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Abstract

Project management is used to guide all aspects of a project along the project management
basic steps; a path from start to finish, highlighting the importance of project planning. The
ideal goal of effective project management and the role of project manager work are to reach
the expected outcome of a project on time and within budget.

The graduation project 2020 presented by Mina Gamil – Amira Rabea – John Zakareya –
Youssef Mahmoud is about construction at Arco-lagoon (north coast), the project consists
of 33 villas and each villa consists of ground, first, second, third and roof. The project budget
is 611,141,512 EGP. The project starts 1 Jan- 2017and finish 10 Dec 2019

Through our project we have learned many important techniques that may improve the quality
of any project and decrease the time of projects. In contracts we prefer to use the FIDIC
contract because it talks about more details and give everyone his right, In method statement
we prefer to use value engineering because it gives more accurate comparison between
alternatives, In Quantity survey we suggest to calculate the quantities by the REVIT because
it gives accurate calculations, Finally the most important part is the BIM because you can see
your project in the present and the future and know the cost and the time of the project before
it starts with high quality

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Contents of Project
Chapter one: Introduction

1.1 Project management………………………………………………………………...………………………………8

1.2 Construction Management………………………………………………………………………………………..8
1.3 Construction project types.……………………………………………………………………………………….8
1.4 Main parties in construction………………………………………………………………………………………9
1.5 Main Difference between Public Owner and Private Owner………………………………………9
1.6 Factors effect on Project Success……………………………………………………………………………..10
1.7 Definition of project…………………………………………………………………………………………………10
1.8 Responsibility of parties…………………………………………………………………………………………..11
1.9 Purpose of project management………………………………………………………………………………12
1.10 The need for project management…………………………………………………………………………13
1.11 The project life cycle……………………………………………………………….................................13
1.12 About a resort………………………………………………………………………………………………………..14
1.13 Introduction about company………………………………………………………............................14
1.14 Company projects…………………………………………………………………..................................15
1.15 ARCO Lagoon………………………………………………………………………………………………..……….15
1.16 Description…………………………………………………………………………………………………………….16
1.17 The purpose from blue lagoon project………………………………………………………………..…17
1.18 About the location………………………………………………………………….................................18
1.19 About owner and contractor………………………………………………………………………………….19
1.20 About duration………………………………………………………………………………………………………19
1.21 Services and space………………………………………………………………….................................19

Chapter Two: Contract

2.1FIDIC…………………….………………………………………………………………………………………………………20
2.1.1 Objectives of FIDIC….………………………………………………………………………………………..21
2.1.2FIDIC family of contracts……………………………………………………………………………………21
2.2 contract……..……………………………………………………………………………………………………………….22
2.3 Methods of selecting right contractors……….………………………………………………………………23
2.3.2 Referrals and references…………………………………………………………………………………..23
2.3.3 Consider experience…………………………………………………………………………………………23
2.3.4 Financial stability………………………………………………………………………………………………23
2.3.5 Payment process………………………………………………………………………………………………24
2.3.6 Budget and schedule compliance……………………………………………………………………..24

2.4 Contract contents…………………………………………………………..……………………………………………24

2.4.1 Contract Agreements and Contracts…………………………………………………………………24

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 2.4.2 Statement of Work (SOW)………………………………………………………………………………..24
2.4.3 General Conditions……………………………………………………………………………………………24
2.4.4 Special Conditions…………………………………………………………………………………………….25
2.4.5 Bill of Quantities……………………………………………………………………………………………….25
2.4.6 Drawings…………………………………………………………………………………………………………..25
2.4.7 Creating Construction Schedule………………………………………………………………………..25
2.4.8 Costs in the Construction Industry……………………………………………………………………26
2.4.9 List of Common Types of Construction Insurance……………………………………………..26
2.4.10 Warranty…………………………………………………………………………………………………………26

2.5Contracting method………..……………………………………………………………………………………………26
2.5.1 General (traditional) contract method………………………………………………………………27
2.5.2 Separate contract method………………………………………………………………………………..27
2.5.3 Direct labor / Force account method………………………………………………………………..28
2.5.4 Turnkey contract………………………………………………………………………………………………29
2.5.5 Construction management……………………………………………………………………………….29

2.6 stages of construction projects……………………………………………………………………………………29

2.6.1 The conception of the project……………………………..…………………………………………..29
2.6.2 Design………………………………………………………………………………………………………………30
2.6.3The pre-construction stage……………………………..………………………………………………..30
2.6.4 The procurement stage………………………………………..………………………………………….31
2.6.5 The construction stages……………………………………………………………………………………32
2.6.6 The post-construction stage……………………………..……………………………………………..32

2.7 Types of contracts……………………………………………………………………………………………………….34

2.7.1Unit Price Contract…………………………………………………………………………………………….34
2.7.2 Lump Sum Contract………...……………………………………………………………………………….35
2.7.3 Target cost contract………………...................……………………………………………………….37
2.7.4 Cost-Plus Contract…………………...................……………………………………………………….38

2.8 Type of contract for project (Direct labor / Force account method) ..............................41

Chapter Three: Project planning

3.1 Introduction…………………………………………………………………………..44
3.1.2 what is planning…………………………………………………………………44
3.1.3 Importance of planning………………………………………………………….48
3.1.4 Desired results of planning……………………………………………………...48
3.1.5 Principles of planning…………………………………………………………...49
3.1.6 Techniques for planning………………………………………………………...50
3.1.7 Project planning steps…………………………………………………………...51
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 3.1.8 Planning stages………………………………………………………………….52
3.1.9 Good planning characteristics…………………………………………………..52
3.1.10 OBS & EPS……….…….……………………………………………………..52

3.2 Work breakdown structure (WBS)…………………………………………………..54

3.2.1 Work breakdown structure (WBS)………………………………………………54
3.2.2 Purpose…………………………………………………………………………..54
3.2.3 Scope……………………………………………………………………………..54
3.2.4 Facts and information……………………………………………………………54
3.2.5 Important of the WBS……………………………………………………………55
3.2.6 Why use a work breakdown structure?..................................................................56
3.2.7 Work breakdown structure guidelines ..................................................................57
3.2.8 Avoid common mistakes…………………………………………………………57
3.2.9 WBS of the project…………………………………………………………….…59
3.2.10 Activity list……………………………………………………………………...62
3.2.11 Project duration…………………………………………………………………66
3.2.12 Project plans…………………………………………………………………….72
3.2.13 Activity list……………………………………………………………………...73
3.2.14 Bar char…………………………………………………………………………81

Chapter Four: Cost Estimation

4.1 Introduction……………………………………………………………………………...89
4.1.1 Cost Estimation…………………………………………………………………...89
4.1.2 Cash Flow………………………………………………………………………...89
4.1.3 Project Cost Control………………………………………………………………89

4.2 Resources Cost…………………………………………………………………………..90

4.2.2 Cost Estimate……………………………………………………………………..93
4.2.3 Budgeting…………………………………………………………………………97

4.3 Financial management…………………………………………………………………107

4.3.1Definitions in financial management……………………………………………107

4.4 Cash flow………………………………………………………………………………107

4.4.1 Cash flow management………………………………………………………………107
4.4.2 Earned Value Management…………………………………………………………..110

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4.4.3 Causes of delay………………………………………………………………………112
4.4.4 Action…………………………………………………………………….…………..112

Chapter Five: Resources Management

5.1 Introduction……………………………………………………………………………113
5.1.1 What is a resource?................................................................................................113
5.2 Resources of the project……………………………………………………………114
5.3 Resources of the project in Primavera…………………………………………..…116

Chapter Six: Building Information Modeling

6.1 BIM (Building Information Modeling)…………………………………………………124

6.1.1 Benefits of BIM………………………....................………………………………125
6.1.2 BIM dimensions in construction………............…………………………………...125

6.2 BIM dimensions steps……………………………………………………………….....130

6.3 The Specialization related to BIM..................................................................................130
6.4 Relation between BIM & Construction Management....................................................130
6.5 Arco lagoon project........................................................................................................130
6.5.1 2D BIM.....................................................................................................................131

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Contents of Figures
Chapter one: Introduction

Figure 1.1 ARCO Resort North Coast………………………………………………………16

Figure1.2 layout for ARCO lagoon………………………………………………………….18
Figure 1.3 elevation side for building……………………………………………………….19
Figure 1.3 ARCO lagoon north cost location……………………………………………….20

Chapter Two: Contract

Figure 2.1 cover for FIDIC books and its types………………………………………………23

Figure 2.7.1 type of contract………………………………………………………………...35
Figure 2.7.2 cost plus contract………………………………………………………………40
Figure 2.7.3 Direct Labor contract…………………………………………………………..44

Chapter Three: Project planning

Figure 3.1.1 The inputs and outputs of the planning process…..……………………………47

Figure 3.1.2 foundation…………………………………………..………………………….49
Figure 3.1.3 Typical floor…………………………………………..……………………….49
Figure 3.1.5 B.O. Q for ARCH. Work………………………………..……………………..50
Figure 3.1.4 B.O. Q for civil work…………………………………….…………………….50
Figure 3.1.6 Organization Break-down Structure…………………………………………...54
Figure 3.1.7 Enterprise Break-down Structure……………………………………………...55
Fig. 3.2.8 WBS of the project………………………………………………………………...62
Fig. 3.2.9 WBS of the project from primavera……………………………………………...63
Fig. 3.2.10 WBS chart of the project from primavera………………………………………63
Table 3.2.1 Activity list for one villa………………………………………………………..67
Table 3.2.2 Crew Production Rate…………………………………………………………..68

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Table 3.2.3 Activity Duration……………………………………………………………….75
Fig. 3.2.11 WBS for Plan Building………………………………………………………….76
Table 3.2.4 Activity list……………………………………………………………………...83
Fig. 3.2.12 Bar chart…………………………………………………………………………89

Chapter Four: Cost Estimation

Table 4.2.1 Labor Cost………………………………………………………………………93

Table 4.2.2 Equipment Cost…………………………………………………………………94
Table 4.2.3 Material Cost……………………………………………………………………94
Table 4.2.4 Crew statement………………………………………………………………….95
Table 4.2.1 Cost Estimate………………………………………………………………….100
Figure 4.2.2 Budget Analysis………………………………………………………………100
Figure 4.2.3 Budget Analysis (primavera)…………………………………………………108
Figure 4.2.4 Total Budget………………………………………………………………….109
Table 4.4.1 Cash in & Cash out……………………………………………………………111
Figure 4.4.2 chart for Cash in & Cash out…………………………………………………111
Figure 4.4.3 chart for cash in & Cash out………………………………………………….112
Figure 4.4.4 summary of rules……………………………………………………………..115

Chapter Five : Resources Management

Table 5.2.1 Material statement……………………………………………………………..119

Table 5.2.2 Labor statement………………………………………………………………..120
Table 5.2.3 Equipment statement…………………………………………………………..120
Figure. 5.2.4 Recourse in primavera……………………………………………………….122
Fig. 5.2.5 Recourses activate in primavera………………………………………………...125

Chapter Six : Building Information Modeling

Figure 6.1 Building information modeling cycle…………………………………………..127

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Figure 6.2.1 BIM Steps…………………………………………………………………….130
Figure 6.5.1 2D Model from AutoCAD................................................................................131
Figure 6.5.2 3D Model from REVIT (CIVIL WORK) ........................................................132
Figure 6.5.2 3D Model from REVIT (ARCH. WORK).......................................................133
Figure 6.5.4 Model from NAVIS .........................................................................................134

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 1.THE INTRODUCTION

1.1 Project management

Is art of coordination and directing materials and human resources along project time by
using modern management techniques to achieve specific goals; purpose of the project and
completion of project execution at the specified time, within estimated budget and matching
to specifications.

1.2 Construction management

Is practice of managing for basic construction resources such as (labor, materials,

equipment, sub-contractors (S/C), and money) for completion of project execution at the
specified time, within estimated budget and matching to specifications. (On time - High
quality - optimum cost)

Due to developments on the construction process inputs;

1. New types of the materials using in construction.

2. Developing equipment due to the complicate of construction processes.
3. Increasing the projects size/scale due to developing the design and executing
methods.

1.3 construction project types

1. Residential Projects (40-45%) such as buildings, towers and villas.

2. Non-Residential Projects (25-30%) such as commercial buildings, service
3. buildings (hospitals), administration buildings, and educational buildings
4. (schools & universities).
5. Industrial Projects (5-10%) such as factories and power stations.
6. Civil Projects (20-25%) such as bridges, airports, roads, tunnels, dams.

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1.4 main parties in construction

1. Owner / Client / Employer is a person or organization that will pay the bills such as
public sector (government agencies) and private sector (individuals – corporation –
partnership (JV)). Hint: JV (Joint venture).

2. Consultant / Engineer / Designer is a link between owner and contractor. Consultant roles
are according to contract type and supervision method. Helping the owner in developing
the project scope, budget and scheduling. Prepare construction documents for bidding and
construction. The revision and approval on the invoices before disbursed.

3.Contractor is responsible on project execution according to project drawings and

specifications.

1.5 Main Difference between Public Owner and Private Owner

Public Owner have projects such as infrastructure projects and its disadvantage are poor
management.

Private Owner have projects such as residential and service projects and its advantage is good
management

1.6 Factors effect on Project Success

1. Labor skills.
2. Communication between project parties.
3. Project Parties.
4. Project leadership method.

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1.7 Definition of project

A project is an endeavor that is undertaken to produce the results that are expected from the
requesting party. For this book a project may be design only, construction only, or a
combination of design and construction. A project consists of three components: scope,
budget, and schedule. When a project is first assigned to a project manager, it is important that
all three of these components be clearly defined. Throughout this book, the term Scope
represents the work to be accomplished, i.e., the quantity and quality of work. Budget refers
to costs, measured in dollars and/or labor-hours of work. Schedule refers to the logical
sequencing and timing of the work to be performed. The quality of a project must meet the
owner's satisfaction and is an integral part of project management. The source of many
problems associated with a project is failure to properly define the project scopes. Too often
the focus is just on budget or schedule. Not only should the scope, budget, and schedule be
well defined, but each must be linked together since one affects the other, both individually
and collectively. Since the project scope defines the work to be accomplished, it should be the
first task in the development of a project, prior to the development of either the budget or the
schedule. Experienced project managers agree that the budget and schedule are derived from
the scope. Too often, top management specifies a project budget or schedule and then asks the
project team to define a scope to match the budget. This is the reverse order of defining a
project and is not a good project management practice. ‘It is the duty of a project manager to
ensure that the project scope, budget, and schedule are linked together. Budgeting is important
because it establishes the amount of money the owner will spend to obtain the project and the
amount of money that the design and construction organizations will be compensated for
performing the work

1.8 Responsibility of parties

Each of the three principal parties in a project has a role to fulfill in the various phases of
design development and construction. A team approach between the owner, designer, and
contractor must be created with a cooperative relationship to complete the project in the most

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efficient manner. Too often an adverse relationship develops that does not serve the best
interest of anyone. The owner is responsible for setting the operational criteria for the
completed project. Examples are usage of a building, barrels per day of crude oil to be refined,
millions of cubic feet per hour of gas to be transported in a pipeline, and so on. Any special
equipment, material, or company standards that are to apply to the project must also be
defined. Owners also need to identify their level of involvement in the project, e.g., the review
process, required reports, and the levels of approval. The owner is also responsible for setting
parameters on total cost, payment of costs, major milestones, and the project completion date.
The designer is responsible for producing design alternatives, computations, drawings, and
specifications that meet the needs of the owner. In addition, there may be other duties that are
delegated to the designer by the owner, e.g., on-site or periodic inspection, review of shop
drawings, and in some instances the acquisition of land and/or permits. It is the duty of the
designer to produce a project design that meets all federal, state, and local codes; standards;
and environmental and safety regulations. In addition, a budget for the design should be
prepared, along with a design schedule that matches the owner's schedule. The design schedule
should be directly correlated to the construction schedule so the project can be completed by
the construction contractor when the owner needs it. Generally, the designers are not obligated
under standard-form contracts to grumantite construction cost of a project, although there
have been some cases where the designer bas been held legally responsible for the construction
price. As part of their design responsibility, designers usually prepare an estimate of the
probable construction cost for the design they have prepared. Major decisions by the owner
to proceed with the project are made from the designer's cost estimate. The cost and
operational characteristics of a project are influenced most, and are easier to change, during
the design phase. Because of this, the designer plays a key role during the early phase of a
project by working with the owner to keep the project on track so the owner/contractor
relationship will be in the best possible form. The construction contractor is responsible for
the performance of all work in accordance with the contract documents that have been
prepared by the designer. This includes furnishing all labor, equipment, material, and know-
how necessary to build the project. The construction phase is important because most of the
project budgets expended during construction. Also, the operation and maintenance of the
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completed project is highly dependent on the quality of work that is performed during
construction. The contractor must prepare an accurate estimate of the project, develop realistic
construction schedule, and establish an effective project control system for cost, schedule, and
quality.

1.9 Purpose of project management

Much of the work of a project manager is organizing and working with people to identify
problems and determine solutions to problems. In addition to being organized and a problem
solver, a manager must also work well with people. It is people who have the ability to create
ideas, identify and solve problems, communicate, and get the work done. Because of this,
people are the most important resource of the project manager. Thus, the project manager must
develop a good working relationship with people in order to benefit from the best of their
abilities. It is the duty of a project manager to organize a project team of people and coordinate
their efforts in a common direction to bring a project to successful completion. Throughout
the project management process there are four questions that must be addressed: Who? Does
what? When? and How much? The work required often involves people outside of the project
manager's organization. Although these individuals do not report directly to the project
manager, itis necessary that effective working relationships be developed. A manager must be
a motivated achiever with a "can do" attitude. Throughout a project there are numerous
obstacles that must be overcome. The manager must-have perspective with the ability to
forecast methods of achieving results. The drive to achieve results must always be present.
This attitude must also be instilled in everyone involved in the project. Good communication
skills are a must for a manager. The management of a project requires coordination of people
and information. Coordination is achieved through effective communication. Most problems
associated with project management can be traced to poor communications. Too often the
"other person" receives information that is incorrect, inadequate, or too late. In some instances,
the intonations simply never received. It is the responsibility of the project manager to be a
good communicator and to ensure that people involved in a project communicate with each
other.

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1.10 The need for project management

The construction industry is the largest industry in the world. It is more of a service than a
manufacturing industry. Growth in this industry in fact is an indicator of the economic
conditions of a country. This is because the construction industry consumes a wide
employment circle of labor. While the manufacturing industry exhibit high-quality products,
timelines of service delivery, reasonable cost of service, and low failure rates, the construction
industry, on the other hand, is generally the opposite. Most projects exhibit cost overruns, time
extensions, and conflicts among parties

1.11 The Project Life Cycle

The acquisition of a constructed facility usually represents a major capital investment, whether
its owner happens to be an individual, a private corporation or a public agency. Since the
commitment of resources for such an investment is motivated by market demands or perceived
needs, the facility is expected to satisfy certain objectives within the constraints specified by
the owner and relevant regulations. From the perspective of an owner, the project life cycle
for a constructed facility may be illustrated schematically A project is expected to meet market
demands or needs in timely fashion. Various possibilities may be considered in the conceptual
planning stage, and the technological and economic feasibility of each alternative will be
assessed and compared in order to select the best possible project. The financing schemes for
the proposed alternatives must also be examined, and the project will be programmed with
respect to the timing for its completion and for available cash flows. After the scope of the
project is clearly defined, detailed engineering design will provide the blueprint for
construction, and the definitive cost estimate will serve as the baseline for cost control. In the
procurement and construction stage, the delivery of materials and the erection of the project
on site must be carefully planned and controlled. After the construction is completed, there is
usually a brief period of start-up of the constructed facility when it is first occupied. Finally,
the management of the facility is turned over to the owner for full occupancy until the facility
lives out its useful life and is designated for demolition or conversion.
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1.12 About a resort

A resort is a self-contained commercial establishment that tries to provide most of a

vacationer's wants, such as food, drink, lodging, sports, entertainment, and shopping, on the
premises. The term resort may be used for a hotel property that provides an array of amenities,
typically including entertainment and recreational activities. Some resorts are also
condominium complexes that are timeshares or owed fractionally or wholly owned
condominium. A resort is not always a commercial establishment operated by a single
company, but in the late 20th century, that sort of facility became more common.

1.13 Introduction about company

Arco Real Estate Company was established in 2005, and since then, it has carried out many
outstanding projects, which have achieved great successes. Arco will always find successful
projects with international standards, with successful ingredients, whether in terms of location
or services. Arco Real Estate Development has excelled in the implementation of integrated
services projects, which were unforgettable signs. We also find many successful housing
projects in the most important Egyptian cities.

1.14company projects

1. Compound La Fontaine Fifth Settlement

2. Compound Royal Meadows
3. Lagoon Resort North Coast
4. City Stars North Coast

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1.15 ARCO Lagoon

Of course, the Lagoon Arco North Coast Resort is your desired goal, if you want to own a unit
in a luxury resort on the coast. As it is, of course, the unique location in a beautiful natural
setting, the most important concern of the customer when he thinks about having a resort unit.
It is the safe haven from the stress and stress that a person has long faced with a busy work
life routine. The site of the tourist village in which you will put your money must provide you
with psychological comfort by viewing the most beautiful scenery.

Figure 4.1 ARCO Resort North Coast

1.16 Description

Lagoon Luxury Apartments North Coast is the new heart-warming project by Arco
Developments in Egypt's marvelous North Coast. It has a strategic location where it's only 3
hours from Cairo, 1.5 hours from Alexandria, 40 minutes from Borg El Arab Airport, 15
minutes from Al Alamein Airport and 7 km away from Marina Gate 7. Lagoon Apartments
offers summer homes of various contemporary designs that fascinate everyone with their
surrounding scenic views of the greenery, water features and the turquoise beach. Lagoon
Luxury Apartments North Coast embraces a range of amenities and facilities to spoil its
residents including: pools, a lagoon, a commercial area, restaurants, cafes, a gym, a spa center,
a kid’s park and sports fields.

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Lagoon Arco Village is A coastal residential complex from the Arco Real Estate Development
Company, which consists of 33 buildings with area 773 M2 and each building consists of 4
floors. Its located in the heart of the new city of El Alamein, on the northern coast. the project
area is 33 Acres (138600m2). Unit area starts from 87 M2 and reaches 142 M2
Contains the City Stars project They are:

1. Swiss Inn
2. Raffles
3. Vermont

And it contains a lot of different and different services Like City Stars Mall Inside the
integrated commercial area You need to get out of the village It also provided all recreational
needs “Anchorage and marina yachts for fishing and yachting. “And for fans of water games
“Aqua Park is on the beach directly “Arco always strives for excellence by offering the best.
Through our constant endeavor to preserve the environment, City Stars Village is established
Fully green solar energy system This ensures that the electricity is not completely cut off.
And all of these services and more you will find in City stars North Coast City Stars El Sahel
is the first project on the North Coast of its kind On the Riviera of Egypt, the northern coast,
famous for its beach, with its soft white sand and Its distinguished heroes on the Mediterranean
Sea include transparent lakes of renewable water Spectacular scenery amidst residential
resorts, the beautiful transparent blue laksas well as hotel services and recreational facilities

Figure1.2 layout for ARCO lagoon

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1.17the purpose from blue lagoon project

The village of Lagoon Arco North Coast is a new architectural masterpiece in the new city of
El Alamein in the northern coast, as it is characterized by its picturesque nature and turquoise
waters. The village also provides basic and recreational facilities to meet the needs and needs
of all customers. Of course, the Lagoon Arco North Coast Resort is your desired goal, if you
want to own a unit in a luxury resort on the coast. As it is, of course, the unique location in a
beautiful natural setting, the most important concern of the customer when he thinks about
having a resort unit. It is the safe haven from the stress and stress that a person has long faced
with a busy work life routine. The site of the tourist village in which you will put your money
must provide you with psychological comfort by viewing the most beautiful scenery.

Figure 1.3 elevation side for building

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1.18 About the location

Where the village of Lagoon Arco is located in the northern coast, on the 108 km of Alexandria
Desert Road, about 7 km after Porto Golf. That is, the Lagoon Arco Tourist Resort will put
you in the heart of the new city of El Alamein, which is the first million-serviced sustainable
city* on the North Coast.

Figure 1.3 ARCO lagoon north cost location

1.19 About owner and contractor

Project owner: Arco Real Estate Company

General contractor: Arco Real Estate Company

1.20 About duration

Started: 01-01-2017
Ended: 10-12-2019

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1.21Services and space

The village of Lagoon Arco North Coast has been designed with international standards to
match the most luxurious international resorts located abroad. Especially since the area in
which it is found has picturesque natural ingredients, it lacks only an architectural touch that
is in harmony with this divine beauty without compromising it. This is what expert engineering
minds have done within the Arco Real Estate Development Company, which has made very
luxurious designs for the North Coast Lagoon project. The Arco Lagoon project is built on an
area of 33 acres, with a total of only 33 buildings, on that vast area, and the rest are services.
The buildings of the village of Lagoon Arco consist of (ground floor + 3 floors), ground chalets
attached to the garden, and the upper chalets "third floor" attached to the roof. The project is
divided into 3 areas 1, 2 and phase 3, the areas of the chalets of the village of Lagoon Arco in
the following:

• phase 1: Chalet areas from 108 to 142-meter square

• phase 2, phase 3: chalet areas from 87 to 95.5-meter square

The Sustainable Cities*, or Ecological City, is a city designed with respect to the environmental
impact, inhabited by people dedicated to reducing inputs required from energy, water and food
production, waste from heat, air pollution - CO2, methane, and water pollution.

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 2.CONTRACT

2.1FIDIC

FIDIC is an acronym of Fédération Internationale Des Ingénieurs-Conseils which is a French

sentence meaning International Federation of Consulting Engineers. FIDIC was founded in 1913
by three countries; Belgium, France and Switzerland. FIDIC is located at the World Trade
Center in Geneva Switzerland. It is run mostly by volunteers. FIDIC is well known in the
consulting engineering for its work in defining Conditions of Contract for Civil Engineering
and Construction. The FIDIC forms are the most widely used forms of contract internationally,
including by the World Bank for its projects. Primary goal of FIDIC is to standardize best
practices of contracts for consulting engineers worldwide. It publishes standard forms of
contracts for clients, consultants, sub-consultants and joint ventures together with contract
related materials such as standard pre-qualification form, performance guarantee form, letter
of acceptance etc. Currently FIDIC membership covers 98 countries.

2.1.1 Objectives of FIDIC

An international regulatory authority to provide solutions and standards related to consulting

engineers. to provide consulting engineers with the resources needed for their better image
and reputation. To conduct trainings, seminars and to provide published material to young
professionals to develop consulting engineering industry Provide the consulting engineers
with standard forms of contract and other related documents like standard pre-qualification
form, performance guarantee form, letter of acceptance etc. Promote and assist the worldwide
development of viable consulting engineering industries.

2.1.2 FIDIC family of contracts

In 1999, FIDIC published a ‘Rainbow Suite’ of new contracts with many improvements. In
new forms of contract, main clauses were significantly reduced from over 70 to just 20.

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 This suite includes:
• the Red Book: Conditions of Contract for Construction for Building and Engineering
Works Designed by the Employer
• the Yellow Book: Conditions of Contract for Plant and Design-Build
• the Silver Book: Conditions of Contract for EPC/Turnkey Projects
• the Green Book: Conditions of Short Form of Contract

Additional forms of contract in use since 1999 include:

• the Blue Book: Contract for Dredging and Reclamation Works
• the White Book: Client/Consultant Model Services Agreement
• the Gold Book: FIDIC Design, Build and Operate Projects

Figure 5.1 cover for FIDIC books and its types

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2.2 contract

A contract is an agreement made between two or more parties that creates legally binding
obligations between them. The contract sets out those obligations and the actions that can be
taken if they are not met. A construction contract is important for all parties concerned with
the carrying out of a construction project, including the person requesting the work and the

general contractor, who is responsible for all work carried out (even the work performed by
subcontractors). General: Contracts are covered by contract law. Specialist advice should be
sought to ensure that the legal ramifications of any proposed contract are fully understood

2.3 Methods of selecting right contractors

2.3.1 Integrity and a good working relationship

Don’t depend on an airtight contract for a problem-free project. Your contractor should be
someone with a good track record of integrity and who is able to maintain a close, solid
relationship with the client through the proposal, planning and construction stages.

2.3.2 Referrals and references

Most contractors will provide references from past clients and architects with whom they’ve
worked. It is very important to contact those references to understand the type of firm and
people you are considering for your project. Do they have a long list of repeat clients? What
is the builder’s reputation on service issues after the project is completed and the final payment
has been made? Are they a firm that is determined to earn their clients’ referrals?

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2.3.3 Consider experience

Not only how long a contractor has been in business, but the type of work they normally do.
For example, it probably wouldn’t make sense to hire a contractor to build a medical clinic if
their only experience is in constructing manufacturing facilities.

2.3.4 Financial stability

This could not be more important in tough times. Does the contractor have the financial
strength to “weather the storm”?

2.3.5 Payment process

Find out what process they use for paying their subcontractors and vendors. How do they
ensure the project owner that payments are being made and protect the owner from potential
liens on the property? as a contractor who habitually pays its vendors late will have that
reputation.

2.3.6 Budget and schedule compliance

Remember the old saying, “Time is money”

2.4 Contract contents

2.4.1 Contract Agreements and Contracts

This agreement is used by the contracting officer or owner and the contractor. It's an essential
component of the contract documents. It's the main document to which most other documents
attach or reference.

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2.4.2 Statement of Work (SOW)

Having a solid scope of the work involved is helpful during the bidding process and later on
during the construction sequence. A well-defined scope can be used to determine the amount
of work needed to complete the project.

2.4.3 General Conditions

This contract document defines obligations regarding the execution of the project as well as
each party's rights. Overhead costs, what to claim, and your entitlements must be included in
this portion of the contract.

2.4.4 Special Conditions

This is usually an extension of the contract and an addendum to the general conditions. It
should specify certain conditions and clauses that pertain to each particular project or job. Pay
special attention to specific instructions and requirements on how to perform the work.

2.4.5 Bill of Quantities

This document is formed by the list of diverse trades and materials that will form part of the
construction. Sometimes this document is not required by the contracting officer.

2.4.6 Drawings

All contracts should include a set of drawings that form part of the job to be performed. These
drawings are usually the latest and most recent available and must be received by the
contractor prior to the date of commencement. They must include all drawings from
consultants, and they'll constitute the entire project that's being contracted

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2.4.7 Creating Construction Schedule

The construction schedule is an important component of the document. The contracting office
will know how and when the project will be completed by reviewing this part. Construction
contracts sometimes require updated schedules throughout the construction progress, and they
might form part of the monthly or agreed term for application for payments

2.4.8 Costs in the Construction Industry

This is a breakdown of all items being incorporated into the construction project. It's usually
the base of the application for payment. It can be detailed per item or in a lump sum form that
doesn't specify individual items.
2.4.9 List of Common Types of Construction Insurance

This is an essential part of the contract because it provides a guarantee to the owner that the
contractor has the means and the economic backup to perform under the terms of the
construction contract. It will include specific types of coverages, required bonding, and all
insurance protections available to the owner, the contractor and third parties

2.4.10 Warranty

Upon final delivery of the project, the owner wishes to obtain guarantees for the project so
that it works as it is Plan it so that it also ensures that the contractor does some maintenance
and follow-up after the project is executed, and it is A document signed between the two
parties (the guarantee document), which includes a guarantee period from the date of the initial
delivery of the project, and it shall be Warranty is important in projects that contain mechanical
and electrical work and equipment. It must be goals the guarantee is clear (a single project can
contain several guarantees and each guarantee has its purpose and place of application) so that
The contractor does not bear other consequences if some of the terms that are originally not
binding on him are changed from the reality of the contract

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2.5 Contracting method

Most construction projects involve the participation of the owner, designer, contractor,
suppliers, and in general the owner determines the type of contract. Once the type of contract
has been determined and the project implementation decision taken, action is necessary
Engineering designs. Accordingly, the contractor initiates the implementation of the project.
The contract agreement and the tasks of each party depend on the nature and size of the project,
and these tasks must be carefully studied to determine the relationship of each party to the
other during the implementation time The project. There are five basic types of contracting
method in construction projects as follows

2.5.1 General (traditional) contract method

It is a contracting method between the owner and the main contractor, and the owner is usually
represented by a company that prepares Engineering designs and everything related to the
contract (in construction projects, an architectural design company), so that it will play a role
Each party is clear and defined in the terms of the contract. The project will be announced in
the general means of notifying the parties (Contractors) concerned with the last date for
submission of tender. Bidding opens in the presence of contractors, and the project is often
awarded For the lowest bid in terms of price, the rest of the bids remain open, especially the
second and third bid in terms of price to when signing the contract between the owner and the
contractor, noting the legal controls for these procedures. Sometimes it may the owner resort
to negotiation to reduce the price of the project submitted by the contractor. And in case the
contractor is not specialized The president, in some business or lack of experience, has a
subcontractor with a contractor that executes those Business The subcontractor is responsible
for the labor, equipment, materials, and management of the business items assigned to him

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2.5.2 Separate contract method

In this way, the contract is between the owner and specialized contractors to carry out the
project works, and it is similar to the general contracting method, but without a main contractor
for the project, and this means that the owner Project supervision. Therefore, he must have the
ability and ability to do so. And the main benefit in this the type of contract is that the owner
keeps the profits that could have gone to the main contractor. As for the cases where the owner
lacks these administrative capabilities, he can contract with a body to carry out supervision
tasks. When not Clarity of the tasks of this entity, disputes may arise between contractors and
the supervising authority. Therefore, it is preferred that the owner the works of management
and supervision during the implementation stages of the project. It is very important when
applying this method to obtain a technical manager or project management engineer efficient
so that he supervises the various items of the project. This method is suitable for projects of a
nature that you need specialized contractors to implement project specialist items. A
disadvantage of this method is that it is presented owner risks compared to the general
contracting method (as there is no main contractor). In general, this method is not Commonly
used in construction projects

2.5.3 Direct labor / Force account method

In the method of internal implementation, there is no contract for the implementation of

construction works for a project, as the owner has the technical capabilities and resources
needed to implement the project technically, accordingly the owner is responsible for
providing the site with the resources, equipment, and labor necessary for implementation, as
well as supervising Implementation. It can be said that it plays an essential role (project
manager). The owner may also prepare engineering designs for small projects, but in large
projects the owner may hire a designer (consultant engineer to prepare) Engineering design of
the project). Resorting to this type of contract is in small projects and projects Which requires
speedy implementation (emergency projects, and that there will not be enough time to prepare
tender documents), Also, projects that are not well defined or that are difficult to define. This

31
method is particularly suitable Periodic maintenance projects of the facility that are simple
and it is logical or necessary for the owner to have (Ownership) Skilled work teams to do the
required work

2.5.4 Turnkey contract

In this way a construction company is employed to benefit from its experience in the
engineering design phase, where the owner is assigned to the contractor to do the design and
implementation work together. Boil and build the responsibility the technology is confined to
the design and implementation aspect of one side (the contractor) in addition to any other work
that may be entrusted to him during the implementation phase. This contract is very similar to
the general contract, but the contractor’s responsibility extends to include preparation the
design. This method is frequently used in large-scale, industrial projects as refineries
The oil.

2.5.5 Construction management

The specialized contracting method is one of the ways in which a company is contracted to do
business Purely specialized, for example, a project management company, sometimes called
a management contractor

2.6 stages of construction projects

2.6.1 The conception of the project

Normally, the conception of the project starts with the client. This is where the dream begins
as well as the research for the right location and the specifications/standards that should be
followed. Depending on the project, the conception stage might vary. It can take anywhere
from a few days to a few months or more, depending on how imminent is the need for the
completion of the project. It goes without saying that construction workers usually don’t have
much input during this stage, as the ball is still in the hands of the project owner.

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2.6.2 Design

Once the project is closer to fruition, it is time to sit down and talk design. This is still a
preliminary stage, which means that nothing is guaranteed at this point. Nevertheless, design
is the stage where usually the bidding process begins. The team that is in charge of the design,
led by an architect or an engineer, will need to make sure that each of the state regulations and
codes is met while respecting the vision of the project owner as well as ensuring that the newly
built structure will be usable. There are normally four different steps within the design stage
and they include programming and feasibility, schematic design, design development, and
contract documents. During the programming and feasibility step, each of the objectives and
goals of the project has to be outlined. Numerous decisions are made at this stage, including
how large the building will be, how space will be used, and how many rooms will be needed.
The schematic design is a sketch that will show the space as well as materials, colors, and even
textures. That sketch will be used during the design development to research the equipment
needed, along with the cost for them and the materials being used. Once the contract
documents are drawn up, everything is close to being finalized, because they contain the final
drawings and specifications. These documents are used in the construction field by those
placing bids to work on the project.

2.6.3The pre-construction stage

The next stage of a construction project begins when the bidding is completed and the
contractor has been chosen to do the work. As soon as the contractor is chosen, the project
team is put together.

Typically, a project team has the task to prepare the construction site before the work begins.
As a rule, it consists of the following specialties:

1. Contract administrator
2. Project manager

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 3. Superintendent
4. Field engineer
5. Health and safety manager

In close collaboration with the contractor, the project team is responsible for visiting the field
in order to complete a site examination. The site examination will allow the project team to
detect or predict any environmental challenges that might emerge during the building process.
Soil testing is also an integral part of this step. when all information is collected, all plans and
findings should be reviewed by the city authorities. This is usually a long procedure, as all
concerns and opinions should be heard and addressed.

2.6.4 The procurement stage

Now it’s time for the project team to order and obtain materials, equipment, and workforce.
This stage of the project can be more or less complex and challenging depending on how big
the project is, the available resources and the agreed start date. Many of the big construction
companies have their own procurement departments. In such cases, it is common that the

construction company will simultaneously order laborer’s, equipment and materials for a
number of projects. This process might vary a lot in smaller projects. All this work is usually
performed by the general contractor, however, there are times when subcontractors will be in
charge of certain parts. The subcontractors may be responsible for hiring their own workers
or obtaining their own materials so that they know that they have exactly what they need to
complete their portion of the job.

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2.6.5 The construction stages

Before the construction work begins, a pre-construction meeting is done to ensure that
everyone is on the same page when the construction starts. This meeting normally includes
information about the following topics:

1. How to access the job site

2. the quality control of the project
3. how and where to store all the materials
4. the hours that everyone will be working

Each worker may be given their own schedule. It is also important to note that the schedule of
each project agent might vary depending on their role. This is especially true for
subcontractors who need certain parts of the job completed before they can begin their portion.
It easily becomes evident that bad planning at this point can lead to serious delays and budget
overruns. Once the meeting is over and there are no lingering questions, the very first step of
the project can begin. The goal at this point is to have planned everything so carefully that
everything goes off without a hitch. Of course, that rarely happens, as something always goes
wrong during a construction project. To avoid pitfalls, while planning your construction
project, you should use some kind of digital solution.

2.6.6 The post-construction stage

Last but certainly not least, the post-construction stage. Now that all the work on the job site
has been completed, the project will soon end. Nonetheless, there are still a few steps that need
to be done before the keys to the building can be handed over. In general, the final stage of the
construction project is divided into three critical steps:

35
A. New construction building commissioning

First things first, an inspection of the whole building needs to be done. If everything is done
correctly, these inspections are fairly simple to pass. The reason is that other inspections
should have already been completed during the entire project. It is during those previous
inspections that issues should have been found and corrected. As soon as everything has been
checked, it is time for the project team to train the client in operating and maintaining the
newly built structure. That is a step of considerable importance as it will contribute to
increasing the lifecycle of the project.

B. Owner occupancy

Now that the training is completed, the owner can take over the building. This is when the
warranty period is on. In that way, the project owner can feel safe that there is enough time to
examine all the different systems, equipment, and materials that have been installed.

There are three mains types of warranty in construction:

1. Express warranty: It is normally included in the contract.

2. Implied warranty: It is imposed by law.
3. Statutory warranty: It is introduced in a state’s regulations.

C. Closure

That is the last step in the long process of designing and completing a construction project.
The project team has to overall contractual agreements and make sure that the project is free

from any type of legal burden. At this point, it is also a good practice to carry out a post-
project review which could help the different agents to detect any tasks that weren’t
completed, analyses why this happened and put together a list of insights for the future. A
post-project review can also be the foundation for the creation of an in-depth project
completion report.

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2.7 Types of contracts

Some common types of contracts are used in the engineering and construction industry

Figure 2.7.1 type of contract

2.7.1Unit Price Contract

This kind of contract is based on estimated quantity is of items included in the project and
their unit prices. The final price of the project is dependent on the quantities needed to carry
out the work. Method of payment for the contractor: agreement between the contractor and
the owner on the unit price for each item of the project. During execution, the contractor shall
provide extracts of the items that have been completed in order for the owner to pay the value
of these extracts. In general, this contract is only suitable for construction and supplier projects
where the different types of items, but not their numbers, can be accurately identified in the
contract documents. It is not unusual to combine a Unit Price Contract for parts of the project
with a Lump Sum Contract or other types of contracts.

• Advantages of Unit price for contracts:

1. The ability of the owner to make changes in some items by increasing or

decreasing during execution.

37
 1. Disadvantages of Unit price for contracts:

1.The owner is not sure of the total actual value of the project until after it is
finished.

2. Advantages of Unit Price Contracts for the Owner are as follows:

1. The main advantage of a unit price contract is that the vendor will get paid an
amount that exactly matches the work done, which makes this type of contract
(technically) fair for both the vendor and the client.

2. It makes contractor selection easier (the person with the cheapest unit price is
usually chosen) It increases the speed of the project as the contractor wants to
finish as many units of work ASAP.

3. It allows the client to relate the cost of his project to tangible and measurable
results (which are the units of work).

2.7.2 Lump Sum Contract

With this kind of contract, the engineer or contractor agrees to do the a described and specified
A Fixed Fee or Lump Sum Contract is suitable if the scope and schedule of the project are
sufficiently defined to allow the consulting engineer to estimate project costs

Requirements:

1. Good project definition.

2. Stable project conditions.
3. Effective
4. Competition essential when bidding.
5. Much longer time to bid

38
Advantages of lump sum Contracts for the Contractor are as follows:

1. There is a greater margin for profit realization for contractors as well as designers.

2. Due to its general reliability, contractors try to enhance quality of production and
performance and try to complete work faster.

3. Lump sum contracts offer comparatively easier assessment of soil conditions, bidding
prices and pre- construction analysis which makes selection process less tedious.

4. Accounting related to lump sum contracts are low-intensive that diminishes overhead
expenses of the contractor and allow for stable cash flow.

5. Besides above benefits, lump sum construction contract promote better interaction and
association between the owner, contractor and designer. The contractors encourage
effective project execution to earn better profit margin. The owner is also aware of the
expense incurred due to change orders he needs.

6. There is certain degree of limitation over owner’s exposure as well as accountability at

the time construction since he has already agreed upon a fixed rate.

7. Since the contractor has accepted a fixed price for the construction, the owner is not
liable for any over expenditure. This is the most important benefit.

8. It is much simpler to get construction loan with a Lump sum contract as it provides a
high degree of certainty as far as cost is concerned.

9. It is much easier to supervise and manage Lump sum contracts.

39
Disadvantages of lump sum Contracts:

1. Lump sum contracts pose greater risk to contractor.

2. Quantifying changes is a big challenge. Such contracts demand documentation and
record keeping of change orders at all stages that further requires more paperwork.
3. Rejection of change order requested by the employer.
4. The building and construction design and plans have to be completed well before
beginning the execution of activities.
5. The overall construction completion could take longer than other contractual
alternatives.
6. Since the contract is based on fixed price, the contractor may start using sub-standard
means and methods and products. In such a case, the owner should specify building
materials well in advance.
7. Lump-sum contracts usually end up with higher fixed price to cover unforeseen
circumstances. Owners are responsible for unpredicted conditions which are beyond
the control of either party.

2.7.3 Target cost contract

This type of contract is similar to cost contracts with the expense recovery ratio but a
requirement mechanism is added, namely, the contractor's participation in carrying out part of
the project expenses if the final cost of the project increases than expected. Contracting
between the owner and contractor based on the total cost of the project before implementation
(target cost). The contract of the cost contract plus the cost recovery ratio shall be contracted
provided that the actual cost of the project does not exceed the target cost. If the cost increases,

the contractor will bear part of the excess costs based on prior agreement between them. This
contract may be developed to include another condition, the time of execution of the project,
so that if the contractor exceeds the time, the contractor will be fined for each day of delay. In
return, if the contractor completes the execution of the puns.

40
Advantages of target cost Contracts for the Contractor are as follows:

1. A primary advantage of target costing is that it allows you to analyses the best way to make
or acquire products at the lowest costs.

2. Minimizing costs is a common financial goal of any small business, regardless of whether
they offer high, medium or low prices.

3. Minimizing costs gives a small company financial flexibility to focus on achieving high
profit margins or to enter the market at low price points to attract a large customer base.

2.7.4 Cost-Plus Contract

A contract agreement wherein the purchaser agrees to pay the cost of all labor and materials
plus an amount for contractor overhead and profit (usually as a percentage of the labor and
material cost)

The contracts may be specified as:

1. Cost + Fixed Percentage Contract.

2. Cost + Fixed Fee Contract.
3. Cost + Fixed Fee with Guaranteed Maximum Price Contract.
4. Cost + Fixed Fee with Bonus Contract.
5. Cost + Fixed Fee with Guaranteed Maximum Price and Bonus Contract.
6. Cost + Fixed Fee with Agreement for Sharing Any Cost Savings Contract

41
 Figure 2.7.2 cost plus contract

This type of contracts is favored where the scope of the work is indeterminate or highly
uncertain and the kinds of labor, material and equipment needed are also uncertain. Under this
arrangement complete records of all time and materials spent by the contractor on the work
must be maintained.

1. Cost + Fixed Percentage Contract

Compensation is based on a percentage of the cost.

2. Cost + Fixed Fee Contract

Compensation is based on a fixed sum independent the final project cost. The customer
agrees. To reimburse the contractor's actual costs, regardless of amount, and in addition
pay a negotiated fee independent of the amount of the actual costs.

3. Cost + Fixed Fee with Guaranteed Maximum Price Contract

Compensation is based on a fixed sum of money. The total project cost will not exceed
an agreed upper limit.

42
 4. Cost + Fixed Fee with Bonus Contract

Compensation is based on a fixed sum of money. A bonus is given if the project finish
below budget, ahead of schedule etc.

5. Cost + Fixed Fee with Guaranteed Maximum Price and Bonus Contract

Compensation is based on a fixed sum of money. The total project cost will not exceed an
agreed upper limit and a bonus is given if the project is finished below budget, ahead of
schedule etc.

6. Cost + Fixed Fee with Agreement for Sharing Any Cost Savings Contract

Compensation is based on a fixed sum of money. Any cost savings are shared with the
buyer and the contractor.

Advantages of Cost-Plus Contracts for the Contractor are as follows:

Benefits to Owner:

1. Using a cost-plus contract tends to result in better quality projects because contractors
do not have to skimp on materials and labor. - They can bank on guaranteed
reimbursement and bonus fees for prepaying expenses.

2. This type of agreement may reduce the chances of project over bidding because the
contractor does not need to pad fixed expenses to avoid going over budget.

Benefits to Contractor:

1. A contractor can take on an unfinished design using a cost-plus contract because there is
less risk that the agreed upon sum does not cover expenses and fails to make a profit.
43
Disadvantages of Cost-Plus Contracts for the Contractor are as follows:

1. If you have a strict budget, cost plus contracts are a poor choice because it has much
greater cost uncertainty than fixed-price contracts and you do not know the final price
of the project.

2. This type of arrangement does not give contractors an incentive to work efficiently and
promotes overspending to get the largest fee possible.

2.8 Type of contract for project (Direct labor / Force account method)
In the way of internal implementation, there is no contract to carry out the construction work
for a project, as the owner has the technical capabilities and resources necessary to implement
the project technically. Accordingly, the owner is responsible for providing the site with the
resources, equipment and employment necessary for implementation, as well as overseeing
implementation. It can be said that it is a key role project manager. The owner may also prepare
engineering designs for small projects, but in large projects the owner may use a designer
(consultant engineer to prepare the engineering design for the project. This type of contract is
resorted to in small projects, and projects that require speedy implementation (emergency
projects that do not have enough time to prepare tender documents), as well as projects that
are not well known or difficult to define. This method is particularly suitable for the facility's
periodic maintenance projects, which are simple and logical or necessary for the owner (the
owner's institution) to have skilled work teams to do the required work.

44
Figure 2.7.3 Direct Labor contract

45
46
 3. PROJECT PLANNING

3.1 Introduction
Construction planning is a fundamental and challenging activity in the management and
execution of construction projects. It involves the choice of technology, the definition of work
tasks, the estimation of the required resources and durations for individual tasks, and the
identification of any interactions among the different work tasks. A good construction plan is
the basis for developing the budget and the schedule for work. Planning is an administrative
process. As such, it is necessary that instructions may be used in order to instigate action for
the achievement of a specific objective. Planning is the most important of the management
processes and without it the proper and successful running of a company, a project, or a private
life, must be very much a matter of chance. Planning requires a rigorous effort by the planning
team. A planner should know the different categories of work and be familiar with the
terminology and knowledge used in general practice. Also, the planning teem should seek the
opinion of experts including actual construction experience. This helps produce a realistic plan
and avoids problems later on site.

3.1.2 what is planning

Planning is the first step of construction project management philosophy of planning,

organizing and controlling the execution of the projects. Construction project planning and
project scheduling is two separate and distinct function of the project management. Here, we
will learn about the planning phase of project management. Construction project planning is
the function in which project and construction managers and their key staff members prepares
the master plan. Then this master plan is put into time schedule by scheduling people which
is called project scheduling. A project plan is mostly responsible for the success or failure of
the project. Planning is a bridge between the experiences of the past projects and the proposed
actions that produces favorable results in the future. It can also be said that it is a precaution
by which we can reduce undesirable effects or unexpected happenings and thereby eliminating

47
confusion, waste, and loss of efficiency. Planning involves prior determination, specification
of factors, forces, effects and relationships necessary to reach the desired goals. Detailed
planning for tendering purposes and the preparation of construction needs to be conducted
through brainstorming sessions among the planning team. The inputs and outputs of the
planning process are shown.

Figure 3.1.1 The inputs and outputs of the planning process

Planning Stage Inputs

Contract – Work Scope – Drawings – Specifications (Specs) – Site Report – Bill of

Quantities (BOQ) – Method Statement – Activities Sequence – Available Resources –
Production Rates – Responsibility – organization data.

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 Figure 6.1.2 foundation

Figure 3.1.3 Typical floor

49
Figure 3.1.4 B.O. Q for civil work Figure 3.1.5 B.O. Q for ARCH. work

50
 Planning Stage Outputs

OBS – WBS – Activities List – Logical relationships between activities – Expected

Duration for each Activity – Activities Resources – Activities Cost – Activities Dates –
Cash flow – Project Network diagram – Histograms

3.1.3 Importance of Planning

Importance of Planning to Contractor

a. Identify the expected the project time.

b. Helping in time control during the project time.

c. Resource management.

Importance of Planning to Owner

a. Cash flow during the project time.

b. Monitoring of the project time

3.1.4 Desired results of planning

Project planning is the heart of good project management because it provides the central
communication that coordinates the work of all parties. Planning also establishes he
benchmark for the project control system to track the quantity, cost, and timing of work
required to successfully complete the project. Although the most common desired result of
planning is to finish the project on time, there are other benefits that can be derived from good
project planning. planning is the first step to project scheduling. Planning is a process and not
a discrete activity. As changes occur, additional planning is required to incorporate he changes
into the schedule. There are many situations or events that can arise that can impact a project
schedule. Examples are changes in personnel, problems with permits, change in a major piece

51
of equipment, or design problems. Good planning detects changes and adjusts the schedule in
the most efficient manner. A common complaint of many design engineers is they cannot

efficiently produce their work because of interruptions and delays. The cause of this problem
is usually a lack of planning, and in some instances no planning at all. Planning should clearly
identify the work that is required by each individual and the interface of work between
individuals. It should also include a reasonable amount of time for the exchange of information
between project participants, including the delay time for reviews and approvals.

3.1.5 Principles of planning

There must be an explicit operational plan to guide the entire project. The plan must include
and link the three components of the project: scope, budget, and schedule. Too often, planning
is focused only on schedule without regard to the important components of scope and budget.
To develop an integrated total project plan, the project must be broken down into well-defined
units of work that can be measured and managed. This process starts with the WBS. Once this
is completed, the project team members who have the expertise to perform the work C& I be
selected. Team members have the ability to clearly define the magnitude of detail work that is
required. They also have the ability to define the time and cost that will be required to produce
the work. With this information a complete project plan can be developed. The project plan
and schedule must clearly define individual responsibilities, schedules, budgets, and
anticipated problems. The project manager should prepare formal agreements with appropriate
parties whenever there is a change in the project. There should be equal concern given to
schedule and budget, and the two must be linked. Planning, scheduling, and controlling begin
at the inception of the project and are continuous throughout the life of the project until
completion.

52
3.1.6 Techniques for planning

The technique used for project scheduling will vary depending upon the project’s size,
complexity, duration, personnel, and owner requirements. The project manager must choose
a scheduling technique that is simple to use and is easily interpreted by all project participants.
There are two general methods that are commonly used: the bar chart (sometimes called the
Cnut chart) and the Critical Path Method (sometimes called CPM or network analysis system).
The bar chart, developed by Henry L. Gantt during World War I, is a graphical time-scale of
the schedule. It is easy to interpret; but it is difficult to update, does not show interdependences
of activities, and does not integrate costs or resources with the schedule. It is an effective
technique for overall project scheduling, but has limited application for detailed construction
work because the many interrelationships of activities, which are required for construction
work, are not defined. Many project managers prefer the bar chart for scheduling engineering
design work because of its simplicity, ease of use, and because it does not require extensive
interrelationships of activities. However, it can require significant time for updating since the
interrelationships of activities are not defined. A change in one activity on the bar chart will
not automatically change subsequent activities. Also, the bar chart does not integrate costs
with the schedule, nor does it provide resources, such as labor hours, that are important for
management of design. Some designers argue that they cannot define the interrelationships
between the activities that make up a design schedule. They use this argument to support the
use of a bar chart. They will also argue that resources change constantly on a design project,
resulting in a schedule that is too difficult to maintain. Either of these situations may occur at
times on some projects. However, if these situations exist on every project, it is likely that the
projects are not well planned, managed, or controlled. The Critical Path Method (CPM) was
developed in 1956 by the DuPont Company, with Remington Rand as consultants, as a
deterministic approach to scheduling. The CPM method is commonly used in the engineering
and construction industry. A similar method, Program Evaluation and Review Technique
(PERT), was developed in 1957 by the U.S. Navy, with Booz, Allen, & Hamilton Management
consultants, as a probabilistic approach to scheduling. It is more commonly used by the
manufacturing industry; however, it can be used for risk assessment of highly uncertain

53
projects. Both methods are often referred to as a network analysis system. The CPM provides
interrelationships of activities and scheduling of costs and resources. It also is an effective
technique for overall project scheduling and detailed scheduling of construction. However, it
does have some limitations when applied to detailed engineering design work during the early
stages of a project because it requires an extensive description of the interrelationships of
activities. Although the CPM technique requires more effort than a bar chart, it provides more
detailed information that is required for effective project management. Using network
schedule to plan a project forces the project team to break a project down into identifiable
tasks and to relate the tasks to each other in a logical sequence in much greater detail than a
bar chart. This up-front planning and scheduling help the project team to identify conflicts in
resources before they occur. The project manager must use his or her own judgement and
select the method of scheduling that best defines the work to be done and that communicates
project requirements to all participants.

3.1.7 Project planning Steps

The following steps may be used as a guideline, or checklist to develop a project plan:

1. Define the scope of work, method statement, and sequence of work.

2. Generate the work breakdown structure (WBS) to produce a complete list of
activities.
3. Develop the organization breakdown structure (OBS) and link it with work
breakdown structure identifies responsibilities.
4. Determine the relationship between activities.
5. Estimate activities time duration, cost expenditure, and resource requirement.
6. Develop the project network.

54
3.1.8 Planning Stages

1. Pre-Tender Planning (Outlines) during tendering stage.

2. Pre-Contract Planning (Master Plan) before contract agreement.
3. Detailed Planning (Baseline) before construction stage.

3.1.9 Good Planning Characteristics

1. Accuracy depend on degree of schedule details.

2. Simple, flexible for easy execution, monitoring and controlling.
3. Minimize the un-productive time and critical activities (10-30%).

3.1.10 OBS & EPS

Organization Break-down Structure (OBS) is the hierarchy structure of company

administrations.

Figure 3.1.6 Organization Break-down Structure

55
Enterprise Break-down Structure (EBS) is the hierarchy structure of company
projects according to work scope and location such as housing projects and roads
projects.

Figure 3.1.7 Enterprise Break-down Structure

56
3.2 Work breakdown structure (WBS)

3.2.1 Work breakdown structure (WBS)

The WBS is described as a hierarchical structure which is designed to logically sub-divide all
the work-elements of the project into a graphical presentation. The full scope of work for the
project is placed at the top of the diagram, and then sub-divided smaller elements of work at
each lower level of the breakdown. At the lowest level of the WBS the elements of work are
called a work package. A list of project’s activities is developed from the work packages.
Effective use of the WBS will outline the scope of the project and the responsibility for each
work package. There is not necessarily a right or wrong structure because what may be an
excellent fit for one discipline may be an awkward burden for another.

3.2.2 Purpose

The Work Breakdown Structure separates the complete project into its component elements
in order to track the cost, time and technical performance at all levels of the project cycle
life.

3.2.3 Scope

The WBS is a product-oriented, hierarchical representation of all activities/work elements

required to accomplish the complete work scope of the project. Project Managers are
responsible for the creation of a WBS.

3.2.4 Facts and Information

A WBS is not an exhaustive list of work. Rather it is a comprehensive classification of project

scope. A WBS is not a project plan or a project schedule and it is not a chronological listing.
It is considered poor practice to construct a project schedule before designing a proper WBS.
It is very difficult to follow the 100% Rule at all levels of the WBS hierarchy. It is not possible
to from an improperly defined WBS without starting over, so it is worthwhile to finish the

57
WBS design before starting a project plan or project schedule. A WBS is not an organizational
hierarchy. Some practitioners make the mistake of creating a WBS that shadows the
organizational chart. While it is common for responsibility to be assigned to organizational
elements, a WBS that shadows the organizational structure is not descriptive of the project
scope and is not outcome-oriented. Short-term memory capacity should not dictate the size
and span of a WBS tree structure. Some reference material suggests that each WBS level be
limited to 5-9 elements because that is a theoretical limit to short-term memory. It is far more
important to construct a logical grouping of planned outcomes than to worry about the limits
of short-term human memory. WBS updates, other than progressive elaboration of details,
require formal change control. This is another reason why a WBS should be outcome-oriented
and not be prescriptive of methods. Methods can and do changes frequently, but changes in
planned outcomes require a higher degree of formality. If outcomes and actions are blended,
change control may be too rigid for actions and too informal for outcomes.

3.2.5 Important of the WBS

Everyday practice is revealing with increasing regularity that creation of a WBS to define the
scope of the project will help ensure delivery of the project’s objectives and outcomes. There
are numerous writings that point to the WBS as the beginning step for defining the project and
insist that the more clearly the scope of the project is articulated before the actual work begins,
the more likely the success of the project. Experienced Project Managers know there are many
things that can go wrong in projects regardless of how successfully they plan and execute their
work. Component or full-project failures, when they do occur, can often be traced to a poorly
developed or nonexistent WBS.A poorly constructed WBS can result in negative project
outcomes including ongoing, repeated project re-plans and extensions, unclear work
assignments for project participants, scope creep, and its sister, unmanageable, frequently
changing scope, as well as budget overruns, missed deadlines and ultimately unusable new
products or delivered features that do not satisfy the customer nor the objectives for which the
project was initiated. WBS CONCEPTS the WBS, is ‘‘a deliverable-oriented hierarchical
decomposition of the work to be executed by the project team to accomplish the project

58
objectives and create the required deliverables. It organizes and defines the total scope of the
project. Each descending level represents an increasingly detailed definition of the project
work. The WBS is decomposed into work packages. ’With this definition, it is clear the WBS
provides an unambiguous statement of the objectives and deliverables of the work performed.
It represents an explicit description of the project’s scope, deliverables and outcomes—the
‘‘what’’ of the project. The WBS is not a description of the processes followed to perform the
project . . . nor does it address the schedule that defines how or when the deliverables will be
produced. Rather, the WBS is specifically limited to describing and detailing the project’s
outcomes or scope. The WBS is a foundational project management component, and as such
is a critical input to other project management processes and deliverables such as activity
definitions, project network diagrams, project and program schedules, performance reports,
risk analysis and response, control tools or project organization.

3.2.6 Why use a Work Breakdown Structure?

The work breakdown structure has a number of benefits in addition to defining and organizing
the project work. A project budget can be allocated to the top levels of the work breakdown
structure, and department budgets can be quickly calculated based on each project's work
breakdown structure. By allocating time and cost estimates to specific sections of the work
breakdown structure, a project schedule and budget can be quickly developed. As the project
executes, specific sections of the work breakdown structure can be tracked to identify project
cost performance and identify issues and problem areas in the project organization. For more
information about Time allocation Project work breakdown structures can also be used to
identify potential risks in a given project. If a work breakdown structure has a branch that is
not well defined then it represents a scope definition risk. These risks should be tracked in a
project log and reviewed as the project executes. By integrating the work breakdown structure
with an organizational breakdown structure, the project manager can also identify
communication points and formulate a communication plan across the project organization.

59
When a project is falling behind, referring the work breakdown structure will quickly identify
the major deliverables impacted by a failing work package or late sub- deliverable. The work
breakdown structure can also be color coded to represent sub- deliverable status. Assigning
colors of red for late, yellow for at risk, green for on-target, and blue for completed
deliverables is an effective way to produce a heat-map of project progress and draw
management's attention to key areas of the work breakdown structure.

3.2.7 Work Breakdown Structure Guidelines

The following guidelines should be considered when creating a work breakdown structure:

1. The top level represents the final deliverable or project.

2. Sub-deliverables contain work packages that are assigned to an organization’s
department or unit.
3. All elements of the work breakdown structure don’t need to be defined to the same
level.
4. The work package defines the work, duration, and costs for the tasks required to
produce the sub-deliverable.
5. Work packages should not exceed 10 days of duration.
6. Work packages should be independent of other work packages in the work breakdown
structure.
7. Work packages are unique and should not be duplicated across the work breakdown
structure.

3.2.8 Avoid Common Mistakes

The process of creating a WBS should be considered as a team building activity. For projects
of normal size, a WBS cannot be created by one team member. It needs various team members
to take-up each high-level requirement within the given scope, the whole team and then each

60
lead team members need to come-up with the activity/work-package break-up details related
to that specific requirement. Likewise, the activity details are arrived at the other lead team
members and the project team consolidates all the deliverables information received and
collates back to a fully blown WBS which can then further be sued for the next steps of project
planning and scheduling. A WBS is not a project plan or a project schedule. It only provides
detailed information on the given initial scope and on the final deliverables that need to be
implemented to achieve the project goals and objectives. It should be understood that WBS
helps in giving an accurate input for creating a project schedule byway of the activity/work
package information. Project teams typically assume that as part of a WBS creation, they need
to go into details of the high-level requirement –which is correct. But one needs to understand
that this drilling down of the high-level requirement should not be taken down to the lowest
level of the detail which makes it cumbersome for the project team members itself to monitor
and it also leads to micro-management from project managers perspective which is not healthy
for any project. Project teams should start think in go WBS antinutrient which can be twisted
to suit the specific project scope needs. There is no hard and fast rule that one needs to break-
up a requirement into three levels or four levels. Itis up to the project teams and the project
manager to decide on the degree to which a particular requirement/scope needs to be broken
down to in order to make it meaning full and reasonable for success full implementation,
monitoring and delivery. There might be some requirements that are straightforward and
which would not take a couple of weeks to implement- then in that case the requirement itself
can be assumed as a work package spanning across two weeks duration and the output of the
final deliverable also is clearly understood since the original requirement defines it with
precision. One other vital aspect that projects teams need to bear in mind is to ensure that they
always keep an open communication channel with the Customer/Client and the various
stakeholders of the project throughout the process of WBS creation. One should not assume
that since the team is breaking-up scope into smaller elements and creating a WBS, discussion
with the stakeholders is not necessary – that would be one of the biggest blunders. Bottom line
is that how can one break-up a larger scope into the required smaller elements unless they are
clear on the final product change or the functionality that is expected from the project

61
Breaking-up scope into smaller activities is not going to help unless one is clear on the actual
output desired from the given requirements.

3.2.9 WBS of the project

This figure showing the work breakdown structure of the project that has been determined
from our project essay and consist of main headlines mobilization and substructure and
superstructure and the substructure consist of earth work and foundation work and the super
structure consist of concrete work and finishing work for the fourth typical floor as shown:

62
Fig. 3.2.8 WBS of the project

63
 Fig. 3.2.9 WBS of the project from primavera

Fig. 3.2.10 WBS chart of the project from primavera

64
3.2.10 Activity list

The result we get from the WBS that each building in our project consist of ground floor and
4 typical floor each floor consists of interior finishing and each building have exterior
finishing. Then we made the activity list that present all activities needed along the project
providing as many details as possible to make it as easy and quick as possible for a user to
attain general, broad sheet information about the project. We made it from the essay and the
work breakdown structure. As shown:

Activity Name
Excavation Work
SOIL REPLACEMENT
Install Formwork for P.C Footings and Tie Beams
Pour P.C Footings and Tie Beams
Install Formwork for R.C Footings & tie beams &neck columns
Rebar for R.C Footings & tie beams
Pour R.C Footings & tie beams &neck columns
Apply Bituminous Damp Proofing Under S.O.G
Backfill to Slab On Grade Level
Install Formwork for Slab on grade
Rebar for Slab on grade
Pour P.C For Slab On Grade
Install Formwork for R.C Columns [Ground Floor]
Rebar’s for R.C Columns [Ground Floor]
Pour R.C Columns [Ground Floor]
Install Formwork for R.C Slab [Ground Floor]
Rebar’s for R.C Slab [Ground Floor]
Pour R.C Slab [Ground Floor]
Install Formwork for R.C Columns [First Floor]
Rebar’s for R.C Columns [First Floor]
Pour R.C Columns [First Floor]
Install Formwork for R.C Slab [First Floor]
Rebar’s for R.C Slab [First Floor]
Pour R.C Slab [First Floor]
Install Formwork for R.C Columns [Second Floor]
Rebar’s for R.C Columns [Second Floor]
Pour R.C Columns [Second Floor]
Install Formwork for R.C Slab [Second Floor]
Rebar’s for R.C Slab [Second Floor]
Pour R.C Slab [Second Floor]
Install Formwork for R.C Columns [Third Floor]

65
 Rebar’s for R.C Columns [Third Floor]
Pour R.C Columns [Third Floor]
Install Formwork for R.C Slab [Third Floor]
Rebar’s for R.C Slab [Third Floor]
Pour R.C Slab [Third Floor]
Install Formwork for R.C Columns [roof Floor]
Rebar’s for R.C Columns [roof Floor]
Pour R.C Columns [roof Floor]
Install Formwork for R.C Slab [roof Floor]
Rebar’s for R.C Slab [roof Floor]
Pour R.C Slab [roof Floor]
Construct Masonry Works [Ground Floor]
Construct Masonry Works [First Floor]
Construct Masonry Works [Second Floor]
Construct Masonry Works [Third Floor]
Construct Masonry Works [Roof Floor]
Install throat door & window [GROUND Floor]
Install throat door & window [FIRST Floor]
Install throat door & window [SECOND Floor]
Install throat door & window [THIRD + ROOF Floor]
plastering works for walls and ceiling (Ground Floor )
plastering works for walls and ceiling [FIRST Floor]
plastering works for walls and ceiling [SECOND Floor]
plastering works for walls and ceiling [Third Floor]
plastering works for walls [Roof Floor]
painting works for walls and ceiling (Ground Floor )
painting works for walls and ceiling (First Floor )
painting works for walls and ceiling (Second Floor )
painting works for walls and ceiling (Third Floor )
painting works for walls [Roof Floor]
plastering works for walls, ceiling and stairs V1
painting works for walls, celling and stairs V1
ceramic for flooring (Ground Floor )
ceramic for walls of bathrooms and kitchens (Ground Floor )
ceramic overalls for flooring (Ground Floor )
ceramic for flooring of bathrooms and kitchens (Ground Floor )
ceramic for flooring (First Floor )
ceramic for walls of bathrooms and kitchens (First Floor )
ceramic overalls for flooring (First Floor )
ceramic for flooring of bathrooms and kitchens (First Floor )
ceramic for flooring (Second Floor )
ceramic for walls of bathrooms and kitchens (Second Floor )
ceramic overalls for flooring (Second Floor )
ceramic for flooring of bathrooms and kitchens (Second Floor )
ceramic for flooring (Third Floor )
66
 ceramic for walls of bathrooms and kitchens (Third Floor )
ceramic overalls for flooring (Third Floor )
ceramic for flooring of bathrooms and kitchens(Third Floor )
ceramic for flooring [Roof Floor]
ceramic overalls for flooring [Roof Floor]
isolation works for bathrooms [GROUND Floor]
isolation works for bathrooms [FIRST Floor]
isolation works for bathrooms [SECOND Floor]
isolation works for bathrooms [Third Floor]
isolation work [Roof Floor]
doors (Ground Floor )
windows (Ground Floor )
doors [FIRST Floor]
windows [FIRST Floor]
doors [SECOND Floor]
windows [SECOND Floor]
doors [Third Floor]
windows [Third Floor]
door [Roof Floor]
Steel Handrail Crital for windows (Ground Floor )
Steel Handrail Crital for windows [FIRST Floor]
Steel Handrail Crital for windows [SECOND Floor]
Steel Handrail Crital for windows [Third Floor]
Install Crittal entrance door
cornicha futech for ceiling (Ground Floor )
cornicha futech for bathrooms and kitchens (Ground Floor )
cornicha futech for ceiling [FIRST Floor]
cornicha futech for bathrooms and kitchens [FIRST Floor]
cornicha futech for ceiling [SECOND Floor]
cornicha futech for bathrooms and kitchens [SECOND Floor]
cornicha futech for ceiling [Third Floor]
cornicha futech for bathrooms and kitchens [Third Floor]
Installing marble floors for entering the villa
Installing marble overalls
Installing marble for stairs
install gypsum cladding
install wooden Pergola
Brick tiles on steel
Brick tiles on concrete
Apply External Plaster Works
Apply External Painting Works
inspection rooms V1
Install Stone Cladding [Hashmah Stone] V1
Install First Fix [Conduits, Boxes, Pipes, Raisers][Ground Floor]
Install Second Fix [Fiber pipes, Pulling Wires][Ground Floor]
Install Lightening Accessories [Ground Floor]

67
 Install televisions (Ground Floor)

Install Intercom (Ground floor)

Install First Fix [Conduits, Boxes, Pipes, Raisers][First Floor]
Install Second Fix [Fiber pipes, Pulling Wires][First Floor]
Install Lightening Accessories [First Floor]
Install televisions [First Floor]
Install Intercom [First Floor]
Install First Fix [Conduits, Boxes, Pipes, Raisers][Second Floor]
Install Second Fix [Fiber pipes, Pulling Wires][Second Floor]
Install Lightening Accessories[Second Floor]
Install televisions[Second Floor]
Install Intercom[Second Floor]
Install First Fix [Conduits, Boxes, Pipes, Raisers][Third Floor]
Install Second Fix [Fiber pipes, Pulling Wires][Third Floor]
Install Lightening Accessories[Third Floor]
Install televisions[Third Floor]
Install Intercom[Third Floor]
Install First Fix [Conduits, Boxes, Pipes, Raisers][Roof Floor]
Install Second Fix [Fiber pipes, Pulling Wires][Roof Floor]
Install Lightening Accessories [Roof Floor]
Install First Fix [Conduits, Boxes, Pipes, Raisers][STAIRS]
Install Second Fix [Fiber pipes, Pulling Wires][STAIRS]
Install Lightening Accessories [STAIRS]
Install External Electrical Panels DB-C & LP-S
Install Drainage(UPVC), Water Supply (PPR) Pipes (Ground floor) V1
Installing appliances and interior accessories(Ground floor) V1
Install Drainage(UPVC), Water Supply (PPR) Pipes (First floor) V1
Installing appliances and interior accessories (First floor) V1
Install Drainage(UPVC), Water Supply (PPR) Pipes (Second floor) V1
Installing appliances and interior accessories (Second floor) V1
Install Drainage(UPVC), Water Supply (PPR) Pipes (Third floor) V1
Installing appliances and interior accessories (Third floor) V1
Install Drainage(UPVC), Water Supply (PPR) Pipes (Roof floor) V1
Installing appliances and interior accessories (Roof floor) V1

Table 3.2.1 Activity list for one villa

68
3.2.11 Project duration

First, we determined the crews needed to do the activities of the project and then we
determined the production rates for these crews according to standard production rates. As
shown

Table 3.2.2 Crew Production Rate

Second, we got the activities quantities from the essay and then calculate the duration from
the next formula: Duration = Quantity / (PR*NOC)
Production No. Of Actual
Activity Name Quantity Unit duration
Rate Crew duration
Excavation Work 1566 m³ 150 7 1.4912 2
SOIL REPLACEMENT 680 m³ 400 1 1.7 2
Install Formwork for P.C
168.5 m³ 4 8 5.265 6
Footings and Tie Beams
Pour P.C Footings and Tie Beams 168.5 m³ 200 1 0.8425 1
Install Formwork for R.C
Footings & tie beams &neck 137.33 m³ 4 8 4.2915 5
columns
Rebar for R.C Footings & tie
137.33 m³ 3.6 6 6.358 7
beams

69
 Pour R.C Footings & tie beams
137.33 m³ 200 1 0.6867 1
&neck columns
Apply Bituminous Damp
675 m² 200 2 1.6875 2
Proofing Under S.O.G
Backfill to Slab On Grade Level 570 m³ 400 1 1.425 2
Install Formwork for Slab on
77.8 m² 10 2 3.89 4
grade
Rebar for Slab on grade 77.8 m³ 5 4 3.89 4
Pour P.C For Slab On Grade 77.8 m³ 200 1 0.389 1
Install Formwork for R.C
22.8855 m³ 2 2 1.144 2
Columns [Ground Floor]
Rebar’s for R.C Columns [Ground
22.8855 m³ 3.6 3 2.119 3
Floor]
Pour R.C Columns [Ground
22.8855 m³ 200 1 1
Floor] 0.11443
Install Formwork for R.C Slab
88.601948 m³ 10 3 2.9536 3
[Ground Floor]
Rebar’s for R.C Slab [Ground
88.601948 m³ 5 5 3.544 4
Floor]
Pour R.C Slab [Ground Floor] 88.601948 m³ 200 1 0.443 1
Install Formwork for R.C
22.8855 m³ 2 2 1.144 2
Columns [First Floor]
Rebar’s for R.C Columns [First
22.8855 m³ 3.6 3 2.119 3
Floor]
Pour R.C Columns [First Floor] 22.8855 m³ 200 1 0.11443 1
Install Formwork for R.C Slab
88.601948 m³ 10 3 2.9536 3
[First Floor]
Rebar’s for R.C Slab [First Floor] 88.601948 m³ 5 5 3.544 4
Pour R.C Slab [First Floor] 88.601948 m³ 200 1 0.443 1
Install Formwork for R.C
22.8855 m³ 2 2 1.144 2
Columns [Second Floor]
Rebar’s for R.C Columns
22.8855 m³ 3.6 3 2.119 3
[Second Floor]
Pour R.C Columns [Second
22.8855 m³ 200 1 0.11443 1
Floor]
Install Formwork for R.C Slab
88.601948 m³ 10 3 2.9536 3
[Second Floor]
Rebar’s for R.C Slab [Second
88.601948 m³ 5 5 3.544 4
Floor]
Pour R.C Slab [Second Floor] 88.601948 m³ 200 1 0.443 1
Install Formwork for R.C
22.8855 m³ 2 2 1.144 2
Columns [Third Floor]
Rebar’s for R.C Columns [Third
22.8855 m³ 3.6 3 2.119 3
Floor]
Pour R.C Columns [Third Floor] 22.8855 m³ 200 1 0.11443 1
Install Formwork for R.C Slab
88.601948 m³ 10 3 2.9536 3
[Third Floor]
Rebar’s for R.C Slab [Third Floor] 88.601948 m³ 5 5 3.544 4
Pour R.C Slab [Third Floor] 88.601948 m³ 200 1 0.443 1
Install Formwork for R.C
4.37475 m³ 2 2 1.094 2
Columns [roof Floor]

70
 Rebar’s for R.C Columns [roof
4.37475 m³ 3.6 2 0.6076 1
Floor]
Pour R.C Columns [roof Floor] 4.37475 m³ 200 1 0.022 1
Install Formwork for R.C Slab
23.80921 m³ 10 2 1.19 2
[roof Floor]
Rebar’s for R.C Slab [roof Floor] 23.80921 m³ 5 2 2.3809 3
Pour R.C Slab [roof Floor] 23.80921 m³ 200 1 0.119 1
Construct Masonry Works
550 m³ 22 5 5 5
[Ground Floor]
Construct Masonry Works [First
550 m³ 22 5 5 5
Floor]
Construct Masonry Works
550 m³ 22 5 5 5
[Second Floor]
Construct Masonry Works [Third
550 m³ 22 5 5 5
Floor]
Construct Masonry Works [Roof
280 m³ 22 5 2.545 3
Floor]
Install throat door & window L
61 15 2 2.03 2
[GROUND Floor] sum
Install throat door & window L
61 15 2 2.03 2
[FIRST Floor] sum
Install throat door & window L
61 15 2 2.03 2
[SECOND Floor] sum
Install throat door & window L
62 15 2 2.06 2
[THIRD + ROOF Floor] sum
plastering works for walls and
1667 m² 35 7 6.804 7
ceiling (Ground Floor )
plastering works for walls and
1667 m² 35 7 6.804 7
ceiling [FIRST Floor]
plastering works for walls and
1667 m² 35 7 6.804 7
ceiling [SECOND Floor]
plastering works for walls and
1667 m² 35 7 6.804 7
ceiling [Third Floor]
plastering works for walls [Roof
190 m² 30 2 3.1667 4
Floor]
painting works for walls and
1667 m² 50 7 4.763 5
ceiling (Ground Floor )
painting works for walls and
1667 m² 50 7 4.763 5
ceiling (First Floor )
painting works for walls and
1667 m² 50 7 4.763 5
ceiling (Second Floor )
painting works for walls and
1667 m² 50 7 4.763 5
ceiling (Third Floor )
painting works for walls [Roof
190 m² 50 2 1.9 2
Floor]
plastering works for walls,
150 m² 30 2 2.5 3
ceiling and stairs V1
painting works for walls, celling
150 m² 50 2 1.5 2
and stairs V1
ceramic for flooring (Ground
300 m² 20 4 3.75 4
Floor )

71
 ceramic for walls of bathrooms
200 m² 15 4 3.33 4
and kitchens (Ground Floor )
ceramic overalls for flooring
290 m² 15 5 3.8667 4
(Ground Floor )
ceramic for flooring of
bathrooms and kitchens (Ground 179 m² 20 3 2.983 3
Floor )
ceramic for flooring (First Floor ) 300 m² 20 4 3.75 4
ceramic for walls of bathrooms
200 m² 15 4 3.33 4
and kitchens (First Floor )
ceramic overalls for flooring
290 m² 15 5 3.8667 4
(First Floor )
ceramic for flooring of
bathrooms and kitchens (First 179 m² 20 3 2.983 3
Floor )
ceramic for flooring (Second
300 m² 20 4 3.75 4
Floor )
ceramic for walls of bathrooms
200 m² 15 4 3.33 4
and kitchens (Second Floor )
ceramic overalls for flooring
290 m² 15 5 3.8667 4
(Second Floor )
ceramic for flooring of
bathrooms and kitchens (Second 179 m² 20 3 2.983 3
Floor )
ceramic for flooring (Third Floor
300 m² 20 4 3.75 4
)
ceramic for walls of bathrooms
200 m² 15 4 3.33 4
and kitchens (Third Floor )
ceramic overalls for flooring
290 m² 15 5 3.8667 4
(Third Floor )
ceramic for flooring of
bathrooms and kitchens(Third 179 m² 20 3 2.983 3
Floor )
ceramic for flooring [Roof Floor] 300 m² 20 5 4 4
ceramic overalls for flooring
290 m² 15 5 3.8667 4
[Roof Floor]
isolation works for bathrooms
100 m² 200 1 0.5 1
[GROUND Floor]
isolation works for bathrooms
100 m² 200 1 0.5 1
[FIRST Floor]
isolation works for bathrooms
100 m² 200 1 0.5 1
[SECOND Floor]
isolation works for bathrooms
100 m² 200 1 0.5 1
[Third Floor]
isolation work [Roof Floor] 675 m² 200 2 1.687 2
doors (Ground Floor ) 32 l sum 10 2 1.6 2
windows (Ground Floor ) 29 l sum 10 2 1.45 2
doors [FIRST Floor] 32 l sum 10 2 1.6 2
windows [FIRST Floor] 29 l sum 10 2 1.45 2
doors [SECOND Floor] 32 l sum 10 2 1.6 2
72
 windows [SECOND Floor] 29 l sum 10 2 1.45 2
doors [Third Floor] 32 l sum 10 2 1.6 2
windows [Third Floor] 29 l sum 10 2 1.45 2
door [Roof Floor] 1 l sum 10 1 0.1 1
Steel Handrail Crital for windows
33 l sum 5 4 1.65 2
(Ground Floor )
Steel Handrail Crital for windows
33 l sum 5 4 1.65 2
[FIRST Floor]
Steel Handrail Crital for windows
33 l sum 5 4 1.65 2
[SECOND Floor]
Steel Handrail Crital for windows
33 l sum 5 4 1.65 2
[Third Floor]
Install Crittal entrance door 1 l sum 1 1 1 1
cornicha futech for ceiling
362.5 l sum 12 4 5.03 5
(Ground Floor )
cornicha futech for bathrooms
62.5 l sum 10 3 2.08 2
and kitchens (Ground Floor )
cornicha futech for ceiling [FIRST
362.5 l sum 12 4 5.03 5
Floor]
cornicha futech for bathrooms
62.5 l sum 10 3 2.08 2
and kitchens [FIRST Floor]
cornicha futech for ceiling
362.5 l sum 12 4 5.03 5
[SECOND Floor]
cornicha futech for bathrooms
62.5 l sum 10 3 2.08 2
and kitchens [SECOND Floor]
cornicha futech for ceiling [Third
362.5 l sum 12 4 5.03 5
Floor]
cornicha futech for bathrooms
62.5 l sum 10 3 2.08 2
and kitchens [Third Floor]
Installing marble floors for
186 m² 15 4 3.1 3
entering the villa
Installing marble overalls 200 l sum 10 5 2.667 3
Installing marble for stairs 100 l sum 20 2 2.5 3
install gypsum cladding 295 l sum 5 8 7.375 8
install wooden Pergola 48 m² 10 2 2.4 3
Brick tiles on steel 130 m² 6 4 5.4167 6
Brick tiles on concrete 60 m² 3 4 5 5
Apply External Plaster Works 1610 m² 28 8 7.18 7
Apply External Painting Works 1610 m² 38 8 5.296 6
inspection rooms V1 14 l sum 2 2 3.5 4
Install Stone Cladding [Hashmah
82 l sum 15 2 2.733 3
Stone] V1
Install First Fix [Conduits, Boxes,
347 m 70 4 1.24 2
Pipes, Raisers][Ground Floor]
Install Second Fix [Fiber pipes,
347 m 150 3 0.771 1
Pulling Wires][Ground Floor]
Install Lightening Accessories
434 l sum 20 5 3.6167 4
[Ground Floor]
Install televisions (Ground Floor) 20 l sum 2 4 2.5 3
Install Intercom (Ground floor) 1 l sum 1 1 1 1

73
Install First Fix [Conduits, Boxes,
347 m 70 4 1.24 2
Pipes, Raisers][First Floor]

Install Second Fix [Fiber pipes,

347 m 150 3 0.771 1
Pulling Wires][First Floor]
Install Lightening Accessories
434 l sum 20 5 3.6167 4
[First Floor]
Install televisions [First Floor] 20 l sum 2 4 2.5 3
Install Intercom [First Floor] 1 l sum 1 1 1 1
Install First Fix [Conduits, Boxes,
347 m 70 4 1.24 2
Pipes, Raisers][Second Floor]
Install Second Fix [Fiber pipes,
347 m 150 3 0.771 1
Pulling Wires][Second Floor]
Install Lightening
434 l sum 20 5 3.6167 4
Accessories[Second Floor]
Install televisions[Second Floor] 20 l sum 2 4 2.5 3
Install Intercom[Second Floor] 1 l sum 1 1 1 1
Install First Fix [Conduits, Boxes,
347 m 70 4 1.24 2
Pipes, Raisers][Third Floor]
Install Second Fix [Fiber pipes,
347 m 150 3 0.771 1
Pulling Wires][Third Floor]
Install Lightening
434 l sum 20 5 3.6167 4
Accessories[Third Floor]
Install televisions[Third Floor] 20 l sum 2 4 2.5 3
Install Intercom[Third Floor] 1 l sum 1 1 1 1
Install First Fix [Conduits, Boxes,
170 m 70 4 0.61 1
Pipes, Raisers][Roof Floor]
Install Second Fix [Fiber pipes,
170 m 150 2 0.5667 1
Pulling Wires][Roof Floor]
Install Lightening Accessories
42 l sum 20 2 1.05 1
[Roof Floor]
Install First Fix [Conduits, Boxes,
173 m 70 3 0.82 1
Pipes, Raisers][STAIRS]
Install Second Fix [Fiber pipes,
173 m 150 1 0.4 1
Pulling Wires][STAIRS]
Install Lightening Accessories
32 l sum 20 2 0.8 1
[STAIRS]
Install External Electrical Panels
2 l sum 1 2 1 1
DB-C & LP-S
Install Drainage(UPVC), Water
Supply (PPR) Pipes (Ground 325 m2 20 6 2.7 3
floor) V1
Installing appliances and interior
4 l sum 2 2 1 1
accessories(Ground floor) V1
Install Drainage(UPVC), Water
Supply (PPR) Pipes (First floor) 325 m2 20 6 2.7 3
V1
Installing appliances and interior
4 l sum 2 2 1 1
accessories (First floor) V1

74
 Install Drainage(UPVC), Water
Supply (PPR) Pipes (Second 325 m2 20 6 2.7 3
floor) V1
Installing appliances and interior
4 l sum 2 2 1 1
accessories (Second floor) V1
Install Drainage(UPVC), Water
Supply (PPR) Pipes (Third floor) 325 m2 20 6 2.7 3
V1

Installing appliances and interior

4 l sum 2 2 1 1
accessories (Third floor) V1
Install Drainage(UPVC), Water
Supply (PPR) Pipes (Roof floor) 125 m2 20 3 2.08 2
V1
Installing appliances and interior
4 l sum 2 2 1 1
accessories (Roof floor) V1

Table 3.2.3 Activity Duration

3.2.12 Project Plans

Every project should finish in a required time should not overrun it under the available
resources to construct the project within the planned cost. So, we make our strategy. Our
project consists of 33 building (villa)

Fig. 3.2.11 WBS for Plan Building

75
3.2.13 Activity list

We entire schedule activities that are scheduled and performed on the project are compiled
into a single list of activities on the primavera program called the activity list. The usefulness
of the activity list depends upon its accuracy and completeness. It is an essential input for
building the schedule. Primavera activity list presents the activity ID and the name of the
activity. And also, all activity that needed to finish the project and presents the duration of the
project and early time and late time for each activity and for each building in the project.

76
77
78
79
80
81
Table 3.2.4 Activity list

82
3.2.14 Bar chart

The project bar chart is a list of activities with the start, duration and finish of each activity
shown as a bar plotted to a time scale. bar chart shows the links between an activity and its
preceding activities which have to be complete before this activity can start. The bar charts
are also useful for calculating the resources required for the project. To add the resources to
each activity and total them vertically is called a resource aggregation. Bar charts and resource
aggregation charts are useful for estimating the work content in terms of man-hours and
machine hours. as shown:

83
84
85
86
87
Fig. 3.2.12 Bar chart

88
89
 4.COST ESTIMATION

4.1Introduction

Cost analysis is one of the plans of project management that deals with planning for funding
the project through estimation by different techniques, monitoring and control the approved
budget. Cost analysis passes through process in the project which are Cost Estimation,
Determine Budget and finally control Costs.

4.1.1 Cost Estimation

Cost estimation is the first process in cost analysis that deals with how much each task costs us, for estimation
there many techniques used depends on the accuracy needed and time and information available for
estimation.

4.1.2 Cash Flow

The project cash flow deals with the whole life of the project not the construction period only. Thus, project
cash flow studies the project finance from the feasibility studies phase till the operation phase. In this case,
the time is much longer than that of the contract. At the early stage of a project, the project experience negative
cash flow as there is no income in these stages. In the operation stage, the revenue will increase than the
expenses.

4.1.3 Project Cost Control

Project Cost control is the practice of identifying and reducing business expenses to increase profits, and it
starts with the budgeting process. A business owner compares actual results with the budgeted expectations
and if actual costs are higher than planned, management acts.

90
4.2 Resources Cost

The following tables show the needed resources cost from the last update of march from the
ministry of Housing, Utilities and Urban Communication for the activities in our project.

Labor
Description LE/day
labor 100
non-skilled Labor 70
concrete finisher 100
General Forman 150
Carpenter 350
Carpenter Helper 150
Forman Steel Fixing 250
Steel Fixer 350
Steel Fixing Helper 150
Forman Mason 230
Mason Helper 120
Forman Plasterer 200
Plasterer 250
Plasterer Helper 150
Forman painter 200
painter 250
painter Helper 150
Isolation Labor 150
Isolation Helper 100
Forman Ceramic Tiler 250
Ceramic Tiler 200
Ceramic Tiler Helper 120
Forman Marble 300
Marble Technician 250
Marble Helper 150
Forman hashmah stones 300
hashmah stone Helper 120
Forman gypsum board 200
gypsum board labor 200
gypsum board helper 150
Table 4.2.1 Labor Cost

91
 equipment
Description LE/unit
excavator 650 LE/h
truck 1200/d

loader 150/h
truck mixer 5200/d
pump 700.00 LE/h
vibrator 450.00 LE/d
compactor 1,200.00 LE/h

Table 4.2.2 Equipment Cost

material
Description LE/unit
soil replacement 150.00 LE/m3
concrete 700 LE/m3
steel 10,500.00 LE/tons
concrete pc 600 LE/m3
Bituminous 100.00 LE/m2
clay bricks 25cm 1000/m3
clay bricks 12cm 250/m2
sand for bricks 17.50 LE/m3
cement for bricks 78.75 LE/m3
water for bricks 5.00 LE/m3
treated water 2.00 LE/m3
paint 250.00 LE/m2
ceramic flooring 300.00 LE/m2
ceramic bath &ketch walls 250.00 LE/m2
ceramic overalls 250.00 LE/m2
internal gypsum board 200 LE/LS
marble 300 LE/no
marble overalls 150 LE/no
external gypsum cladding 200LE/no

Table 4.2.3 Material Cost

92
Table 4.2.4 Crew statement

93
4.2.2 Cost Estimate

The following formula helps us to get the direct cost

Direct Cost = Labor Cost + Equipment Cost + Material Cost + S/C Cost
Labor Cost = Daily Labor Cost * Duration * Number of Crew
Equipment Cost = Equipment daily Cost * Duration
Material Cost = Material Unit Price * Quantity

For example:

Excavation activity
Labor cost = labor * Duration * Number of Crew = 2*100*2*6= 2400LE
Equipment Cost = Equipment daily Cost * Duration = ((1*650*8) + (2*1200) + (1*150*8))
*6*2 = 79200LE
Material Cost (for RC footing) = Material Unit Price * Quantity
Steel price= 10500LE/ton, Cement price= 1100 LE/ton, gravel= 190/m3, sand=130/m3,
water=0.5/lit
Unit price of concrete/ m³= (7*55*1.03) + (190*0.8*1.05) + (130*0.4*1.1) + (160*0.5) =
700 LE/m³
Unit price of steel= 10500*5.38= 56437.5 LE
Material Cost (for RC footing) = (700*142.7) +56437.5 = 156327.5LE

94
The following table shows the estimation for each activity in our project depending on the
direct cost

No.
labo
Activity Quantit Un Producti Of equipm materi S/C Direct
Durati r
Name y it on Rate Cre ent cost al cost cost cost
on cost
w
Excavation
1566 m³ 150 7 2 2400 91200
Work 0 0 93600
SOIL
REPLACEM 680 m³ 400 1 2 800 35540 10200 13834
ENT 0 0 0
Install
Formwork
for P.C
168.5 m³ 4 8 6
Footings
and Tie 3739
Beams 5 0 0 0 37395
Pour P.C
Footings
168.5 m³ 200 1 1
and Tie 10110 10874
Beams 100 7540 0 0 0
Install
Formwork
for R.C
6060
Footings & 137.33 m³ 4 8 5 0
0
tie beams
&neck
columns 0 0 60600
Rebar for
R.C 3780
137.33 m³ 3.6 6 7 0
Footings & 0 56437. 94237.
tie beams 5 0 5
Pour R.C
Footings &
tie beams 137.33 m³ 200 1 1 100 10800
&neck 11079
columns 99890 0 0
Apply
Bituminous
Damp
675 m² 200 2 2 1540 0
Proofing
Under
S.O.G 67500 0 69040
Backfill to
Slab On 570 m³ 400 1 2 12184
Grade Level 340 36000 85500 0 0

95
 Install
Formwork
77.8 m² 10 2 4
for Slab on 1975
grade 0 0 0 0 19750
Rebar for
Slab on 77.8 m³ 5 4 4 1228 29284 30512
grade 0 0 5 0 5
Pour P.C
For Slab On 77.8 m³ 200 1 1 15000 15774
Grade 200 7540 0 0 0
Install
Formwork
for R.C 1773
22.8855 m³ 2 2 2 0
Columns 0
[Ground
Floor] 0 0 17730
Rebars for
R.C
Columns 22.8855 m³ 3.6 3 3 8100 0
[Ground
Floor] 49560 0 57660
Pour R.C
Columns
22.8855 m³ 200 1 1
[Ground
Floor] 200 7540 16020 0 23760
Install
Formwork
88.6019 3750
for R.C Slab m³ 10 3 3 0
48 0
[Ground
Floor] 0 0 37500
Rebars for
R.C Slab 88.6019 1800
m³ 5 5 4 0
[Ground 48 0 17787 19587
Floor] 0 0 0
Pour R.C
Slab 88.6019
m³ 200 1 1 100 10800
[Ground 48 78750 79840
Floor] 0 0 0
Construct
Masonry
1175
Works 550 m³ 22 5 5 0
0
[Ground 18405 19580
Floor] 0 0 0
plastering
works for
walls and 3675
1667 m² 35 7 7 0
ceiling 0
(Ground 24000 27675
Floor ) 0 0 0
96
 painting
works for
walls and 2625
1667 m² 50 7 5 0
ceiling 0
(Ground 40000 42625
Floor ) 0 0 0
ceramic for
flooring 1104
300 m² 20 4 4 0
(Ground 0 27000 28104
Floor ) 0 0 0
ceramic for
walls of
bathrooms
1104
and 200 m² 15 4 4 0
0
kitchens
(Ground 21000 22104
Floor ) 0 0 0
ceramic
overalls for
flooring 290 m² 15 5 4 8280 0
(Ground 11600 12428
Floor ) 0 0 0
ceramic for
flooring of
bathrooms
1104
and 179 m² 20 3 3
0
kitchens
(Ground 16981 18085
Floor ) 0 5 0 5
21441 21441
Electricity Job LS - - - 0 0 0 10 10
11740 11740
Sanitary
Job LS - - - 0 0 0 00 00
Prep.
Window & 12645 12645
Door Job LS - - - 0 0 0 0 0
Final
Window & 86712 86712
Door Job LS - - - 0 0 0 0 0
Steel
Handrail 14990 14990
Crital Job LS - - - 0 0 0 0 0
Brick tiles Job LS - - - 0 0 0 57870 57870
gypsum 11448 11448
cladding Job LS - - - 0 0 0 20 20
Stone
Cladding
[Hashmah
Stone] Job LS - - - 0 0 0 28050 28050

97
 19381 19381
marble Job LS - - - 0 0 0 0 0
wooden 16821 16821
Pergola Job LS - - - 0 0 0 0 0

Table 4.2.1 Cost Estimate

4.2.3 Budgeting

After finishing the estimation, I have to determine the unit price for each activity due to the
following percentages in the following table because our contract is a unit price contract. The
next table shows the budgeting elements percentages that I have got from the site.

This figure shows the unit price of the all activities in our project

Indirect Cost 15% of Direct Cost

General Head over 5% of Direct Cost

Profit and Risk 20% of Direct Cost

Figure 4.2.2 Budget Analysis

98
99
100
101
102
103
104
105
Figure 4.2.3 Budget Analysis (primavera)

106
Figure 4.2.4 Total Budget

107
4.3 Financial management
The objective of financial management:
1. Study the contractor's ability to perform its financial obligations during the project
term.
2. Knowing the ability of the company to enter into new projects.

4.3.1Definitions in financial management

Payment: It is a value of money that a contractor takes for the amount of work that has been
performed.
Retention: It is a sum written in the contractor’s contract that represents a percentage of the
value of the work performed. It is deducted from the contractor’s current extracts at the same
rate or applied to what is agreed upon in the contract.
Down payment: It is a percentage of the contract value paid to the contractor after signing
the contract.

4.4 Cash flow

4.4.1 Cash flow management

It is a process of monitoring, analyzing and controlling the project's cash flows and the
importance of this process is due to how to avoid the continuous funding deficit that resulted
from a large gap between the expenses cash in and cash out.
Cash out = direct + indirect cost
Cash in = cash out + % markup - % retention
Retention % = 5%

Dates Cash out Cash in

Jan-17 184,000.00 208,000.00

Apr-17 427,110.00 482,820.00

Jul-17 21,955,081.02 24,818,787.24

Oct-17 43,103,934.61 48,726,186.95

108
 Jan-18 134,829,740.62 152,416,228.52

Apr-18 21,486,208.26 24,288,757.17

Jul-18 142,743,175.00 161,361,850.00

Oct-18 19,723,164.24 22,295,750.88

Jan-19 66,543,487.68 75,223,073.03

Apr-19 95,084,299.34 107,486,599.26

Jul-19 17,965,441.86 20,308,760.37

Oct-19 138,767,096.00 156,867,152.00

Table 4.4.1 Cash in & Cash out

Cash Flow
180,000,000.00

160,000,000.00

140,000,000.00

120,000,000.00

100,000,000.00

80,000,000.00

60,000,000.00

40,000,000.00

20,000,000.00

0.00
1-Jan 1-Apr Jul-17 Oct-17 Jan-18 Apr-18 Jul-18 Oct-18 Jan-19 Apr-19 Jul-19 Oct-19

cash out cash in

Figure 4.4.2 chart for Cash in & Cash out.

109
 CASH FLOW

cash out cash in

161,361,850.00 156,867,152.00
152,416,228.52
142,743,175.00 138,767,096.00
134,829,740.62
107,486,599.26

95,084,299.34
75,223,073.03
66,543,487.68
48,726,186.95
43,103,934.61
24,818,787.24 24,288,757.17 22,295,750.88 20,308,760.37
21,955,081.02 21,486,208.26 19,723,164.24 17,965,441.86
482,820.00
208,000.00
427,110.00
184,000.00
cash…
1-Jan 1-Apr 1-Jul 1-Oct 1-Jan 1-Apr 1-Jul 1-Oct 1-Jan 1-Apr 1-Jul 1-Oct

Figure 4.4.3 chart for cash in & Cash out.

110
To reduce the deficit:

1-Down payment: It raises the income curve above the expenditure curve and makes the
negative cash flow decrease.

2-Subcontractor: Using a subcontractor to do some work, this reduces the cost to the
contractor.

3-Unbalanced bid: making business prices at the start of the project at a higher value than
the real price calculated during the cost estimation process in order to
achieve a large profit in the beginning that helps it to finance throughout
the project and thus make some business at the end of the project at lower
prices than its price to achieve balance.

4-Trade credit finance: It is the work of buying or renting some resources such as equipment
and delaying the payment of expenses for these resources or dealing
with some agencies that help in the work such as suppliers and thus
reduce the expenses paid.

5-External financing source: It is dealing with an external source such as banks, and the
contractor is assisted to finance it in the project.

4.4.2 Earned Value Management

Earned value management (EVM), earned value project management is a project
management technique for measuring project performance and progress. It has the ability to
combine measurements of the project management triangle: scope, time, and costs.
1. Planned Value (PV) what is the amount of work that should be completed?
2. Earned Value (EV) what is the amount of work that is actually accomplished?
3. Actual Cost (AC) what is the actual cost incurred for the work accomplished?
4. Budget at Completion (BAC) how much did we budget for the total project?

111
Variance
Cost variance (CV)
CV = EV – AC
If CV is +ve the project is under budget.
If CV is -ve the project is over budget.
If CV = 0 the project is on budget.

Schedule variance (SV)

SV = EV – PV
If SV is +ve the project is ahead of schedule.
If SV is -ve the project is behind of schedule.
If SV= 0 the project is on schedule.

Index
Schedule Performance Index (SPI)
SPI = EV/PV
If SPI > 1 the project is ahead of schedule.
If SPI > 1 the project is behind of schedule.
If SPI =0 the project is on schedule.

Cost Performance Index (CPI)

CPI = EV/AC
If CPI < 1 the project is over budget.
If CPI > 1 the project is under budget.
If CPI = 0 the project is on budget.

112
 CV = AC - - PV = SV
EV
CPI = AC ÷ ÷ PV = SPI

Figure 4.4.4 summary of rules

4.4.3 Causes of delay

1. Delay of getting the approval of design drawings.

2. Low production rate of manpower.

3. Rain effect on construction activities

4. Unavailability of utilities in site (such as, water, electricity).

5. Delay in performing final inspection and certification by a third party.

6. Delay in materials delivery.

7. Delay in progress payments by owner.

8. Increasing in material price.

4.4.4 Action

1. Increasing Production rate of manpower by increasing number of crew.

2. Store utilities in site (such as, water, electricity).

3. Periodic inspection.

4. Store materials.

113
114
 5.RESOURCE MANAGEMENT

5.1 Introduction
To ensure that the demand for resources does not exceed availability, Resource allocation, and
resource levelling, Resource definition involves identifying the critical resources that need to
be planned and managed for the successful completion of the project. In a multi-project
environment as projects are competing for scarce resources, resource allocation addresses the
problem of the optimum use and timing of the assignment of these resources to the various
project activities, we attempt to ensure that the demand for resources does not exceed
availability.

5.1.1 What is a resource?

Resources may be considered as consumable, such as materials that may be used once and
once only, or non-consumable, such as people, which may be used again and again., the way
in which non-consumable resources are used can have a significant impact on the project.
Field supervisor can achieve favorable production rates and get the most from their men and
equipment ,It is the responsibility the project manager to identify and schedule future job needs
so that the most efficient employment is made of the resource available .He must establish
what resources will be needed when they must be on site and the quantities required
arrangement must be made for their timely arrival with a regular follow up actions taken to
ensure that promised delivery dates are kept where shortest conflicting demands are delays
occur, the project manager must devise appropriate remedial measures.

Resource Histogram:

1. Graphically represents resource needs.

2. Relation between resource units and time.

115
Benefits of Resource management:
1. If project delay is unacceptable, it allows sufficient time for considering alternatives
such as cost-time trade-offs and changing of priorities.
2. Provides information to prepare time-phased work package budgets with dates.
3. Enables project managers to determine the amount of flexibility they have over
certain resources.
Objectives:
1. Describe the types of project constraints.
2. Understand the nature of resource constraints.
3. Explain the steps and issues involved in scheduling resources in a project
environment.
4. Explain the benefits of resource scheduling.

5.2 Resources of the project

1. The resources of the project have been determined after reading the project assay and
determining the scope of work of our project.
2. First table shows the materials used in our project and its quantity and unit price from
the last update of march from the ministry of Housing, Utilities and Urban
Communication.

Material
Description LE/unit
soil replacement 150.00 LE/m3
concrete 700 LE/m3
steel 10,500.00 LE/tons
concrete pc 600 LE/m3
Bituminous 100.00 LE/m2
clay bricks 25cm 1000/m3
clay bricks 12cm 250/m2
sand for bricks 17.50 LE/m3
cement for bricks 78.75 LE/m3
water for bricks 5.00 LE/m3
treated water 2.00 LE/m3
painting 250.00 LE/m2
ceramic flooring 300.00 LE/m2

116
 ceramic bath &ketch
walls 250.00 LE/m2
ceramic overalls 250.00 LE/m2
internal gypsum board 200 LE/LS
marble 300 LE/no
marble overalls 150 LE/no
external gypsum
cladding 200LE/no
cement 396.5 LE/m3
gravel 159.6 LE/m3
sand 57 LE/m3
water 80LE/lit

Table 5.2.1 Material statement

The labor needed for the project has been determined related to the scope of work in our
project and their salary has been determined.

Labor
Description LE/day
labor 100
non-skilled Labor 70
concrete finisher 100
General Forman 150
Carpenter 350
Carpenter Helper 150
Forman Steel Fixing 250
Steel Fixer 350
Steel Fixing Helper 150
Forman Mason 230
Mason Helper 120
Forman Plasterer 200
Plasterer 250
Plasterer Helper 150
Forman painter 200
painter 250
painter Helper 150
Isolation Labor 150
Isolation Helper 100
Forman Ceramic Tiler 250
Ceramic Tiler 200
Ceramic Tiler Helper 120
Forman Marble 300
Marble Technician 250

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 Marble Helper 150
Forman hashmah stones 300
hashmah stone Helper 120
Forman gypsum board 200
gypsum board labor 200
gypsum board helper 150

Table 5.2.2 Labor statement

The equipment needed for Implementation of the work are being determined from this table
and it’s hiring cost per day or hour.

equipment
Description LE/unit
excavator 650 LE/h
truck 1200/d
loader 150/h
truck mixer 5200/d
pump 700.00 LE/h
vibrator 450.00 LE/d
Plate compactor 1,200.00 LE/h

Table 5.2.3 Equipment statement

5.3 Resources of the project in Primavera

This table shows adding the resources of our project to primavera with its cost per unit and its
unit price.

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119
 Figure. 5.2.4 Recourse in primavera

5.3 Resources activates of the project in Primavera

This table shows adding the resources and activity of our project to primavera with its cost per
unit and its unit price.

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121
122
Fig. 5.2.5 Recourses activate in primavera

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124
 6. BUILDING INFORMATION MODELING

6.1 BIM (Building Information Modeling)

Is an intelligent 3D model-based process that gives architecture, engineering, and construction
(AEC) professionals the insight and tools to more efficiently plan, design, construct, and
manage buildings and infrastructure.

Building information modeling cyclic

Figure 6.1 Building information modeling cycle

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6.1.1 Benefits of BIM

Figure 6.1.1 BIM Benefits

6.1.2 BIM dimensions in construction:

3D BIM (3D Shape)

Using cutting-edge tools for reproducing construction digital models allows us to take care
of the graphic detail of our design, while guaranteeing a realistic rendering of the aesthetic
appearance and excellent geometric adherence of the modeled elements. Problem that can be
solved during the planning stage don’t just concern the model rendering as such, being
separated from the technical disciplines involved, but it also contemplates the interaction of
several roles involved/disciplines as a key component of this methodology.

Activity management need, known as “model checking”, can be expressed with two separate
operations:
1. Code checking, the verification of the model adherence to the project and to
standards requirements.

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 2. Clash detection, the preventive analysis of the possible geometric conflicts presents
in the model.

It follows the need for a formal verification of what has been modeled in each discipline.
Benefits
1. Improved visualization of the project, communication of design intent
2. Improved multidisciplinary collaboration
3. Reduced rework

4D BIM (scheduling)
Time management represents a fundamental aspect in construction planning. Some of the
traditional methods employed in this sector (such as Gantt and Pert charts) for the construction
site or project time management have certain limits and critical issues:
1. Data loss from designer to company.
2. Lack of communication between works management and suppliers.
3. The effective presence and precise placement of materials on the construction site.
4. The progress of the work execution

These are just some of the reasons that cause delays and inefficiencies with the consequent
need to review what has been planned up until this point.

The demand to reduce, manage and re-organize the project times according to more
dynamical and open ways can be met when adopting certain new tools and methodologies.

Benefits
Integrating BIM with 4D CAD simulation models bring benefits to participants in terms of
planning optimization.
Builders and manufacturers can optimize their construction activities and team
coordination.

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 6.2 BIM dimensions steps

Figure 6.2.1 BIM Steps

6.3 The Specialization related to BIM:

All specialization related to the construction process like:
Structure engineer, Architecture engineer, Mechanical Engineer, Financial, Sub contractor,
The Designer, The Consultant ...... etc.

6.4 Relation between BIM & Construction Management:

1. Aid in visualizing the final project during design stage.
2. Greatly reduce changes & variations due to the usage of 3D model.
3. Clash detection: Identify the Area Of conflict & Problems prior construction.
4. Make 4d simulation which helps to visualize the sequence of construction.
5. Organize the site.
6. Good visualization through different media images, video walkthrough in the
building, study shadows.
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 7. BIM can produce the drawing, BOQ, shop drawing with high quality & less time than
the traditional method.
8. Pricing & cost.
9. Calculation of the quantity automatically.

6.5 Arco lagoon project

6.5.1 2D BIM

Figure 6.5.1 2D Model from AutoCAD

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REVIT WORK

1. Civil work

Figure 6.5.2 3D Model from REVIT (CIVIL WORK)

kindly, you can see the model 3D by scan QR

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2. Arch. work

Figure 6.5.3 3D Model from REVIT (ARCH. WORK)

kindly, you can see the model 3D by scan QR

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NAVIS WORK

Figure 6.5.4 Model from NAVIS

kindly, you can see the model 5D by scan QR

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 Closure

Our project consists of

1. Introduction: Included the project elements: owner contractor, engineer and

subcontractors, the location of the project, the project duration and the Budgeted of the
project. This taught us the elements and the organization structure of any project

2. Contract Management: taught us the types of contracts and we studied our contract that
was a FIDIC red book contract and that taught us what is the mean of FIDIC red book
that's contain the general conditions and the particular conditions then we studied the
weak and strength points on the contract items which contain the owner, contractor and
engineer's items then we looked forward on the specification that's used throughout the
project duration

3. Project Planning: we put the construction plan that start with site mobilization till the
finishes works that's included each activity with its resources to give a product along
the project.

4. Cost Estimation: We studied the earned value management which contain the cost
performance index and the schedule performance index that's gives us the indicators of
the cost and time along the project, then we put to each activity its resources on the
PRIMAVERA that's includes direct cost and indirect cost, then we calculate the cash in
and the cash out of the project.

5. Resources Management: After we put the resources to each activity on the primavera
we made resources analysis to know the percent of each resource then we made a
resources histogram, and we studied how to make leveling to the resources which
increased the limits and we implemented.

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6. Building Information Modeling (BIM): we studied the benefits of BIM and the levels
of BIM and apply the BIM levels that's included 2D BIM (AutoCAD), 3D BIM
(Revit), 4D BIM (primavera), 5D BIM (Navies

134
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