Advanced Time-Cos-Quality Magt Sem Project Final Submission

DEPARTMENT OF CONSTRUCTION TECHNOLOGY AND MANAGEMENT
Program: MSc in Construction Management
Course Name: Advanced Construction Quality, Cost and Time Management
Course Code: COMA 6202
Instructor: SOLOMON SERTSE, (PhD)
CHAIR OF CONSTRUCTION MANAGEMENT
EIABC, Addis Ababa University
Prepared by: -
1. Hamdu Nesru, GSR/ 2023 /12
Addis Ababa, Ethiopia

Table of Contents
CHAPTER ONE………………………………….……………………………….5
1.1 Conceptual Cost Estimation………………………………………………………5

1.1 Introduction…………………………………………………………………………...5
1.2 Basic elements conceptual cost estimating………………………………………5
1.2.1. Preliminary engineering (design) and supervision cost……………………………6
1.2.2. Right of way and utility cost………………………………………………..…6
1.2.3. Construction costs……………………………………………………….……6.
1.2.4. Supervision costs………………………………………………………………...…7
1.2.5. Risk and uncertainty……………………………………………………………..…7
2. Conceptual cost estimating techniques……………………………………………..…7
2.1 Parametric cost Estimate………………………………………………………………7
2.1.1 Key Parameters of Parametric Cost Estimate………………………………….……8
2.2 Selecting the Forecasting Method……………………………………………………9
2.2.1 Artificial Neural Network (ANN)……………………………………………...…10

2.2.2 Reference class forecasting method……………………………………….......12
3. Conceptual Estimate Adjustment…………………………………………………….…14
1. Sensitivity Analysis……………………………………………………………..…23
CHAPTER TWO…………………………………………………………..23
2. Design quality planning………………………………………………………...…23
2.1 A definition of Design Management…………………………………………….23
2.2 Design quality…………………………………………………………………………24

Advanced Time, Quality & Cost management Page 2 | 73
2.2.1 ERA Quality Manual, 2011……………………………………………………..….26
3. Design Planning and Information Flow…………………………………….……27
3.1.2 Stakeholders Consultation………………………………………………………….27
3.2 Feasibility Study………………………………………………………………………27
3.3 Environmental Impact Assessment (EIA)……………………………………………28
3.4 Preliminary Design……………………………………………………………………30
3.5 Detailed Engineering Design…………………………………………………………31

4. Dependency structural matrix (DSM)………………………………………………….33
2. Analytical Design Planning Technique (ADePT)………………………………...36
CHAPTER 3………………………………………………………………………………37
Construction Project procurement planning……………………………………………...37
3.1 Introduction..............................................................................................................37.
3.2 Procedure of Competitive Bidding…………………………………………………….39
CHAPTER 4………………………………………………………………………44
Construction Quality Planning…………………………………………………………...44
4.1 Introduction………………………………………………………………………….44
4.2 Difference between Quality Assurance and Quality Control…………………………45
4.3 Quality assurance Tools & Techniques……………………………………………….46
4.4 Ethiopian Roads Authority Quality Manual………………………………………..…48
4.5 Total Quality Management……………………………………………………………49
4.5.1 Principles of Total quality management………………………………………….…50
CHAPTER 5………………………………………………………………….…54
Work methodology and Resource Selection for Metu Road Project…………………..…54
5.1 Introduction………………………………………………………………………54
5.2 Mobilization and Camp Establishment……………………………………………..…55

5.3 Camp Establishment………………………………………………………………..…57
5.4 Construction Site Layout Planning…………………………………………………...58

5.6 Methods to be used to Execute Project Work…………………………………………59
2.6.1 Site Clearance………………………………………………………………….59
5.6.2 Earth Work…………………………………………………………………………..60
5.6.2 Asphalt/ Surface Layer………………………………………………………………65

CHAPTER 6…………………………………………………………………………70
6.1 Project monitoring and controlling system……………………………………………70
6.1.1 Importance of project monitoring and control………………………………………70
6.1.2 Monitoring and control method…………………………………………………..…71
6.2 Project Quality Management……………………………………………………….…72
6.2.1 Control Quality…………………………………………………………………..72
6.2.2 Quality assurance (QA)……………………………………………………………...72

CHAPTER ONE
1.2 Conceptual Cost Estimation

1.1 Introduction
Cost estimation is an essential component of infrastructure projects. Accurate estimation will

assist project managers to choose adequate alternatives and to avoid misjudging of technical and
economic solutions. The accuracy of cost estimation increases toward the end of the project due
to detailed and precise information. The conceptual phase is the first phase of a project in which
the need is examined, alternatives are assessed, the goals and objectives of the project are
established and a sponsor is identified (Wideman R. M, 1995).
A “conceptual estimate” is an estimate prepared by using engineering concepts and avoiding the
counting of individual pieces. The forecast of project costs that is performed before any
Significant amount of information is available from detailed design and with incomplete work
scope definition. a conceptual estimate is also used to set a preliminary construction budget
(Elbeltagi).
Major difficulties which arise while conducting cost estimation during the conceptual phase are
lack of preliminary information, lack of database of road works costs, and lack of up to date cost
estimation methods. Additional difficulties arise due to larger uncertainties as result of
engineering solutions, socio-economical, and environmental issues.
3.2 Basic elements conceptual cost estimating
The process for obtaining cost estimates usually consists of many individual elements
combined together to achieve the final cost figure output.
The primary elements in a highway project cost estimate can be broken down into the
following groups:
• Preliminary engineering (PE) costs
• Right-of-way and utilities (RoW) costs
• Construction costs

• Supervision costs
• Risk and uncertainty(contingency) costs
1.2.1. Preliminary engineering (design) and supervision cost
Preliminary engineering is the development of a project and the expenses to be

incurred when a project advances from planning to design to when the project design
is complete (preliminary design and feasibility and detailed design costs). This
includes all aspects of designing a project excluding right-of-way and construction
costs. The pricing of preliminary engineering can be refined either through practical
experience or through use of a percentage applied to the estimated construction cost,
which will further help in the summing of each element (PE, CC, and RoW) to
produce a quality cost estimate
(Elbeltagi).typically, the design budget is established as a percentage of the initial construction
cost.
1.2.2. Right of way and utility cost
Right of way is defined as the purchase of land, from a landowner, which provides the
available space needed to properly and safely build and construct a road project. Once
the route is set and the land plot information is at hand, the next stage of appraising
and purchasing the land (row) becomes the focus of the project. The process of pricing
row falls into many categories.
1.2.3. Construction costs
Construction costs are the expenses incurred during the construction process from project
bidding to purchasing materials to the completion of project construction. Furthermore, these
expenses are functions of project features ranging from pavement width and length to number of
lanes to location (urban vs. Rural). Because these features vary from one project to another,
construction costs are often estimated using cost-per-kilometer and cost-per-item tables.

1.2.4. Supervision costs
These are related to road construction supervision service costs to monitor the construction work
implementing as per the Design standard and quality.
1.2.5. Risk and uncertainty
Costs should be determined for uncertainties within an estimate. Costs that are unknown and
costs associated with potential risks can be included in the form of a contingency amount. Major
projects require special consideration of project risk and complexity in order to produce accurate
contingencies. Contingency estimates should be defined and quantified throughout the project's
development as specific risk elements, which then may then be used to create a risk management
plan for the project. Unsupported early optimism (i.e. Low contingency amounts) will only cause
problems as the project progresses. Early cost estimates usually contain a larger degree of
uncertainty. To account for this uncertainty, a project cost estimate can be expressed as a range
or can be expressed with an indication of the confidence level (Administion, 2019).
The total project cost estimate includes construction, engineering, acquisition of right-of-
way, and related costs e.g. Contractors mark up (Administion, 2019).
2. Conceptual cost estimating techniques
2.1 Parametric cost Estimate
Parametric estimating is a technique that develops cost estimates based upon the examination
and validation of the relationships which exist between a project's technical, programmatic, and
cost characteristics as well as the resources consumed during its development, manufacture,
maintenance, and/or modification.
Parametric cost estimation or estimation based on historic database during the conceptual
estimate phase is widely used in developed countries. However, developing countries face
difficulties related to the creation of a road work costs database, which may be used for cost
estimation in either the conceptual stage or the feasibility study of a project cycle

2.1.1 Key Parameters of Parametric Cost Estimate
a) Construction Site Conditions: Project site conditions can increase construction

costs. Site conditions such as poor soil conditions, wetlands, contaminated materials,
conflicting utilities (buried pipe, cables, overhead lines, etc.), environmentally
sensitive area, ground water, river or stream crossings, heavy traffic, buried storage
tanks, and similar existing conditions etc. can increase the project cost during
construction phase if these variations are not considered during estimation.
b) Year of construction (inflation factor): A construction project can continue for

years before completion. During the construction period, the cost of materials, tools,
labors, equipment’s etc. may vary from time to time. This variation in the prices
should be considered during cost estimation process.
c) Project Schedule: Duration of construction project is affects the cost. Increase in

project duration can increase the construction project cost due to increase in indirect
costs, while reduction in construction cost also increases the project cost due to
increase in direct costs. Therefore, construction project schedules also need to be
considered during project cost estimation.
d) Size and Type of Construction Project: For a large construction project, there can
be high demand for workforce. For such a requirements, local workmen may not be
sufficient and workmen from different regions need be called. These may incur extra
costs such projects and also for the type of construction project where specialized
workforce is required.
e) Location of the project: When a location of construction project is far away from
available resources, it increases the project cost. Cost of transportation for workmen,
equipment, materials, tools etc. increases with distance and adds to the project cost.
f) Specification of Materials: The materials specified and the proposed construction

details will have an important bearing on the cost of the project.
g) Climate: Meteorological conditions vary immensely in our country the weather
conditions on individual sites in different parts of the country may be very different
from each other. Of particular concern may be sites that are prone to flooding, or are
exposed or elevated sites where high winds may curtail the use of plant reduce
productivity.
h) Market Conditions: Value for money is perceived within a time and location
context. Construction activity is highly sensitive to changes in economic outlook and
activity in the local and national economy.
i) Form of Procurement/Contract: the form of procurement and contract used by the

project sponsor can alter the estimated cost of a project. Cost savings may be made by
means of lump sum contracts although these are usually marginal in relation to the
total project costs.
j) New Build or Improvements: Generally, the construction of new infrastructure is

more expensive than improvements to existing infrastructure.
2.2 Selecting the Forecasting Method
There are many methods used to develop parametric models to forecast the future construction
cost, the most common ones are linear regression and Artificial Neural Networks. The
estimation models include factors believed to influence construction costs. Many researchers
studied neural networks in comparison with multi regression analysis most of them found out
that neural network models are more accurate than multi regression analysis.
After conducting a research for highway project conceptual cost estimation he

concluded that, for effective parameters identification and prediction models analysis
the ANN outcome represented higher accuracy and reliability than linear regression
analysis. Based on this information Artificial Neural Networks are chosen for
estimation of conceptual cost of the given project. (Aasadullah, 2010)

2.2.3 Artificial Neural Network (ANN)
A major drawback of statistical techniques is that, however, a general mathematical form of the
cost estimating relationship has to be defined before any analysis can be applied to best
fit the historical cost data. This is extremely difficult in estimating the costs of construction
projects since the number of independent variables in the project is huge and no clear
relationship exists between the cost and each individual factor. Statistical tools, as such can only
work for simple systems where cost relationship is known before hand and may not be suited for
construction Projects.
The neural network model consists of three basic layers, which are connected between
successive layers. The three layers include input nodes, hidden nodes, and output
nodes. The input nodes accept the data that are supplied to the network. The hidden
nodes internally interpret or analyze the relationships in the data. The output nodes
produce the network results (Aasadullah, 2010).
A neural network filters erroneous cost estimates, so that successive answers will be
more accurate. Because of the "brain-like" structure of the neural network, these
models have the capability to activate a function based on "only the strong survive."
These high-tech models have the capability to be used with either historical
information and/or present data. Furthermore, training allows the computer to
recognize certain patterns and to then adjust values and factors accordingly, producing
a model that can estimate the price of future construction projects more accurately.
This structure of the models could help to eliminate the problems currently
encountered in the estimation process (Gardner, 2015).

The benefits of Neural Networks stem from their ability to learn from a set of
examples (representing historical encounters) to detect by themselves the hidden
relationships that link the causal parameters of the correct decisions or outcomes.
Moreover, Neural Networks have been demonstrated to have excellent performance in modeling
non-linear multi-parameter relationships that involve judgment and experience, even in situations
where the data are partially missing or incorrect.
The first advantage for using the neural network is the uniformity of the model, along
with the ease of access. After an initial format is created through the use of a
spreadsheet format, a fill-in-the-blank application is available for future use. With
each new project, the project information database continues to grow, in turn,
strengthening the output results (eliminating the negative problems). At this stage of
the model, a sensitivity analysis has been adapted and applied to the neural network
model (Aasadullah, 2010).
The sensitivity analysis is used to determine the relative significance of each input
parameter within the model, giving the engineer greater capability to see how each
input variable affects the overall status and feasibility of a project. The second benefit
is the capability to store and file data. Information about the project and other projects
will grow, producing better results, as well as creating a computer catalog based on
project information. Finally, the ability to use the knowledge through mathematical
tools may produce a constant and reliable answer to cost estimation. Once this model
is in place, the repetitive use and education of the neural network will be fully utilized
because of its easy fill-in-the-blank application and technique.
The main problems encountered when using the neural network cost estimation
mathematical models are
• Inputting past data into the database and obtaining current data to store and use.
• The difficulty of learning and initial start-up of this complex computer method.
This first negative can be solved simply by first transitioning and storing all past
project data into a computer database and simply using the neural network system to
become familiar with the technology, as well as to create and build project data. This
will help create a basic database that will help prevent or eliminate first problem. The
second complaint is a problem similar to that encountered with any new technology or
software. The implementation and start up time is complex and lengthy, reinforcing
the reluctance to consider this method fairly when choosing an estimation model.
2.2.4 Reference class forecasting method
Project managers usually tend to underestimate the cost and duration of projects. Reference Class
Forecasting (RCF) is a technique which bypasses human judgment by forecasting new projects
based on the outcomes of similar previous projects. Quantitative research is conducted to obtain
criteria indicating similarity between projects.
The focus is on Reference Class Forecasting (RCF), a relatively new technique within the field
of project management. RCF is a method in which predictions are made concerning cost and
duration of future projects by looking at the outcomes of previous, similar projects. This new
technique is an answer to previous forecasting methods which mostly underestimate cost and
duration.

Reference Class Forecasting is a technique which tries to simultaneously incorporate baseline
scheduling and risk management. It is a forecasting method used to predict the cost and duration
of future projects by looking at similar past projects and their outcomes (Batselier & Vanhoucke,
2016).
The RCF approach requires a probability distribution for the selected reference class in which
some simulations take place.
Reference class forecasting provides an uplift factor to the base estimate to become the
project estimate, based on the risk appetite of the decision maker. This is regarded as a
top-down process since the uplift factor corresponding to the decision maker’s
acceptable risk of budget overrun is derived from the statistics of comparison between
the constant price that is, the same time value of the final project cost and the base
estimate of a reference class of similar past projects. Both estimating using risk analysis
and reference class forecasting are methods of quantitative risk analysis based on the
risk free base estimate (Bent Flyvbjerg, Chi-keung Hon JP, Wing Huen Fok, 2016).
The methodology of RCF is rather straightforward and has been explained by Flyvbjerg
(2006) in three different steps:
3. . Identify a relevant reference class of past projects similar to the considered project.The
identification and formation of the reference class can be based on a range of criteria.
However, the question remains: how many criteria and which ones should be added to the
reference class?
4. Establish a probability distribution for the selected reference class. This probability
distribution can be based on the duration or the cost of the projects within the reference
class. It will provide more insights on the reference class in terms of the average value
and the deviation between the projects. This will give an impression of the potential
accuracy of the reference class. Of course, an accurate reference class is only useful if it
is comparable to the project that has to be forecasted. This refers again to the importance
of the first step.
5. Determine the most likely outcome for the considered project by comparing that project
with the reference class distribution. Eventually, it is possible to forecast the considered
project based on the distribution of the reference class.
To perform RCF, four steps are required:
1) Gathering the project’s planned and actual data
2) Identifying the reference class (es) from past projects: It is important that the class
should be statistically meaningful and should be truly comparable with the specific
project.
3) Establishing a probability distribution for each reference class based on the gathered
data: This requires entry to possible data on cost overrun for a number of Projects
within the reference class to make a statistically momentous conclusion.
4) Compare the specific project with the reference class distribution: After establishing
probability distribution, the most likely outcome for the particular project is
established.
3. Conceptual Estimate Adjustment
It is necessary for the estimator to adjust the cost information from previously
completed projects for use in the preparation of a conceptual cost estimate for a
proposed project. There should be adjustment for time, location, and size (Elbeltagi).
a) Adjustment for time
The use of cost information from a previous project to forecast the cost of a proposed
project will not be reliable unless an adjustment is made proportional to the difference
in tine between the two projects. The adjustment should represent the relative inflation
or deflation of costs with respect to time due to factors such as labor rates, material
costs, interest rates, etc. (Elbeltagi).
b) Adjustment for location
Tender price levels vary according to the region of the country where the work is
carried out. The use of cost information from a previous project to forecast the cost of
a proposed project will not be reliable unless an adjustment is made proportional that
represents the difference in cost between the locations of the two projects. The

adjustment should represent the relative difference in costs material, equipment and
labor of the two locations (Elbeltagi).
c) Adjustment for size
The use of cost information from a previous project to forecast the cost of a future
project will not be reliable unless an adjustment is made that represents the difference
in size of the two projects. In general, the cost of a project is directly proportional to
its size. The adjustment is generally a simple ratio of the size of the proposed project
to the size of the previous project from which the cost data are obtained (Elbeltagi).
d) Combined adjustment
The conceptual cost estimate for a proposed project is prepared from cost records of a
project completed at a different time and at a different location with a different size.
The estimator must adjust the previous cost information for the combination of time,
location and size (Elbeltagi).
. Unit-cost adjustment
Although the total cost of a project will increase with size, the cost per unit may decrease;
this is an alternative to size adjustment. We can change the total project cost to unit cost.
Adjustment for Time, Location and Size
According to Central Statistics Agency of Ethiopia (CSA), Ethiopia’s current inflation

rate is 18.7% (at September 2020). Using this try to compute the new adjusted price for
each project using the following formula which enables us to incorporate the time value
of money concept.
Cost Adjusted = Initial Cost*(1+i) n
Where: i= Current inflation rate at September 2020 18.7%
n= Time in Year

Initial cost = project amount during contract sign
For Example
Project Name- Abobo-km76 Design and Build Road Project
Year of construction- 2016
Project location- SNNP
Location Index- 1.73
Initial Cost- 960,130,378.57
Time Adjustment- 960,130,378.57*(1+0.187)5
=
2262475087 ETB
Location Adjustment = 2262475087*1.73
= 3914081901
Road Length (Size) adjustment = (3914081901 ETB/74.648 Km)*60Km
= 3146030893

The following tables summarize Time, location and Length (Size) Adjustment for New road
Projects
Table1 time, location and size adjustment for new road projects

The following tables summarize Time, location and Length (Size) Adjustment for
Upgrading road Project
Table2 time, location and size adjustment for upgrading road projects
Forming the Linear Equation: The basic formulation is:
Y=b0 + b1X1+…. +bnXn
Where b0= Y intercept/constant
b1= Slope/change in Y given a One unit change in X
X1= Value of Independent variable for what we are predicting

Terrain
Mauntaninous
Terrain &
Item Project Terrain Rolling(X2 Escarpment(X Road Length No of Bridge
No Project Name Scope Flat(X1) ) 3) in Km(X4) Structure(X5) Project Cost
Abobo-km76 Design and
1 Build Road Project New 66.32 33.68 0 74.648 1 3146030893
2 Sai-Maji New 0 52.9 47.1 33.603 2 5619969670
Lare - New Jikawo -
3 Ninignang New 100 0 0 34.405 1 10216176140
Durgi Gibe river lot 2 km
4 97+700-125+400 New 61.73 28.16 10.11 27.7 5 4142918454
Guba – Wenbera Road
Project, Contract II: Kong –
5 Begondi – Wenbera (DBB) New 7.6 35.48 51.92 69.6 5 1432259103
6 Morocho-Dimtu-Bitena New 38.87 17.23 44 44.06 7 5523798081
7 Gindeber-Gobensa New 0.6 4.9 94.5 33 4 3906067096
8 Harar by Pass Road Project New 12.3 77.25 10.45 20.175 1 4827256889
After analyzing the data using regression on excel sheet, the output is summarized as
follows for New Road Projects.

SUMMARY OUTPUT
Regression Statistics
Multiple R 0.990945986
R Square 0.981973948
Adjusted R Square 0.936908818
Standard Error 623014032.5
Observations 8
ANOVA
Df SS MS F Significance F
Regression 5 4.22888E+19 8.45775E+18 21.79010585 0.044457705
Residual 2 7.76293E+17 3.88146E+17
Total 7 4.30651E+19
Standard
Coefficients Error t Stat P-value Lower 95% Upper
Intercept 10949344160 18771247110 0.583304034 0.61870207 -69816813459 91715

X Variable 1 -11010968.6 181774770.7 -0.06057479 0.957206393 -793124681.9 77110
-
X Variable 2 66795273.53 185656348.3 -0.3597791 0.75345107 -865610067.2 73201
X Variable 3 44110703.89 183977689 0.239761159 0.832848435 -747481402 83570

-
X Variable 4 57264838.68 15462042.26 -3.70357536 0.065791798 -123792637 92629
X Variable 5 -724371574 125238293.6 -5.78394637 0.028614941 -1263228460 -18551

Ite Terrain Terrain Road No of
m Project Terrain Rolling(X2 Mauntaninous & Length in Bridge
No Project Name Scope Flat(X1) ) Escarpment(X3) Km(X4) Structure(X Project Cost
Gambela-Abobo-Goog-Dima Road
98.89% 1.11% 0.00%
Project; Contract 1: Gambela-
1 Abobo-Pugnido/Design and Build Up grading 103.088 1 2650696521
Gore-Masha-Tepi Road Upgrading
2 Project Up grading 1.4 72.9 22.7 140.2 3 6567286472
Merewa-Somodo-Seka and
Somodo-Limu Junction Spur
3 Design and Build Road Project Up grading 0 63.3 36.7 93.5 4 4941474651
4 Shishinda-Tepi Up grading 5.66 63.88 30.46 77.09 2 4160750647
5 Assosa-Daleti Lot I Up grading 96 4 0 36 2 1324206033
Nekemte-Bure Lot:2 Andohde-
6 Agamsa Up grading 3.76 77.15 19.01 87.65 3 4101502928
7 Gambella-Ilya Up grading 100 0 0 77.75 0 2759331313
8 Tepi - Mizan RUP (DBB) Up grading 1.34 36.17 62.49 47.87 1 5364445071
Jimma - Agaro - Dedesa River
9 Road Upgrading Project (DBB) Up grading 3% 96% 1% 79.074 4 3365340682
After analyzing the data using regression on excel sheet, the output is summarized as
follows for Upgrading Road Projects.

SUMMARY OUTPUT
Regression Statistics
Multiple R 0.990945986
R Square 0.981973948
Adjusted R Square 0.936908818
Standard Error 623014032.5
Observations 8
ANOVA
df SS MS F Significance F
Regression 5 4.22888E+19 8.45775E+18 21.79010585 0.044457705
Residual 2 7.76293E+17 3.88146E+17
Total 7 4.30651E+19
Standard
Coefficients Error t Stat P-value Lower 95% Upper
Intercept 10949344160 18771247110 0.583304034 0.61870207 -69816813459 91715
X Variable 1 -11010968.6 181774770.7 -0.06057479 0.957206393 -793124681.9 77110
-
X Variable 2 66795273.53 185656348.3 -0.3597791 0.75345107 -865610067.2 73201
X Variable 3 44110703.89 183977689 0.239761159 0.832848435 -747481402 83570
-
X Variable 4 57264838.68 15462042.26 -3.70357536 0.065791798 -123792637 92629
X Variable 5 -724371574 125238293.6 -5.78394637 0.028614941 -1263228460 -18551

6. Sensitivity Analysis
A sensitivity analysis determines how different values of an independent variable affect a

particular dependent variable under a given set of assumptions. In other words, sensitivity
analyses study how various sources of uncertainty in a mathematical model contribute to the
model's overall uncertainty. This technique is used within specific boundaries that depend on one
or more input variables.
Sensitivity analysis is a financial model that determines how target variables are affected based
on changes in other variables known as input variables. This model is also referred to as what-if
or simulation analysis. It is a way to predict the outcome of a decision given a certain range of
variables. By creating a given set of variables, an analyst can determine how changes in one
variable affect the outcome.
CHAPTER TWO
2. Design quality planning
2.1 A definition of Design Management
Design becomes associated with the work of professional actors, such as architects and
engineers. Management is seen as a project management responsibility, the role of managers to
monitor designers’ progress and outputs (RIBA).
Design management in construction has been explored in two main ways.
First, it has been described as the management of the specialist professional expertise within
consultant architecture and engineering firms at a pre-construction stage. Here researchers have
discussed the commercial management of design firms (Winch and Schneider 1993; Emmitt
2007) and the differentiation and integration of design tasks into the conceptual design, interior
layouts, and façade, mechanical and electrical, structural and other subsystems.
Second, it has been described as the management of vertical connections between phases of the
design and construction process. Here researchers have articulated processes and protocols for
the flow of materials, information and value for customers across the project lifecycle (Ballard
and Koskela 1998; Winch 1998; Austin et al. 2001; Gray and Hughes 2001; Winch 2003; Cooper
et al. 2005).
At the same time, designers and managers operate in complex organizational settings,
increasingly involving public-private partnerships and the distribution of design activities across
global networks of manufacturing and use.
The role and activity of Design Management has gained ground and risen in profile, particularly
through the widespread adoption of Design and Build procurement method, and the rise of the
specialist subcontractor. The role of architects has become distanced from the actual process of
building through the education process and a lack of practical experience and knowledge. This
creates disconnect between the design and construction and it is precisely this ‘gap’ that the
Design Manager can fill (Eynon, 2013 )
Production of design information that is accurate, co -ordinated, buildable and in line with the
budget is a mission -critical activity – so it is an activity that is probably best left in the hands of
someone who understands the processes, the requirements and tools needed to deliver
successfully. If the design fails at any stage for whatever reason, be it poor quality, late, over
budget, etc., then the results of that failure will impact on the project delivery, sometimes with
catastrophic effect.
2.2 Design quality
Design organizations may stand alone, for example as firms of architects or consulting engineers,
or they may be departments within companies for whom design may be only one of a number of
activities. An example of the latter would be an internal design department of a house builder or
contractor. Such departments may carry out the design of permanent structures or temporary
works, or both. Quality management is as germane to temporary works design as it is to
permanent works.

Although design control is addressed in quality system standards as just one of a number of
activities which should be covered in an organization’s quality system, it is recommended that in
most cases it is preferable to treat a design office as an organization in its own right, even if it
does not exist as an independent body.
A quality manual of a design department should contain a statement of authority signed by the
Senior Partner or whoever is in charge. It should illustrate and describe the organizational
structure, giving brief job descriptions of the principal managerial roles. It should include a
schedule of standing instructions or procedures together with brief descriptions of their scope.
A design Quality Plan may include the following:
1) The names of the staff members delegated to manage the work and to take professional
responsibility for its adequacy.
2) Summaries of the delegated responsibilities of the staff named above.
3) The name of the client and his nominated representative, if any.
4) A summary of the design requirements identified in the Client’s brief. This may comprise
a standard form, together with attachments.
5) A bar chart or similar illustration showing phases of the work and key dates for the
receipt and provision of data
6) A schedule of the departmental and other procedures to be implemented to ensure
technical adequacy. These will include the standards, specifications and codes of practice
to be followed, and the regulations of statutory bodies with which compliance will be
necessary.
7) The procedure to be used to measure and control the progress of the work.
8) A communications matrix for correspondence, minutes of meetings, drawing and
specification control, design change notes, technical queries etc.
9) Arrangements for consulting with the Client and for obtaining approvals when necessary.
10) A schedule of design reviews and system audits.
11) A schedule of records to be produced and their

Most design projects require inputs from more than one technical discipline. There is a need,
therefore, for a procedure to ensure that the work of each is compatible with all the others. This
procedure should identify a communication system which will circulate all design teams with
information on design proposals as they mature, so that conflicts or gaps can be detected and
resolved in an orderly fashion.
Quality in design requires that designers should receive adequate feedback on the realization and
practical performance of their designs.
In construction work, this feedback may be of three kinds:
1) The designer needs verification that the criteria upon which the design is based (for
example, on ground conditions) are valid.
2) The designer needs to satisfy himself that the works are in fact constructed in accordance
with his instructions.
3) The designer needs to be aware of the performance of his designs, both during the
construction period and in their finished state. Without such knowledge, errors will be
repeated and the steady improvement and refinement of design technique which are
essential to success will not take place.
2.2.1 ERA Quality Manual, 2011

The Manuals are very important in achieving quality for services. However, the Quality Manuals
should be applied in parallel with other systems if meaningful results are to be achieved. It’s also
clear that commitment to a set of ethical rules and standards is also needed, and the ERA Code of
Professional Conduct and Ethics provides this. All ERA staff and service providers will be
required to commit to the code.

3. Design Planning and Information Flow
3.1 Route Selection
3.1.1 Identification of Alternative Routes
As per the terms of reference of the project the consultant is expected to identify possible
alternative routes of the project and select the best one using engineering, social and
environmental criteria and make the feasibility study for the selected route. Accordingly, the
consultant has put its maximum effort to obtain possible route options using topographic maps,
digital elevation models and satellite imageries. Thus, the consultant has developed “n”
acceptable project alternative routes as per TOR request.
At the route alternatives development stage topographic features, existing and new crossing
structures, major bridges, sub-grade soil characteristics, social and environmental considerations
are made. The consultant has made the necessary comparison with the mentioned comparison
criteria.
The environmental specialist should also consider the potential environmental impacts associated
with any technical options being considered, including bridge types, materials to be used,
construction techniques to be used etc. and ensure these are taken into account when comparing
and selecting the preferred options.
3.1.2 Stakeholders Consultation
Consultations have been carried out with the local administration and community representatives
to; inform that the project has commenced in their area, to gather their opinion and preferences
as regards to the alternative route alignment favored by the community and to identify any
sensitive environmental and social issues and critical environmental component likely to
experience adverse impacts.
3.2 Feasibility Study
A feasibility study involves both a desk top and site visit and addresses the key fundamentals of
access and access constraints. Investigation will also take place as to the current lawful use of the

site and its present potential for generating traffic. Initial assessments of predicted traffic flows
are made and any existing traffic discounted to give a net effect. A judgment is then made as to
the most appropriate form of junction to satisfactorily accommodate the level of traffic in
relation to ease of access and impact on the network.
For most road projects an economic analysis period of between 10 and 20 years from the date of
opening is appropriate. The project road functional classification is main access road. The
functional from economical points of view and functional classification of the project road, it is
reasonable to consider a design period of 15 years from the year the road opened to traffic
3.3 Environmental Impact Assessment (EIA)
Environmental Assessment EA) is assessing the positive and negative consequence impact of the
proposed project on environmental aspect, the actual condition of the project. Identify and
describe environmentally sensitive areas, including the length of affected road, how significant
this is to the sensitive area (e.g. does it touch the edge or go right through it).
The essence of any Environmental Impact Assessment (EIA) process is to ensure informed
decision-making and environmental accountability, and to assist in achieving environmentally
sound and sustainable development. For this purpose an environmental analysis and appraisal
have been conducted on potential alternative routes of the project road.
Once the best alignment is chosen on the basis of engineering, environmental, social and
economic factors, full environmental analysis will be conducted for its feasibility. During this
stage preliminary impact analysis, environmental Mitigation, Monitoring and Management plans
as well as issues pertaining to laws and policies will be incorporated.
Environmentally sensitive areas include:
 Areas susceptible to erosion, landslips, or desertification

 Areas that have suffered or are at risk from pollution
 Prime agricultural land
 Religious Area and worship place
 Areas with unique, rare, or endangered plant and animal species

 Areas with unique socio-cultural, archaeological
 Protected water bodies and recharge areas for aquifers
Scope of the Assessment
The scope of environmental assessment for the route selection phase focuses on
identification and brief description of key potential environmental issues/ impacts,
identification of valued environmental parameters or indicators and evaluation of the
proposed alternative routes with respect to the identified environmental impacts. The focus
areas of the assessment include terrain types, valued landscapes, land use and land cover,
extent and types of vegetation, assessment of wildlife habitat, national parks, soil and
erosion.
Methodology of Assessment
Both the negative and positive environmental impacts of the road project on all the proposed
route alternatives was conducted based on the cumulative values for selected environmental
variables.
The procedures adopted were;
o Desk study and field reconnaissance;

o Review of statutory and legal requirements that may have some bearing on route
selection in terms of environmental and social impact;
o Stakeholder consultations, including at regional and local administration level and
with communities likely to be affected by each of the options considered;
o Identification of environmental and social issues relevant to the selection of route
options;
o Collection of data pertaining to these issues and receptors, using desk study and field
observations;
o Identification of environmentally critical area through which route options cannot
pass (no-go areas);
o Identification of route options;

o Identification of outline mitigation and assessment of residual environmental impact
(with mitigation).Defining the existing Bio-physical environment of the project area
based on route survey and secondary data;
o Identification of relevant environmental indicators that can be used for comparing
the alternative route;
o Selection of criteria for impact appraisal;
o Analysis of the collected data in the form of a matrix in order to achieve a semi-
quantitative estimate based on the pre-set criteria;
o Ranking of each route alternative based on the appraisal result
3.4 Preliminary Design
The definition of preliminary design includes examples of specific activities that are
needed to adequately analyze alternatives and establish the parameters for final design.
However, the activities specified in the definition are not the only activities that are
considered in the preliminary design.
The Preliminary Design Section develops road geometry and serves as advisors on
geometric details throughout plan development. They also review geometric designs for
access-drive permits applications and prepare ground models for all Highway and Bridge
Design projects. Preliminary design encompasses general project location and design
concepts. Related activities are those needed to establish the parameters for final design.
Activities listed in the definition of preliminary design in the ERA Code of Federal
Regulations include; environmental assessment, topographic surveys, metes and bounds
surveys, geotechnical investigations, hydrologic analysis, hydraulic analysis, utility
engineering, traffic studies, financial plans, revenue estimates, hazardous materials
assessments, general estimates of the types and quantities of materials.
For designing a highway, it is commonly required that the type and function of the highway be
identified according to some principle of road classification. The highways and roads are,
typically in most standards, classified by;

 Road type: Access-controlled, or not,
 Area of the road: Rural, or Urban,
 Terrain of the area: Level, (or Rolling), or Mountainous, and
 Traffic level in the target year: ex. ADT ranking.
3.6 Detailed Engineering Design

To undertake detailed engineering design of the selected road alignment and preparation of
bidding documents for construction purposes.
Based on the results of the feasibility study carried out in Phase I, the detailed engineering design
will be carried out as outlined below:-
 Topographical Survey
 Survey of water courses
 Hydrological and geological surveys
 Soils and materials survey
 Geometric design
 Pavement design
 Bidding documents for construction
IDEF0 modeling
A process can be represented from the viewpoint of the information within it, rather than of its
sub processes, which has been identified as a requirement of a building design model. Each
activity in the process transforms an information input into an output, and the internal mechanics
of that transformation are not modeled. Each activity or process can be partitioned to show finer
detail on another diagram, ensuring a single diagram does not become too cumbersome

Figure shows the activity flow chart for the design of road project

4. Dependency structural matrix (DSM)
Design Structural Matrix (DSM) also known as Dependency and Structural Modeling techniques
support the management of complexity by focusing attention on the element of a complex system
and how they relate to each other. DSM based techniques have proven to be very valuable in
understanding, designing and optimizing complex system architectures such as those of product,
organizations and process.
A two-dimensional matrix representation of the structural or functional interrelationships of
activities here this method is used to simulate time duration for the activity. It has equal number
of rows and columns.
If the system is a project represented by a set of tasks to be performed, then off-diagonal marks
in a single column of the DSM represent all of the tasks whose output is required to perform the
task corresponding to that column (i.e., read a column to see a task’s inputs, which are the
outputs of other tasks). Similarly, reading along a specific row reveals which tasks receive
information from the task corresponding to that row (i.e., read along a row to see where a task’s
outputs go to become other tasks’ inputs).

In many cases, the order of tasks down the matrix corresponds to a timeline. In such a case,
marks above the diagonal represent forward information transfer to later (i.e. downstream) tasks.
This kind of mark is called a forward mark or forward information link. Marks below the
diagonal depict information fed back to earlier listed tasks (i.e., a feedback mark) and indicate
that an upstream task is dependent on a downstream task.
The success of the DSM method is determined by appropriate system decomposition and by the
accuracy of the dependence relationships collected. Therefore, it is vital to carefully decompose
the system under study into meaningful system elements (i.e. subsystems or modules).
In the parallel configuration, the system elements do not interact with each other (at least not for
the type of representation that is represented in the digraph). Understanding the behavior of the
individual elements allows us to better understand the behavior of the system. If the system is a
project, then system elements would be e.g. project tasks to be performed, and usually the
relations would be the directed information exchange between the tasks. As such, task B is said
to be independent of task A and no information exchange is required between the two activities
In the sequential configuration, one element influences the behavior or decision of another
element in a uni-directional fashion. For example, design parameters of element B are selected
based on the design parameters of element A. In terms of project tasks, task A should be
performed before task B
Finally, in the coupled system, the flow of influence or information is intertwined: element A
influences B and element B influences A. This would occur if parameter A could not be
determined (with certainty) without first knowing parameter B and B could not be determined
without knowing A. This cyclic dependency is called “Circuit” or “Cycle”.
The Project Map of the given Road Project

Design Structural Matrix of the project
7. Analytical Design Planning Technique (ADePT)
Design Structure Matrix Analysis, a technique that was found to be capable of analyzing and
manipulating design tasks and then ordering them based on the optimal flow of information.
Current planning practice takes little account of the interdisciplinary, iterative nature of the
building design process. This leads to a compromised design process containing inevitable cycles
of rework together with associated time and cost penalties in both design and construction. The
Analytical Design Planning Technique (ADePT) is a planning methodology which helps to
overcome these difficulties. The central part of ADePT is a Dependency Structure Matrix
(DSM). This paper describes DSM techniques and a tool developed to optimize the design
process.
In recent times there has been a growing understanding of the importance of effective design
management to facilitate a co-ordinated design within budget, and to ensure the smooth running

of the project. Traditionally, building design has been planned by the same methods used to
programme construction. These techniques do not allow the effect of variations and delays to be
fully understood within an iterative process such as design.
They monitor progress based upon the completion of drawing work and other design deliverables
as opposed to the availability of key pieces of information.
In early work on the ADePT methodology, Austin et al. (1994) described the use of DSM in a
simple building design problem comprising some 50 activities across the architectural, civil
engineering and structural engineering disciplines. This work led to the conclusion that DSM is a
tool that could be used to demonstrate areas in a design that need to be undertaken in an iterative
manner.
CHAPTER THREE
Construction Project procurement planning
3.1 Introduction
Public procurement is defined as the purchase of commodities and contracting of construction
works and services if such acquisition is effected with resources from state budgets, local
authority budgets, state foundation funds, domestic loans or foreign loans guaranteed by the
state, foreign aid as well as revenue received from the economic activity of state. Procurement
generally involves making buying decisions under conditions of scarcity. If sound data is
available, it is good practice to make use of economic analysis methods such as cost-benefit
analysis or cost-utility analysis
Procurement is used to ensure the buyer receives goods, services, or works at the best possible
price when aspects such as quality, quantity, time, and location are compared. Corporations and
public bodies often define processes intended to promote fair and open competition for their
business while minimizing risks such as exposure to fraud and collusion.
Procurement generally refers to the final act of purchasing but it can also include the
procurement process overall which can be critically important for companies leading up to their

final purchasing decision. Companies can be on both sides of the procurement process as buyers
or sellers though here we mainly focus on the side of the soliciting company.
Procurement and procurement processes can require a substantial portion of a company’s

resources to manage. Procurement budgets typically provide managers with a specific value they
can spend to procure the goods or services they need. The process of procurement is often a key
part of a company's strategy because the ability to purchase certain materials or services can
determine if operations will be profitable.
In many cases, procurement processes will be dictated by company standards often centralized
by controls from the accounts payable division of accounting. The procurement process includes
the preparation and processing of a demand as well as the end receipt and approval of payment.
Comprehensively, this can involve purchase planning, standards, specifications determination,

supplier research, selection, financing, price negotiation, and inventory control. As such, many
large companies may require support from a few different areas of a company for successful
procurement.
ERA uses the Public Procurement Authority Proclamation and the Federal Public Procurement
Directive issued by Ministry of Finance & Economic Development as a guideline. Basically, the
directive stipulates the whole Procurement process for each type of services (RFP and RFB).
According to Federal Public Procurement Directive, the following procurement methods are
approved:
a) Open bidding
b) Restricted bidding
c) Request for quotation
d) Single source/ direct procurement
e) Request for proposal, and
f) Two stage bidding

3.2 Procedure of Competitive Bidding
a) TOR preparation
The public body states the scope of the work, the type of service required, requirements to be
attained and activities to be performed shall be stated clearly to guide bidders what the bid is
intended for. After signing of the contact, the TOR will be included in the contract as appendix.
The attached appendix will be used as a reference.
TORs’ vary depending on the intended purpose, project type, and available time and finances
requirements.
b) Request for Expression of Interest
As per article 22
22.1. A Public Body shall invite expression of interest for procurement of consultancy service the
estimated value of which exceeds 300,000 birr.
1) The invitation for Expression of Interest shall be carried out in accordance with the
provisions of article 16.2 or 16.4 (a&b) of this directive, and shall state that the invitation
is only for expression of interest.
2) The invitation for expression of interest shall state the type of the required consultancy
service, the expected output, the time for completion of the assignment, the qualification
required of the consultant, work experience and any other relevant information as well as
the list of documents to be submitted and the manner, time and place of submitting such
documents.
3) From among the consultants responding to the invitation of the Public Body for expression
of interest, not less than three but not more than seven consultants, as far as possible,
demonstrating better suitability for the required consultancy service shall be chosen on the
basis of evaluation of their profiles, and such consultants shall be invited to submit their
proposals in accordance with the provision of article 21 of this directive.

c) Setting of bid floating period
As per Public procurement directive sub article 16.9.1, the deadline for bid submission shall take
into consideration the following points:-
1) The time it takes for bidders to obtain the bidding document, to prepare responsive bids, to
gather information, to analyze the information, to establish joint venture as necessary, to
obtain certificate of manufacturer’s authorization including the power of attorney to sign
and to fulfill other pre-conditions to participate in the bid.
2) In case of international competitive bidding, the time necessary for the submission of bid
document to the designated place.
3) In case of procurement of works in particular, the time necessary to visit the construction
site and for pre-bid meeting. And as per sub article 16.9.2, the floating period shouldn’t be
less than the minimum date stated in Annex 3.
Annex 3
a) In preparing bidding documents, Public bodies shall identify the type of the
procurement and the scope of participation of bidders in that procurement in terms of
the complexity of that procurement and set the closing date in accordance with the
following table:
Mode of procurement
S. No Procurement Complexity ICB NCB Restricted Bidding
Type LIB LNB
1 Works Complex 45 days 30 days 45 days 30 days

Non-complex 35 days 21 days 35 days 21 days
2 Goods Complex 45 days 30 days 45 days 30 days

3 Other Services Complex 45 days 30 days 45 days 30 days

4 Consultancy Complex 14 days 10 days - -
service (EOI) Non-complex 10 days 7 days - -
Complex 45 days 30 days 35 days 30 days
Request for Non-complex 35 days 15days 12 days 15days
proposal
b) Non-complex procurement refers to the kind of procurement described in article 2 of annex 1

thereof.
c) In respect of single source procurements and /or procurements made by means of request for
quotation, public bodies shall set the deadline for submission of bid documents taking in to account
the type, urgency and complexity of the procurement as well as the scope of participation of
bidders in that procurement and other relevant considerations.
16.12.2. Notwithstanding the provision of article 16.12.1 above, the Public Body shall not be
obliged to respond to a request for clarification or modification submitted:
1) Later than 10 days prior to the deadline for submission of bids, in respect of national
competitive bidding for complex procurements the minimum floating period of which
is 30 days as stated in this Directive.
2) Later than 21 days prior to the deadline for submission of bids in respect of international
competitive bidding.
3) Later than 5 days prior to the deadline for non-complex procurements the minimum
floating period of which is 15 days.
e) Receipt of bid document
According to article 16.17.2 16.17.2 The bid box shall be kept securely and the
key of the box shall be in the possession of the head of the procurement unit until the day of the
bid opening.
f) Bid opening
16.18.1 Bids shall be opened in public at the time and place stated in the invitation to bid or in
the document amending such invitation to bid. The bid shall be opened in the presence of the
bidders or their authorized representatives. However, the opening of the bid shall not be affected
by the absence of the bidders on their own will. Bid validity period
The following factors will dictate the duration of procurement period:
1) Project Complexity
Public clients and their consultants sometimes desire complex projects to meet global
standards. More time tends to be allotted for more complex projects since it is obvious that
more enquiries will have to be made by the contractors from sub-contractors and suppliers.
Also, the contractor will also need to seek further clarifications from the consultants, assess
site conditions more thoroughly and prepare an acceptable method statement. Project
complexity is dependent on the extent and nature of specialist and main contractor’s
works involved.
2) Structure of the Bill of Quantities

In certain cases of tendering, Bills of Quantities prepared by the Quantity Surveyor contains
excessive provisional sums and as such tenderers for these projects are given less than
sufficient time to submit their bids. This is because these consultants assume that such
tenders are easier to price than those with completely quantified or measured work items.
3) Foreign Procurement
Public clients, consultants and certain top government functionaries, senators, prominent
politicians (who may have vested interest in the proposed works, but not directly
involved in the works) can have considerable influence on the nature or specifications for
the materials to be used for the works. In this case, where materials specified are to be
obtained from manufacturers or suppliers abroad (who may previously be known to these
parties) considerable time is allotted for tenderers in view of the fact that extensive enquiries
will have to be made concerning their purchase, transportation (shipping or freight) and
installation/fixing costs
4) Approval of National Budget
Insufficient time is sometimes given to contractors when there is delayed or late
approval of the nation’s annual budget by the president and legislature. Clients hasten bid
submissions to let out works to contractors for works to begin quickly on sit before the fiscal
year runs out. This is in a bid to avoid returning the monies budgeted for such works to the
Government coffers or federation account.
5) Additional Revenue
Public sector clients sometimes, extend deadline for submission of tenders, not
because of discrepancies found, but to make additional revenue, especially when costs of
production of tenders have not been covered. In other words, the tendering duration can be
extended when the client discovers that the monies realized from the sale of the tender
documents has not equaled or surpassed the costs incurred in preparing the documents. He
therefore deems it worthwhile to grant more time not necessarily for the purpose of given
more tenderers opportunities to be selected but simply to make more revenue from sale of
tenders.
6) Reducing the number of Tenderers
Insufficient time is sometimes deliberately stipulated by clients, to reduce the number of
tenders. This is because they are of the view that a longer tendering duration tends to
attract more tenders and makes examination and analysis more cumbersome. When the
client envisages from past experience with the nature of the proposed works, he may decide
to cut down on the time frame sensing that the more time given, the more new contractors
may come into the picture and make tenders assessment even more tedious
.
7) Adequacy of Tender Documents
Adequacy of tender documents supplied by the design and estimating team affects the
duration of tendering stipulated and also on the time utilized on the part of contractors
especially when drawings, specifications, bills of quantities, are not adequately prepared or
certain vital information is missing which is essential to the tender cost, or there is no parity
in the documents issued and as result, the process is ambiguous or does not reflect adequately
the client’s intentions of project requirements. This also creates difficulties for the tenderer
who may either prepare a shoddy bid and spend less time in the entire process or take his
time to make further enquiries to clarify inconsistencies, research more, thereby spending
more than or less than the required time in the preparation. Additional time may have to be
provided when such situations arise.

CHAPTER FOUR
Construction Quality Planning
4.1 Introduction
Quality can be defined as conformance to specifications. The degree to which a product meets
the design specifications offering a satisfaction factor that fulfils all the expectations that a
customer wants. Products are manufactured and controlled following normative regulations
accepted in the market, so that in case of an inspection by a regulatory body, the product proves
that it meets the requirements established by the related certifying organizations.
Quality Control is the processes, practices, reviews, and quality targets that ensure systematic
and consistent project design, documentation, and development.
Quality control and safety represent increasingly important concerns for project managers.
Defects or failures in constructed facilities can result in very large costs. Even with minor
defects, re-construction may be required and facility operations impaired. Increased costs and
delays are the result. In the worst case, failures may cause personal injuries or fatalities.
Accidents during the construction process can similarly result in personal injuries and large
costs. Indirect costs of insurance, inspection and regulation are increasing rapidly due to these
increased direct costs. Good project managers try to ensure that the job is done right the first time
and that no major accidents occur on the project.
Quality control in construction typically involves insuring compliance with minimum standards
of material and workmanship in order to insure the performance of the facility according to the
design. These minimum standards are contained in the specifications described in Contract
document. For the purpose of insuring compliance, random samples and statistical methods are
commonly used as the basis for accepting or rejecting work completed and batches of materials.
Rejection of a batch is based on non-conformance or violation of the relevant design
specifications. Procedures for this quality control practice are described in the following sections.

Project quality management consists of three major processes:
1) Plan quality management: identifying the quality requirements and standards for the
project and product (planning process group).
2) Perform quality assurance: auditing the quality requirements and quality control results to
ensure that appropriate quality standards are used (executing process group).
3) Control quality: monitoring and recording the results of quality activities to assess
performance and recommend necessary changes (monitoring and controlling process
group).
4.2 Difference between Quality Assurance and Quality Control
Quality Control Quality Assurance

 is the process involved within the system to  A part of quality management focused on
ensure job management, competence and providing confidence that quality Requirements
performance during the manufacturing of the will be fulfilled.”
product or service to ensure it meets the quality  Prevention of quality problems through planned
plan as designed. and systematic activities including
 A part of quality management focused on documentation.
fulfilling quality requirements.  Establish a good quality management system and
 Just measures and determines the quality level of the assessment of its adequacy &conformance
products or services. It is a process itself. audit of the operation system & the review of the
 Physical verification that the product conforms to system itself.
these planned arrangements by inspection,  “All the planned and systematic activities
measurement etc. implemented within the quality system that can
 The operational techniques and activities used to be demonstrated to provide confidence that a
fulfill requirements for quality. product or service will fulfill requirements for
 Finding & eliminating causes of quality problems quality”.
through tools & equipment so that customer’s  Fundamentally focused on planning and
requirements are continually met. documenting those process to assure quality

 The activities or techniques used to achieve and including such as quality plans and inspection
maintain the product quality process and services. and test plan.
 Provide routine and consistent checks to ensure  is a complete system to assure the quality of
data integrity, correctness, and completeness; products or services. It is not only a process, but
 Identify and address errors and omissions; a complete system including also control. It is a
 Routine operational activities designed to way of management.
consistently produce a predictable result.  is a system for evaluating performance, service,
 of the quality of a product against a system,
standard or specified requirement for customers.
 All those planned and systematic actions
necessary to provide adequate confidence that a
structure, system, or component will perform
satisfactorily in service.
4.3 Quality assurance Tools & Techniques
Quality assurance processes assure improvements in design of products, products, processes,

Services, concurrent engineering, experimental design, design team formation and Management.
In every construction project, customer satisfaction is a key dimension used for measuring the
efficiency of a project. Quality of service plays a major role in the construction industry and is a
major factor of competitiveness.
Quality assurance is critically required for construction sites, remains a concept held by senior
managers and is not fully disseminated to their subordinates, and management requirements
cannot be fully implemented during the execution of the project. Quality control conveys with it
a general framework for quality management, and is essentially the actions and systems applied
to attain and sustain the quality of a product or service.

Construction quality-related activities embraces the project construction design, project planning
and control techniques, commitment and support, organizational structure, process
implementation, and an effective communication system required to implement Quality
Assurance.
The adequacy of the road construction system and the quality of products, identification,
evaluation and developments are measured by their compliance to specified methods for
achieving the anticipated quality result.
The road construction QA processes model is a product of the construction industry. The
proposed framework is also aimed at providing the basis for a structural and logical approach.
The need for a road construction QA model increases with the size of projects. Road quality
assurance measurement tool concentrates on factors contributing to quality/work processes
effectiveness, development of QA, skill acquisition processes, project planning and control
techniques, project construction design, implementation processes, quality standards,
organizational structures and people involvement.

Road quality assurance measurement
4.4 Ethiopian Roads Authority Quality Manual
The goal of the ERA Quality Manual is to increase efficiency and reduce wastage in the
planning, design, and implementation of the ERA roads programme. ERA requires all those
working on road development projects, including ERA Staff and their service providers

(consultants or contractors), to carry out their work in accordance with the ERA Quality
Manuals.
The Quality Manual is intended to be:

 Simple, clear and easy to understand and implement
 A practical tool that eases the work load, rather than being an administrative burden.
 A live system that is to be regularly reviewed and revised as necessary
The ERA Quality Manuals are very important in achieving quality for services. However, the
Quality Manuals should be applied in parallel with other systems if meaningful results are to be
achieved. It is also clear that commitment to a set of ethical rules and standards is also needed,
and the ERA Code of Professional Conduct and Ethics provides this. All ERA staff and service
providers will be required to commit to the code.
Quality Control
Joint Quality Control Programme from Contractor and Consultant, including;-
 Test requirements,
 test frequencies,
 location of tests – on-site,
 site laboratory or external laboratory,
 Assignment of responsible persons for sampling, testing and reporting.
4.5 Total Quality Management

Total quality management (TQM) is a strategic commitment to make quality and customer
satisfaction a guiding factor in everything an organization does. TQM, which has preoccupied
the attention of organizations since the beginning of the industrial revolution, is based on the
participation of all members in an organization to improve processes, products, services, and the
culture they work in.
Total quality management (TQM) is a system that guarantees a stipulated quality, from planning
and design through Self-inspection, to continual process monitoring for improvement
opportunities (Radnor, 2000). Some argue that TQM is a corporate culture characterized by

increased customer satisfaction through continuous improvement, in which all employees in the
organizations participate actively (Anvari et al., 2011).
Total quality management means different things to different people. It has been described as a
management practice and philosophy of management aimed at satisfying the customer (Hill,
1991).
4.5.1 Principles of Total quality management
Quality that is the quality of processes and results – is and will continue to be an essential
competitive factor, if not the most decisive one. When it comes to achieving one’s own objectives
as well as fulfilling customer requirements, a reliable quality management system is indispensable.
The eight principles of quality management reflect the experience of leading top managers. They
provide assistance in focusing on objectives, on systematic leadership and on the continual
improvement of performance.
1. Customer focus (Customer Satisfaction)

2. Leadership
3. Involvement of people (Employee Involvement)
4. Process approach
5. System approach to management
6. Continual improvement (Continuous Process Improvement)
7. Factual approach to decision making
8. Mutually beneficial supplier relationships
Customer focus
Consistent customer focus is the single most essential factor of every business success. Being
“Best in Class” means predicting and exceeding customer expectations. The whole Institution
needs to be aligned accordingly.
 The institution customers ‘needs are understood throughout the company.

 The institution internal company are directly linked to customer expectations.
 The institution improve your company‘s ability to fulfill customer needs in day-to-day
activities.
 The institution ensure that your employees have the necessary knowledge and skills to
satisfy your customers.

Leadership
The degree to which the purpose, focus and internal environment of an organization fit together is
a question of leadership. Managers create the internal environment in which people develop their
skills and apply them for the benefit of the entire organization. Important tools to achieve this are
management by example, the consideration of involved stakeholders inside and outside the
organization and the development of a clear vision of the organization’s future.
 The institution develop and communicate a clear vision of its organization’s future.
 The institution translate its vision into measurable goals for the organization.
 The institution involve its employees in the realization of company goals.
Involvement of people
Every organization is only as good as its employees. To allow them to apply their abilities and
release their potential, it is necessary to involve them in the decision-making process. Doing that
requires promoting commitment and problem-solving skills on all levels and to encourage the
employees to take the initiative in seeking opportunities for improvement.
 The institution employees contribute actively to the improvement of business strategy.

 The institution employees adopt the organization‘s goals as their own goals.
 The institution employees are involved in decision-making and the improvement of
processes.
 The institution employees are more satisfied with their work and devote their individual
development potential to the service of the organization.
Process approach
Results can be achieved more efficiently if necessary activities and resources are bundled and
managed as a process. For this purpose, individual process steps need to be defined, inputs and
outputs determined and the interfaces with the organization‘s function identified. Finally, in order
to ensure the smooth running of organizational processes, possible error causes need to be
identified and responsibilities determined.

 The institution processes ensure achievement of planned results and efficient use of
resources.
 The institution take advantage of improvement potentials because it is aware of the
essential success factors.
 Consistent emphasis on process orientation helps to reduce costs and prevent errors.
 The institution take advantage of improvement potential because it is familiar with the
essential success factors.
System approach to management
Each organization is a complex entity; that is why it is important to identify, manage and
understand individual processes and their interactions within the organizational workflow. This is
the only way for organizations to establish objectives effectively and efficiently.
 The institution develop extensive and ambitious business plans, which combine functional
and process aspects.
 Sub-goals of individual processes become aligned with the main goals of the organization.
 Monitoring the effectiveness of individual processes allows you to better identify error
causes and improvement potential.
 Coordinate competencies and responsibilities for superordinate goals, avoid any
overlapping of competencies and stimulate teamwork.
Continual improvement
“If you cease to improve, you cease to be good.“ Behind this simple statement lies the realization
that competence and quality are not static, but dynamic values; that applies to organizations as
well as to the people working there. That is why it is important for the success of an organization
that continuous improvement of products and systems becomes the ultimate goal of each
employee.
 The institution combine continuous improvement and strategic planning for more
competitive business plans.
 The institution set realistic, measurable and ambitious goals for improvement and provide
any necessary resources.
 The institution employees become involved in the process of continual improvement.
All employees of your organization are capable of improving products, processes and
systems
Factual approach to decision making
Efficient decisions are based on the analysis of data and information. Appropriate decisions, based
on experience and entrepreneurial intuition, can only be reached when these data and information
are reviewed and verified continuously
 The institution develop its company strategies based on facts and information.
 Taking into account relevant comparative data, the institution pursue more realistic and
more ambitious goals.
 The institution make use of recognized methods for data analysis, making results available
where appropriate. You optimize its company’s processes and system performance, taking
into account data and information, manage improvement processes and prevent future
problems.
Mutually beneficial supplier relationships

All things are interdependent; organizations particularly depend on good business relationships
with their suppliers. This is the only way for both parties to make the maximum contribution to
the creation of mutual value. Indispensable to that end is transparent communication, agreement
on common goals while taking account of the customer‘s interests, and cooperation in the
development and improvement of products.
 The institution increase its competitive advantage through the development of strategic
partnerships with suppliers.
 The institution develop more ambitious goals by including its suppliers in its planning at
an early stage.
 Through improved relationships with suppliers, the institution ensure reliability,
punctuality and error free compliance of incoming goods.
 The institution develop and strengthen the performance capability of its suppliers through
training activities and joint efforts towards continuous improvement.

CHAPTER FIVE
Work methodology and Resource Selection for Metu Road Project
5.1 Introduction
Metu is located at South-Western Ethiopia in Illubabor zone of Oromia region. The town has a
Latitude and Longitude of 8°18′N, 35°35′E and altitude of 1605m elevation height above sea
level. The topography within 3.22 km of Metu contains significant variations in elevation, with a
maximum elevation change of 807 feet (0.25km) and an average elevation above sea level of
5667.09 feet (1.73km). within 10 miles (3.01 m) contains significant variation in elevation 2677
feet(0.816km).within 50 miles(15.24 m) contains large variations in elevation 7592
feet(2.314km).
The area within 3.22 km of Metu is covered by cropland (84%) and trees (14%), with in 16 km
by cropland (92%), and within 80.5 km by cropland (50%) and grassland (24%). The average
weather in Metu, the wet is over cast, the dry season is partly cloudy, and it is warm year round.
Over the course of the year the temperature typically varies from 49◦F (9.44◦C) to 84◦F
(28.89◦C) and is rarely below 43◦F (6.1 ◦C) or above 91◦F (32.78◦C).
The following factors have to be take in to consideration to adopt work methodology for the give
road project.
 Geographical Location of the project

 Project Topography
 Weather Condition of Project area
 Local Culture and Trained

5.2 Mobilization and Camp Establishment.
Mobilization shall include all activities and associated costs for transportation of contractor's
personnel, equipment, and operating supplies to the site; establishment of offices, buildings, and
other necessary general facilities for the contractor's operations at the site.
The main operations included in this phase of the project are
Staffing and mobilizing key personal to the site

Conducting site possession and startup meeting with the employer and Engineer
Identification and reestablishment of surveying beacons
Taking photographic records of the existing ground
Undertaking quality tests for the proposed material from the potential quarry site
Preparation and getting approval of work program
Preparation and requesting approval of cap site plan
Arranging temporary offices and facilities
Item Months
Description Sum
No. 1 2 3 4
1 Bulldozer 2 1 -
2 Motor Graders -2 -
3 Wheel Loaders 2 -
4 Excavator 2 -
5 Dump Trucks (14m3) 5 5
6 Water Truck 2
7 Asphalt Hot Mix Plant - - 2
8 Bitumen Distributer - - - 2
9 Fuel truck 1 - -
10 Vibrating Rollers (10-12 Ton) - 2
11 Steel Wheel Rollers (10-12 - - - 2
Ton)
12 Pneumatic tire Roller - - - 2
13 Crusher plant (150 ton) - 1 -
14 Concrete Mixer - 1 -
18 Surveying equipment complete - 2 -
19 Laboratory equips. (Complete) - 2 -
20 Hand Held Plate Compactor - - 4
Equipment Mobilization Schedule
Item Months
Description Sum
No. 1 2 3 4
1 Project Manager 1 - - -
2 Construction Engineer 2 - -
3 Material/Pavement Engineer 2 - - -
4 Highway Engineer 1 - - -
5 Office Engineer 2 - - -
6 Structural Engineer 1 - -
7 Plant and Equipment Engineer 2 - -
8 Senior Surveyor 2 - - -
9 General Forman 4 - - -
10 Administration & Finance 1 - - -

Head
11 Operators +Drivers
12 Store Keeper 2 -
13 Secretary 1 -
14 Cashier 2
15 Mechanic 2 -

16 Electrician 2
17 Welder 1 - 1
18 Crusher Forman - 1 - 1
Key personnel mobilization schedule
5.3 Camp Establishment
Camp Establishment is providing for the needs of the camp population and the existing needs of
the host community should be considered in relation to the services, infrastructure and assets
established for the camp including on potentially shared resources such as water sources, or
existing public solid waste management systems, always with the objective of reducing conflict.
Camp site selection depends on many factors, including the size and conditions of the site and
availability of resources; the safety, security and protection it offers and cultural and social
considerations. Choosing a site involves consideration of access, coexistence with surrounding
communities, topography, trees and vegetation, the potential impact on the environment,
environmental causes of disease and other public health issues.
Camp management is ensure that services and protection provided are in line with national and
international law, guidelines and standards. The Camp Management plays a central role to
coordinate and ensure the provision of assistance and protection for the displaced by taking into
account their physical, psychological, cultural, social, and emotional well-being.
Features to consider when selecting a camp site:
» Contractor’s main camp and the Engineer’s office, laboratories and housing
shall be located in the central one-third of the length of the Work.
» The site should have access to municipal power and water.
» Camp is accessible by all-weather road. All shelters and facilities should be
accessible by all-weather internal roads.
» Camps shall not be located within or in the proximity of urban centers, on
fertile farmlands and forested land.
» Camps are generally best located in dry, sunny, well drained site with sufficient
elevation to avoid potential flooding or a negative environmental impact on
local water resources.
» The available space should be large enough to operate comfortably and safely
for the expected duration of the project
Camp location
I take some camp site selection factor in consideration and locate the camp at 13.5 km 300m off
road to LHS, because it is on average mid-point of the project. Easy access of the work site and
minimize cost and time for transportation.
Crushing plant site

Quarry site is influential factor to locate the crusher plant site. Two quarries are available along
the project area at 7km and 13.5km from the initial. Quarry 2( 13.5km) located at center of
project length so the crusher expected to be install at 13.5km 2km off road to RHS.
5.4 Construction Site Layout Planning
Site layout planning is an important activity that involves identifying, sizing, and placing of
temporary facilities within the boundaries of a construction site. The basic consideration in an
effective site layout planning is the smooth and low-cost flow of materials, labor, and equipment
within the site, in addition to satisfying various work constraints and safety requirements.
This methodology aims at supporting the three decisions related to site layout planning:
identifying necessary facilities and determining their sizes; determining the inter-relationships
among the facilities and optimizing the placement of the facilities on the site. The three decisions
are mainly experience-based, however, each lends itself well to a different solution mechanism.
Identifying the facilities and their sizes is knowledge dependent and as such a knowledge-based
system is used in this process.
5.6 Methods to be used to Execute Project Work
5.6.1 Site Clearance

a) Site Clearing and Grubbing

Clearing and grubbing is basically a surface operation for the cutting and removing of trees,
shrubs, debris and vegetables and other obstruction from designated area for work except
designated to remain in place.
Before the commencement of clearing and grubbing of the site, the following operations will be
undertaken under the supervision of the engineer:-
 Re-surveying the road and mark the control point of the road width
 Approval of cross sectional drawing with actual site survey
 The Project Engineer inspect the area to determine if the activities are cause to
damage
 Identification and Solving the Right of Way problem
 Set damping area for disposal of unsuitable cleared and grubbed material
Providing adequate equipment and personnel to perform the work within the time limits of the contract
and in accordance with specification requirements. The following Resources are assigned to execute the
clearing and grubbing work.
Personal Tools
Chief Surveyor Total Station
Senior Surveyor EDM
Surveyor Level/rod
Helper
Site Engineer
Forman
Equipment
The method and equipment used in road construction is an important economic and design factor
in road location and subsequent design. When clearing an area in dry or temperate forests, the
bulldozer is the most efficient mechanical equipment for removing small brush, trees, and
stumps up to 6 inches in diameter. Although more time and effort are required, bulldozers can
also remove trees up to 30 inches in diameter when tractor-mounted clearing units and power
saws are not available. Because of its ability to push, move, and skid felled trees and brush, the
bulldozer is used extensively as the primary unit of equipment in all clearing operations.
Bull dozer (D8R/D8T) 305 Hp is selected by using the CAT performance manual equipment
selection table for land clearing as a guide material.
Blade selection
 Angling (tilted) bulldozer blade by considering uprooting of vegetation will be done.
5.6.2 Earth Work
Earth works encompass all types of material excavated and placed in road embankment
including road bed preparation, cut and fill, capping layer, compaction and rock fill.
a) Roadbed preparation and compaction
The subgrade is the layer of embankment immediately below the pavement. This may be
undisturbed local material or may be soil excavated elsewhere and placed as fill. In either case it
has to be prepared to give added strength.
The overall strength and performance of a pavement is dependent not only upon its design but
also on the load-bearing capacity of the sub-grade soil. Thus, anything that can be done to
increase the load-bearing capacity (or structural support) of the sub-grade soil will most likely
improve the pavement load-bearing capacity and thus, pavement strength and performance.
The performance of a pavement depends on the quality of its subgrade and sub base layers; these
foundational layers play a key role in mitigating the effects of climate and the stresses generated
by traffic. Therefore, building a stable subgrade and a properly drained sub base is vital for
constructing an effective and long lasting pavement system.
Work Methodology
 Clearing and grabbing, road way excavation & Embankment cutting was done
simultaneously.
 Excavated sub-grade surface was leveled end sealed.
 Surface was wetted using water bowser.
 Compaction was done when the surface is ready.
 Sub-grade top levels were taken jointly with consultant

Compaction
Proper compaction techniques result in significant cost reduction and reductions in erosion.
Erosion potential is directly proportional to the excavation volume especially if it is side cast in
unconsolidated and loose fills. Conventional side cast techniques where most of the road surface
is excavated into a stable hill side results in approximately 25 to 35 percent more excavated
material when compared to "balanced" road design and construction where the excavation is
incorporated into the road prism. In the former case, most if not all of the excavated Material is
wasted as loose side cast material readily available for erosion. In the latter case, it has been
incorporated into the fill, properly compacted, and presumably unavailable for erosion.
Compaction requirements are measured in terms of the dry density of the soil. The expected
value for dry density varies with the type of soil being compacted. The Maximum Dry Density
(MDD) attain based on material types and AASHTO recommended value of technical
specification.
Work Methodology
 Sub base layer was sealed
 Lay embankment layer
 Adding sufficient water for both layers
 Water content was checked.
 Compaction both layers using roller.
Resource Allocation
Personnel No
Site Engineer
Forman
Operator
Operator helper
Driver
Equipment
Equipment Type No
Motor Grader

Vibro Roller (80 to 100KN) and Pneumatic tire
roller (200 to 300 KN) with a minimum tire
pressure of 0.7Mpa
Water Truck
Tractor trolleys
Survey instrument
b) Cut or Borrow to Fill

Cutting and filling is the process of moving earth from one place to another to make ground
more level. A ‘cut’ is made when earth is cut from above the desired ground height and a
‘fill’ is when earth is used to fill a hole to desired ground level. Cutting and filling is a
common technique used to create an even ground surface.
In earthmoving, cut and fill is the process of constructing a railway, road or canal whereby
the amount of material from cuts roughly matches the amount of fill needed to make
nearby embankments, so minimizing the amount of construction labor.
Cut to Fill Mass haul Diagram
Borrow /fill
The material imported from other site will be used for construction of the embankment and
pavement layer as per the required depth.

Work Methodology
For embankment construction cut to fill no need of transport/haul material outside side. Cut the
road part which is above the layer and fill the hill part of the road section. We can use dozer or
excavator to execute the work. In case of borrow – fill the capping layer material have to
transport/haul from quarry site using dump truck and motor grader spread and placed the
material as per capping layer depth.
The moisture content of the material at the time of compaction must be appropriate to produce
dense compacted layer and not more than optimum moisture content & additional water will be
used during compaction may be required. By using roller compaction operation will be done
parallel to the centerline of the road from the edge toward the center with overlapping one third
of rolling trace. No of rolling will be determined from compaction test.
After capping lay work, open drain will be set up to drain out the surface water & ground water,
so as to avoid the accumulation of water in the road bed & to protect completed works.
C) Sub-base
Sub-base is the layer of aggregate material laid on the subgrade, on which the base course layer
is located. Sub base is often the main load-bearing layer of the pavement. Its role is to spread the
load evenly over the subgrade. The materials used may be either unbound granular, or cement-
bound. The quality of sub-base is very important for the useful life of the road and can outlive
the life of the surface, which can be scrapped off and after checking that the sub-base is still in
good condition, a new layer can be applied. The thickness of the layer shall beetwen100mm-200
mm. The final compacted layer shall be free from concentrations of coarse or fine materials.
The subgrade material should be clean and free from organic matter and should be able to be
compacted by roller, to form stable sub-base.

The following sequence of activities had to carry out the work.
1) Reference Document: - confirm the Technical specification and Relevant Contract

drawing.
2) Setting out – after the layer of subgrade has been approved, then line and level are
carried out to fix the granular sub-base layer. Pegs are fixed at regular interval on the safe
side of the road edge where blade of grader will not disturb the peg while blending of
granular sub base materials.
3) Selection of Material;- the material used in Granular sub base shall be mixture of natural
sand, gravel, crushed stone in specified grading. It shall be free from organic or other
deleterious materials. The materials for GSB shall be in obtained from approved source.
4) Physical requirement- the contractor shall before the commencement of construction of

the sub-base course, submit to Engineer, the result for approval of the laboratory testing
on the physical properties defined in specification. The material to be used in sub-base
satisfies the requirement of California Bearing Ratio (CBR) and other physical
requirements when compacted.
D) Base Course Layer
The base course or base-course in pavements is a layer of material in an asphalt roadway. It is

located under the surface layer consisting of the wearing course and sometimes an extra binder
course and subjected to heavy loading. The thickness of base layer depends upon the
characteristics of sub base and sub grade layer. The material in a base course must be of
extremely high quality and its construction must be done carefully.
For construction of Crushed Material base layer the contractor will use the Quarry material to
produce crushed material to achieve expected modified AASHTO Density recommended. With
this end, the contractor will exert maximum effort for identification of resources that will meet
the requirements set for exploration after approval of the Project Engineer during the project
implementation stage.

Work methodology
1) Preparation of Layers- before laying sub-base or base layer material check and approve
for performing the previous layer and rolled with two passes by smooth wheel roller with
slight sprinkle of water.
2) Spreading and Compacting- the sub-base/base material is spread with the help of motor
grader on approved layer of the road section. During spreading and mixing by grader in
site water is sprinkled over material. Sufficient water is added taken in t account of
evaporation losses so that moisture content of material should lie between1% to 2% of
below optimum moisture content.
3) Immediately rolling start with vibratory roller of 80 to 100 KN static weight with plain
drum or with pneumatic tire roller of 200 to 300 KN weight having tire pressure of
minimum 0.7Mpa. Rolling done from lower edge towards upper edge longitudinally for
the portion having unidirectional cross fall and super elevation. The speed of roller shall
not exceed 5Km/h and rolling shall be continued till the density of the layer is achieved at
98% of the Maximum Dry Density (MDD).
4) Quality Control- control on quality of material and works shall be exercised by Engineer
in accordance with specification.
5) Work safety – safety will be provided as per location specific safety plan.
5.6.3 Asphalt/ Surface Layer
Asphalt is a mixture of aggregates, binders and filler, used for constructing and maintaining
roads, parking areas, railway tracks, airport and so on. An average asphalt pavement consists of
the road structure above the formation level which includes unbound and bituminous- bound
materials. This gives the pavement the ability to distribute the loads of traffic before it arrives at
the formation level.
Before laying any type of bituminous materials over a surface, it should be free from dust, dirt,
or other organic materials, over the pressed surface, a thin layer of bituminous binder has to be
provided by spraying, which is called as Interface treatment. Interface Treatment may be either a
Prime coat or tack coat, or seal coat.

Material
The grading and quality of the materials need to be monitored throughout the works. Samples of
the materials brought to site should be regularly taken for testing to ensure that the materials
continue to conform the specification. The various bituminous binders specified shall comply
with the relevant specifications as stated in standard technical specification or equivalent
standards according to the Special Specifications and on the approval of the Engineer.
This surfacing consists of nominal single size aggregate rolled into a bitumen layer, which has
been sprayed on to a prepared surface. The aggregate requires to be hard, crushed stone or
crushed gravel of uniform quality. This should be free from any dust and contain no vegetable
matter and should not be flaky or elongated. The aggregate must not be used until it appears dry
as water prevents bitumen adhering effectively to the aggregate.
Crushed stone or crushed gravel should be used for the coarse aggregate, that fraction larger than
5 mm. The aggregate should be free from dust or vegetable or not be soft and the fine
aggregate, that fraction smaller than 5mm, should consist of natural sand, stone screenings, or a
combination of both. Mineral filler may be required to achieve the specified grading.
Bituminous materials should be placed only when the surface is dry, when rain does not appear
imminent and when the prepared roadbed is in a satisfactory condition.
Prime Coat
A prime coat is an application of a low viscosity asphalt to a granular base in preparation for an
initial layer (or surface course layer) of asphalt. The purpose of the prime coat is; to coat and
bond loose material particles on the surface of the base, to harden or toughen the base surface to
provide a work platform for construction equipment, to plug capillary voids in the base course
surface to prevent migration of moisture, and to provide adhesion between the base course and
succeeding asphalt course. The prime coat will normally be sprayed from a spray bar at the rear of a
bitumen distributor.
Methodology
 Check that the thickness of base layer and well compacted which is confirm with
specified depth and Maximum Dry Density which state in contract document
 Clear the dust particle from the base surface and apply the prime coat
 Supply and spread mixed asphalt concrete over the layer for the required thickness.
 Compact the spread material with suitable and adequate equipment.
 Check the optimum moisture content during compaction to produce appropriate dense
compacted layer
 Rolling should begin from the outer edge of the placed material and gradually progress
towards the center, rolling in generally a longitudinal direction.
 The level and thickness of each pavement layer should be checked every 20 m.
 Inspect the surface of the mixture after compaction must be close and tight, and free from
dragging cracks.
 After final rolling, samples should be cut from areas of bituminous surfacing for density
and thickness measurement at 50m intervals.
Resources allocated for the asphalt work.
Human Resource No Equipment No

Site Engineer Dump Truck
Forman Asphalt Paver
Operator Vibro Roller (80 to 100KN) and
Pneumatic tire roller (200 to
300 KN) with a minimum tire
pressure of 0.7Mpa
Driver
Helper
Daily laborer

Asphalt Work Flow Diagram

Project Organizational Structure

CHAPTER SIX
6.1 Project monitoring and controlling system

Project control is a “project management function that involves comparing actual performance
with planned performance and taking appropriate corrective action (or directing others to take
this action) that will yield the desired outcome in the project when significant differences
exist.”(PMBOK).
Essentially, project controls are a series of tools that help keep a project on schedule. Combined
with people skills and project experience, they deliver information that enables accurate decision
making. The project control process mainly focuses on
Measuring planned performance vs actual performance.
Ongoing assessment of the project’s performance to identify any preventive or corrective

actions needed.
Keeping accurate, timely information based on the project’s output and associated
documentation.
Providing information that supports status updates, forecasting and measuring progress.
Delivering forecasts that update current costs and project schedule.
Monitoring the implementation of any approved changes or schedule amendments.
6.1.1 Importance of project monitoring and control

Monitoring and control keeps projects on track. The right controls can play a major part in
completing projects on time. The data gathered also lets project managers make informed
decisions. They can take advantage of opportunities, make changes and avoid crisis management
issues. Put simply, monitoring and control ensures the seamless execution of tasks. This
improves productivity and efficiency.

6.1.2 Monitoring and control method
When setting up a project’s monitoring and control process, first establish the project baselines.
This includes the scope, schedule and budget. Use this information to benchmark the project’s
progress throughout the lifecycle. Use a Work Breakdown Structure (WBS) to break a project
down into small units of work, or sub-tasks. This makes the work easier to manage and evaluate.
This enables easier detection of issues, keeps the project under control and allows for easier
progress verification. It also helps prevent team members from feeling overwhelmed.
Fig Project Work Monitoring and Controlling Method

6.2 Project Quality Management
6.2.1 Control Quality
Quality control is the process of monitoring project deliverables to ensure they are created in
accordance with project requirements and recommending necessary changes when items are
found to be unacceptable. Key inputs include the quality management plan and work
performance measurements. Primary outputs include validated deliverables and change requests.
Quality control (QC) is the system used by a contractor to monitor, assess, and adjust their
production or placement processes to ensure that the final product will meet the specified level of
quality. QC includes
 Sampling,
 Testing,
 Inspection, and
 Corrective action (where required)
 Maintain continuous control of a production or placement process.
It should include all personnel involved in the production process. Quality cannot be tested or
inspected into a product after the fact; it must be present in the product from step one.
6.2.2 Quality assurance (QA)

Quality assurance (QA) is any systematic process of determining whether a product or service
meets specified requirements. QA establishes and maintains set requirements for developing or
manufacturing reliable products. A quality assurance system is meant to increase customer
confidence and a company's credibility, while also improving work processes and efficiency, and
it enables a company to better compete with others.
Importance of quality assurance

Quality assurance helps a company create products and services that meet the needs,
expectations and requirements of customers. It yields high-quality product offerings that build
trust and loyalty with customers. The standards and procedures defined by a quality assurance
program help prevent product defects before they arise.
Reference
1. Ethiopian Roads Authority manual, 2013
2. Administion, F. H. (2019, 4 13, 5:51 AM). Retrieved from major projects/cost
estimating/guidance.cf: www.fhwa.dot.gov
3. Bent Flyvbjerg, Chi-keung Hon JP, Wing Huen Fok . (2016). Reference class forecasting for
Hong Kong’s major road works projects. Proceedings of the Institution of Civil Engineers.
4. Elbeltagi, D. E. (n.d.). Cost Estimating.
5. FRIDGEIRSSON, T. V. (n.d.). Reference Class Forecasting in icelandic transport
infrastructure projects. transport problems.
6. Gardner, B. J. (2015). Applying artificial neural networks to top-down construction cost
estimating of highway projects at the conceptual stage. Ames, Iowa
7. Washington State Department of Transportation (WSDoT), E. a. (April 2015). Cost
Estimating Manual for Projects.
8. Design Management (Ballard and Koskela 1998; Winch 1998; Austin et al. 2001; Gray and
Hughes 2001; Winch 2003; Cooper et al. 2005).

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DEPARTMENT OF CONSTRUCTION TECHNOLOGY AND MANAGEMENT

Program: MSc in Construction Management

Course Name: Advanced Construction Quality, Cost and Time Management

Course Code: COMA 6202

Instructor: SOLOMON SERTSE, (PhD)

CHAIR OF CONSTRUCTION MANAGEMENT

EIABC, Addis Ababa University

Addis Ababa, Ethiopia

1.1 Conceptual Cost Estimation………………………………………………………5

1.2.1. Preliminary engineering (design) and supervision cost……………………………6

1.2.2. Right of way and utility cost………………………………………………..…6

1.2.3. Construction costs……………………………………………………….……6.

1.2.4. Supervision costs………………………………………………………………...…7

1.2.5. Risk and uncertainty……………………………………………………………..…7

2. Conceptual cost estimating techniques……………………………………………..…7

2.1 Parametric cost Estimate………………………………………………………………7

2.1.1 Key Parameters of Parametric Cost Estimate………………………………….……8

2.2 Selecting the Forecasting Method……………………………………………………9

2.2.1 Artificial Neural Network (ANN)……………………………………………...…10

3. Conceptual Estimate Adjustment…………………………………………………….…14

2. Design quality planning………………………………………………………...…23

2.1 A deﬁnition of Design Management…………………………………………….23

2.2 Design quality…………………………………………………………………………24

3. Design Planning and Information Flow…………………………………….……27

3.1.2 Stakeholders Consultation………………………………………………………….27

3.2 Feasibility Study………………………………………………………………………27

3.3 Environmental Impact Assessment (EIA)……………………………………………28

3.4 Preliminary Design……………………………………………………………………30

3.5 Detailed Engineering Design…………………………………………………………31

5.2 Mobilization and Camp Establishment……………………………………………..…55

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5.4 Construction Site Layout Planning…………………………………………………...58

5.6.2 Asphalt/ Surface Layer………………………………………………………………65

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1.2 Conceptual Cost Estimation

Cost estimation is an essential component of infrastructure projects. Accurate estimation will

3.2 Basic elements conceptual cost estimating

• Preliminary engineering (PE) costs

• Right-of-way and utilities (RoW) costs

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• Risk and uncertainty(contingency) costs

1.2.1. Preliminary engineering (design) and supervision cost

Preliminary engineering is the development of a project and the expenses to be

1.2.2. Right of way and utility cost

1.2.3. Construction costs

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1.2.5. Risk and uncertainty

2. Conceptual cost estimating techniques

2.1 Parametric cost Estimate

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a) Construction Site Conditions: Project site conditions can increase construction

b) Year of construction (inflation factor): A construction project can continue for

c) Project Schedule: Duration of construction project is affects the cost. Increase in

f) Specification of Materials: The materials specified and the proposed construction

i) Form of Procurement/Contract: the form of procurement and contract used by the

j) New Build or Improvements: Generally, the construction of new infrastructure is

2.2 Selecting the Forecasting Method

After conducting a research for highway project conceptual cost estimation he

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2.2.4 Reference class forecasting method

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1) Gathering the project’s planned and actual data