Chapter-7 Controng Pro|ect Integraton and Work7.1Work Scope Contro7.2Product Ouaty Contro7.3Labor Productvty Contro7.4Equpment Productvty Contro7.5Matera Productvty Contro7.6Work Schedue Contro7.7Performance Contro Usng Earned Vaue AnayssAn emcent ntegrated pro|ect contro system generates nformaton that can mprove the productvty of man and matera; economze the empoyment of resources; enabe understandng of tme and cost behavors; provde eary warnng sgnas of ensurng dangers; update resource pannng and costng norms; prevent pferages and fraud; and assst n formuatng bonus/ncentve schemes for motvatng peope.Lke the gudance systemof a msse, a pro|ect needs an ehectve contro system to contnuousy montor the devatons from the panned path, and to appy correctve measures.7.1Work Scope ControIt ams at ensurng that pro|ect ncudes a the works conformng to stpuated desgn, drawngs, speccatons and BOO, and s concerned ony wth the work requred to compete pro|ect successfuy. Work scope contro ensures that ony authorzed works are done, these works are carred out as per approved constructon practces, whe workng under safe envronment and end product meets the functona and speced requrements. It nvoves- Measurng the approved work scope progress ncudng ordered work devaton.Anayzng the mpcaton of devatons from the sanctoned work n terms of quantty of work, competon tme, resources requred and cost nvoved.Formuatng remeda measures.In the nterest of pro|ect propose, pro|ect scope may undergo some changes from the orgna scope of work. In caseof changes, necessary change contro system must brng out the mpcaton of change on pro|ect tme, resources and cost pror to approva such changes are dvded nto two categores.a) owner requested changesb)Engneerng warranted changesA such changes have mpcatons and must therefore be we consdered and agreed upon by the cent pror to mpementaton(except n case of emergency). The mpcaton must be authorzed n wrtng, recorded n change order regster, dstrbuted to a concerned and tracked t competon.IN NEPALIf contract amount exceed up to 10%,work s executed by the same contractorUp to 25% ncrease n one tem, work s executed by the same contractorIf contract amount exceed more than 10%, work s executed by the same contractor after approva from one eve hgher authorty.If contract amount exceed more than 25%, ask for re-rate and negotated and work s executed. If the work s not competed n tme by the contractor then qudated damage=.05% of contract amount and not greater than 10%7.2 Product Ouaty ControOuaty cost more but ack of quaty cost even morecost per unitof productionMeasure of quality( Quality Level)EconomicbalanceTotal costPrevention andAppraisal costFailure costOuaty contro nvoves montorng output of specc stages n the producton of facty to determne f they compy wth reevant quaty standard and dentfyng ways to emnate causes of unsatsfactory resutOuaty contro measures n constructon nvoves1.Creatng quaty conscousness2.Mobzng resources for assurng and controng product quaty3.Settng up ste matera testng aboratory4. Tranng the concerned stah5.Impementng Ouaty pan6.Testng Matera7.Montorng Ouaty performance8.Investgatng cause of Ouaty Faure9.Formuatng pan to rework when needs10.Feedback Ouaty performance for ehectve mpementIn constructon work , Rework s necessary due to-46% ncorrect executon-30% ack of care-8% ack of nformaton-4% ack of competence-4%ack of knowedge30% Faure n desgn and deveopment8% ack of cear data8% matera faut6%mpossbe to execute2% of othersFoowng Inspecton practces are usuay recognzed as the man steps eadng to the contro of Ouaty through nspecton1.Matera nspecton: To ensure that materas procured are accordng to ad down as speccaton and as per terms and condtons of suppy order. It s done at source as we as ste.2. Process Inspecton: To ensure that operatons are beng carred out correcty and systematcay so that nshed |ob s n accordance wth ad down standards3.Equpment nspecton: To ensure that the equpment beng procured are as per requrement and accordng to terms and condtons of suppy order.4.Inspecton of nshed |ob: To ensure na product.7.3Labor Productvty Contro Productvty=output/nput Workers |ob productvty=Work done n unts/Ehort n man hour Workers productvty ndex=Actua abor hour/standard abor hourStudes carred out at constructon ste reveas that 50-70% of hs tota empoyment tme s productve and remanng 30-50% are wasted fora. Ide watngb. Late startng c. Unschedued breaksd. Unnecessary travenge. Eary Outtng f. Deay n recepts of toos, materas and work nstructonsTypca causes of ow productvty1)Unproductve tme-Rework of defectve work-Watng for matera, equpment and nstructon-Absent from works by workers-Frequent changes n scope of work-Conct between supervsor and workers2)Workers ow morae:-Non fument of empoyment terms and condton-Insecurty of empoyment-Substandard(poor) workng condton -Frequent transfers-Frequent changes n scope of work-conct between workers andsupervsors.3)Poor prework preparaton by supervsor-Excess workers empoyed by supervsor-Insumcent nstructons for the executon of work.-Incorrect sequencng of work actvtes4) Drectona faure of pro|ect management-Faure to set performance target-Faure to make provson for tmey resource support-Faure to provde feedbackFaure to motvate workersWorkers productvty can be controed byRevew the causes of unproductve tmeRepace abor by equpment where possbeSubsttute nemcent toosImprove workng condtonEmpoy competent supervsors.7.4Equpment Productvty ControEqupment productvty stands for quantty of work done per equpment hour.Equpment productvty ndex=Equpment Actua performance/Equpment standard performanceIn constructon, some tasks are abor ntensve, some predomnanty empoy equpment, and some use a combnaton of both, .e. abor and equpment. Equpment productvty contro s under-taken to determne ts empoyment tme, output acheved and ts productvty at ste. Its man purpose s to mnmze wastage n utzaton.A gven pece of equpments productvty s optmum when t s empoyed on the prmary task for whch t s desgned.eg. Bu dozer used for cuttng earth and haung by dozng acton up to 60 meters.Whe purchasng a equpment, one must anayze a the possbe aternatves(buy or ease) If we own the equpment, t ncudes deprecaton cost, nterest, taxes, nsurance, censes, storage etc. as ownng cost and fue cost, routne mantenance, ma|or repar, manpower cost are operatng cost. These cost shoud be thoroughy anayzed.EXAMPLEAn Equpment costs Rs. 50,00,000. Its fe s 5 years and savage vaue s Rs. 20,00,000.Is t worthy to buy or ease the equpment at Rs.10,00,000 per year? =10%Anayze the probem by equvaent worth method.(PW,AW or FW), and gve the decson.Smary, we must cacuate economc fe of the equpment to repace tmey.Generay, Equpment productvty at ste dhers from the standard productvty. In the nta stage Productvty s ess than standard. It graduay mproves provded that equpment remans n servceabe condton. However equpment performance depends on many nherent varabes whch are- Equpment servceabty condtonEhect of terran/access to worksteWorkng space restrctonWeather condtonWorkng condtonWorkng tmng etc.Factors whch are to be controed to mprove productvty areInsumcent preparatonLack of contnuty of workInadequate operators skLack of ehectve supervsonNon avaabty of mantenance and repar factesPoor equpment managementAccdentsThus Equpment productvty can be mproved by sutaby matchng machnes wth |ob, empoyng experenced operators, competent mantenance stah, adoptng correctve methods of work executon, enforcng proper mantenance measures and havng an ehectve pant manager.7.5Matera Productvty ControIn constructon, matera accounts for 70-80% of tota cost. So f we are abe to save the matera cost by 5% ony, t w resut n savng of up to 4% of tota pro|ect cost, whch s possbe.The man reason ofexcessve materas wastage durng procurement and uses can be attrbuted to one or more of the foowng.1. Excessve Ouantty estmaton2. Buyng matera of wrong speccaton/nferor quaty3. Unnecessary buyng of tems4.Untmey buyng of short ved tems5.Improper/unnecessary handng of materas6.Wastage n transportaton7.Lack of pre work preparaton and co-ordnaton8.Inferor Ouaty of materas9.Accdents/res10.Hgh rate of deteroraton due to storage at pace of work11. Faure to return unused surpus materas12. Theft.So preventve measures can be taken to mnmze wastage of matera and savng a ot.7.6Work Schedue ControWork schedue contro s necessaryTo meet the management need for the eary competon of the pro|ect wth acceptabe cost to be pad for ganng tme.To avod deays whch may attract heavy penaty or oss of goodw.To venture(engage) on another pro|ectTo earn bonus for eary competon f found feasbeTransfer the resources needed ese whereTo conform to a gven resources avaabty schedueToos for schedue contro areBar chart CPM/PERTLne of baance(LOB)among these CPM s most popuar.EXAMPLESLook on copy7.7Performance Contro UsngEarned Vaue AnayssBudgetedcostofwork schedued (BCWS) Budgetedcostofwork performed(BCWP),whchs aso caed Earned VaueActuacostofwork performed (ACWP)Cost Variance (CV)Costvariance(CV)isthe diferenceofBudgetedCostof WorkPerformed(earnedvalue) minusActualCostofWork Performed.Itcanbee!ressed as"CV#BCWP$ACWP%&here negativevarianceindicatescost overrun'chedule Variance ('V)'imilarl(%schedulevariance('V)is thediferenceofBudgetedCostof WorkPerformed(earnedvalue) minusBudgetedCostofWork 'cheduled.It can be e!ressed as"'V # BCWP $ BCW'% &here negative variance indicates time overrun.Cost !erformance (CP)Cost !erformance can be obtained b(multi!l(ingearnedvalue (BCWP)b(ActualCostofWork Performed(ACWP)%&hichcanbe e!ressed as"BCWP CP # ACWP'chedule !erformance ('P)'chedule !erformance can be obtained b( multi!l(ing earned value (BCWP) b( Budgeted Cost of Work 'cheduled (BCW')% &hich can be e!ressed as"BCWP 'P # BCW'EXAMPLE)* units of !lantation have to be done in + &eeks !eriod.,stimated!lantationcost&as -s. +**.unitProgressmonitoring&asdone one&eekafterthe&ork&as com!leted /nl(0*1&ork&ascom!leted (as!erschedule)*1hastobe com!leted)Actual cost&as -s. +)*.unitHere,BCWS:25 x 200 = Rs. 5000BCWP:20 x 200 = Rs. 4000ACWP:20 x 250 = Rs. 5000Cost variance (CV)CV #BCWP $ ACWP# 0*** $ )*** # 2 3***CP # BCWP.ACWP0***.)*** # *.4*5ence% 6otal cost at com!letion &ould be ()* units-s. +**).*.4* # -s. 3+%)**'chedule variance ('V)'V # BCWP $ BCW'0*** $ )*** # 2 3***'P # BCWP.BCW'0***.)*** # *.4*5ence%6otal com!letion time &ould be + &eeks.*.4* # +.) &eeks