HARAMBEE UNIVERSITY

FACULTY OF BUSINESS AND ECONOMICS

DEPARTMENT OF PROJECT MANAGEMENT

FIRST YEAR POST GRADUATE (MPM )

ASSIGNMENT OF PROJECT IDENTIFICATION DESIGN AND

IMPLEMENTATION (MPM 621)

February, 2022

Adama, Ethiopia
Group 8 members ID
1. AMANUEL GETACHEW 216517/14

2. BIRHANU ZELEKE 217506/14

3. DAMANE LAMMA 215845/14

4. DEJANE DIDHA 216295/14

5. SINTAYEHU TIRUNEH 215993/14

6. TAMIRAT RAFERA 216067/14

7. UMER SALI 216486/14

SUBMITTED TO:

INSTRUCTOR: DR. EJARRA BATU

 Acknowledgement
We would like to thank our instructor, DR. EJARRA BATU for his constant motivation and
guidance. We would also like to thank all our sources, mentioned in the references, and
our friends who helped us by providing mental and logistical support. Last but not the least
we would like to thank our parents and Almighty.
Table of Contents
1. Project background ................................................................................................................ 6

2. Context of project .................................................................................................................. 6

3. Goal of the Project ................................................................................................................. 7

4. Objectives .............................................................................................................................. 8

4.1. General Objective of the Projects.................................................................................... 8

4.2. Specific Objective of the Projects ................................................................................... 8

5. Output and Out Comes........................................................................................................... 8

5.1. Output of Projects............................................................................................................ 8

5.2. Out Come of Projects ...................................................................................................... 8

6. Beneficiary and Stakeholders ................................................................................................ 9

7. Assumptions and Risk............................................................................................................ 9

7.1. Assumption...................................................................................................................... 9

7.2. Risk.................................................................................................................................. 9

8. Sustainability........................................................................................................................ 10

8.1 Project Sustainability Management Checklist................................................................ 12

8.1.1 Continuous Quality Improvement (CQI) ................................................................. 12

9. Monitoring and evaluation strategies ................................................................................... 13

9.1. Continuous Quality Improvement (CQI) ...................................................................... 14

10. Roles and Responsibilities of Consultant .......................................................................... 15

11. Activities, Timeline and Work plan ................................................................................... 16

11.1. Activity List for Reliable Construction for all project Sites ....................................... 17

11.2 Reliable Construction Project Network........................................................................ 18

11.3 The Critical Path........................................................................................................... 19

 11.4. The Paths for Reliable’s Project Network ................................................................... 19

11.5. Earliest Start and Earliest Finish Times ...................................................................... 19

11.6. Latest Start and Latest Finish Times ........................................................................... 20

12. Budget estimates ................................................................................................................ 21

12.1. Activities, Time and cost of projects Budget .............................................................. 21

13.1. Quality and Safety Concerns in Construction ............................................................. 22

13.2. Organizing for Quality and Safety .............................................................................. 22

13.3. Work and Material Specifications ............................................................................... 23

13.4. Quality Control by Statistical Methods ....................................................................... 23

14. Cost Savings....................................................................................................................... 24

15. Summary ............................................................................................................................ 24

References ............................................................................................................................ 25
 1. Project background
 Adama city is one of the attractive cities in Oromia and also as Ethiopia. It is centre of
economy, commercial work, Truism and recreation. So, the growth of the Adama city is
in speed. People choose it to live in it.For this reason the Population of the Adama city
increase from time to time. Its expansion also increases with the increment of population.
Because of this in Adama city the residential house scarcity .The scarcity of residential
house is one of the major problems. So, for the dwellers who have no house it’s one of
the challenge. Their economy affected by the rents of house. Especially with problem of
economic inflation life is difficult for the dwellers to afford house rent. Because of this
major issue the dwellers that have the question of residential house they deal with the
administration of Adama city. Based on this problem the Adama City administration
planned to provide the residential house for the communities. The city administration has
an experience by providing the residential house before. For example, providing
Condominium, apartment and land for the construction of house. Through this strategies
the Adama City administration solve for many dwellers those are challenged by the lack
of residential house. Many dwellers became owner of house. But still now there is a large
problem of residential house. The problem is related with development issue.
 Adama city Administration continually to provide the residential house it planned to
construct new projects of house. Under This house projects there are three house projects.
The area where the three projects are constructed clearly identified. The construction of
the projects already given for contractors’ .The project design is already finished and
ready for construction. We are consultants of the three house projects. We assume the
three house projects for residential house depending of the problem of residential house
scarcity.

2. Context of project
 Lack of residential house is one of the major problems of Adama city dwellers. It is a
critical question that continuously rose from dwellers for Adama city Administration. To
give the solution Adama city administration decide to construct residential houses. The
type the residential houses is Condominium. It constructed under three house projects;
 which initiated by Adama city Administration. When the project successfully completed
many dwellers will be owner of house. With the construction of these house project there
is job opportunity. In another hands, through the construction activity and management of
project different risk may face us. So from the consultant it expected hard work and
effective consultant service with continuous monitoring.
 Under these three projects there are three sites. The first site called Aba Geda site. The
second one is Qachama site. The third one is Kerayu site. Under each site there are 1192
residential houses and 40 Shop houses. All of the building is Ground plus 3 with 20
blocks. As all under the three house projects there are 3576 residential house and 120
house of shop. This house project also included infrastructure construction in each site.
Road, common kitchens, common Toilet, Recreation area for children and so. The house
projects initiated by Adama City administration to provide residential house for 3576
dwellers.

 Swot analysis also done in strength, weakness, opportunities and threats of the project
can be considered and describe in detail.

3. Goal of the Project

 The Goal of these house projects to improve the economic and social stability of dwellers
of Adama city that are challenged by lack of the residential house. The dwellers start to
live with confidence and hopeful life.Their life style is changed into modern life style
with all facilities. Also they are expected and ready for additional development because
the impact of the owner of residential house. They become free from rent of house.
Psychologically and mentally they are free from the tension and become confidential.
Through this strategies Adama city administration gradually reduce the residential house
problems. This house projects are worked continually with different strategies .Because
the problem of residential house is related with developments of projects.This in a long
run developments it improve the many people of the city.
4. Objectives
4.1. General Objective of the Projects
 To provide residential houses for dwellers who have the problem.

4.2. Specific Objective of the Projects

 To solve the residential house problem of Adama city dwellers who are with the problem.
 To create job Opportunities.
 To transfer the new technology of construction.
 To build the modern houses to simplify life for dwellers.
 To create attractive environments with full facilities for dwellers who are directly
benefited from the projects.
 To bring strong social life among the dwellers who are directly benefited from the
projects for future.
 To construct the modern residential house that supports the modern life style of city
dwellers.

5. Output and Out Comes

5.1. Output of Projects
 When the projects are finished 1530 dwellers get the residential house.
 The projects create job opportunities during the construction for thousands of people.
 The Job opportunities created directly and indirectly by the work of construction.
 With the construction of the house projects infrastructure also expanded.

5.2. Out Come of Projects

 Many out comes expected from this Adama City house projects.
 One thousand five hundred thirty (1530) dwellers become the owner of residential house.
 They are become free from rent of house with its tension.
 It provides modern life style with full facilities which simplify the life.
 It maximizes the developments of residential house in Adama city.
6. Beneficiary and Stakeholders
 Related to this project house there are many beneficiaries. People who will be solved
their residential house problem. Many People will be benefited directly from the house
projects. The second one is by this project for many jobless people created job
opportunities. For example, People who are participate on the construction work, People
who are supply construction material .The indirectly benefited People are who get the
opportunities of small scale commercial work like supply of food, shop and different
service for the people who are worker of construction. The Adama city administration
also benefited when the projects successfully completed. The other stakeholders are
people who are affected by the projects. These peoples are who give their land for the
projects.

7. Assumptions and Risk

 In a project management risk management is one of the major activities. So, as consultant
our main consultancy service is risk management. In this project house we have different
assumption and risk issues.

7.1. Assumption
 As we assume there is available building materials in the market.
 The administration of Adama city gives attention for these house projects to solve the
problem of dwellers in a given time.
 The pattern of rain is not a serious challenge in Adama.
 There is available human resource for construction work.
 There is no transportation problem.

7.2. Risk
 Related to risk management there are many issues may challenge the work of projects.
The first one is because of inflation the price of construction materials increase.
Sometimes it may be hiding by the suppliers to increase the price.
 Sometimes there may be delay in the delivery of the materials which are required for the
construction in this case the project duration increases which in result increases the total
cost for the project.
  The second one is because of security and stability challenge may face the work of
projects.
 The owner of project Adama city administration may give attention for another agenda
by the force of higher government structure.
 While any construction project is taking place the consultants have to consider the
meteorological problems and due to this certain limitations are formed.
 Adama city most of the time it affected by the flood. It is an experienced challenge for
Adama city. This also may affect the activities of the project.
 Sometimes the Consultants have to face the problem of construct ability issues which are
arising from the team members.
 It may face us some issue problems with the contractor which directly affects the project
activities.
 The consultant has to deal with the safety issues of the workers on the site.
 Poor communication between the team members which may result into the failure of the
construction project.
 Lack of Stakeholder is also a big factor of concern for the Project Management
Consultancies.
 Inadequate skills of the team members can lead towards failure of the project which is
again a tension for the project manager.
 Fatalities and accidents cause in construction and transportation accident.
 Less Safety Concerns in Construction.
 In addition, unexpected risk may happen. So, as consultant we support every activities of
the project with effective communication and research as much as possible. Monitoring
and evaluation activities continuously worked.

8. Sustainability
 Project sustainability is now a common approach related to the management of projects,
programs, institutions, organizations, people, and other entities requiring effective and
efficient production, marketing, distribution, and the delivery products and services.
Generally, for projects to be sustained, certain metrics and standards need to be set from
project identification through feasibility studies, formulation, design, appraisal, funding,
 implementation, monitoring, and evaluation. It is a proven truism that most projects are
failing because of the lack of an appropriate sustainability plan. It is therefore very
necessary for a comprehensive analysis of the social, economic, legal, cultural,
educational, and political environments for project implementation. The project
philosophy, mission, vision, values, goals, and objectives should be fully articulated and
stated in the plan. The involvement of stakeholders and advocates is of paramount
importance since it facilitates some logistical preparation. Beneficiary assessment, legal
and regulatory framework studies, marketing and competition analysis, partnership
development and institutional analysis give room for effective and efficient
implementation. (Morfaw, J. (2014). Fundamentals of project sustainability.)
 Sustainability analysis will determine project relevance, acceptability, political
expediency, viability and adaptability of the project. Other factors such as financial
+analysis, risk analysis, communication and network determination, operational plan,
training, human resource development and capacity building, environmental and
community analysis all help to determine the sustainability of projects. Funding
requirement have to be analysed and evaluated to determine whether the project is a
franchise, independent project, cooperative, joint venture, Non-Governmental or
Governmental organization etc.
 The philosophical and analytical framework of sustainability draws on and connects with
many different disciplines and fields and has tended to be problem-driven and oriented
towards guiding decision-making. The focus ranges from the total carrying capacity
(sustainability) of planet Earth to the sustainability of economic and social sectors,
ecosystems, countries, municipalities, neighbourhoods, home gardens, individual lives,
individual goods and services, occupations, lifestyles, behaviour patterns, academic and
research institutions, political institutions and business operations. (Morfaw, J. (2014).
Fundamentals of project sustainability.)
 Keywords: project sustainability; sustainable development; total quality management
(TQM); capacity building; monitoring and evaluation; knowledge management;
configuration management; ISO standards; six sigma methodologies; SWOT analysis;
SMART technique; quality assurance; continuous quality improvement (CQI); strategic
 plan; process development; implementation plan; project sustainability management
(PSM). (Morfaw, J. (2014). Fundamentals of project sustainability.)

8.1 Project Sustainability Management Checklist

8.1.1 Continuous Quality Improvement (CQI)
 The basic principle in CQI is to seek to increase the probability of desired project
outcomes, assess and improve processes involved in project activities that processes are
carried out by all staffs that people do unintentionally make mistakes and that undesirable
project outcomes can be avoided if processes are improved. The -outstanding features of
CQI are that it is proactive, process-focused, follows functional lines, seeks continued
improvement, and requires the responsibility of all employees.
 Project Periodic updates encouraging and supporting clients, customer, sponsors, and
stakeholders to incorporate sustainability in statements and requirements and application
throughout the project cycle.
 Project Team selection incorporating sustainability criteria into selection of team
members, contractors, suppliers, their credentials, and various specialists involved in the
implementation of the project.
 Project Strategies this requires considering sustainability as the fundamental options of
scoping, phasing, sequencing, sourcing, procurement, contracts, etc.
 Project legislation identifying the current legislation (laws, rules and regulations,
ordinances etc.) and standards and how to comply with them
 Project financing this is devising business benefits, securing monetary incentives,
avoiding taxes, penalties and charges that can derail the goals and objectives of the
project.
 Project Change Management this is addressing sustainability aspects when change is
under review in order to make tactical decisions for the project
 Project Risk Management this is the evaluation of all the risk factors and impact on the
sustainability of the project.
 Project Deliverables this is reviewing, updating, confirming, promoting, and
implementing the predetermined project sustainability arrangements, corporate standards,
and good governance practices, including waste avoidance, packaging, and sequencing
effectiveness.
  Project Communication Channel this involves the facilitation of all forms of
communication (written, verbal, electronic, etc.) with all staffs, stakeholders, sponsors,
and the community.
 Project Quality Assurance (QA) these are activities directed towards assuring quality of
products and service, identification of important aspects of care, establishment of
thresholds or benchmarks , monitoring performance, identification of problems,
correction of problems, evaluation of effectiveness of systems (i.e., continuous
monitoring). Morfaw, J. (2014). Fundamentals of project sustainability.)

9. Monitoring and evaluation strategies

 Monitoring is the systematic supervision of activities in progress to ensure that they are
on course and schedule in meeting objectives and performance targets. It is a test or
sampling on a regular or ongoing basis of a system, program, project, or activity for any
changes in application performance, transaction, problems and potentials for changes as
well as the effectiveness and efficiency. This involves a systematic collection and
analysis of data as a project progresses. Generally, monitoring involves:
 Establishing indicators of efficiency, effectiveness, and impact
 Setting up systems to collect information related to these indicators, Collecting and
recording the information, analysing the information, using the information to inform
day-to-day management.
 Evaluation is the systematic determination of the merits, worth, and significance of
something or following some certain set standards, an assessment of the degree to which
a program, project, system, or activity fulfills stated objectives and goals. This requires a
comparison of actual project impact against the agreed strategic plans. Generally,
evaluation involves:
 Looking at what the project or organization intended to achieve
 Assessing its progress towards what it was made to achieve
 Looking at the strategy of the project or organization
 Looking at how it worked.
 The bottom line is that both monitoring and evaluation focus on efficiency, effectiveness,
and impact of projects, programs, or activities and through the two processes, we review
 progress, identify problems and potentials in planning and implementation, suggest
possible solutions, raise questions, stimulate some reflection on the goals and objectives,
provide information on insight, and make necessary adjustments for improvement.

9.1. Continuous Quality Improvement (CQI)

 Continuous quality improvement is one of those critical components of the sustainability
plan which actually determines the viability and sustainability of any program or project
in an organization.
 The organization should continually seek to improve the effectiveness and suitability of
the quality management system through the use of quality policy, quality objectives, audit
results, analysis of data, corrective and preventive actions, and management reviews. The
basic principle in CQI is to seek to increase probability of desired patient outcomes,
assess and improve processes involved in patient care, that processes are carried out by
all staffs, that people do unintentionally make mistakes and that undesirable patient
outcomes can be avoided if processes are improved.
 The outstanding features of CQI are that it is proactive, process focused, follows
functional lines (how patients move through the process), seeks continued improvement,
and requires responsibility of all employees (this necessitates a team approach). The
institution should continually seek to improve the effectiveness and suitability of the
quality management system through the use of quality policy, quality objectives, audit
results, analysis of data, corrective and preventive actions, and management reviews.
This is extremely important to hospitals and clinics. The basic concepts behind
continuous quality improvement are: (Morfaw, J. (2014). Fundamentals of project
sustainability.)

1) Quality in fact:

 Doing the right thing,

 Doing it the right way,
 Doing it right the first time,
 Doing it on time.

2) Quality in perception:
  Delivering the right product or service,
 Satisfying customer’s needs,
 Meeting customer’s expectations,
 Treating customers with dignity, integrity, courtesy, and respect.

3) Measurement of quality:

 Accuracy whether the target diagnosis or range is hit,

 Precision how well a procedure produces a value,
 Data plotting techniques statistical graphs,
 Charts-flow, control, Pareto, histogram, run scatter, pie.

4) Benchmarks of quality:

 Organization’s own standards,

 Utilization reviews,
 Institutional standards (e.g. critical care pathways),
 Peer review/professional standards,
 Country regulations, for example, inspections, proficiency surveys, etc.

5) Quality control:

 Monitoring elements of care, e.g. instruments and test procedures,

 Testing systems monitored so that the test results are valid,
 Statistics validating test results,
 Focus on performance not test utility,
 Problem-focused not patient-focused,
 Seeking random improvement rather than systematic improvement.

10. Roles and Responsibilities of Consultant

 Team of nearly around 6 people is provided by the consultancies that can take care of the
project. For Three sites we have three group of team. All the activities performed are
being observed by this team which results in proper execution. Various works are divided
in this team and accordingly they observe they look after the activity which they are
 supposed to look after. This team may consist of team manager, consultants and the
associates or analysts. There is only one team manager who looks after the following
duties:
 Arranging regular meetings with all who are related with the project.
 The team manager works full time on the construction project.
 He oversees the duties of other team members on daily basis.
 He also guides the other team members. Now there may be 1 to 2 consultants in the team
and they have got the following duties:
 Same as the team manager the consultants also work full time on the project.
 Analyses the raw materials which are required for the construction purpose. There will be
one or two analysts who provide support to the consultants and the team manager.
 Managing projects and related various activities within given time, quality and budget.
 Providing guidelines regularly.
 Conducting periodic reviews to make sure that the project work is on the right track.
 Coordinating various functional activities from within and outside project management
teams.
 Allocation of various activities among team members for the completion of project work
within stipulated time period.
 Planning and forecasting various activities.
 Organizing the different activities.
 Commanding and coordinating with the team members
 Monitoring the different processes which are involved in the construction of any
particular project.
 Selecting most appropriate employ for the job.
 Managing the manpower for different works

11. Activities, Timeline and Work plan

 During the project management Activities of the project, cost and time should be run
equally according to the project plan. As the consultant we plan to manage effectively
and efficiently. So, for each activity we give a breakdown of time to control it with
management of time.
  To meet the deadlines of the project it is very important to have Project Management
Consultancy.
 Project Management Consultancies are needed for proper execution of every activity
from start of the project to its completion.
 There is need of Project Management Consultancy for faster completion of the
construction project in given time and within given budget
 To finish the project in a given time every activity of the projects should be achieved with
in breakdowns of timeline.
 It is required to maintain the quality of construction.
 Client’s requirements can be fulfilled by having Project Management Consultancy and
also to achieve client’s satisfaction it is essential to have Project Management
Consultancy.

11.1. Activity List for Reliable Construction for all project Sites
Immediate Estimated

Activity Description Predecessors Duration (Weeks)

A Excavate ____ 6

B foundation A 8

C Put up the rough wall B 11

D Put up the roof C 7

E Install the exterior plumbing C 5

F Install the interior plumbing E 6

G Put up the exterior siding D 8

H Do the exterior painting E, G 10

I Do the electrical work C 8

J Put up the wallboard F, I 9

K Install the flooring J 5

L Do the interior painting J 6

M Install the exterior fixtures H 2

N Install the interior fixtures K, L 6

 To finish these three project houses it will be take two years totally
 A network used to represent a project is called a project network.
 A project network consists of a number of nodes and a number of arcs.

Two types of project networks:

 Activity-on-arc (AOA): each activity is represented by an arc. A node is used to separate

an activity from its predecessors. The sequencing of the arcs shows the precedence
relationships.
 Activity-on-node (AON): each activity is represented by a node. The arcs are used to
show the precedence relationships. (McGraw-Hill/Irwin.Inc.(2003).)

11.2 Reliable Construction Project Network

START 0 Activity code

A 6 A. Excavate

B 8 B. Foundation

C 11 C. Rough wall

D. Roof

D 7 E 5 I 8 E. Exterior plumbing

F. Interior plumbing

G 8 F 6 G. Exterior siding

H. Exterior painting

H 10 J 9 I. Electrical work
 K 5 L 6 J. Wallboard

M 2 N 6 K. Flooring

L. Interior painting

FINISH N. Interior fixture

11.3 The Critical Path

 A path through a network is one of the routes following the arrows (arcs) from the start
node to the finish node.
 The length of a path is the sum of the (estimated) durations of the activities on the path.
 The (estimated) project duration equals the length of the longest path through the
project network.
 This longest path is called the critical path. (If more than one path ties for the longest,
they all are critical paths.) (McGraw-Hill/Irwin.Inc.(2003).)

11.4. The Paths for Reliable’s Project Network

Path Length (Weeks)

1. StartA B C D G H M Finish 6 + 8 + 11 + 7 + 8 + 10 + 2 = 52

2. Start A B C E H M Finish 6 + 8 + 11 + 5 + 10 + 2 = 42

3. Start A B C E F J K N Finish 6 + 8 + 11 + 5 + 6+ 9 + 5 + 6 = 56
4.Start A B C E F J L N Finish 6 + 8 + 11 + 5 + 6 + 9 + 6 + 6 = 57

5. Start A B C I J K N Finish 6 + 8 + 11 + 8 + 9 + 6 + 6 = 54

6. Start A B C I J L N Finish 6 + 8 + 11 + 8 + 9 + 6 + 6 = 54

According to our project the critical path is path 4.

11.5. Earliest Start and Earliest Finish Times

 The starting and finishing times of each activity if no delays occur anywhere in the
project are called the earliest start time and the earliest finish time.
 ES = Earliest start time for a particular activity
  EF = Earliest finish time for a particular activity
 Earliest Start Time Rule: ES = Largest EF of the immediate predecessors.

Procedure for obtaining earliest times for all activities:

1. For each activity that starts the project (including the start node), set it’s ES = 0.

2. For each activity whose ES has just been obtained, calculate EF = ES + duration.

3. For each new activity whose immediate predecessors now have EF values, obtain its ES by
applying the earliest start time rule. Apply step 2 to calculate EF.

4. Repeat step 3 until ES and EF has been obtained for all activities. (McGraw-
Hill/Irwin.Inc.(2003).)

11.6. Latest Start and Latest Finish Times

 The latest start time for an activity is the latest possible time that it can start without
delaying the completion of the project (so the finish node still is reached at its earliest
finish time). The latest finish time has the corresponding definition with respect to
finishing the activity.

– LS =Latest start time for a particular activity

– LF = Latest finish time for a particular activity

 Latest Finish Time Rule: LF = Smallest LS of the immediate successors.

Procedure for obtaining latest times for all activities:

1. For each of the activities that together complete the project (including the finish node), set LF
equal to EF of the finish node.

2. For each activity whose LF value has just been obtained, calculate LS = LF – duration.

3. For each new activity whose immediate successors now have LS values, obtain its LF by
applying the latest finish time rule. Apply step 2 to calculate its LS.
4. Repeat step 3 until LF and LS has been obtained for all activities. (McGraw-
Hill/Irwin.Inc.(2003).)

12. Budget estimates

 Under the three projects there are three sites. The buildings are Ground plus 3 .Under one
site the there are Twenty (20) block. So, the three sites blocks are 60 and 120 shops. The
total budget of the three house projects is (Four hundred million and four million)
404,000,000.The budget of each site is (one hundred thirty eight million)
138,000,000.The budget is breakdown in to each activities and week.

12.1. Activities, Time and cost of projects Budget

Activity Duration Budget(cost) Budget(cost) Started Cost per
(Weeks) For one site Total time Week
A 6 10,000,000 30,000,000 0 5,000,000
B 8 10,000,000 30,000,000 6 3,750,000
C 11 20,000,000 60,000,000 14 5,454,545.454
D 7 10,000,000 30,000,000 25 5,000,000
E 5 4,000,000 12,000,000 25 4,285,714.285
F 6 5,000,000 15,000,000 30 2,500,000
G 8 11,000,000 23,000,000 32 2,875,000
H 10 16,000,000 48,000,000 30 4,800,000
I 8 14,000,000 42,000,000 25 5,250,000
J 9 15,000,000 45,000,000 33 5,000,000
K 5 5,000,000 15,000,000 42 3,000,000
L 6 8,000,000 24,000,000 42 4,000,000
M 2 4,000,000 12,000,000 40 6,000,000
N 6 6,000,000 18,000,000 47 3,000,000
Total 97 138,000,000 404,000,000

 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. 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.

13.1. Quality and Safety Concerns in Construction

 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.
 As with cost control, the most important decisions regarding the quality of a completed
facility are made during the design and planning stages rather than during construction. It
is during these preliminary stages that component configurations, material specifications
and functional performance are decided. Quality control during construction consists
largely of insuring conformance to these original designs and planning decisions.
(Morfaw, J. (2014). Fundamentals of project sustainability.)

13.2. Organizing for Quality and Safety

 A variety of different organizations are possible for quality and safety control during
construction. One common model is to have a group responsible for quality assurance
and another group primarily responsible for safety within an organization. In large
organizations, departments dedicated to quality assurance and to safety might assign
specific individuals to assume responsibility for these functions on particular projects.
For smaller projects, the project manager or an assistant might assume these and other
responsibilities. In either case, insuring safe and quality construction is a concern of the
project manager in overall charge of the project in addition to the concerns of personnel,
cost, time and other management issues.
13.3. Work and Material Specifications
 Specifications of work quality are an important feature of facility designs. Specifications
of required quality and components represent part of the necessary documentation to
describe a facility. Typically, this documentation includes any special provisions of the
facility design as well as references to generally accepted specifications to be used during
construction.
 Total quality control is a commitment to quality expressed in all parts of an organization
and typically involves many elements. Design reviews to insure safe and effective
construction procedures are a major element. Other elements include extensive training
for personnel, shifting the responsibility for detecting defects from quality control
inspectors to workers, and continually maintaining equipment. Worker involvement in
improved quality control is often formalized in quality circles in which groups of workers
meet regularly to make suggestions for quality improvement. Material suppliers are also
required to insure zero defects in delivered goods. Initially, all materials from a supplier
are inspected and batches of goods with any defective items are returned. Suppliers with
good records can be certified and not subject to complete inspection subsequently.

13.4. Quality Control by Statistical Methods

 An ideal quality control program might test all materials and work on a particular facility.
For example, non-destructive techniques such as x-ray inspection of welds can be used
throughout a facility. An on-site inspector can witness the appropriateness and adequacy
of construction methods at all times. Even better, individual craftsmen can perform
continuing inspection of materials and their own work. Exhaustive or 100% testing of all
materials and work by inspectors can be exceedingly expensive, however. In many
instances, testing requires the destruction of a material sample, so exhaustive testing is
not even possible. As a result, small samples are used to establish the basis of accepting
or rejecting a particular work item or shipment of materials. Statistical methods are used
to interpret the results of test on a small sample to reach a conclusion concerning the
acceptability of an entire lot or batch of materials or work products.
14. Cost Savings
 Cost saving and profitability in construction will be more important. So, we consult for
sustainable profitability of projects, by reducing construction costs and increasing project
value in the operational and reuse phase of the building. When we identify ways to
reduce construction costs without cutting quality, we improve the bottom line for our
construction project.
 Construction costs can get out of hand quickly. You need to look at both the direct and
indirect costs of a project to get an accurate estimation and prevent overrun. But even
with the best planning, the budget of the project may go over budget. Some common
mistakes contribute to this event. (Ww.tapemanblue.com and Tape Man Blue.com, The
Tape Man Blue.com website, page)
 To save cost we have to avoid Poor Site Management, Shopping Around for Materials,
lack of Hiring the Right Workers, Cost Planning Errors, Human Error and Environmental
Delays.
 To use our budget effectively we consult with principle of reducing cost. Plan for
Change, Buying Materials in Bulk, Buying Wholesale Building Materials, Improve
Efficiency on Site, Use the Right Gear for Saving on Painting, Implement Just-in-Time
Practices, Invest in Quality Tools, Know When to Rent Equipment, Use Tools Wisely
and Eliminate Construction Waste.

15. Summary
 The main target of the three project house is to provide residential house for the dwellers
of Adama city that have the problem of residential house. For the successfulness of the
project quality control, cost saving, management of time and risk minimization is a major
activities of the consultant. All activities equally run with cost and time given through the
risk management strategies. To achieve as consultant effective communication in team,
monitoring and evaluation should be continuous. If any problem happened the team
should be take action immediately. The construction of the project should meet the Goal
of projects with sustainability. At the end the project finished with effective evaluation
and closed.
References
1. International Journal of Technical Research and Applications e-ISSN: 2320-8163,
www.ijtra.com Volume 4, Issue 2 (March-April, 2016), PP. 317-320. Role of project
management consultancy in construction.

2. https:// tapemanblue.com/blogs/tips-tricks/10-ways-contractors-can-save-money-on-job-site-
costs

3. https://buildertrend.com/blog/save-money-construction/

4. https://www.geoplastglobal.com/en/blog/cost-saving-and-profitability-in-construction-will-be-
more-important-after-the-coronavirus-crisis/

5. https://www.pmi.org/learning/library/fundamentals-project-sustainability-

6. (Morfaw, J. (2014). Fundamentals of project sustainability.

7. (McGraw-Hill/Irwin.Inc.(2003).)