Chapter-7 Controng Pro|ect Integraton and Work7.1Work Scope
Contro7.2Product Ouaty Contro7.3Labor Productvty Contro7.4Equpment
Productvty Contro7.5Matera Productvty Contro7.6Work Schedue
Contro7.7Performance Contro Usng Earned Vaue AnayssAn emcent
ntegrated pro|ect contro system generates nformaton that can mprove
the productvty of man and matera; economze the empoyment of
resources; enabe understandng of tme and cost behavors; provde eary
warnng sgnas of ensurng dangers; update resource pannng and costng
norms; prevent pferages and fraud; and assst n formuatng
bonus/ncentve schemes for motvatng peope.Lke the gudance systemof a
msse, a pro|ect needs an ehectve contro system to contnuousy montor
the devatons from the panned path, and to appy correctve
measures.7.1Work Scope ControIt ams at ensurng that pro|ect ncudes
a the works conformng to stpuated desgn, drawngs, speccatons and
BOO, and s concerned ony wth the work requred to compete pro|ect
successfuy. Work scope contro ensures that ony authorzed works are
done, these works are carred out as per approved constructon
practces, whe workng under safe envronment and end product meets
the functona and speced requrements. It nvoves- Measurng the
approved work scope progress ncudng ordered work devaton.Anayzng
the mpcaton of devatons from the sanctoned work n terms of quantty
of work, competon tme, resources requred and cost nvoved.Formuatng
remeda measures.In the nterest of pro|ect propose, pro|ect scope
may undergo some changes from the orgna scope of work. In caseof
changes, necessary change contro system must brng out the mpcaton
of change on pro|ect tme, resources and cost pror to approva such
changes are dvded nto two categores.a) owner requested
changesb)Engneerng warranted changesA such changes have mpcatons
and must therefore be we consdered and agreed upon by the cent pror
to mpementaton(except n case of emergency). The mpcaton must be
authorzed n wrtng, recorded n change order regster, dstrbuted to a
concerned and tracked t competon.IN NEPALIf contract amount exceed
up to 10%,work s executed by the same contractorUp to 25% ncrease n
one tem, work s executed by the same contractorIf contract amount
exceed more than 10%, work s executed by the same contractor after
approva from one eve hgher authorty.If contract amount exceed more
than 25%, ask for re-rate and negotated and work s executed. If the
work s not competed n tme by the contractor then qudated
damage=.05% of contract amount and not greater than 10%7.2 Product
Ouaty ControOuaty cost more but ack of quaty cost even morecost per
unitof productionMeasure of quality( Quality
Level)EconomicbalanceTotal costPrevention andAppraisal costFailure
costOuaty contro nvoves montorng output of specc stages n the
producton of facty to determne f they compy wth reevant quaty
standard and dentfyng ways to emnate causes of unsatsfactory
resutOuaty contro measures n constructon nvoves1.Creatng quaty
conscousness2.Mobzng resources for assurng and controng product
quaty3.Settng up ste matera testng aboratory4. Tranng the concerned
stah5.Impementng Ouaty pan6.Testng Matera7.Montorng Ouaty
performance8.Investgatng cause of Ouaty Faure9.Formuatng pan to
rework when needs10.Feedback Ouaty performance for ehectve
mpementIn constructon work , Rework s necessary due to-46% ncorrect
executon-30% ack of care-8% ack of nformaton-4% ack of
competence-4%ack of knowedge30% Faure n desgn and deveopment8% ack
of cear data8% matera faut6%mpossbe to execute2% of othersFoowng
Inspecton practces are usuay recognzed as the man steps eadng to
the contro of Ouaty through nspecton1.Matera nspecton: To ensure
that materas procured are accordng to ad down as speccaton and as
per terms and condtons of suppy order. It s done at source as we as
ste.2. Process Inspecton: To ensure that operatons are beng carred
out correcty and systematcay so that nshed |ob s n accordance wth
ad down standards3.Equpment nspecton: To ensure that the equpment
beng procured are as per requrement and accordng to terms and
condtons of suppy order.4.Inspecton of nshed |ob: To ensure na
product.7.3Labor Productvty Contro Productvty=output/nput Workers
|ob productvty=Work done n unts/Ehort n man hour Workers productvty
ndex=Actua abor hour/standard abor hourStudes carred out at
constructon ste reveas that 50-70% of hs tota empoyment tme s
productve and remanng 30-50% are wasted fora. Ide watngb. Late
startng c. Unschedued breaksd. Unnecessary travenge. Eary Outtng f.
Deay n recepts of toos, materas and work nstructonsTypca causes of
ow productvty1)Unproductve tme-Rework of defectve work-Watng for
matera, equpment and nstructon-Absent from works by
workers-Frequent changes n scope of work-Conct between supervsor
and workers2)Workers ow morae:-Non fument of empoyment terms and
condton-Insecurty of empoyment-Substandard(poor) workng condton
-Frequent transfers-Frequent changes n scope of work-conct between
workers andsupervsors.3)Poor prework preparaton by supervsor-Excess
workers empoyed by supervsor-Insumcent nstructons for the executon
of work.-Incorrect sequencng of work actvtes4) Drectona faure of
pro|ect management-Faure to set performance target-Faure to make
provson for tmey resource support-Faure to provde feedbackFaure to
motvate workersWorkers productvty can be controed byRevew the
causes of unproductve tmeRepace abor by equpment where
possbeSubsttute nemcent toosImprove workng condtonEmpoy competent
supervsors.7.4Equpment Productvty ControEqupment productvty stands
for quantty of work done per equpment hour.Equpment productvty
ndex=Equpment Actua performance/Equpment standard performanceIn
constructon, some tasks are abor ntensve, some predomnanty empoy
equpment, and some use a combnaton of both, .e. abor and equpment.
Equpment productvty contro s under-taken to determne ts empoyment
tme, output acheved and ts productvty at ste. Its man purpose s to
mnmze wastage n utzaton.A gven pece of equpments productvty s
optmum when t s empoyed on the prmary task for whch t s desgned.eg.
Bu dozer used for cuttng earth and haung by dozng acton up to 60
meters.Whe purchasng a equpment, one must anayze a the possbe
aternatves(buy or ease) If we own the equpment, t ncudes deprecaton
cost, nterest, taxes, nsurance, censes, storage etc. as ownng cost
and fue cost, routne mantenance, ma|or repar, manpower cost are
operatng cost. These cost shoud be thoroughy anayzed.EXAMPLEAn
Equpment costs Rs. 50,00,000. Its fe s 5 years and savage vaue s
Rs. 20,00,000.Is t worthy to buy or ease the equpment at
Rs.10,00,000 per year? =10%Anayze the probem by equvaent worth
method.(PW,AW or FW), and gve the decson.Smary, we must cacuate
economc fe of the equpment to repace tmey.Generay, Equpment
productvty at ste dhers from the standard productvty. In the nta
stage Productvty s ess than standard. It graduay mproves provded
that equpment remans n servceabe condton. However equpment
performance depends on many nherent varabes whch are- Equpment
servceabty condtonEhect of terran/access to worksteWorkng space
restrctonWeather condtonWorkng condtonWorkng tmng etc.Factors whch
are to be controed to mprove productvty areInsumcent preparatonLack
of contnuty of workInadequate operators skLack of ehectve
supervsonNon avaabty of mantenance and repar factesPoor equpment
managementAccdentsThus Equpment productvty can be mproved by sutaby
matchng machnes wth |ob, empoyng experenced operators, competent
mantenance stah, adoptng correctve methods of work executon,
enforcng proper mantenance measures and havng an ehectve pant
manager.7.5Matera Productvty ControIn constructon, matera accounts
for 70-80% of tota cost. So f we are abe to save the matera cost by
5% ony, t w resut n savng of up to 4% of tota pro|ect cost, whch s
possbe.The man reason ofexcessve materas wastage durng procurement
and uses can be attrbuted to one or more of the foowng.1. Excessve
Ouantty estmaton2. Buyng matera of wrong speccaton/nferor quaty3.
Unnecessary buyng of tems4.Untmey buyng of short ved
tems5.Improper/unnecessary handng of materas6.Wastage n
transportaton7.Lack of pre work preparaton and co-ordnaton8.Inferor
Ouaty of materas9.Accdents/res10.Hgh rate of deteroraton due to
storage at pace of work11. Faure to return unused surpus materas12.
Theft.So preventve measures can be taken to mnmze wastage of matera
and savng a ot.7.6Work Schedue ControWork schedue contro s
necessaryTo meet the management need for the eary competon of the
pro|ect wth acceptabe cost to be pad for ganng tme.To avod deays
whch may attract heavy penaty or oss of goodw.To venture(engage) on
another pro|ectTo earn bonus for eary competon f found
feasbeTransfer the resources needed ese whereTo conform to a gven
resources avaabty schedueToos for schedue contro areBar chart
CPM/PERTLne of baance(LOB)among these CPM s most
popuar.EXAMPLESLook on copy7.7Performance Contro UsngEarned Vaue
AnayssBudgetedcostofwork schedued (BCWS) Budgetedcostofwork
performed(BCWP),whchs aso caed Earned VaueActuacostofwork performed
(ACWP)Cost Variance (CV)Costvariance(CV)isthe
diferenceofBudgetedCostof WorkPerformed(earnedvalue)
minusActualCostofWork Performed.Itcanbee!ressed
as"CV#BCWP$ACWP%&here negativevarianceindicatescost
overrun'chedule Variance ('V)'imilarl(%schedulevariance('V)is
thediferenceofBudgetedCostof WorkPerformed(earnedvalue)
minusBudgetedCostofWork 'cheduled.It can be e!ressed as"'V # BCWP $
BCW'% &here negative variance indicates time overrun.Cost
!erformance (CP)Cost !erformance can be obtained
b(multi!l(ingearnedvalue (BCWP)b(ActualCostofWork
Performed(ACWP)%&hichcanbe e!ressed as"BCWP CP # ACWP'chedule
!erformance ('P)'chedule !erformance can be obtained b( multi!l(ing
earned value (BCWP) b( Budgeted Cost of Work 'cheduled (BCW')%
&hich can be e!ressed as"BCWP 'P # BCW'EXAMPLE)* units of
!lantation have to be done in + &eeks
!eriod.,stimated!lantationcost&as -s.
+**.unitProgressmonitoring&asdone
one&eekafterthe&ork&as com!leted
/nl(0*1&ork&ascom!leted (as!erschedule)*1hastobe
com!leted)Actual cost&as -s. +)*.unitHere,BCWS:25 x 200 = Rs.
5000BCWP:20 x 200 = Rs. 4000ACWP:20 x 250 = Rs. 5000Cost variance
(CV)CV #BCWP $ ACWP# 0*** $ )*** # 2 3***CP # BCWP.ACWP0***.)*** #
*.4*5ence% 6otal cost at com!letion &ould be ()* units-s.
+**).*.4* # -s. 3+%)**'chedule variance ('V)'V # BCWP $ BCW'0*** $
)*** # 2 3***'P # BCWP.BCW'0***.)*** # *.4*5ence%6otal com!letion
time &ould be + &eeks.*.4* # +.) &eeks