PROJECT SCHEDULING AND MANAGEMENT

INDIVIDUAL PROGRAM OF WORK

(For All Types of Projects)

NAME/LOCATION OF PROJECT
Appropriation P 3,479,161.57
CONSTRUCTION OF ONE STOREY Source of Funds
RESIDENTIAL BUILDING Authority Released
Issued Obligated
Calendar Days to Complete 63

PROJECT CATEGORY: Desirable Starting Date

BUILDING
PROJECT DESCRIPTION:
CONSTRUCTION OF ONE STOREY RESIDENTIAL BUILDING
MINIMUM EQUIPMENT REQUIREMENTS TECHNICAL PERSONNEL REQUIRED
DESCRIPTION NO. DESCRIPTION NO. DESCRIPTION NO. DESCRIPTION
Backhoe (0.80 m3) 2 Bar Cutter 1 Civil Engineer 1
Dump Truck (12 yd3) 3 Bar Bender 1 Construction Foreman 1
Water Pump 3 Materials Engineer 1
Plate Compactor (5 hp) 1 Architect 1

ITEM NO. DESCRIPTION TOTAL % UNIT QTY. DIRECT COST ADJUSTED UNIT COST
TOTAL UNIT COST

A CIVIL WORKS 55.33 ls 1.00 1,466,605.25 1,466,605.25 1,924,919.

B PLUMBING WORKS 10.91 ls 1.00 289,185.42 289,185.42 379,555.
C ELECTRICAL WORKS 9.85 ls 1.00 260,986.30 260,986.30 342,544.
D MECHANICAL WORKS 4.28 ls 1.00 113,353.51 113,353.51 148,776.
E ARCHITECTURAL WORKS 19.64 ls 1.00 520,659.29 520,659.29 683,365.

100.00 2,650,789.77
 EDULING AND MANAGEMENT
PROGRAM OF WORK
All Types of Projects)

P 3,479,161.57

63

ONE STOREY RESIDENTIAL BUILDING

TECHNICAL PERSONNEL REQUIRED
NO.

ADJUSTED UNIT COST

1,924,919.39
379,555.86
342,544.52
148,776.48
683,365.32
Project Name: CONSTRUCTION OF ONE STOREY RESIDENTIAL BUILDING
Location: Tacloban City
Appropriation: P 3,479,161.57
BREAKDOWN ON ESTIMATED EXPENDITURE % OF TOTAL AMOUNT
I. ESTIMATED CONTRACT COST

A. DIRECT COST

1. Mobilization/Demobilization
2. Materials 40.19 1,398,146.00
2.1 Supply/Delivery
2.2 Testing of Materials
3. Labor Cost (Including Fringe Benefits) 11.43 397,668.88
4. Equipment Expenses 24.57 854,974.89

B. INDIRECT COST (Per D.O. no. 197 s. 2016)

1. Overhead, Contingencies, Miscellaneous 11.43 397,618.47
(15% of DC)
2. Profit (10% of DC) 7.62 265,078.98

4. VAT (5% of A3 to A4) 4.76 165,674.36

SUB-TOTAL (Contract Cost) 100.00 3,479,161.57

II. ESTIMATED GOVERNMENT EXPENSES

1. Engineering and Administrative Overhead 0.00

(3% of Appropriation)
2. RRW Site Acquisition
3. Materials to be Furnished by the Government
4. MTC
0.00 -
III. CONTINGENCIES/RESERVICE

1. Physical(Up to 5% of the Estimated Contract Amount)

2. Price Estimation (up to 12% of the Estimated Contract Cost)
3. Budgetary Reserve
a. GAD
b. BP 344
SUB-TOTAL
TOTAL 100.00 3,479,161.57
SAY 100.00 3,479,161.57
 DETAILED UNIT PRICE ANALYSIS

Project Name: CONSTRUCTION OF ONE STOREY RESIDENTIAL BUILDING

Location: Tacloban City
Appropriation: P 3,479,161.57
ITEM: A
DESCRIPTION: CIVIL WORKS
1) QUANTITY: 1.00 ls

Output:
2) Name and Specification Quantity Unit Unit Price Total Cost
Civil Works 584,420.00
M
A
T
E
R
I
A
L
S
487,986.00
3) Name and Capacity No. of Units No. of Hour Hourly Rate Total Cost
Minor Tools (10% of Labor Cost) 14,855.57
E Backhoe (0.80 m3) 2 115 1,537.00 353,510.00
Q Dump Truck (12 yd3) 3 48 1,420.00 204,480.00
U Water Pump 3 96 265.00 76,320.00
I Plate Compactor (5 hp) 1 96 123.00 11,808.00
P Bar Cutter 1 296 219.75 65,046.00
M Bar Bender 1 296 351.50 104,044.00
E
N
T
Total Equipment Cost 830,063.57
4) Designation of Personnel No. of Men No. of Hour Hourly Rate Total Cost
L Foreman 1 168 83.46 14,021.28
A Skilled Laborers 4 168 60.43 40,608.96
B Unskilled Laborers 12 168 46.59 93,925.44
O
R Total Labor Cost 148,555.68
5) UNIT DIRECT COST FOR LABOR & EQUIPMENT (3+4) 1,466,605.25
6) UNIT DIRECT COST (5/1) 1,466,605.25
7) MARK-UP (up to 25% OF 5) 366,651.31
8) VALUE ADDED TAX [5% OF (5+7)] 91,662.83
9) TOTAL COST OF ITEM (5+7+8) 1,924,919.39
10) UNIT COST OF ITEM (9/1) 1,924,919.39
 DETAILED UNIT PRICE ANALYSIS

Project Name: CONSTRUCTION OF ONE STOREY RESIDENTIAL BUILDING

Location: Tacloban City
Appropriation: P 3,479,161.57
ITEM: B
DESCRIPTION: PLUMBING WORKS
1) QUANTITY: 1.00 ls

Output:
2) Name and Specification Quantity Unit Unit Price Total Cost
Plumbing Works 234,715.00
M
A
T
E
R
I
A
L
S

234,715.00
3) Name and Capacity No. of Units No. of Hour Hourly Rate Total Cost
Minor Tools (10% of Labor Cost) 4,951.86
E
Q
U
I
P
M
E
N
T
Total Equipment Cost 4,951.86
4) Designation of Personnel No. of Men No. of Hour Hourly Rate Total Cost
L Foreman 1 56 83.46 4,673.76
A Skilled Laborers 4 56 60.43 13,536.32
B Unskilled Laborers 12 56 46.59 31,308.48
O
R Total Labor Cost 49,518.56
5) ESTIMATED DIRECT COST (2+3+4) 289,185.42
6) UNIT DIRECT COST (5/1) 289,185.42
7) MARK-UP (up to 25% OF 5) 72,296.35
8) VALUE ADDED TAX [5% OF (5+7)] 18,074.09
9) TOTAL COST OF ITEM (5+7+8) 379,555.86
10) UNIT COST OF ITEM (9/1) 379,555.86
 DETAILED UNIT PRICE ANALYSIS

Project Name: CONSTRUCTION OF ONE STOREY RESIDENTIAL BUILDING

Location: Tacloban City
Appropriation: P 3,479,161.57
ITEM: C
DESCRIPTION: ELECTRICAL WORKS
1) QUANTITY: 1.00 ls

Output:
2) Name and Specification Quantity Unit Unit Price Total Cost
Electrical Works 182,450.00
M
A
T
E
R
I
A
L
S

Total Materials Cost 182,450.00

3) Name and Capacity No. of Units No. of Hour Hourly Rate Total Cost
Minor Tools (10% of Labor Cost) 7,139.66
E
Q
U
I
P
M
E
N
T
Total Equipment Cost 7,139.66
4) Designation of Personnel No. of Men No. of Hour Hourly Rate Total Cost
L Foreman 1 112 83.46 9,347.52
A Skilled Laborers 3 112 60.43 20,304.48
B Unskilled Laborers 8 112 46.59 41,744.64
O
R Total Labor Cost 71,396.64
5) ESTIMATED DIRECT COST (2+3+4) 260,986.30
6) UNIT DIRECT COST (5/1) 260,986.30
7) MARK-UP (up to 25% OF 5) 65,246.58
8) VALUE ADDED TAX [5% OF (5+7)] 16,311.64
9) TOTAL COST OF ITEM (5+7+8) 342,544.52
10) UNIT COST OF ITEM (9/1) 342,544.52
 DETAILED UNIT PRICE ANALYSIS

Project Name: CONSTRUCTION OF ONE STOREY RESIDENTIAL BUILDING

Location: Tacloban City
Appropriation: P 3,479,161.57
ITEM: D
DESCRIPTION: MECHANICAL WORKS
1) QUANTITY: 1.00 ls

Output:
2) Name and Specification Quantity Unit Unit Price Total Cost
98,750.00
M
A
T
E
R
I
A
L
S

Total Materials Cost 98,750.00

3) Name and Capacity No. of Units No. of Hour Hourly Rate Total Cost
Minor Tools (10% of Labor Cost) 1,327.59
E
Q
U
I
P
M
E
N
T
Total Equipment Cost 1,327.59
4) Designation of Personnel No. of Men No. of Hour Hourly Rate Total Cost
L Foreman 1 56 83.46 4,673.76
A Skilled Laborers 1 56 60.43 3,384.08
B Unskilled Laborers 2 56 46.59 5,218.08
O
R Total Labor Cost 13,275.92
5) ESTIMATED DIRECT COST (2+3+4) 113,353.51
6) UNIT DIRECT COST (5/1) 113,353.51
7) MARK-UP (up to 25% OF 5) 28,338.38
8) VALUE ADDED TAX [5% OF (5+7)] 7,084.59
9) TOTAL COST OF ITEM (5+7+8) 148,776.48
10) UNIT COST OF ITEM (9/1) 148,776.48
 DETAILED UNIT PRICE ANALYSIS

Project Name: CONSTRUCTION OF ONE STOREY RESIDENTIAL BUILDING

Location: Tacloban City
Appropriation: P 3,479,161.57
ITEM: E
DESCRIPTION: ARCHITECTURAL WORKS
1) QUANTITY: 1.00 ls

Output:
2) Name and Specification Quantity Unit Unit Price Total Cost
394,245.00
M
A
T
E
R
I
A
L
S

Total Materials Cost 394,245.00

3) Name and Capacity No. of Units No. of Hour Hourly Rate Total Cost
Minor Tools (10% of Labor Cost) 11,492.21
E
Q
U
I
P
M
E
N
T
Total Equipment Cost 11,492.21
4) Designation of Personnel No. of Men No. of Hour Hourly Rate Total Cost
L Foreman 1 168 83.46 14,021.28
A Skilled Laborers 3 168 60.43 30,456.72
B Unskilled Laborers 9 168 46.59 70,444.08
O
R Total Labor Cost 114,922.08
5) ESTIMATED DIRECT COST (2+3+4) 520,659.29
6) UNIT DIRECT COST (5/1) 520,659.29
7) MARK-UP (up to 25% OF 5) 130,164.82
8) VALUE ADDED TAX [5% OF (5+7)] 32,541.21
9) TOTAL COST OF ITEM (5+7+8) 683,365.32
10) UNIT COST OF ITEM (9/1) 683,365.32
 21

458,314.14 total indirect cost

 7

90,370.44 total indirect cost

 14

81,558.22 total indirect cost

 7

35,422.97 total indirect cost

 21

162,706.03 total indirect cost

 APPROVED BUDGET FOR THE CONTRACT
CONSTRUCTION OF ONE STOREY RESIDENTIAL BUILDING
Tacloban City
Contract Duratio
ITEM ESTIMATED MARK-UPS IN PERCENT TOTAL MARK-UP TOTAL
DESCRIPTION QUANTITY UNIT VAT
NO. DIRECT COST OCM PROFIT % VALUE INDIRECT COST
(9) (10) (11)
(1) (2) (3) (4) (5) (6) (7) (8)
(5)X(8) 5%[(5)+(9)] (9)+(10)
A CIVIL WORKS 1.00 ls 1,466,605.25 15 10 25 366,651.31 91,662.83 458,314.14
B PLUMBING WORKS 1.00 ls 289,185.42 15 10 25 72,296.35 18,074.09 90,370.44
C ELECTRICAL WORKS 1.00 ls 260,986.30 15 10 25 65,246.58 16,311.64 81,558.22
D MECHANICAL WORKS 1.00 ls 113,353.51 15 10 25 28,338.38 7,084.59 35,422.97
E ARCHITECTURAL WORKS 1.00 ls 520,659.29 15 10 25 130,164.82 32,541.21 162,706.03

TOTAL 2,650,789.77 662,697.44 165,674.36 828,371.80

UDGET FOR THE CONTRACT
ONE STOREY RESIDENTIAL BUILDING
Tacloban City
Contract Duration: 63 Calendar Days
UNIT
TOTAL COST
COST
(12) (13)
(5)+(11) (12)/(3)
1,924,919.39 1,924,919.39
379,555.86 379,555.86
342,544.52 342,544.52
148,776.48 148,776.48
683,365.32 683,365.32

3,479,161.57
 CONSTRUCTION SCHEDULE

Scope of Works Total Cost Total in % Start

A CIVIL WORKS 1,924,919.39 55.3 November 01, 2019

B PLUMBING WORKS 379,555.86 10.9 November 22, 2019
C ELECTRICAL WORKS 342,544.52 9.8 November 22, 2019
D MECHANICAL WORKS 148,776.48 4.3 December 06, 2019

E ARCHITECTURAL WORKS 683,365.32 19.6 December 13, 2019

Total 3,479,161.57 100.00

SLIPPAGE
5% Negative slippage of 5% ("Early Warning" Stage)

10% Negative Slippage of 10% ("ICU" Stage)

15% Negative slippage beyond 15% ("Terminal" Stage)

DULE Month of November 2
Week 01 Week 02
Finish Duration in Days D1 D2 D3 D4 D5 D6 D7 D8 D9 D10 D11 D12 D13 D14

November 22, 2019 21 2.6 2.6 2.6 2.6 2.6 2.6 2.6 2.6 2.6 2.6 2.6 2.6 2.6
November 29, 2019 7
December 06, 2019 14
December 13, 2019 7
January 03, 2020 21

Weekly Progress 15.81 18.44

Commulative Progress 15.81 34.25

ning" Stage) The contractor shall be given a warning and required to submit a "catch-up" program to elimina

The contractor shall be given a second warning and required to submit a detailed
Furthermore, the contractor shall be instructed to specify the additional input reso

minal" Stage) The PM/RD/DE shall initiate termination/rescission of the contract and/or take-ov
Proper transitory measures shall be taken to minimize work disruptions, e.g., take
 Month of November 2019
Week 03 Week 04 Week 05 Week 06
D15 D16 D17 D18 D19 D20 D21 D22 D23 D24 D25 D26 D27 D28 D29 D30 D1 D2 D3 D4 D5 D6 D7

31 32 33 34 35 36 37

2.6 2.6 2.6 2.6 2.6 2.6 2.6 2.6

1.6 1.6 1.6 1.6 1.6 1.6 1.6
0.7 0.7 0.7 0.7 0.7 0.7 0.7 0.7 0.7 0.7 0.7 0.7 0.7 0.7
0.6

18.44 16.21 6.48

52.69 68.90 75.38

-up" program to eliminate the slippag

to submit a detailed action program on a forthnightly (two weeks) basis which commits him to accelerate the w
additional input resources - money, manpower, machines, and management - which he should mobilize for thi

ntract and/or take-over of the remaining work by administration or assignment to another contractor/appropria
disruptions, e.g., take-over by administration while rebidding is going on.
 MONTH OF DECEMBER 2019
Week 07 Week 08 Week 09
D8 D9 D10 D11 D12 D13 D14 D15 D16 D17 D18 D19 D20 D21 D22 D23 D24 D25 D26 D27 D28 D29 D30

38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60

0.6 0.6 0.6 0.6 0.6 0.6

0.9 0.9 0.9 0.9 0.9 0.9 0.9 0.9 0.9 0.9 0.9 0.9 0.9 0.9 0.9 0.9 0.9

4.37 6.22 6.55 6.55

79.75 85.97 92.52 99.06

im to accelerate the work and accomplish specific physical targets which will reduce the slippage over a defin
ould mobilize for this action program

contractor/appropriate agency
 MONTH OF JANUARY
Week 10
D31 D1 D2 D3 D4 D5 D6 D7 D8 D9

61 62 63 64 65 66 67 68 69 70

0.9 0.9 0.9 0.9

6.55 0.94
99.06 100.00

e slippage over a defined time period.

 CONSTRUCTION S-CURVE

Scope of Works Amount Total in % Start Finish

A CIVIL WORKS 1,924,919.39 55.3 43770 43791

B PLUMBING WORKS 379,555.86 10.9 43791 43798

C ELECTRICAL WORKS 342,544.52 9.8 43791 43805

D MECHANICAL WORKS 148,776.48 4.3 43805 43812

E ARCHITECTURAL WORKS 683,365.32 19.6 43812 43833

Total 3,479,161.57 100.00

The construction s-curve is a graphical report which

displays the cumulative progress of a project, and is a
tool which construction companies use to track a
specific metric over time.

The purpose of a construction s-curve is to make sure that

the project is tracking according to what was planned, so that it finishes on time and on budget.
Duration in Days WEEK 01 WEEK 02 WEEK 03

Percentage of Accomplishment
21

14 100.00

7 90.00

21 80.00

70.00

60.00

50.00

40.00

30.00

20.00

10.00

-
WEEK 01 WEEK 02 WEEK 03 WEEK 04 WEEK 05
P
Commula

Weekly Progress 15.81 18.44 18.44

Commulative Progress 15.81 34.25 52.69

Actual Weekly Progress

Actual Commulative Progress

 WEEK 04 WEEK 05 WEEK 06 WEEK 07 WEEK 08 WEEK 09

03 WEEK 04 WEEK 05 WEEK 06 WEEK 07 WEEK 08 WEEK 09 WEEK 10

Project Duration
Commulative Progress

16.21 6.48 4.37 6.22 6.55 6.55

68.90 75.38 79.75 85.97 92.52 99.06

 WEEK 10

WEEK 09 WEEK 10

0.94

100.00
 Activity Scope of Works Duration in Days

A CIVIL WORKS 21
B PLUMBING WORKS 7
C ELECTRICAL WORKS 14
D MECHANICAL WORKS 7
E ARCHITECTURAL WORKS 21
START

1. Construct a Project Network

2. Forward and Backward Pass
3. Determine Project Completion Time
4. Calcualte Slack Values
5. Find Critical Path

1. Construct a Project Network

2. Forward and Backward Pass
3. Determine Project Completion Time
4. Calcualte Slack Values
5. Find Critical Path

PERT is an acronym for Program (Project) Evaluation and Review Technique,

in which planning, scheduling, organizing, coordinating and controlling uncertain activities take place.
The technique studies and represents the tasks undertaken to complete a project, to identify the least
time for completing a task and the minimum time required to complete the whole project

CPM was Developed in the late 1950s, Critical Path Method or CPM is an algorithm used
for planning, scheduling, coordination and control of activities in a project.
Here, it is assumed that the activity duration is fixed and certain. CPM is used to
compute the earliest and latest possible start time for each activity.

The primary point that

distinguishes PERT from CPM is that the former gives the extreme importance
of time, i.e. if the time is minimized, consequently the cost will also be reduced.
However, cost optimization is the basic element, in the latter.
 PERT-CPM

slack slack
0 0

A 0 21 C 21 35
21 0 21 14 21 35 project completion time
63

FINISH

slack slack slack

14 0 0

B 21 28 D 35 42 E 42 63
7 35 42 7 35 42 21 42 63

Activity A B C D E
Immediate Predecessor A A C B,D
Expected Time in Days 21 7 14 7 21

IS DEFINED HOW LONG CAN THE ACTIVITY BE DELAYED W/O EXTENDING OR INCREASING THE PROJECT COMPLETION TIM
ACTIVITES A,C,D,E WHICH HAS 0 (ZERO) SLACK IS THE CRITICAL PATH

ake place.
fy the least
project completion time
days

FINISH

Node Convention
early start

activity A ES EF early finish

time t LS LF late finish
late start

ROJECT COMPLETION TIME (CALCULATED AS LS-ES OR LF-EF )

 43 DAYS

FINISH
 GANTT CHART

Project Name Project Duration Project Start Date Project End Date
63 November 01, 2019 January 03, 2020

Task Description Duration in Days Start Date End Date

A CIVIL WORKS 21 November 01, 2019 November 22, 2019

B PLUMBING WORKS 7 November 22, 2019 November 29, 2019
C ELECTRICAL WORKS 14 November 22, 2019 December 06, 2019
D MECHANICAL WORKS 7 December 06, 2019 December 13, 2019
E ARCHITECTURAL WORKS 21 December 13, 2019 January 03, 2020

FORMULA
=IF(AND(F$5>=$D6,F$5<=$E6),"X","")

NOTE:
CRITICAL PATH A,C,D,E

A Gantt chart is a
visual view of tasks scheduled over time. Gantt charts are used for planning projects of all sizes and
they are a useful way of showing what work is scheduled to be done on a specific day. They also help
view the start and end dates of a project in one simple view.

On a Gantt chart you can easily see:

The start date of the project

What the project tasks are
When tasks start and finish
How long each task will take
ow tasks group together, overlap and link with each other
he finish date of the project.
 X
November 01, 2019

X
November 02, 2019

X
November 03, 2019

X
November 04, 2019

X
November 05, 2019

X
November 06, 2019

X
November 07, 2019

X
November 08, 2019

X
November 09, 2019

X
X November 10, 2019

November 11, 2019

X

November 12, 2019

X

November 13, 2019

X

November 14, 2019

X

November 15, 2019

X

November 16, 2019

X

November 17, 2019

X

November 18, 2019

X

November 19, 2019

X

November 20, 2019

X

November 21, 2019

X
X
X

November 22, 2019

X
X

November 23, 2019

 X
X
November 24, 2019

X
X
November 25, 2019

X
X
November 26, 2019

X
X
November 27, 2019

X
X
November 28, 2019

X
X
November 29, 2019

X
November 30, 2019

X
December 01, 2019

X
December 02, 2019

X
December 03, 2019

X
December 04, 2019
X
December 05, 2019
X
X

December 06, 2019

X

December 07, 2019

X

December 08, 2019

X

December 09, 2019

X

December 10, 2019

X

December 11, 2019

X

December 12, 2019

X
X

December 13, 2019

X

December 14, 2019

X

December 15, 2019

X

December 16, 2019

X

December 17, 2019

X
December 18, 2019

X
December 19, 2019

X
December 20, 2019

X
December 21, 2019

X
December 22, 2019

X
December 23, 2019

X
December 24, 2019

X
December 25, 2019

X
December 26, 2019

X
December 27, 2019

X
December 28, 2019

X
December 29, 2019

X
December 30, 2019

X
X December 31, 2019

January 01, 2020

X

January 02, 2020

X

January 03, 2020

January 04, 2020

January 05, 2020

January 06, 2020

January 07, 2020