International Journal of Engineering Research & Technology (IJERT)

ISSN: 2278-0181
Vol. 4 Issue 03, March-2015

Construction Planning, Monitoring & Controlling

Techniques Review
Mr. Karan Singh, Mr. Satish Singh, Mr. Swapnil Patil
Post Graduate student,
Civil Engineering Department,
S.I.E.T., Meerut,

Abstract— Project Management modules once considered This module contains the essence and panacea to
a necessary commodity in the Realty & Infrastructure aspire business development in a new way which can
construction sector is now viewed as a strategic asset for improve productivity, envision success, and accelerate
organizations that wants to remain competitive by quickly growth. It’s time to turn business approaches into reality with
adapting to change and accelerating business real-time visibility, collaboration, and innovation needed to
performance. This paper focuses on the knowledge areas succeed.
such as scope management, planning strategies, time, and Preliminary focus is on scope management, time
cost control techniques considering Real Estate projects. management, cost management & communication
management out of 9 key project management knowledge
Keywords—project Management, Scope Statement, time control, areas.
cost control
III. PRESENT SCENARIO OF OUR INDUSTRY
I. INTRODUCTION
Many organizations today have a new or renewed Only a handful number of construction projects
interest in project management. Computer hardware, comply on the basis of Quality, Delivery and Cost in a
software, networks, and the use of interdisciplinary and balanced manner. A large number of projects have failed in
global work teams have radically changed the work one or two of the above mentioned aspects including several
environment. The U.S. spends $2.3 trillion on projects every projects of international repute.
year, or one-quarter its gross domestic product, and the world It is observed, the major reasons of failure of a
as a whole spends nearly $10 trillion of its $40.7 gross project is due to improper management & control of changes,
product on projects of all kinds. Worldwide IT spending project schedule and project cost. By curbing these 3 vital
continues to grow, and Forrester Research predicts that U.S. aspects any project is bound to succeed in a holistic manner.
IT spending will grow by another 5.7 percent in 2005, to
reach $795 billion, In 2003, the average senior project
manager in the U.S. earned almost $90,000 per year, and the
average Project Management Office (PMO) Director earned
more than the average Chief Information Officer ($118,633
vs. $103,925).
Only a handful number of construction projects comply on
the basis of Quality, Delivery and Cost in a balanced manner.
A large number of projects have failed in one or two of the
above mentioned aspects including several projects of
international repute.
It is observed, the major reasons of failure of a
project is the improper management & control of changes, FIG 1. PROJECT MANAGEMENT FRAMEWORK
project schedule and project cost. By curbing these 3 vital
aspects any project is bound to succeed in a holistic manner. IV. PURPOSE

II. IMPORTANCE 1. To ensure that all the projects are planned for efficiently
and monitored fortnightly to ascertain & identify delay
This is a project management module & approach caused if any.
which incorporates tools, systems and techniques which 2. To co-ordinate for providing timely the necessary
assists the project related demographic in minutely knowing, resources to the projects team so as to achieve the timely
controlling and monitoring the project constraints of scope, project completion.
time and cost. The growth of a company is greatly spurred by 3. To assure the best possible Engineering cash flow for the
having an effective hold on these three project constraints. financial year is prepared and review / monitor the same
so as to ensure the same is achieved as per the target.

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 International Journal of Engineering Research & Technology (IJERT)
ISSN: 2278-0181
Vol. 4 Issue 03, March-2015

4. To assist Project team in preparing recovery schedule in till the completion of the project. In some cases such they
case of delays if any and accordingly achieve the yearly may be a result of someone’s personal ambition or vision.
cash flow target. This vision/ambition/market opportunity forms the first
foundation for the start of the definition of the scope. Later
IV. PROJECT MANAGEMENT MODULES this scope is firstly checked on the parameters which testify
1. Scope Management its feasibility such as Floor Space Index (FSI), DCR, legal
Scope Management is the collection of processes which Status, market situation in the locality, soil investigation,
ensure that the project includes all the work required to hydrological investigation etc. After completion of such
complete it while excluding all work which is not necessary studies, then comes the designing stage in which the output is
to complete it. The Scope Management Plan details how the firstly prepared, generally the built-up area, number of units
project scope will be defined, developed, and verified. It etc., and accordingly the design of the project is initiated
clearly defines who is responsible for managing the projects’ which is known as Design Basis Report (DBR). After
scope and acts as a guide for managing and controlling the finalization of DBR a Detailed designing of the project is
scope. done where in the designs, specification, elevation and plan
Steps of Scope Management along with the GFC is prepared which gives the detail depth
a. Collecting requirement first step is the process by which of the scope of the project and made complete for the start of
we define and document the requirements needed to project for execution. However it has to still to get the
meet all project objectives. The foundation of this approval of the controlling authorities generally municipal
process is the project charter and stakeholder register. and environmental if the project’s built-up area is more than
From these, the team can identify requirements, 20,000 square meters for a single plot. The scope defined
collectively discuss details associated with meeting each should be satisfactory to both the authorities else-if there
requirement, conduct interviews and follow-on might be some scope to be added or removed from the
discussion to clarify the requirements, and document the definition. The scope may later get changed during the
requirements in sufficient detail to measure them once tendering stage considering the points and issues by the
the project begins the execution phase. This tenderers. And finally the scope gets change after the project
documentation also serves as an input to the next step in has started execution, mainly due to practical difficulty.
the process which is to define scope.
3. Time Control Module
b. Defining Scope is critical to project success as it
For the preparation of Time Control Module the first step
requires the development of a detailed project/product
is to decide the phasing of the project so accordingly a Master
description to include deliverables, assumptions, and
Plan is to be prepared. The level of detailing in this project
constraints and establishes the framework within which
should not be expected to be of in the range of higher order,
project work must be performed.
however the main controlling factor deciding the tentative
c. Creating WBS process breaks project deliverables down
duration would be Shuttering sets selected or required and
into progressively smaller and more manageable
their respective movements, activities which are to be
components which, at the lowest level, are called work
avoided in the rainy season, approval from the authority etc.
packages. This hierarchical structure allows for more
This Master Schedule would prove to be ineffective if there is
simplicity in scheduling, costing, monitoring, and
no roles and responsibility is assigned to the activities
controlling the project.
considered. It means assigning appropriate stake holder,
d. Verifying Scope is the process by which the project
personnel, authority, contractor, consultant etc.
team receives a formalized acceptance of all
deliverables with the sponsor and/or customer. After preparation of this Master Schedule, Time control
e. Controlling Scope is the process of module can be prepared. This master plan for the 1st phase is
monitoring/controlling the project/product scope as well then later prepared in brief prior the start of the execution of
as managing any changes in the scope baseline. Changes the project i.e. during the mobilization of the contractors. The
may be necessary to the project scope but it is plan should be complete in all sense related to GFC drawings,
imperative they are controlled and integrated in order to milestone, and most importantly the procurement plan. If the
prevent scope creep. procurement plan is missed out in the preparation of the
2. Scope Statement schedule the chances of delay in the project increases
The project scope statement describes, in detail, the substantially because of the longer lead time of the materials.
project’s deliverables and the work required to create those
deliverables. This detailed plan is then broken down into Monthly,
It enables the project team to perform more detail Weekly and Daily plan are prepared from main plan and
planning, guides the project team’s work during execution, these are monitored with daily notifications. This detailed
and provides the baseline for evaluating whether requests for plan then needs to be updated weekly or fortnightly or
changes or additional work are contained within or outside monthly. Deviations should be initially compared to the
the projects boundaries. baseline schedule to compare the schedule with its own
However defining the scope is not an easy and simple task reference, and then deviations are to be compared to the
in real estate projects. Such definitions start from the senior master plan to know its effect on the other phases of the
most management such as business heads or the CEO, project.
considering the market opportunity, and generally it gets end

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(This work is licensed under a Creative Commons Attribution 4.0 International License.)
 International Journal of Engineering Research & Technology (IJERT)
ISSN: 2278-0181
Vol. 4 Issue 03, March-2015

TIME CONTROL MODULE

Cost Control Procedure
master assinging NO
SCOPE
STATEMENT
strategy for
planning
schedule
(baseline)
roles to the
schedule
monthly plan CHANGES
weekly
plan
daily plan
The Current Budget and Forecast Cost for the site scope
UPDATING
YES
of work will be maintained by the Project Manager. This will
UPDATING DAILY
be done by comparing and monitoring expenditures, progress
NOTIFICATION
SCHEDULE
and performance to the scope, schedule and budget included
CHANGES
NO
in the control budget and utilizing change management to
YES identify and control approved variations to the current
SUBMIT DETAILS
WITH NOTIFICATION CLIENT
RESPONSIBILITY
ANALYSIS
CONTRACTOR
PREPRATION OF
RECOVERY PLAN EVENT REGISTOR budget. Expenditures will be obtained via electronic
download from the Finance System.
Fig 2. Time Control Flow Chart Contractor progress and associated payment will be
4. Cost Control Module: determined each month and reported in the Monthly Progress
Cost control basically depends on cost estimate and Report. The Site Progress System must be used to determine
determines budget. Cost estimate contains contractual details the status of contractor progress and payment. The Control
and a strategy prepared to be competitive. Determined budget Budget for contracted work is used as the basis of progress
is the actual component of each item and is reflected by calculations. The Control Budget will reflect all approved
planning and schedule. deviations for change orders/Contract Modifications, budget
shifts, design development deviations in an excess of the
Cost control module is prepared for MLESG: design allowance and changes in Issued for Construction
1. M- Material (IFC) quantities. The calculation of progress will not be based
2. L- Labor on forecast man-hours, which could include deviations for
3. E- Equipment direct labour productivity. The forecast man-hours will
4. S- Subcontract however be used for manpower forecasting.
5. G-General Expenses V. CONCLUSION
Project Management is a bit complicated subject, most
The project will be budgeted and controlled in accordance probably with the kind of system/processes it is kept arrested
with a Project Code of Accounts and Project Work to. With such kind of module it is possible to simply the
Breakdown Structure. The project budget will establish the construction phase and inching towards Leaner Construction
control budget for all project analysis and reporting functions. processes.
Cost control consists of the following major elements:
1. Establishing the control structure and philosophy Monitoring the project progress is another key process in
2. Establishing a control budget project success. Good monitoring system can validate the
3. Preparing forecasts performance of the project and solve any issues faced to
4. Preparing cash flow and commitment plans follow the planned schedule. This can also contribute to the
5. Producing cost reports quality and cost management of the project. Project controls
6. Project Controls will produce and update the orecast systems are established during project Front-End Planning.
Cost every month. They are then implemented and monitored throughout the life
of the project, during Design, Procurement, Construction, and
Startup.
The basic goal of construction project delivery is to
enhance quality of product within the right duration and at the
right cost, which will require amongst others a highly skilled
and committed workforce.
V. REFRENCES
1. Chitkara K.K 1998, “Construction Project
Management”, Tata McGraw Hill 1998.
2. PMI, The PMI Project Management Fact Book, Second
Edition, 2001.
3. Butler, Steve, “IT Spending,” Analyst Views, February
2004.
4. PMI, Project Management Salary Survey, Third Edition,
2003

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