CPCCBC5003A - Planning and Supervision of Medium Rise Building Project

This report, prepared for the CPCCBC5003A unit, focuses on the planning and supervision of on-site medium-rise building construction. It analyzes tasks from various trades, including carpet floor laying and ceramic tiling, providing detailed calculations for material quantities, productivity constants, tradesman hours, gang size, and completion time. The analysis is based on the specifications and drawings of Project 2, a medium-rise apartment building. The report critiques the project schedule, assessing the sequence of activities, duration, and resource allocation. The schedule is evaluated for its ability to facilitate the successful completion of the project. The report also includes measurement of material quantities, productivity constants, tradesman hours, gang size and completion time for carpet laying and ceramic floor tiling. The report concludes that the schedule provided can facilitate successful completion of the project. The report is a comprehensive analysis of the planning and supervision aspects of the construction project.

CPCCBC5003A 1
CPCCBC5003A SUPERVISE THE PLANNING OF ON-SITE MEDIUM RISE BUILDING
Name
Course
Professor
University
City/state
Date

CPCCBC5003A 2
CPCCBC5003A Supervise the Planning of On-Site Medium Rise Building
1. Analysis of tasks from different trades
The trades selected for analysis in this question are carpet floor laying and ceramic tiling on all
levels of the building in Project 2. These tasks are analyzed below
i) Carpet laying
This trade entails laying the carpet in designated units and common areas of the building. The
carpet is fixed directly on the floor. The various aspects of carpet laying are discussed below
a) Measurements of material quantities
Material quantities for carpet laying are determined by measuring the floor area of the units
where the carpet is laid. This is done by taking off measurements from the drawings of Project 2
building, as follows
Level 1
Living/dining carpet: (3.53 x 5.65) + (1.2. x 1.7) + (4.35 x 6.6) + (4.69 x 5.42) + (5.25 x 3.97) +
(1.39 x 1.71)
= 99.3344 m2
Bed carpet: (3.65 x 3.63) + (3.2 x 2.8) + (3 x 3.25) + (3.24 x 3.23) + (3.59 x 3)
= 53.1947 m2
Sub-total = 99.3344 + 53.1947 = 152.53 m2
Level 2
Bed carpet: (3.95 x 3.487) + (3.42 x 3.5) + (3.25 x 3.14) + (3.2 x 3.26) + (3 x 3.19) + (3.1 x 3) +
(3.42 x 3.5) + (3.95 x 3.487) + (3.2 x 3.26) + (3.14 x 3.25)
= 111.63 m2
Level 3
Living/dining carpet: (3.935 x 3.94) + (3.14 x 2.75) + (4.02 x 7.32) + (3.75 x 4.69) + (3.75 x
5.68) + (3.68 x 7.32) + (3.94 x 4.135) + (4.195 x 3.57)

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= 150.65845 m2
Study carpet: (2.4 x 2.9) + (0.99 x 0.6) + (3.2 x 3) + (2.5 x 2.4) + (0.99 x 0.6) + (2.9 x 2.4) +
(0.99 x 0.6)
= 31.302 m2
Sub-total = 150.65845 + 31.302 = 181.96 m2
Level 4
Bed carpet: (3.95 x 3.487) + (3.42 x 3.5) + (3.25 x 3.14) + (3.2 x 3.26) + (3 x 3.09) + (3 x 3.09) +
(3.35 x 3.5) + (3.9 x 3.45) + (3.14 x 3.282) + (3.2 x 3.2)
= 110.65 m2
Level 5
Living/dining carpet: (3.94 x 3.94) + (4.195 x 2.9) + (4.02 x 7.3) + (3.75 x 5.5) + (3.75 x 5.5) +
(4.02 x 7.3)
= 127.6311 m2
Study carpet: (2.9 x 2.4) + (0.99 x 0.6) + (3 x 3.22) + (2.5 x 3.2) + (2.9 x 2.4) + (0.99 x 0.6)
= 32.768 m2
Sub-total = 127.6311 + 32.768 = 160.4 m2
Total carpet area = 152.53 + 111.63 + 181.96 + 110.65 + 160.4
= 717.17 m2
b) Productivity constants
The carpet is fixed directly hence the productivity constant is 0.2. This means that 0.2 labour
days are required to lay or fix 1 m2 of the carpet.
c) Tradesman hours
The number of tradesman hours are calculated from the productivity constant provided above. In
this case, the number of tradesman hours is simply the number of hours required to lay 717.17 m2
of carpet on various floor units.

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From the above calculation, it will take 0.2 days to fix 1 m2 of carpet. Therefore the number of
labour days needed to fix 717.17 m2 of carpet are
1 m2 → 0.2 days
717.17 m2 → 717.17 x 0. 2
1 =143. 4 34 days
The next step is to convert the labour days into tradesman hours
Assumption: there are eight working hours in one labour day
Therefore
1 labour day → 8 tradesman hours
14.3434 labour days → 14 3 . 434 x 8
1 =11 4 7 . 5tradesman hours
d) Gang size
Based on the carpet floor area and the tradesman hours calculated above, the reasonable gang
size for the carpet laying task is 2. This means that 2 tradesmen are enough to complete the job
within a reasonable number of days.
e) Completion time
The required time to complete the carpet laying task is calculated based on the recommended
gang size above.
Assumption: 0.15 tradesmen hours are required to fix 1 m2 of carpet. This means that in 1 hour,
the total area of carpet fixed is
0.15 hours = 1 m2
1 hour = 1 x .4
0.15 =6.67 m2
For the two tradesmen (gang size of 2), the total carpet fixed in 1 hour is
2 x 6.67 m2 = 13.33 m2
Therefore

CPCCBC5003A 5
13.33 m2 = 1 hour
717.17 m2 = 717.17 x 1
13.33 =53.8 working hours
Working hours per day = 7 hours (taking into account breaks)
7 working hours = 1 day
Thus 53.8 working hours = 53.8 x 1
7 =7 .69 ≈ 8 working days
f) Review of the task
Carpet laying has been scheduled to be carried out after several other tasks. This means that
the activity will largely depend on the completion of preceding activities, such as groundworks,
concrete works, masonry works, metal works, hydraulics, electrical works, mechanical works,
waterproofing works, roofing, plastering, painting and ceramic tiling. Therefore the sequence of
carpet laying trade in the schedule provided is correct and will not interrupt both preceding and
succeeding activities of the project. The duration allowed for carpet laying is 40 days. From the
calculations above, the carpet laying task will take about 8 days, if the recommended gang size
and other assumptions made in the calculations are used. Based on the sequence of carpet fixing,
the allowed duration for carpet fixing, and the estimated time that the task will take (8 days),
there is no need to make any changes at this time.
ii) Ceramic floor tiling
This trade entails fixing complete ceramic floor tiles using adhesives in the designated units and
areas of the building. The different elements of ceramic floor tiling re discussed below
a) Measurements of material quantities
Material quantities for ceramic floor tiling are determined by measuring the floor area of the
units where the tiles will be fixed. This is done by taking off measurements from the drawings of
Project 2 building, as follows
Level 1

CPCCBC5003A 6
(5.81 x 2.68) + (8.3 x 3.28) + (8.38 x 2.88) + (5.41 x 2.78) + (10.88 x 0.98) + (5.31 x 0.6) + (5.34
x 2.03) + (3.65 x 1.1) + (1.9 x 2.34) + (1.86 x 1.79) + (1.5 x 2.71) + (3.555 x 2.85) + (0.98 x
1.97) + (1.5 x 0.88) + (1.5 x 3.71) + (2.45 x 1.9) + (1.39 x 1.4) + (1.72 x 2.05) + (3.84 x 0.81)
= 154.70 m2
Level 2
(5.55 x 2.05)+ (3.95 x 1.412) + (5.91 x 2) + (11.86 x 2.6) + (5.91 x 2) + (6.4 x 1.512) + (4.137 x
2.14) + (2.2 x 1.76) + (3.426 x 1.87) + (2.99 x 3.57) + (1.88 x 3.38) + (0.88 x 1.1) + (1.79 x
11.86) + (2.99 x 6.85) + (4.02 x 1.87) + (2.2 x 1.893)
= 171.63 m2
Level 3
(3.94 x 2.05) + (6.4 x 1.51) + (5.91 x 1.97) + (11.68 x 2.56) + (5.91 x 1.97) + (6.4 x 1.51) + (3.94
x 2.05) + (1.29 x 1.29) + (1.29 x 1.65) + (0.945 x 2.018) + (2.2. x 3.75) + (0.995 x 2.29) + (1.4 x
2.59) + (3.34 x 1.1) + (1.267 x 2.29) + (1.99 x 3.85) + (1.95 x 1.97) + (0.945 x 2.9) + (2.56 x
1.95)
= 134.33 m2
Level 4
(3.94 x 2.05) + (6.4 x 1.51) + (5.91 x 1.97) + (11.68 x 2.56) + (5.91 x 1.97) + (6.4 x 1.51) + (3.94
x 2.05) + (2.2 x 1.893) + (3.426 x 1.87) + (1.884 x 3.38) + (0.9 x 0.88) + (11.68 x 1.79) + (2.99 x
3.36) + (6.2 x 1.8) + (2.99 x 3.5) + (2.2. x 2)
= 163.38 m2
Level 5
(3.94 x 2.05) + (6.4 x 1.51) + (5.91 x 1.97) + (11.68 x 2.56) + (5.91 x 1.97) + (6.4 x 1.51) + (3.94
x 2.05) + (1.38 x 1.38) + (2.02 x 1.01) + (0.945 x 2.898) + (2.12 x 1.38) + (0.8 x 0.825) + (2.2 x
3.65) + (0.995 x 2.3) + (1.945 x 1.945) + (1.945 x 1.945) + (1.053 x 1.38) + (0.995 x 2.3) + (2.3
x 3.75) + (2.2 x 1.29) + (0.8 x 0.828) + (0.945 x 2.898) + (2.55 x 1.38) + (1.2 x 0.8)
= 139.91 m2

CPCCBC5003A 7
Total ceramic tile floor area =154.70 + 171.63 + 134.33 + 163.38 + 139.91
= 763.95 m2
b) Productivity constants
The ceramic floor tiles are fixed using adhesives thus the productivity constant is 0.75. This
means that 0.75 labour days are required to fix 1 m2 of tiles.
c) Tradesman hours
The number of tradesman hours are calculated from the productivity constant provided above. In
this case, the number of tradesman hours is simply the number of hours required to fix 763.95 m2
of floor tiles in various rooms.
From the above calculation, it will take 0.75 days to fix 1 m2 of tiles. Therefore the number of
labour days needed to fix 763.95 m2 of floor tiles are
1 m2 → 0.75 days
763.95 m2 → 763.95 x 0.75
1 =572.9625days
The next step is to convert the labour days into tradesman hours
Assumption: there are eight working hours in one labour day
Therefore
1 labour day → 8 tradesman hours
572.9625 labour days → 572.9625 x 8
1 =4 583.7 tradesman hours
d) Gang size
Based on the tiles floor area and the tradesman hours calculated above, the reasonable gang size
for the tiling work is 4. This means that 4 tradesmen are enough to complete the job within a
reasonable number of days.

CPCCBC5003A 8
e) Completion time
The required time to complete the tiling task is calculated based on the recommended gang size
above.
Assumption: 1 tradesmen hours are required to fix 1 m2 of floor tiles. This means that in 1 hour,
the total area of carpet fixed is
1 hour = 1 m2
1 hour = 1 x .1
1 =1 m2
For the four tradesmen (gang size of 4), the total carpet fixed in 1 hour is
4 x 1 m2 = 4 m2
Therefore
4 m2 = 1 hour
763.95 m2 = 763.95 x 1
4 =190.9875 working hours
Working hours per day = 7 hours (taking into account breaks)
7 working hours = 1 day
Thus 190.9875 working hours = 190.9875 x 1
7 =27. 28 ≈ 28 working days
f) Review of the task
There are several other trades scheduled to be completed prior to floor tiling. It means that
tiling work can only be completed on schedule if the preceding tasks are completed on time. If
this is done then the schedule provided for floor tiling is correct and will not affect other
activities negatively since it comes near the end of the project. From the schedule provided, the
duration that has been allowed for ceramic tiling is 40 days. However, the estimated time that is
needed for the ceramic tiling work is 28 days, if the recommended gang size and other
assumptions are used. Therefore no need to make any changes to the schedule at this moment.

CPCCBC5003A 9
2. Critique of the given program
The schedule provided has included all the tasks that must be completed from start to finish.
This is helpful in creating a general picture of what will be done at different stages of the project.
The program has systematically arranged all the tasks, giving the start and finish dates, duration
and progress (percentage completed at each stage). This kind of arrangement helps the client,
design team and the contractor to monitor progress of the project more easily. Another important
component of the schedule provided is the fact that it has identified critical tasks, noncritical
tasks, critical milestones, milestones, critical summary and connection between different tasks.
This is also helpful in monitoring and overall management of the project. The schedule has also
meticulously specified the duration and the preceding and succeeding activities of each task. This
is very useful as it not only helps in the planning for the resources of the project but also makes
the monitoring of the project easier. Last but not least, the program has a professional look that
makes it easier for users to check and identify any task quickly without assistance. Therefore the
schedule provided can facilitate successful completion of the project.
This project has numerous repetitive tasks that can be done concurrently thus reducing the
completion time of the project. For example, plastering on all levels of the building can be done
concurrently as long as there is the required human resources, tools, equipment and materials for
the job. This means that the schedule allows starting of some tasks without necessarily having to
complete other ones first. For example, the program allows use of prefabrication to manufacture
the roof offsite while other activities such as plastering and installation of mechanical and
electrical systems are ongoing. This makes the program provided suitable for faster completion
of the project.
The calculations of time needed to complete ceramic floor tiling and carpet laying works
done in part 1 of this assignment have revealed that the duration allocated for the tasks was not
quite accurate. Time is a very important factor in construction projects and has a significant
impact on the total cost. The two calculations have shown that the tasks were allocated more
time, which can translate to increased project costs because there is a daily cost of maintaining
the site regardless of whether there is productive work going on or not. Since the client uses the
schedule to plan for resources, there may be some days where there will be no useful work going
on after preceding tasks have been completed earlier. Thus the recommended change on this

CPCCBC5003A 10
issue is to do a recalculation of the time allocated for each task. This should be done using
accurate approaches such as Monte Carlo simulation approach.
3. Optimistic or realistic schedule?
Most project managers tend to prepare optimistic schedules or programs hoping that
project risks and constraints will be prevented, mitigated or managed to ensure that the project is
completed within the stipulated time and budget. However, realistic schedules are better than
optimistic schedules as the former helps the project team to prepare for the challenges that are
likely to be encountered during the project period. The schedule provided is quite realistic in
different aspects. One of the realistic element of the schedule is that it has included all tasks and
allocated adequate time for each task. For example, concrete works have been allocated 20 days,
concrete work allocated 155 days, masonry allocated 144 days, metalwork allocated 197 days,
hydraulic work allocated 224 days, electrical work allocated 221 days, carpet laying allocated 40
days, and tiling allocated 40 days, among others. The duration for these tasks seems to be more
than the time needed to complete them (as revealed by the calculations of time needed for
ceramic tiling and carpet laying in part 1 of this assignment). The more time allocated makes the
schedule realistic because it has been allowed probably to accommodate potential risks or
challenges that may delay the project. Another realistic element is arranging the tasks in a
systematic manner from start to finish. This has created a clear path on how the activities will be
undertaken from the start of the project until it is completed. Last but not least, the schedule has
clearly show the connection between different activities, critical tasks, noncritical tasks, critical
milestones, milestones and critical summary. This makes the schedule more realistic.
4. Acceptance of the schedule
Yes, this schedule should be accepted and provided to the client with a few amendments. The
reason for accepting the schedule is because it is realistic, meaning that it has ensured adequate
time is located for each task so as to accommodate any unforeseen risks that may be
encountered. The program has provided a systematic flow of all activities from start to finish,
showing their duration, the connection between different activities and other characteristics such
as critical tasks, noncritical tasks, critical milestones, milestones and critical summary. Therefore
the schedule will enable the client to plan for the resources needed and monitor progress easily
during construction phase. The schedule is also systematically arranged, making it easier to read,

CPCCBC5003A 11
interpret and understand. It can be used to monitor the progress of the project easily. The most
probable change that should be made in this schedule is to recalculate the estimated duration for
each task, taking into account potential risks. This change can help to reduce the overall
construction time and cost of the project.
5. Task compression
Construction projects are susceptible to a wide range of risks that can cause the project to fall
behind schedule. If this happens, there are several strategies that can be adopted to compress
tasks – complete the tasks within a shorter period so as to achieve the overall deadline of the
project. Nevertheless, task compression has implications on the cost, quality, safety and time of
the project.
a) Time cost and compression impacts of working overtime each day
Working overtime each day will increase the number of working hours per day thus reducing
the total number of days needed to complete both the carpet laying (it will take less than 8 days)
and ceramic floor tiling work (it will take less than 28 days). This will help in returning the
project on track. With the reduced number of days for both tasks, site operating costs, such as
overheads, will reduce. The cost of equipment rented on daily rates will also reduce. However,
this is on the assumption that the original type and number of equipment and tradesmen and their
productivities will be retained. Working overtime each day will also increase the possibility of
accidents and injuries on site due to fatigue of tradesmen.
b) The time cost and compression impacts of working 6 days/week
Working 6 days per week will have almost the same impacts as those of working overtime.
With working 6 days per week, the total number of weeks needed to complete carpet laying and
tiling works will reduce. In the long run, the overall duration of completing the tasks will
decreases. This will reduce the overall operating costs of completing the two tasks. It will also
take the project back on track. However, it is important to put in place strategies of ensuring that
working 6 days a week does not affect the productivity and safety of workers and equipment.
c) Other project schedule compression ways
Compression basically means accomplishing more tasks in less time. One way in which the
project schedule can be compressed is by performing several tasks concurrently, also known as

CPCCBC5003A 12
fast-tracking or overlapping (Hazini, et al., 2016). This requires preparing a comprehensive
parallel schedule that optimizes available opportunities where two or more tasks can be done
simultaneously (Perez, et al., 2019). Some of the activities that can be done concurrently include:
roof fabrication, plastering and electrical works. This strategy helps to complete multiple tasks
quickly and at a lower cost. Another way of compressing the project schedule is by crashing, that
is, increasing the amount of resources (human resources, equipment and required materials)
allocated for each task (Sols, 2016). In this scenario, crashing can be adopted by increasing the
number of tradesmen, tools, equipment and unskilled workers for carpet laying and ceramic
tiling works.
There are also several other strategies that can be used to compress the project schedule,
including: training tradesmen on how to increase productivity, hiring more qualified/specialized
and experienced personnel, enhancing onsite supervision of ongoing work, rewarding early
completion of assigned tasks, using prefabrication method, purchasing more efficient and
productive equipment, avoiding interruptions on site, using fast hardening cement and other
advanced materials, using innovative methods, and avoiding delays of materials and equipment.