Network Analysis For Time Prediction, Co-Ordination and Risk Integration

NETWORK ANALYSIS FOR
TIME PREDICTION, CO-ORDINATION

AND RISK INTEGRATION
THESIS REPORT
SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENTFOR THE

DEGREE OF MASTER IN BUILDING ENGINEERING AND MANAGEMENT
OF THE SCHOOL OF PLANNING AND ARCHITECTURE.
(DEEMED TO BE UNIVERSITY)
NEW DELHI (INDIA)
BY
MANOJ KUMAR CHOUREY
DEPARTMENT OF
BUILDING ENGINEERING AND MANAGEMENT
SCHOOL OF PLANNING AND ARCHITECTURE
NEW DELHI - 110-002
JANUARY - 1999
CERTIFICATE
Certified that this report on the thesis entitled " NETWORK ANALYSIS FOR
TIME PREDICTION, CO - ORDINATION AND RISK INTEGRATION" submitted by
Mr. Manoj Kumar Chourey in the partial fulfillment of the requirement for the award
of the Degree of Master of Building Engineering and Management of the School of
Planning and Architecture (deemed to be a university), is a record of the student's own
work carried out by him, under our supervision and guidance, and to the best of our
knowledge has not been submitted to any other institute or university for the award of
any other degree or diploma.
( Mr. Rajesh M.K. Rishi ) Dr. V. Thiruvengadam

Thesis supervisor, and lecturer, Professor and Head
Department of Building Engineering of the Department of Building
and Management, Engineering and Management,
School of Planning and Architecture, School of planning and Architecture,
New Delhi. New Delhi
JANUARY - 1999
ACKNOWLEDGEMENTS
The author expresses his deep gratitude to Mr. Rajesh M.K. Rishi, lecturer,
Department of Building Engineering and Management, for his guidance and
inspiration throughout in the preparation of the thesis work.
The author is also grateful to Dr. V.Thiruvengadam, professor and head of the
Department of Building Engineering and Management, for his valuable suggestions
during the thesis process.
The author is thankful to Mr. Virendra Kumar Paul, lecturer, department of

building engineering and management for his constructive criticism, comments and
incredible support during the work.
The author is also acknowledges the constructive comments and suggestions

given by Mr. P.Krishnan, former Director General (works), C.P.W.D, and faculty
member, Department of Building Engineering and Management, also
Mr. A.R.Ramanathan, visiting faculty department of building engineering and
management, for his guidance and thought provoking insight on various aspects of the
thesis.
The author is indebted to Mr. Atul Gupta, Mr. Salman Jaffery and
Mr. Rohit Jain for their help and support at the crucial stages of the work.
January -1999 Manoj Kumar Chourey

CONTENTS
q Certificate
q Acknowledgements
q List of tables
q List of figures
Chapter - 1 Introduction
1.1 General,
1.2 Project cycle,
1.3 Prediction of time duration for a construction project,
1.4 Need of the study,
1.5 Objective of the study,
1.6 Scope of the study,
1.7 Methodology flow chart,
1.7.1 Description of the methodology,
1.8 Limitation of the study.
Chapter - 2 Literature study
2.1 General,
2.1.1 Realistic definition,
2.1.2 Interpretation of word realistic,
2.2 Practical project planning,
2.3 Risk identification
2.4 Sources of risks,
2.4.1 Classification of risks,
2.5 Sources and causes of delays,
2.6 Risk integration in construction project planning,
2.7 Conclusion.
Chapter - 3 Theories and concepts of the approach
3.1 Approach of the study,

3.2 Explanation of the concept,
3.3 Generalised activity evolution chart,
Chapter - 4 Case study
4.1 General,
4.2 Introduction,
4.2.1 Project brief,
4.3 Occupancy and functional area,
4.3.1 Functional area distribution ,
4.3.2 Percentage area distribution (phase - 1),
4.3.3 Percentage area distribution (phase - 2),
4.3.4 Area statements,
4.4 Service space matrix,
4.5 Organisational structure,
4.6 Present project status,
4.6.1 Time statistics,
4.7 Specific reasons and causes of delays in CCRT,
4.8 Conclusion,
Chapter - 5 Network planning through networks
5.1 General,
5.2 Project planning at master network level,
5.3 Detailed network planning at activity level,
5.4 Component level planning,
5.5 Integrated risk network,
5.6 CCRT project plan as prepared,
5.7 CCRT project plan as it is predicted,
5.8 CCRT project plan as it should be planned,
5.9 Analysis of causes and reasons of delays,
5.10 Monte carlo simulation,
5.11 CCRT project plan for remaining activities,
5.12 Conclusion,
Chapter - 6 Conclusion
6.1 Conclusion,
6.2 Future scope of study.
Bibliography
Appendix
1A- CCRT, basic drawings, construction programme and logic.

1B-. Construction programme as prepared by the contractor.
1C- Integrated risk network.
ANNEXURES
1. CCRT project plan as planned,

2. Action plan for ANNEXURE-1,
3. CCRT project plan as it is going to be,
5. CCRT as it should be planned,
7. Monte Carlo simulation results,
8. CCRT project plan for remaining of the activities,
9. Action plan for ANNEXURE-8.
ABSTRACT
ABSTRACT
The desire for saving can never be fulfilled. But offcource the optimisation is always
possible. The extent of optimisation depends upon the clarity about the details of the stages
involved in the process on the basic of experience and the database. The trend for the future can be
predicted, and steps and unrequired stages involved in the process could be eliminated. It is fact
that the occurrence of risk can not be avoided, they are bound to occur. Extent of effect depends
upon the so many factors, like project nature, location of the site etc. that is the reason because the
risks are more consistent in the industrial sector.
The risk and uncertainties are the main cause of delay in the construction industry,
resulting in the overall project delay. The process involved in manufacturing sector are more
defined and subjected to least changes resulting to the more stable and productive environment,
where as in the case of construction industry, each and every project is unique in the nature and
thus the characteristics of every project varies from the other. This causes a major hindrance in
the process of standrisasion of the construction projects, when it comes to time scheduling. But,
one can also appreciate, that on the basis of past experience and data base, considering the risk
trends and typical activities, the prediction of time for any construction process is possible. These
predicted results may not were exact, but can give more or less satisfactory view of the total
project duration.
The study is oriented towards making a generalised construction process and a
methodology. This basically considers major activities and their associated risks. The entire study
is divided in to some 6 chapters, description of each chapter given follows:
The chapter 1 is about the details of the study itself comprising of introduction, need, objective
scope, limitation, and the methodology. Chapter 2 deals with literature study comprising of
definitions; identification of construction related risks and the methods of integration in to the
construction process. In chapter 3 case study has been discussed. Master network has been
prepared in chapter 4 considering the major 13 identified milestone activities. Further breaks down
of these 13 milestone activities are considered in chapter 5. Chapter 6 deals with the evolution and
integration of the preparatory activities and also deals with the preparation of action plans.
1. As the, schedule should be if one knows the risks involvement beforehand.
2. As it is now, considering the risk occurred and its effect on the initial project schedule.
Study than prepare a network schedule for the remaining of the activities( finishing
activities) on the basis of associated risks identified initially. Study then analyses the network
again with Monte Carlo Simulation technique. Recommendations are basically the analysis of the
results obtained from the action plan. And also involves preparation of a predictive plan for
remaining of the activities.
LIST OF TABLES
S. TABLE DICRIPTION PAGE NO.

NO. NO.
1. 1 Difference between 'Risk' & 'Uncertainty'
2. 2 Generalised activity evolution chart
3. 3 Distribution of functional area.
4. 4 Percentage area distribution 'Phase _ I'
5. 5 Percentage area distribution 'Phase _ II'
6. 6 Service space matrix.
7. 7 Contractor related delays.
8. 8 Electrical (sub-contractor) related delays.
9. 9 Designer & consultant related delays.
10. 10 Owner related delays.
11. 11 Project management related delays.
12. 12 List of milestones proposed by the contractor.
13. 13 Risk occurrence at various stages of project.
14. 14 Contribution of various agencies in project delay.
15. 15 C.C.R.T. project, as planned. Annexure_1
16. 15.1 Action plan for table no. - 15 Annexure_2
17. 16 C.C.R.T. project plan, as it is going to be. Annexure_3
18. 16.1 Action plan for table no.- 16. Annexure_4
19. 17 C.C.R.T. project plan, as it should be planned. Annexure_5
20. 17.1 Action plan for table no.- 17. Annexure_6
21. 18 Monte Carlo simulation results. Annexure_7
22. 19 C.C.R.T. project plan for remaining activities. Annexure_8
23. 19.1 Action plan for table no.-19. Annexure_9
LIST OF FIGURES
S. FIGURE DESCRIPTION PAGE NO.

NO. NO.
1. 1 Factors affecting Project completion 1
2. 2 Project cycle 4
3. 3 Methodology 9
4. 4 Organisational structure
5. 5 C.C.R.T. building plan (typical floor) Appendix_1A
6. 6 Construction programme sequence Appendix_1B
7. 7 Gang movement pattern according to the Appendix_1C
schedule.
8. 8 Initial project schedule (Bar chart) as Appendix_1D
prepared by contractor.
9. 9 Risk integrated network. Annexure_1
10. 9.1 For, Excavation, P.C.C. & R.C.C. in footing. Annexure_1'A'
11. 9.2 For, Plinth beams & Ground floor slabs. Annexure_1'B'
12. 9.3 For, Ground floor columns & First floor Annexure_1'C'
beams and slab.
13. 9.4 For, First floor columns & Second floor Annexure_1'D'
beams and slab.
14. 9.5 For, second floor columns & Terrace floor Annexure_1'E'
beams and slab.
15. 9.6 For, Brick work. Annexure_1'F'
16. 9.7 For, internal finishing Annexure_1'G'
17. 9.8 For, Interior decoration Annexure_1'H'
18. 9.9 For, Terrace work Annexure_1'I'
19. 9.10 For, External development Annexure_1'J'
CHAPTER 1
INTRODUCTION
1.1 GENERAL
The construction process can usually be divided in to four phases; i.e. project conception,
project design (generally considered as pre construction phase), project execution phase, and
project hand over phase. Project conception is the recognition of the needs, which can be satisfied
by a physical structure. The project deign phase is the translation of the primary concepts in to the
spatial form which will satisfy the owner's requirements in an optimum and economic manner. The
construction phase creates the physical form which will satisfy the conception and which permits
the realisation of the design in to the physical form. Lastly, in the hand over phase structure goes
under the actual use for which it is meant. Success of the project can actually visualised in this
phase. If it satisfies the end user in the non-problematic and convenient, way then the project is said
to be the successful.
In the term of construction project management, completion of the project on time is an
indicator of an efficient construction management. In fact, a project is considered to be 'successful'
if it is completed on time, within budget and to the specified intended quality standards.
In recent day construction practice when every thing is going on fast track, every investor
wants to get returns on the investment as soon as possible. Usually it is seen that the vast majority
of the construction project delays occurs during the project 'execution phase', mainly because the
conditions usually make every activity unique in various project.
The management of activities, sequence and logic had always a role to play in the case of
time and cost over runs. For the building construction project, especially for 'structure' part it is
possible to have a comprehensive general methodology, which will able to give more realistic and
dependable results.
In order to avoid construction delays following relationship may be appreciated:
*
Figure number: 1, Factors affecting project completion
INTEGRATION AND CO- CONSTRUCTION

ORDINATION PROJECT COMPLETION
PROPER PROJECT PLANNING
Managerial skills
§ PRODUCTIVITY
§ RISK ASSOCIATION
Modern concepts and technologies
§ IDENTIFICATION OF ITEMS OF WORKS
* Reference B-8
1
1.1.1 Integration and co-ordination
The most crucial part of the project planning is the integration of the various activities,
which defines the way of doing things. The unrealistic relationships most often lead to the
construction project delays. In the process of execution every activity involves some preparatory
activities, which required to be addressed along with the activity level planning of a project. Lack
of coordination between various agencies and lack of awareness are more often lead towards
constriction delays. For the successful progress of the project, efficient coordination between
various project participants required to be ensured.
1.1.2 Productivity
The target productivity should be determined after considering the capability of the
contractor, site conditions, nature of work. Most often it is seen that the imposition of unrealistic
target time leads towards disputes.
1.1.3 Identification of the tasks

It is always beneficial for project health to identify all the tasks involved with an activity
up to the extent feasible. If one knows what is to be done, it becomes easy to plan them. It is mostly
that the surprising tasks which causes delay to the activity. Identification and planning of the
preparatory activities shall prevent the task from getting delayed.
1.1.4 Risks and uncertainty considerations

The general statement for the risks can be given as:
'An event that has been identified as potentially threatening the project integrity in actual happens.'
*
Frever L. Yong.
In more simple terminology, the planned conditions are often different from the actual
conditions; these varied conditions may be named as the risks, or uncertainties. Risks are the
conditions that can be identified and can be taken in to the considerations in order to minimise the
effect whereas but the uncertainties are the conditions that can not be quantified. E.g. fire, flood,
earthquake and other natural happenings. The effect of these uncertainties can not be assessed, if
they occur in the project.
In building construction projects risks can be identified for the particular activity, based on
several actual happenings that can be incorporated in the project planning stage itself.
1.1.5 Project planning
It is more or less similar to the integration and co-ordination aspect but in a broader sense
considering project as whole, management skills play an important role.
*
See reference B-4
2
1.1.6 Modern concepts and technology
With due consideration to the all above-mentioned aspects it is very important to look in to
the technological differences in the project under consideration. By using modern concepts and
technology. It is possible to reduce the overall project duration but this will always need the
considerations for their own associated risks which are required to be addressed for realistic project
planning and scheduling.
1.2 PROJECT CYCLE
In any construction project every activity is passes through the stages mentioned in '1.1'.
The initiation phase includes the inception of the project under consideration and the inception of
the consequent projects. At the planning phase, initial project plan should be prepared, this initial
project plan may also considered as the internal project plan of action or alteration plan of the
project. In the execution phase order of the work execution is to be issued which eventually leads
towards the execution of the activity and the project, this phase may also include termination of any
unsatisfactory jobs or activities. In the follow up phase, the information is to be collected for
controlling and evaluating the project itself. At last in the feed back phase, the information gathered
from the entire project is processed for any further work.
The work sequence and the relationship between various phases and associated activities
can be appreciated in the flow chart given bellow (figure: 2).
3
*
Figure: 2, Project cycle
INITIATION OF INITIAL ORDER TH E

THE PROJECT PROJECT PLAN EXECUTION OF
THE ACTIVITIES
GATHER
INFORMATION FOR
THE PROJECT
CONTROL
ALTERATION EXECUTE
IN THE ACTIVITIES
PROJECT PLAN
EVALUATE
INFORMATION
INITIATION OF FOR PROJECT
THE CONTROL
CONSEQUENT
PROJECTS
TERMINATION
OF THE JOB
INITIATION PLANNING EXECUTION FOLLOW-UP
PROCESS FEED BACK

INFORMATION
FEED BACK
1.3 PREDICTION OF TIME DURATION FOR A CONSTRUCTION PROJECT
At the conclusion of previous discussion it can be said that delays can be reduced
considerably by:
A. Accurate quantification and identification of activity and their associated
preparatory activities.
B. By using realistic integrated logical relationship in the planning and scheduling.
*
See reference - B-2
4
It can always be appreciated that in order to avoid delays and time overruns in a
construction project it is essential to deal the entire construction project right from the beginning.
The construction process as described in '1.1' can be more comprehensively detailed as:
i. Project inception,
ii. Project planning (design phase),
iii. Project execution phase,
iv. Hand over and follow-up procedures, and
v. Feed back information.
As said in previous paragraphs time overruns more often seen in the project execution
phase, but time overruns are actually originated and subjected to the extent of clarity of the work
involved in, understanding of preparatory activities, prediction of construction environment (risk
levels) and the way of integration of various activities.
1.4 NEED OF THE STUDY
As stated in '1.1' that the major parts of Indian construction industry facing the acute
problem of 'time overruns' which ultimately lead to the 'cost overruns'. Considering the goals of the
construction team, both should be kept at the lowest possible level. This requirement of
construction industry justifies the needs of realistic time prediction and the system of risk
integration.
*
At the conclusion from the study of various projects it can be said that the system adopted
for the planning, scheduling and the considerations taken for time prediction are not sufficient as
well as efficient. Adequacies of these adopted systems are in the circle of questions. The
construction industry requires a more systematic and comprehensive system that will be able to
accommodate exhaustive exercise and detailed consideration in order to avoid delays.
Following points can be made in order to justify the need of the study:
1. Inadequacy of existing system used for time prediction and risk estimation.
2. Inability to consider several the activities which most often surprises the construction
process as well as the planner, due to absence of general recommendations.
3. Risk identification, quantification and their integration at project plan level.
4. Unrealistic estimation and planning of available resources due to lack of co-
ordination.
Therefore it can be appreciated that there is a need to explore this area in order to make a
generalised system for network analysis for time prediction, co-ordination and risk integration.
*
Reference - B-9
5
1.5 OBJECTIVE OF THE STUDY
1. To develop a system for planning and scheduling the construction project activities in flexible
and realistic manner, applying time and logistic criteria.
2. To analyse the causes of delay derived from literature and the case study.
3. Simulation of representative data distribution for project duration, reflecting the uncertainties
associated with activity duration or,
4. To provide a basis for the generation of a corresponding probability distribution for total
construction duration, reflecting the time-related risks.
5. To provide standardised functions and assumptions for project planning in the form of
preparatory activities which are essential to be carried out for time prediction.
6. To carry out an exercise (in terms of action plans) on the basis of standardised networks which
will be able to give considerable and acceptable base for construction risk management, in
similar kind of projects.
1.6 SCOPE OF THE STUDY
The study is proposed to deal with the following mentioned aspects:

A. Comprehensive analysis of network for
1. Time prediction.
2. Co-ordination, and
3. Risk integration.
B. C.C.R.T. is the case study to validate the approach.
C. Study deals only with the structure part in detail.
D. Identification of the various reasons and causes for delays, based on the case study.
E. Development of a comprehensive methodology that will be able to accommodate the
risk factors identified in the point ‘D’ above.
1.8 LIMITATIONS OF THE STUDY
A. Study analyses only one case study.

B. Study only deals with the structure part in detail.
C. Constraint at various locations for a particular activity is taken as constant and not
random variables.
D. Since the study is limited to one specific case study, no generalisation is possible on this
basis, but study can be used as a base work for further work in order to generalise the
system for construction projects.
6
E. Risk specific to an activity may be different for some another activity. Study assumes
that, probability of occurrence of specified risks will compensate the probability of
occurrence of any other risks at different locations for the same activity.
F. Results in observation obtained from the study cannot be applied directly to the other
projects, only the procedures, data base can be used for it.
1.7 DISCRIPTION OF THE METHODOLOGY
STAGE -1
Deals with the general introduction, present risk scenario in construction industry. It also
deals with the logical project cycle.
STAGE -2
Deals with the justification of the need of the study, which is supported by the literature
survey and the present scenario in the construction industry.
STAGE -3
Involves the study of the existing system of the project planning, supported by the case
*
study of C.C.R.T. , extracting out the reasons and causes of the construction delays.
STAGE -4
Deals with the preparation of the Master Network, which is eventually prepared on the
basis of the data gathered from the case study.
STAGE -5
This chapter comprises the Activity level planning. It works out the details of the
*
milestones established at the stage -4(master network plan.)
STAGE -6
Preparation of the risk integrated network at the task level project plan, also supported by
the conclusions of the analysis from stage-3.
STAGE -7
Preparation of the action plan taking in to account that the planner beforehand knows the
entire risk scenario.
STAGE -8
Deals with the compression of the entire risk network, and on the basis of this analysis
three - time estimates shall be prepared which shall be simulated in order to eliminate the
extraordinary findings and delays (which may not be the general case).
*
Integrated school for Center for Cultural Resource and Training
7
STAGE -9
In this stage simulations results shall be applied to the project plan prepared for the
remaining of the activities.
STAGE -10
Preparation of action plan which deals with the following situations:
A. Action plan for the project if one knows the entire risk scenario (as it should be).
B. Action plan for the remaining of the project activities.
C. Action plan for the project if it goes as it is going.
D. Action plan for the project 'as it is now' stage.
E. Action plan for remaining activities of the project.
STAGE -11
Extracting out the conclusion and deals with the future scope of the study.
(Note: For methodology flow chart refer figure number: 3)
1.8 CONCLUSION
The chapter able to establish the need of the study through the general scenario in the
construction industry. Gave introduction about the time consideration in construction project
planning. Nature of a construction project cycle also has been discussed in the chapter. In the
concluding phases of the chapter objective and the scope of the study was defined. Lastly, the
methodology for the study has been discussed. Literature study related to project planning taking
time as the focal point has been carried out in chapter number - 2.
8
Figure number-3
1.7 METHODOLOGY – FLOW CHART
INTRODUCTION
Stage: 1
PRESENT NEED LITERATURE

SCENARIO JUSTIFICATION STUDY
Stage: 2
CASE STUDY STUDY OF REASONS &

EXISTING SYSTEM CAUSES FOR
DELAYS
Stage: 3
MASTER
NETWORK
Stage: 4
ACTIVITY ANALYSIS OF
LEVEL RISK FACTORS
NETWORK
Stage: 5
RISK INTEGRATED NETWORK
Stage: 6
ACTION 3-TIME
PLANS ASSESSMENT
Stage: 8
Stage: 7
SIMULATION OF
OBSERVATIONS THE NETWORK Stage: 9
OBSERVATIONS
Stage: 10
CONCLUSION
Stage:
9
1
CHAPTER 2
LITERATURE STUDY
2.1 GENERAL
For any project, the degree of risk involvement being higher conveys that the process of the
project involves high degree of unforeseen factors (risks) resulting in delay. There may be many
queries may arise in ones mind like, what is a risk? What is the nature of the risks? Are they
predictable? These issues are discussed in this chapter. Chapter defines risk, it's interpretation in
context of the construction industry, the practical project planning process, risk identification
systems and concepts, the differences between the risks and uncertainties, sources of risks,
classification of the risks and the reasons of construction delays (pertaining to the agencies
involved). The chapter concludes with the systems of risk integration in a practical construction
project planning.
2.1.1 REALISTIC- Definition
Referring to the Oxford dictionary,

"If you are 'REALISTIC' about the situation, you recognise and accept
its true nature and try to deal with it practically".
The definition involves three key words.
a. Recognise, (identification),
b. Acceptance of true nature(analysis), and
c. Practical dealing (logical application)
2.1.2 INTERPRETATION OF WORD REALISTIC
As a construction project is associated with many uncertainties, risks and variables, they
cannot be predicted accurately. Every project has their own characteristics, i.e. location aspects,
project team, nature of project etc. If the project manager wants to be realistic about the time
prediction, co-ordination and risk integration, he has to recognise what are the probable risks,
where they can be found, at what frequency, and their impact on the project schedule. For a
realistic project plan, it is essential to understand the entire scenario of risk associated in the
project.
Secondly, the risks are bound to occur in the project. However their frequency and area of
impact may vary from one project to the other. In order to minimise the impact on the project plan;
the planner should have to incorporate these risks while planning.
Thirdly, in dealing with these risks are subjective aspects, e.g. its integration in the
project plan level. One cannot assess its exact form and impact. But one should consider on these
10
risks in order to minimise the probable impact. A particular risk not occurring at a phase does not
eliminate its chances of reoccurrence. So careful planning is required to minimise the risk effects.
2.2 PRACTICAL PROJECT PLANNING
A project plan should pay consideration on various factors like technology to be used,
capabilities of contractors, co-ordination between various agencies, integration of various activities
and the extent of detail at various phases of construction. A construction project can be divided
into six stages (mentioned earlier in 1.1.1, 1.1.2, 1.1.3, 1.1.4, 1.1.5, and 1.1.6). As far as the
construction project delays are concerned, the execution phase is the most crucial one, where every
plan will be translated into physical outputs. The attention of all the parties should be centered to
carry out the process in a pre-planned integrated way.
The need of identification of associated preparatory activities beforehand has always been
felt, as one proceeds from work package level to the activity level. So it is always better to identify
these preparatory activities sufficiently early. It is also better to integrate them at the activity level.
So if there is any change anywhere, one should be able to identify the required changes at
preparatory level plan. It is always experienced that the unidentified activities are the foremost
reason for construction delays. This sudden occurrence of these unidentified activities generally
surprises the project plan and ultimately leads to delay the entire works packages, and even the
entire project.
In present system of project planning, these preparatory activities and risk factors are
taken into consideration at the time of initial project planning. This does not get sufficient attention
when actually goes under use. In the process of improvement in the system, it is necessary to adopt
theses preparatory activities and risk elements as the integrated part of the construction plan. So if
the delays are there, it can be concluded that the considerations taken at initial planning level are
not sufficient and need to be modified for the application in the further stages of the project.
2.3 RISK IDENTIFICATION
Risk in the context of project planning and scheduling may be defined as exposure to
probable occurrences of event that affect the time objective of the project process. Risk analysis
has conventionally been carried out as an independent exercise, where the direct impact of risks
cannot be seen as a whole. In order to assess and consider the risk at the activity level planning, the
integrated planning and risk analysis is required, in order to plan the activities in realistic way. In
this case, system inspite of calling activity plan would be called as 'integrated risk and activity plan'.
An well-integrated definition of risk can be expressed as:
11
*
'Risk is the triple characteristic of any project decision is the situation of uncertainty. It may
be defined as the trinity of risk event (A), risk probability (P) and function of risk loss (U), i.e.
R = (A, P, U)
Wherein, Risk event (A), is the random event, which is connected with any project decisions,
(P) is the (risk probability) probability of risk event and (U) is the (risk function) function which
defines the loss or damage, if the risk event occurs.
Most of the literatures uses 'risks and uncertainties' interchangeably. But an uncertain
event is a situation where it is not possible to attach a probabilistic value to the likelihood of the
occurrence. The uncertainties are not insurable. Both risks and uncertainties are different from
each other as follows:
*
Table number: 1, Differences between Risks and Uncertainties
SL. No. Risks Uncertainties

1. Quantifiable Not quantifiable
2. Statistical assessments can be made Assessments can only be made subjectively.
through probability of occurrence.
3. Hard data is available from historic Informed opinion through experienced
records. professionals.
The process of risk integration can be defined as ' the process of systematically and
continuously, identifying, categorizing and as sensing the initial significance of the risk associated with
the construction process. By integrating the risk factors in a project plan, the project duration can be
predicted more realistically, and the co-ordination can be made efficiently. The process of risk
integration must involve an investigation in to all possible potential sources of project risks and
their assessment for consequences should be made.
2.4 SOURCES OF RISK
Several attempts has been made for development of generic system for the purpose of risk
identification, they can be basically defined in three ways:
A. External to the project -
· Estimating from business and physical environment.
B. Risks from client, the projects team the quality of documentation, the perspective of various
* Reference - B-
12
contractors in anticipation of courses of claims.
C. Internal to the projects -
· The various work packages involved in the projects.
2.4.1 CLASSIFICATION OF RISKS
Although, risks are highly subjective to the each individual construction project. The
realistic prediction of the risks and its association to the project plan, are the aspects that become
focal point for the project planner. Consideration should be paid to club these risk factors in
various categories. These categories are basically intended to search for the root cause of the delay,
like who is responsible, what are the factors responsible, which way it is coming, what is the
location, what is the frequency and why it is occurring. These kinds of thought further leads
towards making a structured classification of risks. Following discussed concepts about the
classification of the risks are the results of this thought.
*
2.4.1.1 By: Chapman and cooper:
Sources of risks
A. Who :
· Project parties ultimately involved.
· Project instructor, co-ordinator, Later players.
· Other interested players.
B. What:
· Design
C. Which way:
· Activity,
· board plans
D. Where is that:
· Board resource allocation.
E. When :
· Plan based timetable.
F. Why (Motive)
· Profit,
· Revenue,
· Cost, and
*
Reference - B -
13
· Other motives.
*
2.4.1.2 By: J.G. Perry
Major sources and categories of risks:

A) Clients, government, regulating authorities.
B) Funding and fiscal aspects.
C) Project definition.
D) Project organisation Design.
E) Local conditions.
F) Permanent plants supply.
G) Construction contractors.
H) Construction materials.
I) Construction labour.
J) Construction plants.
K) Logistics.
L) Estimating data.
M) Inflation.
N) Exchange rates, and
O) Force majeure.
*
2.4.1.3 By: J.F.Al-Bahar
1. Act of God -
· Flood,
· Earthquake,
· Fire,
· Wind etc.
2. Physical -
· Damage ,
· Injuries,
· Theft, etc.
3. financial -
· Inflation,
· Funding,
· Exchange rates.
*
Reference - B -
14
· Financial defaults,
· Non - convertibility.
4. Political and environmental -
· Change in law,
· War and civil disclosure,
· Permits and approvals,
· Safety.
5. Design -
· Incomplete,
· Defects,
· Inadequacy,
· Detailing.
6. Construction -
· Weather,
· Labour
· disputes,
· Productivity -
· Site conditions,
· Alteration and defects,
· Design changes,
· Equipment's failure.
2.4.1.4 Generic classification of risks
Considering the classification made in 2.4.1.1, 2.4.1.2 and 2.4.1.3, a common platform can
be made for the risk factors, generic for any project. Keeping in to the view all these aspects,
covered by the generic approach, a generalised risk classification can be worked out as listed
bellow.
Here one can appreciate that any of the construction project activity, first supposed to
designed / planned than the materials to be procured and than finally processed for the targeted end
product. The risk responsible for delays shall be considered in between the various stages. The
generic format has been prepared under the heads of logistic, physical, legal / management, natural
and cultural which covers the entire construction environment scenario. Eventually they are further
divided up to the specific causes of risks and delays.
15
1. Logistic -
A. Design related:
· Inadequate drawings,
· Errors and omissions,
· Change order.
B. Procurement related:
· Uncertainties and delays in supply of materials and equipment's
C. Construction related:
· Skilled labour,
· Inefficiency,
· Weather,
· Defective equipment.
2. Physical -
A. Damage to the structure, materials or equipment.
B. Accidents.
3. Legal management -
A. Regulation and legislation
B. Client related delays
C. Organisation inefficiency.
4. Natural -
A. Earthquake,
B. Wind,
C. Fire,
D. Flood, etc.
5. Cultural -
A. Productivity variation,
B. Absenteeism.
2.5 SOURCES AND CAUSES OF DELAYS

(Reference: P.M.J.-vol.-14,No.1, Feb'96)
Change orders by far are the most frequently cited cause of construction delays, traceable
to construction owners. Delays from owner may be of two kind: unavoidable delays and deliberate
*
Reference - B-
16
policy. Change orders tends to occurs more often in private sectors because the private owners are
in habit of changing plans in like the changing economic environment. Following are the reasons
identified responsible for construction delays.
2.5.1 OWNER RELATED RISKS (GROUP CODE - ER)

1. Change order
2. Slow decision making
3. Late payments of interim bills to various agencies
4. Delays in procuring materials
5. Claims and disputes
6. Deficiencies in organisation
7. Contract negotiation
8. Unrealistic time imposition
9. Low bid selection / failure in selecting proper bid
10. Uncompromising attitude
11. Financing problem
12. Lack of communication between various agencies
13. Inability to frame out requirements
There is general consensus that incomplete drawings are the major cause of delays (80% of the
projects) the majority of delays where traced to inconsistent detailing of the drawings. Several instances of
differences in dimension between plans and sections, incorrect dimensioning of walls and openings,
inadequate detailing of difficult locations and inconsistent detailing amongst systems can be generally seen
in the construction project sites. Following are the typical kind of risks generally seen in the construction
project site:
2.5.2 DESIGNER / CONSULTANT RELATED RISKS (GROUP CODE - DR)
1. Incomplete drawing
2. Slow information flow and responses
3. Inadequate inspection and approvals
4. Design complexity
5. Inadequate specifications
6. Delay in inspection and testing of the works
8. Lack of communication between other agencies
9. Inadequate design experience
Contractor usually complain that the PMCO maintain an uncompromising attitude and rather
than the work in hormony to solve the problems, is in the habit of finding faults. They further argue that
many construction management personnel are often incompetent and trying to protect themselves, are not
17
able to distinguish between what is important and what is not. Lack of field experience of many
construction management personals make them unwilling to accept contractors proposed changes even
when the changes are reasonable. Following are some reasons identified responsible for construction
delays:
2.5.3 PROJECT MANAGER RELATED RISKS (GROUP CODE - MR)
1. Deficiencies in co-ordination
2. Deficiencies in organisation
4. Delays in work approvals
5. Lack of managerial staff
6. Planning and scheduling problems
7. Slow information flow and responses
8. Delay in inspection and testing of works
9. Procurement scheduling
10. Weak motivation
11. Inadequate action / contingency planning
Most of the resource supplier argue that they are not given enough time to produce the
materials at time due to some delays in decisions which eventually leads towards late issue of
purchase order. They also give some excuse that the materials are not available in market. Like
shortage of reinforcement steel is most often causes heavy construction time loss. Import
restrictions on major construction materials and resources are believed to be a major cause of
shortage. Following are some causes found responsible for construction delays from resource
supplier side:
2.5.4 RESOURCE SUPPLIER RELATED RISKS (GROUP CODE - SR)
1. Shortage of construction materials
2. Late delivery of materials and samples
3. Price escalation
4. Low quality of materials
5. Shortage of site workers
6. Shortage of technical personals
7. Insufficient no. Of equipment
8. Frequent equipment break downs
9. Transport problems
10. Imported materials
18
Financial problems of the contractor organisation generally responsible for delays in to the
construction projects, but they argue that the owner is unable to give payments on time. Most of the
contractors are also failing to work out the project plan (without the proper planning details). That is why
most of the projects are facing wide range of delays. Considering the generic scenario following are some
aspects generally responsible for delays in a construction project from contractor's side.
2.5.5 CONTRACTOR RELATED DEALAYS (GROUP CODE - CR)
1. Material management problems

2. Poor site management
3. Supervision
4. Management inefficiency
5. Co-ordination deficiencies
6. Planning and scheduling problems
7. Equipment resource allocation problems
8. Financial difficulties
9. Inadequacy
2.6 RISK INTEGRATION IN CONSTRUCTION PROJECT PLANNING
Considering the reasons and causes of construction delays all above-mentioned aspects
shall be considered at the time of initial project planning level itself. For better assessment of
construction environment and more realistic time prediction, aspects mentioned under the causes
and delay (2.5) by various agencies should be considered at the various stages of a construction
process, namely:
· Design phase,
· Procurement phase,
· Fabrication phase, and
· Execution phase.
These above-mentioned phases can be used as a generic format for evolution of an activity.
The study adopts this generic format for establishing the preparatory activity evolution for the task
activities. The format considers that every activity is passing through all above-mentioned four
stages. The idea behind detailing out these activities is to consider the time and risk factors more
preciously at the right point. So for making a construction programme these points will help
planner to make more realistic assumption. The method of detailing is some thing like tree, or fish
bone type of diagramming, where one try to sub divide the activity up to the original cause of
probable delays and it's exact location. That will help planner to correct the faults at the source
19
itself. Following chart can be appreciated in order to make a generalised activity for construction
project.
2.7 CONCLUSION
The chapter gave the understanding, explanation to the risks, description about the factors
affecting the practical project planning, identifies the risks, differentiate from risk and uncertainties,
identification of sources of risks and the classification of the risks which eventually producing the
list of reasons and causes of risk factors pertaining to the various agencies. In the succeeding part
of the study (in chapter-5), when project plan at task level (component level) has been discussed,
the reasons and causes identified from the case study (chapter-4) is integrated to the project plan in
the format discussed here.
20
CHAPTER 3
THEORIES OF THE
TIME PLANNING APPROACH
3.1 APPROACH TO THE STUDY
The first chapter stated the introduction too the topic, need of the study, scope of the
study and the objectives. The second chapter discussed the literature study and defined the
term realistic project planning, risk identification where the classification of the risk is
brought out. The chapter also deals with the methods and systems suggested by the literature
for the risk integration in a project plan. It was discussed that the risks should be considered at
the initial level itself. As far as the integration of risk factors are considered, their exact
location plays important role in drawing consideration and making assumptions. One is
generally aware about risks, generally fails to incorporate and integrate the risk factors at the
proper place, which causes unrealistic planning and leads to construction delays. Considering
these aspects, here in this chapter a systematic and reliable approach re-suggested for project
planning.
3.2 EXPLANATION OF THE CONCEPT
Any project time plan can be divided in to three hierarchical levels:

3.2.1 Master network level,
3.2.2 Activity level, and
3.2.3 Component level
It is generally seen in a construction project that the attention is paid up to the activity
level planning. Master network involves the project milestones level planning and is treated as
the target plan. Further hierarchical levels are worked out on the basis of this master network.
The master network is subjected to the changes when the activities are actually detailed out.
The priority of the top management will always be not to change the master schedule at the
cost of extra manpower or any other resources at the activity level. At the activity level, the
end activities are generally under consideration i.e. reinforcement, formwork and concreting.
The planner does consider the risks aspects at this level but the consideration are not
specified. So the considerations are same as it was taken initially. The trends and patterns of
the associated risks are never visualised, at the activities, like say: mock-up approval, lab
tests, sample approvals, etc. Risk associated with like wise stages or activities could surprise
the entire project plan by their sudden occurrence. So the need was always felt for the more
detailed net work planning. The component level planning should be able to satisfy the need.
In the component or task level planning associated with each individual activity, This task
level planning will be based on the activity evolution flow chart (Table no. 2), in where a
generalised format will be considered for all activities, logically. For example the first time
activity will be considering the preparatory activities in great detail but in later cases the
21
extent of detail will be less for the same activity as the sample, mock-up, shop drawing and
other related activities gets eliminated.
*
Situation can be explained through the following examples : Considering the
concreting work, the preparatory activities taken in to consideration may be listed as:
1. Source identification and approvals,
2. Issue of drawings and site clarification,
3. Lab test and site clarification,
4. Test and approvals of materials at site,
5. Set-up for stores and yards,
6. Purchase order and transportation of materials and other resources,
7. Inspection ,approvals and testing,
8. Laying and checking, etc.
But in the later cases of the same activity (concreting), following activities can be
*
eliminated or say they generally not performed and not have the repetitive kind of nature.
2. Set-up for stores and yards,
3. Lab tests and, site clarification
The details of the preparatory activities will be worked out on the basis of the
generalised activity evolution chart, but the elimination of the non-repetitive kind of the
activities will be done subjectively, by applying the logic and the trends. Therefore it is
necessary to consider these preparatory activities and not to stick on the activity as whole. In
other words one should not be confined to the concreting activity itself, and one should
consider the associated preparatory activity also. The study also extract out the risks which
actually occurred at the project (refer to chapter-four). The kind of risk scenario one can get,
for example: project manager related risks (number-4), viz. delay in recommendation for steel
(see table no.11) should be considered at component level. Referring to the above-mentioned
stages of preparatory (task) level, at stage number-6 (purchase order and transportation of
materials and other resources, one can have a specific consideration for the specific reason for
delay at the specific stage and have an action plan considering that this risk as an integrated
part of a construction project plan.
*
Reference: Appendix - 1
22
3.3 GENERALISED ACTIVITY EVOLUTION CHART
Considering the importance of these preparatory activities need of a generic format

for the evolution of any of the activity is being highlighted. On the basis of the study carried
out in chapter - two, a generic format is prepared for the evolution of activities for
considerations. (See table number-2: Generalised activity evolution chart). This generalised
format basically convey that every activity (i.e. reinforcement, formwork, concreting etc.) has
to evolve through the stages which have already been defined in previous paragraphs (2.6).
The basic format given in 2.6 is to be used with slight customisation for the construction
projects. This generic format basically involves four basic stages i.e. design stage,
procurement stage, fabrication stage and execution stage. These stages are further evaluated in
*
to sub classification , which involves the milestone for a particular preparatory activity. This
generic format gives the generalised sequence for evolution of any activity. The generalised
activity evolution chart can be seen in table no.-2.
Table no.: 2 Generalised Activity Evolution Chart

S.N Design stage A. Source identification i. Finalisation of specification.
o. and approvals ii. Estimation of quantities.
B. Submission of drawings i. Design and drawing finalisation
and site clarification ii. Site clarification about design and
drawings.
C. Market survey and i. Market survey, sample approvals, and
sample approvals vendor selection.
ii. Scrutinizing and finalisation of
quantities.
2. Procurement A. Lab test and site i. Confirmation tests of materials at lab.
stage clarification
B. Procurement and i. Submission and approvals of work plan.
transportation of materials ii. Preparation of statement of quantities.
iii. Issue of purchase order.
iv. Procurement of labor, materials,
equipment's and other resources at work
site.
3. Fabrication A. fabrication of i. Mock - up preparation and approvals.
stage. components required for ii. Fabrication of required components.
implementation
4. Execution A. Mock - up preparation, i. Mock- up preparation for finished
stage. inspection, approvals, product.
checking. ii. Inspection, checking, approvals, testing.
B. Implementation i. Issue of work order
ii. Implementation.
*
Reference: appendix - 1
23
One can always appreciate that the reasons and causes of delays (risk) are not
occurring at the activity level where only the implementation part is considered. In most of
construction projects risks are spread all over the task level activities. So the importance of
integrating the task with the activity level can be appreciated. Applying this concept,
following methodology is adopted for the study.
Study involves the study of an ongoing project (C.C.R.T.); for which analysis for
factors affecting time aspect. Listing of all the factors and integrating with the activity and
task level network, and the further analysis can be done on this basis. i.e. action plans, PERT
analysis, simulation etc.
The next chapter deals with the details of C.C.R.T. (Case Study).
24
CHAPTER 4
CENTRE FOR CULTURAL RESOURCES AND

TRAINING ( C.C.R.T. )
Integrated school complex A Case Study.
4.1 GENERAL
The chapter comprises the comprehensive study of C.C.R.T. is Starts with the introduction
about the agencies involved, introduction to the building site, building plan, functional area
distribution, percentage area distribution, construction logic, gang movement and the construction
programme. Further in the chapter the reasons and causes of construction delays where analysed.
For this format prepared in the chapter-two (2.5 sources and causes of construction delays) is used
for the analysis of these reasons. Electrical contractor related delays are dealt separately because it
plays major contribution to the overall civil works delay.
4.2 INTRODUCTION
CCRT integrated school is a low -rise school complex, basically comprising of three type
of occupancies:
A. Staff housing,
B. Students hostel, and
C. Administrative and school block.
4.2.1 PROJECT BRIEF
1. The project: Integrated School For C.C.R.T (Center For Cultural resources And
Training) At Dwarka, Sector 7, New Delhi.
2. Involved agencies
3. Client C.C.R.T,
Bhawalpur house, Bhagwandas Road,
New Delhi - 110001.
4. Architects: Kanvinde Rai & Chowdhury
14 F Central Ring Road, Connaught Place
New Delhi - 110 001
5. Project Manager: Rajesh Rishi Associates.
6. Sanitation/ plumbing/ fire fighting/ electrical consultants
Advance Design House Pvt. Ltd.
R - 18 Rajouri garden
New Delhi - 110 027
7. Air conditioning consultants:
Engineering & Management consultants
A - 3 / 22, Bathla apartments, 43-Indraprastha extension
Patpat ganj, New Delhi - 110 093
25
8. Structural consultants: Tandon consultants Pvt. Ltd.
17 link road, Jangpura extension
New Delhi - 110 014
9. Contractor: M/S Singh Contractors, India.
10. Electrical contractors: Jitco overseas project
M - 24 Kundan house, Nehru place
New Delhi
11. Existing surrounding's
Towards North Native Settlement/Village
North - East Native Settlement/Village
East Vacant Plot Separated By A 12 M Wide Road To
be developed As A Residential Complex.
South - East Vacant Plot Separated By A 12 M Wide Road to
be developed As A Residential Complex
South Residential Complex Separated By A 12 M.
Wide Road And Vacant Plot.
South - West Residential Complex at A Distance Separated
By A 12 M. Wide Road And Vacant Plot
West Remaining Area of the Project to Be Developed
As Hostel Complex.
12. Location : Dwarka (Pappan Klan), Sector 7
13. Area : Total site area allotted for school building: 9000 Sq.m.
14. F. A. R. : 0.83
15. Built-up Area : 8000 Sq.m.
§ Ground Floor: 3000 Sq.m.
§ First Floor: 2706 Sq.m.
§ Second Floor: 1416 Sq.m.
§ Basement: 672 Sq.m.
16. Structure:
§ The building is an R.C.C. framed structure, with G+2 floors and part
basement having raft (stitching slab) foundation.
§ The soil is clayey silt having an S.B.C. of 10 T/Sq.m. and the depth of the
Water Table is 18 feet.
§ External walls are 300 mm Th. Cavity walls.
26
17. Special architectural / structural features:
§ Puppet theatre/Audi have a pitched roof structure
§ Spiral staircase at the entrance with fibre glass dome
§ Ramp in the middle of courtyard from the ground fl. to the first fl.
§ Two oval towers/toilet blocks
18. Expected total project cost : Rs.9 billion

19. Expected project duration : 2 years
4.3 OCCUPANCY AND FUNCTIONAL AREA
§ Class Rooms: 30 students per class room (19 rooms)

§ Director/ Deputy Directors: 12-15
§ Principal/ vice-principal: 2
§ Administrative Staff: 25-30
§ Computer Staff: 8-10
§ Non-administrative Staff: 25-30 (guards, maintenance, janitor, etc.)
§ Visiting Staff: 8-10
§ Visitors: 30-35
§ Seating capacity of auditorium: @ 200
§ Lecture Hall: 40
Grand Total @ 900-950 persons.
(Note: The above figures are assumed to be true in case of 100% attendance on all working days.
Usability of auditorium and lecture halls will be occasional. Separate parking facility has been provided
for the same with common toilet block.)
For the study exercise consideration will be paid only on the administrative and school
block. It has the maximum height up to second floor - +10.75 Mt., some part of the building it has
only ground and first floor. (See table number - 3, for functional area distribution statement,
basically comprising of some seven blocks, namely: A, B, C, D, E, F and G.
27
4.3.1 Functional Area Distribution
Table: 3, Distribution of functional area
S.No. Location Functional area
1. Block - A
A. Ground floor Principles office, Classrooms, Laboratory, Electrical rooms,
other Administrative offices.
B. First floor Computer rooms, Class rooms, Administrative offices.
C. Second floor Teachers rooms, Classrooms
2. Block - B
A. Ground floor Class rooms
B. First floor Class rooms

C. Second floor Class rooms
3. Block - C
A. Ground floor Boy's common rooms, Practical work shops.
B. First floor Directors rooms, Deputy Directors room and other supporting
offices.
C. Second floor Administrative offices
4. Block - D
A. Ground floor Kitchen, Scout rooms and Stores.
B. First floor Puppet rooms and Multipurpose rooms.
C. Second floor Rooms.
5. Block - E
A. Ground floor Lecture hall, Amphi theatre, Library
B. First floor Mini theater
6. Block - F
A. Ground floor Reception, Multi purpose hall.
B. First floor Auditorium.
7. Block - G
A. Ground floor Reception, Lift lobby, Museum.
B. First floor Conference halls
28
4.3.2 Percentage Area Distribution
Table: 4, Percentage Area Distribution Phase 'I'

Spaces Area ( Sq. m.) Percentage ( % )
1. Administration 337.35 11.00 %
2. Academic ( class rooms + labs ) 1200.00 39.20 %
3. Circulation ( corridors + lift + staircases ) 566.00 18.48 %
4. Services 145.08 16.85 %
5. Studio 305.02 9.96 %
6. Miscellaneous 145.08 4.51 %
Total 3063.45
4.3.3 Percentage Area Distribution
Table: 5, Percentage Area Distribution Phase 'II'
7. Administration 398.00 13.19 %

8. Academic 145.00 4.81 %
9. Workshops 345.00 11.44 %
10. Auditorium including toilets, green rooms etc. 346.42 11.48 %
11. Puppet theatre 164.92 5.47 %
12. Amphitheater 110.00 3.65 %
13. Circulation 727.80 24.12 %
14. Services 175.00 5.80 %
15. Miscellaneous 665.00 22.04 %
Total 3017.14
4.3.4 Area Statements
§ Total site area 9000. 00 sq. m.

§ Ground coverage 3000 .00 sq. m
§ First floor 2706 .00 sq. m
§ Second floor 1410 .00 sq. m
§ Basement 672 .00 sq. m
§ Total built up area 7473 .00 sq. m
§ F.S.I consumed 0.83 (approx.)
29
Table: 6
4.4 SERVICE SPACE MATRIX
Electrical Emergency el. Audio Video Air Fire Water Drink. Sewage Telephone
conditioni fighting supply Water /sludge
ng
1. Reception * *
2. Principal room * * * * * *
3. Vice principal * * * *
room
4. Lounge * * *
5. Director general * * * *
6. Director * * * *
7. Deputy director * * * *
8. Conference * * *
9. Meeting room * * *
10. Administration * * *
11. Class room * * * *
12. Labs * * * *
13. Dance room * *
14. Music room * *
15. Puppet * *
16. Lecture hall * * *
17. Multipurpose * * *
hall
18. Auditorium * * *
19. Studio * * * * *
20. Common room * *
21. Teachers room * *
22. Museum * *
23. Toilets * * * * *
24. Corridors * * * *
30
Figure: 4
4.5 ORGANISATIONAL SETUP
OWNER
C.C.R.T.
PROJECT MANAGER ARCITECT

Rajesh Rishi & Associates Kanvinde Rai and Choudhary
CONTRACTORS
CONSULTANTS
CIVIL
H.V.A.C.
ELECTRICAL
ELECTRICAL
PLUMBING PLUMBING
FIRE FIGHTING SITE DEVELOPMENT
LIFT
HORTICULTURE AND
LAND SCAPE H.V.A.C
4.6 PRESENT PROJECT STATUS
Project schematic plan and the progress pattern (planned), gang movement can be seen
in the given sketches in the appendix - 1. At present the super structure of the building is
finished and other finishing works like Plastering, Brick work, Electrical works, Plumbing and
Fire fighting works are going on. Surrounding External works like: Road work, External
electrical works, Landscaping etc. are going on and are planned to finish within next six
months (June'99).
25
4.6.1 TIME STATASTICS
After the overall time frame given by the owner, the contractor has prepared a 'Time-
*
Schedule' in the form of bar charts. These charts show the block-wise and package mile stone-
wise description of the scheduled progress. The bar chart prepared by the contractor is here
attached in the appendix- 1. According to this bar chart schedule the project was scheduled to
be started on 28th May 1996, and finished on 31st March 1997. The project has already been
delayed by one and half year, and the contractor has been given the required extension for
remaining of the works and activities.
**
The basic reasons for delays are given here under. These conclusions are drawn on
the basis of discussion with the project manager of the project under consideration.
1. Delays by the contractor in finishing the concrete mix design and its approvals
from the consultants.
2. Impact of the weather during the mansoon seasons, particularly affected the
basement progress of block 'C', 'D', 'E'.
3. Inadequate skilled labour mobilisation at the work site.
4. Delays due to the sub-contractor agency
(NOTE: For the format adopted for the listing (given here), refer to the previous chapter-
three and detailed listing of specific delays and their associated reasons pertaining to CCRT, refer
to table number- 7 to11).
4.7 C.C.R.T. specific reasons and causes of delays as they occurred in the project
On the basis of the format prepared in chapter - two, section (2.5), here the CCRT
specific risks involved in the project under consideration are listed in the table given below.
This table is able to convey the exact and real cause of delay, duration of the delay and the
dates within which they have occurred. Here each of the individual risks and causes are given
an individual index number (in the form of serial number). These tables are further used in the
***
preparation of the integrated risk network , where these reasons are integrated to the
component level activity (so called preparatory activities). The network prepared for the action
plan (chapter-5, appendix-1) considers all these risk factors as in integrated form in the
component level activity network.
*
Refer to contractors schedule- appendix-1-B
*
Refer table number 8 to 11
*
Refer: appendix-1C
26
From the conclusion of the chapter-2 one can appreciate that for the most of the delays
(80% of the construction project), the designer and consultants are responsible for the design
and drawing were delayed, which are far most than the construction delays. This is also true
for the CCRT. Out of the 37 listed reasons of delays 23 are falls under the category of designer
and consultant-related delays. The study uses these actual delay duration at the respective
***
phases of preparatory activity (component level) .
In the similar manner the owner related delays, contractor-related delays and project
manager related delays could be appreciated from the table given below, where in major causes
related to the owner can be identified as late payment of running bills, clarifications and the
approvals of the materials.
Table: 7, Contractor related delays
S.No. CONTRACTOR RELATED DELAYS DELAY FROM TO

1. Waiting for Drawing 7 5/25/95 5/31/95
5 Delay Due to Incomplete Quotation 7 5/25/95 5/31/95
6 Extension of Time New Stipulated Finish Time for 1 5/25/95 5/25/95
the Civil Works
7 Approval for Use of Local Made Steel 13 5/25/95 6/6/95
8 Delay in Approvals of Equipollents 14 5/25/95 6/7/95
9 Delay Due to Decision of Roof of Large Span 59 5/25/95 7/22/95
Structure
10 Waiting for the Reinforcement Detail Drawing 23 5/25/95 6/16/95
11 Waiting for Schedule of Finish 63 5/25/95 7/26/95
12 Waiting for Schedule of False Ceiling 89 5/25/95 8/21/95
13 Waiting for Detail of Under Ground Tank 84 5/25/95 8/16/95
14 Waiting for Detail of Projections 73 5/25/95 8/5/95
15 By other Agencies (brick work in basement) 94 5/25/95 8/26/95
16 Delay in Preparation of Mock-Ups 32 5/25/95 6/25/95
17 Reinforcement Detail of Roof 1 5/25/95 5/25/95
18 Failure of Design Mix Tests 1 5/25/95 5/25/95
19 Delay in concreting Waiting for Fire Installations 10 5/25/95 6/3/95
20 Fixing of Tiles in Toilets are Delayed Due to 28 5/25/95 6/21/95
Plumbing Sub Contractors
21 Delay Due to Electrical Sub contractor 10 5/25/95 6/3/95
22 External Works Delays Due to Electrical Sub 32 4/7/96 5/17/96
contractors
23 Intimation for Requirement of Cement 17 5/5/96 5/25/96
24 Recommendation for Sub Contractor for Anti- 12 5/8/96 5/23/96
termite Treatment/Water Proofing
25 Material Send for Tests 5 5/20/96 5/24/96
26 Approval of Source of Material 17 5/20/96 6/10/96
27 Material Send for Tests 16 5/24/96 6/13/96
27
28 Water Tests 12 5/30/96 6/14/96
29 Financial Problem for Purchasing Steel 88 6/28/96 10/28/96
30 Statement of Requirement of Steel 30 7/3/96 8/13/96
31 Failure of Design Mix Tests 17 7/4/96 7/26/96
32 Letter of Intimation for Non-availability of 91 8/12/96 12/13/96
Specified Steel
33 Back Filling Of Earth is not as Per Specifications 11 9/25/96 10/9/96
34 Cement Test Failure 9 10/9/96 10/18/96
35 Intimation for Requirement of Steel 14 10/10/96 10/28/96
36 Brick work up to D.P.C. Level has been Finished 6 10/12/96 10/18/96
37 Plinth Beams Delayed Due to Non-conformity 10 10/28/96 11/8/96
with Specification
38 Non availability of Steel 18 12/13/96 1/7/97
39 Slow Progress by Electrical Sub contractors 40 2/11/97 4/7/97
40 Delay in Construction Process 112 2/14/97 7/15/97
41 Failure in Completing the Mock-Ups 14 4/19/97 5/7/97
42 Failure in Completing Mock-ups 154 5/7/97 12/2/97
43 Work of R.C.C. does not Started Due to 52 5/10/97 7/17/97
Preparatory Activities
44 Purchase Order for Steel 12 5/17/97 5/31/97
45 Delay in Concreting 153 5/17/97 12/12/97
46 Delay in Progress 180 7/18/97 3/17/98
47 Work do not Started Due to Preparatory Activities 1 7/20/97 7/20/97
48 Delay in Taking up the Brick Work in Basement 62 11/12/97 1/31/98
49 Delay due to Electrical Sub contractors 10 11/21/97 12/4/97
50 Delay due to Fire -Installation Agency 8 12/4/97 12/13/97
51 Inexperienced New Work in Puppet Hall and 17 12/21/97 1/10/98
Auditorium
52 Delay Due to Other Agencies 80 1/8/98 4/21/98
53 Water Filled Basement 17 1/8/98 1/29/98
54 Disturbance Due to Other Sub contractor 18 1/9/98 1/31/98
Agencies
55 Delay by Other Sub contractor Agency 18 1/9/98 1/31/98
56 Faulty Work 51 1/12/98 3/18/98
57 Low Standard Floor Traps 12 1/13/98 1/28/98
58 Disputes for New work of Large Span Roof of 1 1/20/98 1/20/98
Puppet Hall and Auditorium
59 Plumbing Contractor Failed to Show the Progress, 22 2/2/98 2/28/98
Further Work Scheduled to Finish by
60 Stipulated Completion Date 224 2/2/98 11/30/98
61 Delay Due to Irregular Procurement Schedule 1 2/21/98 2/21/98
62 Faulty Work in Library Under Side Plaster 20 3/3/98 3/28/98
63 Intimation for the Requirement of Cement 4 3/6/98 3/11/98
64 Intimation of Requirement of Cement 1 3/11/98 3/11/98
65 Delay Due to Electrical Sub contractors 7 3/13/98 3/23/98
66 Intimation for the Requirement of Steel 2 3/20/98 3/23/98
28
67 Letter of Requirement of Steel 1 3/23/98 3/23/98
68 Intimation of Requirement of Steel 1 3/23/98 3/23/98
69 Delay Due to Electrical Sub contractor (Audi) 1 3/23/98 3/23/98
70 Failed to Complete the Works Finishing Date for 183 3/27/98 11/30/98
Civil Works are Extended up to
71 Finishing Works to be Completed 1 4/4/98 4/4/98
72 Delay in Progress 62 4/13/98 7/3/98
73 Structural Work for Part III to be Completed by 1 4/30/98 4/30/98
74 External Work Getting Delayed Due to Plumbing 5 5/12/98 5/16/98
Sub contractors
75 Delay in Procurement of Electricals 34 8/6/98 9/19/98
76 Delay Due to Disputes 9 8/21/98 9/1/98
77 Letter of Requirement of Cement 9 8/23/98 9/2/98
Table: 8, Electrical sub contractor related delays

S.No. ELECTRICAL SUB-CONTRACTOR DELAY FROM TO
RELATED DELAYS
1. Sec. floor slab held 4/2/97 11/2/97
2. Waiting for electrical lay out drawing. 10 5/3/98
3. Clarification regarding sleeves etc. 3 1/4/97
4. Delay due to wrong drawing 12/4/97 24/4/97
5. Delay due to lack of co-ordination, missing details 11/4/97 24/4/97
about implementation schedule.
6. Incomplete drawing of internal electrical works 22/4/97 29/4/97
7. Lack of communication about clarification of 22/4/97 28/4/97
drawings.
8. Delay in mock-up room preparation 10 7/5/97
9. Delay in approval of sub station. 10 20/5/97
10. Delay due to incomplete drawing. 15/5/97 23/5/97
11. Clarification about procurement of electrical 14/6/97 26/6/97
materials
12. Approval of drawing D.B. installation, duct rails, 2/6/97 26/6/97
dimmer panels, H.T. panels, sub-station lay out.
13. Failure of sample of SPN D.B. box 30/6/97 10/7/97
14. Submission of sub station drawing. 1/12/97 2/6/97
15. Structural details and site clarification about 10 9/1/98
transformers
16. Clarification for H.T. panels 7/2/98 13/2/98
17. Delay in application of anticorrosive paint on G.I. 8/1/98 12/1/98
pipes in toilets.
18. Drawing and design related delay 7 19/2/98
19. Approval of conduit lay out drawing. 21/2/98 27/2/98
20. Submission of details of extra items. 14/11/97 24/2/98
21. Progress delay in plumbing and fire fighting works 16 12/3/98
22. Non-availability of conduits. 18/3/98 16/9/98
23. Poor quality of electrical works. 7 6/4/98
24. Alteration in drawing. 21/2/98 4/3/98
29
25. Approval of D.G. set. 120 10/4/98
26. Delay due to poor quality of works. 17 17/3/98
27. Delay in producing analysis of rates for extra 9 14/11/98
items.
28. Site clarification about cables, size of exhaust fan, 21/5/98 17/3/98
ceiling fan etc.
29. Delay in producing technical data for D.G. set, 10/1/98 3/2/98
alternator, and D.G. power supply.
30. Incomplete details and technical data of D.G. set. 24/4/98 13/5/98
31. Delay in approval of D.G. set. 24/4/98 21/5/98
32. Changes in specification. 13/5/98 2/6/98
33. Delay in concreting of roof slab due to lack of 7 8/6/98
labour slab.
34 Non-availability of conduit and labour at site. 12/6/98 18/6/98
35. Delay in sending data sheet for D.G. set for 12 18/6/98
approvals.
36. Delay in producing technical data sheet of fire 8 4/7/98
alarm control panels and main control panels.
37. Delays in producing shop drawing. 6/10/98 22/10/98
Table: 9, Designer and consultant related delayss

DESIGNER AND CONSULTANTS RELATED DELAY FROM TO
DELAYS
1. Design Related Delay 9 5/25/95 6/2/95
2. Wrong Drawing / Details 4 4/17/96 4/22/96
3. Architecture Design and Drg. Delay 12 5/14/98 5/28/98
4. Design Related Delay for Structure Drg. 38 5/27/96 7/17/96
5. Delay in Approval of Design mix 25 6/25/96 7/29/96
6. Design Related Delay 13 7/15/96 7/31/96
7. Incomplete Drg. 84 7/24/96 11/15/96
8. Approval of Test Results 13 7/31/96 8/18/96
9. Approval of Test Results 17 7/24/96 8/15/96
10. Design Related Delay for Structure Drg. 10 9/26/96 10/9/96
11. Incomplete Reinforcement Detail 41 10/25/96 12/22/96
12. Error / Modification in Drawings 18 10/30/96 11/22/96
13. Approval of Electrometric Bearing 46 1/10/97 3/15/97
14. Reinforcement Detail of Roof 83 6/16/97 10/7/97
15. Design Drawing Delay 19 8/28/97 9/23/97
16. Incomplete Stair Case Detail 283 9/4/97 9/18/98
17. Incomplete Drg./Design 23 9/24/97 10/24/97
18. Design Drawing Delay (electrical) 30 10/2/97 11/12/97
19. Structure Detail of Under Ground Tank 72 10/17/97 1/21/98
20. Schedule of Finish 44 10/22/97 12/20/97
21. Schedule of False Ceiling 307 11/4/97 12/20/98
22. Incomplete Drawing Clarification 10 12/2/97 12/13/97
23. Drawing Delay 9 12/3/97 12/13/97
30
26. Drawing Delay for Water Tank 10 1/8/98 1/20/98
27. Drawing Delay (structure) 14 1/23/98 2/10/98
28. Architecture Design and Drg. Delay(civil) 8 1/29/98 2/6/98
29. Architecture Design and Drg. Delay(electrical) 5 2/2/98 2/7/98
30. Detail of Projections 51 2/16/98 4/21/98
31. Lack of Technical Staff 25 1/20/98 2/20/98
32. Late Approval of Running Bills 10 2/27/98 3/11/98
33. Delay in Producing the Minutes of Meeting 21 3/30/98 4/24/98
34. Drawing Delay for Stair Case Flooring 19 5/16/98 6/9/98
35. Delay in Approval of Tiles / Shutters 31 4/14/98 5/25/98
36. Delay in Drg. of Boundary Walls 7 7/28/98 8/5/98
37. Late Approval of Running Bills 4 9/18/98 9/22/98
Table: 10, Owner related delays

OWNER RELATED DELAYS DELAY FROM TO
1. Appointment of Project Manager 1 5/25/95 5/25/95
2. Late Payment of Running Bill No.-2 4 5/25/95 5/28/95
3. Late Payment of Running Bill no.-5 3 5/25/95 5/27/95
12. Late Payment of Running Bills 11 5/25/95 6/4/95
13. Test for Cement 31 3/10/96 4/10/96
15. Test for Steel 18 4/15/96 5/7/96
16. Invitation of Quotation 8 4/29/96 5/7/96
17. Clarification for Quotation of Cement 7 6/4/96 6/12/96
18. Approval of Source and Rate of Cement 12 6/10/96 6/25/96
19. Purchase Order for Cement 5 6/13/96 6/19/96
20. Purchase Order for Steel 5 6/24/96 6/28/96
21. Opening of Quotation for Steel 1 8/26/96 8/26/96
22. Suspension of Work 61 8/27/96 11/18/96
23. Delay in Source Identification of Cement 30 9/6/96 10/16/96
27. Delay in Payment of Running Bills 6 10/6/97 10/13/97
28. Invitation of Quotation for Cement 1 11/18/97 11/18/97
29. Receive of Quotation 3 11/19/97 11/21/97
31
30. Asking for Recommendation from PM 14 11/20/97 12/9/97
31. Cement Procurement Order 14 11/20/97 12/9/97
32. Late Payment to Supplier 31 11/24/97 1/1/98
33. Escalation Disputes 42 12/4/97 1/27/98
34. Late Payment Due to Abnormal Increase in 21 12/17/97 1/12/98
Schedule of Quantity of Steel
35. Late Payment Due to Disputes 10 2/23/98 3/5/98
36. Invitation of Quotation for Steel 1 3/24/98 3/24/98
37. Opening of Quotation for Cement 1 3/27/98 3/27/98
38. Procurement Order for Steel 1 4/2/98 4/2/98
39. Procurement Order for Cement 1 4/2/98 4/2/98
40. Procurement Order Delay for Cement 1 4/7/98 4/7/98
41. Delay in Payment of Running Bills 7 4/10/98 4/20/98
42. Clarification on 16th Running Bills 5 5/13/98 5/18/98
43. Clarification of 18th Running Bills 1 8/5/98 8/5/98
44. Delay Due to Slow Decision Making 35 8/12/98 9/25/98
45. Approval of Quotation of Steel 25 9/8/98 10/9/98
46. Communication Delay 3 9/18/98 9/21/98
47. Clarification About Procurement of Cement 1 9/18/98 9/18/98
Quotation
48. Clarification About Mis-understanding in 6 9/19/98 9/25/98
Quotation to the PM
Table: 11, Project manager related delays

PROJECT MANAGEMENT RELATED DELAYS DELAYS FROM TO
1. Report and Pre Tender Meeting 44 8/16/96 10/15/96
2. Clarification of Civil Pre Construction Discussion 59 12/15/95 2/11/96
And Pre Tender Activity
3. Invitation for Pre Qualification for Services 29 3/20/96 4/22/96
Installation
4. Letter of Recommendation for Steel 15 5/3/96 5/22/96
5. Letter or Recommendation for Cement 10 5/13/96 5/24/96
6. Tender Opening for Cement 22 5/14/96 6/11/96
7. Finalisation of Tender 24 5/14/96 6/13/96
8. Delay in Purchase Order for Cement 12 5/24/96 6/7/96
9. Awaited Monthly Report Since 22 5/25/95 6/15/95
10. Delay in Approval of Sub Contractor for Anti- 50 5/10/96 7/17/96
termite and Water Proofing
11. Invitation of Quotation for Cement 1 5/31/96 5/31/96
12. Letter of Recommendation for Steel 13 5/31/96 6/18/96
15. Quotation Inquiry for Steel 5 6/3/96 6/7/96
16. Quotation Recall for Steel 11 6/3/96 6/17/96
17. Approval of Source and Rate of Cement 16 6/4/96 6/25/96
18. Approval Letter for Procurement of Cement 6 6/7/96 6/16/96
32
19. Recommendation Letter for Steel 18 6/12/96 7/6/96
20. Letter of Recommendation for Procurement of 22 6/17/96 7/16/96
Steel
21. Approval of Cement Test Result 11 7/12/96 7/26/96
22. Non-Conformity of Water Proofing Material 12 7/18/96 8/3/96
23. Testing of RCC work 81 7/30/96 11/18/96
24. Planned Duration of : Structure of Block -A 210 10/10/96 7/22/97
25. Letter for Recommendation For Steel 1 11/18/96 11/18/96
26. Approval of Electrometric Bearing 64 12/17/96 3/15/97
27. Planned Duration of : Finish of Block -A 141 3/28/97 10/3/97
28. Approval of Hard Ware 9 7/1/97 7/11/97
29. Delay in Sending Monthly Report 96 7/31/97 12/11/97
30. Approval of Flush Doors 172 8/26/97 4/10/98
31. Recommendation Letter for Cement 1 11/25/97 11/25/97
32. Recommendation Letter for Exposed Aggregate 14 11/28/97 12/16/97
33. Delay in Sending Monthly Report 4 12/8/97 12/11/97
34. Delay in Producing the Required Quantity of 11 12/9/97 12/21/97
Materials for Exposed Aggregate Plaster
36. Justification for the Abnormal Use of Material, 38 12/19/97 2/5/98
since
37. Delay in Preparation of A/C Tender 44 1/16/98 3/15/98
38. Improper Maintenance of Material on Site 12 2/23/98 3/9/98
Register
39. Letter of Recommendation for Steel and Cement 1 3/30/98 3/30/98
40. Approval of Hard Ware 13 5/13/98 5/28/98
41. Clarification on Running Bills 18 6/2/98 6/25/98
42. Approval of Running Bills 16 6/9/98 6/30/98
43. Delay in Preparing Monthly Report 16 6/9/98 6/30/98
44. Statement of Clarification of Cement Quotation 8 9/15/98 9/23/98
45. Completion of Painting , Floor Polishinng, Target 90 10/1/98 2/2/99
Date
4.8 CONCLUSION
The chapter gives the general introduction to the project and the list of actual and
specific reasons and causes of delays pertaining to the CCRT. The data analysed here will
further be used in the project planning stage (chapter - five) where these specific risks are taken
in to account at the component level project planning. This application can be seen in the risk
integrated network (see chapter - five) in which the exact duration extracted out from the tables
listed in this chapter will help to locate the risks at the exact location in the project plan
prepared by the contractor. Next chapter (chapter - five) deals with the project planning for the
different kind of situations, and their respective action plans.
33
CHAPTER 5
PLANNING THROUGH
NETWORKS AT VARIOUS LEVELS
5.1 GENERAL
In the planning phase, the activities involved in the project are defined, and their
technological dependencies upon one another are shown explicitly in the form of a network
diagram. The disciplined approach of expressing a plan for carrying out a project in the form
of a network accounts for a large portion of the benefits to be derived from PERT / CPM. There
are number of advantages of using the logic network diagram for the basic planning and
scheduling routines associated with CPM. As a production tool, however, network diagrams
for projects involving hundreds of activities tend to be confusing and complicated in the field
production environment. In turn, the PERT method deals with three time estimates and gives
probabilistic results. One of the more misleading aspects of PERT method is the implication
that there is unique critical path. In general, any of a number of paths could be critical,
depending on the particular realisation of the random activity duration that actually occurs. It
should be added that the probability of an activity being on the critical path is not correlated
too well with slack, as computed by the conventional PERT procedure, which is the factor that
usually determines the degree of attention that a particular activity receives.
These drawbacks shall be avoided to some extent by approximating the random

problem by a series of problems of the deterministic approach (CPM). To accomplish this,
Monte Carlo simulation shall be used. A bonus from this approach is that it not only gives the
unbiased estimates of the mean and variance of the project duration, along with the distribution
of total project time, but it also gives estimates for quantities not obtainable form the standard
PERT approach. The Monte Carlo simulation gives the accurate estimates of the expected
project duration and the probability of meeting a range of scheduled duration times.
In the proposed network planning for the time prediction, the real field data are used in
the task level network in order to get the most reliable results. To accomplish, the entire
network plan for the project is divided into three main hierarchies, as follows:
1. Master level networks – deals with the major work packages and its main
milestone activities.
2. Activity level networks - deals with the activities in the work packages.
3. Task level networks – deal with the constituents of the activities, which
comprise the activities.
34
Detailed networks at all above said levels are prepared using the PERT technique. The reasons
and root causes for the delay of activities are identified. For realisation of a general system, the
results from the networks are used for further simulation using Monte Carlo Simulation method
*
. (Refer section 5.10).
5.2 PROJECT PLANNING AT MASTER NETWORK LEVEL
Master network comprises of all major work packages arranged in a logical sequence.
Master network is prepared for all the phases of the project. Master network reflects the project
control level, where the activity information is compiled to get the exception reporting
structure.
Some of 13 major milestone activities can be considered for the planning the project at
the master network level at pre-execution phase of the project and same 13 no. of other
activities can be considered for the execution phase, post execution phase can be covered
within five milestone activities. This master network has been prepared considering the time
frame initially decided by the owner and the contractor and as mentioned in the contract
documents. Although the project has been divided in to some seven parts for planning
purposes, but the study considers a generic kind of plan and does not gives any separation
within project. This master network reflects the time schedule, the integration of various work
packages and the activities. Each of the milestones, considered in this master network would be
detailed at further stages in activity level planning. The description of each of the stages are
given bellow:
A. Pre - Execution phase

1. Inception of the project,
2. Programme definition,
3. Feasibility study,
4. Appointment of consultants,
5. Design developments,
6. Production drawing stage,
7. Detailed estimates,
8. Preparation of contract documents,
9. Work planning stage,
10. Notice inviting tender
11. Award of contract,
12. Mobilisation,
35
13. Site clearances and setting up the storage, yards, labor hutment, and site
laboratory.
B. Execution phase
As the building is divided in to the seven different planning blocks *, each block is
having their own associated typical activities. Considerations for the generalised activity can
be evaluated on the basis of the previous discussions about the evolution of activities, theories
and concepts **. The generalization made here is the combination of all those. Following are the
typical milestones used for preparation of the master network:
1. Excavation, P.C.C. and R.C.C. in footing,
2. Base slab, walls, and roof slabs,
3. Plinth beams,
4. Column from plinth to soffit of first floor and beams and slab at first floor (
Ground floor column and first floor slab)
5. Column from First floor to soffit of second floor and beams and slab at second
floor ( First floor column and Second floor slab)
6. Column from second floor to soffit of Roof floor and beams and slab at Roof
floor ( Second floor column and Terrace floor slab)
7. Brick work,
8. Internal plaster
9. Flooring,
10. Fixing of doors and windows,
11. External finish,
12. Water proofing of terrace, Painting and finishing of walls,
13. External developments.
C. Post - Execution phase

1. Site clearances,
2. Hand over,
3. Demobilisation,
4. As built drawings, and
5. Commissioning.
*
Reference: appendix - 1B
**
Reference table number - 2
36
Considering the above mentioned activities and the Bar Chart given by the contractor,
a Master network * is prepared. This master network is able to convey the project information
for project control in accordance to the project plan. It is known that the realisation of project
objectives comes tangible in the execution phase of the project. Hence the stress is given to the
execution phase only.
Following table gives the list of major milestones decided by the contractor and owner* *.
Table no.: 12 List of major milestone proposed by the contractors to complete the work on time
S.No. Location / part Scheduled start date Scheduled Finnish dates

1. Block - A 28 Th May’96 31 March’97
2. Block - B 1st June’96 28 th Feb.’98
3. Block - C 18 th July’96 30 Sep.’96
4. Block - D 12 th June’96 30 Sep.’96
5. Block - E 15 th june’96 30 Sep.’96
6. Block - F 20 th Dec.’ 96 31 Jan.96
7. Block - G 10 June’96 31 Jan.96
5.3 DETAILED NETWORK PLANNING AT ACTIVITY LEVEL
This detailed network* * includes the details of each activity of the master network
schedule. For execution of an activity it includes the complete process involved with it. This
exercise has been done for all 13 prescribed activities. This detailed network defines how these
major activities are planned to take place; it also defines the order and the relations with other
predecessors and successor activities. In other words it defines the relationship between various
integrated activities. As the study deals with the ‘execution’ phase in detail, a model has been
prepared to show the system, which is to be followed for the other construction project. The
process involves following activities as described bellow:
1. Excavation, PCC and RCC in footing and foundation
A. Lay out,
B. excavation, Trimming, ramming and leveling,
C. Laying PCC,
D. Water proofing treatment,
E. Reinforcement,
*
Reference: appendix-1C
**
Reference: appendix - 1B
37
F. Formwork,
G. Concreting.
2. Basement slab, Wall and Roof slab

A. Base slab reinforcement,
B. base slab concreting,
C. reinforcement for walls and columns,
D. Shuttering for walls and columns,
E. concreting for walls and columns,
F. Shuttering for Ground floor slab and beams,
G. Reinforcement for ground floor slab and column,
H. Concreting for ground floor slab and beams.
3. Ground floor Columns and first floor slab

A. Reinforcement
B. Shuttering,
C. Concreting,
D. Shuttering,
E. Reinforcement,
F. Concreting.
4. First floor Columns and second floor slab

A. Reinforcement
B. Shuttering,
C. Concreting,
D. Shuttering,
E. Reinforcement,
F. Concreting.
5. Second floor Columns and Terrace floor slab

A. Reinforcement
B. Shuttering,
C. Concreting,
D. Shuttering,
E. Reinforcement,
F. Concreting.
38
6. Brick work
A. Lay out
7. Internal plaster
A. Chasing of walls,
B. Electrical conduiting,
C. Installation of wet risers,
D. Rough work for doors and windows,
E. Frame work for doors and windows
F. wall plaster
G. Ceiling plaster
8. Fixing of door and window panels
9. Floorings
10. External finishing
11. Water proofing of terrace, painting of doors, finishing of walls.
12. External development
13 Cleaning of the site and demobilisation.
5.4 COMPONENT LEVEL PLANNING
Component or task level activity is the last level of work breakdowns. At this level, the
preparatory activities are considered as preparatory tasks. For example: considering the 1st
milestone (see paragraph - 5) Excavation, PCC and RCC in footing, which is further divided in
to seven activities (generally been taken under consideration for project planning.). One of them
is waterproofing treatment. Realistically analysing this activity of waterproofing treatment is
not an activity; it only calls for laying of water proofing treatment. There are many pre-
requisites, which required to be considered this activity could be laid. Like: source
identification of materials, may be the first required activity, which is to be taken in to account
while planning the waterproofing activity. Duration assigned to waterproofing activity is
actually the time required for the laying and placing the waterproofing treatment layer. For
realistic consideration of the activity duration should be made in conjunction with the time
required for these types of preparatory activities. These preparatory activities * are actually not
affecting laying and placing of the waterproofing layer. Practically saying the project is not
*
For detailed scenario refer to appendix - 1C
39
being delayed by these preparatory activities (waterproofing activity), but these activities to be
taken by the project participants so that the waterproofing activity could be accomplished on
time. For example, it is least likely that the activity is being delayed due to the delayed laying
and placing of it, where as it is most likely to get delayed due to any of the following mentioned
activities.

2. Issue of drawing and site clarification,
3. Purchase order and transportation of materials and other resources,
4. Inspection, tests and approvals,
5. Submission and approvals of bar bending schedule,
6. Fabrication of required components,
7. Final inspection and testing, and
8. Laying reinforcement
These preparatory activities are actually the process activities, generally not reflected
*
on a time network while planning.
5.5 INTEGRATED RISK NETWORK
In the component level planning, details have been given about the entire task level
activities for each of the activities. The actual reasons and causes of delays pertaining to the
CCRT have been integrated in the integrated risk network plan*. As concept in chapter - three
it is intended to work out action plans considering these risk factors in the project plan itself.
The risk listed in chapter - four* are integrated at the component level project plan and the
action plans have been prepared with respect to analysis of various exercise performed on to
the integrated risk networks. For example, taking the PCC in footing / foundation plan and the
action plans are prepared with respects to analysis of various exercise performed plan and the
action plans are prepared. Where one can see, at the stage of source identification and
approvals, management and owner related risks are identified in the CCRT. as they are serial
numbered 5,17 MR1,4,7 related to management related risks. Where 5,17 reefers to the serial
number of causes and reasons of delays listed 2.5 and 1,4,7 refers to the CCRT specific risks
(listed in table number- 7 to 11) . In the same manner at the tests and approval stage risks
occurred are 14CR 21, 13ER2 and
*
Reference: appendix -1C
**
Reference: annexure - 1
40
**
26CR4, the duration taken in to account is shown below in the activity block . Like for
14CR21 the delayed duration is 19 days, for 13CR2 duration is 31 days and for 26CR4 the
duration is 64 days. Likewise other integrated risks can be seen in the integrated risk
**
network .
5.6 C.C.R.T. AS PLANNED
In this planned schedule the activities are considered as a series of activities. Like,
*
started from 1st milestone : Excavation, P.C.C. and R.C.C. in footing which further includes
several task level activities i.e. Lay - out marking (ID-2), anti termite treatment (ID-6), P.C.C.
work in foundation (ID-11), water proofing treatment (ID-19), formwork (ID-50), concreting
(ID-57). The sequential relation and planning process can be seen in the network (given in
annexure-1) but here they are considered in linear fashion, which may not be the case in the
real action plan where these preparatory activities are having different time frame scenario.
Although these are considered in linear relation, it is seen the project gets delayed. In other
words the plan is unrealistic about the factual conditions. As they can be seen in the Action
*
Plan -1 where the priority list has been prepared, giving the actual start and finish dates for
these preparatory activities, in order to carry out activities according to planned schedule.
*
For example, in second quarter of the Action Plan -1 , activity of submission of form
work design for footings (ID-38) gets first priority then there is selection and approval of
specialist agency for anti termite treatment (ID-7), then source identification, issue of drawing
and site clarification (ID-31) and reinforcement in footing gets third priority level in the Action
Plan and so on. It can be easily appreciated that to execute the activities in planned way one
should carefully prepare it's task level preparatory activities and then without disturbing the
original project schedule these preparatory activities shall be planned according to their
priority worked out here. These priority levels are eventually decided by the assigned time
**
duration to each individual preparatory activities. In following pages of the report the
relation and the details of the master schedule can be appreciated, this plan considers that the
risks are inherent to the activities under consideration. Based on this master network is
*
prepared by the contractor. Action Plan-1 can be referred as, to carry out this project plan
systematically. It is also to be noted that the priorities decided by the project plan is very much
*
different from the priorities decided by the Action Plan-1 .
*
Reference: annexure-2
**
Shown in appendix -1C.
41
5.7 C.C.R.T. AS IT IS PREDICTED
In this project plan the risks are actually considered as they occur and the actual
*
delays are taken in to account. Considering the delays projected in 5.4 , this predicted plan
gives the idea about the situations if the conditions will go on as they have been occurring. For
example taking the reinforcement activity (ID-25, annexure-1) which has been numbered (ID-
40 in annexure-2) being associated with risks at various stages of fabrication of required
components for implementation, 15ER12 at inspection tests and approvals, 14,15,16MR,
14ER2, 4,6 at the stage of purchase order and transportation and 4MR1, 7 at the stage of
source identification, issue of drawing and site clarification having corresponding delays as
46days, 18days, 25days, 8days, 11days and 15 days. Like wise every risk factor, identified
from the CCRT project, is accordingly integrated at respective stages (for details refer to
annexture-3). By this risk integrated network entirely new scenario has come in to focus. The
**
action plan-2 , annexture-4 gives the priority list of real activity sequence, according to their
impact on the network plan. For example the sequence planned was source identification
(ID51), purchase order and transportation (ID47) inspection and approvals (ID45), submission
and approvals of bar bending schedule (ID44), fabrication of required component (ID42) and
lastly laying inspection and approvals (ID41), (for details of other activities refer to annexture-
3). Considering these integrated risks the priority is decided in the action plan-2 (annexture-4)
that is some thing different.
*
For detailed list of action plan (refer to annexture-4.)
5.8 C.C.R.T. AS IT SHOULD BE PLANNED
In previous stage it can be seen that the project-planning schedule, considers the risks
which are inherent to the activities. Keeping in mind the condition it can be observed that these
risk considerations are not enough and sufficient. In order to make the system risk proof
(although foolproof system is not possible, but study is targeted towards that.) the risks are
integrated at the task level activities (so called preparatory activities) it self. The risks identified
from CCRT case study is hence applied to the planned schedule network, on the basis of as
they occurred, and where they have occurred. In further stages, analysis is performed on this
planned risk integrated network. Considering that the project (CCRT) that is yet to be started,
the picture comes out from this analysis is entirely different from the picture what we got from
the pervasively planned network schedule.
*
**
42
The entire priority list of the action plan thus changes drastically (refer to the Action Plan -2)
For an example, the same activities like: Submission of formwork design for footing
(previous ID-38, now ID-53) which has first priority in 2nd quarter in Action plan - 1, now got
the 30th priority in 3rd quarter. So, one can easily appreciate the real picture coming out of the
network schedule with the integration of risks at the task level. For the real sequence and logic
Action Plan-1 and Action plan -2 can be appreciated.
Both of this schedule of Networks and Action Plans considers that, risk factors
actually occurred at site and assumes that the project is yet to be started and gives predictive
* **
Networks and corresponding Action Plan .
5.9 ANALYSIS OF CAUSES AND REASONS OF DELAYS
On the basis of risks identified from project plan annexture 1and 3, a table has been
prepared which shows a complete picture of risk occurrence scenario at various stages (see
table no.-13). This is a kind of general picture which show the scenario of risk occurred at
different levels of activity process. The notation used here is some ting like 17CR10/28, where
17 refer to the serial no. of list given in 2.5Cr refers to contractor related delays, 10 refers to
CCRT specific delay serial no. of table no.7 and 28 refers to the corresponding delay duration.
5.10 MONTE CARLO SIMULATION
Monte Carlo method is simulation tool used for time prediction. Monte Carlo method
is used for project activities, where task duration are uncertain and other conditions such as
multiple critical or nearly critical paths also exists. The method shall be used for analysing
logic diagrams using either AOA or AON notation.
The description of the process of Monte-Carlo method is explained as follows:

· Each activity or component with high potential of variability is modelled as a random
variable. A computer program may be used to generate random numbers based on assumed
statistical distribution for various tasks.
· The method requires that the network diagram be analysed numerous times. Each such
analysis is termed a RUN. The data generated by numerous runs is analysed to determine
average and median event and task times and to determine the frequency distribution of
such times.
*
**
43
· The results generated in each experiment will vary from each other since the effective task
duration and task relationship lags will be recomputed for each run in each trial, with some
random variation in these values.
· The system attains a steady state only after a sufficiently large number of runs have been
made. The number of runs required to attain a steady state depends upon the level of
uncertainty associated with the variable components. This uncertainty is directly
proportional to the range within which the components can vary.
· The effective values for task duration and their relationship lags will be based on
scheduler’s estimate of optimistic, most likely and pessimistic values for duration and lags
and on chance through a generated random number.
5.10.1 Frequency distribution of time values
Normal distribution: PERT method is assumed to follow a symmetric normal

distribution curve. A normal distribution is the distribution of a continuous random variable in
which the curve has a single peak, in which it is bell shaped, in which the mean lies at the
centre of the distribution and the curve is symmetrical around a vertical line erected at the
mean, and in which two tails indefinitely and never touch the horizontal axis.
The scheduler makes estimate for the optimistic, the central and the pessimistic
duration. A central estimate could be of the mean, of the median, or of the modal value.
1. Mean value: Average of duration that would occur if the task were to be repeated, a large
number of times.
2. Median value: It is that time which would be exceeded 50 % of the time if the task were
repeated a large number of times.
3. Modal value: It is that time which would be required more frequently than any other time.
5.10.2 Triangular distribution with modal value as central value
Ao
Task duration or arrow lag in workdays

to tm tp
44
Equation 1: Ao – 100 x tm- to
tp - to
Equation 2: If R < Ao or Ao = 100

te = to + (tm-to) R/Ao
Equation 3: If R > Ao or Ao = 0
te = tp - (tp-tm) 100-R
100-Ao
(If, to = tp, then te = to)
Wherein,
Ao = Area to the left of central value.
R= Random number having a value between 0 and 100.
5.10.3 APPLICATION OF THE METHOD
From the case study, the occurrences value and of repetitive risks were observed and
the three time estimates from table given in 5.8 i.e. optimistic, most likely, and the pessimistic
were determined. These three time estimates are further simulated in order to get a generic and
reasonable time for risk considerations for each of the activities. For example at the stage of
procurement and transportation of materials and other resources refer to (table no.- 14) which
is the biggest contributor in delay, getting optimistic, most likely and pessimistic duration
respectively (for contractor related) are 7,17 and 91days, owner related 8,23 and 114 days,
management related 7,28 and 56 days and designer and consultant related 10,13 and 28 days.
These three time estimates are simulated through Monte Carlo simulation technique for the
total of 100 runs where each of the participants has been simulated for 25 runs. For detailed
results of Monte Carlo simulation results refer to annexture-7.
45
Table: 13, Chart showing the risk occurrence at various stages in the project
1.Source identification and approvals 2.Market survey and sample approvals

2MR1,7/15~23,24DR/10~22DR2/53~9CR5/ 21CR5/5~21CR21/19~21CR5/12~10MR4,7/12
89 ~21MR4/10~5,17MR1,4
~ 7/40~14ER24/64~22ER2, 4/30~10MR4, 7/5.
3.Submission of drawing, specification and 4.Procurement and transportation of materials

site clarification. and other resources
1DR1/7, 2CR44/7~20CR1/17~20CR1/17
2DR1/4,~17,18DR1,2,5,6/23~2MR1,2/50 14,15,16MR16,19/56~2,7,17,18MR/72
~22MR4/10~19,20MR1,3,4,7,9/23~2ER2/11 14ER2,4,6/8~21ER2/11~16,17,18,19ER2,4,6/55
~11CR5/73~7DR2,5/13~8DR1/84~11DR2,5 ~
/10 5ER2,4/25~25ER2,4/25~30CR22/14~
~3ECR/10~2ECR/10~16DR2,5/19~15DR2,5 36,37,38ER/18~20CR1/17~9DR3/13~28CR1/30
/83 ~31CR1,3,4/13~39MR1,4,7,9/43~30CR/91
~30DR2,5,8/8~7CR5/23~29DR2,5,8/14 ~21ECR24/27~25MR1,3,4/8~35MR7,9/28
~31DR2,5,8/5~10ECR/8~14ECR/180~16EC ~28,29,30,31ER2,4,12/17~66CR1,6,24/12
R/6 ~76CR1415/9~77CR1,6,24/9~63CR1,6,24/14
~18,19ECR/8~30,31ECR/125~39ECR/8~40 ~51CR14,27/17~32DR25/51~64ECR1,6,24/114
ECR/16 ~29ECR2,4/19~27CR/17~28ECR/9~22ECR/12
~19DR12/30~6ECR/8~9ECR/12~33ECR/19 ~33ECR/19~22ECR/90~8CR5/63
~36DR1,5,6/31~28MR2,5/7~345,6/11 ~37DR3,8/3528MR4/9~30MR4/31~40MR4,6/18
~32MR1,3,4/13~40ER2,4/7
Mock-up preparation and approvals Implementation

15ER12/18~5DR/25~23MR4/8~25DR2,5/11 3DR2,4,13/18~44ER2,6,10,12/35~15CR21/7
~8ECR/10~32,38CR/54~53CR/17 ~3CR17/20~43CR26/153~34ECR/15~69CR/5
~35CR1,5,6/31 ~70CR5,6,10/183~5CR17/51~12CR10/94
~17CR10/28~21ECR/16~57CR14/12
~59CR10/22~23ECR/7~18CR10/10
~52CR5,6,10/80~37MR1,25/44~13CR26/32
~17ECR/4~55CR5,6,10/18~54CR10/18
~17CR10/28~35CR1, 5,6/31.
Fabrication of required components
14DR3/46~4DR2,12/48~37CR10/40~31CR1
7/11
~16CR10/10~47,50CR5,6,10/18~38CR26/1
12
~1eCR/8~4eCR/12.
46
Table: 14, CONTRIBUTION OF VARIOUS AGENCIES IN PROJECT DELAY AT VARIOUS
STAGES IN PROJECT
(IN DAYS)
1.Source identification and approvals 2.Market survey and sample approvals
MR _ DR _ CR _ MR _ ER _
15 10-53-89 5-19-12 5-10-12-40 20-30-64
3.Submission of drawing, specification 4.Procurement and transportation of materials

and site clarification. and other resources
DR _ ER _ CR _ ER _
7-4-23-73-13-84-10-19- 11 7-17-17-30-13-91-12-9-9- 8-55-11-23-18-27-17-
83-8-23-14-5-30-7-31 14-17-51-17-63-14 114-19-9-12-9-90-7
MR _ ECR _ MR _ DR _
10-11-23-50 10-10-8-180-6-8-125- 25-56-7-43-8-28-9-31-18- 13
10-16-8-12-12-19 13
5.Mock-uppreperation and approvals 6.Implementation
ER _ MR _ CR _ DR _ ER _ CR _
18 6 17-31 18 35 7-20-153-59-5-183-51-94-28-
12-20-10-80-32-18-18-28-31
DR _ ECR _
25-11 10-10-54
7.Fabrication of required components
DR _ CR _ ECR _
46-48 40-11-10-18-112 8-12
5.11 CCRT PROJECT PLAN FOR REMAINING OF THE ACTIVITIES
In the same way as described in master network level planning, activity level planning
and component level planning in this chapter initially, a project plan has been prepared for the
remaining of the activities. Considering the finishing activities and applying the Monte Carlo
*
simulation results (5.7) , a project plan is predicted for the realistic considerations for
remaining of the activities. For details project plan refer to annexture-8 and for corresponding
action plan refer to annexture-9.
5.12CONCLUSION
Based on the above discussed categorisation the CCRT project network has
been prepared, which basically involves 3 stages of project planning namely: Master
network level, Activity level network and component level network or integrated risk
network. At the master network level the above mentioned 13 milestone activities are
considered, at the activity level planning these mile stones are further detailed out and
at the third stage the network being detailed out up to the preparatory activity levels
which further integrated with the risks identified in chapter-4.
47
CHAPTER 6
CONCLUSION
· Reference: annexure-7
6.1 CONCLUSION
As one see that the initial project plan is changing drastically due to lack of risk
considerations. The project planning has always been activity oriented. These activities
are mainly end activities. These end activities are rarely causes delays in the project. It
is the associated preparatory activities, which are mainly responsible for delays. (Please
refer to chapter - 2, sub-section 2.5 and chapter -4, sub-section 4.7)
The objective framed in chapter - one, sub-section 1.5 is being satisfied by the
study. Where first objective is to develop a system of planning and scheduling of the
construction activities in a realistic manner. That is achieved by working out the
'Integrated Risk Network'*. Where this network is prepared in a way that it
accommodate the associated task activities for each end activities. Also the probable
risks are integrated to these 'Task' level activities, in such a manner that it will not
disturb the original project plan and the same are taken care of at the right stage.
The second point made in 1.5, is to analyse the causes of delay. In order to
satisfy the requirement, study provides a generic structure** for identifying the
preparatory activity, also identify the various causes for delays, both from the
literature*** and real world****. Causes identified in the study are further organised in a
manner that the risk association with particular activity and the responsible agency can
be traced at the right time.
Third objective is to simulate the representative data for the project duration.
Here in the study, data gathered for causes of delay from the case study (C.C.R.T., for
details refer to chapter - four, sub - section 4.7), where they are divided in to the
generalised preparatory stages**. The entire picture**can be seen with the integrated
risk. Further in the process, the extreme values are simulated through 'Monte Carlo
simulation Technique' (5.10). The results obtained by the simulation are used in the
prediction of project plan for remaining activities.
The fourth objective is achieved through the database prepared herein the study.
Related to various causes of delays and the system approach where as fifth objective is
being satisfied by 'integrated risk network' (appendix - 1C). In the process of achieving
48
sixth and last objective various action plans (annexes) are worked out for the various
situations.
Although the study will be able to standardize the project planning approach,
the results can not be used directly in general. To generalise the whole system, more
analysis of practical projects is required.
6.2 FUTURE SCOPE OF WORKS
On the way of development of a generic system of construction project

planning, so many factors are to be encountered. The study is the first step towards
that. The study is only able to tackle the time aspect on the basis of only one case
study. In order to generalise the system the study will be able to provide the firm base.
On the basis of the study following works can be done.
1. Consideration can be paid on the following aspects:
a. Location,
b. Cost,
c. Technology, etc.
2. Several case studies can be carried out using the approach suggested by
the study, and the results can be analysed in 'Integrated Risk Network'.
3. Each part of the construction project like: services, finishing, external
development, interior can be worked out in detail.
4. Database can be further extended.
49
BIBLIOGRAPHY
ANNEXURE _ 1
C.C.R.T. PRJECT, AS PLANNED

ANNEXURE _ 2
ACTION PLAN FOR ANNEXURE _ 1

ANNEXURE _ 3
C.C.R.T. PROJECT PLAN AS IT IS GOING TO BE

ANNEXURE _ 4

ANNEXURE _ 5
C.C.R.T. PROJECT PLAN

AS IT SHOULD BE PLANNED
ANNEXURE _ 6

ANNEXURE _ 7
MONTE CARLO SIMULATION RESULTS

ANNEXURE _ 8
C.C.R.T. PROJECT PLAN

FOR REMAINING ACTIVITY
ANNEXURE _ 9

REFFRENCES
1. Salem K. Saheen, Practical Project management, A Wiley - Interscience Publication,

John - Willey and sons, New York.
2. Project Control manual, Sven R. Hed.
3. Project management journal, vol. XXII, No 2, June - 1991,Project planning: timing
issues and path progress, p.no. 39, Alexander Laufer.
4. Shart Chander, Department of Building Engineering and management, School of
Planning and Architecture, thesis - Jan’96, New Delhi, A Project Scheduling approach
through Markovian Risk analysis.
5. Project management journal, vol. 14, No 5, Oct.’96, ’Time Priority allocation
Scheduling technique for Projects.’ P.No. -289, A. Jaffari
6. Project management journal, vol. 14, No 1, Feb.’96, ‘Construction delays in fast
growing economy: Comparing Thailand with other economies. P.No. 37-45, Stephen O
Ogunlana and Krit Promkuntong, Vithool Jearkirm.
issues and path progress, P.No. 39, Alexander Laufer.
8. Project management journal, vol. 16, No 4, Aug.’98, Construction process
Improvement Methodology for Construction Projects, P.No. 215-221, Alfredo Serpell
and Luis Frenando Alarcon.
9. Project management journal, vol. 15, No 1, Feb.’97,’A comparative study of causes of
time overruns in Hongkong Construction project, p.no. 55-63, Daniel W.M. Chan and
M.M. Kumarswamy.
issues and path progress, p.no. 39, Alexander Laufer.
11. Seminar by Aparajita Bhattacharya, June'98, ‘risk assessment and managerial
responses.’

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NETWORK ANALYSIS FOR

TIME PREDICTION, CO-ORDINATION

SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENTFOR THE

( Mr. Rajesh M.K. Rishi ) Dr. V. Thiruvengadam

The author is thankful to Mr. Virendra Kumar Paul, lecturer, department of

The author is also acknowledges the constructive comments and suggestions

January -1999 Manoj Kumar Chourey

Chapter - 2 Literature study

3.1 Approach of the study,

Chapter - 4 Case study

Chapter - 5 Network planning through networks

1A- CCRT, basic drawings, construction programme and logic.

1. CCRT project plan as planned,

S. TABLE DICRIPTION PAGE NO.

S. FIGURE DESCRIPTION PAGE NO.

INTEGRATION AND CO- CONSTRUCTION

PROPER PROJECT PLANNING

1.1.3 Identification of the tasks

1.1.4 Risks and uncertainty considerations

1.2 PROJECT CYCLE

INITIATION OF INITIAL ORDER TH E

INITIATION PLANNING EXECUTION FOLLOW-UP

PROCESS FEED BACK

1.3 PREDICTION OF TIME DURATION FOR A CONSTRUCTION PROJECT

1.4 NEED OF THE STUDY

1.6 SCOPE OF THE STUDY

The study is proposed to deal with the following mentioned aspects:

1.8 LIMITATIONS OF THE STUDY

A. Study analyses only one case study.

1.7 DISCRIPTION OF THE METHODOLOGY

(Note: For methodology flow chart refer figure number: 3)

1.7 METHODOLOGY – FLOW CHART

PRESENT NEED LITERATURE

CASE STUDY STUDY OF REASONS &

RISK INTEGRATED NETWORK

2.1.1 REALISTIC- Definition

Referring to the Oxford dictionary,

2.1.2 INTERPRETATION OF WORD REALISTIC

2.2 PRACTICAL PROJECT PLANNING

2.3 RISK IDENTIFICATION

SL. No. Risks Uncertainties

2.4 SOURCES OF RISK

Major sources and categories of risks:

2.4.1.4 Generic classification of risks

2.5 SOURCES AND CAUSES OF DELAYS

2.5.1 OWNER RELATED RISKS (GROUP CODE - ER)

1. Material management problems

2.6 RISK INTEGRATION IN CONSTRUCTION PROJECT PLANNING

3.2 EXPLANATION OF THE CONCEPT

Any project time plan can be divided in to three hierarchical levels:

Considering the importance of these preparatory activities need of a generic format

Table no.: 2 Generalised Activity Evolution Chart

CENTRE FOR CULTURAL RESOURCES AND

18. Expected total project cost : Rs.9 billion

4.3 OCCUPANCY AND FUNCTIONAL AREA

§ Class Rooms: 30 students per class room (19 rooms)

Grand Total @ 900-950 persons.

Table: 3, Distribution of functional area

S.No. Location Functional area

B. First floor Class rooms

Table: 4, Percentage Area Distribution Phase 'I'

4.3.3 Percentage Area Distribution

Table: 5, Percentage Area Distribution Phase 'II'