ESTIMATING, MONITORING AND CONTROL

IN
ACTUAL PROJECT CONSTRUCTION

By: EUSTAQUIO T. CORONEL, JR.

I. Construction Estimating

A. Introduction
1. Bid Projects – Public and Private
2. Quantity Estimate

B. Fundamentals and Estimating Techniques

1. Documents Required in Estimating
2. Costs Involved in Estimating
3.Construction Guidelines
4. Data Used in Estimating

II. Project Management and Control

A. Introduction
1. Project Planning
2. Scheduling Methods
 B. Project Monitoring

1. Key Elements in Monitoring

2. Monitoring Offices – Purchasing and Accounting
3. Contracts and Specifications
4. Documentation

C. Duties and Responsibilities of Technical Personnel/Staff

D. Standard Construction Forms Used in Project Management

I. CONSTRUCTION ESTIMATING TECHNIQUES

A. Introduction
Our topic for today is Construction Estimating Techniques but I would
like to include in our discussion today, BIDDING. I believe bidding and
estimating should always be discussed together if we are to understand fully
well the importance and relevance of both to construction especially for the
construction of high-rise buildings, a road, bridges, etc. I would also like to
touch on the important relationship of estimating with construction
operation in as much winning of the bid is not the end of estimating. Rather I
would definitely say that it is just the beginning of a more serious analysis and
estimating of the various work items during the actual construction operation
until the completion of the project.
Personally, in my 57 years experience in construction, both in
estimating and construction operation, I found out that a more realistic or
fairly accurate estimate, if it has to be achieved, will require an estimator or a
group of estimators that are well oriented and experienced in both quantity
estimating and construction operation.
1. Bid Projects – Public and Private
Now, let’s look at the flow chart I brought to make it easier to follow
up the discussion. The first topic is “Project for Bid” to which a contractor
addresses himself. That is, his number one priority is to look for a project to
bid on. How does he go about project hunting. Well, the following are some of
the more common ways:

a. Through daily newspaper advertisements. Almost all government

projects are advertised in the daily newspapers which is actually an
invitation to bid whereby all requirements and instructions for the
bidding are fully mentioned or described.

b. Through selected bidders. This is the common practice in private

construction whereby project owners usually limit their invitation to
bid to responsible and reliable contractors. In some instances, the
government follows this practice, especially where it has rush projects
to be completed on schedule, thereby requiring a crash program to
meet the deadline.This normally applies to fixed-price contracts.
c. Cost-plus construction – just like in the selected bidders, project
owners select contractors whether in the private or government sector
on the basis of their trusted reliability, honesty and above all, their good
bio-data or previous track records. It takes a contractor so many years
to build good reputation in contracting or constructing. Generally, the
architect or design engineers are responsible for selecting qualified
bidders or contractors.
 In bid construction firm, this task is handled by the marketing
Department or Personnel therefrom. In small or medium-size construction
firms, the President, the Directors and sometimes the Stockholders are the
marketing arms.

Once the Project has been identified, meaning you already have a project
for bidding, the next step is to thoroughly familiarize yourself with the contract
documents, particularly with the true intent of the plans and specifications, the
bid proposals and instructions to bidder including addenda (if any). The first
basic rule to remember is to make sure that all aforesaid documents are clearly
understood as intended before any estimating is started. Likewise, you should
know what is included and excluded. To omit any items, whether included or
excluded in the bid, will make a big difference in that it might cause you to lose
or win the bid. If you win, it will practically eliminate your expected profit.
Other documents that you should be familiar with, while not part of the
documents given by the owner or architect are nevertheless considered part of
the contract are:
For Public Projects
P.D. 1594 – Implementing Rules and Regulations for government Infrastructure
projects.
F.I.D.I.C.- documents governing international conditions of contract for works of
civil engineering constructions, especially true with foreign-funded.
Local Government Code.

For Private Projects

UAP Document 301A or UAP 102 and Red Book (General Specifications for Road
and Bridges). CIAP 101
Acquaintance with other pertinent Presidential Decrees (PDs).
Other items of work that are not usually included in the plans and specifications:
a. Electric and telephone bills.
b.Temporary facilities like field offices, warehouses, bunk houses for workers,
stock yard, etc.
c. See Construction Guidelines on page 5.
d. Source of water or electricity.

I have seen many contractors suffer heavy losses in their construction projects
due to wrong interpretation of the documents or lack of familiarity with certain
documents and requirements of existing laws.
2. QUANTITY ESTIMATE

After you or your group of estimators have familiarized yourselves with all
construction documents of the projects, you should begin jotting down all the items
of work to be estimated. You must have to develop, plan and set up a system or
program to follow to avoid any confusion that may later arise due to the absence of a
clear definition of duties/responsibilities of the different estimating members
undertaking specific assignments. In the case of our company, these personnel come
from the estimating, accounting, and technical or operation units thereof. The system
or program we have introduced and consistently followed is the standard job chart of
accounts in our accounting department. As far as I am concerned in my long years of
experience in construction operation, this chart of accounts has been helpful and
effective in ensuring project implementation within budget. As an example, let us
take the case of a high-rise building.
A. FUNDAMENTALS & TECHNIQUES OF ESTIMATING

1. DOCUMENTS REQUIRED IN ESTIMATING

a. Plans and Specifications
b. Bid Bulletin
c. Bid Proposal Forms
d. Addenda
e. Other Documents
o National Building Code
o United Architects of the Philippines – Document 301A or CIAP 102
o Red Book (General Specifications for Roads and Bridges)- CIAP 101
o City/Municipal Ordinances
2. COSTS INVOLVED IN ESTIMATING
a. Building and Occupancy Permits
o Construction Permit
o Sidewalk Permit
o Line and Grade
o Land Use and Zoning
o Fire Safety Permit
o Occupancy Permit
o Miscellaneous
o Sanitary, Electrical & Mechanical Permits
o Manning Permits
o ECC
b. Insurance and Bonds Premiums
o Bid Bond – 5% of Total Cost (Cash) or 10% of Total Cost
o Performance Bond – 20% of Total Cost Premiums = Total Cost x 20% x
.004
o Guarantee Bond – 25% of Total Cost Premium = Total Cost x 25% x .004
o All-Risk Insurance – 100% of Total Cost Premium = Total Cost x .004
c. Value Added Tax

d. Overhead and Supervision

o Salaries and Wages of Staff
o Office Supplies
o Small and Light Tools & Equipment
o Fuel, Oil and Lubricants
o Maintenance of Equipment
o Temporary Field Office and Warehouse
o Power, Electric, and Water Consumption
o Employees’ Welfare (SSS, PhilHealth, & ECC) and Representation
e. Direct Costs
Mobilization
o Site Preparation including Actual Site Inspection
o Layout
Earthworks
o Excavation
- Machine
- Manual
o Backfilling and Compaction
o Gravel Fill
o Disposal of Excess Excavated materials
o Soil Poisoning
Structural Works
o Concreting – From Foundation to Upper
Floors (Volume CM)
o Reinforcing Bars (KGS)
o Structural Grade, Intermediate, Hard Grade
o Formworks – Contact Area (CM)
Masonry Works
o Laying of Concrete Hollow Blocks
o Stiffeners of Lintel Beams and Columns
Architectural Finishes
o Wall Finishes o Painting and Varnishing
o Ceiling Finishes o Waterproofing
o Floor Finishes o Roofing Works
o Doors and Windows o Ventilation Works
o Carpentry o Miscellaneous
- Closets and Cabinets
- Wooden Handrail
o Glass and Glazing
o Finishing Hardwares
- Locksets
- Hinges
- Door Closer
- Cabinet Pull, Hinge and Handle
Plumbing Works
o Roughing-In Sanitary and Water line
o Fixtures and Pumps
o Fire Protection

Electrical Works
o Roughing-In – Conduits
o Wires and Cables, Equipment
o Lighting Fixtures
o Motors, Etc.

Mechanical Works
o Elevator, Escalator
o Air Conditioning
CONSTRUCTION GUIDELINES
DIVISION 1 – OVERHEAD
Salaries and Wages Donation & Contribution
Indirect Labor Demobilization
Overtime Stationeries & Office Supplies
SSS Premium Medical & Dental
Personnel Acct. Insurance Film Dev. and Blow-up
Christmas Bonus
Blue Printing-Tracing
13th Month Pay
Books and Periodicals
Hotel / Meals
Other Supplies
Emergency Allowance
Research & Testing
Equipment Rental
Light / Power / Water Professional Taxes
Telephone / Telegraph / Telex Tools & Implements
Recruitment Beers & Drinks
Representation & Entertainment Food Purchases – Staff
Gas & Oil Services Food Purchases – Party
R & M Labor Lodging Supplies
Mobilization Kitchen Utensils
Dry Copy Expenses
DIVISION 2 – SITEWORK DIVISION 4 – MASONRY
6” Concrete Hollow Blocks
Layout
4” Concrete Hollow Blocks
Staking
W- Panel Wall
Batterboard
Soil Investigation DIVISION 5 – METAL WORKS
Site Clearing Structural Metal
Earthworks Roof Frames
Site Grading Columns & Braces
Excavation Miscellaneous Metals
Backfill Ceiling T-Runner
Site Drainage Elev. Hoist Beam
Roads & Walks Metal Railing
Site Development Fences, Lawns, Plants DIVISION 6 – CARPENTRY

Roof Framing
DIVISION 3 – CONCRETING
Floor Framing
Formworks
Partition
Rebars
Panelling
Cast In Place Concrete
Ceiling
Cementation Deck
Sidings
Insulating Concrete
Cabinets/Counter/Closets
DIVISION 7 – MOISTURE PROTECTION DIVISION 9 – FINISHES

Sheet Metal Roofing

Cement plastering
Cladding
Scratch Coat
Waterproofing
Brown Coat
Damp Roofing
Fin. White Coat
Vapor Barriers
Synthetic
Pebbles
DIVISION 8 – DOOR, WINDOWS & GLASSES
Ceramic Tiles
Vit. Unglazed
Aluminum Doors
Vit. Glaze Tiles
Wooden Panel Doors
Bricks Tiles
Wooden Flush Doors
Vinyl Tiles
Steel Doors
Painting
Aluminum Windows
Marbles
Aluminum Jalousies
Spraytex
Wooden Windows
Other Finishes
DIVISION 10 – SHINGLES

Bamboo
Wood
Nipa

DIVISION 11 – MECHANICAL & SANITARY

Plumbing Fixtures
Pipes & Fittings
Elevators
Escalators
Dumbwaiter
Conveyor
Pumps

DIVISION 12 - ELECTRICAL

Electrical Fixtures
Electrical Wires & Outlets
 THE ESTIMATING PROCESS (Buildings)
CONTRACT DOCUMENTS
1. Study and Analysis of Documents
2. Interpretation of Plans & Specifications, Drawings, etc.

QUANTITY TAKE –OFF

1. Identification of Work Items
2. Quantification of Materials to be used

PRICING OF LABOR AND

DETERMINATION OF SUBCONTRACTORS
MATERIALS
EQUIPMENT COST ESTIMATE
(Direct Cost)

DETERMINATION OF DETERMINATION OF
JOB OVERHEAD COMPANY OVERHEAD
(INDIRECT COST) (GEN. & ADM. COST)

ADDITION OF PROFIT
(MARK-UP)

CONSOLIDATION AND
COMPUTATION OF
TOTAL BID PRICE
 DATA USED IN ESTIMATING (BUILDINGS)
RATE PER ITEM OF WORK
1. Ceiling
Frame Installation 2 carpenters work 1.33 Hr. / s.m.
Plywood Installation 2 carpenters work 1.00 Hr. / s.m.
2. Flush Door 3’ x 7’ – 6” = 21 s.f.
Frame 32.5 bf. 12 Hr./ pc.
Board 2 bf.
Glue .10 gal
Fabrication 1 man work
3. Door Jamb 2 x 6 lumber
Fabrication 1 carpenter 4.5 bf. / Hr.
Installation 2 carpenter 6.0 bf. / Hr.
4. Metal Doors 3’ x 7’ lumber
1. Steel Door w/ #16 2 steelman/welder # 12 of 50 LF.
Cladding& LGS C Frames 1 welding machine 24 Hr. /pc.
Fabrication 8 Hr. /pc.
Equipment
5. Manual Clearing and
Grubbing 12 dia. 20 s.m./Hr.
Clearing undergrowth 8 s.m./Hr.
and trees
Clearing undergrowth
and shrubs
6. Excavation Manual
Common earth 1 man work, 1 cu.m. /8 .125 cu.m/hr.
Loam or Sand hrs. .76 cu.m/hr.
Clay or Heavy Soil 1 man work, 1 cu.m. /8 .61 cu.m/hr.
Rock hrs. .38 cu.m/hr.
1 man work, 1 cu.m. /8
hrs.
1 man work, 1 cu.m. /8
hrs.
7. Mechanical Excavation
Common Earth .15 cu.m/hr.
Rock w/ Jackhammer .06 cu.m/hr.

8. Backfilling 1 man work

Common earth 1.2 cu.m/hr.
Gravel fill Manual .02 cu.m/hr.

9. Mechanical Compaction 7.0 cu.m/hr.

10.Plate Compaction 7.0 cu.m/hr.
11.Spreading, Tamping, 1 man work 2.09 s.m./hr.
Grading

12.Escombro Backfilling 1 man work 4.78 cu.m/hr.

14.Placing Concrete
Slab on fill .20 cu.m./hr.
Slipform .04 cu.m./hr.
Flr. Fin. Unhardened 1.00 s.m./hr.
Conc. Fin. Hardened .70 s.m./hr.

15.Water Stop 1 man work 1.50 l.m./hr.

Installation

16.Caulking-Slab joint 1 man work 5.00 l.m./hr.

17.Asphalting 1 man work 1.25 S.M./Hr.
18.Grouting & Tool 1 man work .60 s.m./hr.
Plastering
19.Pebble Finish 1 man work .70 s.m./hr.
20.Marble Slab 1 man work .50 s.m./hr.
Installation
21.¼ x 2 x 8 Red Bricks 1 man work .20 s.m./hr.
22.Glazed Tiles 1 mason & 1 helper .19 s.m./hr.
23.Unglazed Tiles 1 mason & 1 helper .23 s.m./hr.
24.Formworks Installation
Wall on Ground 2 carpenters 1.00 s.m./hr.
Wall above 10’ 2 carpenters .85 s.m./hr.
Beams 2 carpenters 13.Trenching and
Backfilling of
Underground piping
using excavated
materials – manual

Columns 2 carpenters .85 s.m./hr.

Suspended Slab
0 to 18” 2 carpenters 1.20 s.m./hr.
18 to 36” 2 carpenters
36 up 2 carpenters .60 s.m./hr.
25.Formworks Fabrication 2 carpenters 1.86 s.m./hr.
26.Stripping of Formworks
Wall on Ground 2 carpenters 8.00 s.m./hr.
Columns 2 carpenters 2.85 s.m./hr.
Suspended Slab
0 to 18” 2 carpenters 3.60 s.m./hr.
18” to 36” 2 carpenters 2.40 s.m./hr.
36 Up 2 carpenters 1.85 s.m./hr.
27.Reinforcing Bar
Fabrication 2 Steelman 10 kg./hr.
Installation 2 Steelmen 10 kg./hr.
28.Metal Works
Structural Steel 1 welder 20 kg./hr.
Fabrication of Anchor Bolts 1 welder 10 kg./hr.
Installation of Anchor Bolts 1 man 3 kg./hr.

Fabrication of Embedded Items 1 welder 7 kg./hr.

29.Laying RCP w/ 8 Men (1 Team)

24” diameter 2.00 l.m./hr.

36” diameter 1.25 l.m./hr.
48” diameter .75 l.m./hr.
6” diameter 6.00 l.m./hr.
30. Carpentry Works
Plywood Partition 2 carpenters 2 pcs./hr.
T & G Sidings 2 carpenters 14 BFT/hr.
Ceiling Framework 2 carpenters 5.5 BFT/hr.
Siding Framing 2 carpenters 7.5 BFT/hr.
Floor Framing 2 carpenters 4.18 BFT/hr.
Wooden Post Erection 4 carpenters 9.38 BFT/hr.
Truss Fabrication 2 carpenters 5.75 BFT/hr.
Truss Installation 4 carpenters 5.00 BFT/hr.
Girts Installation 2 carpenters 9.38 BFT/hr.
Plates Installation 2 carpenters 5.75 BFT/hr.
Purlins Installation 2 carpenters 15.00 BFT/hr.
Facia Board Installation 2 carpenters 7.50 BFT/hr.
½” or ¾” Plywood Cabinet 2 carpenters 4.38 BFT/hr.
Cutting by Manual 2 carpenters 1 pc./hr.
Assembly 1 carpenter 2.40 s.m./hr.
31. Painting Works
Any Paint 1 painter 3.48 s.m./hr.
Varnishing 1 varnisher 2.32 s.m./hr.
Structural Steel
Frame 1 painter 20 hr./mt./s.m.
32. Tinsmithing
Corrogated G.I. Sheet Lifting 4 men

Corrogated G.I. Sheet

Installation 2 tinsmith 1.22 hr./s.m.
Gutter Cut & Shape 1 tinsmith 6.25 l.m./hr.
Gutter Installation 2 tinsmith 2.25 l.m./hr.
Downspout Cut & Shape 1 tinsmith 3.38 l.m./hr.
Downspout Installation 1 tinsmith 7.50 l.m./hr.
33. Concrete Demolition 5 men .31 cu.m./hr.
34. Concrete Hollow Blocks Laying

6” CHB 1 mason 1 helper 1.25 s.m./hr.

4” CHB 1 mason 1 helper 1.50 s.m./hr.
8” CHB 1 mason 1 helper 1.00 s.m./hr.
35. W-Panel Installation 2 men work 5 pcs./hr.
36. Steel Windows Installation 2 men work 1 pc./hr.
37. Door Lockset 1 carpenter 5 sets / 8 hrs.
38. Waterpoofing Rubberized 2 men 3.63 s.m./hr.
39. Louver Windows Installation .43 hr./s.f.

Fixed Asbestos .43 hr./s.f.

Fixed metal Louver .29 hr./s.f.

Fixed G.I. Sheet .43 hr./s.f.

Fixed Glass .29 hr./s.f.

Fixed Wooden .314 hr./s.f.

40. Cyclone Wire Installation .29 hr./s.f.

41. Asbestos Pipe Laying

½” diameter 20 hr./100 l.f.

¾” diameter 20 hr./100 l.f.

1” – 1 ¼” diameter 22.5 hr./100 l.f.

42. 1 ½” – 2” diameter 25 hr./100 l.f.

2 ½” diameter 30 hr./100 l.f.

3” diameter 33 hr./100 l.f.

3 ½” diameter 35 hr./100 l.f.

4” diameter 40 hr./100 l.f.

43. Cast Iron Pipe

2” diameter 66.8 hr./100 l.f. 20 pcs.

4” diameter 100.2 hr./100 l.f. 20 pcs.

6” diameter 150 hr./100 l.f. 20 pcs.

8” diameter 200.4 hr./100 l.f. 20 pcs.

10” diameter 300.4 hr./100 l.f. 20 pcs.

12” diameter 317.3 hr./100 l.f. 20 pcs.

16” diameter 367.4 hr./100 l.f. 20 pcs.

18” diameter 417.5 hr./100 l.f. 20 pcs.

20” diameter 467.6 hr./100 l.f. 20 pcs.

24” diameter 501 hr./100 l.f. 20 pcs.

30” diameter 551 hr./100 l.f. 20 pcs.

10” diameter 626.3 hr./100 l.f. 20 pcs.

44. PVC Pipes
½” diameter – ¾” diameter 20.22 hr./100 l.f. 20 pcs.

1” diameter – 1 ¼” diameter 22.50 hr./100 l.f. 20 pcs.

1 ½” diameter – 2” diameter 25.00 hr./100 l.f. 20 pcs.

2 ½” diameter 30.00 hr./100 l.f. 20 pcs.

3” diameter 33.00 hr./100 l.f. 20 pcs.

4” diameter 40.00 hr./100 l.f. 20 pcs.

5” diameter 50.00 hr./100 l.f. 20 pcs.

6” diameter 75.00 hr./100 l.f. 20 pcs.

45. Disposal of Soil 1 man 59 cu.m./hr.

46. Hauling of Soil 1 cu.m./hr.
47. Rebars Work Installation
Ground Floor 0.71 kg./hr.
Upper Floor 0.08 kg./hr.
48. Steel Doors Materials 18’ x 14’ = 253 S.F.(2 Leaf)
#16 Cladding 504 S.F.
C Frame 440 L.F.
Fabrication 4 Steelmen 56 Hrs.) 224 Mh/Pc.

Equipment 1 Welding Machine 40 hr./pc.

49. Tinsmithing
Corrogated G.I. Sheet .685 pc./s.m.
Fastener:
Hookbolt 4 pcs./1.47 s.m. = 2.52 sets
Strap (1 sht.) ( 1 )
(792) (1.47) = .15 shts./s.m.
G.I. Rivets 8 pcs. / G.I. Sheet

(kg.) ( 1 )
(180) (1.47) = .03 kg./s.m.
Labor: Lifting 4 tinsmith .27 s.m./hr.
Installation 2 tinsmith 1.53 s.m./hr.
Ridge Roll #26 x 24”
Materials: 8’ G.I. Sheet (24)
36 = 29 sht/s.m.
Fastener: Copper Rivet – 8 pcs./sht.
(1 kg.) (1)
(160) (2.33) = 0.22 kg./l.m.

Nikolite: (24) (1)

(36) (2.33)= 1.30 bend/l.m.
50. Inst. of Asbestos Roofing 8 cht./mandays
51. Inst. Of Alum. or G.I. Sheet 10 sht./mandays
52. Copper Cladding Roof Deck 52 l.f./mandays
53. Waterproofing Flinkote 29 s.m./mandays
54. Fabrication of G.I. Gutter 2.8 sht./mandays

55. Fabrication of Wooden Trusses 47 b.f./mandays

56. Inst. of Wooden Trusses 40 b.f./mandays

57. Erection of Wooden Post 60-90bf/mandays
58. Girts 50-75bf/mandays
59. Plates 90-120bf/mandays

60. Facia Board 25-35 bf/mandays

61. Gravel Fill 3.87cu.m/mandays

62. Demolition of Adobe Wall 5 cu.m./mandays

63. Installation of Sliding Door 10 s.f./mandays
64. Installation of Downspout 60 l.f./mandays
65. Fabrication of Downspout 27 l.f./mandays
66. Fabrication of Gutter 50 l.f./mandays
67. Vitrified Tiles, Floor 1.5 s.m./mandays

68. Vitrified Tiles, Wall 1.34 s.m./mandays

69. Painting 200-300sf/mandays

70. Copper Water Stop–Cut & Shape 60 l.f./mandays

71. Copper Water Stop-Installation 38 l.f./mandays

72. Cabinet – Boarding 40-80 bf/mandays

73. Cabinet – Framing 30-60 bf/mandays

74. Plywood Sheating 75-150 bf/mandays

75. Roof Framing
76. Volume of Slab Per Square Meter

2” Thick .05 cu.m.

3” Thick .07 cu.m.
4” Thick .10 cu.m.
5” Thick .125 cu.m.
6” Thick .15 cu.m.
7” Thick .175 cu.m.
8” Thick .20 cu.m.
9” Thick .225 cu.m.
10” Thick .25 cu.m.
11” Thick .275 cu.m.
12” Thick .30 cu.m.
77. Volume of Wall Per Square Meter

4” Thick .10 cu.m.

5” Thick .15 cu.m.
8” Thick .20 cu.m.
10” Thick .25 cu.m.
12” Thick .30 cu.m.
14” Thick .35 cu.m.
16” Thick .40 cu.m.
18” Thick .45 cu.m.
20” Thick .50 cu.m.
22” Thick .55 cu.m.
24” Thick .60 cu.m.
79. Vinyl Tiles
1. To Obtain Pieces of Vinyl Tiles 12” x 12”
Area x 12 = Pieces
2. To Obtain Holdtile Adhesive
Area x .0016 = Gallons
80. Pebbles & Synthetic
1. To Estimate Pebbles or Synthetic Materials
For Cement : Area x .33 = Bags
Pebbles & Synthetic Area x 1.5 = No. of Cans
81. Red Bricks = ¼” x 2 x 8
1. To Estimate Pieces of Bricks
Area x 12 = No. of Pieces
2. To Obtain Cement Bed
Area x .06 = Bags
3. Filler Cement
Area x .042 = Bags
82. Cement Tiles Per Square Meter
SIZE PIECES CEMENT BED FILLER
6” X 6” 45 Pcs. 0.068 0.042
8” X 8” 25 Pcs. 0.068 0.042
10” X 10” 16 Pcs. 0.068 0.042
12” X 12” 12 Pcs. 0.068 0.042
14” X 14” 9 Pcs. 0.068 0.042
16” X 16” 7 Pcs. 0.068 0.042
18” X 18” 5 Pcs. 0.068 0.042
20” X 20” 4 Pcs. 0.068 0.042
24” X 24” 3 Pcs. 0.068 0.042
83. Vitrified Tiles Per Square Meter
SIZE PIECES CEMENT BED FILLER
4 ¼” x 4 ¼” 86 Pcs. 0.06 0.042
4 ¼” x 4 ¼” 86 Pcs. 0.06 0.042

84. Mosaic Tiles Per Square Meter

SIZE PIECES CEMENT BED FILLER
12” x 12” 12 Pcs. 0.068 0.042

85. Grouting Compound

1. Horntop Coating 1 Liter Per s.m.
2. Horntop Floor Topping 1.2 Liter Per s.m.
Application: Part A & B should be mixed by machine at a rate of 250 to 300 rpm (4
mins). During the mixing period, add 5 parts by volume of sand. Coating thickness
should be 1/16” while topping thickness should be 1/4 “ (5mm).

1. Daraweld C for bonding mixture: 1 part daraweld, 5 parts cement, 2.5 parts sand and 1
part water
For topping: 1 part daraweld, 5 parts cement, 15 parts sand and 1 part water.
For Non-Skid Surface: 1 part daraweld, 3 parts cement, 5 parts sand and 1.5 part
water.
For Waterproofing Mixture: 1 part daraweld, 3 parts cement, 6 parts sand and 1 part
water.

4. Hornseal:
Floor Hardener 1 liter / 10 s.m.
Curing Compound 1 liter / 5 s.m.
Sealing 1 liter / 6 s.m.
If Rough Seal 1 liter / 9 s.m.
5. Hydratite Compound 1 lb./1 bag cement
6. Compound 1 lb./1 bag cement
86. Scaffolding
1. To estimate scaffolding,compute the area elevation of the structure.
2. To obtain the board foot of the lumber, use 2 x 3
3. To obtain nails: divide the total bft by 2500 to give keg of nails.
87. Formworks
1. To estimate formworks, compute the area that need formworks.
2. To obtain board foot of lumber
For Column Area x 33= bdft.
For Pedestal Area x 19= bdft.
For Beam Area x 34= bdft.
For Concl. Wall Area x 19= bdft.
For Slab Area x 25= bdft.
For Curb & Gutter Area x 8.5= bdft.
For Cone Slab Area x 36= bdft.
For Sill & Lintetol Area x 18= bdft.
3. To obtain ½ x 4 8 plywood, divide the area by 2.88.
4. After arriving on the total board foot and plywood, divide it by the number of use,
then the answer is the required BDFT of lumber and pieces of plywood.
5. To obtain keg of nails, divide the required BDFT of lumber and pieces of plywood.
6. To obtain #16 tie wire, divide BDFT by 2500.
7. To obtain formoil, change the square meter to square foot then divide by 200 to
get the number of gallon of formoil.
88. Floor Joist
1. To estimate the floor joist at .30 o.c., compute the area then multiply by the factor
for each size.
For 2 x 3 = Area x 9.84 = BDFT
For 2 x 4 = Area x 13.12 = BDFT
For 2 x 5 = Area x 16.40 = BDFT
For 2 x 6 = Area x 19.68 = BDFT
For 2 x 8 = Area x 26.24 = BDFT
2. To obtain nails in keg: Divide the boardfoot by 2500.
3. Another procedure in computing the floor joist is to count the pieces of joist
indicated in the floor framing plan, then compute the boardfoot.
89. T & G Flooring
1. Compute the lineal meter of spread then multiply by the factor to get the number of
pieces to be used.
For 1 x 3 T & G: 1 m. x 16.66 = pieces
For 1 x 4 T & G: 1 m. x 11.77 = pieces
For 1 x 6 T & G: 1 m. x 7.87 = pieces
2. To compute the board foot.
3. To obtain nails: total bdft. Divided by 2500 equal keg.
90. Wooden Studs
1. To estimate wooden studs at 0.60 o.c., compute the area of the sidings of partition,
then multiply by the factor of the lumber to used.
For 2 x 3: Area x 9.84 = BDFT
2 x 2: Area x 6.54 = BDFT
2 x 4: Area x 13.08 = BDFT
2 x 5: Area x 16.38 = BDFT
2. To obtain nails: divide the BDFT by 2500 equal keg.
91. S-Cut Sidings
1. To estimate s-cut siding, compute the lineal meter of spread then multiply by the
factor
For 1 x 3: Area x 20 = BDFT
1 x 4: Area x 13.16 = BDFT
1 x 6: Area x 7.87 = BDFT
1 x 8: Area x 5.95 = BDFT
2. To change the keg to kilo, multiply the keg by 45.
92. Double Walling & Partition
1. To estimate plywood double walling, compute the area of both sides of the wall, then
divide the total area by 2.88 to obtains the number of pieces of plywood.
2. To obtain nails: pieces of plywood by 1.33 then divide the answer by 1000 and multiply
by 9.10 for kilos of 1” finishing nails.
3. For studs, use wooden studs.
93. Ceiling Joist
1. To estimate ceiling joist, compute the area then multiply by the factor.
For .40 cc bothways:
2 x 2 lumber: Area x 6.55 = bdft
2 x 3 lumber: Area x 9.84 = bdft
2 x 4 lumber: Area x 13.12 = bdft
For .45 o.c. bothways:
2 x 2 lumber: Area x 4.37 = bdft
2 x 3 lumber: Area x 6.56 = bdft
2 x 4 lumber: Area x 8.75 = bdft
For .60 o.c. bothways:
2 x 2 lumber: Area x 4.37 = bdft
2 x 3 lumber: Area x 6.56 = bdft
2 x 4 lumber: Area x 8.75 = bdft
For .30 o.c. bothways:
2 x 2 lumber: Area x 8.75 = bdft
2 x 3 lumber: Area x 13.12 = bdft
2 x 4 lumber: Area x 17.49 = bdft
For .30 x .40 framing:
2 x 2 lumber: Area x 7.65 = bdft
2 x 3 lumber: Area x 11.48 = bdft
2 x 4 lumber: Area x 15.30 = bdft
 For .40 x .45 framing:
2 x 2 lumber: Area x 6.56 = bdft
2 x 3 lumber: Area x 9.84 = bdft
2 x 4 lumber: Area x 13.12 = bdft
For .40 x .60 framing:
2 x 3 lumber: Area x 8.20 = bdft
2 x 4 lumber: Area x 13.66 = bdft
94. Aluminum Tee Runner
1. To obtain pieces of aluminum and the runner, divide the length and width by .60 or 1.20,
then multiply the no. of spread on the length and width.

Example the ceiling is 2.00 x 6.00

300 divided by .60 = 5 x 6.00 = 30.00
6.00 divided by 1.20 = 5 x 3.00 = 15.00
TOTAL LENGTH = 45.00
45 divided by 6.0 (commercial length of the t-runner)
= 7.5 say 8 pieces at 20 or 6.00 length

2. For #12 guidewire and tire hanger: total area multiplied by 6.54 divided by 4000 equal
number of rolls.

95. Baseboard
1. To estimate boardfeet
For 1 x 4 1 m. x 1.09 = bdft
1 x 5 1 m. x 1.37 = bdft
1 x 6 1 m. x 1.64 = bdft
2. For nails: same procedure in obtaining nails
96. Facia Board
1. To compute the total lineal meter of the roof end where facia board is required,
multiply the lineal meter by the factor to obtain boardfeet.
For 1 x 10 1 m. x 2.73 = bdft
1 x 12 1 m. x 3.28 = bdft
1 x 8 1 m. x 2.18 = bdft
2. To obtain nails: same procedure – bdft divided by 2500 or bdft divided by 1000
multiplied by 5.5 = kilo
97. Wooden Truss and Rafters
1. Compute the area of the roof.
2. Obtain the total boardfeet for one truss or rafter, multiply this by the number of
unit specified in the roof framing
3. After computing the boardfeet for one truss of rafter, multiply this by the number
of units specified in the roof framing.
4. For nail: boardfeet divided by 2500 equals keg. If by the kilo, divide the boardfeet
by 1000 then multiply by 6.8
98. Purlins
1. To estimate the total boardfeet of purlins: make an actual counting of the purlins
as shown in the roof framing plans and truss details, then compute the boardfeet.
2. Or compute the area then multiply including the greats.
For .80 - .90 using:
2 x 3: Area x 3.88 = bdft
2 x 4: Area x 5.17 = bdft
2 x 5: Area x 6.47 = bdft
For .80 - .90 using:
2 x 3: Area x 3.88 = bdft
2 x 4: Area x 5.17 = bdft
2 x 5: Area x 6.47 = bdft
99. Roofing

1. To estimate the G.I. sheet roofing by area, compute the area in flat then add the
pitch factor (the sum of 1 & 2 percentage).

2. To divide the slotted area by factor from the table of G.I. sheet coverage, the
answer is the pieces of sheets to be used.

3. Another procedure: length of spread divided by .67 if the length is in meter and 27”
if the length is in feet, then multiply it by the no. of lapping or row.

4. To obtain metal rivet:

Pieces of G.I. sheet x 0.73 = kilo of rivet

Pieces of G.I. sheet x .146 = kilo of washer

For strap:

Pieces of G.I. sheet x 12 or 9 = pieces of strap to convert this pieces of plain G.I.
sheet, see table of strap.

5. To obtain gutter, ridge row, valley row and flushing:

Length of spread or lineal meter divided by 2.10 = ridge roll, valley or flashing.
For gutter and downspout: 1 m. divided by 2.25 = pieces

6. For copper rivet: no. of joint multiplied by 8 then divided by 50 = no. of box of
copper rivet.
7. For nikolite: length of roof divided by 24 = kilo

8. For muriatic acid: pieces of nikolite x 10cc = total xx of muriatic

100.Pitch Factor of Truss & Rafter
No. 1 symmetrical
Pitch Inch % Decimal
0.32 5.5 0.06
0.36 6 0.06
0.40 8 0.08
0.45 10 0.10
0.50 12 0.12
0.55 14 0.14
0.60 16 0.16
0.70 22 0.22
0.80 28 0.28
0.90 35 0.35
1.00 42 0.42
1.20 46 0.46
1.50 54 0.54
No. 2 Unsymmetrical
Pitch Inch % Decimal
0.32 2 0.02
0.36 3 0.03
0.40 4 0.04
0.45 5 0.05
0.50 6 0.06
0.55 7 0.07
0.60 8 0.08
0.70 11 0.11
0.80 14 0.14
0.90 18 0.18
1.00 21 0.21
1.20 23 0.23
1.50 27 0.27
101.Table of Coverage – 10” endlap
32” x 7’ 27” x 6-2” 1.23/s.m.
8’ 7-2” 1.44/s.m.
9’ 8-2” 1.64/s.m.
10’ 9-2” 1.84/s.m.
12’ 11-2” 2.24/s.m.
12’ 13-2” 2.64/s.m.
102.Table of Coverage – 12” endlap
32” x 6’ 27” x 5’ 1.01/s.m.
7’ 6’ 1.21/s.m.
8’ 7’ 1.40/s.m.
9’ 8’ 1.60/s.m.
10’ 9’ 1.79/s.m.
12’ 10’ 2.21/s.m.
14’ 13’ 2.61/s.m.
103.Table of Fastener
G.I.Nails 2 ½ 102 pcs./kilo
Leadwasher 2 ½ 86 pcs./kilo
G.I. Rivet ¼ x ½ 180 pcs./kilo
G.I. Rivet ¼ x ½ 157 pcs./kilo
Metal Washer 2 ½ 152 pcs./kilo
104.Table of Rivet per Sheet
6’ – 0” 6 pcs. per sheet
7’ – 0” 9 pcs. per sheet
8’ – 9” 9 pcs. per sheet
10’ – 12” 12 pcs. per sheet
105.Table of Strap Per Plain G.I.
Purlin Strap Size Pieces/Sheet
2 x 3 1” x 9” 380
2 x 4 1” x 10” 340
2 x 6 1” x 12” 285
106.Table of Tegula
Size of Tile Overall 16 ½” x 13” (420 x 331mm)
Headlap (Minimum) 4 ½” (115mm)
Button Gauge (Variable) 12’ max. (305mm x max)
Minimum Pitch 25 degrees
107.Spreading Rates of Paints
Coating Surface Gallon Coverage
Oil Paint, Glass Smooth Wood 1st coat – 600 SF 55.74 s.m.
2nd coat – 325 SF 30.19 s.m.
3rd coat – 225 SF 21.91 s.m.
Rough 1st coat – 350 SF 32.38 s.m.
2nd coat – 200 SF 15.50 s.m.
3rd coat – 135 SF 12.54 s.m.
Metal 1st coat – 700 SF 65.03 s.m.
2nd coat – 340 SF 31.59 s.m.
3rd coat – 230 SF 21.37 s.m.
Plaster 1st coat – 450 SF 41.81 s.m.
2nd coat – 250 SF 23.23 s.m.
3rd coat – 175 SF 16.25 s.m.
Handbricks 1st coat – 350 SF 32.38 s.m.
2nd coat – 225 SF 20.90 s.m.
3rd coat – 150 SF 13.94 s.m.
Softbricks 1st coat – 350 SF 32.38 s.m.
2nd coat – 200 SF 18.50 s.m.
3rd coat – 150 SF 18.94 s.m.
Smooth Cement 1st coat – 200 SF 18.50 s.m.
2nd coat – 100 SF 9.29 s.m.
3rd coat – 50 SF 4.85 s.m.
Oil Flat Paint Smooth Wood 1st coat – 500 SF 4.25 s.m.
2nd coat – 275 SF 25.55 s.m.
3rd coat – 200 SF 18.50 s.m.
Plaster 1st coat – 400 SF 37.00 s.m.
2nd coat – 225 SF 20.80 s.m.
3rd coat – 160 SF 14.86 s.m.
Stucc_ _ _ 1st coat – 150 SF 13.94 s.m.
2nd coat – 75 SF 6.97 s.m.
Enamel Paint Smooth with 1st coat – 500 SF 44.25 s.m.
Undercoat 2nd coat – 250 SF 23.23 s.m.
Exterior Spur Smooth Wood 1st coat – 500 SF 46.25 s.m.
Varnish 2nd coat – 275 SF 25.55 s.m.
3rd coat – 200 SF 18.50 s.m.
Interior Spur Smooth Wood 1st coat – 450 SF 41.81 s.m.
Varnish 2nd coat – 250 SF 23.23 s.m.
3rd coat – 175 SF 16.25 s.m.
Shellac Smooth Wood 1st coat – 600 SF 335.74 s.m.
2nd coat – 300 SF 27.87 s.m.
Rough Wood 1st coat – 500 SF 11.81 s.m.
2nd coat – 75 SF 6.97 s.m.
Shindle Satin Fin.Smooth Wood 1st coat – 250 SF 23.23 s.m.
Asphalt Rough Paint Rough 1st coat – 150 SF 13.94 s.m.
2nd coat – 100 SF 9.29 s.m.
Waterpaint
1.Goldwater Paint - labs. 1st coat – 300 SF 27.87
Powder Smooth
2.Calsomine - 5 labs. Powder
Plaster 1st coat – 400 SF 37.00 s.m.
Wood 1st coat – 400 SF 37.00 s.m.
3.Whitewash - 4-5 labs. Powder
Brick 1st coat – 200 SF 18.50 s.m.
4.Hydrated Lime-5 labs. Powder
Plaster 1st coat – 300 SF 27.87 s.m.
 PROJECT MANAGEMENT AND CONTROL
A. Introduction

This paper presents some basic planning and monitoring functions of the following:

a. Project Manager - Owner’s Representative

b. Construction Manager - Contractor’s Representative
c. Specialty Contractors - Supervisors

Whatever is the type or size of the project, the overriding consideration in its
implementation is to complete it within budgetary estimate, according to plans and
specifications, time schedule and quality of workmanship.

The Project Manager’s ( PM ) primary responsibility is to see to it that the General

Contractor and other project participants (specially the Specialty Contractors) comply
with their respective contracts. The PM will try to assist and advise the contractor on
their technical and operational problems but not to the extent of relieving them from
performing their contractual or construction responsibility.
For a successful Project Construction Management, all project participants should be
aware of the following:

I. Project Planning

Among the major industries, construction is recognized as most unique and peculiar
due to its highly volatile and unpredictable nature. Because of this, effective
management starts with the planning of the project which necessitates an integrated
and coordinated effort of all project participants. Hence, it becomes operationally
necessary to plan what are the things to do and how best they can be done to fully
comply with contract.

Project planning is a means by which all the various activities involved in project
implementation are properly synchronized so that the available resources are wisely
allocated and fully utilized for optimum production and productivity.
 Since, the construction of a project covers a wide range of constant and variable
factors, planning should give priority consideration to the following inputs:

1. Materials, whether local or imported, which require long lead-time to procure due to
scarcity in the market, fabrication period, etc.

2. Manpower build-up that shall be coordinated with the other project participants whose
manpower requirements must be determined for definition of jurisdictional
responsibilities.

3. Equipment usage, whether special equipments are needed, including the load limits
of roads, height clearance of bridges and overpasses going to and from the site.

4. Site condition

a. information regarding interruptions in utility services such as brownouts for

electricity , notices on water interruptions, particularly the days and the time of the
day, duration and, etc.
b. information on where to locate temporary utility lines, whether to locate them
outside of the site; whether there is need to put up temporary roads for detour
purposes of the public.

c. knowledge of where to get temporary utility service and who will provide it for
construction or site use.

d. location of work and storage areas for the prime contractor and other trades.

e. coordination with the local traffic office regarding regulations or restrictions

governing the use of the public streets for equipment movement or construction
activities.

f. determination of site accessibility, specially if there is a need to provide

residential and commercial areas temporary road / bridges for their use during
construction.
5. Pertinent Laws / Regulations

a. permits and clearances which are not uniform in all localities, specially some
required documents for submission before approval of desired permit /clearance.

b. special regulations from government agencies or private associations such

as height limitation imposed by the Air Transportation Office and safety
requirements of local government units as well as the existing rules of
subdivision / village associations which may require a change in the contract
time or construction schedule.

c. ecological laws or executive orders that set a control or constraint on

construction such as environmental clearance certificate, locational clearance,
zonal classification, sewage treatment plant, etc.

The planning for construction is strictly an activity-centered process which defines

the activities that comprise the project and specifies the sequential order for doing
each activity. The step next to it is the setting of the timeframe for the completion of
each activity and the whole construction period for that matter. This is called project
or time scheduling which develops the network diagram from which overall
construction operations is projected.
II. Scheduling Method

At present, the most commonly used scheduling methods are the following :

1. Bar Chart

The Bar Chart has been derived from the Gantt Chart which is a graphic record of the
project’s progress. It gives detail of work along with the time schedule of the actual
beginning and completion dates for each activity. Thus, it shows the day-to-day status
of every activity, the comparison between the actual accomplishment and the
corresponding work schedule including the rate of progress to date.

When the bar chart is related and collated with cost and resources estimate, some of
the other planning and control tools to be obtained from it are the individual schedules
and distributions for manpower materials, equipment and cash flow.

The bar chart has the distinct character of being easily understood by non-technical or
lay people. However, its very simplicity becomes its weakness as a control tool because
it lacks the detailed breakdown of the different activities, particularly their proper
sequencing and operational dependencies. The built-in weakness makes it difficult for a
bar chart to be a fully effective updating instrument.
2. S-Curve Schedule

An S-Curve schedule is another common tool of project management that is used for
cost control and progress reporting. It ties up accomplishment and time, establishing
the rate of accomplishment at a given period, and showing the volume of work at one
place and time and at a the other.

The S-Curve represents the actual accomplishment as against the schedules work,
visually identified with a sloping line originating from the bottom left zero percent (0%)
accomplishment going up to the upper right of 100% accomplishment.

Looking at the S-Curveline, the reader can readily see the project status at a given
time, whether it is ahead of or behind schedule. An updated S-Curve will immediately
present the positive and negative variance of accomplishment and as such the timely
remedial measures can be applied. This is, in fact, what makes the S-Curve such a
widely used management reporting tool.

To overcome the shared weakness of the Bar-Chart and the S-Curve due to their
failure to reflect their interdependencies of activities in their sequential order, the
network techniques (PERT / CPM) were devised to improved the planning, scheduling
and controlling requirements of projects, specially the mega size projects of today.
3. PERT / CPM Techniques

Both Program Evaluation and Review Technique (PERT) and Critical Path Method
(CPM) had almost simultaneously evolved in the late 1950s though independently
formulated from each other. Similarities in both techniques are found in the detailed
breakdown of activities represented by a network diagram indicating the sequential
order or relationships to one another; in the use of arrows to represent activities of the
network lines and events of the network nodes that represent the points in time at
which activities may be started or due for completion; in the estimate of time duration
and schedule for each activity.

In the completion of the time estimate for every activity, critical activities that must
meet the schedule are predetermined to ensure completion of said activities and those
dependent upon them. Likewise, the same goes for activities with extra time (slack
time for PERT & float time for CPM) to undertake them.

One basic difference between PERT and CPM is the multi-time estimate used by the
former and the single-time estimate by the latter. In the intervening years, this
difference has disappeared after undergoing much transformations and blending of the
two until they have become like two sides of the same coin. For this reason, the
common advantages that CPM has placed in the hands of project/construction
managers are the following:
a. provides a means to predict with reasonable accuracy the time required for overall
project completion.

b. makes possible the identification of those activities whose expedient execution is

crucial to timely project completion.

c. serves as a guide for project shortening when completion date must be advanced.

d. provides a basis for the scheduling of subcontractors and material deliveries to the
jobsite.

e. serves as a basis for balanced scheduling of manpower and construction

equipment on the project.

f. makes possible the rapid evaluation of alternative construction methods.

g. serves as a convenient vehicle for progress reporting and recording.

h. affords a basis for evaluating the time effects of construction changes and delays.
III. Project Monitoring

After the project is properly planned and its constructions gets underway, its successful
completion will largely depend on how closely and religiously the ongoing activities are
monitored. This is the decisive role the PM plays in the monitoring of the project during
its entire life.

Project monitoring is a system that coordinates and integrates the different but
interdependent work of the project participants involved in the operations. The PM
assumes the responsibility of seeing to it that said participants have really conformed
with their respective contract requirements as to time, cost and quality.

1. Key Elements in Monitoring

The key elements that make the monitoring of the PM an effective control system are
the following:

a. Using the scheduling methods (i.e., bar chart, S-curve & PERT / CPM) previously
cited to ensure timely orders and deliveries of materials and equipment to the jobsite ,
proper placement of manpower during the duration of construction. With the aid of
these methods, one can readily know the status of a project at a given time, whether it
is on schedule, behind or ahead of it.
b. Estimating project cost on a continuing basis to know from time to time how actual
cost compares with the budget cost, particularly the specific items that have positive
or negative variances. Once the completed works is far beyond 50% of the project,
the cost to complete the remaining works is computed to determine whether it is
within the budget or not.

c. Conducting an ocular inspection of completed and ongoing works, identifying non-

conforming works, requiring the punch listing of defective works and undertaking their
rectification. This inspection work may be done on regular or on as needed-basis
depending upon the nature and extent of project progress or slippage.

d. Holding regular coordination meeting at the jobsite which serves as the forum and
clearing house of construction issues or problems brought up by the project
participants concerned regarding their respective works. Said issues or problems are
either resolved with finality or referred to the right parties for necessary decision or
action. In these meetings, the status or progress of the ongoing work is disclosed, new
commitments are made as old ones are fulfilled. All of these are duly recorded in the
minutes to which the project participants present affixed their signatures.

e. Installing a purchasing and an accounting system at the owner’s Central Office that
is flexible enough to meet the unique and peculiar realities of construction which is
plagued by uncertainties and risks. Governed and guided by the principle that time
is of the essence, the processing, approval and release of papers should not be
attended and caught by the web of proverbial red tape and decision-making or action-
taking by the officers or their duly authorized representatives should be immediate
and decisive.

2. Monitoring Offices – Purchasing and Accounting

A no-nonsense monitoring of the project requires teamwork between the Central

Office represented by its Purchasing and Accounting Sections and the Field Office
represented by the PM and his staff. Both offices are individually and collectively
tasked to carry out the following monitoring responsibility:

a. Purchasing Section: As the project is directly dependent upon the needed

materials, their availability on the site, the Purchasing Officer must coordinate with
the PM regarding the following :

• The Bill of Materials, specially the quantities to be purchased.

• Quality of materials and specifications.

• The schedule of deliveries for needed materials including the difficulties of

procuring them due to unavoidable circumstances.
• The need to prioritize material requirements to have enough lead time to procure
them.

Any requisition for materials, equipment and supplies from the Field Office must
have to be ordered by the Purchasing offices according to the delivery schedule.
He must not be satisfied with mere follow-ups after placing the orders but must
have to make sure that the ordered materials, equipment, and supplies had been
actually delivered to the site on schedule.

The Purchasing Officer’s responsibility in material procurement does not end at the
issuance of the PO and follow-ups. His job is done only after ordered materials,
equipment, and supplies had been received and stored at the site. If existing rule
on procurement will cause a delay on the ongoing work because of multi-tiered
level of approvals to pass through, they must be bent a little, if necessary, to
expedite the timely deliveries of needed materials, etc.

The first and foremost consideration in procurement is to get the ordered materials,
etc., where and when they are needed. Any delay in the processing of paperworks
will adversely affect the ongoing work.
b. Accounting Section: Like the Purchasing Section, the Accounting Section
should not be tied to rigid observance of rules and procedures which cause
delay in the payment of financial obligations to contractors, subcontractors,
suppliers, workers, etc., due to the following :

• Progress billings or payrolls submitted to Accounting Section for payment

often sleep or are not attended to promptly because the Accounting Officer
is unfamiliar with the provisions of the contract or does not know what to do
if the matter before him is not covered by the existing policies, rules and
procedures, whether written or unwritten.

• In dealing with the Field Office, the Accounting Officer must give special
consideration to the collection problem of contractors, subcontractors and
suppliers in particular that is hampering the flow of work at the site. Top
management must provide him with the necessary latitude of authority and
decision-making power so that he can expeditiously act on billings or claims
for payment in connection with the project. As such, he does not have to
forward papers to or wait for action from higher management. In fact, the
Accounting Officer must know who can represent him in his absence so that
the daily business can normally proceed without any disruption or
unnecessary delay in the flow of paperworks.
 In the preparation of checks for payment of due accounts, it is again
necessary to be definite as to who are qualified to sign checks or what
maximum amounts the Accounting Officer or any other officer is authorized
to sign checks or documents for and in behalf of the company. By this
arrangement, payments or billings and other due accounts are promptly
paid which contributes a lot to the on-schedule completion of the project.

• The proper aging of payables based on the credit terms of the suppliers,
existing contracts, etc., should be done regularly to enable the Accounting
Section to determine which payables are about to fall due, have become
overdue including the period they have been overdue. The Accounting
Officer must therefore see to it that the aging table is always updated to
keep it up-to-date on the needed information.

• Regarding the warehouse, the warehouseman is the custodian of the

materials he receives , stores and issues and of the documents supporting
the movement of said materials. He is administratively under the Accounting
Section but operationally under the Field Office. As such, the Accounting
Section does the monitoring of the warehouse transactions through its
auditing and inspection functions.
A periodic analysis of these documents and a monthly inventory of warehouse
stocks is part of the auditing and inspection work of the Accounting Section to
monitor the incoming and outgoing materials, used and available stocks, etc.,
which protects the best interest of the project.

As the completion of the project is the direct responsibility of the PM, he can only
succeed in achieving it if he has the full support and cooperation of Head Office,
(Purchasing & Accounting Sections). He can only do his job as much as the
Purchasing Officer and Accounting Officer have done theirs accordingly.

Project monitoring by Head Office and Field Office is reflected in the various
communications in terms of regular reports, minutes of site coordination
meetings, emergency meetings to attend to critical problems requiring immediate
action / decision. Top management relies so much on these reports / recorded
minutes of site meetings, etc., to make the necessary decision or to take
immediate actions that will determine the ultimate fate of the project.

Project monitoring can only be as good as the quality and accuracy of the date /
information that go into the planning and scheduling of construction. Thus, project
management has the responsibility of undeviatingly maintaining this standard of
quality and accuracy so that decisions or actions to based on them shall promote
that best interest of the project.
To ensure that the monitoring of the project is working as intended, it is advisable to
designate an Overall Project Coordination (OPC) who will assume overall monitoring
responsibility over the performance of Central Office and Field Office personnel
concerned.

In case the Purchasing Officer, the Accounting Officer and the PM could not put their
act together which hinders the flow of construction work and paperworks, the OPC
should call a meeting for the purpose of finding a solution to their problem which
should be resolved by giving primacy to what is best for the project.

The OPC must not only act upon the appearance of a problem in cooperation and
coordination but must always take the initiative of improving the existing monitoring
system in place so that problems will not arise unexpectedly or they can be prevented
before they arise. He is accountable to top management for making project monitoring
effectively contribute to the successful completion of the project in terms of schedule,
cost and quality.
3. Contracts and Specifications

In construction implementation of a project, it is absolutely necessary for

management to master the conditions of the contract and understand the technical
and legal specifications. These documents should be considered the bible of the
project.

By management in the project, I refer to all levels of supervision from the Foreman to
the Project Manager. Of course, the extent of the need for knowledge of the
documents depends on the level of management. The foreman, for instance, should
know the portion of the items of work assigned to him. On the other hand, the Project
Manager should know the requirements of the entire project.
For instance, the following provisions are normally provided in the regular contract
conditions and specifications:

a. Change clauses generally require a written order and the claim should be
submitted within 30 days.
b. Change conditions clauses generally require a notice before conditions are
disturbed. For instance, if adobe is found instead of soil in excavating the footings for
the foundation, the attention of the owner’s representatives should be called. Change
orders will require not only an increase in costs but also a time extension.

c. Time extension clauses normally require a notice in writing within ten (10) days from
the start of the delay.

d. Generally, a penalty clause is provided in the contract of 1/10 of 1% of the contract

amount but not to exceed 5% of the contract price. There are however some contracts
that provide for larger liquidated damages.

Based on past cases on liquidated damages, penalties are generally not upheld
unless:

a. The amount fixed is a reasonable forecast of just compensation for harm that is
caused by breach;

b. The harm caused by delays can be estimated;

 c. Liquidated damages have been found to be invalid where no damage could be
anticipated. An example is a delay in the completion of the installation of water lines
where the source of water is not available, the rationale being that the delay will not
cause any damage since the pipelines cannot be used even if they are completed due
to non-availability of water: and

d. The provision for liquidated damages is proportionate to the possible loss.

4. Documentation

In addition to the full understanding of the contract conditions and specifications, it is

necessary for project management to maintain a complete record and documentation
of activities during the project implementation. This is especially true in resolving
issues on change orders, time extensions, change of specifications, preparation of
detailed drawings, redesign of structural members, changed conditions and change
clauses.

To support construction claims, one has to have a proper system of documentation for
the management of the projects. This is necessary to support extra requests for extra
compensation. To collect extra charges, all claims must be supported and
documentation is the key.
It is important to keep pre-bid and pre-proposal materials such as invitation notices,
minutes of the meetings, daily notes, photographs and reports on site visits,
proposed schedules, queries, replies and all other correspondence associated with
the projects. I have found it very useful to require the Foreman up to the Project
Manager to accomplish in a log book all significant happenings during the day.

Contract signing is a very significant event but is essential to have someone in the
organization examine and review very carefully the documents and drawings and to
make sure that these documents represent the bid or proposal submitted. It is
important that after contract signing, a complete set of documents be kept beyond
the reach of project personnel. A copy of subsequent change orders and revised
drawings should also be filed with these documents.

All correspondence of the owner, owner’s representatives, architects, sub-

contractors, etc. should be filed in respective subject files.
Among the examples of documents to be kept in a project are the following:

a. Notice to Proceed
b. Schedules
c. Notes and Minutes of Job Meetings
d. Conferences
e. Notes and Confirmation of Oral Instructions
f. Additional or Supplementary Drawings
g. Field Orders
h. Revised Drawings
i. Submitted Logs
j. Drawing Logs
k. Change Estimates and Calculations
l. Change Orders
m. Extra Work Costs.
n. Field Survey Books and Calculations
o. Cost Records
p. Job Diaries
q. Photographs
r. Inspection Reports
s. Approvals for Work in Place
t. Material Certificates
It is important to confirm orders, decisions, agreements and instructions
especially it these are verbal. The minutes of the meetings should be read
carefully and notations should be made of any disagreement. All correspondences
that need to be answered should be replied to.

Among Filipinos, we are quite informal in out dealings with the owner and/or the
owner’s representatives. In general, we are entitled to charge any costs that we
incur as a consequence of someone else’s inaction or mistake. We are entitled to
charge for deviations from original expected conditions and changes in drawings
and specifications. Normally, if the changes are not major, the contractor does not
bother to ask for change orders and he proceeds to perform additional work
without corresponding changes. Generally too, for approved change orders where
the additional work may be substantial, the contractor is concerned with additional
costs and sometimes overlooks the need for time extension for the completion of
the project. In the developed countries, the change orders and change clauses
are automatically subject to additional charges and time extension provided
proper documentation is presented. One serious problem among Filipino
contractors is their apparent lack of concern for the importance of documentation
and in dealing with change orders and change clauses in an informal manner. As
a result, when the time comes for negotiations, talks are hampered by lack of
documentation. Negotiations become a protracted affair and difficulties ensue.
The following are justifiable reasons for a contractor to charge additional costs:

1. Inconsistencies, Error or Omissions in the Contract Documents, Lack of Action on

the Part of Other Parties to the Contract.
2. Unavailability of Access and Right of Way
3. Different Site Conditions
4. Work Suspension
5. Additional Work
6. Changes in Plans
7. Delays of Works of Others
8. Acceleration of Work by Others and Approval of Owner
9. Delays in Schedules by Others
10.Changes in Work Sequence

The following are items of work for which the contractor is entitled to charge
additional cost;

1. Additional Labor / Materials

2. Escalation Charges for Labor / Materials
3. Additional Use of Equipment
4. Cost of Additional Financing
Claims for additional compensation should be promptly presented to the owner
and/or the owner’s representative. This presentation should be detailed and fully
documented. Based on experience, when the claims are promptly made and
properly documented, the contractor stands a good chance of getting them
approved. Claims after a long lapse of time and devoid of detailed documentation
stand a poor chance of approval. On occasions when the contractor knows he will
have to file claims but cannot fix the additional amount, it is advisable to draw the
attention of the owner that additional costs will be incurred which will accrue to the
owner.
THANK YOU!!!