KATHMANDU UNIVERISTY

DHULIKHEL, KAVRE
SCHOOL OF ENGINEERING
DEPARTMENT OF CIVIL ENGINEERING

INTERNAL- II
Midterm Assessment

SUBMITTED BY: SUBMITTED TO:

Anup gautam Bibhu Ratna Tuladhar
Roll :16 Kathmandu University
CIEG: 4th Year/ 1st Sem
Numerical:

Soultion:
Step 1: Calculation of the total budget
Activity Duration Budget cost per week Total Budget
A 3 210 630
B 6 270 1620
C 6 425 2550
D 8 425 3400
E 6 230 1380
F 3 500 1500
11080
Total Budget =Duration × Budget cost per week
Step 2: Calculation of actual cost
Activity % Complete Actual cost
A 100 1250
B 100 1725
C 75 3000
D 0 0
E 80 4000
F 50 540

Step 3: Calculation of Earned Value

activity Percentage Total budget Actual cost
complete
A 100 630
630
B 100 1620
1620
C 75 1912.5
2550
D 0 0
3400
E 80 1104
1380
F 50 1500 750
total 6016.5

Step 4: Drawing the bar chart

Project Status

0 500 1000 1500 2000 2500 3000 3500 4000 4500

Actual Cost Earned Value PV

Step 5: Calculation of PV
activity Percentage Total budget PV
complete

A 100 630
630
B 100 1620
1620
C 75 2124.015
2550
D 0 0
3400
E 80 459.95
1380
F 50 1500 1000
Step 6: Calculation of variances and indices
I) schedule variance (SV)
SV =EV −PV
¿ 6016.5−5835
¿ 181.5
So, the project is overbudget by amount of work worth$181.5
II) Cost variance (CV)
CV =EV − AC
¿ 6016.5−10575=−4498.5
So, the project is ovebudgdet by amount of $4498.5
III) schedule performance index (SPI)
SPI=EV /PV =6016.5 /5835=1.0311
The project is 3.11% ahead of schedule
IV) cost per force index
CPI=EV / AC =6016.5/10515=0.5122
Therefore, project is 42.78% over budget
Short notes:
Muster roll
On all construction works, whether undertaken departmentally or executed through contractor, it
is necessary to engage skilled as well as unskilled labour for day-to-day jobs. These labours are
paid wages on the basis of their attendance and quantum or the work they do. For this purpose, it
is necessary to keep the record of attendance of such persons on work. The document showing
the record of attendance is called a Muster Roll.
Muster Roll is used for keeping a complete record of attendance, payment made, unpaid wages
and work done by daily labour engaged on the execution of works. It is the basic records of
payment made to daily labour. After the payment is made , the Muster Roll is kept as a Voucher.
It is very important record and strictly in accordance with the rules.
Muster Roll consists of the following three parts:
              a) Part-1(Nominal Roll)
              b) Part-2(Register of Arrears of wages due to worked people)
              c) Part-3(Details of measurement of work done by labour)

a) Part -1 (Nominal Roll)

In this part of the Muster Roll full information about the labour employed is recorded and daily
attendance of the labour is marked. The labour should be grouped according to different
categories (such as mason, carpenters etc.) Name of the person employed and his father's name is
also recorded in the relevant columns. The daily attendance are signed by the person who marks
them.

b) Part -2 (Register of arrears of wages due to Worked People)

This part of muster group is used for keeping a record of all unpaid wages. Particulars of all
wages which remain unpaid for a period of three months should be brought to the notice of the
executive engineers whose orders are necessary before they can be paid off.

c) Part -3 (Details of measurement of work done by labour)

The quantity of work done by labour engaged on the Muster Roll is entered in the measurement
book. Full particulars of the work done and the reference to pages and nos of the measurement
book are recorded in the part-3 of the Muster Roll. If the nature of work is such that it cannot be
measured to that effect is recorded in the Muster Roll -" Work not susceptible of measurement ".
The main features of this document/record are as follows:
 Marking of attendance on such roll is necessary. It must contain full name of the worker
and the work allotted to him on the site
  The person in charge of the work is supposed to mark out attendance of the worker and
put his initials. He has also the mark on the muster the total number of persons engaged
for the work on each day. The Inspecting Officer (EE/AE/SDO/JE) is supposed to check
all the entries preferably without prior notice.
 No labour below 12 years is allowed to be employed
 Muster Rolls are closed at the end of the week foe making weekly payment of wages
 Only one muster roll is used for one specific work and period
 Attendance is marked at work site. No duplicate muster roll is kept.
 Payment is made by the AEE/AGE/SDO to concerned person in the presence of
supervisor/Muster clerk.
 After making payments of wages to the workers present, the unpaid number of wages due
to the absence of any worker on the payment day, is recorded in the unpaid wages
register.
An example of muster roll form is shown below.
Measurement book
A Measurement Book is a record in which measures are recorded for the work performed by the
contractor for goods or services provided on the site.
Measurement book in Civil engineering is a book used by any department or agency of
construction site, to record the work done by the contractor with all the direction, dimension and
quantity with date of execution of work.
Measurement book is generally used by Junior Engineer or Assistant Engineer, who is
responsible on the field or site of project. No record is entered in the measurement book by the
designation below the junior engineer. Because the junior engineer is the starting designation or
lowest level in the technical field.
These details should be mentioned in m-book sheet:
 Date
 Work Order No
 Details reference number/boq(bill of quantity) number
 location
 Particulars
Format of measuring book:

The Measurement Book is used to record in two different sections below:

Final Measurement: Its complete measurement which should take after completion of the Project
Progressive Measurement: This type of measurement taken in different stages of project for daily
wages or advance Payment
The process of record entry in Measurement Book (MB):
 First of all, write down Date of Measurement taken.
 Item of BOQ (Bill of Quantity) is explained to understand that what is the measurement
and from where it is taken.
 Serial Number of new measurements is written with Item number of BOQ as show in
above table. Because it tells us the new record serial and from where same item is taken
so that BOQ item serial number is useful for quick checking.
 Clearly mention the unit of measurement like
 Cubic metre or M3 or Cumec for volumetric measurement like excavation,
concrete etc.
 Square metre or Sqm or M2 for areal measurement like plastering work which
have fixed depth etc.
 metre or m for length measurement for standard or fixed width item like pipe line
etc.
 The total quantity of measurement is calculated on same page, which is forwarded on
Abstract book.
Define Monitoring and Evaluation in construction project? Point out major difference between
them.
Ans:
Monitoring gives information on the progress of work at any given time (and overtime) relative
to the planned or desired targets and outcomes, which is descriptive in intent. Evaluation, on the
other hand, gives evidence of the extent to which targets and outcomes are being achieved and it
mainly seeks to address issues of causality.
It is recommended for project managers to consider, plan and implement Monitoring and
Evaluation on all projects undertaken from inception to completion. This will help reduce the
risk of re-work, which possibly would have resulted in the increase project cost and time. Also,
provision for Monitoring and Evaluation should be considered during budgeting and planning for
key service components of the project.
Monitoring and evaluation of their functions have both complimentary roles and also some
differences. The table below outlines some significant complementary roles of monitoring and
evaluation

Complementary roles of monitoring and evaluation

Monitoring
Clarifies program objectives
Links activities and their resources to
objectives
Translates objectives into performance
indicators and sets targets
Routinely collects data on these indicators,
compare actual results with targets.
Reports progress to managers and alerts them
to the problems
Evaluation
Analyses why intended results were or were
not achieved
Assesses specific casual contributions of
activities to results
Examines implementation process
Explores unintended results
Provides lessons highlight significant
accomplishment or program potential and
offer recommendations for improvement

Major differences between monitoring and evaluation:

Question
When is it done?
What is measured?
Who is involved?
Monitoring
Continuously-throughout the
life of the project/program
Efficiency-use of inputs,
activities, outputs,
assumptions
Staff within the agency
Evaluation
Occasionally-before
implementation, Mid-term, at
the end or beyond the
project/program period
Effectiveness, longer-term
impact and sustainability-
achievement of purpose and
goal and unplanned change
In most cases, external bodies
 (internal staff)
Sources of Information Internal documents, e.g.
monthly or quarterly reports,
work and travel logs, minutes
of meetings
Who uses the results? Managers and
project/program staff
How are results used? To make minor changes
or agencies are engaged in the
evaluation
Internal and external
documents, e.g. consultant’s
reports, annual reports,
national statistics
Managers, staff, funding
agency (e.g. CDC)
beneficiaries, other agencies
To make major changes in
policy, strategy and future
work
Define risk? Describe briefly risk management in construction?
Ans:
Risk is effect of uncertainty or condition that if occur has positive (opportunity) or a negative
(threat) effect on objective of project. Risk is any unexpected event that can affect your project
for better or for worse. Risk can affect anything: people, processes, technology, and resources.
Risk management in construction industry is an important part of the project planning and
management. Various risks associated with construction projects such as financial risks,
environmental risks, socio-economic and construction related risks are studied and dealt in risk
management. The volatility and capriciousness of the environment in the construction industry
was never hidden from anyone. It’s easily influenced by external factors (technical, design,
logistics, physical, operating, environmental, socio-political, force majeure et cetera) which are
capable of not only derailing projects but can also create an irreparable aberration. Risk
management, therefore, becomes a pivotal instrument that helps us deal with the culling out of
various risks, their analyses, and the remedial steps that could be taken to avert them in a
particular project.
Types of Risks in Construction Project Management
The major risks that usually crop up in front of a project manager while helming a construction
project are: financial, socio-political, environmental, and construction related.
1. Financial risks: Vacillating exchange rates, material costs, market demand, improper
estimation, inflation, payment delays, unmanaged cash flow and financial incompetence
of the contractor pose a huge threat of financial risks in a project.
2. Socio-Political risks: Amendments in governmental laws and regulations, law and order,
bribery, payment failure by the government, increase in taxes and change in government
form this repertoire.
3. Environmental risks: Inclement weather conditions, natural disasters, accessibility to the
site, pollution and safety norms constitute the environmental risks.
4. Construction-related risks: Failure of logistics, labor disputes, design changes, labor
productivity, rush bidding, time-gap for revision of drawings, shoddy work quality due to
time constraints et cetera comprise the construction-related risks.
Risk Management Process in Construction Project
Risk management process is nothing but a series of steps that help identify and migrate the risks
for the successful closure of a project. If done correctly and sincerely, construction risk
management will reduce not only the likelihood of an event occurring, but also the magnitude of
its impact. In the simplest terms, Risk management process is taking preemptive actions to avoid
and minimize any kind of jeopardy to a project in future. This is how a typical Risk management
planning progresses:
 Risk Risk monitoring
Risk Assessment Risk Response
Identification and control

1. Risk Identification
Five basic ways through which risk identification is done:
Brainstorming: All the relevant people associated with the project convene and discuss all the
aspects of the project comprehensively and raise their ideas and thoughts foreseeing the risks in
their perceptions. There is a facilitator who notes it all down and differentiates between the
imperative and unnecessary ones.
Delphi technique: Questionnaires are answered in anonymity by a group of expert panelists in
rounds followed with an aim of converging towards one mutual answer by improved judgement
after consecutive rounds. The process is stopped after a predefined stop criterion (no. of rounds,
stability).
Interview/Expert Opinion: Experienced personnel and relevant people are consulted for their
opinions and advice to avoid factors affecting risk.
Past Experience: Similar projects are brought up and perused rigorously to identify the factors
that could affect the project.
Checklists: A predetermined list of all the risks that could pose a threat to the project are delved,
drawn and juxtaposed from the previously completed projects with analogous criterion.
2. Risk Assessment/Analysis
After all the probable risks have been identified, their valuation is done based on qualitative and
quantitative methods. With risk assessment method, available information is used to extricate the
frequency of occurrence and the level of consequences in risk management.
Qualitative method: It is usually used for small and medium-scaled projects and involves listing
and collating the risks and prioritizing and deprioritizing them as per the opinions of relevant
people. The risks are also rated as high, medium or low depending on the collected opinions and
risk tolerance boundaries in the organization. Qualitative method is also used when there is not
enough data available or when there is some stiff time constraint attached to the project.
Quantitative method: Quantitative methods have to do with analyzing the effect of risks with
crunching data and numbers and is used for large projects. Some major Quantitative assessment
methods are: Decision tree analysis, expected monetary value, expert judgement, fault tree
analysis, fuzzy logic, probability distribution, sensitivity analysis, Monte Carlo estimations etc.
Quantitative analysis requires a greater effort as it demands oodles of data for getting a precise
and accurate analysis.
 3. Risk response
After identification and assessment of the risks are done, available options to avert the risks are
marked and discussed in case they ever crop up in future. Besides opting the apt remedial
measures for risks affecting the project, positive opportunities too are gleaned from the risks.
Risk response is further subcategorized into Risk avoidance, Risk transfer, risk mitigation and
risk acceptance depending upon the nature of the risks.
Risk avoidance: Shunning away from the tasks that involve risks is risk avoidance. Though it’s
not always possible to avoid the risks this way, it is the simplest way to tackle the risks. In easier
terms, steering clearing of the parts of the project that may introduce new risks that may
endanger the whole project is risk avoidance. Risk avoidance is most likely to take place where
the level of risk is at a level where the project is potentially feasible.
Risk transfer: There are various ways through which one can transfer risks from their projects to
the third parties. Purchasing insurance, outsourcing intricate and sophisticated work to an
experienced organization, using a fixed price contract instead of unit price contract and the
complete removal of warranty and guarantee terms.
Risk mitigation: Reducing the impact of the risks that are inevitable and nontransferable in a
project is termed as risk mitigation or risk reduction. Reviewing your project anew, alleviating
complexities in procedure, providing additional testing et cetera are some ways through which
one can mitigate risks.
Risk acceptance: Every project carries risk in some form. Some risks have to be hauled and made
a part of the project with the consensus of all the relevant parties associated with the project.
Keeping cost and time factor in view, management authorities must be informed regarding the
consequence in case the risk occurs.
4. Risk monitoring and control
To keep a rigorous check on the implementation of Risk identification, Risk assessment and Risk
response risk monitoring and control is essential. Along with ensuring the execution of risk
plans, it monitors the trigger conditions for contingencies and the probabilities of new impending
risks during project execution. Team meetings and every singly checklist created during the
initial stage get pored over by the monitoring authority and corrective actions are taken as per the
requirement. Monitoring and control is done throughout the life of the project.
Define Material management. Explain in short the bidding process to hand over project from
client to contractor?
Ans:
Material management can be defined as a process that coordinates planning, assessing the
requirement, sourcing, purchasing, transporting, storing and controlling of materials, minimizing
the wastage and optimizing the profitability by reducing cost of material. Building materials
account for 60 to 70 percent of direct cost of a project or a facility, the remaining 30 to 40
percent being the labour cost. Components of material management are:
 Material estimation, budgeting, planning and programming.
 Scheduling, purchasing and procurement
 Receiving and inspection.
 Inventory control, storage and warehousing
 Material handling and transport
 Waste management
Materials Management encompasses more than just acquiring goods and services. Materials
Management deals more importantly with the planning and controlling of all steps necessary to
ensure that the objectives of price, quality, and quantity are met when and where required. The
recommended goals of Materials Management are:
 Obtaining the best value for purchased materials
 Assuring supplies are on hand when and where required
 Reducing inventory to the lowest amount required
 Assuring quality requirements are met
 Providing efficient low-cost movement of supplies to the site and within site storage
Materials management is a process for planning, executing and controlling field and office
activities in construction. The goal of materials management is to ensure that construction
materials are available at their point of use when needed. The materials management system
attempts to ensure that the right quality and quantity of materials are appropriately selected,
purchased, delivered and handled on site in a timely manner and at a reasonable cost. Materials
management is the system for planning and controlling all of the efforts necessary to ensure that
the correct quality and quantity of materials are properly specified in a timely manner, are
obtained at a reasonable cost and most importantly are available at the point of use when
required. Thus, Materials management is an important element in project management.
Construction bidding is the process of submitting a tender by the contractor to the client as a
proposal to conduct or manage a particular construction project. The bidding process is an
incredibly important part of a construction project. This enables firms and companies to hire
contractors.
The basic construction bidding process involves:
i. The client or general contractors send bid invitations to the contractors or the
subcontractors.
ii. The contractors or the subcontractors receive the invitation that includes:
 Scope of Work
 Time of Completion
 Penalty
 Pre-Qualification Details
iii. Contractors or Sub-Contractors download the tender document and review the project
based on their respective cost codes.
iv. Contractors or Sub-Contractors submit their bid to the client or general contractor.
v. The general contractor or client awards the bid to the subcontractors with a most
competitive bid and it is converted into a commitment.
Define QC, QA and TQM. Why Quality becomes Inferior in construction in context of Nepali
construction firm?
Ans:
QC
Quality control (QC) is the part of quality management that
ensures products and services comply with requirements. It is a work method that facilitates
the measurement of the quality characteristics of a unit, compares them with the
established standards, and analyses the differences between the results obtained and the desired
results in order to make decisions which will correct any differences.
QA
According to the Manual of Professional Practice for Quality in the Constructed Project, 2
"Quality Assurance (QA) is a program covering activities necessary to provide quality in the
work to meet the project requirements.
Quality assurance(QA) is a set of planned and systematic actions to ensure
that products and services comply with specified requirements. It not only involves checking the
final quality of products to avoid defects, as is the case in quality control, but also
checking product quality in a planned way in all the production stages. It is
the development of work and product design procedures to prevent errors from occurring in the
first place, based on planning backed up by quality manuals and tools. The driving force for the
quality control is ISO9000:2000 (international organization for standardization).
TQM
What is total quality management?
 It involves everyone in an organization and associated business processes cooperating to
furnish products and services that meet their customer’s needs and expectations.
 It’s an all-encompassing dynamic process in an organization to promote never-ending
improvement in the effectiveness and efficiency of all elements of a business.
 TQM is a philosophy, a set of tools and a process whose output yields customer
satisfaction and continuous improvement. It espouses “win-win” attitude differentiates
cost versus price and provides added value.
 TQM is the integration of functions and processes within an organization in order to
achieve continuous improvement of the quality of goods and services. The goal is
customer satisfaction.
Total quality management (TQM) is the continual process of detecting and reducing or
eliminating errors in manufacturing, streamlining supply chain management, improving the
customer experience, and ensuring that employees are up to speed with training.
Construction firm is highly dynamic sector and plays important role in the development of
country. The construction firm is mainly a project based and a range of complexities are inherent
in the construction projects. In the last decade, there has been considerable progress made in the
construction projects. In Nepal, in past two decades there has been considerable progress in the
construction firms and in the meantime, government has allocated large amount of its budget for
the development works. In which, more than 70% of the development budget has been invested
in construction works. Due to increasing trend of government expenditure in construction work,
the construction sector automatically boosts up. However, construction firms in Nepal are facing
chronic problem including poor performance on quality, poor performance of time and cost,
construction waste, poor productivity and over dependent of foreign contractor and the workers.
Poor quality performance is one of the critical issues among all.
Quality in the construction firm has long been a problem in Nepal. It has been reflected in
various projects, like recent ongoing road expansion project in the Kathmandu valley. Hence, it
is important to enhance Nepalese contractor in implementing quality management in the
construction and make them enthusiastic in enhancing quality in construction. Poor quality in
construction is due to lack of understanding and commitment of the contractor or construction
quality. Unless contractor is not enthusiastic to manage and improve quality of construction,
quality problems in construction will continue to occur at great cost to the economy, the
companies involved and the taxpayer. So, there is a need to identify factors that hinders the
performance of the Nepalese construction firms in construction quality to enhance quality in
construction.
There are many factors to which quality becomes Inferior in construction in context of Nepali
construction firm. Some of them are listed below:
a) Lack of understanding and commitment of the contractor on construction quality
 Lack of understanding about construction quality
 Lack of awareness that the quality in construction is their responsibility
 Lack of awareness about benefits of implementing quality management tools
in construction process.
 Lack of understanding that cost of non-conformance to quality is much higher
that of operating process.
 Lack of top management commitment for continual quality improvement of
construction project.
b) Lack of skilled workers, advanced construction technology and traditional working
procedure
 Unavailability of skilled workers and quality construction material
 Lack of adequate training to enhance construction quality
 Excessive rotation of the workers in construction companies
 Insufficient allocation of the human resources by the contractor for the quality
management
 Insufficient investment in advanced technology
 Poor monitoring and feedback mechanism
 Lack of adequate preparation prior to the project implementation for the
quality improvement
  Lack of technical and professional expertise to perform task
c) Lack of facilitation from client, consultant, association/forum in enhancing quality
 Lack of client commitment to quality
 Lack of constructability and standardization of the elements because designers
have little knowledge about construction process and how design are
materialized
 Lack of active participation of the professional association in quality
improvement
 Lack of adequate research in the field of construction to improve quality
d) Overall quality culture and working environment of the construction firm of Nepal
 The time provided for bidding process is not sufficient to address all the
quality issues of the project and to plan quality implementation procedure
 In order to achieve schedule and cost, the project quality objectives are being
overlooked
 There is no sufficient consideration of the quality matters during contractor’s
selection
 Too many restriction codes demotivate contractor in implementing quality
Some of the other factors affecting quality in construction are as follows:
i. Weak regulatory agencies: - Due to ignorance of these agencies that are responsible
for quality control and inspection, construction firms do low quality work. Including
use of low-class materials, does not follow standard procedure for work.
ii. Corruption: - Corruption is the major factor for low standard work in construction
work. Giving contract to black listed firm, bribing the inspecting authority and site
engineer etc. cause inferior quality.
iii. Using unskilled manpower: - most of the construction form hire low or unskilled
manpower for the completion of project. In order to decrease the cost expenditure on
manpower, they hire unskilled manpower. That result in decrease in quality of work.
iv. Negligence of construction firm: - Quality of construction work decreases due to
negligence of firm and the worker. They perform low quality of work, use of low
class