost Model
VE team applies uniformed cost model to determine the cost of each function. The
VE team has to find out the classification of the cost consumed in the overall project
and find out the most affected component in the building which has the higher value
compare to other materials and components. For each project, there is a cost model
depending on its component. Table 1 shows the cost of the all components of the
building described.
Table.( 11.1 ): Cost model
No. Work Total cost Percentage %

1 reinforced conc. 238155857,1 60,51%
2 plain concrete 62221519,92 15,81%
3 masonry works 30416368,71 7,73%
4 excavation 27875834,4 7,08%
5 pileing 14763551,41 3,75%
6 backfilling 7604203,596 1,93%
7 moisture protection 6690494,809 1,70%
8 soil replacement 4788657,5 1,22%
9 plaster 1075986 0,27%
Total 393592473,5 100,00%
- 217 -
11.4.2 Creative Phase

During the creative session, team members considered alternate methods of
completing the functions required by the design in order to generate ideas to be
considered for evaluation. Individual and group creative sessions provided a large
quantity of ideas to augment the ideas generated while speculating on wroth.
As per the details of the function analysis shown in the Table (11.1). and the cost
distribution of the project in the different area, the Project manager/value engineering
team should have to think about the different materials which can be replaced and
fulfil the requirement of that materials. There are so many advanced materials which
can be more beneficial for the project in terms of cost. So it is a major task to find out
the best suited materials and also locally available.
13.4.3 Judgement Phase
As per the details of the cost distribution of the project shown in Table (11.1)., the
cost of the construction of the super-structure is more comparing others. The bricks
consume about 7.73% of cost in the project. if the Red bricks replaced by other type
of other blocks having a same or higher quality and less cost than it is feasible and
the overall cost of the construction of the site can be minimize.
11.4.4 Development Phase

After the market examination some materials found by depending its quality, cost
and availability. First replacement is AAC blocks.
Advantages of ACC concrete blocks:
 Saves steel and concrete due to the reduction in dead weight.

 Increase in floor area due to the reduction in the size of columns and
thickness of the wall.
 AAC blocks are very easy to handle and ordinary tools are used for cutting.
 AAC blocks are made from inorganic material which helps to avoid termites,
damages or losses.
 Easy to transport on upper floors.
 Time-saving in construction
 AAC blocks are appropriate for fire rating application for desired safety.
 There is minimal wastage in case of AAC blocks.
 It is environment-friendly and also saves water. Hence it is popularly used as
a green product.
- 218 -
 Though the production cost of AAC Blocks is high but on the whole the project
cost decrease.
Disadvantages of AAC concrete blocks:

 The production cost per unit for AAC Block is higher.
 Plaster sometimes does not stick properly because of its smooth surface.
 Needs care during it production itself, so that surface is not very smooth.
Advantages of red bricks:

 Raw material is easily and cheaply available. So it is economical.
 Red Bricks are low maintenance, permanent, hard and durable building
material.
 Compressive strength is good enough for ordinary construction.
 Different orientations and sizes give different surface textures
 Demolishing of brick structures is very easy and less time consuming.
 It is reusable and recyclable.
 Highly fire resistant.
 Disadvantages of clay bricks:
 Time consuming construction
 Red Bricks cannot be used in high seismic zones for load bearing structures.
 A red brick absorbs water easily so Efflorescence occurs due to the presence
of salt in water.
 Rough surfaces of bricks may cause moulds growth if it is not properly
cleaned.
 Continuous use of Red bricks in construction will lead to extensive loss of
fertile top soil and hence potential agricultural land.
 Red bricks are heavy in weight so that the structure needs to withstand
greater weight, and hence construction cost increases.
 Big damage to environmental and loss of fertile land due to use of clay soil
excavation for making of bricks
Table (11.2). shows the replacement materials.
Table.( 11.2 ): Alternatives
No. Materials Materials

used on which can
site be
replaced
1 Red bricks AAC
blocks
- 219 -
In the project there are large numbers of Red bricks are used for the construction of
project. So by changing the AAC blocks which are locally available and it serves the
all-purpose like Red bricks and having a less cost comparing the AAC bricks can
also minimize the project cost. Table (11.3).shows saving in cost by using AAC
blocks.
Table.( 11.3 ): Cost saving by using AAC blocks
Materials used on
NO. Specification Replaceable materials
the Project site
Red bricks AAC Block
1 Material
(250 X 125 X 60) (600 X 200 X 150)
Numbers of
2 24335448 2552032
bricks
3 Price/bricks 0,5 4
4 Total cost 12167724 10208128
Saving 1959596 16,10%
11.5 Conclusion
Success of a project, deciding on where and how a project will be built, completion of
the structure according to desired design and building quality, within determined time
and cost limits, are all possible with good estimations and solutions. The purpose of
value engineering is not just reducing the costs, increasing the design standards,
making it easier to build the project and saving time and money. Value engineering is
a powerful tool in terms of the design improvements, performance of product and
service, solve problems and cost control. Now a day’s traditional cost control method
and modern cost control methods are used generally but these methods have a lots
of disadvantages compared with value engineering.
In the Case study discussed above, there are value engineering concepts used
having a main focus to reduce the cost of the project by simply recommending the
other advanced replaceable materials which are locally available to improve the
value of the project.
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12. HSE MANAGEMENT
- 221 -
Chapter (12) HSE MANAGEMENT Graduation Project 2019
12.1 Overview
We are committed to providing a safe, accident-free, and healthy work environment
for everyone. However, excellent safe and healthy conditions do not occur by
chance. They are the result of diligent work and careful attention to all company
policies by everyone.
Safety demands cooperation on everyone's part. Thus, it is important that
communication be kept open at all times between the management and employees.
Workers who notice hazards or other safety problems, or feel that they need
additional training, must notify their supervisor. Supervisors and management at all
levels must address these concerns and take corrective action when warranted.
Everyone is obligated to know the safety standards for their area or job, and just as
important, to abide by them. Supervisors must instill a positive attitude and safety
awareness in their workers through personal adherence, personal contact, training,
and regularly scheduled safety meetings. It is the duty of all employees to perform
their work with maximum regard for the safety of themselves and co-workers.
Our safety policies are based on past experience and current standards, and are
also an integral part of the company's personnel policies. This means that
compliance with the policies is a condition of employment and must be taken
seriously. Failure to comply is sufficient grounds for disciplinary action or for
termination of employment.
Safety and health are a top priority in this organization and is every bit as important
as productivity and quality. In fact, they go hand in hand. Of course, the best reason
for you to observe these policies is because it's in your own self-interest to do so.
Conscientiously following them can help you stay safe, healthy, and able to work,
play, and enjoy life to its fullest.
12.2 Introduction
Health & Safety Risk is the chance that an event will occur, that will harm people,
property and the environment. It is measured in terms of likelihood & consequence.
Observation of Health & Safety conditions in projects:
Provide a safe working environment to employees.

Reduce workplace hazards.

Minimize the opportunities of job-related injuries & illnesses

Improve the cost effectiveness of the company operations by reducing the

cost paid in accidents.
 Enhance the image of the company in society as a H&S conscious
organization.
The OHSAS 18001:-
A standard that defines the requirements for an Occupational Health & Safety
(OH&S ) system, needed to enable an organization to control its OH&S risks and
improve its performance. It also allows third-party certification. It was issued by the
international Organization for Standards.
- 222 -
OHSAS 18001 is applicable to any organisation that wishes to:
 Establish an OH&S system to eliminate / minimise risk to employees & other
parties who may be exposed to OH&S risks associated with its activities
 Implement & continually improve an O&HS management system
 Assure conformance with its OH&S policy & Demonstrate such conformance
to others
 Seek certification of its OH&S management system by an external
organisation
Fig.( 12.1 ): Basic elements of OHSAS 18001
What is a "hazard?"
An unsafe condition or practice injury or illness to an employee and it’s preventable
Some types of Hazards:
 Fire
 Noise Level.
 Heat / Temperature.
 Toxics.
 Radiation.
 Workplace Violence.
 Mechanical.
 Chemical.
 Electrical contact.
 Biological.
 Explosives.
MEEP Matrix:
- 223 -
‫)‪Chapter (12‬‬ ‫‪HSE MANAGEMENT‬‬ ‫‪Graduation Project 2019‬‬
‫‪Hazard exist in 4 Areas‬‬
‫‪Material - Equipment - Environment - People‬‬
‫)‪Table.( 12.1 ): Job Hazard Analysis (JHA‬‬
‫‪- 224 -‬‬

Training
Training and education cannot be over emphasized as a means of learning a

healthful and safe approach to employee work effort. Knowledge of the safety rules
and how and when to function under the rules, supplemented by compliance, is
essential to safety.
a. Employees scheduled for any safety and health training will attend such training.
b. New employees will be provided orientation training and will be furnished
information and literature covering the company health and safety policies, rules, and
procedures. This orientation training must be provided prior to the employee's
exposure to the work environment.
c. Individual job/task training will be provided to all employees. Included in this
training are the applicable regulations/standards for their job; the recognition,
avoidance, and prevention of unsafe conditions; areas and activities that require
personal protective equipment; and how to use protective equipment (such as
respirators, etc.).
d. Monthly/quarterly on-going safety training sessions will be conducted to provide
information and training on new equipment, new procedures, new chemicals,
refresher/remedial training in specific areas, or meet annual requirements. Such
training may be held in conjunction with the safety briefings/meetings addressed
elsewhere in this program.
e. Various individual Wyoming Workers' Safety programs specify that training be
provided to employees. Supervisors will ensure their employees are scheduled and
provided this training as required. Examples of specified training include but not
limited to:
 Fire extinguisher training
 Confined space entry
 Respirator care and use
 Hazard communication
 Lockout/tagout procedures
 Industrial truck/forklift operation
 Electrical work
f. Training addressed above will be documented in the employees' personnel records
and/or in a master training record.
- 225 -
‫‪City Gate Mall Site Signs:‬‬
‫‪Fig.( 12.2 ): Different warning signs‬‬
‫‪Fig.( 12.3 ): Assembly point signs‬‬
‫‪- 226 -‬‬

‫‪Fig.( 12.4 ): Lifesaving rules sign‬‬
‫‪Fig.( 12.5 ): Colour codes for equipment inspection‬‬
‫‪- 227 -‬‬

‫‪Suggested OBS‬‬
‫‪Fig.( 12.6 ): Emergency Call-out procedure‬‬
‫‪- 228 -‬‬

12.3 Responsibilities:
The goal is to protect employees from injury while working for the company. This
must receive top priority from everyone.
Duties and responsibilities of all personnel under our health and safety program are
in the following:
.2.1 Health and Safety Manager (Or management personnel if none assigned) :
a. Administers all aspects of the occupational health and safety program.
b. Develops programs and technical guidance to identify and remove physical,
chemical, and biological hazards from facilities, operations, and sites.
c. Assists management and supervisors in the health and safety training of
employees.
d. Conducts inspections to identify unhealthy or unsafe conditions or work
practices and completes written reports of inspections.
e. Recommends programs and activities that will develop and maintain
incentives for and motivation of employees in health and safety.
f. Recommends disciplinary action for repeat violators of health and safety
rules.
g. Maintains the state health and safety poster, emergency telephone numbers,
OSHA Form 300, and other notices required by Wyoming Workers' Safety.
Ensures this information is posted in places where employees can see them
on each job.
h. Develops and maintains accident and incident investigation and reporting
procedures and systems. Investigates serious or reportable accidents and
takes action to eliminate accident causes. Reportable incidents consist of
fatalities, lost work day cases, and without lost work days requiring medical
treatment. Keep management informed of findings.
i. Report accidents that result in an occupational fatality or three or more
hospitalized workers within eight (8) hours of occurrence.
12.3.1 Office Manager / Clerk
a. Maintains all records and reports of accidents that have taken place during
company operations. These forms and reports may include the OSHA
Form 300 Injury/Illness Log, the OSHA Form 101 Supplementary Record of
Occupational Injury and Illnesses. The equivalent form, Wyoming
Workers' Safety and Compensation Division Report of Occupational Injury or
Disease, may be kept instead of the OSHA 101.
b. Ensures that employee's Report of Occupational Injury or Disease report is
filed with the Workers' Compensation office within ten days of employee's
notification of an occupational injury or disease.
c. Processes all paperwork associated with accidents, on-site inspections and
in-house audits. He also maintains permanent record for company files.
d. Maintains all medical records, evaluations and exposure monitoring records
for a period of 30 years.
e. Maintains all training records for a minimum of three (3) years.
- 229 -
12.3.2 All Employees
a. Be familiar with and comply with proper health and safety practices.
b. Use the required safety devices and proper personal protective safety
equipment.
c. Notify supervisor immediately of unsafe conditions/acts, accidents, and
injuries.
12.4 H/S Equipment
 Personal protective equipment must be worn as required for each job in all
operations where there is an exposure to hazardous conditions. This
exposure is determined by a personal protective equipment hazard
assessment of the workplace by the supervisor. Equipment selection and
wearing requirements are determined from this assessment.
 Safety glasses, goggles, or face shields will be worn in those areas where
there is a reasonable
 probability of injury to the eye from flying particles, molten metal,
chemicals/acids/caustics, or light radiation, or other eye hazards.
 Head protection (hard hats) will be worn for protection from falling objects or
work near energized electrical contact.
 Foot protection will be worn where there is danger to the foot from
falling/rolling objects, objects piercing the sole or electrical hazards.
 Hand protection is required when hands are exposed to severe
cuts/abrasions, chemical/thermal burns, or chemical absorption.
 Appropriate gloves, aprons, goggles, and boots will be used when necessary
for protection against acids and other chemicals which could injure
employees.
 Respiratory equipment in many cases is needed for protection against toxic
and hazardous fumes/dusts. Supervisors must verify which equipment meets
the need for breathing safety. Only MSHA/NIOSH approved equipment will be
used.
 The use of safety harnesses and lanyards are required when working more
than ten feet above a floor or ground level and there are no guardrails or other
form of fall protection, and on certain suspended scaffolds. Each employee
will be on a separate safety line, and this line will be adjusted so that the
employee cannot fall more than six feet.
 Guarding
1. All flywheels, shafting, pulleys, belts, gears, sprockets, chains, and fan
blades will be guarded/enclosed when located below seven feet above
the floor or work platform.
2. Guards installed on machinery and equipment, such as air compressors,

conveyors, drill presses, etc., will not be removed when operating.
- 230 -
Guards removed for servicing or other work on the machine or
equipment will be immediately replaced upon completion of the work.
3. Woodworking equipment, such as power saws, radial arm saws, table
saws, nor portable abrasive grinders, will not be operated unless all
required guards are in place. Feather boards and push boards will
be used when necessary.
 Compressed Gas Cylinders
1. All gas cylinders shall have their contents clearly marked on the outside
of each cylinder.
2. Cylinders must be transported, stored, and secured in an upright
position.They will never be left laying on the ground or floor, nor used as
rollers or supports.
3. Cylinder valves must be protected with caps and closed when not in use.
4. Oxygen cylinders and fittings will be kept away from oil and grease.
Oxygen cylinders will be stored at least 20 feet from any fuel gas
cylinder, or separated by a fire barrier at least five feet high.
5. When cylinders are hoisted, they will be secured in a cradle, sling-board,
or pallet. Valve protection caps will not be used for lifting cylinders from
one vertical level to another.
Fig.( 12.7 ): Gas Cylinders
 Ladders
1. Ladders will be inspected frequently to identify any unsafe conditions.
Those ladders which have developed defects will be removed from
service, and repaired or replaced. They will be tagged or marked as
such.
2. Portable ladders will be placed as to prevent slipping, or if used on other
than stable, level, and dry surfaces, will be tied off or held. A simple rule
for setting up a ladder at the proper angle is to place the base from the
vertical wall equal to one-fourth the working length of the ladder.
a. Portable ladders will extend at least three feet above the upper
level to which the ladder is used to gain access.
b. The top of a stepladder will not be used as step.
- 231 -
3. Only one person will be on a ladder at a time.
Fig.( 12.8 ): Ladders Safety
 Flammable and Combustible Liquids

1. Only approved safety cans, original containers, or portable tanks will be
used to store flammable or combustible liquids.
2. Above ground storage tanks will be separated from each other by a
minimum of three feet or 1/6 the sum of their diameters. Dikes or
drainage to prevent accidental discharge from reaching adjoining
property or waterways will be provided.
3. No more than 25 gallons of Class IA and 120 gallons of Class IB, IC, II,
or III liquids may be stored outside a storage cabinet or an inside
storage room.
4. An emergency shut off switch located 15 – 75 feet from the pumps and a
fire extinguisher will be provided at company fuel servicing areas.
 Cranes/Hoists
1. All cranes/hoists will be inspected prior to each use to make sure it is in
safe operating condition.
2. A monthly inspection of hooks, running ropes, and hoist chains will be
made and a certification record to include date, inspector signature, and
hook/rope/chain identifier will be maintained.
3. Inspections of frequent (daily-monthly) and periodic (1-12 months)
intervals, depending on severity of use, will be made of all cranes. See
1910.179(j) for inspection requirements.
4. The rated load of the crane/hoist will be plainly marked on each side of
the crane. If the crane has more than one hoisting unit, each rating will
be marked on the unit or its load block.
5. Loads will never be swung over the heads of workers in the area.
6. Tag lines must be used to control loads and keep workers away.
7. Loads, booms, and rigging will be kept at least 10 feet from energized
electrical lines rated 50 KV or lower unless the lines are de-energized.
For lines rated greater that 50 KV follow Wyoming Workers’ Safety Health
and Safety Rules and Regulations, 1910.180(j).
- 232 -
8. Job or shop hooks or other makeshift fasteners using bolts, wire, etc. will
not be used.
9. All slings will be inspected each day before use. Damaged or defective
slings will be immediately removed from service. In addition, alloy chain
slings will receive a thorough inspection periodically (at least annually).
10. Alloy steel chain slings, metal mesh slings, and synthetic web slings will
have permanently affixed identification, markings, or coding to show rated
capacities.
Fig.( 12.9 ): Tower Cranes

 Tools
1. Hand tools with broken/cracked handles, mushroomed heads, or other
defects will not be used. Files will have handles installed.
2. Take special precautions when using power tools. Defective tools will be
removed form service.
a. Power tools will be turned off and motion stopped before setting tool
down.
3. Tools will be disconnected from power source before changing drills, blades
or bits, or attempting repair or adjustment. Never leave a running tool
unattended.
4. Power saws, table saws, and radial arm saws will have operational blade
guards installed and used. Anti-kickback teeth and spreaders will be used
when rip sawing.
5. Portable abrasive side-winder grinders will have guards installed covering the
upper and back portions of the abrasive wheel. Wheel speed ratings will
never be less than the grinder RPM speed.
6. Pedestal grinders will be permanently mounted, tool rests installed and
adjusted to within 1/8 inch of the wheel, tongue guards installed and adjusted
to within 1/4 inch of the wheel, and side spindle/nut guards installed.
7. Air compressor receivers will be drained frequently to prevent buildup of water
in the tank.
8. Compressed air will not be used for cleaning purposes except when pressure
is reduced to less than 30 psi by regulating or use of a safety nozzle, and then
only with effective chip guarding and proper personal protective equipment.
9. Any employee-furnished tools of any nature must meet all Wyoming Workers'
Safety and ANSI requirements.
- 233 -
 Safety Railings and Other Fall Protection
1. All open sided floors and platforms four feet or more above adjacent
floor/ground level will be guarded by a standard railing (top and mid rail,
toe board if required).
2. All stairways of four or more risers will be guarded by a handrail, or stair
rails on the open side. Handrails or stair rails will be provided on both
sides if the stairs are more than 44 inches wide.
3. When a hole or floor opening is created during a work activity, a cover or
a barricade must be installed immediately.
4. Safety harnesses, belts, lanyards, lines, and lifelines may be used in lieu
of other fall protection systems to provide the required fall protection.
5. Adjustment of lanyards must provide for a not more than a six foot fall,
and all tie off points must be at least waist high.
6.
 Scaffolds
1. Scaffold platforms more than ten feet above the ground, floor, or lower
level will have standard guardrails (consisting of top rail, mid rail, and toe
board) installed on all open sides and ends of platforms .
2. Planking will be laid tight; overlap at least 12 inches, and extend over end
supports 6 - 12 inches.
3. Mobile scaffolds will be erected no more than a maximum height of four
times their minimum base dimension.
4. Scaffolds will not be overloaded beyond their design loadings.
Fig.( 12.10 ): Safety Scaffolds
 Forklifts
1. Only authorized and trained employees
will operate forklifts and other industrial
trucks.
2. Safe speeds, load handling, turning, and
other safe driving practices will be
followed at all times.
3. Operators will ensure loads are stable
and/or secure before moving.
4. Employees will not operate any forklift
that is in need of repairs, defective, or
unsafe .Such forklifts will be removed
from service for repair. Fig.( 12.11 ): Forklifts safety sign
- 234 -
 Aerial Lifts
1. Only trained employees will operate aerial lifts
(cherry pickers, extensible and articulating boom
platforms).
2. A body belt or harness will be worn and a lanyard attached to the boom or
basket when working from an aerial lift.
3. Employees will stand firmly on the basket floor, and not sit/stand/ climb on
the edge of the basket. Planks, ladders, or other devices will not be used
for additional elevation.
4. Aerial lift trucks will not be moved with workers in an elevated basket.
5. Lift controls will be tested each day prior to use.
 Excavations and Trenches

1. Any excavation or trench five feet or more in depth (or less than five feet
and showing potential of cave-in) will be provided cave-in protection
through shoring, sloping, benching, or the use of trench shields. Specific
requirements of each system are dependent upon the soil classification
as determined by a competent person.
2. A competent person will inspect each excavation/trench daily prior to
start of work, after every rainstorm or other hazard increasing
occurrence, and as needed throughout the shift.
3. Means of egress will be provided in trenches four feet or more in depth
so as to require no more than 25 feet of lateral travel for each employee
in the trench.
4. Spoil piles and other equipment will be kept at least two feet from the
edge of the trench or excavation.
12.5 Insurance Requirements
Safety insurance refers to a specific form of coverage that revolves around the
workplace. Safety insurance, in most developed jurisdictions, is formally enacted
through the passing of legislation. The stipulations and forms of coverage under a
particular safety insurance package will vary on a case by case basis.
The majority of safety insurance policies are delivered as no-fault insurance policies
that will cover employees in the majority of threatening work environments. Safety
insurance is typically awarded to such employees for protection against illnesses or
injuries that arise from their specific job functions. A safety insurance package will
provide coverage for such unfortunate instances, regardless of the employer’s fault
or negligence.
12.6 The Workplace Safety Insurance Act:
The Workplace Safety Insurance Act is an Ontario law that creates a no-fault
insurance system for injuries and illnesses that are work related. The workplace
safety insurance act, which is similar to other forms of legislation that provide safety
insurance to workers, will only provide coverage to specific workers in Ontario.
The purpose of the workplace safety insurance and other similar laws is to promote
health and safety in the workplace, as well as to reduce occupational injuries and
- 235 -
diseases that can occur in a work-related environment. Those employees, who suffer
injuries while on the job, must file a claim to receive the benefits provided by the act.
12.7 Injury and Illness Prevention:
The workplace safety insurance act and similar forms of legislation are administered
by a board or administrative agency. These agencies possess multiple functions,
which are designed to reduce the occurrence of workplace illnesses and injuries.
The board or administrative agency will also develop standards regarding the
certification of individuals and the approval for the underlying programs that are
attached to the certification.
12.8 Safety Insurance Basics:
A typical safety insurance legislation will apply to only workers categorized by the
administrative agency. For example, in Ontario, the safety insurance act only applies
to workers of a Schedule 1 and Schedule 2; an employee of a Schedule 1 employer
is paid by the Insurance Fund from premiums paid into the fund by the underlying
business entity. Workers of Schedule 2 employers are paid directly by their employer
through a payment schedule that is determined by the board. If the board delivers a
payment to the underlying employer to provide coverage, the employer is required to
reimburse the board the full payment amount.
12.9 Claiming Benefits:
When a worker is involved in an accident a claim should be filed as quickly as
possible. A formal claim for benefits cannot be filed, in most instances, more than six
months after an accident or being diagnosed with an occupational disease. If the
individual sustained critical or severe injuries, the individual’s spouse or other
survivor who is eligible for benefits will need to file a claim within six months of the
serious injury or death of the employee.
12.10 Lock out/Tag out Permit
- 236 -
‫‪12.11 Job safety analysis‬‬
‫‪- 237 -‬‬

‫‪12.12 Recruitment tests‬‬
‫‪- 238 -‬‬

‫‪12.13 Accident analysis form‬‬
‫‪- 239 -‬‬

13. BIM MODEL
- 240 -
Chapter (13) BIM MODEL Graduation Project 2019
13.1 BIM DEFINITION

BIM is a methodology, digital representation of the physical and
functional characteristics of a facility. It is a shared knowledge resource
for information about a facility, forming a reliable basis for decisions
during its life cycle, from earliest conception to demolition.
And AUTODESK defines BIM as :

BIM is a process that involves creating and using an intelligent 3D model to inform
and communicate project decisions. Design, visualisation, simulation and
collaboration enabled by Autodesk BIM solutions provide greater clarity for all
stakeholders across the project lifecycle. BIM makes it easier to achieve project and
business goals.
13.2 BIM dimensions

 2D. Two-dimensional graphical information.
 3D. Three-dimensional graphical information.
 4D. Time an programme information.
 5D. Cost information.
 6D. Sustainability.
 7D. Facilities management information
Fig.( 13.1 ): VIM dimensions
- 241 -
‫)‪Chapter (13‬‬ ‫‪BIM MODEL‬‬ ‫‪Graduation Project 2019‬‬
‫‪13.3 Scope of application point‬‬
‫‪1- 3D model‬‬
‫‪2- Quantity takeoff‬‬
‫‪3- Timeline programming‬‬
‫‪4- Cost estimation 5D‬‬
‫‪5- 4D, 5D visualisation‬‬
‫‪6- updating reports‬‬
‫‪- 242 -‬‬

‫‪Fig.( 13.2 ): 3D model‬‬
‫‪- 243 -‬‬

‫‪Fig.( 13.3 ): 4D &5D visualization‬‬
‫‪- 244 -‬‬

‫‪Fig.( 13.4 ) ARCH shots‬‬
‫‪- 245 -‬‬

14. References
- 246 -
REFRENCES Graduation Project 2019
References:
- Google Earth
- Google Maps
- Lecture Notes of Construction Project Managment by Dr.Emad Elbeltagi
- Egyptian code for project management
- Passing the risk management (C.Yeomans, 2011)
- https://www.slideshare.net/jbucho/engineering-procurement-and-construction-
contracts-for-infrastructure-projects-in-east-africa-69363479 accessed on
(10/10/2018)
- Van Ness Feldman Law firm
- FIDIC contractual conditions book
- SlideShare
- Egyptian code of practice for design and construction of concrete structures 203
– 2007
- Google search Engine
- https://gharpedia.com/aac-blocks-vs-red-bricks/ accessed on (3-Nov-2018)
- https://gharpedia.com/solid-concrete-blocks-vs-aac-blocks/ accessed on (2-Nov-
2018)
- Work Health and Safety Act 2011
- Work Health and Safety Regulation 2011
- Approved Work Health and Safety Codes of Practice
- Additional information on these sources may be found at www.comcare.gov.au
- Construction project management 2006/18934
- OHSAS 18001
- 247 -

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Construction Project Management Graduati

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Construction Project Management

El-Rehab City Gate Mall

Abdelrahman Ismail Helmy Ismail

Prof.Dr/ Emad Elbeltagi

Table of contents …………………………………………..….……………………………II

List of figures ……………………………………………….…………………………… VII

List of tables ………………………………..…………………………………………… VIII

1. PROJECT DEFINITION & SCOPE -1-

1.2 Location ...........................................................................................................................- 2 -

1.3 Project Participants ...................................................................................................- 3 -

1.4 Contract Type ..............................................................................................................- 4 -

1.5 General Layout ............................................................................................................- 4 -

1.6 Project scope ...................................................................................................................- 5 -

1.7 Work Scope ..................................................................................................................- 5 -

2. CONTRACT ANALYSIS -6-

2.1 General information ...................................................................................................- 7 -

2.2 Project delivery method............................................................................................- 8 -

2.3 Contractor selection method ....................................................................................... - 10 -

2.4 Classification of contract conditions ................................................................. - 10 -

2.5 Financial conditions compared to FIDIC........................................................... - 11 -

2.6 Legal conditions compared to FIDIC ................................................................. - 12 -

2.7 Technical conditions compared to FIDIC ......................................................... - 14 -

2.9 Beneficial ..................................................................................................................... - 19 -

2.10 Collateral/Security ..................................................................................................... - 20 -

3.1 WBS definition ......................................................................................................... - 23 -

3.2 OBS definition............................................................................................................... - 25 -

4.1 Method statement definition................................................................................. - 27 -

4.2 Construction Sequence ......................................................................................... - 27 -

4.3 Method of Construction ......................................................................................... - 28 -

4.4 Application of Method Statement On The Project .......................................... - 41 -

4.5 STUDY OF ALTERNATIVES ............................................................................................ - 43 -

4.6 LAYOUT ......................................................................................................................... - 49 -

5.1.Manual quantity takeoff ......................................................................................... - 54 -

5.2.Revit quantity takeoff .................................................................................................. - 85 -

5.3 Comparison between Manual and Revit Takeoff ..................................................... - 109 -

6.1 List of activities ........................................................................................................... - 112 -

6.2 Calendar ...................................................................................................................... - 115 -

7. COST, TIME & RESOURCES MANAGMENT - 129 -

7.1 Direct Cost and Time estimation ............................................................................... - 130 -

7.2Detailed Examples of Cost & Time Estimation ........................................................... - 139 -

7.3 Resource Management .............................................................................................. - 141 -

8. RISK MANAGMENT - 151 -

8.1 Introduction................................................................................................................ - 152 -

8.2 Risk Identification....................................................................................................... - 152 -

8.3 Risk Management ...................................................................................................... - 153 -

8.4 Risk Identification and method ................................................................................. - 159 -

8.5 Risk Analysis ............................................................................................................... - 165 -

8.7 Risk Monitoring and control ...................................................................................... - 170 -

9.1 Overview..................................................................................................................... - 190 -

9.2 pricing content ........................................................................................................... - 190 -

9.3 Indirect cost (Overheads)........................................................................................... - 191 -

9.4 Cash flow .................................................................................................................... - 195 -

10. QUALITY - 199 -

10.1 Quality Definitions .............................................................................................. - 200 -

10.2 Quality cycle ............................................................................................................. - 201 -

10.3 Quality target ........................................................................................................... - 201 -

12.3 Quality planning ....................................................................................................... - 201 -

10.4 Quality OBS............................................................................................................... - 202 -

10.5 Quality assurance ..................................................................................................... - 203 -

10.6 Quality Control ......................................................................................................... - 206 -

11. VALUE ENGINEERING - 211 -

11.1 Overview................................................................................................................... - 212 -

11.3 Methodolgy and Approach: ..................................................................................... - 213 -

11.2 Usage of VE In Construction Sector: ........................................................................ - 216 -