C H A P T E R III

CONSTRUCTION
PRE- PLANNING
3-1 PLANNING
▪ Planning is a n art, a nd art of
planning exist only among human
beings .

▪ For a good planning, inte llige nc e

and e xpe rie nc e is necessary.

▪ For a plan to be succ es s ful , it mus t

b e prepared by those were trained
and qua lifie d .
 3.1 PLANNING

FOUR BASIC RULES:

1. Present consultation at the very start
of the planning stage.
2. Make a job breakdown into
components.
3. Prepare a construction plan that will
be consulted constantly.
4. Take advantage of new tools, which
have demonstrated in saving time,
money or confusion.
 3.1 PLANNING
FOR WHOM AND WHAT ARE WE
PLANNING FOR?

1 . O W N E R S O F T H E C O M PA N Y. w h e n w e
plan to achieve a profit by operating at the
m i n i m u m c a p a c i t y, u t i l i z i n g t h e a v a i l a b l e
resources.

2 . E M P L O Y E E S . We p l a n t o c r e a t e o r m a i n t a i n
jobs.
 3.1 PLANNING

FOUR DIMENSIONS:
1. Planning is a philosophy.
2. Planning is integration .
3. Planning is a process.
4. Planning is a collection of
procedures .
3-2 THE PROJECT MANAGER

▪ Center figure of the

project that bears the
ultimate responsibility for
the success or failure of
the project.
 3.2 THE PROJECT MANAGER
The reward of the job of project
manager comes from:

1. The benefits of being associated with a

successful projec t .
2. The personal satisfaction of seeing it
through to its conclusion .
3. The challenge of the job, and working
with other people .
 3.2 THE PROJECT MANAGER

The main feature in a project construction is

the Proj ect Manage r who ove rs e e a va rie ty of
operations that involves repetitive, and other
various works .

The pr oject ma na ge r ’s mis s ion is to plan ,

c oor dinate , control and accomplish .
3-3 THE WORKSHEET
WHAT ARE PROJECT MANAGER NEEDS TO
KNOW ARE:

✓ The logical construction sequence that must be followed.

✓ The quantity and the delivery date’s of various materials
to be used.
✓ How much and what kind of manpower will be needed.
✓ When to start and complete the job on time.
 3.3. THE WORKSHEET

The worksheet represents a plan

of action presented graphically
by a critical sequence of
functions of subsidiary
activities contained
within a compact
period of time.
 3 - 4 T I M E ATA B L E

THE PROJECT M ANAGER SHOULD CONDUCT ONE

OR MORE INFORMAL SESSIONS WITH KEY
PERSONNEL ASSIGNED TO THE PROJECT SUCH A S:

1. The construction superintendent .

2. Job buyer.
3. Drafting room coordinator.
4. Job expediter.
3-5 PROJECT ENGINEER’S REVIEW

THE PROJECT ENGINEER MUST:

▪ Review the timetable thoroughly

▪ Raise questions on its overall logic and workability
▪ Offer constructive criticism on detailed work
functions and interrelated activities
 3.5 PROJECT ENGINEER’S REVIEW

The site review, gives everyone an

opportunity for a general discussion of
ideas and techniques on concurrent
construction work.
The best pre-planning approach
requires a constant attention to a
construction project.
And, flexible enough to give
adjustments quickly as possible.
E N D O F 1 S T PA R T . . .
CONSTRUCTION
PRE-PLANNING
PRELIMINARIES
AND SITE
MANAGEMENT
After a contract is awarded, the contractor has to:

1. Determine the key personnel to supervise the work.

2. Make provisions for the equipment to be used.
3. Determine the location and methods of erecting
temporary structures such as:

a. Job offices
b. Storage sheds
c. Workshops
d. Roadway, etc.
c. Bank house for workers and facilities.
The layout of these
structures should be
planned carefully, in The job should be
anticipation of its removal adequate, but not
during the excavation of excessively staffed, to
the permanent works more ensure efficient execution
particularly, the storage of the work. Large
and its contents which construction needs
might cause competent foremen. The
disorganization and delays. contractor must be
selective in sending men
of proven ability and
qualification to start the
work even if they are
replaced later by selected
personnel engaged locally.
The construction site should
be maintained in strict and
in an orderly routine
because it has a
psychological effect on the
staff and workers, which
promote conscientious
service. Remember that the
owner would like to see the
actual work getting under
way in its fullest operation
and orderliness.
● In carrying out the construction work, idle time and
unnecessary cost should be avoided. Time saving
devices such as telephone, loudspeakers, signal
posts, traffic control sign board location and other
economy measures should be installed
immediately upon commencement of the work.
Before the work get started, it should be first
established from which the buildings may be
demarcated on the ground.
The excavator with his equipment
should start cleaning, stripping and
digging operations. Material deliveries
should also start as soon as possible
and a labor force started the
excavation for the foundation work,
etc. If all these operations get under
way without undue delay, the job will
have a healthy aspect, high morale and
satisfaction of all concerned from the
owner to the contractor and down to
the lowly laborers.
The contractor should procure sufficient copies of
the plan and specification to distribute among his
supervisory staff. This will thoroughly acquaint
them with the details of the job. Likewise, the sub-
contractors and consultant should be furnished
with the plans and specifications so that, there is no
excuse for mistake and delay on this account.
PRELIMINARIES IN ORGANIZING A CONSTRUCTION JOB

Plan must be Planning

drawn

Building Execution of
Permit must major
beSecure activities

Mechanical Project Phase

Equipment Out
Project undergoes series of stages which
includes:

1. Planning

2. Execution of major activities

3. Project phase out

Project construction life cycle requires
various requirements such as:

1. The site must be found and boundaries

relocated
2. Plan must be drawn.
3. Plan must be approved by the owner
4. Building permit must be secure
5. Succession of personnel follows
Succession of personnel is the rotation of personnel who
will be doing different kinds of job according to their
specialties. For instance:
1. Those doing the site relocation and preparation,
and laying of foundation
2. Erecting the foundation and column, floor and roof
framework
3. Constructing walls and partitions
4. Plumbing and water supply connections including
drainage system
5. Mechanical equipment
6. Electrical and communication wiring system
7. Installation of kitchen, bathroom fixtures and
appliance
8. Interior finishing work
9. Doors and windows
10. Painting and varnishing, and other finishing works
The main objectives in the preliminaries of organizing a construction job
are:
1. To secure the necessary licenses and building permits
2. Prepare a time and progress chart
3. Have an access to the site or a temporary roadway
4. Construction of boarding, fences, and temporary shed
5. Construction of temporary field offices for the staff
6. Arrangement for canteen facilities
7. Cleaning and leveling the site
8. Demolition of existing structures
9. Disposal of materials obtain from the demolition
10. Shoring to adjoining structures
11. Arrangement for temporary water and electric supply
12. Allotment and preparation of storage space for use of contractor and sub-contractors
13. Allotment of space for borrows pits or other sources of fill to be brought in
14. Provision for drains and soak-ways
15. General site problems including any special features
ORGANIZATION OF
THE WORK
 ORGANIZATION OF WORK

Organization of the work, consist of making proper assignments and

sequence of the works in a systematic order aimed at making the best

A use of labor, materials and time. The organization of the work is the
responsibility of the contractor under the direction of the supervising
Architect or Engineer.

B There are two independent but related spheres of control and

responsibility that exists in the project construction, namely

C 1. The owner is represented by his Architect or Engineer

2. The contractor

D Each has their own duties to perform in the interest of their employer
- the owner. Most of their respective duties and responsibilities were
stipulated and defined in the contract, and all will be better exercised
if each one appreciates the duty and responsibility of the other.
 ORGANIZATION OF WORK
The Engineer or Architect on behalf of the owner is also
responsible for the following duties:
1. As representative of the owner
a. Act as interpreter of the plan
b. As guardian and arbiter between the owner and contractor.
2. Maintain site records and documents like:
a. Layout plans
b. Contract documents
c. Time and progress chart
d. Work diary
ARCHITECT e. Contractor’s order book
f. Records of tests
g. Progress report
h. Measurement book, etc.
 ORGANIZATION OF WORK
The contractor is generally responsible to the owner for the following
duties:
1. Providing and making access roads with due regards to the
convenience of construction.
2. Erection of site office in a central position to facilitate checking of all
site activities
3. Erection of store shed of adequate capacity to ensure,
a. Protection of materials against damage
b. Protection of materials against deterioration
c. Prevent materials from wastage and pilfering
1. Construction of temporary quarters and ancillaries for labor with due
regard to site of works, amenities and hygienic conditions
2. Appointment of supervisory staff processing technical knowledge
CONTRACTOR and capable of controlling the work and labor.
3. Early arrangement for construction equipment, i.e.
a. Scaffolding d. Ladders
b. Formworks e. Tools
c. Instruments and machinery with necessary screw, fuel and parts etc.
PLANNING AND PROGRESS CHART
The most important part of the works organization are:
1. The preparation of a comprehensive time and progress chart for the execution of the work.
2. The periodic revision of the chart as circumstances demand, and the regular comparison of
progress chart made with the program.

The project manager is required to prepare an approved time and progress chart, which is
generally part of the main contract documents:

1. The time and progress that must show an analysis of the chief elements and types of
construction involved in the project.
2. The scheduled dates of commencement and completions of every stage of the main
contract and of sub-contracts.
Without proper program, the construction work can be disorderly managed. The time and
progress charts serves as the coordination and control of all the work under the different
subdivisions of the contract. With this time and progress chart it is easy to pinpoint where the
delay has occurred, and who is responsible for the delay.
Likewise, because of a clear definition of the dates, all parties concerned have to assume their
tasks making much easier for the contractor to finish the job on time.

Besides of being the standard requirement, the chart, automatically shows and offer the
following information:
1. The sequence of operations
2. The target time and date for their completion
3. The rate of which they must be carried out
4. The owner’s staff and the contractor's staff should be familiar with the information given in
the chart and should constantly strive to carry out the work according to the projected rate
of accomplishment.
5. If some operations are to be done by sub-contractors, they should be notified in advance
and given a clear understanding of what exactly is expected from them.
6. The chart also tends to prevent changes in design and layout with consequent delays and
increased in cost. it also provides essential information regarding labor, materials and plant
requirements.
MAINTAINING TIME AND PROGRESS CHART
The making of time and progress chart is a matter of trial and error. It requires
consideration of alternative methods ang the effect of each event, resulting in an orderly
arrangement of event and an ultimate savings of time and cost.

The chart should be flexible so as to permit modifications to meet unknown

contingences that may arise. It will enable those in-charge of the work to see the effect
of the contingency. It will be on subsequent operations and to make the necessary
adjustments to bring the program back into line.

The chart is divided into many horizontal spaces as are required for the major operations
of the job. The vertical columns provide space for:

1. A description of the items

2. The target date for letting the sub-contract or purchase order
3. Anticipated starting date, the expected completion date and sufficient number of
monthly columns to cover the total time for completion.
4. One of two extra columns for the possible over-run.
After the form is drawn up, the next step is to complete the description column in approximately the
same order as the operations will take place on the site, except that operations belonging to the
same trade or classification of work which should be grouped together regardless of the time when
they will be executed, and the mechanical trades are entered last.

The target dates for buying materials should be worked back from the starting date and time
allowance for the operations requiring shop drawings and fabrication. The progress is shown in green
color for on time, and red for behind schedule.

The ideal chart shows the progress line green throughout the contract period. On large project, a
separate chart is provided showing a date of delivery and a date of using up of all principal
materials and laborers of each category employed on the main contract and of the sub-contracts.
The time and progress charts we kept up to date so that when the Owner or the Engineer visit the site,
they could see a true comparison between the actual progress against the scheduled program.
Within the first week of each month, the contractor shall forward to the engineer or architect a
progress report showing particulars of the work done in workshop and on the site, also giving the
present position, the rate of progress, estimated time of completion and hold-ups for the delay if any.
e those in-charge of the work to see the effect of the contingency. It will be on subsequent operations
and to make the necessary adjustments to bring the program back into line.
3-9 PLANNING AND SCHEDULING WITH GANTT CHART

▪ Gantt chart is a tool used for planning and scheduling simple projects.
▪ To prepare the chart, the project manager has to identify the major
activities that would be required. Estimates for each activity are made
and the sequence was determined. Once completed, the chart indicates
which activities were to occur including their planned duration, and
when they were to occur.
 3-10 MATERIAL SUPPLY

▪ The buying of material is an important

activity in all construction works.
▪ The contractor has to determine his
material requirements and schedule
the sequence of its deliveries.
▪ A purchasing program for construction
materials should be prepared according
to its priority.
A purchase order form should contain all
the information such as:

1. Description of the materials

2. Quantities required

3. Time and place of delivery

4. Unit price

5. Amount
◦ The purchasing clerk of the contractor must have experience in identifying
the variety of materials and supplies in general demand for construction work
including the trade names, the quality and the local practices that govern the
prices.
3-11 FINANCIAL AND BUDGETING

▪ Without sufficient financing, a business cannot get started. And

without adequate budgeting, a business once started cannot reach its
full potential.
▪A healthy construction company is one, which has sufficient resources
and the capability of controlling its cash flow.
▪ Construction business requires sufficient funds to cover its operation
to maintain equipment, purchase of materials and supplies, to pay
salaries and wages, to cover storage fees, transportation and reserve
for other services including SOP. These are current operations where
the funds to cover them are called working capital.
Profit Motive

Profit motive is a financial term that describes the desire to make

money through action. It's the idea behind why people may create new,
lucrative products or take financial or business risks. It's the driving idea
behind the current economic structure and explains why people start
businesses, invest and make purchases.
The Budget
▪ A budget is a spending plan based on income and expenses.
▪ The budget is the long term responsibility of management to use
investment that will yield the largest possible profit and it is the function
of budgeting to plan that profit profile.
▪ The budget should be a conservation aid to all departments within the
organization toward their common goals.
TYPES OF BUDGET

1. The static or fixed budget - this type of budget depends upon the ability to
predict income with at least a reasonable degree of accuracy.
- A fixed sum of money is allocated for expenditures with
a fixed budget of operations for a specified period.

2. The variable or flexible budget – this type of budget recognizes the unreliability
of income prediction and make provisions in advance for variations in
construction expenditures in accordance with variation in income.
- Variable budget is constructed in anticipation of variables
income. It provides advance for orderly change in the volume of construction and
expenditures.
▪ Fixed Cost - is one that is constant in total amount for a given period.

▪ Variable cost – increases or decreases in proportion with the volume of

production or construction activities.
Two types of variable budget
1. Step budget – is a series of budget set up at different level of
construction volume or contract. This is anticipated on variations in
volume where changes in cost will occur such as additional shifts,
building and supervisory personnel.
2. Variable rate of cost per unit of work. Variable rate cost is
calculated as an average rate between two points of minimum and
maximum construction operations.