Thesis: Role of Consultant in Successful Construction Projects
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Thesis and Dissertation
AI Summary
This thesis delves into the pivotal role of consultant engineers in construction projects, examining their responsibilities from inception to completion. It highlights the importance of project management consultancy in enhancing project efficiency, particularly within the UAE's construction landscape. The research encompasses both infrastructural and real-estate sectors, with a focus on design and supervision stages. The study analyzes nine key project success factors and how consultants can influence them. The thesis emphasizes the necessity of adhering to project management principles to ensure timely and error-free project delivery, addressing challenges such as obtaining construction permits and navigating complex regulations. The research also includes a case study from GULF SKY Engineering Consultant, providing practical insights into project quality management and its impact on stakeholders, including tenants and owners. The work provides recommendations based on the findings and emphasizes the importance of risk management and quality control throughout the construction process.
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Thesis
“The role of the consultant in a
Successful project”
1
“The role of the consultant in a
Successful project”
1
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ABSTRACT
The construction industry usually deals with two types of construction parts: infrastructural
part and real-estate part. The real-estate part can be divided into corporate, residential, industrial and
commercial sectors. On the other hand infrastructure part deals with Roads, Railways, Ports, Airport
etc. The consulting engineer plays a very significant role in providing services in such a big project
from starting point of the project till its completion, the project management consultancy is very
useful for construction project as it improves the efficiency of the project.
The purpose of this paper is to study the role of project management consultancy in
construction. Project management consultants make sure that every activity must carryon smoothly
at each stage of the project because it helps in proper execution of work for any construction
project. Principle of project management is very important for successful completion of projects
within time and minimum number of errors.
It’s not easy to get a permission to construct a building in the UAE, because some certain
rules and special conditions should be followed, the project life should pass through two stages
which are design stage and supervision stage. The design stage means completing the study of the
project with full details and follow-up departments to get the approvals. At supervision phase, the
consultant supervises the contractor and makes sure how the work is done; if it’s same to drawing
and terms and conditions that were agreed upon during tender.
The successful consultant engineer should follow his own laws to do his unique design
and his supervision way on projects. In this research, the role of consultant engineer is to make a
successful project by analyzing both sections (design and supervision) to get stronger and superior
results to satisfy the owners, the lessees, and achieve fame in creativity. In this paper, we also are
going to identify the effectiveness, roles and responsibility of project management consultancy. This
thesis analyzes 9 successful project factors, according to the consultant and describes how the
consultant can affect from these factors.
2
The construction industry usually deals with two types of construction parts: infrastructural
part and real-estate part. The real-estate part can be divided into corporate, residential, industrial and
commercial sectors. On the other hand infrastructure part deals with Roads, Railways, Ports, Airport
etc. The consulting engineer plays a very significant role in providing services in such a big project
from starting point of the project till its completion, the project management consultancy is very
useful for construction project as it improves the efficiency of the project.
The purpose of this paper is to study the role of project management consultancy in
construction. Project management consultants make sure that every activity must carryon smoothly
at each stage of the project because it helps in proper execution of work for any construction
project. Principle of project management is very important for successful completion of projects
within time and minimum number of errors.
It’s not easy to get a permission to construct a building in the UAE, because some certain
rules and special conditions should be followed, the project life should pass through two stages
which are design stage and supervision stage. The design stage means completing the study of the
project with full details and follow-up departments to get the approvals. At supervision phase, the
consultant supervises the contractor and makes sure how the work is done; if it’s same to drawing
and terms and conditions that were agreed upon during tender.
The successful consultant engineer should follow his own laws to do his unique design
and his supervision way on projects. In this research, the role of consultant engineer is to make a
successful project by analyzing both sections (design and supervision) to get stronger and superior
results to satisfy the owners, the lessees, and achieve fame in creativity. In this paper, we also are
going to identify the effectiveness, roles and responsibility of project management consultancy. This
thesis analyzes 9 successful project factors, according to the consultant and describes how the
consultant can affect from these factors.
2
TABLE OF CONTENTS
ABSTRACT.........................................................................................................................................2
CHAPTER 1- INTRODUCTION........................................................................................................6
CHAPTER 2- LITERATURE REVIEW............................................................................................10
Chapter 3- RESEARCH METHODOLOGY.....................................................................................15
Introduction....................................................................................................................................15
Research approach.........................................................................................................................15
Research design.............................................................................................................................15
Data collection method..................................................................................................................15
Sampling........................................................................................................................................16
Data analysis..................................................................................................................................28
Reliability and validity...................................................................................................................28
Chapter 4- RESEARCH FRAMEWORK AND PROBLEM STATEMENT.....................................65
Chapter 5- ANALYSIS AND DISCUSSION.....................................................................................67
Introduction....................................................................................................................................67
Research findings...........................................................................................................................67
Chapter 6- RECOMMENDATION AND CONCLUSION................................................................70
Introduction....................................................................................................................................70
Recommendation...........................................................................................................................70
Conclusion.....................................................................................................................................72
ACKNOWLEDGEMENT..................................................................................................................74
REFERENCES...................................................................................................................................75
APPENDIX........................................................................................................................................78
3
ABSTRACT.........................................................................................................................................2
CHAPTER 1- INTRODUCTION........................................................................................................6
CHAPTER 2- LITERATURE REVIEW............................................................................................10
Chapter 3- RESEARCH METHODOLOGY.....................................................................................15
Introduction....................................................................................................................................15
Research approach.........................................................................................................................15
Research design.............................................................................................................................15
Data collection method..................................................................................................................15
Sampling........................................................................................................................................16
Data analysis..................................................................................................................................28
Reliability and validity...................................................................................................................28
Chapter 4- RESEARCH FRAMEWORK AND PROBLEM STATEMENT.....................................65
Chapter 5- ANALYSIS AND DISCUSSION.....................................................................................67
Introduction....................................................................................................................................67
Research findings...........................................................................................................................67
Chapter 6- RECOMMENDATION AND CONCLUSION................................................................70
Introduction....................................................................................................................................70
Recommendation...........................................................................................................................70
Conclusion.....................................................................................................................................72
ACKNOWLEDGEMENT..................................................................................................................74
REFERENCES...................................................................................................................................75
APPENDIX........................................................................................................................................78
3
LIST OF FIGURES
Figure 1 Project Life Cycle................................................................................................................17
Figure 2 Project Success Factors........................................................................................................29
Figure 3 Project Plane WBS 1 (Summary Schedule Layout).............................................................46
Figure 4 Project Plane WBS 3 (Summary Schedule Layout).............................................................48
Figure 5 Project Plane (Summary Schedule Layout)........................................................................48
Figure 6 Project Plan (Critical Schedule Layout).............................................................................54
Figure 10 Project Plane (Full Schedule Layout)................................................................................56
4
Figure 1 Project Life Cycle................................................................................................................17
Figure 2 Project Success Factors........................................................................................................29
Figure 3 Project Plane WBS 1 (Summary Schedule Layout).............................................................46
Figure 4 Project Plane WBS 3 (Summary Schedule Layout).............................................................48
Figure 5 Project Plane (Summary Schedule Layout)........................................................................48
Figure 6 Project Plan (Critical Schedule Layout).............................................................................54
Figure 10 Project Plane (Full Schedule Layout)................................................................................56
4
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LIST OF TABLES
Table 1 Contractors Quotation Analysis.............................................................................................20
Table 2 Feasibility Study....................................................................................................................29
Table 3 Some of Electrical Material..................................................................................................33
Table 4 Some of Civil Defence Material............................................................................................33
Table 5 Some Material of Plumping..................................................................................................34
5
Table 1 Contractors Quotation Analysis.............................................................................................20
Table 2 Feasibility Study....................................................................................................................29
Table 3 Some of Electrical Material..................................................................................................33
Table 4 Some of Civil Defence Material............................................................................................33
Table 5 Some Material of Plumping..................................................................................................34
5
CHAPTER 1- INTRODUCTION
The construction market has been developed faster as compare to any other markets in the
economy. Due to the fierce competition within the market, the forces such contractors/consultants
are trying to do their best in order to satisfy the investors. Furthermore, the main purpose of backer
is to increase his income with the completion of the construction phase (Aliverdi, Naeni and
Salehipour, 2013). Moreover, the ideal goal for the contractors is to offer a good quality services
without asking the client to pay extra money for it. As a result, the quality should increase hand in
hand with no increasing in cost and not the opposite. The pressure from the market and competition
side is increasing. So it becomes important for contractors to care more about their good reputation.
For this, they have to decrease all the associated risks that can result in delaying the project and
eventually submitting the project to the client on time according to the program timeline for the
project (Duy Nguyen, Ogunlana and Thi Xuan Lan, 2004). To achieve the above mentioned goals
the contractors should improve their inner quality and build up management to decrease the
possibility of such risks. They should also develop their own methods of quality assurance for all
the elements of the projects to achieve the highest levels of quality and client satisfactions.
Projects and project management processes vary from one industry to another. There are
different dimension of project management. According to knowledge areas in the Project
Management Institute’s publication, A Guide to Project Management Body of Knowledge
(PMBOK) [1], was utilized to establish the evaluation dimension:
11 Project Integration Management
11 Project Scope Management
11 Project Time Management
11 Project Cost Management
11 Project quality Management
11 Project human Resource Management
11 Project Communications Management
11 Project Risk Management
11 Procurement Management (Forsythe, 2012)
Quality management can be divided into three main categories: Perform plan quality,
Perform quality Assurance and Perform quality control. Firstly, Plan quality is the process of
discovering quality requirement and standards for the project, product and documenting how the
project will show submission. Secondly, the quality assurance evaluates the results obtained from
quality control to guarantee appropriate quality standards and operational definitions are used. It is
6
The construction market has been developed faster as compare to any other markets in the
economy. Due to the fierce competition within the market, the forces such contractors/consultants
are trying to do their best in order to satisfy the investors. Furthermore, the main purpose of backer
is to increase his income with the completion of the construction phase (Aliverdi, Naeni and
Salehipour, 2013). Moreover, the ideal goal for the contractors is to offer a good quality services
without asking the client to pay extra money for it. As a result, the quality should increase hand in
hand with no increasing in cost and not the opposite. The pressure from the market and competition
side is increasing. So it becomes important for contractors to care more about their good reputation.
For this, they have to decrease all the associated risks that can result in delaying the project and
eventually submitting the project to the client on time according to the program timeline for the
project (Duy Nguyen, Ogunlana and Thi Xuan Lan, 2004). To achieve the above mentioned goals
the contractors should improve their inner quality and build up management to decrease the
possibility of such risks. They should also develop their own methods of quality assurance for all
the elements of the projects to achieve the highest levels of quality and client satisfactions.
Projects and project management processes vary from one industry to another. There are
different dimension of project management. According to knowledge areas in the Project
Management Institute’s publication, A Guide to Project Management Body of Knowledge
(PMBOK) [1], was utilized to establish the evaluation dimension:
11 Project Integration Management
11 Project Scope Management
11 Project Time Management
11 Project Cost Management
11 Project quality Management
11 Project human Resource Management
11 Project Communications Management
11 Project Risk Management
11 Procurement Management (Forsythe, 2012)
Quality management can be divided into three main categories: Perform plan quality,
Perform quality Assurance and Perform quality control. Firstly, Plan quality is the process of
discovering quality requirement and standards for the project, product and documenting how the
project will show submission. Secondly, the quality assurance evaluates the results obtained from
quality control to guarantee appropriate quality standards and operational definitions are used. It is
6
also an execution process that uses data created during the third category perform quality control
(Jaju, Mohanty and Lakhe, 2009). Thirdly, quality control is the process of monitoring and
recording the quality activities in order to assess the performance and recommend necessary change
if needed. In addition, the quality control for the whole construction process, only accord with the
required quality standards and user promised requirements such as satisfying quality, time, cost etc.
By keeping these things in mind, the three categories should be performed in parallel with all the
other project-planning processes until the project not deliver to the client. If these three categories
were implemented accurately the main benefits will include less rework, higher productivity, lower
costs and increased stakeholder fulfilment (Gap, 2013).
Quality of construction is defined as “meeting or go above” the requirement of the Client.
The cost of each quality activity should be equivalent to the expected benefits. The construction
project manager should look for quality management by including those three main categories to the
method and actions of the performance organization. It determines quality polices; objectives and
duties of the firms. Accordingly, the project will satisfy the needs for which it was undertaken
(Egemen and Mohamed, 2006).
Finally yet importantly, the consultant project manager may face several difficulties because
of the fixed project location, large volume and different locations of different projects. The poor
control of these factors may produce quality problems and increase the possibility of failure of
project by losing more money and time (Ebrahimi and Sadeghi, 2013). Hence, the project manager
of construction should look after the risk management because as the quality of construction
increases the possibility of risk occurrence decreases. Project risk is always unknown as it is an
uncertain event or situation that if it raises it will have a negative impact on at least one project
objective such as scope, plan, cost and quality. Although there are many reasons for these causes
like requirement, assumption, constraint or situation that creates the probability of negative or
positive outcome. For example, causes could include the requirement of an environmental
permeation to do the work, or having limited personally assigned to the design of the project. If
anything from these unclear, it may be bring an impact on the project cost and schedule or
performance (Alzahrani and Emsley, 2013).
It is the job of project manager to reduce the risk by change of process or to solve a problem
in order to deliver the benefit to the organization with minimum cost and time. Some risks in the
construction process can be easily expected or readily identified and some can be totally
unidentified. Construction risks can be related to technical, management, logistical reasons or can
be related to natural disasters. In the domain of project risk management, some of the critical effects
of risks are failing to achieve an operational requirement and the required quality as a result the
7
(Jaju, Mohanty and Lakhe, 2009). Thirdly, quality control is the process of monitoring and
recording the quality activities in order to assess the performance and recommend necessary change
if needed. In addition, the quality control for the whole construction process, only accord with the
required quality standards and user promised requirements such as satisfying quality, time, cost etc.
By keeping these things in mind, the three categories should be performed in parallel with all the
other project-planning processes until the project not deliver to the client. If these three categories
were implemented accurately the main benefits will include less rework, higher productivity, lower
costs and increased stakeholder fulfilment (Gap, 2013).
Quality of construction is defined as “meeting or go above” the requirement of the Client.
The cost of each quality activity should be equivalent to the expected benefits. The construction
project manager should look for quality management by including those three main categories to the
method and actions of the performance organization. It determines quality polices; objectives and
duties of the firms. Accordingly, the project will satisfy the needs for which it was undertaken
(Egemen and Mohamed, 2006).
Finally yet importantly, the consultant project manager may face several difficulties because
of the fixed project location, large volume and different locations of different projects. The poor
control of these factors may produce quality problems and increase the possibility of failure of
project by losing more money and time (Ebrahimi and Sadeghi, 2013). Hence, the project manager
of construction should look after the risk management because as the quality of construction
increases the possibility of risk occurrence decreases. Project risk is always unknown as it is an
uncertain event or situation that if it raises it will have a negative impact on at least one project
objective such as scope, plan, cost and quality. Although there are many reasons for these causes
like requirement, assumption, constraint or situation that creates the probability of negative or
positive outcome. For example, causes could include the requirement of an environmental
permeation to do the work, or having limited personally assigned to the design of the project. If
anything from these unclear, it may be bring an impact on the project cost and schedule or
performance (Alzahrani and Emsley, 2013).
It is the job of project manager to reduce the risk by change of process or to solve a problem
in order to deliver the benefit to the organization with minimum cost and time. Some risks in the
construction process can be easily expected or readily identified and some can be totally
unidentified. Construction risks can be related to technical, management, logistical reasons or can
be related to natural disasters. In the domain of project risk management, some of the critical effects
of risks are failing to achieve an operational requirement and the required quality as a result the
7
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project will not be completed within stipulated time and estimated cost. Moreover, project risk
management includes the process of conducting risk management planning, identification, analysis,
response planning, monitoring and controlling on a project (Luo and Liberatore, 2009).
The contractor only works with the specification, which are written by consulting and
agreed upon by the client. For example, specification should contain all details that the contractor
should follow directly to guarantee the quality that the client ordered. Correspondingly, there are
also plenty of factors touching the quality of construction such as design, material specification,
table of quantity, machinery, construction technology supervision, method of operation, technical
measures, management system, topography, transaction, geology, and hydrology and so on
(Kikwasi, 2013). Construction contractor could get the best profitable outcome, if they follow to the
principle of quality first and insist on quality standard with the core of artificial control and
inhibition. As a result, this will provide a higher quality, safe, suitable and economic composite
product. The quality management in the construction industry differs from that of the product
industry. In the product industry, the quality of any product is more or less good than another, but it
cannot say this in terms of grade of concrete or steel. Equally important, the objectives of project
management are to increase the probability of impact of positive events by decreasing the
probability of impact of negative events in the project (Malkat and Byung-GYOO, 201). However,
in order to be successful, the organization should be committed to addressing risk management,
proactively and consistently throughout the project. Therefore, a mind full choice must be made at
all levels of the association to actively identify and follow effective risk management during the life
of the project. Moving onward on project without an active focus on risk management increases the
impact that a recognized risk can have on the project and can potentially lead to project failure
(Mohammadipour and Sadjadi, 2016). It’s not easy to get a permission to construct a building in the
UAE, because some certain rules and special conditions should be followed, the project life should
pass through two stages which are design stage and supervision stage. The design stage means
completing the study of the project with full details and follow-up departments to get the approvals.
At supervision phase, the consultant supervises the contractor and makes sure how the work is
done; if it’s same to drawing and terms and conditions that were agreed upon during tender.
The title of this thesis is talking about project quality management for commercial
residential building in UAE and how it will impact on the tenant’s decision and owner's profit, a
case study will be provided from the GULF SKY Engineering Consultant and project management.
GULF SKY is an integrated Planning, Architectural Design, Interior Design, Civil Engineering,
Electromechanical Engineering and Project Management Consulting firm. It has structured with
highly qualified multi-disciplined team of professionals who cover the majority of
8
management includes the process of conducting risk management planning, identification, analysis,
response planning, monitoring and controlling on a project (Luo and Liberatore, 2009).
The contractor only works with the specification, which are written by consulting and
agreed upon by the client. For example, specification should contain all details that the contractor
should follow directly to guarantee the quality that the client ordered. Correspondingly, there are
also plenty of factors touching the quality of construction such as design, material specification,
table of quantity, machinery, construction technology supervision, method of operation, technical
measures, management system, topography, transaction, geology, and hydrology and so on
(Kikwasi, 2013). Construction contractor could get the best profitable outcome, if they follow to the
principle of quality first and insist on quality standard with the core of artificial control and
inhibition. As a result, this will provide a higher quality, safe, suitable and economic composite
product. The quality management in the construction industry differs from that of the product
industry. In the product industry, the quality of any product is more or less good than another, but it
cannot say this in terms of grade of concrete or steel. Equally important, the objectives of project
management are to increase the probability of impact of positive events by decreasing the
probability of impact of negative events in the project (Malkat and Byung-GYOO, 201). However,
in order to be successful, the organization should be committed to addressing risk management,
proactively and consistently throughout the project. Therefore, a mind full choice must be made at
all levels of the association to actively identify and follow effective risk management during the life
of the project. Moving onward on project without an active focus on risk management increases the
impact that a recognized risk can have on the project and can potentially lead to project failure
(Mohammadipour and Sadjadi, 2016). It’s not easy to get a permission to construct a building in the
UAE, because some certain rules and special conditions should be followed, the project life should
pass through two stages which are design stage and supervision stage. The design stage means
completing the study of the project with full details and follow-up departments to get the approvals.
At supervision phase, the consultant supervises the contractor and makes sure how the work is
done; if it’s same to drawing and terms and conditions that were agreed upon during tender.
The title of this thesis is talking about project quality management for commercial
residential building in UAE and how it will impact on the tenant’s decision and owner's profit, a
case study will be provided from the GULF SKY Engineering Consultant and project management.
GULF SKY is an integrated Planning, Architectural Design, Interior Design, Civil Engineering,
Electromechanical Engineering and Project Management Consulting firm. It has structured with
highly qualified multi-disciplined team of professionals who cover the majority of
8
services supported by highly competent technical. The process of guiding and controlling a project
from start to finish may be further divided into 5 basic phases for a consulting engineer:
1. Construction Project Idea, Formation and Beginning
Under this, an idea for a construction project will be carefully studied and designed to define
whether or not it benefits the business in order to satisfy the client. During this phase, a decision
making side will identify if the project can straight forwardly be completed.
2. Project designation and planning
A full plan of a project, project approval and project choice may be put into designing and outlining
the work that needed to be done in the second stage. During this phase, a team should arrange the
project, calculate its budget and timetable by making a feasibility study and table of quantity, and
determine what resources are needed to determine the specification required for civil work and
electromechanical (MEP) (Oakland, 2014).
3. Project launch or execution
Here, tasks are distributed resourcefully and teams are full of duties. This is a good time to bring up
important project related info to study the risk, which might occur in the future in order to avoid it
with minimum risk.
4. Project performance and control
Project managers will compare project position and progress to the real plan, as resources are
required to perform the planned work. During this phase, project managers may need to modify
timetables or do what is necessary to keep the project on track by managing the inspections,
approval materials, approved shop drawings, NOC (No Objection Certified), Daily reports, Monthly
Reports, Meetings between client and contract and subcontract etc (PMBoK, 2000).
5. Project Completion
After the correct completion of project tasks with government department approval, the client
approval and satisfaction with the result, an evaluation is necessary to highlight project success. It is
also required to learn from a project history of increasing the experience of the next project
(Palaneeswaran, Ng and Kumaraswamy, 2006).
9
from start to finish may be further divided into 5 basic phases for a consulting engineer:
1. Construction Project Idea, Formation and Beginning
Under this, an idea for a construction project will be carefully studied and designed to define
whether or not it benefits the business in order to satisfy the client. During this phase, a decision
making side will identify if the project can straight forwardly be completed.
2. Project designation and planning
A full plan of a project, project approval and project choice may be put into designing and outlining
the work that needed to be done in the second stage. During this phase, a team should arrange the
project, calculate its budget and timetable by making a feasibility study and table of quantity, and
determine what resources are needed to determine the specification required for civil work and
electromechanical (MEP) (Oakland, 2014).
3. Project launch or execution
Here, tasks are distributed resourcefully and teams are full of duties. This is a good time to bring up
important project related info to study the risk, which might occur in the future in order to avoid it
with minimum risk.
4. Project performance and control
Project managers will compare project position and progress to the real plan, as resources are
required to perform the planned work. During this phase, project managers may need to modify
timetables or do what is necessary to keep the project on track by managing the inspections,
approval materials, approved shop drawings, NOC (No Objection Certified), Daily reports, Monthly
Reports, Meetings between client and contract and subcontract etc (PMBoK, 2000).
5. Project Completion
After the correct completion of project tasks with government department approval, the client
approval and satisfaction with the result, an evaluation is necessary to highlight project success. It is
also required to learn from a project history of increasing the experience of the next project
(Palaneeswaran, Ng and Kumaraswamy, 2006).
9
CHAPTER 2- LITERATURE REVIEW
To begin with, the definition of project management and the constituent elements differ from
author to author. While reviewing of literature, various models that describe the dimension of the
project’s success, which can be understood by reducing the time and cost constraints. In other
words, it accelerates the delivery of the project without any impact on the plan.
Unfortunately, two important aspects of construction industry field had received extended
critical attention. The first criticism deals with Quality management that includes the process and
activities of the performing organization. It determines quality policies, objectives, and
responsibilities so that the project is able to satisfy the needs for which it was undertaken. The
second criticism deals with Risk management that indicates the failure to achieve operational
requirements and the required quality, non-completion of the project within stipulated time or
estimated cost or any other risk types (Rajendran, Clarkeand Andrews2012).
For this study, 8 articles were identified as reputable outlets for research in the area of
impact on and effectiveness of the quality management on the project success. Different articles
deals with a different question solved with the different methods used. Since 2009, the review deals
with 7 year period of span. In order to understand the project, it is important to identify the quality
that is required to carry out various functions to have a successful project (Rajendran, Clarke and
Andrews, 2012).
Many manufactures are determined to become world-class competitors. To meet the desires
of the customers, companies should continue their migration towards a holistic quality, cost
management approach, Jaju, S.B., Mohanty, R.P. And Lakhe, R.R. Towards managing quality cost:
A case study. Total Quality Management [1] is proposed for quality interest costs and statistical
analysis is done to discriminate trends and relationships between several components. They also
present a comprehensive categorization of quality costs that can be exercised to prepare a data
framework. They also showed that it is possible to characterize the link between the different
categories of costs (Harris and McCaffer 2013).
The study presented in this paper was proposed to provide a methodology and approach in a
very efficient, careful and objective mode for:
1. A manufacturing company pursuing TQM in order to identify the costs caused by each activity,
department, product, cost and organizational unit.
2. Internal departments and supplier performance, promotions by identifying areas of non-
performance along with the responsibility for corrective actions. This analysis also helps to identify
cost savings opportunities.
10
To begin with, the definition of project management and the constituent elements differ from
author to author. While reviewing of literature, various models that describe the dimension of the
project’s success, which can be understood by reducing the time and cost constraints. In other
words, it accelerates the delivery of the project without any impact on the plan.
Unfortunately, two important aspects of construction industry field had received extended
critical attention. The first criticism deals with Quality management that includes the process and
activities of the performing organization. It determines quality policies, objectives, and
responsibilities so that the project is able to satisfy the needs for which it was undertaken. The
second criticism deals with Risk management that indicates the failure to achieve operational
requirements and the required quality, non-completion of the project within stipulated time or
estimated cost or any other risk types (Rajendran, Clarkeand Andrews2012).
For this study, 8 articles were identified as reputable outlets for research in the area of
impact on and effectiveness of the quality management on the project success. Different articles
deals with a different question solved with the different methods used. Since 2009, the review deals
with 7 year period of span. In order to understand the project, it is important to identify the quality
that is required to carry out various functions to have a successful project (Rajendran, Clarke and
Andrews, 2012).
Many manufactures are determined to become world-class competitors. To meet the desires
of the customers, companies should continue their migration towards a holistic quality, cost
management approach, Jaju, S.B., Mohanty, R.P. And Lakhe, R.R. Towards managing quality cost:
A case study. Total Quality Management [1] is proposed for quality interest costs and statistical
analysis is done to discriminate trends and relationships between several components. They also
present a comprehensive categorization of quality costs that can be exercised to prepare a data
framework. They also showed that it is possible to characterize the link between the different
categories of costs (Harris and McCaffer 2013).
The study presented in this paper was proposed to provide a methodology and approach in a
very efficient, careful and objective mode for:
1. A manufacturing company pursuing TQM in order to identify the costs caused by each activity,
department, product, cost and organizational unit.
2. Internal departments and supplier performance, promotions by identifying areas of non-
performance along with the responsibility for corrective actions. This analysis also helps to identify
cost savings opportunities.
10
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3. The management of business processes to understand clearly and to try to measure all intangible
quality costs (consequential cost of failures) that have a greater impact on the company’s
performance image in the eyes of its customers.
By a case study, it has explained that manufacturing company from a total quality cost
viewpoint and to quantify by regression analysis the effect that changes in one cost group have on
other groups and the total cost. The role of different project managements is to ensure the
performances or success in a way which it has been widely designed in areas such as the planning
and control of time, cost and quality. (San Cristóbal2009) has mainly focused on analyzing time and
cost and also emphasis on models for optimizing construction time, cost, and quality together.
To maximize long-term return on investment, different types of contracting methods placed
an increasing pressure on decision makers in the construction industry to find an optimal resource
employment strategy that minimizes construction cost and period while maximizing its quality. In
this paper, an Integer Programming model which enables meeting quality output principles and
meeting time and budget objectives respectively is advanced. The model supports to meet three
objectives: to minimize costs subject to quality and time objectives; to minimize time meeting
quality and cost objectives; and to maximize quality subject to time and cost objectives (Zhang et
al. 2013).
Most Significant ways to measure the project progress and project performance to cover any
time and cost deviations from the plan is monitored. (Aliverdi, Naeni and Salehipour 2013) were
responsible for monitoring project progress. It is dealing with offered an approach to overcome this
limitation by applying statistical quality control charts to monitor earned value indices. For this
point, project time and cost performance indices of a real construction project were monitored
regularly on individual control charts. It is worth mentioning that while the planned approach can be
used successfully to other Earned Value (EV) indices, it can be customized according to the project
under execution, considering factors such as the underlying distribution of EV indices'
measurements, and their dependency or independency. Although, the approach is not limited to the
underlying distributions of indices' measurements, but the researcher should note that it is limited to
only independent data. Thus, as long as the data are statistically independent, the method can
successfully be applied to projects, no matter what the underlying distribution is.
Above all quality, management philosophy targets for the continuous improvement of the
performance. Consequently, the impact of quality management practices on firm performance has
been the subject of steady interest and challenge among researchers. Ebrahimi and Sadeghi (2013)
have participated in the development and understanding of Quality Management (QM)
implementation and the effects of applying it on firm of performance. In spite of some discrepancy,
11
quality costs (consequential cost of failures) that have a greater impact on the company’s
performance image in the eyes of its customers.
By a case study, it has explained that manufacturing company from a total quality cost
viewpoint and to quantify by regression analysis the effect that changes in one cost group have on
other groups and the total cost. The role of different project managements is to ensure the
performances or success in a way which it has been widely designed in areas such as the planning
and control of time, cost and quality. (San Cristóbal2009) has mainly focused on analyzing time and
cost and also emphasis on models for optimizing construction time, cost, and quality together.
To maximize long-term return on investment, different types of contracting methods placed
an increasing pressure on decision makers in the construction industry to find an optimal resource
employment strategy that minimizes construction cost and period while maximizing its quality. In
this paper, an Integer Programming model which enables meeting quality output principles and
meeting time and budget objectives respectively is advanced. The model supports to meet three
objectives: to minimize costs subject to quality and time objectives; to minimize time meeting
quality and cost objectives; and to maximize quality subject to time and cost objectives (Zhang et
al. 2013).
Most Significant ways to measure the project progress and project performance to cover any
time and cost deviations from the plan is monitored. (Aliverdi, Naeni and Salehipour 2013) were
responsible for monitoring project progress. It is dealing with offered an approach to overcome this
limitation by applying statistical quality control charts to monitor earned value indices. For this
point, project time and cost performance indices of a real construction project were monitored
regularly on individual control charts. It is worth mentioning that while the planned approach can be
used successfully to other Earned Value (EV) indices, it can be customized according to the project
under execution, considering factors such as the underlying distribution of EV indices'
measurements, and their dependency or independency. Although, the approach is not limited to the
underlying distributions of indices' measurements, but the researcher should note that it is limited to
only independent data. Thus, as long as the data are statistically independent, the method can
successfully be applied to projects, no matter what the underlying distribution is.
Above all quality, management philosophy targets for the continuous improvement of the
performance. Consequently, the impact of quality management practices on firm performance has
been the subject of steady interest and challenge among researchers. Ebrahimi and Sadeghi (2013)
have participated in the development and understanding of Quality Management (QM)
implementation and the effects of applying it on firm of performance. In spite of some discrepancy,
11
the literature indicates that effective QM implementation chiefs to significant improvements in
performance. Based on the check and a simple frequency analysis, the study offers seven Elements
QM practices from an almost complete list of different practices. These practices are discussed in
section of Customer focus and satisfaction, Human resource management, Top management
commitment and leadership, Supplier quality management, quality information, Process
management and analysis strategic quality planning (Purnus, A. and Bodea, 2014). The literature
proposed that, among QM practices, human resource management practices, customer focus and
satisfaction, top management commitment and leadership are leading in terms of contribution.
However, QM practices contribute to the results as a whole and none of these practices can
guarantee improved performance. Simpler Size is the most obvious limitation in this research, this
study need to focus more on larger sample sizes (Oakland 2014).
By talking about risk, it affects all aspects of a project, its budget, its plan, client choice and
the agreed level of quality. Risk can increase the chance of positive result or reduce the release of
negative event, it is ingrained in all human attempts and construction project are not exceptions as
they include activities that are lying to different types of risks. Many researchers in construction
management and other related field of study have defined risk in various terms, Ogunsanmi, Salako
and Ajayi(2011) discussed the classification of risk for the construction project, which are some
related to cost factor, time factor or quality factor, by classifying risks in design and build project
into groups, a step wise different analysis was undertaken for the risk groups and its independent
variables. This study shows that clients and contractors using Design and Build method for their
project performance should watch out for cost overrun and poor quality as both factors can help to
classify clearly met risks in their projects. These emerging classification models can be used as
early warning systems for managing, controlling and mitigating risks in Design and Build projects.
This research based on empirical evidence from the result of the study. The limit in this research
that the contractor watch out for cost overrun and poor quality without focusing on the time period
of the project which it’s important for project success as cost and quality.
One of the important aims in project planning is to analyze the tradeoff among different
components of the project attribute. Mohammadipour and Sadjadi(2016) use a mathematical model
to solve a specialized project scheduling problem by interest in different objectives One of the main
problems in the real world is related to the overall project duration which is planned by the
contractor is not suitable for the client and aims at reducing its completion time. Since there are a
number of important aspects of a project and cannot be ignored at all. They should be considered
simultaneously for project completion time reduction and should not be sacrificed for one another.
The resulted multi-objective such cost, risk, quality, etc problem has been solved using goal
12
performance. Based on the check and a simple frequency analysis, the study offers seven Elements
QM practices from an almost complete list of different practices. These practices are discussed in
section of Customer focus and satisfaction, Human resource management, Top management
commitment and leadership, Supplier quality management, quality information, Process
management and analysis strategic quality planning (Purnus, A. and Bodea, 2014). The literature
proposed that, among QM practices, human resource management practices, customer focus and
satisfaction, top management commitment and leadership are leading in terms of contribution.
However, QM practices contribute to the results as a whole and none of these practices can
guarantee improved performance. Simpler Size is the most obvious limitation in this research, this
study need to focus more on larger sample sizes (Oakland 2014).
By talking about risk, it affects all aspects of a project, its budget, its plan, client choice and
the agreed level of quality. Risk can increase the chance of positive result or reduce the release of
negative event, it is ingrained in all human attempts and construction project are not exceptions as
they include activities that are lying to different types of risks. Many researchers in construction
management and other related field of study have defined risk in various terms, Ogunsanmi, Salako
and Ajayi(2011) discussed the classification of risk for the construction project, which are some
related to cost factor, time factor or quality factor, by classifying risks in design and build project
into groups, a step wise different analysis was undertaken for the risk groups and its independent
variables. This study shows that clients and contractors using Design and Build method for their
project performance should watch out for cost overrun and poor quality as both factors can help to
classify clearly met risks in their projects. These emerging classification models can be used as
early warning systems for managing, controlling and mitigating risks in Design and Build projects.
This research based on empirical evidence from the result of the study. The limit in this research
that the contractor watch out for cost overrun and poor quality without focusing on the time period
of the project which it’s important for project success as cost and quality.
One of the important aims in project planning is to analyze the tradeoff among different
components of the project attribute. Mohammadipour and Sadjadi(2016) use a mathematical model
to solve a specialized project scheduling problem by interest in different objectives One of the main
problems in the real world is related to the overall project duration which is planned by the
contractor is not suitable for the client and aims at reducing its completion time. Since there are a
number of important aspects of a project and cannot be ignored at all. They should be considered
simultaneously for project completion time reduction and should not be sacrificed for one another.
The resulted multi-objective such cost, risk, quality, etc problem has been solved using goal
12
attainment technique. This paper shows that the model has practical implications, since there are
many cases where a project time scheduled needs to be reduced, which may influence on various
factors such as cost and quality. On the contrary, the contractors in the UAE will be happy more if
they can extend the project time more than the client so they can work as they want with little
worker, the material will lose its quality and some will lose its Guarantee. In the same meaning the
client will lose his profit from the investment period if the construction delays for one day.
Essentially, Construction projects used likely to delays and add additional costs, which
reduce a company’s profit and can lead to its going into liquidation. Purnus and Bodea (2014)
provides a practical approach to quantitative risk analysis using the MONTE CARLO method and it
highlights the correlation between the parameters of time, cost and resource limitation in
construction project. The project performance is analyzed not only by the possibility of the
parameters of time and cost together, but also by the trends of them together. This approach
combines the scope, time, cost, resources and the risk of a project and provides a better idea for
decision-making. To demonstrate the advantages of this approach, a case study of construction
project is analyzed using spider project software. This article gave a special focusing on the
limitations in project resources, which are major and frequent for many construction projects. In this
study, the probability curves for project duration, cost and other project parameters created from the
Monte Carlo method are only valid if the resource levelling heuristics used in the risk simulation
process are the same as those used for project planning and management. It also proposed a
combined qualitative-quantitative risk index that takes into account the distance between the target
dates i.e. duration-cost and the middle point of the solution cluster i.e. from the Monte Carlo
Simulation along with their relative position. The limitation of this paper that it just uses three
parameters with focusing more on one parameter such as Time, Resource, Cost. It also shows the
correlation between time and cost in a quantitative risk analysis of construction project by using
MONTE CARLO method it didn’t link it to quality.
In construction, the word “delay’’ refers to something achieved at a later time than planned,
expected, specified in an agreement or beyond the date that the parties agreed upon for the delivery
of a project. Kikwasi (2013), in a study concluded that there are existing number of causes for
delays and disruptions and their effects and put construction projects at great risk that have an effect
on their performance. These causes are delays in payment to contractors, design changes,
information delays, poor project management, compensation issues, funding problems and
disagreement on the valuation of work done. Similarly the effects of these delays are time overrun,
negative social impact, cost overrun, disputes and idling resources. It is therefore recommended that
apply a satisfactory construction budget, timely issuing of information, finalization of design and
13
many cases where a project time scheduled needs to be reduced, which may influence on various
factors such as cost and quality. On the contrary, the contractors in the UAE will be happy more if
they can extend the project time more than the client so they can work as they want with little
worker, the material will lose its quality and some will lose its Guarantee. In the same meaning the
client will lose his profit from the investment period if the construction delays for one day.
Essentially, Construction projects used likely to delays and add additional costs, which
reduce a company’s profit and can lead to its going into liquidation. Purnus and Bodea (2014)
provides a practical approach to quantitative risk analysis using the MONTE CARLO method and it
highlights the correlation between the parameters of time, cost and resource limitation in
construction project. The project performance is analyzed not only by the possibility of the
parameters of time and cost together, but also by the trends of them together. This approach
combines the scope, time, cost, resources and the risk of a project and provides a better idea for
decision-making. To demonstrate the advantages of this approach, a case study of construction
project is analyzed using spider project software. This article gave a special focusing on the
limitations in project resources, which are major and frequent for many construction projects. In this
study, the probability curves for project duration, cost and other project parameters created from the
Monte Carlo method are only valid if the resource levelling heuristics used in the risk simulation
process are the same as those used for project planning and management. It also proposed a
combined qualitative-quantitative risk index that takes into account the distance between the target
dates i.e. duration-cost and the middle point of the solution cluster i.e. from the Monte Carlo
Simulation along with their relative position. The limitation of this paper that it just uses three
parameters with focusing more on one parameter such as Time, Resource, Cost. It also shows the
correlation between time and cost in a quantitative risk analysis of construction project by using
MONTE CARLO method it didn’t link it to quality.
In construction, the word “delay’’ refers to something achieved at a later time than planned,
expected, specified in an agreement or beyond the date that the parties agreed upon for the delivery
of a project. Kikwasi (2013), in a study concluded that there are existing number of causes for
delays and disruptions and their effects and put construction projects at great risk that have an effect
on their performance. These causes are delays in payment to contractors, design changes,
information delays, poor project management, compensation issues, funding problems and
disagreement on the valuation of work done. Similarly the effects of these delays are time overrun,
negative social impact, cost overrun, disputes and idling resources. It is therefore recommended that
apply a satisfactory construction budget, timely issuing of information, finalization of design and
13
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project management skills should be the main focus of the categories in the project procurement
process.
The success of a construction project is mainly related to the contractors, their duties start
when the execution stage begins. Alzahrani and Emsley (2013) reports the statistical result of a
survey focused on collecting understanding of construction companies, the critical success factor
(CSFs) of contractors that great effect on the success of a project. 35 CSFs were selected for this
study. By taking on a factor analysis approach, the 35 critical factors identified in this study are
further categorized into nine underlying groups, namely: (i) past performance; (ii) safety and
quality; (iii) experience; (iv) management and technical aspects; (v) organization; (vi) resource;
(vii) environment; (viii) financially; and (ix) size/type of pervious projects. Four logistic regression
models were built to examine the impact of contractor powers on project success and identify the
significant association between the success criteria and the nine underlying clusters. From the
results of logistic regression, it was found that the success of a project is significantly associated
with seven of the supported variables. They were quality policy, turnover history, adequacy of labor
resources, waste disposal, and adequacy of plant resources, company image and size of past project
completed. The findings showed that new and emerging criteria such as safety and the environment
are becoming measures of success in addition to the classic iron triangle's view of time, cost and
quality.
Nine
factors
past
performanc
e
safety
and
qualit
y
experienc
e
manageme
nt and
technical
aspects
organizatio
n;
resourc
e
environme
nt
environme
nt
size/
type of
perviou
s
projects
past
performanc
e
safety and
quality
experience
managemen
t and
technical
aspects
organizatio
n;
resource
environmen
t
environmen
t
size/type of
pervious
projects
The main idea of my research contains a huge number of professional journals devoted to
the study of Quality/Risk related issues, in spite of the fact that there are still many missing idea that
14
process.
The success of a construction project is mainly related to the contractors, their duties start
when the execution stage begins. Alzahrani and Emsley (2013) reports the statistical result of a
survey focused on collecting understanding of construction companies, the critical success factor
(CSFs) of contractors that great effect on the success of a project. 35 CSFs were selected for this
study. By taking on a factor analysis approach, the 35 critical factors identified in this study are
further categorized into nine underlying groups, namely: (i) past performance; (ii) safety and
quality; (iii) experience; (iv) management and technical aspects; (v) organization; (vi) resource;
(vii) environment; (viii) financially; and (ix) size/type of pervious projects. Four logistic regression
models were built to examine the impact of contractor powers on project success and identify the
significant association between the success criteria and the nine underlying clusters. From the
results of logistic regression, it was found that the success of a project is significantly associated
with seven of the supported variables. They were quality policy, turnover history, adequacy of labor
resources, waste disposal, and adequacy of plant resources, company image and size of past project
completed. The findings showed that new and emerging criteria such as safety and the environment
are becoming measures of success in addition to the classic iron triangle's view of time, cost and
quality.
Nine
factors
past
performanc
e
safety
and
qualit
y
experienc
e
manageme
nt and
technical
aspects
organizatio
n;
resourc
e
environme
nt
environme
nt
size/
type of
perviou
s
projects
past
performanc
e
safety and
quality
experience
managemen
t and
technical
aspects
organizatio
n;
resource
environmen
t
environmen
t
size/type of
pervious
projects
The main idea of my research contains a huge number of professional journals devoted to
the study of Quality/Risk related issues, in spite of the fact that there are still many missing idea that
14
didn’t discuss yet in the academic journals. One more point to note here that there is an important
limitation interrelated to the using of “frequency” of published articles. With Respect to all research
papers there are a lot of factors which have been missed out. It is very well known that the most
important point for the owner is to make his project successful. That is why he chooses a consultant
engineer to lead his project to success without involvement in the details. The purpose of this
research is to guide the project’s owner as a consultant engineer to have a high quality project in
construction phase.
15
limitation interrelated to the using of “frequency” of published articles. With Respect to all research
papers there are a lot of factors which have been missed out. It is very well known that the most
important point for the owner is to make his project successful. That is why he chooses a consultant
engineer to lead his project to success without involvement in the details. The purpose of this
research is to guide the project’s owner as a consultant engineer to have a high quality project in
construction phase.
15
CHAPTER 3- RESEARCH METHODOLOGY
Introduction
It is the most important chapter in the dissertation that mainly focuses on the different areas
that supports the investigator in conducting the successful research. This chapter mainly includes
topic such as research approach, data collection method, data analysis technique as well as research
design that is been used by researcher for successfully conducting the dissertation. Along with this,
information collected through this technique also support the investigator in taking accurate and
reliable decisions (Bauer, 2014). Without focusing on this chapter researcher would not be able to
conduct the research in proper and ethical manner.
Research approach
The key aspect in the research methodology is research approach it is defined as the route
that is designed by the researcher so that they may conduct the research in proper manner. Along
with this selecting an effective research approach also assists the researcher in developing effective
methodology for the study. For the present dissertation the selected approach is deductive approach.
The justification for selecting this approach is that research is conducted on the directed path as well
as it is also considered as the time consuming approach (Billig and Waterman, 2014).
Research design
Another element within the research methodology include research design it is defined as
the blue print or the framed path through which researcher would acquired the data from both
owners and customers of the construction industry. The research design that is used for conducting
the study is descriptive research design in which the investigator focuses on gaining the in-depth
research regarding the study and topic that is the role of consultant engineer in the construction
project as it supports the engineer in designing the effective plan regarding the construction activity
(Cammarota and Fine, 2010).
Data collection method
In order to conduct the research another key aspect include assessing the data collection
method that is used by investigator for collecting and gathering the accurate data. With the help of
data collection method researcher may easily acquire the reliable and accurate information
regarding the topic. There are two form of data collection method primary and secondary source of
data collection. In the present dissertation researcher has used both the sources. With the help of
using primary sources researcher engage in conducting survey through questionnaire. On the other
hand, secondary source of data has been collected through conducting the literature review with the
16
Introduction
It is the most important chapter in the dissertation that mainly focuses on the different areas
that supports the investigator in conducting the successful research. This chapter mainly includes
topic such as research approach, data collection method, data analysis technique as well as research
design that is been used by researcher for successfully conducting the dissertation. Along with this,
information collected through this technique also support the investigator in taking accurate and
reliable decisions (Bauer, 2014). Without focusing on this chapter researcher would not be able to
conduct the research in proper and ethical manner.
Research approach
The key aspect in the research methodology is research approach it is defined as the route
that is designed by the researcher so that they may conduct the research in proper manner. Along
with this selecting an effective research approach also assists the researcher in developing effective
methodology for the study. For the present dissertation the selected approach is deductive approach.
The justification for selecting this approach is that research is conducted on the directed path as well
as it is also considered as the time consuming approach (Billig and Waterman, 2014).
Research design
Another element within the research methodology include research design it is defined as
the blue print or the framed path through which researcher would acquired the data from both
owners and customers of the construction industry. The research design that is used for conducting
the study is descriptive research design in which the investigator focuses on gaining the in-depth
research regarding the study and topic that is the role of consultant engineer in the construction
project as it supports the engineer in designing the effective plan regarding the construction activity
(Cammarota and Fine, 2010).
Data collection method
In order to conduct the research another key aspect include assessing the data collection
method that is used by investigator for collecting and gathering the accurate data. With the help of
data collection method researcher may easily acquire the reliable and accurate information
regarding the topic. There are two form of data collection method primary and secondary source of
data collection. In the present dissertation researcher has used both the sources. With the help of
using primary sources researcher engage in conducting survey through questionnaire. On the other
hand, secondary source of data has been collected through conducting the literature review with the
16
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help of assessing the books and journals. The justification for selecting the primary source that is
survey is that with the help of these customers can easily provide their viewpoint as well as
essential factor that they require in the new apartment (Flick, 2015).
Sampling
Another essential aspect in the research methodology includes sampling. It is an effective
feature within the research methodology that mainly focuses on targeting the unit from the whole
population. The selected sample unit is mainly demonstrating the perspective of whole population.
The selected sample size for the survey includes 100 owners within the construction industry. Along
with this survey is also taken from the customers that utilize the activities of construction
organisation through renovating their home and apartments the selected sample size for customers
is 200. On the other hand, for selecting the sample size from the UAE region investigator has
focused on simple random sampling. Under this technique the investigator would unbiased select
the sample that represent the whole population (Gast and Ledford, 2014).
Target Customer
Different types of Customers exist in the UAE and can have defined market characteristics,
as well as their individual behaviour. When the consultant engineer designs the apartment project,
he should follow standards which will attract the customer to live in this project and so the owner’s
goals will be achieved. The customers are looking for a unique apartment which has high qualities
to live in. In the UAE there are different types of customers who can be divided as the following
demographic, geographical and Psychographic segment customers.
(a) Target Project:
As we all know, each project has a unique design, specified according to the project target, defining
the target project type or design will be easier after understanding the types of customer in the
project, the project must be a success if the customer meets his requirements in design or
specification, customer’s choice must be taken into consideration:
1) Specifications of Project:if the scale of project is high so the target should follow the
educational or high social level customer.
2) Location of project: project in down-town and quiet places or near to industrial or
crowded places will change the customer’s target.
3) Budget: Each kind of customer has different types of requirement, and each type of
requirement has its level of budget.
(b) Project Life Cycle:
17
survey is that with the help of these customers can easily provide their viewpoint as well as
essential factor that they require in the new apartment (Flick, 2015).
Sampling
Another essential aspect in the research methodology includes sampling. It is an effective
feature within the research methodology that mainly focuses on targeting the unit from the whole
population. The selected sample unit is mainly demonstrating the perspective of whole population.
The selected sample size for the survey includes 100 owners within the construction industry. Along
with this survey is also taken from the customers that utilize the activities of construction
organisation through renovating their home and apartments the selected sample size for customers
is 200. On the other hand, for selecting the sample size from the UAE region investigator has
focused on simple random sampling. Under this technique the investigator would unbiased select
the sample that represent the whole population (Gast and Ledford, 2014).
Target Customer
Different types of Customers exist in the UAE and can have defined market characteristics,
as well as their individual behaviour. When the consultant engineer designs the apartment project,
he should follow standards which will attract the customer to live in this project and so the owner’s
goals will be achieved. The customers are looking for a unique apartment which has high qualities
to live in. In the UAE there are different types of customers who can be divided as the following
demographic, geographical and Psychographic segment customers.
(a) Target Project:
As we all know, each project has a unique design, specified according to the project target, defining
the target project type or design will be easier after understanding the types of customer in the
project, the project must be a success if the customer meets his requirements in design or
specification, customer’s choice must be taken into consideration:
1) Specifications of Project:if the scale of project is high so the target should follow the
educational or high social level customer.
2) Location of project: project in down-town and quiet places or near to industrial or
crowded places will change the customer’s target.
3) Budget: Each kind of customer has different types of requirement, and each type of
requirement has its level of budget.
(b) Project Life Cycle:
17
Figure 1 Project Life Cycle
As we all know each construction project has a start point and an end point, the start point
begins with an idea fabricated at consultant engineer and the end point is done when the idea
becomes true by contractors. The project life can be divided into five stages figure [1].
First stage the kind of project should be decided if it is Residential, Commercial, or
Artificial.
If the project is residential this means it’s personal or for family use and not for trade or another use.
Based on a selection a proposal should be made on what the owner wants:
1. Number of floors, Ground Floor or Ground plus One.
2. Number of Bed Rooms either is it master or not, with dressing or not.
3. Size of rooms.
4. Number of sitting room either separate female and male.
5. Entertainment (Children’s play room, swimming pool ...etc.).
6. Entrance hall size.
7. Shape of proposal.
After the proposal is done, it will be presented to the owner to take the approval from him
after that it should be applied for planning and survey department to have their approval on that, this
stage finish for residential project.
18
As we all know each construction project has a start point and an end point, the start point
begins with an idea fabricated at consultant engineer and the end point is done when the idea
becomes true by contractors. The project life can be divided into five stages figure [1].
First stage the kind of project should be decided if it is Residential, Commercial, or
Artificial.
If the project is residential this means it’s personal or for family use and not for trade or another use.
Based on a selection a proposal should be made on what the owner wants:
1. Number of floors, Ground Floor or Ground plus One.
2. Number of Bed Rooms either is it master or not, with dressing or not.
3. Size of rooms.
4. Number of sitting room either separate female and male.
5. Entertainment (Children’s play room, swimming pool ...etc.).
6. Entrance hall size.
7. Shape of proposal.
After the proposal is done, it will be presented to the owner to take the approval from him
after that it should be applied for planning and survey department to have their approval on that, this
stage finish for residential project.
18
If the project is commercial project the proposal will be made according to planning
statement:
11 Maximum Number of Floor
11 Number of car parking require
11 Area of land
11 Defection to the limit of the earth
11 Ground level
11 Point axes
One or two and sometimes three proposal will be designed, each one will have different
characteristics’ (number of apartment in each floor, types of department etc) on each proposal a
feasible study will be design to show the rate of return of each one, at the end the owner will choose
one proposal to complete with it.
Second stage full drawing shall be designed with professional specialized engineers
(Architect, Electrical, and Mechanical, structural) these engineers studied all needed Drawing:
1) Architectural
2) Structural
3) Drainage
4) Electrical
5) Etisalat
6) Civil Defenses (Fire Fighting ,Fire Alarm)
7) Gas
8) Water Supply
Each drawing should go to its allocated services:
1) Gas should be approved from gas department.
2) Electrical drawing and Water Supply from Electrical and Water Authority.
3) Etisalat from Etisalat department.
4) Civil Defense from Ministry of interior.
Architectural, Drainage and structural from Municipal building permit section.
After obtaining approval from all government departments and municipal according to their
conditions and terms, then a book of specification shall be written to work on them, this
specification shall contain all details:
11 Kind of material should be use in all fields.
11 Method of work.
11 Conditions.
19
statement:
11 Maximum Number of Floor
11 Number of car parking require
11 Area of land
11 Defection to the limit of the earth
11 Ground level
11 Point axes
One or two and sometimes three proposal will be designed, each one will have different
characteristics’ (number of apartment in each floor, types of department etc) on each proposal a
feasible study will be design to show the rate of return of each one, at the end the owner will choose
one proposal to complete with it.
Second stage full drawing shall be designed with professional specialized engineers
(Architect, Electrical, and Mechanical, structural) these engineers studied all needed Drawing:
1) Architectural
2) Structural
3) Drainage
4) Electrical
5) Etisalat
6) Civil Defenses (Fire Fighting ,Fire Alarm)
7) Gas
8) Water Supply
Each drawing should go to its allocated services:
1) Gas should be approved from gas department.
2) Electrical drawing and Water Supply from Electrical and Water Authority.
3) Etisalat from Etisalat department.
4) Civil Defense from Ministry of interior.
Architectural, Drainage and structural from Municipal building permit section.
After obtaining approval from all government departments and municipal according to their
conditions and terms, then a book of specification shall be written to work on them, this
specification shall contain all details:
11 Kind of material should be use in all fields.
11 Method of work.
11 Conditions.
19
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11 The obligations of the main contract and sub-contract
After collecting all drawings and the project specification has been written, the consulting sends an
invitation tender for all contractors who are able to participate the project with municipality
conditions and terms; the contractor should be approved from Municipality.
-Third stage will be mostly for contractor work, in this stage and after the contractor respond to
consultant invitation they start study:
1) Quantity
2) Specification
3) Prices
At the end of the study project each contractor sends his quotation with his prices breakdown, the
consultant should make a comparison sheet, this sheet will show the contractor quotation prices
together to compare each item with each other in order to neglect some contractors. Figure [3]:
Fourth stageannouncement of the beginning of the building construction starts with chosen
contractor, the consultant here should supervise the contractor with his specification and drawings
to control the quality, the contractor should submit for the consultant:
1) All material as specification
2) Shop drawing for details
3) Breakdown for all item.
4) A timetable for the project contain (Critical Bath, Wise floor, Item floor, Cash floor etc.)
5) Inspection for each work done, material fixed.
6) Daily report contain (Work done, Number of workers)
At the end of the work done the contractor should issuance of completion certificates depending on
the relevant government departments under the name of owner, consultant and contractor.
Fifth stage takes place when the project has been accepted from all government departments,
the project keys should be submitted to the owner based on his investment procedure. The
consultant will stop 10% of the total cost of the project from the contractor to become a responsible
contractor for maintenance after submitting the project for one year for quality assurance.
20
After collecting all drawings and the project specification has been written, the consulting sends an
invitation tender for all contractors who are able to participate the project with municipality
conditions and terms; the contractor should be approved from Municipality.
-Third stage will be mostly for contractor work, in this stage and after the contractor respond to
consultant invitation they start study:
1) Quantity
2) Specification
3) Prices
At the end of the study project each contractor sends his quotation with his prices breakdown, the
consultant should make a comparison sheet, this sheet will show the contractor quotation prices
together to compare each item with each other in order to neglect some contractors. Figure [3]:
Fourth stageannouncement of the beginning of the building construction starts with chosen
contractor, the consultant here should supervise the contractor with his specification and drawings
to control the quality, the contractor should submit for the consultant:
1) All material as specification
2) Shop drawing for details
3) Breakdown for all item.
4) A timetable for the project contain (Critical Bath, Wise floor, Item floor, Cash floor etc.)
5) Inspection for each work done, material fixed.
6) Daily report contain (Work done, Number of workers)
At the end of the work done the contractor should issuance of completion certificates depending on
the relevant government departments under the name of owner, consultant and contractor.
Fifth stage takes place when the project has been accepted from all government departments,
the project keys should be submitted to the owner based on his investment procedure. The
consultant will stop 10% of the total cost of the project from the contractor to become a responsible
contractor for maintenance after submitting the project for one year for quality assurance.
20
Table 1 Contractors Quotation Analysis
Analysis Of Quotation analysis for Contractors ( G+3p+H.C+SER+15TYP+S.P) Area :139429 Foot²`
# Terms & work
Contractor
Contractor
1
Contractor
2 Contractor 3 Contractor 5 Contractor 6 Contractor
7 Contractor 8
20 Month 24 Month 20 Month 23 Month 20 Month 25 Month Month 21
1 Mobilization 600,000 600,000 900,000 775,000 1,450,000 2,000,000 1,500,000
2 Work underground level 2,388,772 2,828,580 2,585,492 3,409,735 3,591,900 2,765,805 2,503,996
3 Reinforced concrete work 7,445,750 6,835,450 7,321,300 13,600,570 8,001,050 6,954,100 8,471,152
4 Block Work 1,456,035 1,509,250 1,212,800 1,308,000 1,649,500 1,953,155 1,741,762
5 Paster (External & Internal) 1,042,776 986,870 1,633,960 1,113,060 1,027,600 1,780,360 1,490,625
6 Finishing Flooring 1,204,965 1,928,040 1,563,075 1,183,540 1,553,945 1,156,573 1,935,960
7 finishing Walls 653,645 1,194,050 867,795 579,760 899,965 1,292,520 1,558,360
8 Paints and décor 709,477 516,000 760,870 792,470 1,601,250 1,123,055 1,488,471
9 Insulating works (roofs +
baths) 256,080 177,400 349,954 391,510 832,950 332,510 589,443
10 Carpentry 1,155,200 1,221,200 1,615,475 800,000 1,375,000 1,607,680 1,622,428
11 Aluminum and glass works 2,730,000 3,585,000 3,110,000 2,804,510 3,846,090 4,000,000 5,332,796
12 Electrical Works 3,000,000 2,975,000 3,190,000 1,750,000 3,250,000 4,650,000 3,000,000
21
Analysis Of Quotation analysis for Contractors ( G+3p+H.C+SER+15TYP+S.P) Area :139429 Foot²`
# Terms & work
Contractor
Contractor
1
Contractor
2 Contractor 3 Contractor 5 Contractor 6 Contractor
7 Contractor 8
20 Month 24 Month 20 Month 23 Month 20 Month 25 Month Month 21
1 Mobilization 600,000 600,000 900,000 775,000 1,450,000 2,000,000 1,500,000
2 Work underground level 2,388,772 2,828,580 2,585,492 3,409,735 3,591,900 2,765,805 2,503,996
3 Reinforced concrete work 7,445,750 6,835,450 7,321,300 13,600,570 8,001,050 6,954,100 8,471,152
4 Block Work 1,456,035 1,509,250 1,212,800 1,308,000 1,649,500 1,953,155 1,741,762
5 Paster (External & Internal) 1,042,776 986,870 1,633,960 1,113,060 1,027,600 1,780,360 1,490,625
6 Finishing Flooring 1,204,965 1,928,040 1,563,075 1,183,540 1,553,945 1,156,573 1,935,960
7 finishing Walls 653,645 1,194,050 867,795 579,760 899,965 1,292,520 1,558,360
8 Paints and décor 709,477 516,000 760,870 792,470 1,601,250 1,123,055 1,488,471
9 Insulating works (roofs +
baths) 256,080 177,400 349,954 391,510 832,950 332,510 589,443
10 Carpentry 1,155,200 1,221,200 1,615,475 800,000 1,375,000 1,607,680 1,622,428
11 Aluminum and glass works 2,730,000 3,585,000 3,110,000 2,804,510 3,846,090 4,000,000 5,332,796
12 Electrical Works 3,000,000 2,975,000 3,190,000 1,750,000 3,250,000 4,650,000 3,000,000
21
13 Plumping Work 1,785,000 2,090,000 2,133,000 1,092,830 3,097,000 3,390,500 3,240,730
14 Gas Wrok 80,000 80,000 80,000 80,000 80,000 80,000 80,000
15 Fire Fighting & Fire Alarm 1,850,000 1,850,000 2,200,000 1,650,000 2,250,000 1,500,000 2,000,000
16 External Work 86,000 33,150 35,595 46,495 44,750 30,320 18,677
17 Lump Sum 7,800,000 9,435,000 9,194,000 9,435,000 9,394,000 9,435,000 9,180,600
Total 34,243,700 37,844,990 38,753,316 40,812,480 43,945,000 44,051,578 45,755,000
Last Price 34,243,700 37,844,990 38,753,316 40,812,480 43,945,000 44,051,578 45,755,000
Price Per Meter square 245.6 271.4 277.9 292.7 315.2 315.9 328.2
Ranking 1 2 3 4 5 6 7
Lowest Price second Lowest
Price Highest Price second Highest price
22
14 Gas Wrok 80,000 80,000 80,000 80,000 80,000 80,000 80,000
15 Fire Fighting & Fire Alarm 1,850,000 1,850,000 2,200,000 1,650,000 2,250,000 1,500,000 2,000,000
16 External Work 86,000 33,150 35,595 46,495 44,750 30,320 18,677
17 Lump Sum 7,800,000 9,435,000 9,194,000 9,435,000 9,394,000 9,435,000 9,180,600
Total 34,243,700 37,844,990 38,753,316 40,812,480 43,945,000 44,051,578 45,755,000
Last Price 34,243,700 37,844,990 38,753,316 40,812,480 43,945,000 44,051,578 45,755,000
Price Per Meter square 245.6 271.4 277.9 292.7 315.2 315.9 328.2
Ranking 1 2 3 4 5 6 7
Lowest Price second Lowest
Price Highest Price second Highest price
22
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(c) The Role Of The Consultant During The Design Stage:
Involving the consultant at an initial stage of the construction project is often valuable for
the owner. Indeed, a consultant could even be involved pre-design in order to support an owner with
responsibilities such as project management and budgeting, environmental studies, space
relationships, and site selection.
Through the design stage itself, the consultant defines the feasibility of the project from
logistical, an artistic, technical and financial standpoint. The consultant makes project design
concept and look for approval for this design idea. It is also through this stage that the consultant
finds the required development permit for the project.
Schematic Design
During the schematic design, the consultant defines the feasibility of the project. The
consultant studies and proposes the initial concept and expected cost of the project. The consultant
requires analyzing and studying the characteristics of the selected site, various design approaches,
the types of construction contracts, and structural, electrical and mechanical design concepts,
between other things. Whether the consultant is an architect or an engineer, he will have to
coordinate with his corresponding person at all stages of the development of the project (for
example, an architect consultant will typically coordinate normal MEP Engineer).
The consultant will require to thoroughly reviewing everything that may affect the budget of
a project prior to giving its reasonable estimate of cost. The consultants are required to hold to their
estimate unless they can meet the stringent test of modifying an increase in costs. Consultants are
guaranteed to own a reasonable amount of skill in their profession and to use a reasonable quantity
of care and diligence in carrying out of work which they accepted, including the preparation of
plans and specifications. If the price of the project is not sensibly close to the consultant’s
approximation, it is the responsibility of the consultant to show how the contradiction arose and
why he cannot be responsible for it. Any changes to the cost approximation during the project
caused by forces such as design changes or inflation must be perfectly and promptly presented by
the consultant for the consultant to escape negligence. The High Court has found almost a custom
between engineers and architects, that parties relying on estimates must suppose a 10% minus or
plus variation.
(d) Design Development
During this stage the consultant pass forward with concept approval from owner. It is likely
that it will take a more depth in seriousness look at some of the objects considered through the
schematic design stage, also develop and coordinate the actual design of the project.If it’s not done
23
Involving the consultant at an initial stage of the construction project is often valuable for
the owner. Indeed, a consultant could even be involved pre-design in order to support an owner with
responsibilities such as project management and budgeting, environmental studies, space
relationships, and site selection.
Through the design stage itself, the consultant defines the feasibility of the project from
logistical, an artistic, technical and financial standpoint. The consultant makes project design
concept and look for approval for this design idea. It is also through this stage that the consultant
finds the required development permit for the project.
Schematic Design
During the schematic design, the consultant defines the feasibility of the project. The
consultant studies and proposes the initial concept and expected cost of the project. The consultant
requires analyzing and studying the characteristics of the selected site, various design approaches,
the types of construction contracts, and structural, electrical and mechanical design concepts,
between other things. Whether the consultant is an architect or an engineer, he will have to
coordinate with his corresponding person at all stages of the development of the project (for
example, an architect consultant will typically coordinate normal MEP Engineer).
The consultant will require to thoroughly reviewing everything that may affect the budget of
a project prior to giving its reasonable estimate of cost. The consultants are required to hold to their
estimate unless they can meet the stringent test of modifying an increase in costs. Consultants are
guaranteed to own a reasonable amount of skill in their profession and to use a reasonable quantity
of care and diligence in carrying out of work which they accepted, including the preparation of
plans and specifications. If the price of the project is not sensibly close to the consultant’s
approximation, it is the responsibility of the consultant to show how the contradiction arose and
why he cannot be responsible for it. Any changes to the cost approximation during the project
caused by forces such as design changes or inflation must be perfectly and promptly presented by
the consultant for the consultant to escape negligence. The High Court has found almost a custom
between engineers and architects, that parties relying on estimates must suppose a 10% minus or
plus variation.
(d) Design Development
During this stage the consultant pass forward with concept approval from owner. It is likely
that it will take a more depth in seriousness look at some of the objects considered through the
schematic design stage, also develop and coordinate the actual design of the project.If it’s not done
23
already during the schematic design stage, the consultant engineer should review the building code,
and create a development permit submission. In some cases, the consultant may charge for
additional jobs like rezoning variance submissions, geotechnical and/or civil design development,
interior design development, promotional presentations and other special studies reports.
One of the consultant’s responsibilities is to determine which licenses and permits must be
acquired and recommend the owner regarding the same. Also one of consultant duty is to guarantee
the owner is responsive of the choices available through this stage. For example, the architect
engineer made some inquiries with lower level employees at a planning department regarding the
category of exterior finishes and fit the number of car parking with apartments. The architect had
favorable answers from these staffs and reported this to the developer, who continued to file plans
according to the architect’s data. The plans were basically rejected by the decision-maker at the
planning department. Because the architect had not guided the developer that is the planning
department decision-maker might be asked at the pre-design stage of the project.
Generally, the owner accepts the consultant’s design. To the level the owner has the same or
more understanding with any specific aspect of the design, the consultant could avoid responsibility
about design component; also the owner might be in a better situation to decide whether the design
must continue with that component as is. Contrariwise, the owner will only be in charge for the
technical aspects of a project on unusual occasions; generally, the owner does not have the
professional experience needed to be held an answerable for these parts.
(e) Construction documents
As we said before, the consultant is responsible for drawing all details, plans and book of
specification related to a project. Unless time limits are exactly accounted for in the contract, the
consultant is responsible to arrange for the owner with the drawings, plans and specifications within
a reasonable time. The specification books are a set of detailed and carefully written description of
the project, while the drawings and plans are shown the same details. It is highly important that the
drawings provide full detail because they are used by contractor for both, firstly estimate the cost of
the work involved, and to construct the work as designed. If the specifications or drawings do not
indicate unusual advantages or risks on a site, for example, the consultant may be held
unaccountable for the increased rate of construction resulting from a contractor’s face with these
items. This responsibility is subject to the terms of the contract between the contractor and the
owner. Moreover, while detailed, it is unusual for specifications and drawings to give any
information to the contractor regarding how the work should be constructed. Unless otherwise
written, contractors are at independence to choose their own construction methods.
While typically, the consultant has been used before the engineer generates the drawings,
24
and create a development permit submission. In some cases, the consultant may charge for
additional jobs like rezoning variance submissions, geotechnical and/or civil design development,
interior design development, promotional presentations and other special studies reports.
One of the consultant’s responsibilities is to determine which licenses and permits must be
acquired and recommend the owner regarding the same. Also one of consultant duty is to guarantee
the owner is responsive of the choices available through this stage. For example, the architect
engineer made some inquiries with lower level employees at a planning department regarding the
category of exterior finishes and fit the number of car parking with apartments. The architect had
favorable answers from these staffs and reported this to the developer, who continued to file plans
according to the architect’s data. The plans were basically rejected by the decision-maker at the
planning department. Because the architect had not guided the developer that is the planning
department decision-maker might be asked at the pre-design stage of the project.
Generally, the owner accepts the consultant’s design. To the level the owner has the same or
more understanding with any specific aspect of the design, the consultant could avoid responsibility
about design component; also the owner might be in a better situation to decide whether the design
must continue with that component as is. Contrariwise, the owner will only be in charge for the
technical aspects of a project on unusual occasions; generally, the owner does not have the
professional experience needed to be held an answerable for these parts.
(e) Construction documents
As we said before, the consultant is responsible for drawing all details, plans and book of
specification related to a project. Unless time limits are exactly accounted for in the contract, the
consultant is responsible to arrange for the owner with the drawings, plans and specifications within
a reasonable time. The specification books are a set of detailed and carefully written description of
the project, while the drawings and plans are shown the same details. It is highly important that the
drawings provide full detail because they are used by contractor for both, firstly estimate the cost of
the work involved, and to construct the work as designed. If the specifications or drawings do not
indicate unusual advantages or risks on a site, for example, the consultant may be held
unaccountable for the increased rate of construction resulting from a contractor’s face with these
items. This responsibility is subject to the terms of the contract between the contractor and the
owner. Moreover, while detailed, it is unusual for specifications and drawings to give any
information to the contractor regarding how the work should be constructed. Unless otherwise
written, contractors are at independence to choose their own construction methods.
While typically, the consultant has been used before the engineer generates the drawings,
24
plans and specifications for a contract. At these times, drawings are organized by a consultant and
sent to an owner in the faith that the owner will use the consultant for the project. In these
situations, the consultant cannot think to be paid for his effort in organizing the drawings. Whether a
consultant is allowed to fee in a condition where the owner asks the consultant to arrange the
drawings, but firstly receive the owner’s approval to subjects, is little clarity. Whereas from England
an early decision specified that the consultant didn’t have to be paid in these situations, later
decisions have gone in the different direction, holding the responsible of owner for payment. For
example, an architect was requested to design a house for a family similar to the family’s standing
house with a little change. The architect made schematic sketches and design drawings for
development, as well as MEP drawings which were submitted to Building Permits Section in the
municipality in the city to obtain a building permit. After seeing the schematic sketch the owner
expressed not satisfied with certain part of the drawings, claiming they didn’t show what they had
initially discussed. The responsible engineers had other meetings, revisions were made for
drawings, but a set of decision was not made with regard to some details. The owner left for
business trip, the architect arranged the final drawings and he was confident that the owner will
accept them, so he submitted the drawings to the municipality. When the owner discovered that the
drawings didn’t reflect his purposes he hired another architect who finalized the family’s home. By
the same time the owner ended his relationship with his primary architect, the architect had
submitted an invoice to the owner for payment for the fee of preparing the drawings for submission.
The law court found that the architect engineer was entitled to this payment.
(f) The Role of the Consultant during Bidding and Negotiations
The consultant represents the owner and act as the owner’s deputy in the preparation stage,
supervision and issuance of tender documents. The consultant also co-ordinates, prepares, and
matters the additions to the tender documents, if needed. Tenders receives on the date of delivery,
the consultant evaluates them then discuss with the owner about them. Even though the consultant
is responsible for a significant amount of the tender process, the owner may have been taking care
with some part of it. ACEC 31, section 2.7, mention that the owner is in charge for the advertising
related for obtaining tenders, and on that the owner need “reimburse or provide the engineer for
obtaining needed legal, insurance bonding, accounting and other counseling services related with
the project”.
The consultant responsible a duty of care the project owners, even if there is no official
contract between them. In one case, the structural engineer had no official contract signed with the
owner. The engineer is mostly worried with the soil report conditions and he informs about this to
the architect. However, he becomes unsuccessful to tell the owner and is found responsible of
25
sent to an owner in the faith that the owner will use the consultant for the project. In these
situations, the consultant cannot think to be paid for his effort in organizing the drawings. Whether a
consultant is allowed to fee in a condition where the owner asks the consultant to arrange the
drawings, but firstly receive the owner’s approval to subjects, is little clarity. Whereas from England
an early decision specified that the consultant didn’t have to be paid in these situations, later
decisions have gone in the different direction, holding the responsible of owner for payment. For
example, an architect was requested to design a house for a family similar to the family’s standing
house with a little change. The architect made schematic sketches and design drawings for
development, as well as MEP drawings which were submitted to Building Permits Section in the
municipality in the city to obtain a building permit. After seeing the schematic sketch the owner
expressed not satisfied with certain part of the drawings, claiming they didn’t show what they had
initially discussed. The responsible engineers had other meetings, revisions were made for
drawings, but a set of decision was not made with regard to some details. The owner left for
business trip, the architect arranged the final drawings and he was confident that the owner will
accept them, so he submitted the drawings to the municipality. When the owner discovered that the
drawings didn’t reflect his purposes he hired another architect who finalized the family’s home. By
the same time the owner ended his relationship with his primary architect, the architect had
submitted an invoice to the owner for payment for the fee of preparing the drawings for submission.
The law court found that the architect engineer was entitled to this payment.
(f) The Role of the Consultant during Bidding and Negotiations
The consultant represents the owner and act as the owner’s deputy in the preparation stage,
supervision and issuance of tender documents. The consultant also co-ordinates, prepares, and
matters the additions to the tender documents, if needed. Tenders receives on the date of delivery,
the consultant evaluates them then discuss with the owner about them. Even though the consultant
is responsible for a significant amount of the tender process, the owner may have been taking care
with some part of it. ACEC 31, section 2.7, mention that the owner is in charge for the advertising
related for obtaining tenders, and on that the owner need “reimburse or provide the engineer for
obtaining needed legal, insurance bonding, accounting and other counseling services related with
the project”.
The consultant responsible a duty of care the project owners, even if there is no official
contract between them. In one case, the structural engineer had no official contract signed with the
owner. The engineer is mostly worried with the soil report conditions and he informs about this to
the architect. However, he becomes unsuccessful to tell the owner and is found responsible of
25
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failure for the project. It is the duty of the consultant to guarantee that the tender documents cover
all of the data that the owner had been relating to the project. If the tender documents neglect or
provide incorrect information, the consultant must attract this to the contractor’s attention. If errors
or new information occurs after the tender documents have been distributed, the consultant should
confirm that all contractors interested in bidding collecting an addendum to correct the deficiency.
If the consultant does not follow this process, the consultant or the owner could be liable for some
results, which is harmful. In this case, engineering stated and designed the specifications book for a
road construction project. A firm for a construction had successfully proposed the project, based on
the drawings and specifications that the engineering set, and was given a contract. After starting the
construction, a claim is received from contractor that the documents which were prepared by the
engineer were incorrect and as a result they incurred loss. The Court agreed with the contractor
about their loss as the contractor had full trust in the documents that the engineer of the firm
provided.
(g) Construction Contract Administration
Under the construction contract management, the consultant has a responsibility of the
owner to guarantee that the contractor accepts all the terms of its construction agreement. It also
ensures that it stay on the specifications and drawings in the construction of the project. The most
public system for the consultant is to guarantee that the constriction contract is following the
specifications and drawing is throw site inspections.
(h) Site Inspection/ Field review:
Site Inspection Definition: Review through multi visits during project period start with
receiving the certificate of completion. The inspection will be for working place in project and
where applicable (locations where the building components are fabricated at the project site) and it
considers important to be familiar with the quality and progress of the work and to determine that
the work is in common state or conformity with the constructions specifications and drawings.
The consultant engineer is not expected to be found at the project site every moment of
construction period. However, he should be at the project site during all significant part of the
project period. Before issuing a certificate of completion of the project and the project is not
subjected to inspections, the consultant is responsible to guarantee that the contractor is complying
with the project drawings and specifications. Moreover, the consultant engineer has to give more
attention to the project to check whether the project becomes more complicated, and the risk
becomes greater if something goes wrong with the project. In a general situation, the responsibility
of the consultant is to inspect that the project is not just a look, it should go beyond merely looking
at it. Rather the consultant engineer has a positive commitment to ask the questions necessary to
26
all of the data that the owner had been relating to the project. If the tender documents neglect or
provide incorrect information, the consultant must attract this to the contractor’s attention. If errors
or new information occurs after the tender documents have been distributed, the consultant should
confirm that all contractors interested in bidding collecting an addendum to correct the deficiency.
If the consultant does not follow this process, the consultant or the owner could be liable for some
results, which is harmful. In this case, engineering stated and designed the specifications book for a
road construction project. A firm for a construction had successfully proposed the project, based on
the drawings and specifications that the engineering set, and was given a contract. After starting the
construction, a claim is received from contractor that the documents which were prepared by the
engineer were incorrect and as a result they incurred loss. The Court agreed with the contractor
about their loss as the contractor had full trust in the documents that the engineer of the firm
provided.
(g) Construction Contract Administration
Under the construction contract management, the consultant has a responsibility of the
owner to guarantee that the contractor accepts all the terms of its construction agreement. It also
ensures that it stay on the specifications and drawings in the construction of the project. The most
public system for the consultant is to guarantee that the constriction contract is following the
specifications and drawing is throw site inspections.
(h) Site Inspection/ Field review:
Site Inspection Definition: Review through multi visits during project period start with
receiving the certificate of completion. The inspection will be for working place in project and
where applicable (locations where the building components are fabricated at the project site) and it
considers important to be familiar with the quality and progress of the work and to determine that
the work is in common state or conformity with the constructions specifications and drawings.
The consultant engineer is not expected to be found at the project site every moment of
construction period. However, he should be at the project site during all significant part of the
project period. Before issuing a certificate of completion of the project and the project is not
subjected to inspections, the consultant is responsible to guarantee that the contractor is complying
with the project drawings and specifications. Moreover, the consultant engineer has to give more
attention to the project to check whether the project becomes more complicated, and the risk
becomes greater if something goes wrong with the project. In a general situation, the responsibility
of the consultant is to inspect that the project is not just a look, it should go beyond merely looking
at it. Rather the consultant engineer has a positive commitment to ask the questions necessary to
26
satisfy him that the project drawings and specifications are being complied with.
One of responsibilities of the contractor is to ensure that the consultant engineer knows when the
project is advancing from phase to phase. If the contractor ignores to do this, the consultant can ask
the contractor to reveal work which already has been covered so it can be inspected. If the covered
work which was not inspected is not possible to reveal from the contractor, and the contractor didn’t
give a notice to the consultant about the stage the project has reached, so the consultant should
report the contractor that it didn't abide by the conditions of its contract. In this case, the contractor
will be responsible about any damage that would happen if an inspection would have avoided this
result.
(i) Change Orders
Changing orders Definition: This order comes from the consultant, when a change in work is
required or proposed. The consultant should arrange a written report of the change in the work for
the contractor. In a form of acceptance to a consultant, the present contractor shall introduce a
method statement of modification or amount of modification of the contract rate, if any, and the
modification of the contract period, if any, for the proposed change in the work. When the
contractor and owner agree to the modification in the contract rate and contract period or to the
technique to be used to determine the modification, such a contract shall be effectively directed and
shall be verified in a change order. The value of the work achieved as the result of a change order
shall be involved in the submittal for progress payment.
Some times after the actual construction of the project started, the consulting engineer is
going to amend the project specifications and drawings. It is common for the consultant to have the
contractual authority needed to order additions or changes to the project. The requirement for a
change in order could be due to changes made by the consultant or owner, difficulties in the
drawing to be applied or deficiencies in the drawings, and also unexpected difficulties in the
physical situations of the site or in finding necessary materials. If the change order takes place
because of a loss in the project drawings or specifications, the consultant may be in charge for
undertaking additional cost.
As discussed before, one of consultant duty is to take care to the owner, and this duty takes
over when the consultant is considering any change in drawings or specifications. This change
should be studied carefully from the consultant that means it must consider the interests of the
owner in agreeing to any change.
(j) Impartial Adjudicator
When there is a disagreement between the owner and the contractor, and they are not able to
resolve the issue due to the dispute resolution process will be for the parties to involve the
27
One of responsibilities of the contractor is to ensure that the consultant engineer knows when the
project is advancing from phase to phase. If the contractor ignores to do this, the consultant can ask
the contractor to reveal work which already has been covered so it can be inspected. If the covered
work which was not inspected is not possible to reveal from the contractor, and the contractor didn’t
give a notice to the consultant about the stage the project has reached, so the consultant should
report the contractor that it didn't abide by the conditions of its contract. In this case, the contractor
will be responsible about any damage that would happen if an inspection would have avoided this
result.
(i) Change Orders
Changing orders Definition: This order comes from the consultant, when a change in work is
required or proposed. The consultant should arrange a written report of the change in the work for
the contractor. In a form of acceptance to a consultant, the present contractor shall introduce a
method statement of modification or amount of modification of the contract rate, if any, and the
modification of the contract period, if any, for the proposed change in the work. When the
contractor and owner agree to the modification in the contract rate and contract period or to the
technique to be used to determine the modification, such a contract shall be effectively directed and
shall be verified in a change order. The value of the work achieved as the result of a change order
shall be involved in the submittal for progress payment.
Some times after the actual construction of the project started, the consulting engineer is
going to amend the project specifications and drawings. It is common for the consultant to have the
contractual authority needed to order additions or changes to the project. The requirement for a
change in order could be due to changes made by the consultant or owner, difficulties in the
drawing to be applied or deficiencies in the drawings, and also unexpected difficulties in the
physical situations of the site or in finding necessary materials. If the change order takes place
because of a loss in the project drawings or specifications, the consultant may be in charge for
undertaking additional cost.
As discussed before, one of consultant duty is to take care to the owner, and this duty takes
over when the consultant is considering any change in drawings or specifications. This change
should be studied carefully from the consultant that means it must consider the interests of the
owner in agreeing to any change.
(j) Impartial Adjudicator
When there is a disagreement between the owner and the contractor, and they are not able to
resolve the issue due to the dispute resolution process will be for the parties to involve the
27
consultant. The basics of the power of the consultant are set out in US Federal law (FEDIC). The
consultant authority is to resolve all disputes or claims related to work performance or the
interpretation of the contract documents details, or any other problems where the parties are not able
to agree to the contract requirement.
The consultant is required to decide disputes in a fair and an unbiased manner. In such
circumstances, the consultant should remove himself as the representative of the owner on the
project to become a neutral arbiter in the dispute between the owner and the contractor.
Consultant would fear that his role of decision-maker in the first place will weaken if their
own decisions were exposed by a disappointed party. Sometimes, the consultant has requested that
the agreement includes an additional condition which is a waiver of any claims growing from a
consultant’s clarification and outcomes with respect to the intent of the contract documents. It
requires to be negotiated between all parties to be balanced amongst them in order to maintain the
consultant's impartiality. It would be more appropriate to include this waiver of claims.
The consultant has the power to give instruction to the contractor to guarantee proper
performance of the contract, and to avoid delays. The parties must implement the instruction, and
without prejudice to their right to keep their position in the dispute. At the end if the final result is
that the orders of the consultant resulted to work outside the scope of the agreement, the owner is
liable to the contractor for the rate of the work, including price resulting from interruption of the
work.
(k) Payment certifier
Construction Contracts are different to other contracts, which mean that under construction
contracts. As a result, the contractor would be able to receive partial payment for its work before
finishing the entire project. the construction contract will give the typically outline for number of
phases at which the contract is entitled to progress payments, and the volume the contractor is
permitted to for each payment. Usually when the specific work has been completed on the project,
the contractor would be able to apply for partial payment for finishing that particular part. One of
the responsibilities of the consultant is to determine whether these phases have been successfully
done by the contractor, and on that the contractor is entitled to receiving the payment. The
contractor will not be able to receive any payment without the consultant’s approval.
The contractor in charge of submitting, the payment to be approved within a suitable time.
Contractor must provide any evidence detailing if it has any support the claim, such as bills of sale
of materials. The consultant must study all claims for payment if it approve. The payment should
not be approved from the consultant by determining either the work has completed or not and the
materials delivered or not, but also be checking the quality of the work conforms to request of
28
consultant authority is to resolve all disputes or claims related to work performance or the
interpretation of the contract documents details, or any other problems where the parties are not able
to agree to the contract requirement.
The consultant is required to decide disputes in a fair and an unbiased manner. In such
circumstances, the consultant should remove himself as the representative of the owner on the
project to become a neutral arbiter in the dispute between the owner and the contractor.
Consultant would fear that his role of decision-maker in the first place will weaken if their
own decisions were exposed by a disappointed party. Sometimes, the consultant has requested that
the agreement includes an additional condition which is a waiver of any claims growing from a
consultant’s clarification and outcomes with respect to the intent of the contract documents. It
requires to be negotiated between all parties to be balanced amongst them in order to maintain the
consultant's impartiality. It would be more appropriate to include this waiver of claims.
The consultant has the power to give instruction to the contractor to guarantee proper
performance of the contract, and to avoid delays. The parties must implement the instruction, and
without prejudice to their right to keep their position in the dispute. At the end if the final result is
that the orders of the consultant resulted to work outside the scope of the agreement, the owner is
liable to the contractor for the rate of the work, including price resulting from interruption of the
work.
(k) Payment certifier
Construction Contracts are different to other contracts, which mean that under construction
contracts. As a result, the contractor would be able to receive partial payment for its work before
finishing the entire project. the construction contract will give the typically outline for number of
phases at which the contract is entitled to progress payments, and the volume the contractor is
permitted to for each payment. Usually when the specific work has been completed on the project,
the contractor would be able to apply for partial payment for finishing that particular part. One of
the responsibilities of the consultant is to determine whether these phases have been successfully
done by the contractor, and on that the contractor is entitled to receiving the payment. The
contractor will not be able to receive any payment without the consultant’s approval.
The contractor in charge of submitting, the payment to be approved within a suitable time.
Contractor must provide any evidence detailing if it has any support the claim, such as bills of sale
of materials. The consultant must study all claims for payment if it approve. The payment should
not be approved from the consultant by determining either the work has completed or not and the
materials delivered or not, but also be checking the quality of the work conforms to request of
28
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contract. The consultant has the power to deduct from the contractor's payment for incomplete work
or not in suitable quality, at the end; the consultant is responsible for approving the final payment
(l) Post-Completion inspection
When the project was completed, the consultant is responsible for going for the final
inspection. Visual inspection is not enough in the post-completion inspection. This inspection
should include an obligation to make appropriate inquiries of the work done. The post-completion
inspection should be comprehensive, and include Mechanical, Electrical, Drainage, Etisalat, Gas,
Fire fighting, Fire Alarm, and Architect inspections. When the consultant decides that the work was
completed, the final payment certificate will be issued for the contractor.
Data analysis
Another key feature within the research methodology is data analysis under this researcher
identify the ways in which they accumulate and analyse the collected data. Basically the researcher
has two technique for analysing the collected data that is quantitative technique and qualitative
technique. In the present dissertation researcher has focused on using the quantitative technique
with the help of engaging in Monte Carlo method. With the help of using this method in the data
analysis researcher may easily engage in computing the algorithms from the repeated sampling that
outcome in gaining the numerical results.
Reliability and validity
Another aspect within the research methodology include measuring the reliability and
validity of the data that has been gathered for conducting the dissertation. The reliability shows that
researcher has engaged in conducting proper experiment and research so that they may get reliable
results that indicate the role of consultant engineer for the success of construction project. Whereas
researcher has also attained the validity through assessing that information that are from the old
books and journals is not considered as well as the researcher has also not used the information that
has been published in 2000 in the study. So that it may be considered that data collected for the
study is valid as well reliable in nature.
Project Success Factors (Methodology)
Indeed, the measurement of a successful project for the consultant engineer has several
factors as shown in below figure
29
or not in suitable quality, at the end; the consultant is responsible for approving the final payment
(l) Post-Completion inspection
When the project was completed, the consultant is responsible for going for the final
inspection. Visual inspection is not enough in the post-completion inspection. This inspection
should include an obligation to make appropriate inquiries of the work done. The post-completion
inspection should be comprehensive, and include Mechanical, Electrical, Drainage, Etisalat, Gas,
Fire fighting, Fire Alarm, and Architect inspections. When the consultant decides that the work was
completed, the final payment certificate will be issued for the contractor.
Data analysis
Another key feature within the research methodology is data analysis under this researcher
identify the ways in which they accumulate and analyse the collected data. Basically the researcher
has two technique for analysing the collected data that is quantitative technique and qualitative
technique. In the present dissertation researcher has focused on using the quantitative technique
with the help of engaging in Monte Carlo method. With the help of using this method in the data
analysis researcher may easily engage in computing the algorithms from the repeated sampling that
outcome in gaining the numerical results.
Reliability and validity
Another aspect within the research methodology include measuring the reliability and
validity of the data that has been gathered for conducting the dissertation. The reliability shows that
researcher has engaged in conducting proper experiment and research so that they may get reliable
results that indicate the role of consultant engineer for the success of construction project. Whereas
researcher has also attained the validity through assessing that information that are from the old
books and journals is not considered as well as the researcher has also not used the information that
has been published in 2000 in the study. So that it may be considered that data collected for the
study is valid as well reliable in nature.
Project Success Factors (Methodology)
Indeed, the measurement of a successful project for the consultant engineer has several
factors as shown in below figure
29
Figure 2 Project Success Factors
1.1 Rate of Return
When each project starts, a feasible study should be made for it, which is an analysis and an
evaluation of proposal project to determine if it (1) is technically feasible, (2) is feasible within the
estimated cost, and (3) will be profitable. On that if the rate of feasibility is more than 10% per year,
the project is successful otherwise it is a failure.
So on the income of project will be according to market price at current time, which will be
increased after the project is definitely done. Here is an example of feasibility study, in this example
a commercial building will be analysed and evaluated:
Table 2 Feasibility Study
Feasibility Study
Name Ghayth Bashar Sheleh
30
1.1 Rate of Return
When each project starts, a feasible study should be made for it, which is an analysis and an
evaluation of proposal project to determine if it (1) is technically feasible, (2) is feasible within the
estimated cost, and (3) will be profitable. On that if the rate of feasibility is more than 10% per year,
the project is successful otherwise it is a failure.
So on the income of project will be according to market price at current time, which will be
increased after the project is definitely done. Here is an example of feasibility study, in this example
a commercial building will be analysed and evaluated:
Table 2 Feasibility Study
Feasibility Study
Name Ghayth Bashar Sheleh
30
Project Ground Floor + 5 Parking + 15 Typical + Penthouse
Location UAE- Dubai- barsha
Plot No XXX Land Area XXXX
Description
Location Description The building located in barsha which have many schools near to it plus
hotels, parks & Beaches, shopping malls.
Schools Hospitals
Marine Concept Sea
School 0.44 km Saudi German Hospital 2.05 km
Kings School Al Barsha 0.44 km Modern Dental Clinic 3.69 km
Dubai National School 0.81 km The Osteopathic Health Centre 4.19 km
Al Noor Training Centre 0.84 km Biolite Asthetic Cllinic 4.32 km
Shopping Malls Parks & Beaches
Mall Of Emirates 0.71 km Dubai Miracle Garden 0.44 km
Gold & Diamond Park 1.9 km Wild WADI Water Park 3.34 km
Times Square Centre 2.11 km Wollongong Beach 4.03 km
Souk Madinat Jumeirah 2.74 km Emirates Golf Club 4.9 km
Building Description The building designed to Ground Floor + 5 Parking + 15 Typical +
penthouse
Ground floor Entrance + 2 studio + 2 small shop + 2 big shops
Parking floor Each parking floor contain 30 parking * 5 = 150
Typical
(3) apartment one bed room * 15 = 60 apartment
(2) apartment two bedroom * 15 = 30 apartment
(2) apartment three bed room * 15 = 30 apartment
Approximately cost
Accepted spaces from proposal & licenses
Ground Floor 1 * 1235 = 1,235 m ²
Parking 5 * 1295 = 6,475 m²
Typical floor 15 * 1168 = 17520 m²
Total 25230 m² 271,583 foot²
Approximately cost for construct one foot ² in 1/8/2016 equal 260 AED/FOOT² (this price has
been assumed according to steel price, stone, diesel…etc.)
Building Cost = 271,583 *70,611,580
31
Location UAE- Dubai- barsha
Plot No XXX Land Area XXXX
Description
Location Description The building located in barsha which have many schools near to it plus
hotels, parks & Beaches, shopping malls.
Schools Hospitals
Marine Concept Sea
School 0.44 km Saudi German Hospital 2.05 km
Kings School Al Barsha 0.44 km Modern Dental Clinic 3.69 km
Dubai National School 0.81 km The Osteopathic Health Centre 4.19 km
Al Noor Training Centre 0.84 km Biolite Asthetic Cllinic 4.32 km
Shopping Malls Parks & Beaches
Mall Of Emirates 0.71 km Dubai Miracle Garden 0.44 km
Gold & Diamond Park 1.9 km Wild WADI Water Park 3.34 km
Times Square Centre 2.11 km Wollongong Beach 4.03 km
Souk Madinat Jumeirah 2.74 km Emirates Golf Club 4.9 km
Building Description The building designed to Ground Floor + 5 Parking + 15 Typical +
penthouse
Ground floor Entrance + 2 studio + 2 small shop + 2 big shops
Parking floor Each parking floor contain 30 parking * 5 = 150
Typical
(3) apartment one bed room * 15 = 60 apartment
(2) apartment two bedroom * 15 = 30 apartment
(2) apartment three bed room * 15 = 30 apartment
Approximately cost
Accepted spaces from proposal & licenses
Ground Floor 1 * 1235 = 1,235 m ²
Parking 5 * 1295 = 6,475 m²
Typical floor 15 * 1168 = 17520 m²
Total 25230 m² 271,583 foot²
Approximately cost for construct one foot ² in 1/8/2016 equal 260 AED/FOOT² (this price has
been assumed according to steel price, stone, diesel…etc.)
Building Cost = 271,583 *70,611,580
31
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260
Service Connection fees 13,000,000
Consolation fees ( Design
2% + Supervision 2% ) 2,824,463
Total Cost 86,436,043 AED
Approximately Income
Approximately cost for leasing studio = 35,000 AED, One bed room = 85,000 AED, Two bed
room = 110,000
Three bed room = 130,000AED, small shops = 70,000 AED, Big shops = 110,000 AED
( this price has been assumed according to market price at 1/8/2016 )
2 Studio * 35,000 70,000 AED
2 Small shops * 70,000 140,000 AED
2 Big shops * 110,000 220,000 AED
45 (one bed room ) *
80,000 3,600,000 AED
30 (Two bed room)*
105,000 3,150,000 AED
30 ( Three bed room ) * 120,000 3,600,000 AED
Total Income 10,780,000
Rate = (Total Income / Total Cost)*
100% (10,780,000 / 86,436,043 ) * 100%
Rate = 12.47 % per year
Quality Assurance
One of the most successful factors of project is quality assurance, by achieving the
owner/investor requirements for the project to be fully satisfied and capitalized on the project
without flaws or obstacles either it exists or not, to ensure the quality of the project for the long-
term, the consultant should follow a format :
Sub-Contractor approval: Each project contains more than one sub-Contract, this sub-contract
will be responsible for specific type of work for example: electrical work, civil defence work. The
main contract should request to approve the sub-contract from the consultant by submitting with his
request the sub-contract company profile.
Request for Approval Drawing: The Main Contractor/Sub Contractor should request to approve
32
Service Connection fees 13,000,000
Consolation fees ( Design
2% + Supervision 2% ) 2,824,463
Total Cost 86,436,043 AED
Approximately Income
Approximately cost for leasing studio = 35,000 AED, One bed room = 85,000 AED, Two bed
room = 110,000
Three bed room = 130,000AED, small shops = 70,000 AED, Big shops = 110,000 AED
( this price has been assumed according to market price at 1/8/2016 )
2 Studio * 35,000 70,000 AED
2 Small shops * 70,000 140,000 AED
2 Big shops * 110,000 220,000 AED
45 (one bed room ) *
80,000 3,600,000 AED
30 (Two bed room)*
105,000 3,150,000 AED
30 ( Three bed room ) * 120,000 3,600,000 AED
Total Income 10,780,000
Rate = (Total Income / Total Cost)*
100% (10,780,000 / 86,436,043 ) * 100%
Rate = 12.47 % per year
Quality Assurance
One of the most successful factors of project is quality assurance, by achieving the
owner/investor requirements for the project to be fully satisfied and capitalized on the project
without flaws or obstacles either it exists or not, to ensure the quality of the project for the long-
term, the consultant should follow a format :
Sub-Contractor approval: Each project contains more than one sub-Contract, this sub-contract
will be responsible for specific type of work for example: electrical work, civil defence work. The
main contract should request to approve the sub-contract from the consultant by submitting with his
request the sub-contract company profile.
Request for Approval Drawing: The Main Contractor/Sub Contractor should request to approve
32
the drawings from the consultant, although the original drawings were drawn out by the consultant
but they have to make a shop drawing for them. The shop drawing will contain more details from
the original drawings to clarify any misunderstanding or missing points from the original drawing.
Request for approval Material: Each consultant has his own specification, and this specification
contains types of material that should be used in the project, table [2] shows some types of this
material.
Country of originManufacturersProcurement
UAENATIONAL
UPVC SLEEVES UAECOSMOPLAST
UKHEPWORTH
AUST.CLIPSAL
PVC ELEC. CONDUIT
(WITH ALL ACC.) UAE
DECODUCT
(HEAVY DUTY)
UKBARTON
GI BOX UKMK
UAEDUCAB
WIRES UAETEAKAB
UAE / OMANDUCAB/ OMANPOWER CABLES
ITALYZUCCENI
BUSBAR JAPANHITACHI
MALYSIAHINIKON
MALYSIAPOWER DUCT
Table 3 Some of Electrical Material
Country of originManufacturersProcurement
JUMAA ALMAJED
NAFFCO
CORODEX
FIRE FIGHTING EQUIPMENT
(UL/FM CERTIFIED, APPROVED
BY LOCAL AUTHORITIES)
JUMAA ALMAJED
NAFFCO
CORODEX
SPRINKLER SYSTEM
(UL/FM CERTIFIED, APPROVED
BY LOCAL AUTHORITIES )
JUMAA ALMAJED
NAFFCO
FIRE SUPPRESSION SYSTEM
/CLEAN AGENT
33
but they have to make a shop drawing for them. The shop drawing will contain more details from
the original drawings to clarify any misunderstanding or missing points from the original drawing.
Request for approval Material: Each consultant has his own specification, and this specification
contains types of material that should be used in the project, table [2] shows some types of this
material.
Country of originManufacturersProcurement
UAENATIONAL
UPVC SLEEVES UAECOSMOPLAST
UKHEPWORTH
AUST.CLIPSAL
PVC ELEC. CONDUIT
(WITH ALL ACC.) UAE
DECODUCT
(HEAVY DUTY)
UKBARTON
GI BOX UKMK
UAEDUCAB
WIRES UAETEAKAB
UAE / OMANDUCAB/ OMANPOWER CABLES
ITALYZUCCENI
BUSBAR JAPANHITACHI
MALYSIAHINIKON
MALYSIAPOWER DUCT
Table 3 Some of Electrical Material
Country of originManufacturersProcurement
JUMAA ALMAJED
NAFFCO
CORODEX
FIRE FIGHTING EQUIPMENT
(UL/FM CERTIFIED, APPROVED
BY LOCAL AUTHORITIES)
JUMAA ALMAJED
NAFFCO
CORODEX
SPRINKLER SYSTEM
(UL/FM CERTIFIED, APPROVED
BY LOCAL AUTHORITIES )
JUMAA ALMAJED
NAFFCO
FIRE SUPPRESSION SYSTEM
/CLEAN AGENT
33
CORODEX(UL/FM CERTIFIED, APPROVED
BY LOCAL AUTHORITIES )
UKNIBCOVALVES ( OS& Y, BUTTERFLY&
CHECK VALVES)
UL LISTEDOR FM APPROVED
UKSHIELD
USAGRINNEL
JAPANKITZ
USAECONOSTO
INDIASURYAGI PIPES
INDIATATA
RUSSIASHIELD
USAVICTAULICGI GROOVED FITTINGS (F.F)
(UL LISTED) USAGRINNEL
UKSHIELD
Table 4 Some of Civil Defence Material
Country of originManufacturersProcurement
UKHEPWORTHDRAIN UPVC PIPES & FITTINGS
UKTERRAIN
UKMERLEY
PolandBor plusPPR PIPES & FITTINGS
ITALYRESINBI
TURKEYHEPWORTH
TURKEYHEPWORTHPEX PIPES & FITTINGS
(FITTINGS&VALVES bronze OR
DZR)
EUROPEUNI DELTA
EUROPEWIRSBO
INDIAWEICCOPIPE SUPPORTS
EUROPEMUPRO
USAVIBRATION
MANAGEMENT
VIBRATION ISOLATORS
UKMASON
INDIAWEICCO
SPAINLAPESACENTRAL WATER HEATER
34
BY LOCAL AUTHORITIES )
UKNIBCOVALVES ( OS& Y, BUTTERFLY&
CHECK VALVES)
UL LISTEDOR FM APPROVED
UKSHIELD
USAGRINNEL
JAPANKITZ
USAECONOSTO
INDIASURYAGI PIPES
INDIATATA
RUSSIASHIELD
USAVICTAULICGI GROOVED FITTINGS (F.F)
(UL LISTED) USAGRINNEL
UKSHIELD
Table 4 Some of Civil Defence Material
Country of originManufacturersProcurement
UKHEPWORTHDRAIN UPVC PIPES & FITTINGS
UKTERRAIN
UKMERLEY
PolandBor plusPPR PIPES & FITTINGS
ITALYRESINBI
TURKEYHEPWORTH
TURKEYHEPWORTHPEX PIPES & FITTINGS
(FITTINGS&VALVES bronze OR
DZR)
EUROPEUNI DELTA
EUROPEWIRSBO
INDIAWEICCOPIPE SUPPORTS
EUROPEMUPRO
USAVIBRATION
MANAGEMENT
VIBRATION ISOLATORS
UKMASON
INDIAWEICCO
SPAINLAPESACENTRAL WATER HEATER
34
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FRANCEATLANTIC
GREECEHELIONALSOLAR WATER HEATER
FRANCEATLANTIC
Table 5 Some Material of Plumping
Or many other material types’ either for civil work or MEP work, the main-contractor and
the Sub-contractor should submit the material to consultant to approve it with one sample and this
material should be written in specification.
Request for inspection material: After the materials have been approved from the consultant, the
contract will start delivering it to site for fixing it. when the material arrive to site an inspection
should be submitted with delivery note to know its source and same to approved material.
Request for inspection Work: This inspection will be after the work done from the Main
Contractor/Sub Contractor. They apply this form to consultant engineer either Civil Work or MEP
(Mechanical, Electrical or Plumping) to check it from consultant engineer to take the approval of
the work done.
Request for information: Sometimes the contractor will face some difficulties in drawing which is
unable to be done in site because of some reasons. There might be some missing points which
should be clarified from the consultant to the contractor. In this situation a request of information
should be sent to the consultant to reply on it.
Site Instruction: This form will be used when the consultant wants to inform the contractor with
some work to be done and be responsible for the work to be done.
Site Report: The site report will update the consultant with information about the project, the site
report should contain many information like :
Number of worker
Types of work done
Types of material delivered
Types of material use
Meeting: According to the size of the project and workload the meeting should be proceeded
annually. This meeting will update all the details of the project for each work what is done and what
should be done with by comparing it to the project plan :
1. Progress of work
2. General Work
3. Civil Work
4. Electro-Mechanical Work
5. System Air Condition
35
GREECEHELIONALSOLAR WATER HEATER
FRANCEATLANTIC
Table 5 Some Material of Plumping
Or many other material types’ either for civil work or MEP work, the main-contractor and
the Sub-contractor should submit the material to consultant to approve it with one sample and this
material should be written in specification.
Request for inspection material: After the materials have been approved from the consultant, the
contract will start delivering it to site for fixing it. when the material arrive to site an inspection
should be submitted with delivery note to know its source and same to approved material.
Request for inspection Work: This inspection will be after the work done from the Main
Contractor/Sub Contractor. They apply this form to consultant engineer either Civil Work or MEP
(Mechanical, Electrical or Plumping) to check it from consultant engineer to take the approval of
the work done.
Request for information: Sometimes the contractor will face some difficulties in drawing which is
unable to be done in site because of some reasons. There might be some missing points which
should be clarified from the consultant to the contractor. In this situation a request of information
should be sent to the consultant to reply on it.
Site Instruction: This form will be used when the consultant wants to inform the contractor with
some work to be done and be responsible for the work to be done.
Site Report: The site report will update the consultant with information about the project, the site
report should contain many information like :
Number of worker
Types of work done
Types of material delivered
Types of material use
Meeting: According to the size of the project and workload the meeting should be proceeded
annually. This meeting will update all the details of the project for each work what is done and what
should be done with by comparing it to the project plan :
1. Progress of work
2. General Work
3. Civil Work
4. Electro-Mechanical Work
5. System Air Condition
35
6. Civil Defense
7. Low-Current system
1.2 Expected Budget:
Each project should have an expected budget before start, initial cost of guessing will be firstly
when a feasibility is studied, then when the contractors give their quotations with analysis the cost
will be determined according to the accepted contractor to be in an expected budget, if the expected
budget equal is to the project cost by the end that means the project is a success.
1.3 Project plan and scheduling:
The project plan/schedule is a tool that communicates what needs to be performed, which resources
of the organization will perform the work and the timeframes in which that work needs to be
performed. The project schedule should reflect all of the work associated with delivering the project
on time. Without a full and a complete schedule, the project manager will be unable to communicate
the complete effort, in terms of costs and resources, necessary to deliver the project.
Work Breakdown Structure (Wbs)
The building blocks of a schedule start with a Work Breakdown Structure (WBS). The WBS
is a hierarchical reflection of all the work in the project in terms of deliverables. In order to produce
these deliverables, work must be performed. A typical approach in developing a WBS is to start at
the highest level, with the product of the project.
Within the construction project, there is different types or levels of WBSs that are developed to
correspond to make the project success:
1. Project work breakdown structural (WBS of Project)
2. Consultant work breakdown structural (WBS of Consultant Office)
3. Contractor work breakdown structural (WBS of Contractor)
36
7. Low-Current system
1.2 Expected Budget:
Each project should have an expected budget before start, initial cost of guessing will be firstly
when a feasibility is studied, then when the contractors give their quotations with analysis the cost
will be determined according to the accepted contractor to be in an expected budget, if the expected
budget equal is to the project cost by the end that means the project is a success.
1.3 Project plan and scheduling:
The project plan/schedule is a tool that communicates what needs to be performed, which resources
of the organization will perform the work and the timeframes in which that work needs to be
performed. The project schedule should reflect all of the work associated with delivering the project
on time. Without a full and a complete schedule, the project manager will be unable to communicate
the complete effort, in terms of costs and resources, necessary to deliver the project.
Work Breakdown Structure (Wbs)
The building blocks of a schedule start with a Work Breakdown Structure (WBS). The WBS
is a hierarchical reflection of all the work in the project in terms of deliverables. In order to produce
these deliverables, work must be performed. A typical approach in developing a WBS is to start at
the highest level, with the product of the project.
Within the construction project, there is different types or levels of WBSs that are developed to
correspond to make the project success:
1. Project work breakdown structural (WBS of Project)
2. Consultant work breakdown structural (WBS of Consultant Office)
3. Contractor work breakdown structural (WBS of Contractor)
36
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39
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Each level of the WBS is a level of detail created by decomposition. Decomposition is the
process of breaking down the work into smaller, more manageable components. The elements at the
lowest level of the WBS are called tasks. In the example above, brochures, advertising and
commercials are all work packages or tasks.
Once all the deliverables of the project have been identified, tasks will be performed in order
to create the deliverables. In some cases, these activities are the physical deliverables, but in other
cases they are the actions that need to be performed. A physical deliverable, for example, might be
an image (an actual file) that is needed for the brochure. Listing out each of the tasks to
be performed will result in an activity list as demonstrated below.
As a project manager, the level of decomposition will be dependent on the extent to which
you will need to manage. Project Insight supports as many levels of hierarchy as are needed. The
expectation is that each task will have a single owner and the owner is expected to manage and
report on the work necessary to deliver the task. In Project Insight, this is called the 'task owner.' If
you cannot assign a single owner, or you need to have additional visibility into the progress of that
task, additional decomposition is recommended.
The Submission of Timetable should contain result which improve and guaranty the process
of work to success the project:
1. Floor wise
2. Item wise
3. Cash flow & Man Power
4. Resource Profile
5. Full details scheduled layout
Official schedule layout
Figure [6], it will show some examples about the timetable and its component:
WBS
41
process of breaking down the work into smaller, more manageable components. The elements at the
lowest level of the WBS are called tasks. In the example above, brochures, advertising and
commercials are all work packages or tasks.
Once all the deliverables of the project have been identified, tasks will be performed in order
to create the deliverables. In some cases, these activities are the physical deliverables, but in other
cases they are the actions that need to be performed. A physical deliverable, for example, might be
an image (an actual file) that is needed for the brochure. Listing out each of the tasks to
be performed will result in an activity list as demonstrated below.
As a project manager, the level of decomposition will be dependent on the extent to which
you will need to manage. Project Insight supports as many levels of hierarchy as are needed. The
expectation is that each task will have a single owner and the owner is expected to manage and
report on the work necessary to deliver the task. In Project Insight, this is called the 'task owner.' If
you cannot assign a single owner, or you need to have additional visibility into the progress of that
task, additional decomposition is recommended.
The Submission of Timetable should contain result which improve and guaranty the process
of work to success the project:
1. Floor wise
2. Item wise
3. Cash flow & Man Power
4. Resource Profile
5. Full details scheduled layout
Official schedule layout
Figure [6], it will show some examples about the timetable and its component:
WBS
41
Project
Start-up and
Mobilization Civil Work
Sub-Structure Super structure
Slab
Core Wall
Shear Wall
Column
Block Work
External Block
Internal Block
Water Proofing Work
Finishes
internal Finishes
Flooring
Inside Flat
Corridoors
Skirting
Plaster & Paint
Flase Ceilling Finish
External Finish
Wooden Works
Aluminimum and
Metal Works
MEP
Plumping and
Drainage
Electrical and
Telephone
T.V & Low current
System
Civil Defense
Fire Fighting
Fire Alarm
Air Conditions
Lifts
Garbage Chute
External Work
interlock
kerb Stone
Parking Ground
Start Up Test
Cleaning &
Handover
Gantt Chart
42
Start-up and
Mobilization Civil Work
Sub-Structure Super structure
Slab
Core Wall
Shear Wall
Column
Block Work
External Block
Internal Block
Water Proofing Work
Finishes
internal Finishes
Flooring
Inside Flat
Corridoors
Skirting
Plaster & Paint
Flase Ceilling Finish
External Finish
Wooden Works
Aluminimum and
Metal Works
MEP
Plumping and
Drainage
Electrical and
Telephone
T.V & Low current
System
Civil Defense
Fire Fighting
Fire Alarm
Air Conditions
Lifts
Garbage Chute
External Work
interlock
kerb Stone
Parking Ground
Start Up Test
Cleaning &
Handover
Gantt Chart
42
** Monthly Cash Flow **
MONTHLY CASH FLOW :-
Particulars 1st Month 2nd Month 3rd Month 4th Month 5th Month 6th Month 7th Month 8th Month TOTAL
Cash Flow from Operating Activities
Revenue from Leasehold Properties $ 1,078,000 $ 3,234,000 $ 5,929,000 $ 539,000 $ 10,780,000
Cost of Construction $ (7,061,158) $ (14,122,316) $ (21,183,474) $(17,652,895) $ (10,591,737) $ (70,611,580)
Service Connection Fees $ (1,300,000) $ (1,300,000) $ (3,900,000) $ (2,600,000) $ (1,300,000) $ (10,400,000)
Designing Cost $ (1,059,174) $ (353,058) $ (1,412,232)
Supervision Cost $ (282,446) $ (282,446) $ (282,446) $ (282,446) $ (282,446) $ (1,412,232)
Telephone & Internet $ (500) $ (500) $ (500) $ (500) $ (750) $ (400) $ (400) $ (400) $ (3,950)
Stationery Charges $ (250) $ (150) $ (100) $ (500)
Advertisement $ (2,500) $ (2,500) $ (2,500) $ (1,500) $ (9,000)
Insurance $ (5,000) $ (5,000)
Total Cash Inflow/(Outflow) from
Operating Activities $ (9,708,528) $ (16,058,320) $ (25,366,420) $(20,538,491) $ (11,099,433) $ 3,231,100 $ 5,927,000 $ 538,600 $ (73,074,493)
Cash Flow from Investing Activities
Purchase of Construction Equipment ($1,000,000) $ (1,000,000)
Purchase of Construction Tools ($25,000) $ (25,000)
Sale of Construction Equipment 550000 $ 550,000
43
MONTHLY CASH FLOW :-
Particulars 1st Month 2nd Month 3rd Month 4th Month 5th Month 6th Month 7th Month 8th Month TOTAL
Cash Flow from Operating Activities
Revenue from Leasehold Properties $ 1,078,000 $ 3,234,000 $ 5,929,000 $ 539,000 $ 10,780,000
Cost of Construction $ (7,061,158) $ (14,122,316) $ (21,183,474) $(17,652,895) $ (10,591,737) $ (70,611,580)
Service Connection Fees $ (1,300,000) $ (1,300,000) $ (3,900,000) $ (2,600,000) $ (1,300,000) $ (10,400,000)
Designing Cost $ (1,059,174) $ (353,058) $ (1,412,232)
Supervision Cost $ (282,446) $ (282,446) $ (282,446) $ (282,446) $ (282,446) $ (1,412,232)
Telephone & Internet $ (500) $ (500) $ (500) $ (500) $ (750) $ (400) $ (400) $ (400) $ (3,950)
Stationery Charges $ (250) $ (150) $ (100) $ (500)
Advertisement $ (2,500) $ (2,500) $ (2,500) $ (1,500) $ (9,000)
Insurance $ (5,000) $ (5,000)
Total Cash Inflow/(Outflow) from
Operating Activities $ (9,708,528) $ (16,058,320) $ (25,366,420) $(20,538,491) $ (11,099,433) $ 3,231,100 $ 5,927,000 $ 538,600 $ (73,074,493)
Cash Flow from Investing Activities
Purchase of Construction Equipment ($1,000,000) $ (1,000,000)
Purchase of Construction Tools ($25,000) $ (25,000)
Sale of Construction Equipment 550000 $ 550,000
43
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Total Cash Inflow/(Outflow) from
Operating Activities ($1,025,000) $0 $0 $0 $0 $0 $550,000 $0 ($475,000)
Cash Flow from Financing Activities
Capital invested by Owner $57,461,043 0 0 0 0 0 0 0 $ 57,461,043
Loan from Bank $30,000,000 0 0 0 0 0 0 0 $ 30,000,000
Interest Expense $ (175,000) $ (175,000) $ (175,000) $ (175,000) $ (175,000) $ (175,000) $ (175,000) $ (1,225,000)
Loan Repayment $ (9,000,000) $ (9,000,000)
Drawings by Owner $ (2,500,000) $ (2,500,000)
Total Cash Inflow/(Outflow) from
Operating Activities $87,461,043 ($175,000) ($175,000) ($175,000) ($175,000) ($175,000) ($9,175,000) ($2,675,000) $74,736,043
Net Cash Increase/Decrease $76,727,515 ($16,233,320) ($25,541,420) ($20,713,491) ($11,274,433) $3,056,100 ($2,698,000) ($2,136,400) $1,186,550
Add : Opening Balance $ - $76,727,515 $60,494,195 $34,952,774 $14,239,283 $2,964,850 $6,020,950 $3,322,950 $ -
Closing Cash Balance $76,727,515 $60,494,195 $34,952,774 $14,239,283 $2,964,850 $6,020,950 $3,322,950 $1,186,550 $1,186,550
44
Operating Activities ($1,025,000) $0 $0 $0 $0 $0 $550,000 $0 ($475,000)
Cash Flow from Financing Activities
Capital invested by Owner $57,461,043 0 0 0 0 0 0 0 $ 57,461,043
Loan from Bank $30,000,000 0 0 0 0 0 0 0 $ 30,000,000
Interest Expense $ (175,000) $ (175,000) $ (175,000) $ (175,000) $ (175,000) $ (175,000) $ (175,000) $ (1,225,000)
Loan Repayment $ (9,000,000) $ (9,000,000)
Drawings by Owner $ (2,500,000) $ (2,500,000)
Total Cash Inflow/(Outflow) from
Operating Activities $87,461,043 ($175,000) ($175,000) ($175,000) ($175,000) ($175,000) ($9,175,000) ($2,675,000) $74,736,043
Net Cash Increase/Decrease $76,727,515 ($16,233,320) ($25,541,420) ($20,713,491) ($11,274,433) $3,056,100 ($2,698,000) ($2,136,400) $1,186,550
Add : Opening Balance $ - $76,727,515 $60,494,195 $34,952,774 $14,239,283 $2,964,850 $6,020,950 $3,322,950 $ -
Closing Cash Balance $76,727,515 $60,494,195 $34,952,774 $14,239,283 $2,964,850 $6,020,950 $3,322,950 $1,186,550 $1,186,550
44
** SUMMARY SCHEDUALE LAYOUT **
45
45
ID Task Name Duration Start Finish
1 1 Project 95 days Mon 01/09/17Fri 05/19/17
2 1.1 Start-up Mobilization2 days Mon 01/09/17Tue 01/10/17
3 1.2 Civil Work 7 days Wed 01/11/17Thu 01/19/17
4 1.3 Finishes 8 days Fri 01/20/17Tue 01/31/17
5 1.4 MEP 42 days Wed 02/01/17Thu 03/30/17
6 1.4.1 Plumping
and Drainage
5 days Wed
02/01/17
Tue
02/07/17
7 1.4.2 Electrical
and Telephone
4 days Wed
02/08/17
Mon
02/13/17
8 1.4.3 T.V &
Low current
System
7 days Tue
02/14/17
Wed
02/22/17
9 1.4.4 Civil Defense19 days Thu 02/23/17Tue 03/21/17
10 1.4.4.1 Fire Fighting9 days Thu 02/23/17Tue 03/07/17
11 1.4.4.2 Fire Alarm10 days Wed 03/08/17Tue 03/21/17
12 1.4.5 Air Condition7 days Wed 03/22/17Thu 03/30/17
13 1.5 Lifts 6 days Fri 03/31/17Fri 04/07/17
14 1.6 Garbage Chute5 days Mon 04/10/17Fri 04/14/17
15 1.7 External Work18 days Mon 04/17/17Wed 05/10/17
16 1.7.1 interlock 7 days Mon 04/17/17Tue 04/25/17
17 1.7.2 kerb Stone8 days Wed 04/26/17Fri 05/05/17
18 1.7.3 Parking Ground3 days Mon 05/08/17Wed 05/10/17
19 1.8 Startup test 2 days Thu 05/11/17Fri 05/12/17
20 1.9 Cleaning and
Handover
5 days Mon
05/15/17
Fri
05/19/17
F T S W S T M F T S W S T M F T S
Dec 18, '16 Jan 15, '17 Feb 12, '17 Mar 12, '17 Apr 09, '17 May 07, '17 Jun 04, '17
Figure 3 Project Plane WBS 1 (Summary Schedule Layout)
46
1 1 Project 95 days Mon 01/09/17Fri 05/19/17
2 1.1 Start-up Mobilization2 days Mon 01/09/17Tue 01/10/17
3 1.2 Civil Work 7 days Wed 01/11/17Thu 01/19/17
4 1.3 Finishes 8 days Fri 01/20/17Tue 01/31/17
5 1.4 MEP 42 days Wed 02/01/17Thu 03/30/17
6 1.4.1 Plumping
and Drainage
5 days Wed
02/01/17
Tue
02/07/17
7 1.4.2 Electrical
and Telephone
4 days Wed
02/08/17
Mon
02/13/17
8 1.4.3 T.V &
Low current
System
7 days Tue
02/14/17
Wed
02/22/17
9 1.4.4 Civil Defense19 days Thu 02/23/17Tue 03/21/17
10 1.4.4.1 Fire Fighting9 days Thu 02/23/17Tue 03/07/17
11 1.4.4.2 Fire Alarm10 days Wed 03/08/17Tue 03/21/17
12 1.4.5 Air Condition7 days Wed 03/22/17Thu 03/30/17
13 1.5 Lifts 6 days Fri 03/31/17Fri 04/07/17
14 1.6 Garbage Chute5 days Mon 04/10/17Fri 04/14/17
15 1.7 External Work18 days Mon 04/17/17Wed 05/10/17
16 1.7.1 interlock 7 days Mon 04/17/17Tue 04/25/17
17 1.7.2 kerb Stone8 days Wed 04/26/17Fri 05/05/17
18 1.7.3 Parking Ground3 days Mon 05/08/17Wed 05/10/17
19 1.8 Startup test 2 days Thu 05/11/17Fri 05/12/17
20 1.9 Cleaning and
Handover
5 days Mon
05/15/17
Fri
05/19/17
F T S W S T M F T S W S T M F T S
Dec 18, '16 Jan 15, '17 Feb 12, '17 Mar 12, '17 Apr 09, '17 May 07, '17 Jun 04, '17
Figure 3 Project Plane WBS 1 (Summary Schedule Layout)
46
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47
ID Task Name Duration Start Finish
1 1 Company Director 86 days Mon 01/09/17 Mon 05/08/17
2 1.1 Executive Director 86 days Mon 01/09/17 Mon 05/08/17
3 1.1.1 Head of Accounting 5 days Mon 01/09/17 Fri 01/13/17
4 1.1.1.1 Accountant 1 2 days Mon 01/09/17 Tue 01/10/17
5 1.1.1.2 Accountant 2 3 days Wed 01/11/17 Fri 01/13/17
6 1.1.2 Head of Design 43 days Mon 01/16/17 Wed 03/15/17
7 1.1.2.1 Architecture
Engineer
12 days Mon 01/16/17 Tue 01/31/17
8 1.1.2.1.1 Architect
Drafter 1
5 days Mon 01/16/17 Fri 01/20/17
9 1.1.2.1.2 Architect
Drafter 2
7 days Mon 01/23/17 Tue 01/31/17
10 1.1.2.2 Structural Engineer11 days Wed 02/01/17 Wed 02/15/17
11 1.1.2.2.1 Sructural Drafter16 days Wed 02/01/17 Wed 02/08/17
12 1.1.2.2.2 Structural
Drafter2
5 days Thu 02/09/17 Wed 02/15/17
13 1.1.2.3 Electrical Engineer 4 days? Thu 02/16/17 Tue 02/21/17
14 1.1.2.3.1 Electrical Drafter13 days Thu 02/16/17 Mon 02/20/17
15 1.1.2.3.2 Electrical Drafter 21 day? Tue 02/21/17 Tue 02/21/17
16 1.1.2.4 Mechanical Engineer16 days Wed 02/22/17 Wed 03/15/17
17 1.1.2.4.1 Mechanical
Drafter 1
9 days Wed 02/22/17 Mon 03/06/17
18 1.1.2.4.2 Mechanical
Drafter 2
7 days Tue 03/07/17 Wed 03/15/17
19 1.1.3 Head of Subdivision 21 days Thu 03/16/17 Thu 04/13/17
20 1.1.3.1 Civil Engineer 1 6 days Thu 03/16/17 Thu 03/23/17
21 1.1.3.2 Civil Engineer 2 5 days Fri 03/24/17 Thu 03/30/17
22 1.1.3.3 MEP Engineer 1 6 days Fri 03/31/17 Fri 04/07/17
23 1.1.3.4 MEP Engineer 2 4 days Mon 04/10/17 Thu 04/13/17
24 1.1.4 Head of Contracts and
Specification Department
17 days Fri 04/14/17 Mon 05/08/17
25 1.1.4.1 Writer of contract 8 days Fri 04/14/17 Tue 04/25/17
26 1.1.4.2 Writer of
Specification
9 days Wed 04/26/17 Mon 05/08/17
Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Qtr 4, 2016 Qtr 1, 2017 Qtr 2, 2017 Qtr 3, 2017 Qtr 4, 2017 Qtr 1, 2018 Qtr 2, 2018
ID Task Name Duration Start Finish
1 1 Company Director 86 days Mon 01/09/17 Mon 05/08/17
2 1.1 Executive Director 86 days Mon 01/09/17 Mon 05/08/17
3 1.1.1 Head of Accounting 5 days Mon 01/09/17 Fri 01/13/17
4 1.1.1.1 Accountant 1 2 days Mon 01/09/17 Tue 01/10/17
5 1.1.1.2 Accountant 2 3 days Wed 01/11/17 Fri 01/13/17
6 1.1.2 Head of Design 43 days Mon 01/16/17 Wed 03/15/17
7 1.1.2.1 Architecture
Engineer
12 days Mon 01/16/17 Tue 01/31/17
8 1.1.2.1.1 Architect
Drafter 1
5 days Mon 01/16/17 Fri 01/20/17
9 1.1.2.1.2 Architect
Drafter 2
7 days Mon 01/23/17 Tue 01/31/17
10 1.1.2.2 Structural Engineer11 days Wed 02/01/17 Wed 02/15/17
11 1.1.2.2.1 Sructural Drafter16 days Wed 02/01/17 Wed 02/08/17
12 1.1.2.2.2 Structural
Drafter2
5 days Thu 02/09/17 Wed 02/15/17
13 1.1.2.3 Electrical Engineer 4 days? Thu 02/16/17 Tue 02/21/17
14 1.1.2.3.1 Electrical Drafter13 days Thu 02/16/17 Mon 02/20/17
15 1.1.2.3.2 Electrical Drafter 21 day? Tue 02/21/17 Tue 02/21/17
16 1.1.2.4 Mechanical Engineer16 days Wed 02/22/17 Wed 03/15/17
17 1.1.2.4.1 Mechanical
Drafter 1
9 days Wed 02/22/17 Mon 03/06/17
18 1.1.2.4.2 Mechanical
Drafter 2
7 days Tue 03/07/17 Wed 03/15/17
19 1.1.3 Head of Subdivision 21 days Thu 03/16/17 Thu 04/13/17
20 1.1.3.1 Civil Engineer 1 6 days Thu 03/16/17 Thu 03/23/17
21 1.1.3.2 Civil Engineer 2 5 days Fri 03/24/17 Thu 03/30/17
22 1.1.3.3 MEP Engineer 1 6 days Fri 03/31/17 Fri 04/07/17
23 1.1.3.4 MEP Engineer 2 4 days Mon 04/10/17 Thu 04/13/17
24 1.1.4 Head of Contracts and
Specification Department
17 days Fri 04/14/17 Mon 05/08/17
25 1.1.4.1 Writer of contract 8 days Fri 04/14/17 Tue 04/25/17
26 1.1.4.2 Writer of
Specification
9 days Wed 04/26/17 Mon 05/08/17
Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Qtr 4, 2016 Qtr 1, 2017 Qtr 2, 2017 Qtr 3, 2017 Qtr 4, 2017 Qtr 1, 2018 Qtr 2, 2018
Figure 5 Project Plane (Summary Schedule
Layout)
ID Task Name Duration Start Finish Predecessors Resource Names
1 1 Company Director 140 days Mon 01/09/17Fri 07/21/17
2 1.1 Executive Director 140 days Mon 01/09/17Fri 07/21/17
3 1.1.1 Head of project 74 days Mon 01/09/17Thu 04/20/17
4 1.1.1.1 Project 1 7 days Mon 01/09/17Tue 01/17/17
5 1.1.1.2 Project 2 51 days Wed 01/18/17Wed 03/29/17
6 1.1.1.2.1 Civil Engineer 16 days Wed 01/18/17Wed 02/08/17
7 1.1.1.2.1.1 Forman 16 days Wed 01/18/17Wed 02/08/17
8 1.1.1.2.1.1.1 Worker 15 days Wed 01/18/17Tue 01/24/174
9 1.1.1.2.1.1.2 Worker 25 days Wed 01/25/17Tue 01/31/178
10 1.1.1.2.1.1.3 Worker
n
6 days Wed
02/01/17
Wed
02/08/17
9
11 1.1.1.2.2 Electrical Engineer17 days Thu 02/09/17Fri 03/03/17
12 1.1.1.2.2.1 Forman 17 days Thu 02/09/17Fri 03/03/17
13 1.1.1.2.2.1.1 Worker 19 days Thu 02/09/17Tue 02/21/1710
14 1.1.1.2.2.1.2 Worker 24 days Wed 02/22/17Mon 02/27/1713
15 1.1.1.2.2.1.3 Worker n4 days Tue 02/28/17Fri 03/03/1714
16 1.1.1.2.3 Mechanical
Engineer
18 days Mon
03/06/17
Wed
03/29/17
17 1.1.1.2.3.1 Forman 18 days Mon 03/06/17Wed 03/29/17
18 1.1.1.2.3.1.1 Worker 15 days Mon 03/06/17Fri 03/10/1715
19 1.1.1.2.3.1.2 Worker 25 days Mon 03/13/17Fri 03/17/1718
20 1.1.1.2.3.1.3 Worker n8 days Mon 03/20/17Wed 03/29/1719
21 1.1.1.3 Project 3 9 days Thu 03/30/17Tue 04/11/1720
22 1.1.1.4 Project n 7 days Wed 04/12/17Thu 04/20/1721
23 1.1.2 Head of design 20 days Fri 04/21/17Thu 05/18/17
24 1.1.2.1 Drafter of
Coordination 1
4 days Fri
04/21/17
Wed
04/26/17
22
25 1.1.2.2 Drafter of
Coordination 2
3 days Thu
04/27/17
Mon
05/01/17
24
26 1.1.2.3 Drafter of shop drawing 16 days Tue 05/02/17Tue 05/09/1725
27 1.1.2.4 Drafter of shop
drawing 2
7 days Wed
05/10/17
Thu
05/18/17
26
28 1.1.3 Head of procurement section1 day Fri 05/19/17Fri 05/19/1727
29 1.1.4 Head of accounting 37 days Mon
05/22/17
Tue
07/11/17
30 1.1.4.1 Payment division 26 days Mon
05/22/17
Mon
06/26/17
31 1.1.4.1.1 Accounter 1 12 days Mon
05/22/17
Tue
06/06/17
28
32 1.1.4.1.2 Accounter 2 14 days Wed
06/07/17
Mon
06/26/17
31
33 1.1.4.2 Department of financial claimss11 days Tue 06/27/17Tue 07/11/17
34 1.1.4.2.1 Accounter 1 4 days Tue 06/27/17Fri 06/30/1732
35 1.1.4.2.2 Accounter 2 7 days Mon
07/03/17
Tue
07/11/17
34
36 1.1.5 Department of permits 8 days Wed
07/12/17
Fri
07/21/17
35
37 1.1.6 Head of Quantities 9 days Mon
07/03/17
Thu
07/13/17
34
F S S M T W T F S S M T W T F S
Dec 18, '16 Jan 22, '17 Feb 26, '17 Apr 02, '17 May 07, '17 Jun 11, '17 Jul 16, '17
Figure 4 Project Plane WBS 3 (Summary Schedule Layout)
48
Layout)
ID Task Name Duration Start Finish Predecessors Resource Names
1 1 Company Director 140 days Mon 01/09/17Fri 07/21/17
2 1.1 Executive Director 140 days Mon 01/09/17Fri 07/21/17
3 1.1.1 Head of project 74 days Mon 01/09/17Thu 04/20/17
4 1.1.1.1 Project 1 7 days Mon 01/09/17Tue 01/17/17
5 1.1.1.2 Project 2 51 days Wed 01/18/17Wed 03/29/17
6 1.1.1.2.1 Civil Engineer 16 days Wed 01/18/17Wed 02/08/17
7 1.1.1.2.1.1 Forman 16 days Wed 01/18/17Wed 02/08/17
8 1.1.1.2.1.1.1 Worker 15 days Wed 01/18/17Tue 01/24/174
9 1.1.1.2.1.1.2 Worker 25 days Wed 01/25/17Tue 01/31/178
10 1.1.1.2.1.1.3 Worker
n
6 days Wed
02/01/17
Wed
02/08/17
9
11 1.1.1.2.2 Electrical Engineer17 days Thu 02/09/17Fri 03/03/17
12 1.1.1.2.2.1 Forman 17 days Thu 02/09/17Fri 03/03/17
13 1.1.1.2.2.1.1 Worker 19 days Thu 02/09/17Tue 02/21/1710
14 1.1.1.2.2.1.2 Worker 24 days Wed 02/22/17Mon 02/27/1713
15 1.1.1.2.2.1.3 Worker n4 days Tue 02/28/17Fri 03/03/1714
16 1.1.1.2.3 Mechanical
Engineer
18 days Mon
03/06/17
Wed
03/29/17
17 1.1.1.2.3.1 Forman 18 days Mon 03/06/17Wed 03/29/17
18 1.1.1.2.3.1.1 Worker 15 days Mon 03/06/17Fri 03/10/1715
19 1.1.1.2.3.1.2 Worker 25 days Mon 03/13/17Fri 03/17/1718
20 1.1.1.2.3.1.3 Worker n8 days Mon 03/20/17Wed 03/29/1719
21 1.1.1.3 Project 3 9 days Thu 03/30/17Tue 04/11/1720
22 1.1.1.4 Project n 7 days Wed 04/12/17Thu 04/20/1721
23 1.1.2 Head of design 20 days Fri 04/21/17Thu 05/18/17
24 1.1.2.1 Drafter of
Coordination 1
4 days Fri
04/21/17
Wed
04/26/17
22
25 1.1.2.2 Drafter of
Coordination 2
3 days Thu
04/27/17
Mon
05/01/17
24
26 1.1.2.3 Drafter of shop drawing 16 days Tue 05/02/17Tue 05/09/1725
27 1.1.2.4 Drafter of shop
drawing 2
7 days Wed
05/10/17
Thu
05/18/17
26
28 1.1.3 Head of procurement section1 day Fri 05/19/17Fri 05/19/1727
29 1.1.4 Head of accounting 37 days Mon
05/22/17
Tue
07/11/17
30 1.1.4.1 Payment division 26 days Mon
05/22/17
Mon
06/26/17
31 1.1.4.1.1 Accounter 1 12 days Mon
05/22/17
Tue
06/06/17
28
32 1.1.4.1.2 Accounter 2 14 days Wed
06/07/17
Mon
06/26/17
31
33 1.1.4.2 Department of financial claimss11 days Tue 06/27/17Tue 07/11/17
34 1.1.4.2.1 Accounter 1 4 days Tue 06/27/17Fri 06/30/1732
35 1.1.4.2.2 Accounter 2 7 days Mon
07/03/17
Tue
07/11/17
34
36 1.1.5 Department of permits 8 days Wed
07/12/17
Fri
07/21/17
35
37 1.1.6 Head of Quantities 9 days Mon
07/03/17
Thu
07/13/17
34
F S S M T W T F S S M T W T F S
Dec 18, '16 Jan 22, '17 Feb 26, '17 Apr 02, '17 May 07, '17 Jun 11, '17 Jul 16, '17
Figure 4 Project Plane WBS 3 (Summary Schedule Layout)
48
** Classic schedule layout **
49
49
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ID Task
Mode
WBS Task Name Duration Start Finish Predecessors Resource Names
0 0 WBS 2 86 days Mon
01/09/17
Mon
05/08/17
1 1 Company Director86 days Mon 01/09/17Mon 05/08/17
2 1.1 Executive Director86 days Mon 01/09/17Mon 05/08/17
3 1.1.1 Head of
Accounting
5 days Mon
01/09/17
Fri
01/13/17
4 1.1.1.1 Accountant 12 days Mon 01/09/17Tue 01/10/17
5 1.1.1.2 Accountant 23 days Wed 01/11/17Fri 01/13/174
6 1.1.2 Head of Design43 days Mon 01/16/17Wed 03/15/17
7 1.1.2.1 Architecture
Engineer
12 days Mon
01/16/17
Tue
01/31/17
8 1.1.2.1.1 Architect Drafter 15 days Mon 01/16/17Fri 01/20/175
9 1.1.2.1.2 Architect Drafter 27 days Mon 01/23/17Tue 01/31/178
10 1.1.2.2 Structural Engineer11 days Wed 02/01/17Wed 02/15/17
11 1.1.2.2.1 Sructural Drafter16 days Wed 02/01/17Wed 02/08/179
12 1.1.2.2.2 Structural Drafter25 days Thu 02/09/17Wed 02/15/1711
13 1.1.2.3 Electrical Engineer4 days? Thu 02/16/17Tue 02/21/17
14 1.1.2.3.1 Electrical Drafter13 days Thu 02/16/17Mon 02/20/1712
15 1.1.2.3.2 Electrical Drafter 21 day? Tue 02/21/17Tue 02/21/1714
16 1.1.2.4 Mechanical Engineer16 days Wed 02/22/17Wed 03/15/17
17 1.1.2.4.1 Mechanical Drafter 19 days Wed 02/22/17Mon 03/06/1715
18 1.1.2.4.2 Mechanical Drafter 27 days Tue 03/07/17Wed 03/15/1717
19 1.1.3 Head of
Subdivision
21 days Thu
03/16/17
Thu
04/13/17
20 1.1.3.1 Civil Engineer 16 days Thu 03/16/17Thu 03/23/1718
21 1.1.3.2 Civil Engineer 25 days Fri 03/24/17Thu 03/30/1720
22 1.1.3.3 MEP Engineer 16 days Fri 03/31/17Fri 04/07/1721
23 1.1.3.4 MEP Engineer 24 days Mon 04/10/17Thu 04/13/1722
24 1.1.4 Head of
Contracts
and
Specification
Department
17 days Fri
04/14/17
Mon
05/08/17
25 1.1.4.1 Writer of
contract
8 days Fri
04/14/17
Tue
04/25/17
23
26 1.1.4.2 Writer of
Specification
9 days Wed
04/26/17
Mon
05/08/17
25
01 04 07 10 13 16 19 22 25 28 31 03 06 09 12 15 18 21 24 27 02 05 08 11 14 17 20 23 26 29 01 04 07 10 13 16 19 22 25 28 01 04 07 10 13 16 19 22 25 28
January 2017 February 2017 March 2017 April 2017 May 2017
50
ID Task
Mode
WBS Task Name Duration Start Finish
0 0 WBS 1 95 days Mon
01/09/17
Fri
05/19/17
1 1 Project 95 days Mon 01/09/17Fri 05/19/17
2 1.1 Start-up Mobilization 2 days Mon 01/09/17Tue 01/10/17
3 1.2 Civil Work 7 days Wed 01/11/17Thu 01/19/17
4 1.3 Finishes 8 days Fri 01/20/17Tue 01/31/17
5 1.4 MEP 42 days Wed 02/01/17Thu 03/30/17
6 1.4.1 Plumping and Drainage 5 days Wed 02/01/17Tue 02/07/17
7 1.4.2 Electrical and Telephone 4 days Wed 02/08/17Mon 02/13/17
8 1.4.3 T.V & Low current System7 days Tue 02/14/17Wed 02/22/17
9 1.4.4 Civil Defense 19 days Thu 02/23/17Tue 03/21/17
10 1.4.4.1 Fire Fighting 9 days Thu 02/23/17Tue 03/07/17
11 1.4.4.2 Fire Alarm 10 days Wed 03/08/17Tue 03/21/17
12 1.4.5 Air Condition 7 days Wed 03/22/17Thu 03/30/17
13 1.5 Lifts 6 days Fri 03/31/17Fri 04/07/17
14 1.6 Garbage Chute 5 days Mon 04/10/17Fri 04/14/17
15 1.7 External Work 18 days Mon 04/17/17Wed 05/10/17
16 1.7.1 interlock 7 days Mon 04/17/17Tue 04/25/17
17 1.7.2 kerb Stone 8 days Wed 04/26/17Fri 05/05/17
18 1.7.3 Parking Ground 3 days Mon 05/08/17Wed 05/10/17
19 1.8 Startup test 2 days Thu 05/11/17Fri 05/12/17
20 1.9 Cleaning and Handover 5 days Mon 05/15/17Fri 05/19/17
F T S W S T M F T S W S T M F T
Dec 18, '16 Jan 15, '17 Feb 12, '17 Mar 12, '17 Apr 09, '17 May 07, '17 Jun 04, '17
Mode
WBS Task Name Duration Start Finish Predecessors Resource Names
0 0 WBS 2 86 days Mon
01/09/17
Mon
05/08/17
1 1 Company Director86 days Mon 01/09/17Mon 05/08/17
2 1.1 Executive Director86 days Mon 01/09/17Mon 05/08/17
3 1.1.1 Head of
Accounting
5 days Mon
01/09/17
Fri
01/13/17
4 1.1.1.1 Accountant 12 days Mon 01/09/17Tue 01/10/17
5 1.1.1.2 Accountant 23 days Wed 01/11/17Fri 01/13/174
6 1.1.2 Head of Design43 days Mon 01/16/17Wed 03/15/17
7 1.1.2.1 Architecture
Engineer
12 days Mon
01/16/17
Tue
01/31/17
8 1.1.2.1.1 Architect Drafter 15 days Mon 01/16/17Fri 01/20/175
9 1.1.2.1.2 Architect Drafter 27 days Mon 01/23/17Tue 01/31/178
10 1.1.2.2 Structural Engineer11 days Wed 02/01/17Wed 02/15/17
11 1.1.2.2.1 Sructural Drafter16 days Wed 02/01/17Wed 02/08/179
12 1.1.2.2.2 Structural Drafter25 days Thu 02/09/17Wed 02/15/1711
13 1.1.2.3 Electrical Engineer4 days? Thu 02/16/17Tue 02/21/17
14 1.1.2.3.1 Electrical Drafter13 days Thu 02/16/17Mon 02/20/1712
15 1.1.2.3.2 Electrical Drafter 21 day? Tue 02/21/17Tue 02/21/1714
16 1.1.2.4 Mechanical Engineer16 days Wed 02/22/17Wed 03/15/17
17 1.1.2.4.1 Mechanical Drafter 19 days Wed 02/22/17Mon 03/06/1715
18 1.1.2.4.2 Mechanical Drafter 27 days Tue 03/07/17Wed 03/15/1717
19 1.1.3 Head of
Subdivision
21 days Thu
03/16/17
Thu
04/13/17
20 1.1.3.1 Civil Engineer 16 days Thu 03/16/17Thu 03/23/1718
21 1.1.3.2 Civil Engineer 25 days Fri 03/24/17Thu 03/30/1720
22 1.1.3.3 MEP Engineer 16 days Fri 03/31/17Fri 04/07/1721
23 1.1.3.4 MEP Engineer 24 days Mon 04/10/17Thu 04/13/1722
24 1.1.4 Head of
Contracts
and
Specification
Department
17 days Fri
04/14/17
Mon
05/08/17
25 1.1.4.1 Writer of
contract
8 days Fri
04/14/17
Tue
04/25/17
23
26 1.1.4.2 Writer of
Specification
9 days Wed
04/26/17
Mon
05/08/17
25
01 04 07 10 13 16 19 22 25 28 31 03 06 09 12 15 18 21 24 27 02 05 08 11 14 17 20 23 26 29 01 04 07 10 13 16 19 22 25 28 01 04 07 10 13 16 19 22 25 28
January 2017 February 2017 March 2017 April 2017 May 2017
50
ID Task
Mode
WBS Task Name Duration Start Finish
0 0 WBS 1 95 days Mon
01/09/17
Fri
05/19/17
1 1 Project 95 days Mon 01/09/17Fri 05/19/17
2 1.1 Start-up Mobilization 2 days Mon 01/09/17Tue 01/10/17
3 1.2 Civil Work 7 days Wed 01/11/17Thu 01/19/17
4 1.3 Finishes 8 days Fri 01/20/17Tue 01/31/17
5 1.4 MEP 42 days Wed 02/01/17Thu 03/30/17
6 1.4.1 Plumping and Drainage 5 days Wed 02/01/17Tue 02/07/17
7 1.4.2 Electrical and Telephone 4 days Wed 02/08/17Mon 02/13/17
8 1.4.3 T.V & Low current System7 days Tue 02/14/17Wed 02/22/17
9 1.4.4 Civil Defense 19 days Thu 02/23/17Tue 03/21/17
10 1.4.4.1 Fire Fighting 9 days Thu 02/23/17Tue 03/07/17
11 1.4.4.2 Fire Alarm 10 days Wed 03/08/17Tue 03/21/17
12 1.4.5 Air Condition 7 days Wed 03/22/17Thu 03/30/17
13 1.5 Lifts 6 days Fri 03/31/17Fri 04/07/17
14 1.6 Garbage Chute 5 days Mon 04/10/17Fri 04/14/17
15 1.7 External Work 18 days Mon 04/17/17Wed 05/10/17
16 1.7.1 interlock 7 days Mon 04/17/17Tue 04/25/17
17 1.7.2 kerb Stone 8 days Wed 04/26/17Fri 05/05/17
18 1.7.3 Parking Ground 3 days Mon 05/08/17Wed 05/10/17
19 1.8 Startup test 2 days Thu 05/11/17Fri 05/12/17
20 1.9 Cleaning and Handover 5 days Mon 05/15/17Fri 05/19/17
F T S W S T M F T S W S T M F T
Dec 18, '16 Jan 15, '17 Feb 12, '17 Mar 12, '17 Apr 09, '17 May 07, '17 Jun 04, '17
ID Task
Mode
WBS Task Name Duration Start Finish Predecessors
0 0 WBS 3 140 days Mon
01/09/17
Fri
07/21/17
1 1 Company Director140 days Mon 01/09/17Fri 07/21/17
2 1.1 Executive Director140 days Mon 01/09/17Fri 07/21/17
3 1.1.1 Head of project74 days Mon 01/09/17Thu 04/20/17
4 1.1.1.1 Project 1 7 days Mon 01/09/17Tue 01/17/17
5 1.1.1.2 Project 2 51 days Wed 01/18/17Wed 03/29/17
6 1.1.1.2.1 Civil Engineer16 days Wed 01/18/17Wed 02/08/17
7 1.1.1.2.1.1 Forman16 days Wed 01/18/17Wed 02/08/17
8 1.1.1.2.1.1.1 Worker 15 days Wed 01/18/17Tue 01/24/174
9 1.1.1.2.1.1.2 Worker 25 days Wed 01/25/17Tue 01/31/178
10 1.1.1.2.1.1.3 Worker
n
6 days Wed
02/01/17
Wed
02/08/17
9
11 1.1.1.2.2 Electrical
Engineer
17 days Thu
02/09/17
Fri
03/03/17
12 1.1.1.2.2.1 Forman17 days Thu 02/09/17Fri 03/03/17
13 1.1.1.2.2.1.1 Worker 19 days Thu 02/09/17Tue 02/21/1710
14 1.1.1.2.2.1.2 Worker 24 days Wed 02/22/17Mon 02/27/1713
15 1.1.1.2.2.1.3 Worker n4 days Tue 02/28/17Fri 03/03/1714
16 1.1.1.2.3 Mechanical
Engineer
18 days Mon
03/06/17
Wed
03/29/17
17 1.1.1.2.3.1 Forman18 days Mon 03/06/17Wed 03/29/17
18 1.1.1.2.3.1.1 Worker 15 days Mon 03/06/17Fri 03/10/1715
19 1.1.1.2.3.1.2 Worker 25 days Mon 03/13/17Fri 03/17/1718
20 1.1.1.2.3.1.3 Worker n8 days Mon 03/20/17Wed 03/29/1719
21 1.1.1.3 Project 3 9 days Thu 03/30/17Tue 04/11/1720
22 1.1.1.4 Project n 7 days Wed 04/12/17Thu 04/20/1721
23 1.1.2 Head of
design
20 days Fri
04/21/17
Thu
05/18/17
24 1.1.2.1 Drafter of
Coordination
1
4 days Fri
04/21/17
Wed
04/26/17
22
25 1.1.2.2 Drafter of
Coordination
2
3 days Thu
04/27/17
Mon
05/01/17
24
26 1.1.2.3 Drafter of
shop
drawing 1
6 days Tue
05/02/17
Tue
05/09/17
25
27 1.1.2.4 Drafter of
shop
drawing 2
7 days Wed
05/10/17
Thu
05/18/17
26
28 1.1.3 Head of
procurement
section
1 day Fri
05/19/17
Fri
05/19/17
27
29 1.1.4 Head of
accounting
37 days Mon
05/22/17
Tue
07/11/17
30 1.1.4.1 Payment
division
26 days Mon
05/22/17
Mon
06/26/17
31 1.1.4.1.1 Accounter 112 days Mon 05/22/17Tue 06/06/1728
32 1.1.4.1.2 Accounter 214 days Wed 06/07/17Mon 06/26/1731
33 1.1.4.2 Department
of
financial
claimss
11 days Tue
06/27/17
Tue
07/11/17
34 1.1.4.2.1 Accounter 14 days Tue 06/27/17Fri 06/30/1732
35 1.1.4.2.2 Accounter 27 days Mon 07/03/17Tue 07/11/1734
36 1.1.5 Department
of permits
8 days Wed
07/12/17
Fri
07/21/17
35
37 1.1.6 Head of
Quantities
9 days Mon
07/03/17
Thu
07/13/17
34
F S S M T W T F S S M T W T F S S
Dec 18, '16 Jan 22, '17 Feb 26, '17 Apr 02, '17 May 07, '17 Jun 11, '17 Jul 16, '17
51
Mode
WBS Task Name Duration Start Finish Predecessors
0 0 WBS 3 140 days Mon
01/09/17
Fri
07/21/17
1 1 Company Director140 days Mon 01/09/17Fri 07/21/17
2 1.1 Executive Director140 days Mon 01/09/17Fri 07/21/17
3 1.1.1 Head of project74 days Mon 01/09/17Thu 04/20/17
4 1.1.1.1 Project 1 7 days Mon 01/09/17Tue 01/17/17
5 1.1.1.2 Project 2 51 days Wed 01/18/17Wed 03/29/17
6 1.1.1.2.1 Civil Engineer16 days Wed 01/18/17Wed 02/08/17
7 1.1.1.2.1.1 Forman16 days Wed 01/18/17Wed 02/08/17
8 1.1.1.2.1.1.1 Worker 15 days Wed 01/18/17Tue 01/24/174
9 1.1.1.2.1.1.2 Worker 25 days Wed 01/25/17Tue 01/31/178
10 1.1.1.2.1.1.3 Worker
n
6 days Wed
02/01/17
Wed
02/08/17
9
11 1.1.1.2.2 Electrical
Engineer
17 days Thu
02/09/17
Fri
03/03/17
12 1.1.1.2.2.1 Forman17 days Thu 02/09/17Fri 03/03/17
13 1.1.1.2.2.1.1 Worker 19 days Thu 02/09/17Tue 02/21/1710
14 1.1.1.2.2.1.2 Worker 24 days Wed 02/22/17Mon 02/27/1713
15 1.1.1.2.2.1.3 Worker n4 days Tue 02/28/17Fri 03/03/1714
16 1.1.1.2.3 Mechanical
Engineer
18 days Mon
03/06/17
Wed
03/29/17
17 1.1.1.2.3.1 Forman18 days Mon 03/06/17Wed 03/29/17
18 1.1.1.2.3.1.1 Worker 15 days Mon 03/06/17Fri 03/10/1715
19 1.1.1.2.3.1.2 Worker 25 days Mon 03/13/17Fri 03/17/1718
20 1.1.1.2.3.1.3 Worker n8 days Mon 03/20/17Wed 03/29/1719
21 1.1.1.3 Project 3 9 days Thu 03/30/17Tue 04/11/1720
22 1.1.1.4 Project n 7 days Wed 04/12/17Thu 04/20/1721
23 1.1.2 Head of
design
20 days Fri
04/21/17
Thu
05/18/17
24 1.1.2.1 Drafter of
Coordination
1
4 days Fri
04/21/17
Wed
04/26/17
22
25 1.1.2.2 Drafter of
Coordination
2
3 days Thu
04/27/17
Mon
05/01/17
24
26 1.1.2.3 Drafter of
shop
drawing 1
6 days Tue
05/02/17
Tue
05/09/17
25
27 1.1.2.4 Drafter of
shop
drawing 2
7 days Wed
05/10/17
Thu
05/18/17
26
28 1.1.3 Head of
procurement
section
1 day Fri
05/19/17
Fri
05/19/17
27
29 1.1.4 Head of
accounting
37 days Mon
05/22/17
Tue
07/11/17
30 1.1.4.1 Payment
division
26 days Mon
05/22/17
Mon
06/26/17
31 1.1.4.1.1 Accounter 112 days Mon 05/22/17Tue 06/06/1728
32 1.1.4.1.2 Accounter 214 days Wed 06/07/17Mon 06/26/1731
33 1.1.4.2 Department
of
financial
claimss
11 days Tue
06/27/17
Tue
07/11/17
34 1.1.4.2.1 Accounter 14 days Tue 06/27/17Fri 06/30/1732
35 1.1.4.2.2 Accounter 27 days Mon 07/03/17Tue 07/11/1734
36 1.1.5 Department
of permits
8 days Wed
07/12/17
Fri
07/21/17
35
37 1.1.6 Head of
Quantities
9 days Mon
07/03/17
Thu
07/13/17
34
F S S M T W T F S S M T W T F S S
Dec 18, '16 Jan 22, '17 Feb 26, '17 Apr 02, '17 May 07, '17 Jun 11, '17 Jul 16, '17
51
**Critical Schedule Layout**
52
52
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ID Task
Mode
WBS Task Name Duration Start Finish Predecessors
0 0 WBS 2 86 days Mon
01/09/17
Mon
05/08/17
1 1 Company Director86 days Mon 01/09/17Mon 05/08/17
2 1.1 Executive Director86 days Mon 01/09/17Mon 05/08/17
3 1.1.1 Head of
Accounting
5 days Mon
01/09/17
Fri 01/13/17
4 1.1.1.1 Accountant 12 days Mon 01/09/17Tue 01/10/17
5 1.1.1.2 Accountant 23 days Wed 01/11/17Fri 01/13/17 4
6 1.1.2 Head of Design43 days Mon 01/16/17Wed 03/15/17
7 1.1.2.1 Architecture
Engineer
12 days Mon
01/16/17
Tue 01/31/17
8 1.1.2.1.1 Architect Drafter 15 days Mon 01/16/17Fri 01/20/17 5
9 1.1.2.1.2 Architect Drafter 27 days Mon 01/23/17Tue 01/31/17 8
10 1.1.2.2 Structural Engineer11 days Wed 02/01/17Wed 02/15/17
11 1.1.2.2.1 Sructural Drafter16 days Wed 02/01/17Wed 02/08/179
12 1.1.2.2.2 Structural Drafter25 days Thu 02/09/17Wed 02/15/1711
13 1.1.2.3 Electrical Engineer4 days? Thu 02/16/17Tue 02/21/17
14 1.1.2.3.1 Electrical Drafter13 days Thu 02/16/17Mon 02/20/1712
15 1.1.2.3.2 Electrical Drafter 21 day? Tue 02/21/17Tue 02/21/17 14
16 1.1.2.4 Mechanical Engineer16 days Wed 02/22/17Wed 03/15/17
17 1.1.2.4.1 Mechanical Drafter 19 days Wed 02/22/17Mon 03/06/1715
18 1.1.2.4.2 Mechanical Drafter 27 days Tue 03/07/17Wed 03/15/1717
19 1.1.3 Head of
Subdivision
21 days Thu
03/16/17
Thu 04/13/17
20 1.1.3.1 Civil Engineer 16 days Thu 03/16/17Thu 03/23/17 18
21 1.1.3.2 Civil Engineer 25 days Fri 03/24/17Thu 03/30/17 20
22 1.1.3.3 MEP Engineer 16 days Fri 03/31/17Fri 04/07/17 21
23 1.1.3.4 MEP Engineer 24 days Mon 04/10/17Thu 04/13/17 22
24 1.1.4 Head of
Contracts
and
Specification
Department
17 days Fri
04/14/17
Mon
05/08/17
25 1.1.4.1 Writer of
contract
8 days Fri
04/14/17
Tue 04/25/17 23
26 1.1.4.2 Writer of
Specification
9 days Wed
04/26/17
Mon
05/08/17
25
S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T
Jan 08, '17 Jan 15, '17 Jan 22, '17 Jan 29, '17 Feb 05, '17 Feb 12, '17 Feb 19, '17 Feb 26, '17 Mar 05, '17 Mar 12, '17 Mar 19, '17 Mar 26, '17 Apr 02, '17 Apr 09, '17 Apr 16, '17 Apr 23, '17 Apr 30, '17 May 07, '17 May 14, '17 May 21, '17
53
ID Task
Mode
WBS Task Name Duration Start Finish
0 0 WBS 1 95 days Mon
01/09/17
Fri
05/19/17
1 1 Project 95 days Mon 01/09/17Fri 05/19/17
2 1.1 Start-up Mobilization2 days Mon 01/09/17Tue 01/10/17
3 1.2 Civil Work 7 days Wed 01/11/17Thu 01/19/17
4 1.3 Finishes 8 days Fri 01/20/17Tue 01/31/17
5 1.4 MEP 42 days Wed 02/01/17Thu 03/30/17
6 1.4.1 Plumping
and
Drainage
5 days Wed
02/01/17
Tue
02/07/17
7 1.4.2 Electrical
and
Telephone
4 days Wed
02/08/17
Mon
02/13/17
8 1.4.3 T.V & Low
current
System
7 days Tue
02/14/17
Wed
02/22/17
9 1.4.4 Civil Defense19 days Thu 02/23/17Tue 03/21/17
10 1.4.4.1 Fire Fighting9 days Thu 02/23/17Tue 03/07/17
11 1.4.4.2 Fire Alarm10 days Wed 03/08/17Tue 03/21/17
12 1.4.5 Air Condition7 days Wed 03/22/17Thu 03/30/17
13 1.5 Lifts 6 days Fri 03/31/17Fri 04/07/17
14 1.6 Garbage Chute 5 days Mon 04/10/17Fri 04/14/17
15 1.7 External Work18 days Mon 04/17/17Wed 05/10/17
16 1.7.1 interlock 7 days Mon 04/17/17Tue 04/25/17
17 1.7.2 kerb Stone 8 days Wed 04/26/17Fri 05/05/17
18 1.7.3 Parking Ground3 days Mon 05/08/17Wed 05/10/17
19 1.8 Startup test 2 days Thu 05/11/17Fri 05/12/17
20 1.9 Cleaning and
Handover
5 days Mon
05/15/17
Fri
05/19/17
T S W S T M F T S W S T M F T S W S
Dec 18, '16 Jan 15, '17 Feb 12, '17 Mar 12, '17 Apr 09, '17 May 07, '17 Jun 04, '17 Jul 02, '17
Mode
WBS Task Name Duration Start Finish Predecessors
0 0 WBS 2 86 days Mon
01/09/17
Mon
05/08/17
1 1 Company Director86 days Mon 01/09/17Mon 05/08/17
2 1.1 Executive Director86 days Mon 01/09/17Mon 05/08/17
3 1.1.1 Head of
Accounting
5 days Mon
01/09/17
Fri 01/13/17
4 1.1.1.1 Accountant 12 days Mon 01/09/17Tue 01/10/17
5 1.1.1.2 Accountant 23 days Wed 01/11/17Fri 01/13/17 4
6 1.1.2 Head of Design43 days Mon 01/16/17Wed 03/15/17
7 1.1.2.1 Architecture
Engineer
12 days Mon
01/16/17
Tue 01/31/17
8 1.1.2.1.1 Architect Drafter 15 days Mon 01/16/17Fri 01/20/17 5
9 1.1.2.1.2 Architect Drafter 27 days Mon 01/23/17Tue 01/31/17 8
10 1.1.2.2 Structural Engineer11 days Wed 02/01/17Wed 02/15/17
11 1.1.2.2.1 Sructural Drafter16 days Wed 02/01/17Wed 02/08/179
12 1.1.2.2.2 Structural Drafter25 days Thu 02/09/17Wed 02/15/1711
13 1.1.2.3 Electrical Engineer4 days? Thu 02/16/17Tue 02/21/17
14 1.1.2.3.1 Electrical Drafter13 days Thu 02/16/17Mon 02/20/1712
15 1.1.2.3.2 Electrical Drafter 21 day? Tue 02/21/17Tue 02/21/17 14
16 1.1.2.4 Mechanical Engineer16 days Wed 02/22/17Wed 03/15/17
17 1.1.2.4.1 Mechanical Drafter 19 days Wed 02/22/17Mon 03/06/1715
18 1.1.2.4.2 Mechanical Drafter 27 days Tue 03/07/17Wed 03/15/1717
19 1.1.3 Head of
Subdivision
21 days Thu
03/16/17
Thu 04/13/17
20 1.1.3.1 Civil Engineer 16 days Thu 03/16/17Thu 03/23/17 18
21 1.1.3.2 Civil Engineer 25 days Fri 03/24/17Thu 03/30/17 20
22 1.1.3.3 MEP Engineer 16 days Fri 03/31/17Fri 04/07/17 21
23 1.1.3.4 MEP Engineer 24 days Mon 04/10/17Thu 04/13/17 22
24 1.1.4 Head of
Contracts
and
Specification
Department
17 days Fri
04/14/17
Mon
05/08/17
25 1.1.4.1 Writer of
contract
8 days Fri
04/14/17
Tue 04/25/17 23
26 1.1.4.2 Writer of
Specification
9 days Wed
04/26/17
Mon
05/08/17
25
S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T
Jan 08, '17 Jan 15, '17 Jan 22, '17 Jan 29, '17 Feb 05, '17 Feb 12, '17 Feb 19, '17 Feb 26, '17 Mar 05, '17 Mar 12, '17 Mar 19, '17 Mar 26, '17 Apr 02, '17 Apr 09, '17 Apr 16, '17 Apr 23, '17 Apr 30, '17 May 07, '17 May 14, '17 May 21, '17
53
ID Task
Mode
WBS Task Name Duration Start Finish
0 0 WBS 1 95 days Mon
01/09/17
Fri
05/19/17
1 1 Project 95 days Mon 01/09/17Fri 05/19/17
2 1.1 Start-up Mobilization2 days Mon 01/09/17Tue 01/10/17
3 1.2 Civil Work 7 days Wed 01/11/17Thu 01/19/17
4 1.3 Finishes 8 days Fri 01/20/17Tue 01/31/17
5 1.4 MEP 42 days Wed 02/01/17Thu 03/30/17
6 1.4.1 Plumping
and
Drainage
5 days Wed
02/01/17
Tue
02/07/17
7 1.4.2 Electrical
and
Telephone
4 days Wed
02/08/17
Mon
02/13/17
8 1.4.3 T.V & Low
current
System
7 days Tue
02/14/17
Wed
02/22/17
9 1.4.4 Civil Defense19 days Thu 02/23/17Tue 03/21/17
10 1.4.4.1 Fire Fighting9 days Thu 02/23/17Tue 03/07/17
11 1.4.4.2 Fire Alarm10 days Wed 03/08/17Tue 03/21/17
12 1.4.5 Air Condition7 days Wed 03/22/17Thu 03/30/17
13 1.5 Lifts 6 days Fri 03/31/17Fri 04/07/17
14 1.6 Garbage Chute 5 days Mon 04/10/17Fri 04/14/17
15 1.7 External Work18 days Mon 04/17/17Wed 05/10/17
16 1.7.1 interlock 7 days Mon 04/17/17Tue 04/25/17
17 1.7.2 kerb Stone 8 days Wed 04/26/17Fri 05/05/17
18 1.7.3 Parking Ground3 days Mon 05/08/17Wed 05/10/17
19 1.8 Startup test 2 days Thu 05/11/17Fri 05/12/17
20 1.9 Cleaning and
Handover
5 days Mon
05/15/17
Fri
05/19/17
T S W S T M F T S W S T M F T S W S
Dec 18, '16 Jan 15, '17 Feb 12, '17 Mar 12, '17 Apr 09, '17 May 07, '17 Jun 04, '17 Jul 02, '17
Figure 6 Project Plan (Critical Schedule Layout)Figure 10 Project Plan (Critical Schedule Layout)
ID Task
Mode
WBS Task Name Duration Start Finish
0 0 WBS 3 140 days Mon
01/09/17
Fri
07/21/17
1 1 Company Director140 days Mon 01/09/17Fri 07/21/17
2 1.1 Executive Director140 days Mon 01/09/17Fri 07/21/17
3 1.1.1 Head of project74 days Mon 01/09/17Thu 04/20/17
4 1.1.1.1 Project 1 7 days Mon 01/09/17Tue 01/17/17
5 1.1.1.2 Project 2 51 days Wed 01/18/17Wed 03/29/17
6 1.1.1.2.1 Civil Engineer16 days Wed 01/18/17Wed 02/08/17
7 1.1.1.2.1.1 Forman16 days Wed 01/18/17Wed 02/08/17
8 1.1.1.2.1.1.1 Worker 15 days Wed 01/18/17Tue 01/24/17
9 1.1.1.2.1.1.2 Worker 25 days Wed 01/25/17Tue 01/31/17
10 1.1.1.2.1.1.3 Worker
n
6 days Wed
02/01/17
Wed
02/08/17
11 1.1.1.2.2 Electrical
Engineer
17 days Thu
02/09/17
Fri
03/03/17
12 1.1.1.2.2.1 Forman17 days Thu 02/09/17Fri 03/03/17
13 1.1.1.2.2.1.1 Worker 19 days Thu 02/09/17Tue 02/21/17
14 1.1.1.2.2.1.2 Worker 24 days Wed 02/22/17Mon 02/27/17
15 1.1.1.2.2.1.3 Worker n4 days Tue 02/28/17Fri 03/03/17
16 1.1.1.2.3 Mechanical
Engineer
18 days Mon
03/06/17
Wed
03/29/17
17 1.1.1.2.3.1 Forman18 days Mon 03/06/17Wed 03/29/17
18 1.1.1.2.3.1.1 Worker 15 days Mon 03/06/17Fri 03/10/17
19 1.1.1.2.3.1.2 Worker 25 days Mon 03/13/17Fri 03/17/17
20 1.1.1.2.3.1.3 Worker n8 days Mon 03/20/17Wed 03/29/17
21 1.1.1.3 Project 3 9 days Thu 03/30/17Tue 04/11/17
22 1.1.1.4 Project n 7 days Wed 04/12/17Thu 04/20/17
23 1.1.2 Head of
design
20 days Fri
04/21/17
Thu
05/18/17
24 1.1.2.1 Drafter of
Coordination
1
4 days Fri
04/21/17
Wed
04/26/17
25 1.1.2.2 Drafter of
Coordination
2
3 days Thu
04/27/17
Mon
05/01/17
26 1.1.2.3 Drafter of
shop
drawing 1
6 days Tue
05/02/17
Tue
05/09/17
27 1.1.2.4 Drafter of
shop
drawing 2
7 days Wed
05/10/17
Thu
05/18/17
28 1.1.3 Head of
procurement
section
1 day Fri
05/19/17
Fri
05/19/17
29 1.1.4 Head of
accounting
37 days Mon
05/22/17
Tue
07/11/17
30 1.1.4.1 Payment
division
26 days Mon
05/22/17
Mon
06/26/17
31 1.1.4.1.1 Accounter 112 days Mon 05/22/17Tue 06/06/17
32 1.1.4.1.2 Accounter 214 days Wed 06/07/17Mon 06/26/17
33 1.1.4.2 Department
of
financial
claimss
11 days Tue
06/27/17
Tue
07/11/17
34 1.1.4.2.1 Accounter 14 days Tue 06/27/17Fri 06/30/17
35 1.1.4.2.2 Accounter 27 days Mon 07/03/17Tue 07/11/17
36 1.1.5 Department
of permits
8 days Wed
07/12/17
Fri
07/21/17
37 1.1.6 Head of
Quantities
9 days Mon
07/03/17
Thu
07/13/17
B M E B M E B M E B M E B M E B M E B M E B M
January February March April May June July August
54
ID Task
Mode
WBS Task Name Duration Start Finish
0 0 WBS 3 140 days Mon
01/09/17
Fri
07/21/17
1 1 Company Director140 days Mon 01/09/17Fri 07/21/17
2 1.1 Executive Director140 days Mon 01/09/17Fri 07/21/17
3 1.1.1 Head of project74 days Mon 01/09/17Thu 04/20/17
4 1.1.1.1 Project 1 7 days Mon 01/09/17Tue 01/17/17
5 1.1.1.2 Project 2 51 days Wed 01/18/17Wed 03/29/17
6 1.1.1.2.1 Civil Engineer16 days Wed 01/18/17Wed 02/08/17
7 1.1.1.2.1.1 Forman16 days Wed 01/18/17Wed 02/08/17
8 1.1.1.2.1.1.1 Worker 15 days Wed 01/18/17Tue 01/24/17
9 1.1.1.2.1.1.2 Worker 25 days Wed 01/25/17Tue 01/31/17
10 1.1.1.2.1.1.3 Worker
n
6 days Wed
02/01/17
Wed
02/08/17
11 1.1.1.2.2 Electrical
Engineer
17 days Thu
02/09/17
Fri
03/03/17
12 1.1.1.2.2.1 Forman17 days Thu 02/09/17Fri 03/03/17
13 1.1.1.2.2.1.1 Worker 19 days Thu 02/09/17Tue 02/21/17
14 1.1.1.2.2.1.2 Worker 24 days Wed 02/22/17Mon 02/27/17
15 1.1.1.2.2.1.3 Worker n4 days Tue 02/28/17Fri 03/03/17
16 1.1.1.2.3 Mechanical
Engineer
18 days Mon
03/06/17
Wed
03/29/17
17 1.1.1.2.3.1 Forman18 days Mon 03/06/17Wed 03/29/17
18 1.1.1.2.3.1.1 Worker 15 days Mon 03/06/17Fri 03/10/17
19 1.1.1.2.3.1.2 Worker 25 days Mon 03/13/17Fri 03/17/17
20 1.1.1.2.3.1.3 Worker n8 days Mon 03/20/17Wed 03/29/17
21 1.1.1.3 Project 3 9 days Thu 03/30/17Tue 04/11/17
22 1.1.1.4 Project n 7 days Wed 04/12/17Thu 04/20/17
23 1.1.2 Head of
design
20 days Fri
04/21/17
Thu
05/18/17
24 1.1.2.1 Drafter of
Coordination
1
4 days Fri
04/21/17
Wed
04/26/17
25 1.1.2.2 Drafter of
Coordination
2
3 days Thu
04/27/17
Mon
05/01/17
26 1.1.2.3 Drafter of
shop
drawing 1
6 days Tue
05/02/17
Tue
05/09/17
27 1.1.2.4 Drafter of
shop
drawing 2
7 days Wed
05/10/17
Thu
05/18/17
28 1.1.3 Head of
procurement
section
1 day Fri
05/19/17
Fri
05/19/17
29 1.1.4 Head of
accounting
37 days Mon
05/22/17
Tue
07/11/17
30 1.1.4.1 Payment
division
26 days Mon
05/22/17
Mon
06/26/17
31 1.1.4.1.1 Accounter 112 days Mon 05/22/17Tue 06/06/17
32 1.1.4.1.2 Accounter 214 days Wed 06/07/17Mon 06/26/17
33 1.1.4.2 Department
of
financial
claimss
11 days Tue
06/27/17
Tue
07/11/17
34 1.1.4.2.1 Accounter 14 days Tue 06/27/17Fri 06/30/17
35 1.1.4.2.2 Accounter 27 days Mon 07/03/17Tue 07/11/17
36 1.1.5 Department
of permits
8 days Wed
07/12/17
Fri
07/21/17
37 1.1.6 Head of
Quantities
9 days Mon
07/03/17
Thu
07/13/17
B M E B M E B M E B M E B M E B M E B M E B M
January February March April May June July August
54
**Full Details Schedule Layout**
55
55
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Figure 7 Project Plane (Full Schedule Layout)
ID Task
Mode
Name Leveling
Delay
Duration Start Finish Successors
0 WBS 1 0 edays 95 daysMon 01/09/17Fri 05/19/17
1 Project 0 edays 95 days Mon 01/09/17Fri 05/19/17
2 Start-up Mobilization0 edays 2 days Mon 01/09/17Tue 01/10/17 3
3 Civil Work 0 edays 7 days Wed 01/11/17Thu 01/19/17 4
4 Finishes 0 edays 8 days Fri 01/20/17Tue 01/31/17 6
5 MEP 0 edays 42 days Wed 02/01/17Thu 03/30/17
6 Plumping and Drainage0 edays 5 days Wed 02/01/17Tue 02/07/17 7
7 Electrical and Telephone0 edays 4 days Wed 02/08/17Mon 02/13/17 8
8 T.V & Low current System0 edays 7 days Tue 02/14/17Wed 02/22/17 10
9 Civil Defense 0 edays 19 days Thu 02/23/17Tue 03/21/17
10 Fire Fighting 0 edays 9 days Thu 02/23/17Tue 03/07/17 11
11 Fire Alarm 0 edays 10 days Wed 03/08/17Tue 03/21/17 12
12 Air Condition 0 edays 7 days Wed 03/22/17Thu 03/30/17 13
13 Lifts 0 edays 6 days Fri 03/31/17Fri 04/07/17 14
14 Garbage Chute 0 edays 5 days Mon 04/10/17Fri 04/14/17 16
15 External Work 0 edays 18 days Mon 04/17/17Wed 05/10/17
16 interlock 0 edays 7 days Mon 04/17/17Tue 04/25/17 17
17 kerb Stone 0 edays 8 days Wed 04/26/17Fri 05/05/17 18
18 Parking Ground 0 edays 3 days Mon 05/08/17Wed 05/10/17 19
19 Startup test 0 edays 2 days Thu 05/11/17Fri 05/12/17 20
20 Cleaning and Handover0 edays 5 days Mon 05/15/17Fri 05/19/17
01 04 07 10 13 16 19 22 25 28 31 03 06 09 12 15 18 21 24 27 02 05 08 11 14 17 20 23 26 29 01 04 07 10 13 16 19 22 25 28 01 04 07 10 13 16 19 22 25 28 31 03
January 2017 February 2017 March 2017 April 2017 May 2017 June 2017
ID Task
Mode
Name Leveling
Delay
Duration Start Finish Successors
0 WBS 2 0 edays86 daysMon 01/09/17Mon 05/08/17
1 Company Director 0 edays 86 days Mon 01/09/17Mon 05/08/17
2 Executive Director 0 edays 86 days Mon 01/09/17Mon 05/08/17
3 Head of Accounting0 edays 5 days Mon 01/09/17Fri 01/13/17
4 Accountant 1 0 edays 2 days Mon 01/09/17Tue 01/10/17 5
5 Accountant 2 0 edays 3 days Wed 01/11/17Fri 01/13/17 8
6 Head of Design 0 edays 43 days Mon 01/16/17Wed 03/15/17
7 Architecture Engineer0 edays 12 days Mon 01/16/17Tue 01/31/17
8 Architect Drafter 10 edays 5 days Mon 01/16/17Fri 01/20/17 9
9 Architect Drafter 20 edays 7 days Mon 01/23/17Tue 01/31/17 11
10 Structural Engineer0 edays 11 days Wed 02/01/17Wed 02/15/17
11 Sructural Drafter10 edays 6 days Wed 02/01/17Wed 02/08/17 12
12 Structural Drafter20 edays 5 days Thu 02/09/17Wed 02/15/17 14
13 Electrical Engineer0 edays 4 days? Thu 02/16/17Tue 02/21/17
14 Electrical Drafter10 edays 3 days Thu 02/16/17Mon 02/20/1715
15 Electrical Drafter 20 edays 1 day? Tue 02/21/17Tue 02/21/17 17
16 Mechanical Engineer0 edays 16 days Wed 02/22/17Wed 03/15/17
17 Mechanical Drafter 10 edays 9 days Wed 02/22/17Mon 03/06/1718
18 Mechanical Drafter 20 edays 7 days Tue 03/07/17Wed 03/15/17 20
19 Head of Subdivision0 edays 21 days Thu 03/16/17Thu 04/13/17
20 Civil Engineer 10 edays 6 days Thu 03/16/17Thu 03/23/17 21
21 Civil Engineer 20 edays 5 days Fri 03/24/17Thu 03/30/17 22
22 MEP Engineer 10 edays 6 days Fri 03/31/17Fri 04/07/17 23
23 MEP Engineer 20 edays 4 days Mon 04/10/17Thu 04/13/17 25
24 Head of Contracts and Specification Department0 edays 17 days Fri 04/14/17Mon 05/08/17
25 Writer of contract0 edays 8 days Fri 04/14/17Tue 04/25/17 26
26 Writer of Specification0 edays 9 days Wed 04/26/17Mon 05/08/17
M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T
Jan 01, '17 Jan 08, '17 Jan 15, '17 Jan 22, '17 Jan 29, '17 Feb 05, '17 Feb 12, '17 Feb 19, '17 Feb 26, '17 Mar 05, '17 Mar 12, '17 Mar 19, '17 Mar 26, '17 Apr 02, '17 Apr 09, '17 Apr 16, '17 Apr 23, '17 Apr 30, '17 May 07, '17 May 14, '17 May 21, '17 May 28, '17
)
ID Task
Mode
Name Leveling
Delay
Duration Start Finish Successors
0 WBS 3 0 edays140 daysMon 01/09/17Fri 07/21/17
1 Company Director 0 edays 140 daysMon 01/09/17Fri 07/21/17
2 Executive Director 0 edays 140 daysMon 01/09/17Fri 07/21/17
3 Head of project 0 edays 74 days Mon 01/09/17Thu 04/20/17
4 Project 1 0 edays 7 days Mon 01/09/17Tue 01/17/17 8
5 Project 2 0 edays 51 daysWed 01/18/17Wed 03/29/17
6 Civil Engineer0 edays 16 daysWed 01/18/17Wed 02/08/17
7 Forman 0 edays 16 daysWed 01/18/17Wed 02/08/17
8 Worke r 10 edays 5 days Wed 01/18/17Tue 01/24/17 9
9 Worke r 20 edays 5 days Wed 01/25/17Tue 01/31/17 10
10 Worke r n0 edays 6 days Wed 02/01/17Wed 02/08/17 13
11 Electrical Engineer0 edays 17 days Thu 02/09/17Fri 03/03/17
12 Forman 0 edays 17 days Thu 02/09/17Fri 03/03/17
13 Worke r 10 edays 9 days Thu 02/09/17Tue 02/21/17 14
14 Worke r 20 edays 4 days Wed 02/22/17Mon 02/27/17 15
15 Worke r n0 edays 4 days Tue 02/28/17Fri 03/03/17 18
16 Mechanical Engineer0 edays 18 days Mon 03/06/17Wed 03/29/17
17 Forman 0 edays 18 days Mon 03/06/17Wed 03/29/17
18 Worke r 10 edays 5 days Mon 03/06/17Fri 03/10/17 19
19 Worke r 20 edays 5 days Mon 03/13/17Fri 03/17/17 20
20 Worke r n0 edays 8 days Mon 03/20/17Wed 03/29/17 21
21 Project 3 0 edays 9 days Thu 03/30/17Tue 04/11/17 22
22 Project n 0 edays 7 days Wed 04/12/17Thu 04/20/17 24
23 Head of design 0 edays 20 days Fri 04/21/17Thu 05/18/17
24 Drafte r of Coordination 10 edays 4 days Fri 04/21/17Wed 04/26/17 25
25 Drafte r of Coordination 20 edays 3 days Thu 04/27/17Mon 05/01/17 26
26 Drafte r of shop drawing 10 edays 6 days Tue 05/02/17Tue 05/09/17 27
27 Drafte r of shop drawing 20 edays 7 days Wed 05/10/17Thu 05/18/17 28
28 He ad of procureme nt section0 edays 1 day Fri 05/19/17 Fri 05/19/17 31
29 Head of accounting0 edays 37 days Mon 05/22/17Tue 07/11/17
30 Payment division0 edays 26 days Mon 05/22/17Mon 06/26/17
31 Accounter 10 edays 12 days Mon 05/22/17Tue 06/06/17 32
32 Accounter 20 edays 14 days Wed 06/07/17Mon 06/26/17 34
33 Department of financial claimss0 edays 11 days Tue 06/27/17Tue 07/11/17
34 Accounter 10 edays 4 days Tue 06/27/17Fri 06/30/17 35,37
35 Accounter 20 edays 7 days Mon 07/03/17Tue 07/11/17 36
36 De partme nt of permi ts0 edays 8 days Wed 07/12/17Fri 07/21/17
37 He ad of Quantities0 edays 9 days Mon 07/03/17Thu 07/13/17 6 days
M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T
Jan 01, '17 Jan 08, '17 Jan 15, '17 Jan 22, '17 Jan 29, '17 Feb 05, '17 Feb 12, '17 Feb 19, '17 Feb 26, '17 Mar 05, '17 Mar 12, '17 Mar 19, '17 Mar 26, '17 Apr 02, '17 Apr 09, '17 Apr 16, '17 Apr 23, '17 Apr 30, '17 May 07, '17 May 14, '17 May 21, '17 May 28, '17 Jun 04, '17 Jun 11, '17 Jun 18, '17 Jun 25, '17 Jul 02, '17 Jul 09, '17 Jul 16, '17 Jul 23, '17 Jul 30, '17
56
ID Task
Mode
Name Leveling
Delay
Duration Start Finish Successors
0 WBS 1 0 edays 95 daysMon 01/09/17Fri 05/19/17
1 Project 0 edays 95 days Mon 01/09/17Fri 05/19/17
2 Start-up Mobilization0 edays 2 days Mon 01/09/17Tue 01/10/17 3
3 Civil Work 0 edays 7 days Wed 01/11/17Thu 01/19/17 4
4 Finishes 0 edays 8 days Fri 01/20/17Tue 01/31/17 6
5 MEP 0 edays 42 days Wed 02/01/17Thu 03/30/17
6 Plumping and Drainage0 edays 5 days Wed 02/01/17Tue 02/07/17 7
7 Electrical and Telephone0 edays 4 days Wed 02/08/17Mon 02/13/17 8
8 T.V & Low current System0 edays 7 days Tue 02/14/17Wed 02/22/17 10
9 Civil Defense 0 edays 19 days Thu 02/23/17Tue 03/21/17
10 Fire Fighting 0 edays 9 days Thu 02/23/17Tue 03/07/17 11
11 Fire Alarm 0 edays 10 days Wed 03/08/17Tue 03/21/17 12
12 Air Condition 0 edays 7 days Wed 03/22/17Thu 03/30/17 13
13 Lifts 0 edays 6 days Fri 03/31/17Fri 04/07/17 14
14 Garbage Chute 0 edays 5 days Mon 04/10/17Fri 04/14/17 16
15 External Work 0 edays 18 days Mon 04/17/17Wed 05/10/17
16 interlock 0 edays 7 days Mon 04/17/17Tue 04/25/17 17
17 kerb Stone 0 edays 8 days Wed 04/26/17Fri 05/05/17 18
18 Parking Ground 0 edays 3 days Mon 05/08/17Wed 05/10/17 19
19 Startup test 0 edays 2 days Thu 05/11/17Fri 05/12/17 20
20 Cleaning and Handover0 edays 5 days Mon 05/15/17Fri 05/19/17
01 04 07 10 13 16 19 22 25 28 31 03 06 09 12 15 18 21 24 27 02 05 08 11 14 17 20 23 26 29 01 04 07 10 13 16 19 22 25 28 01 04 07 10 13 16 19 22 25 28 31 03
January 2017 February 2017 March 2017 April 2017 May 2017 June 2017
ID Task
Mode
Name Leveling
Delay
Duration Start Finish Successors
0 WBS 2 0 edays86 daysMon 01/09/17Mon 05/08/17
1 Company Director 0 edays 86 days Mon 01/09/17Mon 05/08/17
2 Executive Director 0 edays 86 days Mon 01/09/17Mon 05/08/17
3 Head of Accounting0 edays 5 days Mon 01/09/17Fri 01/13/17
4 Accountant 1 0 edays 2 days Mon 01/09/17Tue 01/10/17 5
5 Accountant 2 0 edays 3 days Wed 01/11/17Fri 01/13/17 8
6 Head of Design 0 edays 43 days Mon 01/16/17Wed 03/15/17
7 Architecture Engineer0 edays 12 days Mon 01/16/17Tue 01/31/17
8 Architect Drafter 10 edays 5 days Mon 01/16/17Fri 01/20/17 9
9 Architect Drafter 20 edays 7 days Mon 01/23/17Tue 01/31/17 11
10 Structural Engineer0 edays 11 days Wed 02/01/17Wed 02/15/17
11 Sructural Drafter10 edays 6 days Wed 02/01/17Wed 02/08/17 12
12 Structural Drafter20 edays 5 days Thu 02/09/17Wed 02/15/17 14
13 Electrical Engineer0 edays 4 days? Thu 02/16/17Tue 02/21/17
14 Electrical Drafter10 edays 3 days Thu 02/16/17Mon 02/20/1715
15 Electrical Drafter 20 edays 1 day? Tue 02/21/17Tue 02/21/17 17
16 Mechanical Engineer0 edays 16 days Wed 02/22/17Wed 03/15/17
17 Mechanical Drafter 10 edays 9 days Wed 02/22/17Mon 03/06/1718
18 Mechanical Drafter 20 edays 7 days Tue 03/07/17Wed 03/15/17 20
19 Head of Subdivision0 edays 21 days Thu 03/16/17Thu 04/13/17
20 Civil Engineer 10 edays 6 days Thu 03/16/17Thu 03/23/17 21
21 Civil Engineer 20 edays 5 days Fri 03/24/17Thu 03/30/17 22
22 MEP Engineer 10 edays 6 days Fri 03/31/17Fri 04/07/17 23
23 MEP Engineer 20 edays 4 days Mon 04/10/17Thu 04/13/17 25
24 Head of Contracts and Specification Department0 edays 17 days Fri 04/14/17Mon 05/08/17
25 Writer of contract0 edays 8 days Fri 04/14/17Tue 04/25/17 26
26 Writer of Specification0 edays 9 days Wed 04/26/17Mon 05/08/17
M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T
Jan 01, '17 Jan 08, '17 Jan 15, '17 Jan 22, '17 Jan 29, '17 Feb 05, '17 Feb 12, '17 Feb 19, '17 Feb 26, '17 Mar 05, '17 Mar 12, '17 Mar 19, '17 Mar 26, '17 Apr 02, '17 Apr 09, '17 Apr 16, '17 Apr 23, '17 Apr 30, '17 May 07, '17 May 14, '17 May 21, '17 May 28, '17
)
ID Task
Mode
Name Leveling
Delay
Duration Start Finish Successors
0 WBS 3 0 edays140 daysMon 01/09/17Fri 07/21/17
1 Company Director 0 edays 140 daysMon 01/09/17Fri 07/21/17
2 Executive Director 0 edays 140 daysMon 01/09/17Fri 07/21/17
3 Head of project 0 edays 74 days Mon 01/09/17Thu 04/20/17
4 Project 1 0 edays 7 days Mon 01/09/17Tue 01/17/17 8
5 Project 2 0 edays 51 daysWed 01/18/17Wed 03/29/17
6 Civil Engineer0 edays 16 daysWed 01/18/17Wed 02/08/17
7 Forman 0 edays 16 daysWed 01/18/17Wed 02/08/17
8 Worke r 10 edays 5 days Wed 01/18/17Tue 01/24/17 9
9 Worke r 20 edays 5 days Wed 01/25/17Tue 01/31/17 10
10 Worke r n0 edays 6 days Wed 02/01/17Wed 02/08/17 13
11 Electrical Engineer0 edays 17 days Thu 02/09/17Fri 03/03/17
12 Forman 0 edays 17 days Thu 02/09/17Fri 03/03/17
13 Worke r 10 edays 9 days Thu 02/09/17Tue 02/21/17 14
14 Worke r 20 edays 4 days Wed 02/22/17Mon 02/27/17 15
15 Worke r n0 edays 4 days Tue 02/28/17Fri 03/03/17 18
16 Mechanical Engineer0 edays 18 days Mon 03/06/17Wed 03/29/17
17 Forman 0 edays 18 days Mon 03/06/17Wed 03/29/17
18 Worke r 10 edays 5 days Mon 03/06/17Fri 03/10/17 19
19 Worke r 20 edays 5 days Mon 03/13/17Fri 03/17/17 20
20 Worke r n0 edays 8 days Mon 03/20/17Wed 03/29/17 21
21 Project 3 0 edays 9 days Thu 03/30/17Tue 04/11/17 22
22 Project n 0 edays 7 days Wed 04/12/17Thu 04/20/17 24
23 Head of design 0 edays 20 days Fri 04/21/17Thu 05/18/17
24 Drafte r of Coordination 10 edays 4 days Fri 04/21/17Wed 04/26/17 25
25 Drafte r of Coordination 20 edays 3 days Thu 04/27/17Mon 05/01/17 26
26 Drafte r of shop drawing 10 edays 6 days Tue 05/02/17Tue 05/09/17 27
27 Drafte r of shop drawing 20 edays 7 days Wed 05/10/17Thu 05/18/17 28
28 He ad of procureme nt section0 edays 1 day Fri 05/19/17 Fri 05/19/17 31
29 Head of accounting0 edays 37 days Mon 05/22/17Tue 07/11/17
30 Payment division0 edays 26 days Mon 05/22/17Mon 06/26/17
31 Accounter 10 edays 12 days Mon 05/22/17Tue 06/06/17 32
32 Accounter 20 edays 14 days Wed 06/07/17Mon 06/26/17 34
33 Department of financial claimss0 edays 11 days Tue 06/27/17Tue 07/11/17
34 Accounter 10 edays 4 days Tue 06/27/17Fri 06/30/17 35,37
35 Accounter 20 edays 7 days Mon 07/03/17Tue 07/11/17 36
36 De partme nt of permi ts0 edays 8 days Wed 07/12/17Fri 07/21/17
37 He ad of Quantities0 edays 9 days Mon 07/03/17Thu 07/13/17 6 days
M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T
Jan 01, '17 Jan 08, '17 Jan 15, '17 Jan 22, '17 Jan 29, '17 Feb 05, '17 Feb 12, '17 Feb 19, '17 Feb 26, '17 Mar 05, '17 Mar 12, '17 Mar 19, '17 Mar 26, '17 Apr 02, '17 Apr 09, '17 Apr 16, '17 Apr 23, '17 Apr 30, '17 May 07, '17 May 14, '17 May 21, '17 May 28, '17 Jun 04, '17 Jun 11, '17 Jun 18, '17 Jun 25, '17 Jul 02, '17 Jul 09, '17 Jul 16, '17 Jul 23, '17 Jul 30, '17
56
** Floor Wise Schedule Layout **
57
57
WBS Task Name Duration Start Finish Predecessors
0 WBS 1 95 days Mon 01/09/17 Fri 05/19/17
1 Project 95 days Mon 01/09/17 Fri 05/19/17
1.1 Start-up Mobilization 2 days Mon 01/09/17 Tue 01/10/17
1.2 Civil Work 7 days Wed 01/11/17 Thu 01/19/17 2
1.3 Finishes 8 days Fri 01/20/17 Tue 01/31/17 3
1.4 MEP 42 days Wed 02/01/17 Thu 03/30/17
1.4.1 Plumping and Drainage 5 days Wed 02/01/17 Tue 02/07/17 4
1.4.2 Electrical and Telephone 4 days Wed 02/08/17 Mon 02/13/17 6
1.4.3 T.V & Low current System 7 days Tue 02/14/17 Wed 02/22/17 7
1.4.4 Civil Defense 19 days Thu 02/23/17 Tue 03/21/17
1.4.4.1 Fire Fighting 9 days Thu 02/23/17 Tue 03/07/17 8
1.4.4.2 Fire Alarm 10 days Wed 03/08/17 Tue 03/21/17 10
1.4.5 Air Condition 7 days Wed 03/22/17 Thu 03/30/17 11
1.5 Lifts 6 days Fri 03/31/17 Fri 04/07/17 12
1.6 Garbage Chute 5 days Mon 04/10/17 Fri 04/14/17 13
1.7 External Work 18 days Mon 04/17/17 Wed 05/10/17
1.7.1 interlock 7 days Mon 04/17/17 Tue 04/25/17 14
1.7.2 kerb Stone 8 days Wed 04/26/17 Fri 05/05/17 16
1.7.3 Parking Ground 3 days Mon 05/08/17 Wed 05/10/17 17
1.8 Startup test 2 days Thu 05/11/17 Fri 05/12/17 18
1.9 Cleaning and Handover 5 days Mon 05/15/17 Fri 05/19/17 19
58
0 WBS 1 95 days Mon 01/09/17 Fri 05/19/17
1 Project 95 days Mon 01/09/17 Fri 05/19/17
1.1 Start-up Mobilization 2 days Mon 01/09/17 Tue 01/10/17
1.2 Civil Work 7 days Wed 01/11/17 Thu 01/19/17 2
1.3 Finishes 8 days Fri 01/20/17 Tue 01/31/17 3
1.4 MEP 42 days Wed 02/01/17 Thu 03/30/17
1.4.1 Plumping and Drainage 5 days Wed 02/01/17 Tue 02/07/17 4
1.4.2 Electrical and Telephone 4 days Wed 02/08/17 Mon 02/13/17 6
1.4.3 T.V & Low current System 7 days Tue 02/14/17 Wed 02/22/17 7
1.4.4 Civil Defense 19 days Thu 02/23/17 Tue 03/21/17
1.4.4.1 Fire Fighting 9 days Thu 02/23/17 Tue 03/07/17 8
1.4.4.2 Fire Alarm 10 days Wed 03/08/17 Tue 03/21/17 10
1.4.5 Air Condition 7 days Wed 03/22/17 Thu 03/30/17 11
1.5 Lifts 6 days Fri 03/31/17 Fri 04/07/17 12
1.6 Garbage Chute 5 days Mon 04/10/17 Fri 04/14/17 13
1.7 External Work 18 days Mon 04/17/17 Wed 05/10/17
1.7.1 interlock 7 days Mon 04/17/17 Tue 04/25/17 14
1.7.2 kerb Stone 8 days Wed 04/26/17 Fri 05/05/17 16
1.7.3 Parking Ground 3 days Mon 05/08/17 Wed 05/10/17 17
1.8 Startup test 2 days Thu 05/11/17 Fri 05/12/17 18
1.9 Cleaning and Handover 5 days Mon 05/15/17 Fri 05/19/17 19
58
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WBS Task Name Duration Start Finish Predecessors
0 WBS 2 86 days Mon 01/09/17 Mon 05/08/17
1 Company Director 86 days Mon 01/09/17 Mon 05/08/17
1.1 Executive Director 86 days Mon 01/09/17 Mon 05/08/17
1.1.1 Head of Accounting 5 days Mon 01/09/17 Fri 01/13/17
1.1.1.1 Accountant 1 2 days Mon 01/09/17 Tue 01/10/17
1.1.1.2 Accountant 2 3 days Wed 01/11/17 Fri 01/13/17 4
1.1.2 Head of Design 43 days Mon 01/16/17 Wed 03/15/17
1.1.2.1 Architecture Engineer 12 days Mon 01/16/17 Tue 01/31/17
1.1.2.1.1 Architect Drafter 1 5 days Mon 01/16/17 Fri 01/20/17 5
1.1.2.1.2 Architect Drafter 2 7 days Mon 01/23/17 Tue 01/31/17 8
1.1.2.2 Structural Engineer 11 days Wed 02/01/17 Wed 02/15/17
1.1.2.2.1 Sructural Drafter1 6 days Wed 02/01/17 Wed 02/08/17 9
1.1.2.2.2 Structural Drafter2 5 days Thu 02/09/17 Wed 02/15/17 11
1.1.2.3 Electrical Engineer 4 days? Thu 02/16/17 Tue 02/21/17
1.1.2.3.1 Electrical Drafter1 3 days Thu 02/16/17 Mon 02/20/17 12
1.1.2.3.2 Electrical Drafter 2 1 day? Tue 02/21/17 Tue 02/21/17 14
1.1.2.4 Mechanical Engineer 16 days Wed 02/22/17 Wed 03/15/17
1.1.2.4.1 Mechanical Drafter 1 9 days Wed 02/22/17 Mon 03/06/17 15
1.1.2.4.2 Mechanical Drafter 2 7 days Tue 03/07/17 Wed 03/15/17 17
1.1.3 Head of Subdivision 21 days Thu 03/16/17 Thu 04/13/17
1.1.3.1 Civil Engineer 1 6 days Thu 03/16/17 Thu 03/23/17 18
1.1.3.2 Civil Engineer 2 5 days Fri 03/24/17 Thu 03/30/17 20
1.1.3.3 MEP Engineer 1 6 days Fri 03/31/17 Fri 04/07/17 21
1.1.3.4 MEP Engineer 2 4 days Mon 04/10/17 Thu 04/13/17 22
1.1.4 Head of Contracts and Specification Department17 days Fri 04/14/17 Mon 05/08/17
1.1.4.1 Writer of contract 8 days Fri 04/14/17 Tue 04/25/17 23
1.1.4.2 Writer of Specification 9 days Wed 04/26/17 Mon 05/08/17 25
59
0 WBS 2 86 days Mon 01/09/17 Mon 05/08/17
1 Company Director 86 days Mon 01/09/17 Mon 05/08/17
1.1 Executive Director 86 days Mon 01/09/17 Mon 05/08/17
1.1.1 Head of Accounting 5 days Mon 01/09/17 Fri 01/13/17
1.1.1.1 Accountant 1 2 days Mon 01/09/17 Tue 01/10/17
1.1.1.2 Accountant 2 3 days Wed 01/11/17 Fri 01/13/17 4
1.1.2 Head of Design 43 days Mon 01/16/17 Wed 03/15/17
1.1.2.1 Architecture Engineer 12 days Mon 01/16/17 Tue 01/31/17
1.1.2.1.1 Architect Drafter 1 5 days Mon 01/16/17 Fri 01/20/17 5
1.1.2.1.2 Architect Drafter 2 7 days Mon 01/23/17 Tue 01/31/17 8
1.1.2.2 Structural Engineer 11 days Wed 02/01/17 Wed 02/15/17
1.1.2.2.1 Sructural Drafter1 6 days Wed 02/01/17 Wed 02/08/17 9
1.1.2.2.2 Structural Drafter2 5 days Thu 02/09/17 Wed 02/15/17 11
1.1.2.3 Electrical Engineer 4 days? Thu 02/16/17 Tue 02/21/17
1.1.2.3.1 Electrical Drafter1 3 days Thu 02/16/17 Mon 02/20/17 12
1.1.2.3.2 Electrical Drafter 2 1 day? Tue 02/21/17 Tue 02/21/17 14
1.1.2.4 Mechanical Engineer 16 days Wed 02/22/17 Wed 03/15/17
1.1.2.4.1 Mechanical Drafter 1 9 days Wed 02/22/17 Mon 03/06/17 15
1.1.2.4.2 Mechanical Drafter 2 7 days Tue 03/07/17 Wed 03/15/17 17
1.1.3 Head of Subdivision 21 days Thu 03/16/17 Thu 04/13/17
1.1.3.1 Civil Engineer 1 6 days Thu 03/16/17 Thu 03/23/17 18
1.1.3.2 Civil Engineer 2 5 days Fri 03/24/17 Thu 03/30/17 20
1.1.3.3 MEP Engineer 1 6 days Fri 03/31/17 Fri 04/07/17 21
1.1.3.4 MEP Engineer 2 4 days Mon 04/10/17 Thu 04/13/17 22
1.1.4 Head of Contracts and Specification Department17 days Fri 04/14/17 Mon 05/08/17
1.1.4.1 Writer of contract 8 days Fri 04/14/17 Tue 04/25/17 23
1.1.4.2 Writer of Specification 9 days Wed 04/26/17 Mon 05/08/17 25
59
WBS Task Name Duration Start Finish Predecessors
0 WBS 3 140 days Mon 01/09/17 Fri 07/21/17
1 Company Director 140 days Mon 01/09/17 Fri 07/21/17
1.1 Executive Director 140 days Mon 01/09/17 Fri 07/21/17
1.1.1 Head of project 74 days Mon 01/09/17 Thu 04/20/17
1.1.1.1 Project 1 7 days Mon 01/09/17 Tue 01/17/17
1.1.1.2 Project 2 51 days Wed 01/18/17 Wed 03/29/17
1.1.1.2.1 Civil Engineer 16 days Wed 01/18/17 Wed 02/08/17
1.1.1.2.1.1 Forman 16 days Wed 01/18/17 Wed 02/08/17
1.1.1.2.1.1.1 Worker 1 5 days Wed 01/18/17 Tue 01/24/17 4
1.1.1.2.1.1.2 Worker 2 5 days Wed 01/25/17 Tue 01/31/17 8
1.1.1.2.1.1.3 Worker n 6 days Wed 02/01/17 Wed 02/08/17 9
1.1.1.2.2 Electrical Engineer 17 days Thu 02/09/17 Fri 03/03/17
1.1.1.2.2.1 Forman 17 days Thu 02/09/17 Fri 03/03/17
1.1.1.2.2.1.1 Worker 1 9 days Thu 02/09/17 Tue 02/21/17 10
1.1.1.2.2.1.2 Worker 2 4 days Wed 02/22/17 Mon 02/27/17 13
1.1.1.2.2.1.3 Worker n 4 days Tue 02/28/17 Fri 03/03/17 14
1.1.1.2.3 Mechanical Engineer 18 days Mon 03/06/17 Wed 03/29/17
1.1.1.2.3.1 Forman 18 days Mon 03/06/17 Wed 03/29/17
1.1.1.2.3.1.1 Worker 1 5 days Mon 03/06/17 Fri 03/10/17 15
1.1.1.2.3.1.2 Worker 2 5 days Mon 03/13/17 Fri 03/17/17 18
1.1.1.2.3.1.3 Worker n 8 days Mon 03/20/17 Wed 03/29/17 19
1.1.1.3 Project 3 9 days Thu 03/30/17 Tue 04/11/17 20
1.1.1.4 Project n 7 days Wed 04/12/17 Thu 04/20/17 21
1.1.2 Head of design 20 days Fri 04/21/17 Thu 05/18/17
1.1.2.1 Drafter of Coordination 1 4 days Fri 04/21/17 Wed 04/26/17 22
1.1.2.2 Drafter of Coordination 2 3 days Thu 04/27/17 Mon 05/01/17 24
1.1.2.3 Drafter of shop drawing 16 days Tue 05/02/17 Tue 05/09/17 25
1.1.2.4 Drafter of shop drawing 27 days Wed 05/10/17 Thu 05/18/17 26
1.1.3 Head of procurement section1 day Fri 05/19/17 Fri 05/19/17 27
1.1.4 Head of accounting 37 days Mon 05/22/17 Tue 07/11/17
1.1.4.1 Payment division 26 days Mon 05/22/17 Mon 06/26/17
1.1.4.1.1 Accounter 1 12 days Mon 05/22/17 Tue 06/06/17 28
1.1.4.1.2 Accounter 2 14 days Wed 06/07/17 Mon 06/26/17 31
1.1.4.2 Department of financial claimss11 days Tue 06/27/17 Tue 07/11/17
1.1.4.2.1 Accounter 1 4 days Tue 06/27/17 Fri 06/30/17 32
1.1.4.2.2 Accounter 2 7 days Mon 07/03/17 Tue 07/11/17 34
1.1.5 Department of permits 8 days Wed 07/12/17 Fri 07/21/17 35
1.1.6 Head of Quantities 9 days Mon 07/03/17 Thu 07/13/17 34
60
0 WBS 3 140 days Mon 01/09/17 Fri 07/21/17
1 Company Director 140 days Mon 01/09/17 Fri 07/21/17
1.1 Executive Director 140 days Mon 01/09/17 Fri 07/21/17
1.1.1 Head of project 74 days Mon 01/09/17 Thu 04/20/17
1.1.1.1 Project 1 7 days Mon 01/09/17 Tue 01/17/17
1.1.1.2 Project 2 51 days Wed 01/18/17 Wed 03/29/17
1.1.1.2.1 Civil Engineer 16 days Wed 01/18/17 Wed 02/08/17
1.1.1.2.1.1 Forman 16 days Wed 01/18/17 Wed 02/08/17
1.1.1.2.1.1.1 Worker 1 5 days Wed 01/18/17 Tue 01/24/17 4
1.1.1.2.1.1.2 Worker 2 5 days Wed 01/25/17 Tue 01/31/17 8
1.1.1.2.1.1.3 Worker n 6 days Wed 02/01/17 Wed 02/08/17 9
1.1.1.2.2 Electrical Engineer 17 days Thu 02/09/17 Fri 03/03/17
1.1.1.2.2.1 Forman 17 days Thu 02/09/17 Fri 03/03/17
1.1.1.2.2.1.1 Worker 1 9 days Thu 02/09/17 Tue 02/21/17 10
1.1.1.2.2.1.2 Worker 2 4 days Wed 02/22/17 Mon 02/27/17 13
1.1.1.2.2.1.3 Worker n 4 days Tue 02/28/17 Fri 03/03/17 14
1.1.1.2.3 Mechanical Engineer 18 days Mon 03/06/17 Wed 03/29/17
1.1.1.2.3.1 Forman 18 days Mon 03/06/17 Wed 03/29/17
1.1.1.2.3.1.1 Worker 1 5 days Mon 03/06/17 Fri 03/10/17 15
1.1.1.2.3.1.2 Worker 2 5 days Mon 03/13/17 Fri 03/17/17 18
1.1.1.2.3.1.3 Worker n 8 days Mon 03/20/17 Wed 03/29/17 19
1.1.1.3 Project 3 9 days Thu 03/30/17 Tue 04/11/17 20
1.1.1.4 Project n 7 days Wed 04/12/17 Thu 04/20/17 21
1.1.2 Head of design 20 days Fri 04/21/17 Thu 05/18/17
1.1.2.1 Drafter of Coordination 1 4 days Fri 04/21/17 Wed 04/26/17 22
1.1.2.2 Drafter of Coordination 2 3 days Thu 04/27/17 Mon 05/01/17 24
1.1.2.3 Drafter of shop drawing 16 days Tue 05/02/17 Tue 05/09/17 25
1.1.2.4 Drafter of shop drawing 27 days Wed 05/10/17 Thu 05/18/17 26
1.1.3 Head of procurement section1 day Fri 05/19/17 Fri 05/19/17 27
1.1.4 Head of accounting 37 days Mon 05/22/17 Tue 07/11/17
1.1.4.1 Payment division 26 days Mon 05/22/17 Mon 06/26/17
1.1.4.1.1 Accounter 1 12 days Mon 05/22/17 Tue 06/06/17 28
1.1.4.1.2 Accounter 2 14 days Wed 06/07/17 Mon 06/26/17 31
1.1.4.2 Department of financial claimss11 days Tue 06/27/17 Tue 07/11/17
1.1.4.2.1 Accounter 1 4 days Tue 06/27/17 Fri 06/30/17 32
1.1.4.2.2 Accounter 2 7 days Mon 07/03/17 Tue 07/11/17 34
1.1.5 Department of permits 8 days Wed 07/12/17 Fri 07/21/17 35
1.1.6 Head of Quantities 9 days Mon 07/03/17 Thu 07/13/17 34
60
**Monthly Wise Schedule Layout**
61
61
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ID Task
Mode
WBS Task Name Duration Start Finish
0 0 WBS 1 95 days Mon
01/09/17
Fri
05/19/17
1 1 Project 95 days Mon 01/09/17Fri 05/19/17
2 1.1 Start-up Mobilization2 days Mon 01/09/17Tue 01/10/17
3 1.2 Civil Work 7 days Wed 01/11/17Thu 01/19/17
4 1.3 Finishes 8 days Fri 01/20/17Tue 01/31/17
5 1.4 MEP 42 days Wed 02/01/17Thu 03/30/17
6 1.4.1 Plumping
and
Drainage
5 days Wed
02/01/17
Tue
02/07/17
7 1.4.2 Electrical
and
Telephone
4 days Wed
02/08/17
Mon
02/13/17
8 1.4.3 T.V & Low
current
System
7 days Tue
02/14/17
Wed
02/22/17
9 1.4.4 Civil Defense19 days Thu 02/23/17Tue 03/21/17
10 1.4.4.1 Fire Fighting9 days Thu 02/23/17Tue 03/07/17
11 1.4.4.2 Fire Alarm10 days Wed 03/08/17Tue 03/21/17
12 1.4.5 Air Condition7 days Wed 03/22/17Thu 03/30/17
13 1.5 Lifts 6 days Fri 03/31/17Fri 04/07/17
14 1.6 Garbage Chute 5 days Mon 04/10/17Fri 04/14/17
15 1.7 External Work18 days Mon 04/17/17Wed 05/10/17
16 1.7.1 interlock 7 days Mon 04/17/17Tue 04/25/17
17 1.7.2 kerb Stone 8 days Wed 04/26/17Fri 05/05/17
18 1.7.3 Parking Ground3 days Mon 05/08/17Wed 05/10/17
19 1.8 Startup test 2 days Thu 05/11/17Fri 05/12/17
20 1.9 Cleaning and
Handover
5 days Mon
05/15/17
Fri
05/19/17
Jan Feb Mar Apr May Jun
1st Quarter 2nd Quarter
62
Mode
WBS Task Name Duration Start Finish
0 0 WBS 1 95 days Mon
01/09/17
Fri
05/19/17
1 1 Project 95 days Mon 01/09/17Fri 05/19/17
2 1.1 Start-up Mobilization2 days Mon 01/09/17Tue 01/10/17
3 1.2 Civil Work 7 days Wed 01/11/17Thu 01/19/17
4 1.3 Finishes 8 days Fri 01/20/17Tue 01/31/17
5 1.4 MEP 42 days Wed 02/01/17Thu 03/30/17
6 1.4.1 Plumping
and
Drainage
5 days Wed
02/01/17
Tue
02/07/17
7 1.4.2 Electrical
and
Telephone
4 days Wed
02/08/17
Mon
02/13/17
8 1.4.3 T.V & Low
current
System
7 days Tue
02/14/17
Wed
02/22/17
9 1.4.4 Civil Defense19 days Thu 02/23/17Tue 03/21/17
10 1.4.4.1 Fire Fighting9 days Thu 02/23/17Tue 03/07/17
11 1.4.4.2 Fire Alarm10 days Wed 03/08/17Tue 03/21/17
12 1.4.5 Air Condition7 days Wed 03/22/17Thu 03/30/17
13 1.5 Lifts 6 days Fri 03/31/17Fri 04/07/17
14 1.6 Garbage Chute 5 days Mon 04/10/17Fri 04/14/17
15 1.7 External Work18 days Mon 04/17/17Wed 05/10/17
16 1.7.1 interlock 7 days Mon 04/17/17Tue 04/25/17
17 1.7.2 kerb Stone 8 days Wed 04/26/17Fri 05/05/17
18 1.7.3 Parking Ground3 days Mon 05/08/17Wed 05/10/17
19 1.8 Startup test 2 days Thu 05/11/17Fri 05/12/17
20 1.9 Cleaning and
Handover
5 days Mon
05/15/17
Fri
05/19/17
Jan Feb Mar Apr May Jun
1st Quarter 2nd Quarter
62
ID Task
Mode
WBS Task Name Duration Start Finish
0 0 WBS 2 86 days Mon
01/09/17
Mon
05/08/17
1 1 Company Director86 days Mon 01/09/17Mon 05/08/17
2 1.1 Executive Director86 days Mon 01/09/17Mon 05/08/17
3 1.1.1 Head of
Accounting
5 days Mon
01/09/17
Fri
01/13/17
4 1.1.1.1 Accountant 12 days Mon 01/09/17Tue 01/10/17
5 1.1.1.2 Accountant 23 days Wed 01/11/17Fri 01/13/17
6 1.1.2 Head of Design43 days Mon 01/16/17Wed 03/15/17
7 1.1.2.1 Architecture
Engineer
12 days Mon
01/16/17
Tue
01/31/17
8 1.1.2.1.1 Architect Drafter 15 days Mon 01/16/17Fri 01/20/17
9 1.1.2.1.2 Architect Drafter 27 days Mon 01/23/17Tue 01/31/17
10 1.1.2.2 Structural Engineer11 days Wed 02/01/17Wed 02/15/17
11 1.1.2.2.1 Sructural Drafter16 days Wed 02/01/17Wed 02/08/17
12 1.1.2.2.2 Structural Drafter25 days Thu 02/09/17Wed 02/15/17
13 1.1.2.3 Electrical Engineer4 days? Thu 02/16/17Tue 02/21/17
14 1.1.2.3.1 Electrical Drafter13 days Thu 02/16/17Mon 02/20/17
15 1.1.2.3.2 Electrical Drafter 21 day? Tue 02/21/17Tue 02/21/17
16 1.1.2.4 Mechanical Engineer16 days Wed 02/22/17Wed 03/15/17
17 1.1.2.4.1 Mechanical Drafter 19 days Wed 02/22/17Mon 03/06/17
18 1.1.2.4.2 Mechanical Drafter 27 days Tue 03/07/17Wed 03/15/17
19 1.1.3 Head of
Subdivision
21 days Thu
03/16/17
Thu
04/13/17
20 1.1.3.1 Civil Engineer 16 days Thu 03/16/17Thu 03/23/17
21 1.1.3.2 Civil Engineer 25 days Fri 03/24/17Thu 03/30/17
22 1.1.3.3 MEP Engineer 16 days Fri 03/31/17Fri 04/07/17
23 1.1.3.4 MEP Engineer 24 days Mon 04/10/17Thu 04/13/17
24 1.1.4 Head of
Contracts
and
Specification
Department
17 days Fri
04/14/17
Mon
05/08/17
25 1.1.4.1 Writer of
contract
8 days Fri
04/14/17
Tue
04/25/17
26 1.1.4.2 Writer of
Specification
9 days Wed
04/26/17
Mon
05/08/17
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter 1st Quarter 2nd Quarter
63
Mode
WBS Task Name Duration Start Finish
0 0 WBS 2 86 days Mon
01/09/17
Mon
05/08/17
1 1 Company Director86 days Mon 01/09/17Mon 05/08/17
2 1.1 Executive Director86 days Mon 01/09/17Mon 05/08/17
3 1.1.1 Head of
Accounting
5 days Mon
01/09/17
Fri
01/13/17
4 1.1.1.1 Accountant 12 days Mon 01/09/17Tue 01/10/17
5 1.1.1.2 Accountant 23 days Wed 01/11/17Fri 01/13/17
6 1.1.2 Head of Design43 days Mon 01/16/17Wed 03/15/17
7 1.1.2.1 Architecture
Engineer
12 days Mon
01/16/17
Tue
01/31/17
8 1.1.2.1.1 Architect Drafter 15 days Mon 01/16/17Fri 01/20/17
9 1.1.2.1.2 Architect Drafter 27 days Mon 01/23/17Tue 01/31/17
10 1.1.2.2 Structural Engineer11 days Wed 02/01/17Wed 02/15/17
11 1.1.2.2.1 Sructural Drafter16 days Wed 02/01/17Wed 02/08/17
12 1.1.2.2.2 Structural Drafter25 days Thu 02/09/17Wed 02/15/17
13 1.1.2.3 Electrical Engineer4 days? Thu 02/16/17Tue 02/21/17
14 1.1.2.3.1 Electrical Drafter13 days Thu 02/16/17Mon 02/20/17
15 1.1.2.3.2 Electrical Drafter 21 day? Tue 02/21/17Tue 02/21/17
16 1.1.2.4 Mechanical Engineer16 days Wed 02/22/17Wed 03/15/17
17 1.1.2.4.1 Mechanical Drafter 19 days Wed 02/22/17Mon 03/06/17
18 1.1.2.4.2 Mechanical Drafter 27 days Tue 03/07/17Wed 03/15/17
19 1.1.3 Head of
Subdivision
21 days Thu
03/16/17
Thu
04/13/17
20 1.1.3.1 Civil Engineer 16 days Thu 03/16/17Thu 03/23/17
21 1.1.3.2 Civil Engineer 25 days Fri 03/24/17Thu 03/30/17
22 1.1.3.3 MEP Engineer 16 days Fri 03/31/17Fri 04/07/17
23 1.1.3.4 MEP Engineer 24 days Mon 04/10/17Thu 04/13/17
24 1.1.4 Head of
Contracts
and
Specification
Department
17 days Fri
04/14/17
Mon
05/08/17
25 1.1.4.1 Writer of
contract
8 days Fri
04/14/17
Tue
04/25/17
26 1.1.4.2 Writer of
Specification
9 days Wed
04/26/17
Mon
05/08/17
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter 1st Quarter 2nd Quarter
63
64
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CHAPTER 4- RESEARCH FRAMEWORK AND PROBLEM STATEMENT
Research framework
Problem statement
The problem statement is a brief description of the problems that is required to be addressed
by a problem solving team. On the other hand, the statement of a problem is a claim of more than
one sentence in length that delineates the problem addressed by the study. The most important
objective of problem statement is to concentrate the attention on the problem solving team.
Around the world, each investor is looking for successful projects, in the construction
industry. The project will be successful if it has achieved its objectives and goals. The investor will
be optimistic if his project wins the satisfaction of customers. In that case, the quality of the project
should increase in parallel with the requirements of customers and all of this should be
accomplished with less cost and time (Gap 2013).
The role of the consultant on a construction project is often not fully understood by the other
parties involved in the project, including the consultant’s client and the owner. Consequently, the
consultant may find himself underutilized. There are also instances where the consultant itself is not
fully aware of his duties and obligations to the owner and others. As a result, the project may face
65
Research
approach:
deductive
Research
design:
descriptive
Data collection
method:
Primary and
secondary
Sampling:
Random
sampling
Research methodology
Research framework
Problem statement
The problem statement is a brief description of the problems that is required to be addressed
by a problem solving team. On the other hand, the statement of a problem is a claim of more than
one sentence in length that delineates the problem addressed by the study. The most important
objective of problem statement is to concentrate the attention on the problem solving team.
Around the world, each investor is looking for successful projects, in the construction
industry. The project will be successful if it has achieved its objectives and goals. The investor will
be optimistic if his project wins the satisfaction of customers. In that case, the quality of the project
should increase in parallel with the requirements of customers and all of this should be
accomplished with less cost and time (Gap 2013).
The role of the consultant on a construction project is often not fully understood by the other
parties involved in the project, including the consultant’s client and the owner. Consequently, the
consultant may find himself underutilized. There are also instances where the consultant itself is not
fully aware of his duties and obligations to the owner and others. As a result, the project may face
65
Research
approach:
deductive
Research
design:
descriptive
Data collection
method:
Primary and
secondary
Sampling:
Random
sampling
Research methodology
many problems caused due to weakness of design and the poor supervision, which is known as the
main theme of the consultant engineer. Therefore, one of the main reasons that lead to the success
of the project is to have a clever and strong consultant engineer in designing and supervising the
work of the contractor. In all the previous researches, it was addressed to the success of the project
in general factors. However, from the above discussion, problem statement for the investigation is
to find out the responsibilities, roles and effectiveness of project management consultancy to make
a project successful. This aim will explain the effectiveness of services provided by the project
management consultancy to the owners and the clients.
The gap is evident in the literature review as it shows that the project management
consultant has faced the problem of construct ability issues which have raised from the team
members. Along with this, none of the researches have demonstrated that project management
consultant has deal with problems with the contractor which directly affects the project activities.
Further, from the previous researches, the researcher has determined the gap related to the quality
level needed for each system that has attracted the customers to lease apartments and owners to give
accommodation to customers on lease with good profit. The gap is evident in the literature review
as it shows that the sample size requires being large. The increase in sample size gives greater
power to detect differences.
66
main theme of the consultant engineer. Therefore, one of the main reasons that lead to the success
of the project is to have a clever and strong consultant engineer in designing and supervising the
work of the contractor. In all the previous researches, it was addressed to the success of the project
in general factors. However, from the above discussion, problem statement for the investigation is
to find out the responsibilities, roles and effectiveness of project management consultancy to make
a project successful. This aim will explain the effectiveness of services provided by the project
management consultancy to the owners and the clients.
The gap is evident in the literature review as it shows that the project management
consultant has faced the problem of construct ability issues which have raised from the team
members. Along with this, none of the researches have demonstrated that project management
consultant has deal with problems with the contractor which directly affects the project activities.
Further, from the previous researches, the researcher has determined the gap related to the quality
level needed for each system that has attracted the customers to lease apartments and owners to give
accommodation to customers on lease with good profit. The gap is evident in the literature review
as it shows that the sample size requires being large. The increase in sample size gives greater
power to detect differences.
66
CHAPTER 5- ANALYSIS AND DISCUSSION
Introduction
Data analysis is another chapter within the dissertation that support in analysing and discussing
the information and data that has been gathered by the researcher. The quantitative technique has
been used by the researcher for analysing the data that is been acquired through conducting the
survey from owners and customers that are using and delivering the construction services. Along
with this finding has been provided in this chapter for understanding the knowledge regarding the
topic.
Research finding
Analysis of data obtained from owners-
Building Design 17
Maintenance 16
Management 13
Air Condition System 11
Interior Design 9
Location 8
Plumping & Electrical system 7
Civil Defense 6
Gym, Swimming Pool 5
View 4
Parking 2
67
Introduction
Data analysis is another chapter within the dissertation that support in analysing and discussing
the information and data that has been gathered by the researcher. The quantitative technique has
been used by the researcher for analysing the data that is been acquired through conducting the
survey from owners and customers that are using and delivering the construction services. Along
with this finding has been provided in this chapter for understanding the knowledge regarding the
topic.
Research finding
Analysis of data obtained from owners-
Building Design 17
Maintenance 16
Management 13
Air Condition System 11
Interior Design 9
Location 8
Plumping & Electrical system 7
Civil Defense 6
Gym, Swimming Pool 5
View 4
Parking 2
67
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Response of owners-
With the help of gathering data through conducting the Owner survey it has been found
that the most of the owner that is around 17 has stated that building design is the foremost critical
success factor for them, as they think that by focusing on this part large number of customers will
be attracted as it would meet their needs and requirement. Therefore, through this owner will enable
them to charge higher prices than the others. As a result, they can improve this part in many ways
such as exploitation of all spaces or by imagining themselves living in the house and determining
how the design should be.
With conducting the survey it has been analysed that owner has ranked, maintenance on
the second position as they care about maintenance because of its effectiveness. Form the 100
respondents 16 has stated that maintenance is the second option that they prefer as it support in
decreasing the situation of accident within the apartment or building. Along with this, through
considering the maintenance aspect it results in engaging the healthy provisions so that it may
results in attaining the emergency issues.
Through conducting the survey among the owner they has ranked management, at the
third position. Around 13 participants were supporting good management as the essential success
factor. This is because good management will care more about the structure in many ways, like to
keep it clean, follow up with customer requirements and will take care on all matters that should be
followed up. A good manger will reduce risk for owner by paying for useless things. It will also
give the owner the highest quality of how to manage the building needs. A good manager will reach
the customer’s need without paying more cost.
68
Building Design
Maintenance
Management
Air Condition System
Interior Design
Location
Plumping & Electrical system
Civil Defense
Gym, Swimming Pool
View
Parking
0
6
12
18
Owner's survey
Column B
With the help of gathering data through conducting the Owner survey it has been found
that the most of the owner that is around 17 has stated that building design is the foremost critical
success factor for them, as they think that by focusing on this part large number of customers will
be attracted as it would meet their needs and requirement. Therefore, through this owner will enable
them to charge higher prices than the others. As a result, they can improve this part in many ways
such as exploitation of all spaces or by imagining themselves living in the house and determining
how the design should be.
With conducting the survey it has been analysed that owner has ranked, maintenance on
the second position as they care about maintenance because of its effectiveness. Form the 100
respondents 16 has stated that maintenance is the second option that they prefer as it support in
decreasing the situation of accident within the apartment or building. Along with this, through
considering the maintenance aspect it results in engaging the healthy provisions so that it may
results in attaining the emergency issues.
Through conducting the survey among the owner they has ranked management, at the
third position. Around 13 participants were supporting good management as the essential success
factor. This is because good management will care more about the structure in many ways, like to
keep it clean, follow up with customer requirements and will take care on all matters that should be
followed up. A good manger will reduce risk for owner by paying for useless things. It will also
give the owner the highest quality of how to manage the building needs. A good manager will reach
the customer’s need without paying more cost.
68
Building Design
Maintenance
Management
Air Condition System
Interior Design
Location
Plumping & Electrical system
Civil Defense
Gym, Swimming Pool
View
Parking
0
6
12
18
Owner's survey
Column B
Fourthly, around owner has also stated that Air Condition System is one of the most
important parts/system in UAE, and this is due to the extreme rise in temperature and humidity.
From the view point of 11 owners in the survey it focuses on air conditioning system within the
UAE. Therefore, it is impossible to live without an air conditioner, and it will remain working
almost all day long which will reflect the high monthly electricity bill. Choosing a good material for
Air condition system will reduce the possible crash and it will increase the strength and the amount
of cooling.
At the fifth position owner give the priority to the interest in Interior Design by the owner
because it reflects the greater value of the project and makes it distinct from the neighbouring
projects. From the survey 9 owners has rated it the interior design can be done by increasing the
class of specifications and finishes of the project, the owner can care on interior design more by
caring on the Entrance & Corridor of the project more than any parts, because those places in the
project will be the first place for the customer to see.
On the Sixth position 8 owners has rated Location is one of the most important factors for
some Owners because the project location will mostly attract people who are working near the
project. For example, the project that is near to the area of banks will attract people who are
working at those banks even for industrial areas. Also its location from the city centre to be near to
all places (Schools, services institutions..etc....) and for sure people would not prefer to live in
places known as crowded areas.
From the conducted survey it was stated that around 7 owners has concentrate on the factor
that is Plumping & Electrical system is a critical element that broadly affects the cost of the project
and the cost of the maintenance. Therefore, whenever the selected quality for this is higher, the cost
maintenance period becomes less, which would reduce the amount of complaints from tenants. The
consultant engineer will be responsible on the installation method statement and point’s distribution
in order to achieve a high-quality coordination drawing that should be designed from either main
contract or sub-contract and approved from the MEP engineer.
Another critical success factor for owner include Civil Defines. From the survey among 100
respondents 6 has voted to the civil defence in general it can control fire action and limit the
occurrence and spread, on that it gives a safe feeling for tenants and owners.
Ninth, Gym & Swimming pool it is not important for owners because it is costly and it is a
kind of entertainment for tenants. They will be responsible for the safety of the people who are
entering it. From the conducted survey among the owners 5 were in the favour of that as it assist the
building and apartment to look designed. Along with this for the youngsters it is one of the
important factor that need to be consider while constructing or renovating the apartment in the
69
important parts/system in UAE, and this is due to the extreme rise in temperature and humidity.
From the view point of 11 owners in the survey it focuses on air conditioning system within the
UAE. Therefore, it is impossible to live without an air conditioner, and it will remain working
almost all day long which will reflect the high monthly electricity bill. Choosing a good material for
Air condition system will reduce the possible crash and it will increase the strength and the amount
of cooling.
At the fifth position owner give the priority to the interest in Interior Design by the owner
because it reflects the greater value of the project and makes it distinct from the neighbouring
projects. From the survey 9 owners has rated it the interior design can be done by increasing the
class of specifications and finishes of the project, the owner can care on interior design more by
caring on the Entrance & Corridor of the project more than any parts, because those places in the
project will be the first place for the customer to see.
On the Sixth position 8 owners has rated Location is one of the most important factors for
some Owners because the project location will mostly attract people who are working near the
project. For example, the project that is near to the area of banks will attract people who are
working at those banks even for industrial areas. Also its location from the city centre to be near to
all places (Schools, services institutions..etc....) and for sure people would not prefer to live in
places known as crowded areas.
From the conducted survey it was stated that around 7 owners has concentrate on the factor
that is Plumping & Electrical system is a critical element that broadly affects the cost of the project
and the cost of the maintenance. Therefore, whenever the selected quality for this is higher, the cost
maintenance period becomes less, which would reduce the amount of complaints from tenants. The
consultant engineer will be responsible on the installation method statement and point’s distribution
in order to achieve a high-quality coordination drawing that should be designed from either main
contract or sub-contract and approved from the MEP engineer.
Another critical success factor for owner include Civil Defines. From the survey among 100
respondents 6 has voted to the civil defence in general it can control fire action and limit the
occurrence and spread, on that it gives a safe feeling for tenants and owners.
Ninth, Gym & Swimming pool it is not important for owners because it is costly and it is a
kind of entertainment for tenants. They will be responsible for the safety of the people who are
entering it. From the conducted survey among the owners 5 were in the favour of that as it assist the
building and apartment to look designed. Along with this for the youngsters it is one of the
important factor that need to be consider while constructing or renovating the apartment in the
69
UAE.
Through considering the view point of owners from the survey it has been assessed that 4
respondents has stated that view point within the owner is consider as an effective aspect that
support in successfully implementing the project. it depends on the location of the project and what
is near to it. The view part is good and needed but not a critical point for the owner because they
will not live in it and they think that if they find the customer’s satisfaction from another point, they
would be distracted and not really care to look for the view.
From the conducted survey only 2 respondents from the overall 100 respondents were in the
favour that enabling the parking activities is consider as the effective Parking is a less requirement
for owners, because it will cost them too much without return on it. One of the terms is that there
should be one parking for each apartment and most of those parking will not be used because a lot
of people will find and prefer a location to park their cars outside instead of going up 3 or 4 floors
to park.
Response of customers-
Customer Number of respondents
Building Design 41
Air Condition System 26
Parking 21
Maintenance 19
Location 18
Gym, Swimming Pool 15
Management 14
Civil Defense 13
Interior Design 12
Plumping & Electrical System 11
View 10
70
Through considering the view point of owners from the survey it has been assessed that 4
respondents has stated that view point within the owner is consider as an effective aspect that
support in successfully implementing the project. it depends on the location of the project and what
is near to it. The view part is good and needed but not a critical point for the owner because they
will not live in it and they think that if they find the customer’s satisfaction from another point, they
would be distracted and not really care to look for the view.
From the conducted survey only 2 respondents from the overall 100 respondents were in the
favour that enabling the parking activities is consider as the effective Parking is a less requirement
for owners, because it will cost them too much without return on it. One of the terms is that there
should be one parking for each apartment and most of those parking will not be used because a lot
of people will find and prefer a location to park their cars outside instead of going up 3 or 4 floors
to park.
Response of customers-
Customer Number of respondents
Building Design 41
Air Condition System 26
Parking 21
Maintenance 19
Location 18
Gym, Swimming Pool 15
Management 14
Civil Defense 13
Interior Design 12
Plumping & Electrical System 11
View 10
70
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By analysing the Customer survey we found that the most important part for them is the
design of building. From the survey around 41 respondents from the overall 200 stated that building
design is the foremost critical success factor. If the design achieved the requirements of the
customer with the needed space, apartment style and shape; then it will make them more
comfortable. On that reason they will prefer it more than other apartments even if it is more costly.
Secondly, in the survey customers has ranked air conditioning system on the second position
as the UAE is one of the most humidity region that requires air conditioning factor. 26 customers
from the 200 has ranked it at the second position.
From the conducted survey around 21 respondents have voted for the parking factor that
they requires while engaging in the construction activities, each family has more than one car with
them and the capacity of building cannot fit all numbers of cars. Moreover the public parking now
are prepaid, which will be costly yearly and fine will be applied for cars which did not pay. Along
with these customers has stated that parking the car outside will effect badly on the car because of
the strong sun. Even though the people will not prefer to spend more time looking for parking on
that the parking part will be important for them
Fourthly, 19 respondents from the 200 customers in the UAE consider Maintenance as one
of the basic elements complementary to the project because there are implications for the extent of
its impact on tenants. The tenants care about either the problem in their apartment will be fixed
directly or indirectly, if the maintenance team are professionals or if they will do the annual check-
up.
From the conducted survey around 18 customers has stated that location will be their fifth
factor that they would consider. Location will be critical for some people more than others because
of location of either their work or near to family or far away from crowded area or located in city
71
Building Design
Air Condition System
Parking
Maintenance
Location
Gym, Swimming Pool
Management
Civil Defense
Interior Design
Plumping & Electrical System
View
0
10
20
30
40
Customer survey
Column I
design of building. From the survey around 41 respondents from the overall 200 stated that building
design is the foremost critical success factor. If the design achieved the requirements of the
customer with the needed space, apartment style and shape; then it will make them more
comfortable. On that reason they will prefer it more than other apartments even if it is more costly.
Secondly, in the survey customers has ranked air conditioning system on the second position
as the UAE is one of the most humidity region that requires air conditioning factor. 26 customers
from the 200 has ranked it at the second position.
From the conducted survey around 21 respondents have voted for the parking factor that
they requires while engaging in the construction activities, each family has more than one car with
them and the capacity of building cannot fit all numbers of cars. Moreover the public parking now
are prepaid, which will be costly yearly and fine will be applied for cars which did not pay. Along
with these customers has stated that parking the car outside will effect badly on the car because of
the strong sun. Even though the people will not prefer to spend more time looking for parking on
that the parking part will be important for them
Fourthly, 19 respondents from the 200 customers in the UAE consider Maintenance as one
of the basic elements complementary to the project because there are implications for the extent of
its impact on tenants. The tenants care about either the problem in their apartment will be fixed
directly or indirectly, if the maintenance team are professionals or if they will do the annual check-
up.
From the conducted survey around 18 customers has stated that location will be their fifth
factor that they would consider. Location will be critical for some people more than others because
of location of either their work or near to family or far away from crowded area or located in city
71
Building Design
Air Condition System
Parking
Maintenance
Location
Gym, Swimming Pool
Management
Civil Defense
Interior Design
Plumping & Electrical System
View
0
10
20
30
40
Customer survey
Column I
centre, their choice will save time and money for them.
At the sixth position it focuses on the Gym & Swimming Pool, will be mostly for big
families who have many children. From the 200 respondents 15 respondents has ranked gyms &
swimming pool factor on the fifth preferable position. These families will prefer to live in buildings
which have gyms & swimming pools instead of sending them to the sea or any location far away.
This will be mostly in the summer when the sun would be strong, even though for fitness, people
will not prefer too far gym because it will waste their time and spend their money.
At the seventh position from the conducted survey it has been analysed that 14 customers
has responded towards the goof management within the company so that they can easily engage in
effective design of the building and apartment in the UAE. Management a good management will
care about tenants more than others. A good management will even care about the project.
13 customers were in the favour of Civil Defence. This system is preferred but not critical
for tenants because it will be useful only for fire which will happen rarely that means it will not play
a significant role in taking decisions.
While through conducting the survey among the customers 12 respondents or customer were
in the favour that they also prefer interior design factor while engaging in the construction activities.
Interior Design, people will care about this option if they have more guests or otherwise they will
not prefer to pay more to have special interior design
On the other hand, 11 customers in the UAE has focuses on Plumping & Electrical System
factor while engaging in the construction activities. Therefore for this, tenants will not know the
details of this option, they will look if the drainage system is working or not, there is no leakage,
contains enough light & Sockets.
At the last from the survey it has been analysed that from the 200 customers 10 respondents
have ranked the view perspective at the last as they consider as the least critical factor while
engaging in the construction activities. customers has voted for the aspect of view will not effect on
tenants choice, all their requirement is sunlight to enter to the middle of the apartment.
From the conducted survey it has been identified that critical success factor ais accordant with
the UAE requirement. It’s not easy to get a permission to construct a building in the UAE, because
some certain rules and special conditions should be followed, the project life should pass through
two stages which are design stage and supervision stage. The design stage means completing the
study of the project with full details and follow-up departments to get the approvals. At supervision
phase, the consultant supervises the contractor and makes sure how the work is done; if it’s same to
drawing and terms and conditions that were agreed upon during tender. GULF SKY is an integrated
Planning, Architectural Design, Interior Design, Civil Engineering, Electromechanical Engineering
72
At the sixth position it focuses on the Gym & Swimming Pool, will be mostly for big
families who have many children. From the 200 respondents 15 respondents has ranked gyms &
swimming pool factor on the fifth preferable position. These families will prefer to live in buildings
which have gyms & swimming pools instead of sending them to the sea or any location far away.
This will be mostly in the summer when the sun would be strong, even though for fitness, people
will not prefer too far gym because it will waste their time and spend their money.
At the seventh position from the conducted survey it has been analysed that 14 customers
has responded towards the goof management within the company so that they can easily engage in
effective design of the building and apartment in the UAE. Management a good management will
care about tenants more than others. A good management will even care about the project.
13 customers were in the favour of Civil Defence. This system is preferred but not critical
for tenants because it will be useful only for fire which will happen rarely that means it will not play
a significant role in taking decisions.
While through conducting the survey among the customers 12 respondents or customer were
in the favour that they also prefer interior design factor while engaging in the construction activities.
Interior Design, people will care about this option if they have more guests or otherwise they will
not prefer to pay more to have special interior design
On the other hand, 11 customers in the UAE has focuses on Plumping & Electrical System
factor while engaging in the construction activities. Therefore for this, tenants will not know the
details of this option, they will look if the drainage system is working or not, there is no leakage,
contains enough light & Sockets.
At the last from the survey it has been analysed that from the 200 customers 10 respondents
have ranked the view perspective at the last as they consider as the least critical factor while
engaging in the construction activities. customers has voted for the aspect of view will not effect on
tenants choice, all their requirement is sunlight to enter to the middle of the apartment.
From the conducted survey it has been identified that critical success factor ais accordant with
the UAE requirement. It’s not easy to get a permission to construct a building in the UAE, because
some certain rules and special conditions should be followed, the project life should pass through
two stages which are design stage and supervision stage. The design stage means completing the
study of the project with full details and follow-up departments to get the approvals. At supervision
phase, the consultant supervises the contractor and makes sure how the work is done; if it’s same to
drawing and terms and conditions that were agreed upon during tender. GULF SKY is an integrated
Planning, Architectural Design, Interior Design, Civil Engineering, Electromechanical Engineering
72
and Project Management Consulting firm. It has structured with highly qualified multi-disciplined
team of professionals who cover the majority of services supported by highly competent technical.
The process of guiding and controlling a project from start to finish may be further divided into 5
basic phases for a consulting engineer (The standard within UAE):
1. Construction Project Idea
2. Formation and Beginning
3. Project designation and planning
4. Project launch or execution
5. Project performance and control
6. Project Completion
73
team of professionals who cover the majority of services supported by highly competent technical.
The process of guiding and controlling a project from start to finish may be further divided into 5
basic phases for a consulting engineer (The standard within UAE):
1. Construction Project Idea
2. Formation and Beginning
3. Project designation and planning
4. Project launch or execution
5. Project performance and control
6. Project Completion
73
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CHAPTER 6- RECOMMENDATION AND CONCLUSION
Introduction
last chapter in the dissertation is recommendation and conclusion that mainly summarizes
the information and data that has been gathered through conducting the data analysis. The
recommendation has been provided so that manager may result in completing the project within the
specified budget. On the other hand, conclusion has also provided that clearly states the certain
factors that assist in completing the construction process in proper manner.
Recommendation
It is recommended that owners only need successful projects, which should be completed
within budget, schedule and a reasonable quality. It also recommended that Quality Assurance is
required for achieving the requirements for the project and guarantee the benefits of the project
without flaws or obstacles and ensure it for a long-term. The consultant should follow different
types of format. Municipality terms and Requirement of all government department is critical for
the consultant engineer to follow these terms and requirements to have the approval of all the
drawings in a short time. This responsibility is to take all the preliminary approvals for the project
and follow up any modifying outcome of the project. Along with this it is also recommended that in
the UAE, each project should be designed by a consultant office, which should provide the owner
the perfect specifications, which in turn offers a good quality with the required budget. Before the
consulting engineer starts designing the project with the owner’s requirements, the target customer
should be defined in the target project, then the project will go in a life cycle (Planning & Study,
Design & Municipality Approval, Tender, Construction, and Handover), many factors will decide
whether the project will succeed or fail, the factors are: Rate of return: assumed by a feasible study before the project starts, on that rate of
feasibility if it is more than 10% per year, the project is a success, otherwise it turns to fail. Expected Budget: to have an expected budget equal to the project cost.
Project Plane & Schedule: The project plan must also describe the execution, management
and control of the project. This information can be provided by referencing other documents
that will be produced, such as a procurement plan or a construction plan, or it may be
detailed in the project plan itself.
The project plan typically covers topics used in the project execution system and includes the
following main aspects:
1. Scope management
2. Requirements management
74
Introduction
last chapter in the dissertation is recommendation and conclusion that mainly summarizes
the information and data that has been gathered through conducting the data analysis. The
recommendation has been provided so that manager may result in completing the project within the
specified budget. On the other hand, conclusion has also provided that clearly states the certain
factors that assist in completing the construction process in proper manner.
Recommendation
It is recommended that owners only need successful projects, which should be completed
within budget, schedule and a reasonable quality. It also recommended that Quality Assurance is
required for achieving the requirements for the project and guarantee the benefits of the project
without flaws or obstacles and ensure it for a long-term. The consultant should follow different
types of format. Municipality terms and Requirement of all government department is critical for
the consultant engineer to follow these terms and requirements to have the approval of all the
drawings in a short time. This responsibility is to take all the preliminary approvals for the project
and follow up any modifying outcome of the project. Along with this it is also recommended that in
the UAE, each project should be designed by a consultant office, which should provide the owner
the perfect specifications, which in turn offers a good quality with the required budget. Before the
consulting engineer starts designing the project with the owner’s requirements, the target customer
should be defined in the target project, then the project will go in a life cycle (Planning & Study,
Design & Municipality Approval, Tender, Construction, and Handover), many factors will decide
whether the project will succeed or fail, the factors are: Rate of return: assumed by a feasible study before the project starts, on that rate of
feasibility if it is more than 10% per year, the project is a success, otherwise it turns to fail. Expected Budget: to have an expected budget equal to the project cost.
Project Plane & Schedule: The project plan must also describe the execution, management
and control of the project. This information can be provided by referencing other documents
that will be produced, such as a procurement plan or a construction plan, or it may be
detailed in the project plan itself.
The project plan typically covers topics used in the project execution system and includes the
following main aspects:
1. Scope management
2. Requirements management
74
3. Schedule management
4. Financial management
5. Quality management
6. Resource management
7. Stakeholder management – New from PMBOK 5
8. Communications management
9. Project change management
10. Risk management
Owner Customer
1 Building Design Building Design
2 Maintenance Air Condition System
3 Management Parking
4 Air Condition System Maintenance
5 Interior Design Location
6 Location Gym, Swimming Pool
7 Plumping & Electrical system Management
8 Civil Defense Civil Defense
9 Gym, Swimming Pool Interior Design
10 View Plumping & Electrical System
11 Parking View
It is good practice and mostly required by large consulting and professional project management
firms, to have a formally agreed and version controlled project management plan approved in the
early stages of the project, and applied throughout the project. Measurements: the measurement of project based on different factors ( Building design,
interior design, location, Air condition system, Plumping & electrical system, Civil
Defences, Entrance and parking, Management, Gym and swimming pool, maintenance,
View ), a two survey were made on owners and customers to know which factor should be
focused on, The result show that the most important for both is the design of the building
followed with the owner's maintenance and management, for customers followed with air
condition system and parking. The worst one for owner was the parking and for the
customer was the view, the consequence will be shown in a table: Specification: Generally, should be written after the drawings have been approved, this
75
4. Financial management
5. Quality management
6. Resource management
7. Stakeholder management – New from PMBOK 5
8. Communications management
9. Project change management
10. Risk management
Owner Customer
1 Building Design Building Design
2 Maintenance Air Condition System
3 Management Parking
4 Air Condition System Maintenance
5 Interior Design Location
6 Location Gym, Swimming Pool
7 Plumping & Electrical system Management
8 Civil Defense Civil Defense
9 Gym, Swimming Pool Interior Design
10 View Plumping & Electrical System
11 Parking View
It is good practice and mostly required by large consulting and professional project management
firms, to have a formally agreed and version controlled project management plan approved in the
early stages of the project, and applied throughout the project. Measurements: the measurement of project based on different factors ( Building design,
interior design, location, Air condition system, Plumping & electrical system, Civil
Defences, Entrance and parking, Management, Gym and swimming pool, maintenance,
View ), a two survey were made on owners and customers to know which factor should be
focused on, The result show that the most important for both is the design of the building
followed with the owner's maintenance and management, for customers followed with air
condition system and parking. The worst one for owner was the parking and for the
customer was the view, the consequence will be shown in a table: Specification: Generally, should be written after the drawings have been approved, this
75
specification should contain all details about the project (civil work, Electrical work,
Plumping Work, Air Condition System work, Etisalat, lifts, Gas, civil defence…etc. ), this
specification should contain the work method and the materials to be used, this specification
helps to identify the project and show its value.
Drawing: Each project has drawings which have been approved by municipality, the
drawings will be the reference of the project later, so if the owner needs to know anything
about the project's details he should check the drawings, so as the drawings are more clear
for him because he can go back for it.
These factors indicate the success of the project in general, the success rate of each part
indicates the percentage of the project’s success. Each factor has many roles that push to success.
These factors are related to the consultant’s work to lead the project to success.
Through making the above recommendation it critically reflected that with the help of this I
can easily assess different factors that are required for engaging in the successful construction
process. It also support me in gaining and understanding the role of consultant in framing the plan
for the construction process.
Conclusion
The consultant should be playing many varieties of roles during the construction process.
Because the consultant should be available in each part of the construction project and usually he
should be involved in the project from the starting point until delivered the project to the owner. It is
important to the consultant for understand his roles and his working procedure. Along with this,
through conducting the dissertation it has been also concluded that role of consultant engineer plays
significant role within the organisation as it supports them in performing the proper activities that
attract the customers towards their building design.
Along with this, it is also there are also plenty of factors touching the quality of construction
such as, (Design, material specification, table of quantity, machinery, construction technology
supervision, method of operation, technical measures, management system, topography,
transaction, geology, hydrology and so on.). Construction contractor could get the best profitable
outcome, if they follow to the principle of quality first and insist on quality standard with the core
of artificial control and inhibition. As a result, this will provide a higher quality, safe, suitable and
economic composite product. The quality management in the construction industry differs from that
of the product industry.
The successful consultant engineer should follow his own laws to do his unique design and
his supervision way on projects. In this research, the role of consultant engineer is to make a
76
Plumping Work, Air Condition System work, Etisalat, lifts, Gas, civil defence…etc. ), this
specification should contain the work method and the materials to be used, this specification
helps to identify the project and show its value.
Drawing: Each project has drawings which have been approved by municipality, the
drawings will be the reference of the project later, so if the owner needs to know anything
about the project's details he should check the drawings, so as the drawings are more clear
for him because he can go back for it.
These factors indicate the success of the project in general, the success rate of each part
indicates the percentage of the project’s success. Each factor has many roles that push to success.
These factors are related to the consultant’s work to lead the project to success.
Through making the above recommendation it critically reflected that with the help of this I
can easily assess different factors that are required for engaging in the successful construction
process. It also support me in gaining and understanding the role of consultant in framing the plan
for the construction process.
Conclusion
The consultant should be playing many varieties of roles during the construction process.
Because the consultant should be available in each part of the construction project and usually he
should be involved in the project from the starting point until delivered the project to the owner. It is
important to the consultant for understand his roles and his working procedure. Along with this,
through conducting the dissertation it has been also concluded that role of consultant engineer plays
significant role within the organisation as it supports them in performing the proper activities that
attract the customers towards their building design.
Along with this, it is also there are also plenty of factors touching the quality of construction
such as, (Design, material specification, table of quantity, machinery, construction technology
supervision, method of operation, technical measures, management system, topography,
transaction, geology, hydrology and so on.). Construction contractor could get the best profitable
outcome, if they follow to the principle of quality first and insist on quality standard with the core
of artificial control and inhibition. As a result, this will provide a higher quality, safe, suitable and
economic composite product. The quality management in the construction industry differs from that
of the product industry.
The successful consultant engineer should follow his own laws to do his unique design and
his supervision way on projects. In this research, the role of consultant engineer is to make a
76
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successful project by analysing both sections (design and supervision) to get stronger and superior
results to satisfy the owners, the lessees, and achieve fame in creativity. In this paper, we also are
going to identify the effectiveness, roles and responsibility of project management consultancy. This
thesis analyzes successful project 9 factors, according to the consultant, and describes how the
consultant can affect these factors. But it has different my own way in which I have considered the
view points of different consultation people and select the best one for implementation. The
generated results from these are easy to assimilate and communicate. It outcomes can be represent
in different formats.
77
results to satisfy the owners, the lessees, and achieve fame in creativity. In this paper, we also are
going to identify the effectiveness, roles and responsibility of project management consultancy. This
thesis analyzes successful project 9 factors, according to the consultant, and describes how the
consultant can affect these factors. But it has different my own way in which I have considered the
view points of different consultation people and select the best one for implementation. The
generated results from these are easy to assimilate and communicate. It outcomes can be represent
in different formats.
77
ACKNOWLEDGEMENT
Special thanks to my father and mother, who are always on my side, forever optimistic and
my best motivator. No matter what, thanks for Gulf Sky Office for supporting me with document
and information, and especially because it increase my experience in consultant engineer field
Moreover, I want to thank my supervisor Dr. Mohammad Fareq for supporting me in my project,
correcting me when I’m wrong, and for helping me all the way. Thanks to all of my teachers and
guiders who helped me all the way through the top, I wouldn’t have made it without your
enlightenment. Never to forget, thank you Allah for giving me all these gifts and this irreplaceable
knowledge, I know that I need to pray more and do more, I’m really sorry for my shortly cut
worshipping.
78
Special thanks to my father and mother, who are always on my side, forever optimistic and
my best motivator. No matter what, thanks for Gulf Sky Office for supporting me with document
and information, and especially because it increase my experience in consultant engineer field
Moreover, I want to thank my supervisor Dr. Mohammad Fareq for supporting me in my project,
correcting me when I’m wrong, and for helping me all the way. Thanks to all of my teachers and
guiders who helped me all the way through the top, I wouldn’t have made it without your
enlightenment. Never to forget, thank you Allah for giving me all these gifts and this irreplaceable
knowledge, I know that I need to pray more and do more, I’m really sorry for my shortly cut
worshipping.
78
REFERENCES
Aliverdi, R., Naeni, L.M. and Salehipour, A., 2013. Monitoring project duration and cost in a
construction project by applying statistical quality control charts. International Journal of
Project Management, 31(3), pp.411-423.
Alzahrani, J.I. and Emsley, M.W., 2013. The impact of contractors’ attributes on construction
project success s: A post construction evaluation. International Journal of Project
Management, 31(2), pp.313-322.
Bauer, G.R., 2014. Incorporating intersectionality theory into population health research
methodology: Challenges and the potential to advance health equity. Social Science &
Medicine, 110, pp.10-17.
Billig, S.H. and Waterman, A.S. eds., 2014. Studying service-learning: Innovations in education
research methodology. Routledge.
Cammarota, J. and Fine, M., 2010. Revolutionizing education: Youth participatory action research
in motion. Routledge.
Duy Nguyen, L., Ogunlana, S.O. and Thi Xuan Lan, D., 2004. A study on project success factors in
large construction projects in Vietnam.Engineering, Construction and Architectural
Management, 11(6), pp.404-413.
Ebrahimi, M. and Sadeghi, M., 2013. Quality management and performance: An annotated review.
International Journal of Production Research, 51(18), pp.5625-5643.
Egemen, M. and Mohamed, A.N., 2006. Clients’ needs, wants and expectations from contractors
and approach to the concept of repetitive works in the Northern Cyprus construction
market. Building and Environment,41(5), pp.602-614.w
Flick, U., 2015. Introducing research methodology: A beginner's guide to doing a research project.
Sage.
Forsythe, P.J., 2012. Profiling customer perceived service quality expectations in made-to-order
housing construction in Australia. Engineering, Construction and Architectural
Management, 19(6), pp.587-609.
Gap, c., 2013. Iii. Problem statement. Systems engineering capstone project report, p.9.
Gast, D.L. and Ledford, J.R., 2014. Single case research methodology: Applications in special
education and behavioral sciences. Routledge.
Harris, F. and McCaffer, R., 2013. Modern construction management. John Wiley & Sons.
Jaju, S.B., Mohanty, R.P. and Lakhe, R.R., 2009. Towards managing quality cost: A case study.
Total Quality Management, 20(10), pp.1075-1094.
79
Aliverdi, R., Naeni, L.M. and Salehipour, A., 2013. Monitoring project duration and cost in a
construction project by applying statistical quality control charts. International Journal of
Project Management, 31(3), pp.411-423.
Alzahrani, J.I. and Emsley, M.W., 2013. The impact of contractors’ attributes on construction
project success s: A post construction evaluation. International Journal of Project
Management, 31(2), pp.313-322.
Bauer, G.R., 2014. Incorporating intersectionality theory into population health research
methodology: Challenges and the potential to advance health equity. Social Science &
Medicine, 110, pp.10-17.
Billig, S.H. and Waterman, A.S. eds., 2014. Studying service-learning: Innovations in education
research methodology. Routledge.
Cammarota, J. and Fine, M., 2010. Revolutionizing education: Youth participatory action research
in motion. Routledge.
Duy Nguyen, L., Ogunlana, S.O. and Thi Xuan Lan, D., 2004. A study on project success factors in
large construction projects in Vietnam.Engineering, Construction and Architectural
Management, 11(6), pp.404-413.
Ebrahimi, M. and Sadeghi, M., 2013. Quality management and performance: An annotated review.
International Journal of Production Research, 51(18), pp.5625-5643.
Egemen, M. and Mohamed, A.N., 2006. Clients’ needs, wants and expectations from contractors
and approach to the concept of repetitive works in the Northern Cyprus construction
market. Building and Environment,41(5), pp.602-614.w
Flick, U., 2015. Introducing research methodology: A beginner's guide to doing a research project.
Sage.
Forsythe, P.J., 2012. Profiling customer perceived service quality expectations in made-to-order
housing construction in Australia. Engineering, Construction and Architectural
Management, 19(6), pp.587-609.
Gap, c., 2013. Iii. Problem statement. Systems engineering capstone project report, p.9.
Gast, D.L. and Ledford, J.R., 2014. Single case research methodology: Applications in special
education and behavioral sciences. Routledge.
Harris, F. and McCaffer, R., 2013. Modern construction management. John Wiley & Sons.
Jaju, S.B., Mohanty, R.P. and Lakhe, R.R., 2009. Towards managing quality cost: A case study.
Total Quality Management, 20(10), pp.1075-1094.
79
Paraphrase This Document
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Kikwasi, G., 2013, February. Causes and effects of delays and disruptions in construction projects
in Tanzania. In Australasian Journal of Construction Economics and Building-Conference
Series (Vol. 1, No. 2, pp. 52-59).
Luo, W. and Liberatore, M.J., 2009. Achieving it consultant objectives through client project
success. Information & management, 46(5), pp.259-266.
Malkat, M. and Byung-GYOO, K., 2012. An Investigation on the Stakeholders of Construction
Projects in Dubai and Adjacent Regions. International Proceedings of Economics
Development & Research, 45, pp.77-82.
Mohammadipour, F. and Sadjadi, S.J., 2016. Project cost–quality–risk tradeoff analysis in a time-
constrained problem. Computers & Industrial Engineering, 95, pp.111-121.
Oakland, J.S., 2014. Total quality management and operational excellence: text with cases.
Routledge.
Ogunsanmi, O.E., Salako, O.A. and Ajayi, O.M., 2011. Risk classification model for design and
build projects. Journal of Engineering, Project, and Production Management, 1(1), p.46.
Palaneeswaran, E., Ng, T. and Kumaraswamy, M., 2006. Client satisfaction and quality
management systems in contractor organizations. Building and Environment, 41(11),
pp.1557-1570.
PMBoK, A., 2000. Guide to the project Management body of knowledge.Project Management
Institute, Pennsylvania USA.
Purnus, A. and Bodea, C.N., 2014. Correlation between Time and Cost in a Quantitative Risk
Analysis of Construction Projects. Procedia Engineering, 85, pp.436-445.
Rajendran, S., Clarke, B. and Andrews, R., 2012. Quality Management in
Construction. Professional Safety, 57(11), p.37.
San Cristóbal, J.R., 2009. Time, cost, and quality in a road building project. Journal of Construction
Engineering and Management, 135(11), pp.1271-1274.
Sui Pheng, L., Boon Kee, T. and Ang Aik Leng, A., 1999. Effectiveness of ISO 9000 in raising
construction quality standards: some empirical evidence using CONQUAS
scores. Structural Survey, 17(2), pp.89-108.
Yang, J.B. and Peng, S.C., 2008. Development of a customer satisfaction evaluation model for
construction project management. Building and Environment, 43(4), pp.458-468.
Zhang, S., Teizer, J., Lee, J.K., Eastman, C.M. and Venugopal, M., 2013. Building information
modeling (BIM) and safety: Automatic safety checking of construction models and
schedules. Automation in Construction, 29, pp.183-195.
80
in Tanzania. In Australasian Journal of Construction Economics and Building-Conference
Series (Vol. 1, No. 2, pp. 52-59).
Luo, W. and Liberatore, M.J., 2009. Achieving it consultant objectives through client project
success. Information & management, 46(5), pp.259-266.
Malkat, M. and Byung-GYOO, K., 2012. An Investigation on the Stakeholders of Construction
Projects in Dubai and Adjacent Regions. International Proceedings of Economics
Development & Research, 45, pp.77-82.
Mohammadipour, F. and Sadjadi, S.J., 2016. Project cost–quality–risk tradeoff analysis in a time-
constrained problem. Computers & Industrial Engineering, 95, pp.111-121.
Oakland, J.S., 2014. Total quality management and operational excellence: text with cases.
Routledge.
Ogunsanmi, O.E., Salako, O.A. and Ajayi, O.M., 2011. Risk classification model for design and
build projects. Journal of Engineering, Project, and Production Management, 1(1), p.46.
Palaneeswaran, E., Ng, T. and Kumaraswamy, M., 2006. Client satisfaction and quality
management systems in contractor organizations. Building and Environment, 41(11),
pp.1557-1570.
PMBoK, A., 2000. Guide to the project Management body of knowledge.Project Management
Institute, Pennsylvania USA.
Purnus, A. and Bodea, C.N., 2014. Correlation between Time and Cost in a Quantitative Risk
Analysis of Construction Projects. Procedia Engineering, 85, pp.436-445.
Rajendran, S., Clarke, B. and Andrews, R., 2012. Quality Management in
Construction. Professional Safety, 57(11), p.37.
San Cristóbal, J.R., 2009. Time, cost, and quality in a road building project. Journal of Construction
Engineering and Management, 135(11), pp.1271-1274.
Sui Pheng, L., Boon Kee, T. and Ang Aik Leng, A., 1999. Effectiveness of ISO 9000 in raising
construction quality standards: some empirical evidence using CONQUAS
scores. Structural Survey, 17(2), pp.89-108.
Yang, J.B. and Peng, S.C., 2008. Development of a customer satisfaction evaluation model for
construction project management. Building and Environment, 43(4), pp.458-468.
Zhang, S., Teizer, J., Lee, J.K., Eastman, C.M. and Venugopal, M., 2013. Building information
modeling (BIM) and safety: Automatic safety checking of construction models and
schedules. Automation in Construction, 29, pp.183-195.
80
81
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