1.

TECHNICAL APPROACH AND METHODOLOGY

1.1. The Approach and Methodology scheme towards

any project aims to achieve end results

consistent in Quality and Construction performance concerning the project on the whole and as
per the scope of services provided by the Employer. A brief detail regarding the same is
mentioned as under:
1.2. A project is always an interrelated set of activities that have a definite starting and an ending point
and one which results in the achievement of a unique, often major outcome.

"Construction

Management", therefore, involves the planning and control of events which, in simultaneity,
comprise the project. Construction management aims to ensure the effective use of resources
and delivery of the project objectives on the scheduled time and within the cost constraints.
1.3. Projects are usually split into three phases; often along the following lines.
1.

Initiating a Project

2.

Controlling a Project

3.

Closing out of the Project

1.4. Regardless of the nature and size of the project, two essential features exist in every project, no
matter how simple or complex it may be. Firstly, all projects must be planned out in advance in
order to ensure successfully execution. Secondly, the execution of the project must be controlled
to ensure that the desired results are indeed achieved. In each phase, a number of documents
are underwritten as part of the project control process.
1.5. Initiating a Project
1.5.1.A project is an interrelated set of activities that have a definite starting and an ending point and
one which results in the achievement of a unique, often major outcome.

"Construction

Management", therefore involves the planning and control of events that which, in simultaneity,
comprise the project. Construction management aims to ensure the effective use of resources
and delivery of the project objectives on the scheduled time and within the cost constraints.
1.5.2.The scope of the NDA in the project shall be as follows:
1.

Review and vetting the design of civil, Architectural, electrical and MEP designs and works
already executed and propose changes if any.

2.

Preparation of Interior Architectural Drawings of Office halls

3.

HVAC AND Electrical distribution floor plans

4.

Review increased electrical load due to changing gas chiller to electrical chiller type and
propose electrical equipment and wiring

5.

Design of sprinkler distribution system based on approved architectural plans

6.

Supervision of balance civil and MEP works.

1.5.3.Therefore, most of the works falling under this head would have been completed by the time of
our induction in the affairs of the project. However, design/ construction co-ordinate with the
Client would be required to review the BOQ(s) and cost estimates.
1.6. Controlling a Project
1.6.1.At this point in time, probably the client envisages inducting the Construction Managers to take
charge of the construction management from the phase of tender to completion and to manage
the project and later close it out on behalf of PRIMACO.
1.6.2.The control phase involves managing the project. To implement the same, a project plan is
developed. The project plan is most commonly expressed under the title of Schedule of Works in
the form of Bar Chart (Gantt chart) that identifies the stages, tasks, timeline and resources. A
good plan will include regular milestones that act as a measure of the progress and keep the
project team focused on short term goals to be achieved. Project plans may also include
information about costs and other dependent projects.
1.7. Project Implementation and Control
1.7.1.The role of the Construction Manager falls into three categories:
1.

Management of stakeholders

2.

Management of the project and its completion.

3.

Management of project team performance

1.7.2.An approach needs to be developed for each of these categories. Control and monitoring
procedures need to be put in place and appropriate information systems have to be developed,
commensurately.
1.7.3.The stages of implementation must be articulated at the project planning phase. Segregating the
stages at its early point assists in the successful development of the project by providing a
number of milestones that need to be achieved in order to effect completion. In addition to
planning, the control of the evolving project is also a prerequisite for success. Control requires
adequate monitoring and feedback mechanisms by which senior staff and project managers can

compare progress against initial projections, and that too at each and every stage of the project.
Monitoring and feedback also enables the project manager to anticipate problems (e.g.: the
knock-on effects of late start or finish times) and therefore take pre-emptive corrective measures
for the benefit of the project on the whole.
1.7.4.Once the Planning of the project is finalized, it is important to identify any factors that could
ultimately have a negative impact on the project and may lead to losses, either financial or
otherwise. Project risks are circumstances or events that have the potential to occur and have an
impact (positive of negative) on the project. All projects contain some risks. Risks may not be
able to be eliminated entirely, but can be anticipated and managed, thereby reducing the
probability that they will occur. For each risk listed, estimate the probability of the risk to occur
and the impact if it does occur. Identify the activities to perform to eliminate or mitigate the risk.

Potential Risk

Probability

Impact

Mitigation Plan

1.7.5.All necessary steps are taken simultaneously to overcome any such eventuality in the course of
this stage. However, different approaches can be adopted to overcome problems. The use of
issues log and risk log can be effectively interpretative in this matter. The issues log is used to
record issues and a plan to address them. The risk log is used to record and grade risks with an
associated action plan to mitigate them.
1.8. Closing Out of a Project
1.8.1.Project closure is an important aspect of project management which is often overlooked. A project
that is not closed will continue to consume resources in one way or other.

1.8.2.To receive acknowledgment from the customer, that the project has indeed ended, the customers
acceptance form is used. Once signed off, the project team is disbanded and no more work is
carried out.
1.8.3.At this point it is important to know whether the project has achieved its goals and objectives. This
is done using the project closure report. This document communicates how well the project has
performed against its original business case, quality criteria, costs, duration and tolerance
1.9. Close-out Procedures
1.9.1.Assuring success of a project, the Project Manager needs to remain mindful of the close-out
activities that bring a job to its logical end. The process involves several very important
achievements that are clearly defined in the construction documents; usually contained in the
general conditions section of the specification book.
1.9.2.At the start-up of the project, a review of each trade section would further help identify needed
final submittal information, that each of your subcontractors would be obligated to produce to
complete their contract. It is now time to draft a close out checklist. This checklist is an excellent
tool to include in each sub contract, locking each subcontractor into ownership of their respective
final submission material, whether they be warranties, record drawings, or operation and
maintenance manuals. A clear reminder at the set time of contract signing is a good way to
identify that you are in control.
1.9.3.Referencing this information at the halfway point of a longer project, would allow us to focus on
closing out subcontracts of finish work completed earlier (before the dead line), reducing
unnecessary challenges at the end of the project.
1.9.4.The close-out materials are generally comparable to the submission materials required for
approval by the architect at the start-up of the work by any trade. At the end of the project a
manual including all literatures are assembled for the record and presented to the Client.
1.9.5.Additional information necessarily include as-built drawings; replications of the architect plans
with mark-ups that identify the changes made and approved throughout the construction period
and most importantly , letters of warrantee from each participating subcontractor.
1.10.
1.10.1.

Responsibilities of the Resident Engineer

To plan thoroughly all aspects of the project, soliciting the active involvement of all

functional areas involved, in order to obtain and maintain a realistic plan that satisfies their
commitment for performance.

1.10.2.

To set up the organization needed to implement the project.

1.10.3.

To ensure that works are carried out in accordance with the laid down specifications,

ensuring that "technical" versus "cost" trade-offs determine the specific areas where optimisation
is necessary.
1.10.4.

To lead the people and organizations assigned to the project at any given point in time.

Strong positive leadership must be exercised in order to keep effective control for the progress of
the project.
1.10.5.

To monitor performance, costs and efficiency of all elements of the project and the project

as a whole, exercising judgement and leadership in determining the causes of problems and
facilitating solutions.
1.10.6.

To ensure completion the project on schedule and within provided cost estimates. All

efforts to be made to curtail cost over runs, if at all these are unavoidable.

2.

WORK PLAN
2.1. Scope of Services
2.1.1.The Services shall be performed by the NDA to the project are described below.
2.1.2.NDA shall in performing the Services take due account of the Employers Objectives in relation to
the project.
2.1.3.NDA shall co-operate co-ordinate and liaise with other consultants appointed by the Employer to
provide professional services in relation to the project.
2.1.4.NDA shall submit reports to the Employer on its progress in the performance of the Services at
such intervals and in such form and numbers and with such detail as the Employer may
reasonably require.
2.1.5.NDA shall in performing the Services use its best endeavours to identify those technical and
economic solutions which are most suited to the requirements of the project.
2.1.6.NDA shall as requested by the Employer from time to time attend and participate in other
meetings held in relation to the project and prepare minutes therefore where appropriate.
2.1.7.NDA shall in relation to the project and at the appropriate times obtain all necessary consents,
approvals, permits (Interim / Final Building Permit) and the like from all relevant authorities and
departments including preparing all documentation required in relation thereto and making all
applications required thereof.
2.1.8.Consult and attend meetings as necessary with the relevant authorities and departments in
relation to the project and prepare minutes thereof where appropriate.
2.1.9.NDA shall obtain all relevant information and data necessary to perform its obligations under this
Contract.
2.1.10.

Provide advice and assistance to the Employer in the identification and consideration of

alternative procurement routes and in establishing the most appropriate route for the project.
2.2. CONSTRUCTION SUPERVISION PHASE
2.2.1.Manage, Co-ordinate & Carry out the role of the Engineers representative under the Construction
Contract with due expedition and without delay. NDA shall obtain the written approval of the
Employer prior to carrying out any duties of the Engineers Representative under the Construction
Contract which require such written approval.

2.2.2.Issue to the Contractor all documentation (including without limitation drawings and
specifications) required for the construction of the Works under the Construction Contract in the
number of copies specified in TOR. Provide to the Employer the number of copies of such
documentation specified in TOR.
2.2.3.Administer the terms of the Construction Contract and carry out regular inspections of the
construction and materials delivered to site to ensure that the Works are constructed in
accordance with the Construction Contract.
2.2.4.Set up and maintain document control systems in relation to the Project.
2.2.5.Arrange weekly / fortnightly site meetings to monitor and discuss the progress of the works and
other matters relating to the construction of the project including chairing the meetings and
preparing and distributing the minutes.
2.2.6.Arrange regular technical meetings (as required) including chairing the meetings and preparing
and distributing the minutes.
2.2.7.Advice the Contractor of the permits, license, certificates and the like required to be collected by
the Contractor from the relevant authorities and departments and monitor the Contractors
compliance.
2.2.8.Review and approval of the Contractors proposed procedures in respect of health safety and
securities matters and monitor the Contractors adherence thereto.
2.2.9.Review and approval of the Contractors procedures manual applicable to the Works including
work and method statements and monitor the Contractors adherence thereto.
2.2.10.

Review and approval of programmes submitted by the Contractor.

2.2.11.

Within five days after the start of each month prepare and submit to the Employer the

number of copies of the progress report specified in TOR in such form and with such detail as the
Employer shall reasonably require including without limitation the contract particulars, a
comparison of progress against the programme, lists of outstanding issues and claims
notifications, quality issues, safety matters, submittals status including approval status, materials
submittals status, as-built drawings and operations and maintenance manuals status, warranties
status and variation orders and proposed variation orders including justification.

2.2.12.

Review and approval of shop drawings, product data, samples, inspection and test

reports, submittals and other required approval of Contractor in relation to works with consent
from respective design team.
2.2.13.

Respond to technical queries, clarifications and claims, raised by the Contractor with

consent to Employer.
2.2.14.

Carry out off-site inspections of materials and equipment (as necessary).

2.2.15.

Issue Site Instructions (as required) for Construction Contract.

2.2.16.

Approve all materials in relation of Contract with consent of Employer.

2.2.17.

Instruct the Contractor to test samples (as required).

2.2.18.

Verify contractors bills & Issue Engineers certificates of payment.

2.2.19.

Assist in the preparation of Variation Orders including preparing and/ or amending

drawings and specifications, if applicable.

2.2.20.

Advise the Employer of potential claims and recommend measures to avoid claims where

possible.
2.2.21.

Advise the Employer as to the validity or other wise of claims for extensions of time

submitted by the Contractor under Construction Contract.

2.2.22.

Prepare and submit to the Employer on a monthly basis reports on the status of all claims

for additional payments or otherwise submitted by the Contractor under the Construction
Contract.
2.2.23.

Check that the Contractor prepares and maintains Project records including as-built

drawings as the works proceed.

2.2.24.

As appropriate, instruct the Contractor to open up completed work to confirm or otherwise

that it is in accordance with the Construction Contract

2.2.25.

Prepare lists of defects for all trades and issue to and check rectification by the

Contractor.
2.2.26.

Check and approve the Contractors as-built drawings and operations and maintenance

manuals.

2.2.27.

Compile all approved as-built drawings, operations and maintenance manuals and other

Project records and deliver to the Employer the number of copies specified in TOR.
2.2.28.

Ensure that the Contractor provides all warranties and guarantees required in

accordance with the Construction Contract.

2.2.29.

Instruct the Contractor to carry out all tests required under the Construction Contract and

attend all such tests. Inform the Employer of the proposed date, time and place of all tests in
sufficient time to enable the Employer to have the opportunity of attending. Maintain a record of
all such tests including test certificates.
2.2.30.

Prepare and submit to the Employer a preliminary handover report and assist the

Employer in the handover process.

2.2.31.

Issue Substantial Completion, Maintenance or Final Completion Certificates to the

respective contractors after getting approval from the Employer / Client / the Engineer.
2.2.32.

Establish suitable procedures for the identification, notification and rectification of defects

during the Defects liability Period and for the final inspection of the works prior to the issue of the
Final Certificate taking into account the need to avoid disturbance to normal operations and use.
2.2.33.

Carry out inspections of the Works at monthly intervals (or such shorter intervals as may

be necessary) during the Defects Liability Period and thereafter as necessary.

2.2.34.

Confirm that all work outstanding on the date of issue of the Maintenance or Final

Completion Certificate has been completed and all defects previously notified to the Contractor
have been remedied; and
2.2.35.

Identify and further defects and notify the Contractor of such further defects.

2.2.36.

Submit a report to the Employer within seven days of each such inspection giving details

of the current status of works completed, defects remedied and outstanding works and defects.
2.2.37.

Carry out a final inspection after the end of the Defects Liability Period and prior to the

issue of the Final Certificate to confirm that the Works have been carried out and completed in
accordance with the Construction Contract.
2.2.38.

Review and approve the technical content of guarantees and warranties submitted by the

Contractor including the period of validity.

2.2.39.

Contribute to feedback reviews.

2.2.40.

Reviewing Performance Bonds and Advance Payment Bonds submitted by the

Contractor and advising the Employer on their compliance or otherwise with the Contract advising
the Employer on any extension needed to such Bonds.
2.2.41.

Checking that the Contractor complies with its insurance obligations under the

Construction Contract provided that the wording of the policies of insurance shall be checked and
approved by the Employers insurance brokers
2.2.42.

Providing cost reports to the Employer each month (or at such other intervals as may be

requested by the Employer until the completion of the Services in such form and with such details
as the Employer shall require including without limitation of estimated final account, a comparison
with approved contract expenditure, the cost effect of Variation Orders and Variation Order
Requests under consideration, the cost effect of claims (actual and potential) for additional
payments, adjustment of Provisional Sums, the status of the re measurement of the Works as
executed (where applicable) and cash flow forecasts.
2.2.43.

Advising the Employer and the Engineer on cost and contract matters generally including

estimates of the cost of proposed variation Orders

2.2.44.

Establishing the value of Variation Orders, obtaining the approval of the Employer and

achieving agreement with the Contractor

2.2.45.

Maintain register of Variation Orders, both issued and under consideration, including

details of approval status and estimated or agreed cost

2.2.46.

Checking advance, interim and final payment applications received from the Contractor,

adjusting as necessary and making recommendations to the Engineer for payment certification
purposes
2.2.47.

Maintain register of payments

2.2.48.

Checking the priced statements submitted by the Contractor in respect of any work

carried out on a day work basis including the accompanying substantiation, adjusting as
necessary and reporting to the Engineer
2.2.49.

Administration of provisional Sum expenditure

2.2.50.

Re measuring and pricing the work (where applicable), obtaining the approval of the

Employer and the Engineer and achieving agreement with the Contractor the Employer and the
Engineer and achieving agreement with the Contractor

2.2.51.

Examining claims notices and submissions in relation to additional payments and

advising the Engineer on their validity. Advising of potential claims and claims avoidance
2.2.52.

Provide advice and assistance to the Employer and the Engineer on claims notices and

submissions in relation to extension of time. Advising of potential claims and claims avoidance.
2.2.53.

Provide advice to the Employer in relation to any entitlement to liquidated damages under

the Contract
2.2.54.

Checking the Final Account submitted by the Contractor, adjusting as necessary and

making recommendations to the Engineer and the Employer

2.2.55.

Reviewing the non-technical content of guarantees and warranties submitted by the

Contractor and reporting thereon to the Employer and the Engineer

2.2.56.

Contribution to feedback reviews including analysis of Final Account.

2.2.57.

Carry out all other duties of the Engineer under the Construction Contract not referred to

elsewhere, including during the Defects Liability Period and thereafter up to and including the
issue of the last Final Certificate.

3.

TEAM AND TASK OF EACH TEAM MEMBER

3.1. The team shall assume different mandate, meeting the challenges in their respective fields of
operation. Each and every member would be capable to operate independently within its
mandated sphere. However, all the tiers of the team work with close interaction amongst
themselves to ensure success of the Project.
3.2. The list of the proposed staff team member by specialty, the task that would be assigned to each
staff member and their deployment is placed hereunder:
3.3. The team shall comprise of staff, list as shown in Mannings Schedule.
3.4. ORGANIZATION OF THE CONSTRUCTION MANAGER STAFF
3.5. The organization of the Consultants team is shown in the attached chart.
3.6. NDA has proposed a team of highly qualified and experienced engineers for this land mark
project. The team has worked together on several building jobs in the recent past. They are quite
familiar with the procedures and the importance of inter discipline coordination.
3.7. The list of the proposed staff team member by specialty, the task that would be assigned to each
staff member and their deployment schedule (Form Tech-7) is placed hereunder:
3.8. THE TEAM
3.8.1.Resident Engineer:
3.8.2.He shall lead the team and would be responsible to the Owner for all activities on the Project. He
shall maintain a close liaison with the Owner, the Contractor, the Local Authorities having
jurisdiction over the project and the Designers of the Project (thru the Owner). He shall Manage
and Coordinate all activities of the Consultants staff from inception to completion of the Project.
His vast Construction Supervision and Management experience qualifies him for this position.
3.8.3.He shall be the hub of all onsite activities of the Consultant and shall be responsible for:

1.

Approval of Method Statements submitted by the Contractor

2.

Approval of Shop Drawings submitted by the Contractor

3.

Approval of Contractors Work Procedures

4.

Verify Contractors Running Bills and Recommend Payments

3.8.4.Assistant Resident Engineers (Civil, HVAC, Electrical):

3.8.5.They shall oversee all day to day activities of the Contractor and shall report to the Resident
engineer. They maintain daily contact with the Contractors Agent and shall be responsible for the
smooth, uninterrupted operations at the Site of Works. They shall be assisted on site by
1.

Site Inspector

2.

Quantity Surveyor