ASSIGNMENT

PGPCM-SODE
Module 13
NCP 30

SITE ORGANISATION AND MANAGEMENT

SUBMITTED BY:
AJEET SINGH
REG. NO.: 213-03-11-11416-2153
SODE-PGPCM

ASSIGNMENT BRIEF:

Your Company has been awarded a prestigious contract of

building 500m length pre- stressed concrete bridge on a
national highway crossing a major river. Due to cultivation on
both sides of highway, very restricted space of only 100m in
width and 300m in length is available on both sides of highway.
To mobilize the site, your management has asked you to house
350T of cement, 300T of steel, 2 size II crawlers Tractor
Dozer, one mobile crane, one JCB, ten dumpers. Labour force of
100 men in addition to site office complete with communication
set up.
Discuss your plan to organize the site, draw layout sketch
showing all details. Wind direction is from West to East and
bridge direction is East- West.

Page 2 of 23

SOLUTION

LAY-OUT AND ORGANISATION ON SITE

SITE MANAGER
The first step in opening a site is to post a person to be site incharge. New and small contractors, handling one or two jobs at
a time are tempted to take on the responsibility for the site.
Running a site is a full time job and must be given to a person
who is qualified and has experience of working at sites.
STUDY THE PLANS
The plans made by the head office are now with contractor, and
he has to study them before moving to the site. But without
relying too much on your memory, keep looking

at

them

often- say daily. Even if the contractor remember them very

well still its the duty of an architect to study the plan carefully
before executing on the site.
DIVIDE THE SITE INTO MANAGELABLE SECTIONS
If the site is unwieldy and if the work is separable, divide it
logically into units or divisions or sections and put on engineer

Page 3 of 23

or foreman in charge of each. Allocate the resources according

to the needs. Let the site planning engineer help in doing this.
In allocation of resources, there should be inter sectional
transferability and diversion made possible with a centralized
control by you ensuring least wastage and idleness.
Make micro plans with detailed activity elements for each
section

within

the

framework

of

the

total

plan.

Their

achievements should be primarily the responsibility of the

relevant section in charge. let the achievements be measurable
for special credit in performance, to motivate the leader and
members of the team concerned.
SITE BUDGET
The head office consolidated budgets of various items of inputs
and outputs for the whole site. If you break them down sectionwise and give them to them section heads they will feel more
independent. This sense of independence will certainly work as
a motivator. Also, they will learn how to work independently
and produce results. Measure and compare their performance
every week.
MANAGE TIME

Page 4 of 23

At the construction site, one will always face pressure of work

and lack of time. This is one easily manageable problem. Time
management is an art which you can easily learn and practice
if you want to. Learn how to use the whole of time and in the
best way.
STORE AND STACKING YARDS
In the project site, sufficient covered stores or open storage is
necessary for maintaining

the material in good condition.

Cement is usually supplied in bags, which is stored at the site

in covered shed. The shed are constructed with brick wall,
Concrete floor, tubular structure trusses, roofing with sheets.
The soil is filled up by a pneumatic pump fixed on the cement
bulk carrier.

Considerations while arriving at the above mentioned variable

may be as follows:
I.

Size of site

II.

Well laid our site

III.

The site office for supervisor

IV.

Training foreman

V.

Reducing Waiting time

Page 5 of 23

VI.

Reducing movement

VII.

Access Roads

VIII.

Water and services

IX.

Materials Stores and stockpiles

X.

Placing of Plant Equipment

XI.

Choice of plant and equipment

SITE ORGANIZATION

For effective achievement of intended result it is essential to

set up a suitable organization at the site. The organization
translates plans into activities which lead to completion of
work. A good project organization in which all individuals
concerned constantly interact for achieving project objectives is
vital for the success of the project.

There

are

principally

three

different

types

of

project

organizations namely:
Functional Organization
Divisional Organization
Matrix Organization

Page 6 of 23

Functional Organization:
The functional organization is the traditional centralized type of
organization

in

which

the

respective

heads

of

various

departments report the management of the project. Divisional

project organization envisages a site manager decentralized
site management division; each headed by a site manager or
equivalent, and divided into several sections.

Divisional Organization:
The divisional organization has the handicap of leading to
wastage of resources because it tends to create water tight
compartment. All specialized persons are not fully engaged and
resources being locked up are not optimally used.

Matrix Organization:
The matrix organization is task oriented. In this form of
organization there are two distinct categories. One at lower
level are recruited for the particular projects, and the there one
deputed by other functional departments.

Matrix organization has the following advantages:

Page 7 of 23

 Flexibility in the development of resources.

Optimum and the effective use of equipment scarce
specialist skills.
Better opportunity afforded to people for career growth.
Saving in project cost owing to avoidance of idling of
resources.
Execution and Monitoring:
For actual execution of the project the following steps are
required:
Methodology of construction.
Selection and fixing up construction agency.
Mobilization of resources.
Setting out work.
Making daily work programme.
Allocation of resources.
Quality control.
Deployment of plant and machinery.
Taking measurement and preparation or running account
bill.

Page 8 of 23

 Obtaining client approval: preparing labor report, material

consumption

inventory

equipment

utilization,

POL

organization.
Liaison with outside agencies.
Correspondence with outside agencies.
Maintenance of daily site and hindrance register.
Preparation of MIS.

SITE INPUTS PLANNING

MAKING SCHEDULES on three things namely labour, plant,
vehicles, and materials.

1)

Labour Schedule - A labour schedule shows what

workforce is needed and when it should be on site. It is
mainly based on the bar charts and on the experience of a
builder. The main factor to consider when deciding on the
number of workers on site is that it should be kept as even
as possible throughout. This is achieved by a continuing
exchange between labour schedules and bar charts where
you have to adjust both of them in order to meet this goal.

Page 9 of 23

2)

Plant and Vehicle Schedule - A plant and transport

schedule shows you what equipment items are needed
and when they should be on site. It can also help you to
decide whether to buy or hire plant or transport. In this
way plant and transport utilization can become more
efficient. Plant and transport schedules are generally
planned to fit in with the bar chart that you have already
prepared. However, if very costly again so that this costly
plant is on site for as short a time as possible.

3)

Material Schedule - A material schedule shows the

contractor what materials are needed and when they
should be on site. In addition to acting as a guide for
ordering materials, the schedule also serves as a checklist
of materials needed for the project. It is usually minor
items that get forgotten and cause temporary delays and
disorganization. As a checklist, the materials schedule
helps you to avoid such problems.

HOW TO MAKE MATERIALS SCHEDULES:

What is to be ordered

Page 10 of 23

 How much to order

When it will be required
Which part of the building or which item on the list of
quantities the materials are of:
It may be convenient to include information such as:
The name of the supplier.
The date on which to order the materials.

MONITORING PROGRESS:
By recording how the construction of an item progresses, you
will be able to see whether it will be completed on time. If it
looks as though the project will be delayed it is better to
discover this at the earliest possible moment so that action can
be taken to get the project back on schedule. It is always easier
to correct a problem or a mistake at an early stage.

SITE WORK PLANNING: The site work planning is done using

variety of techniques: bar chart, PERT, CPM,Networks etc.
BAR CHARTS

Page 11 of 23

Bar charts are pictures which tell us when and how the work is
going to be done. The bar chart for a job is the immediate
result of your planning and tells you when the different
operations are going to start, when they will be finished and
how they fit in with each other. It is also used to estimate when
to order construction material and equipment, where there is
need for extra manpower, etc.

Preparing bar chart is simple, but preparing a realistic and cost

saving bar chart can be a bit more difficult. For the purpose of
preparing bar charts the activities should be divided onto WBS
and bar chart prepared accordingly.

There are five major steps that go into making a bar chart:

Plan
List jobs
Calculate quantities
Calculate time
Draw the bar chart

Page 12 of 23

PLAN:
Start by going through the project, step by step, from the very
beginning to the
last activity, in your mind. Make sure that you really think about
all the different stages. Sometimes you have to split complex
activities down into smaller units.

LIST JOBS:
Write down all the operations to be carried out on the project.
This will help to work out how much labour, equipment,
material, etc. is going to be needed.
CALCULATE QUANTITIES:
The number of workers and type of equipment determine how
long the operations will take. The duration of each operation
has to be known in order to programme the project.

SITE ACCOUNTS
Implementation of the Plans and Controls:
The plan is given to the site manager and his team for
implementation and to achieve the estimated turnover and
profit. The rules and regulations are guidelines dealing with the

Page 13 of 23

following matters as per requirements

Billing and collection of revenues:
The site accountant shall closely follow up billing and collection.
Progress billing should be on a form which would give the
cumulative positions of quantity executed and billable revenue
earned. Regardless of whether the owners form is used or the
organization form. Billing of extra work and change order is
done separately in the same

manner as for the work done

under the main contract, based on the respective order. For

recoveries from the bills on various accounts, the owner has to
give debit notes and details for verification and acceptance of
the debits. Arbitrary and unjustified recoveries should not be
agreed to. Accepted recoveries may be debited to the cost of
work.

SITE COST CONTROL TECHNIQUES:

Costs: In the construction industry almost all budgeting
techniques are based upon cost. However, in any sale three
basic concepts are present: COST, PRICE and VALUE. The cost
to the purchaser is the sellers price, with value acting as
arbiter between the parties. Cost is what must be given to

Page 14 of 23

obtain something. Value is a measure of the utility of the items.

Thus the price the seller asks for the commodity is the cost of
that commodity is subjective but will be related to the
exchange price.
Several classifications of costs are in common usage. Fixed,
variable, and semi- variable is a basic economic classification
but in the context of the construction industry the classification
of costs as direct and indirect costs is more widely and
understood.

SYSTEMS OF COSTING
The system of costing depends upon the nature of the
production system, but the aim of any costing system is cost
control which is achieved by recording the costs actually
incurred.

1. OVERALL HISTORIC COSTING

This is the simplest costing system where by the over all cost of
a completed project is compared with the revenue generated to
determine whether the project achieved the required level of
profit.

Page 15 of 23

2. PERIODIC HISTORIC COSTING

This is similar process to the over all historic costing described
above, but is carried out for each project at predetermined
intervals.

This enables the contractor to determine if the

project is operating within its budgeted cost and to take action.

3. JOB AND UNIT COSTING

This system is most suited to production in which a unit of out
put may be readily identified throughout the production process
so that all costs attributable to the production of that unit may
be allocated to it.

4. STANDARD COSTING
This is the costing system most extensively used in the
construction industry. It is a system where by costs are
predetermined and subsequently compared with actual costs
achieved to facilitate control. The predetermined costs are
standard costs and are obtained through the application of
work study and extensive cost recording. In the construction
industry the labour constants used in estimating are of the

Page 16 of 23

nature of standard costs. Comparison of the cost of actual

production with standard cost gives the variance.

Page 17 of 23

QUALITY CONTROL CONCEPTS:

Quality control refers to the technical processes that gather,
examine, analyze and report the projects and conformance with
the performance requirements. Quality control mainly relates to
four basic functions:
Setting up of standards and specification
Evaluating

materials,

process

and

outputs

through

appropriate tests, inspection etc

Appraising failures to these standards and acting when
standards are not being adhered to.
Planning

improvements

in

the

standards

and

specifications.

Various stages of QC are listed below:

I.

QAP

II.

Incoming material control

III.

Pre-construction and planning control

IV.

Construction process control

V.

Acceptance of end product, facility control.

Page 18 of 23

VI.

Re-engineering the construction process based on

test checks
VII.

Training

to

manpower

to

develop

quality

consciousness
The quality control functions include the following:
Development of specification
Interaction with project designers
Reliability and development testing
Process capability studies
QC of incoming materials
Vendor QC and vendor development
Quality planning for control of construction process
Inspection and testing during construction
Interaction with service engineering
Records and procedures
QC record accumulation procedure
Document control procedure
In built drawing control procedure
Non conformance control procedure

Page 19 of 23

QUALITY CONTROL ACTIVITIES

Material inspection at supplier end
Material inspection at the stage of receipt
Material inspection at the stage of issue
Inspection of the process at the time of initial setting of
machine, equipment
Inspection of trial run batch
Inspection of the finished process
Inspection while the execution is in progress
Inspection before erection and commissioning
Inspection of commissioning
Inspection of machines and equipment commissioned

QUALITY AND COST:

The initial building costs contain all those elements which arise
from time building is conceived to the day it is handed over as
a functioning entity. These include:
Management time in developing the brief
Appointment and briefing of construction

Page 20 of 23

 Preparation of initial design proposals

Costing studies
Obtaining various approvals
Detail design documentation
Appointing the builder
Constructing the building
Commissioning and handing it over

QUALITY AND TIME:

The second major parameter affecting quality on site through is
influence upon purpose, technical performance, appearance
and experience is that of TIME. As was noted earlier the clients
decision about time available to design and build will effect not
only the size and complexity of the project but also choice of
the builder, the methods of contracting and the way in which
the builder is constructed. On the other hand the client may be
prepared to run the risk of high life cycle costs in return for
rapidly completed building using advanced technology whose
durability cannot be guaranteed accepting that maintenance
costs may be high.

Page 21 of 23

At the feasibility stage when the client is developing the brief,

certain important decision about time must be taken. For
example how is the building required, how much time is
available

for

researching

and

developing

new

building

techniques and components, what resources are available for

managing designing and building the project, how durable need
the building be, decisions must be supported by calculations
covering estimates of costs versus returns on the project
suggesting for example fast or slow track program or delays
between phases, perhaps in order to match rate of build to.

All the above factors play an important role to carry out project
in a smooth manner and finish it on time without causing many
problems.

Page 22 of 23

BIBLIOGRAPHY/REFERENCES

Course material of NICMAR on Site Organization and

Management.

Page 23 of 23