Your company has bagged a lucrative contract to construct a housing colony for a n industrial group to be located in western Maharashtra

in a coastal belt. You a s a project manager have been asked by the company to evolve organisation struct ure with following conditions. i. Organisation should be as lean and thin as possible with bare minimum of personnel on company roll up to junior level. ii. All supervisors to down below will be temporary for project duration onl y to be recruited locally from 100km radius. Suggest and discuss an organisation structure denoting responsibility, authority , communication control for all facets of construction work and management funct ions as visualized by you. Housing colony consists of 10 bungalows for senior executives, 20 apartments in 5 buildings, 100dwellings for white collar workers and 300 dwellings for blue co llar workers. Colony will have market and entertainment complex.

TABLE OF CONTENT 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 ABSTRACT 4 INTRODUCTION 4 SCOPE OF WORK 5 KEY AREAS 7 BREAKDOWN IN MANAGEMENT 9 INPUT / COMMUNICATION REQUIREMENT AND FLOW: CONCLUSION & RECOMMENDATIONS 17 BIBLIOGRAPHY: 18

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1.0

ABSTRACT

This Project Report is about management in an organization, organization here is a construction cum residential project comprising of a housing colony having re sidential blocks for different level of personnel based on the hierarchy / and t heir designation in the firm they work for. The project range varies from bungal ows for senior executives to apartments &dwellings for white collar and blue col lar workers. Succeeding report projects the responsibility and duties of a project manager wh ich he has to undertake and subsequently perform for the construction project in the due course of time. The responsibilities & duties of Project manager mainly encapsulates: Visualizing all key functions to be carried out for the project. Framing managerial functions and categorizing them into technical &administrativ e functions.

 Establishing flow of communication. Recruitment of required man power. Assigning duties to the Authorities along with giving suitable jobs to junior st aff members. Controlling and forming a structure required for the proper execution of project . Deciding optimum quantity of resources to be utilized at each level and stage of project 2.0 INTRODUCTION Main pillars on which a construction project is laid are proper, effective and e fficient planning and management of material flow. Materials right from the raw form to semi finished and then finally in to finished state must be planned and managed in such a way that no wastage or misuse comes in to scene. The introduct ion of supply chain management in construction is intended to integrate processe s, manage interfaces between companies in projects, reduce uncertainties and wee d out inefficiency as much as possible. The elimination of waste and inefficienc y from the supply chain builds in value in the process. All the authorities guiding personnel at different level of construction project should be in a perfect sync and well coordinated. Flow of information from the top level of management to bottom and vice-versa must be smooth, lucid and clear avoiding any conflict and misguidance. Manpower should be as lean as possible a voiding any over numbered people situation at project site. For planning, managing and executing a construction project following key areas are the axis around which a Project manager emphasis and concern should revolve: Committed leadership. Determining bottlenecks and then methods to get rid from it. Framing guideline easy to follow. Quality driven agenda. Making a task schedule clearly indicating start and finish date of project along with time taken to complete different individual tasks at different levels and stages of project. Intelligent planning off finances and cash flow. The present assignment paper is done by keeping in mind the above factors for at taining the best and profitable output. 3.0 SCOPE OF WORK The project is about construction of a housing colony for an industrial group in Western Maharashtra along a coastal belt. Following points must be strictly con sidered and followed during the start of project:Maintaining as less no. of people as possible on company rollup to junior level. This will cut down the cost involved in arranging and maintaining man power. Avoid over crowded situation on construction site. Easy and less hectic management system. Less controlling and monitoring required. Supervisors below junior level will be on temporary job basis and to be recruite d locally from 100 Km radius. No accommodation is must for local workers. Only travel arrangements can be made on demand as the people are around 100km ra dius from the work site. The number of workers can be altered according to work load. The Complete colony area can be tentatively divided as indicated in the tabulate d form given below:BLOCK AREA (sq. m.) PERSONNEL NUMBERS REMARKS A 120 BLOCK SENIOR EXECUTIVES 10 10 BUNGALOWS B 100 BLOCK WHITE COLLARED WORKERS 100 INDIVIDUAL HOUSE C 80 BLOCK BLUE COLLARED WORKERS 300 INDIVIDUAL HOUSE A small shopping complex equipped with shops providing daily uses items and recr

eation hubs like multiplex is also proposed to be build along with the housing c olony at the centre of the colony. A park for children is also been proposed at the entrance. Apart from these entire basic infrastructures a small medical dispensary will al so be an integral part of the residential colony project. 4.0 KEY AREAS Planning is the first step of management in an organization. It is necessary to perform managerial planning at various levels and then to visualize how they rel ate to one another. A plan is a projected course of action. A project plan will spell out the details in which the activities will be carried out; resources wil l be deployed and time frames when certain outputs should be expected. The plan of a course is an aggregate of schemes that cumulative will lead to the targeted development objectives in the given time and the resource creation and allocati on for the purpose. Steps in Planning:1. Working out the time schedule: At the prior stage of construction project a precise and comprehensive time sche dule should be prepared. Time schedule gives the tentative time duration of all the activities to be carried out during project right from the start up to compl etion. By summing up a the time duration of a project time schedule a complete i dea about the total time required in executing the project can be easily deduced . PROJECT START DATE 01/06/2012 S No. ACTIVITY DURATION 1 Taking Clearance From Various Authorities 1 month 2 Layout Planning 15 days 3 Recruiting Man Power 15 days 4 Arranging Various Utilities like electricity &water etc 1.5 month 5 Constructing facilities like raw material storage, Electricity & water d istribution centre, canteen etc. 2 month 6 Fianalisng vendors for various product required in the Project 15 days 7 Land excavation & leveling 15 days 8 Marking the land as per Layout. 15 days 9 Civil Foundation. 2.5 month 10* Construction of buildings 15 month 11* Construction of various other infrastructures like shopping complex, par k etc 15 month 12 Final finishing of buildings. 10 days 13 Evaluating cost of construction. 5 days PROJECT FINISH DATE 15/06/2014 TOTAL DURATION OF PROJECT 2 years (Approx.) TIME SCHEDULE FOR THE CONSTRUCTION PROJECT * NOTE: Activities marked as serial no. 10 & 11 can be carried out simultaneousl y. 2. LAYOUT PLANNING A complete layout of project gives a crystal clear idea about the volume of the project and depicts the clear picture of the way and probable routes for executi ng the project. 3. MATERIAL HANDLING: Planning routes for receiving and transporting the raw material is vital for avo iding any delay in project execution and necessary for proper flow of material f rom one place to another at construction site without causing any congestion or jamming. The main points to be considered while planning effective material handling proc ess are stated as under: Ample space for raw material receiving to be planned. Raw material storage yard along with small auxiliary yards to be incorporated in planning. Check point & weigh bridge to be installed for monitoring the material consumpti on.

 Go downs for finished goods required, shall also be provided in the Material han dling planning. Organising is the second of management in an organization. The organizing proces s brings together the basic resources of a project in an orderly manner, and arr anges people and resources in an acceptable pattern so that they could perform t he required activities efficiently and achieve the project completion objective. It is the process that enables man power to work effectively and efficiently. T he organising process deals with:Creating a structure. Assigning duties. Providing tasks to perform. Sets hierarchy for smooth and efficient working. Sorts issues with authorities. 5.0 BREAKDOWN IN MANAGEMENT

The above chart is the outline for the breakdown for the management in the organ ization. The top most position in any project is the project manager. The orders are executed by the junior level through their engineers who are controlled and guided by their team heads. The functions of the personnel are discussed briefl y below:PROJECT MANAGER The project manager is a leader of the team. The project manager will have clear idea about all the process that takes place in the project. He should be influencing the team to follow in the achievement of a common goal. He should be able to identify the delay if it is occurred and should be able to rectify it He is answerable to the top level management of the firm and to the clients. A Project Manager has to guide & Monitor the activities of both the Technical an d Administrative time which comes directly under his control. 1. TECHNICAL TEAM 1.1 OPERATIONS HEAD The function of an operations head is to ensure the smooth working of constructi on activities. He is responsible for maintaining the quality of work during execution of projec t. He is assisted by: 1.1.1 QUALITY ENGINEER He takes care in examining the quality of the all the products from reinforcemen t, concrete to a completed building. 1.1.2 MAINTENANCE ENGINEER Responsible to maintain the condition of all equipment at site, ensuring the pro per working of the equipments 1.2 CONSTRUCTION HEAD He is the head of the execution department. The main function of the execution department is to execute the orders received from the planning department. The most active post in the organization is the construction manager since he de cides upon the plans proposed on assumed working conditions and executes them un der the actual working conditions. He has a team consisting of engineers and his sub ordinates for various works in the field. He is assisted by: 1.2.1 SITE ENGINEER Supervise the execution and all the erection activities at site. Authorised to i nstruct and control junior level and workers. 1.3 PROJECT CONTROL HEAD

 The function of a project control manager is to regularize the work flow in the project. He forms a planning department under which all the essentials of the project are been maintained and recorded. The project control manager being the head of the planning department has to kee p up the above mentioned functions. He is assisted by: 1.3.1 SCHEDULER prepares the work flow for a project. 1.3.2 DOCUMENT CONTROLLER maintains all the records of the project.

2. ADMINISTRATION TEAM 2.1 SERVICE HEAD The function of a services head is to look after the serviced required for the p roper and trouble free execution of construction activities He forms the team and leads them providing safety and security to the project an d people linked with it. He is assisted by: 2.1.1 SAFETY ENGINEER Responsible for the safety of people working at the construction site 2.1.2 SECURITY INCHARGE Provide safety to the people working at site and valuable material lying at site 2.2 MARKETING HEAD He is the interface between clients, vendors and the construction firm. He along with his team serves the purpose of tendering and cost estimation of a project. As a marketing head he plays the vital role of bagging the offer of construction from clients by attending meetings with them and presenting his companys potenti al in an effective and positive way in front of them. He is assisted by: 2.2.1 TENDERING AND COST SPECIALIST Do all the tendering required for bagging any project. Analysis the day to day c hange infield of construction financially. 2.3 FINANCE HEAD He looks after all the finances required to run a project. All the items required are purchased under his surveillance. Managing all the financial activities like expenses, salary are his sole respons ibility. He is assisted by: 2.3.1 ACCOUNTANT All accountings for the project and managing the firms accounts are done by him 2.3.2 PURCHASE ENGINEER Items required in the construction and all other auxiliary systems are purchased / procured by him. The table below gives the outline for the entire assignment as a precise for the above all discussions: S NO DESIGNATION QUALIFICATION & EXPERIENCE UNIT QUANTITY REMARKS 1 Project Incharge Min 20 years exp in the field of construction Nos. 1 Forms the head of the project nominated via board of members in company 2 Operations Head Min 15 years of exp. in the field related to constructio nal operations Nos. 1 Makes the entire work flow operations in the pro ject 3 Project Control Head Min 15 years of exp. in the field of scheduling& documents controlling Nos. 1 All data &document controlling comes int o his scope. 4 Construction Head Min 15 years of exp. in the field of constructio

n Nos. 1 Responsible for all the project erection& execution work 5 Service Head Min 15years of exp. in the field of safety in site & sec urity handling Nos. 1 Ensures the project is going at a good rate to t he expectance of others 6 Marketing Head Min 15years of exp. in the field of tendering &cost esti mation.. Nos. 1 Handles the responsibility of evaluating tenders of different bidders 7 Finance Head Min 15years of exp. in the field of accounting& purchase Nos. 1 Takes sole responsibility for maintain the cash flow control for the entire project. 8 Engineer Min 0-5years of exp in the field of construction Nos. 5-8 For site work The number of technical officials: 15-20 The number of skilled labours: 20 (may vary on demand) The number of unskilled labours: 0 (may vary on demand) Total=110 persons min 6.0 INPUT / COMMUNICATION REQUIREMENT AND FLOW: As discussed above the breakdown in an organization can be categorized precisely under four departments namely, Planning &Infrastructure department Finance & Marketing department Quality & Maintenance department and Construction department The functions of all the above departments are explained elaborately below: PLANNING & INFRASTRUCTURE DEPARTMENT: The Planning team would work on the Layout, Town Planning and Connectivity. The Infrastructure team would ensure that the basic infrastructure like Water an d Electricity is made available to the units. The intention to club these two divisions is based on logical interpretation of the basic tenets on which the two teams work. A coordinative effort between these two divisions will ensure that the product i s ready for the execution team to deliver. FINANCE & MARKETING DEPARTMENT: The team will work around the year to ensure that the required cash flows are ma intained and also to ensure that the work doesnt get affected due to the inherent issues of managing the project. Employees in the Manager level will ensure that all the required books are to do the book keeping and also execute the plans of the General Managers. The General Managers are to ensure that the plans are made keeping in mind the v ision and direction set by the Project Manager QUALITY DEPARTMENT: The Quality Team will have a structure as follows: Quality Control plays a very vital role in a project. Hence, it would be critical to have a Quality team memb er involved in every critical aspect of the project. A team member would be involved in the Planning and Infrastructure, one team mem ber in Architecture and one in Execution. A team member of the cadre of an AGM would ensure that the Managers who look aft er the individual portfolios execute the plans according to the vision and direc tion of the Program Manager. EXECUTION & CONSTRUCTION DEPARTMENT: The primary thing that has to be realized is that execution is a very critical team for the success of the organization. This team has to be closely monitored and should also be given enough flexibilit y to allow intelligent deviations from the plan and also should be flexible enou gh to incorporate the changing conditions in the environment. Thus it is very clear from the flow chart that in the field of construction the re is no Unidirectional flow of orders or communication it is a must that for an efficient project there is a must that all should know about what happenings ar

ound them so as that the problems can be discussed and hurdles are overcome. So as a result the client is pleased and at the same times the work progress is als o maintained at the same ratio. As a result for the company time efficiency is g ained which at the days end earns a lot of profit and fame for the concern. 7.0 CONCLUSION & RECOMMENDATIONS The structure proposed for the organization of the knowledge based on the Docume nt, Processes, Elements and Basic Materials trees for a small building company h as enabled the relation to be made among Materials, Services and Suppliers. A re al example was used based on the quality documents obtained from one company. La ter, other documents used by the company may be included. This will allow for th e registration of experiences. The organized and integrated knowledge originated from a classification structure can work as a professional habilitation/updatin g tool, capable of integrating the knowledge of the area under consideration. Mo reover, it can contribute to the strengthening of the technical history of the c ompany and work as a channel to disseminate this knowledge to its collaborators. The recommendations include: Ensuring the early involvement of key project team members that have expert know ledge so that an appropriate level of client satisfaction and value can be defin ed. Establishing of subcontractor and supplier relationships by selecting teams base d on value rather than lowest price. Managing the project parameters of cost, schedule, quality, and H&S in unison. Working together as a team to agree mutual goals and devise dispute resolution m echanisms. Developing and monitoring continuous improvement programme. Developing and implementing sound risk management processes. Dealing with risks and rewards equitably by using modern commercial arrangements such as collaborative contract forms, target cost and open book accounting. Using non-adversarial forms of contract and ensuring that contractual relationsh ips are appropriate for expected project objectives. Using cost-plus and design and build forms on contract underemphasizing the use of management contracting as well as traditional forms of contracting. Mobilising and developing people in order to ensure employee satisfaction throug h integrated teams 8.0 BIBLIOGRAPHY: Hinks, J., Aouad, G., Cooper, R., Sheath, D., Kagioglou, M. and Sexton, M. (1997 ) IT The Design and Construction Process: A Conceptual Model of Co-Maturation, The international journal of construction IT, July Construct IT report. (1995) Occasional Paper No. 1: A Process-Based Study of an IT Research Work Plan, University of Salford. Hughes, W. (1991) Modelling the Construction Process Using Plans of Work, Construction Project Modelling and Productivity - Proceedings of the Internation al Conference CIB W65, Dubrovnik. Glaser, E.M. & Backer, T.E. (1973). A Look at Pa rticipant Observation, Evaluation, 1: 3: 46-49. Banwell, H. (1964) Report of the Committee on the Placing and Management of Cont racts for Building and Civil Engineering Works, HMSO. Love, P.E.D., Smith, J., Treloar, G. and Li, H. (2000a). Some empirical observat ions of service quality in construction. Engineering Construction and Architectu ral Management