Contents

1 2 Scope of work ..................................................................................................................3 Key Function ....................................................................................................................3 2.1 2.2 2.3 2.4 2.5 2.6 3 Planning ..................................................................................................................3 Scheduling ...............................................................................................................4 Organizing ...............................................................................................................4 Staff Recruitment ....................................................................................................4 Training ...................................................................................................................4 Staff Monitoring & Coordinating .............................................................................4

Organization Structure .....................................................................................................5 3.1 3.2 3.3 Project Manager ......................................................................................................6 Technical Team .......................................................................................................7 Administrative Team .............................................................................................12

Detailed Project Organization Structure .........................................................................15 4.1 4.2 4.3 4.4 4.5 PHASE1 : 10 Bungalows For The Senior Executives ................................................16 PHASE 2 : 20 Apartments In Five Buildings ...........................................................17 PHASE 3 : 100 Dwellings For The White Collar Workers.........................................18 PHASE 4 : 300 Dwellings For The Blue Collar Workers ...........................................18 PHASE 5 : Market & Entertainment Complex.........................................................18

5 6

Conclusion & Recommendations ....................................................................................19 Bibiliography/Readings...................................................................................................20

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SCOPE OF WORK
Our company has bagged a lucrative contract to construct a housing colony for an industrial group to be located in western Maharashtra in a coastal belt. The project consists of a housing colony of 10 bungalows for senior executives, 20 apartments in 5 buildings, 100 dwellings for white collar workers and 300 dwellings for blue collar workers. The colony will have a market and entertainment complex. The primary object of the assignment is to study the management in organization and prepare a report to evolve organization structure with following condition and also suggest and discuss an organization structure denoting responsibility, authority, communication control for all facets of construction work and management functions. The organization should be as lean and thin as possible with the bare minimum of personnel on company roll up to junior level. All supervisors to down below will be temporary for project duration only to be recruited locally from 100km radius.

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2.1

Key Function
Planning
Planning is the first step of management in an organization. It is necessary to perform managerial planning at various levels and then to visualize how they relate to one another. A plan is a projected course of action. A project plan will spell out the details in which the activities will be carried out; resources will be deployed and time frames when certain outputs should be expected. The plan of a course is an aggregate of schemes that cumulative will lead to the targeted development objectives in the given time and the resource creation and allocation for the purpose.

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2.2

Scheduling
Scheduling involves accommodating the work plan into the available time limit showing the duration and order of all the construction activities.

2.3

Organizing
Organizing involves dividing the entire project into manageable portions and allocating the specific tasks to the departments/individuals.

2.4

Staff Recruitment
This involves recruitment of adequate staff both temporary and permanent based on the project requirement.

2.5

Training
Training involves educating and providing basic training to the recruited staff in the subordinate level to carry out their assigned tasks. Directing their works, controlling their efforts, enhancing their skills further motivating the staff both individually as well as in groups.

2.6

Staff Monitoring & Coordinating

Monitoring the staff is very essential for the efficient and effective working of all the staff members for the successful and timely completion of the project. Monitoring involves a periodic check on the program in comparison to the actual progress of the project and implementing appropriate and effective corrective measures if needed. Coordination in between all the departments and individuals is very important in the success of any work. Hence, effective communication system should be developed and maintained accordingly. Team events should be organized at regular intervals and all the

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staff members including the Top management and the temporary staff should be involved in these events. These events not only help in improving the communication system between the staff, but also relieve them from the work related pressures thus improving the Team spirit between the departments and the individual staff member.

ORGANIZATION STRUCTURE
The effective organization structure is necessary for any project. The size of the Organization depends on the scope of the project. A company may hire specialists in all the relating to Planning, Designing & Architecture, Office & Site administration, Plants & Machinery management and Quality control. The Company may recruit all the above mentioned employees in the corporate office. Supervisors, workers and labor can be hired based on the requirement and availability at the work site.

Project Maneger Technical Team Administrative Team

Operations Head

Construction Manager

Service Head

Marketing Head

Quality Engineer

Maint. Engineer

Sr. Site Engineer

Safety Engineer

Security Personnel

Tendering & Cost Specialist

Project Control Head

Jr. Site Engineers

Finance Head

Scheduler

Doc. Controller

Accountant

Purchase Engineer

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3.1

Project Manager
The Project Manager is responsible for the day-to-day management of the implementation. The Project Manger should Developing the project plan and managing the project stakeholders, the project team, the project risk, the project schedule, the project budget and the project conflicts. He needs strong communicative and interpersonal skills must become familiar with the operations of each line organization and should have general knowledge of the technology. He has the authority to make decisions that will keep the project moving, and is responsible for managing the project plan, communicating with upper management, locally and at the Office level, and managing the tasks and resources within the scope of the project plan. The duties of the project manager can best be summarized under five general operational areas. Preconstruction Services support Preparing a deliverable schedule relative to bidding practices Assisting the estimating department during plan review Preparing a preliminary construction schedule Delineating project requirement and general conditions Administration of the project Managing the Owner's contract Communications on issues, and coordination of activities Document control Acquisitions required for the construction of the project Refinement of scope Identifying items that have delivery dates that impact the schedule Purchasing of trades and materials Management and scheduling of the project

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 Understanding manpower operations Materials applications Building code issues (Site logistics another important task is generally organized by the superintendent) Cost control management Issue resolution Managing and verification of subcontractor change orders Preparation of cost documents for submission and resolution Building code issues Project closeout Achieving substantial completion Aggressive punch list completion Submission of recoded drawings, maintenance manuals & Warranties

3.2

Technical Team
The main responsibilities of the Technical Team are as follows. Provide technical support to project teams by coordinating the design consultant, A/V, lighting, power and other technical aspect. Draw construction plans Select suppliers and manage tendering process and/or estimation process with internal production facility Audit quotes for cost control and quality Quality and budget control of production On-site setup and coordination / site management Communicate and coordinate with customers, suppliers, designers and project staff

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3.2.1

Operations Head
The key responsibilities of the Operations Head are as follows. Estimate resources and the number of participants required to achieve project goals. Identify and manage project dependencies and critical paths. Prepare progress reports, proposals, requirements, documentations and

presentations. Manage changes proactively in project scope and devise contingency plans. Negotiate with department managers, if required, on staff acquisition for the project. Quality Engineer: - Is a professional who understands the principles of product and service quality evaluation and control. This understanding of applied technologies includes, but is not limited to; Development and operation of quality control systems. Application and analysis of testing and inspection procedures. Ability to use metrology and statistical methods to diagnose and correct improper quality control practices. Understanding of human factors and motivation. Familiarity with quality cost concepts and techniques. Maintenance engineers: - Responsible to maintain the condition of all equipment at construction site, ensuring the proper working of the equipments. Large construction projects are extremely expensive, contractors cannot afford construction delays caused by equipment breakdowns. Therefore, most companies rely on a trained staff of maintenance engineers to prevent equipment breakdowns and to minimize construction time lost, due to equipment outages.

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The key responsibilities of the maintenance engineers are as follows. Adopt and implement a detailed maintenance plan, which is designed to minimize if not eliminate all unplanned equipment outages. Recruit, train and supervise a sufficiently large staff of competent equipment maintenance engineers and technicians. Inventory, inspect, monitor, document and report the cost and performance of each piece of equipment. Maintain an inventory of requirement spare parts and supplies, as required to minimize backorder and delivery down-time. Perform routine maintenance. Undertake emergency repairs effectively and efficiently to minimize time lost due to unanticipated equipment outages during construction activities.

3.2.2

Project Control Head

The major duties and responsibilities of Project Control Head are controlling the progress of the project, ensuring resource availability and allocating the same, coordinating with various departments and external agencies, and reporting. The primary role of the project control engineer is to track and coordinate the progress of the project on a day-to-day basis to ensure that the project is on-track. Some of the specific activities in this direction that usually find mention in a project control engineer's job description include: Developing and maintaining detailed project schedules. Monitoring cost and commitment through requisition and invoice review. Ensuring active engagement of team members by delegation of tasks to the appropriate person both on a long term and on a day-to-day basis.

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 Ensuring adherence to recommended best practices such as the critical path method based on PERT and the likes. Ensuring adherence to quality standards such a Total Quality Management or Six Sigma by ensuring employees follow quality standards and by using quality control checklists. Coordination and regulating various meetings such as project progress review meetings, quality circles, and the like. Application of various projects progresses methods to ensure the project schedule is on track to meet deadlines or deliverables. Ensuring compliance with safety standards. Developing and monitoring project cost forecasts. Scheduler: - The Project Scheduler position will be responsible for overseeing all project scheduling activities on an assigned construction project. The Project Schedule will be in strict accordance with the contract documents, it will be the Project Scheduler's responsibility to ensure the contract schedule requirements are met. Responsibilities: Development of the baseline schedule. Overseeing all project scheduling activities. Reviewing and critiquing Contractor monthly updates to the schedule. Verifying that the updates are an accurate representation of the work accomplished. Analyzing "look ahead" schedules for potential problems or delays. Recommending work around plans, such as workforce acceleration, extended work week or multiple shifts to keep the project on track. Document Controller: - The main duty of a construction document controller involves keeping all project documents orderly, complete and categorized for easy accessibility

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to specific records and projects. The controller reviews each document for conformity and accuracy.

3.2.3

Construction Manager
The construction manager is the person who handles a construction job from start to finish. This individual will have a primary hand in planning the job as well as overseeing the project along the way . The construction manager will plan, direct and budget a construction project as well as handle any issues which arise during the job. The main responsibilities of the Construction Managers are namely: Must complete is to look over a proposed project to determine what necessary jobs need to be completed prior to beginning the project. Must review the project in depth so that he/she thoroughly understands what will be needed along the way. Responsible for hiring and supervising workers. Involved in duty of providing a budget for the construction project. Order supplies for completing the construction project. Manage the construction schedule in an effective and efficient manner. Must also inspect and review the construction project on a periodic basis to ensure compliance with safety code and building code regulations. Should have excellent problem solving skills. Should be timely in nature. Senior Site Engineer: - A Senior site engineer works as part of the site management team liaising with and working alongside architects, engineers, construction managers, supervisors, planners, surveyors and subcontractors. They share responsibility for site security, health and safety, and the organization and supervision of material and human resources. The main responsibilities of the Senior Site Engineers are namely:

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To carry out all the activities as per the drawing specification with all quality standards Execution of activities as per program and highlighting delay if any in right time. Highlight drawing discrepancies to project engineers Leading a team of supervisors to carry out their duties and responsibilities. Ensure optimum utilization Ensure safety of construction of all concerned follows safety regulation Highlighting safety violation of defaulting personnel

Junior Site Engineer: Assist in ensuring that the work is executed as per drawings and specifications. Assist in co-coordinating daily material requirement and availability in the stores. Assist to ensure that the work is carried out in accordance with quality requirement and conformance. Directly reports to the site engineer and assists him with all relevant tasks on site.

3.3

Administrative Team
This department is responsible for the Administration. All the HR related matters are managed in this department.

3.3.1

Service Head The function of a services head is to look after the serviced required for the proper and
trouble free execution of construction activities. He forms the team and lead them providing safety and security to the project and people linked with it. Safety Engineer: Safety engineers are responsible for keeping people free from danger, risk, or injury in the workplace. They develop safety programs to minimize losses due to injuries and property damage. They try to eliminate unsafe practices and conditions in industrial

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plants, mines, and stores as well as on construction sites and throughout transportation systems. Safety engineers work for a wide variety of industrial and commercial companies. Study the buildings, equipment, procedures, and records of accidents in their plant and point out safety hazards. Suggest ways to fix unsafe structures or recommend changes in the layout of the plant. Sometimes they draw up plans for the regular maintenance of machinery or teach safe work habits to managers and workers. Security Personnel: Provide safety to the people working on site and valuable material lying at the site. Responsibilities: Ensures safety of all Company property and staff. Carries out the periodic Security Risk Assessment and advises management on required remedial action. Leads security awareness and training initiatives to educate staff and various stakeholders on security concerns. Serves as liaison with local law enforcement to assist investigations of accidents, thefts, and property loss. Supervises and ensures that all security personnel hired from private firms perform their duties in accordance with their contract. Prepares monthly security reports to the Chief Human Resource Officer in regards to the security activities in the Company. Liaises with the Construction Managers on matters relating to security deployment at the company site(s) and recommend areas of improvement.

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 Performs any other security related duties as may be directed by the immediate supervisor from time to time.

3.3.2

Finance Head
The key responsibilities of the Finance Head are as follows. Monitor cash balances and requirements. Prepare Board documents. Prepare cash analytics required by investors and management. Lead budgeting and forecasting processes including developing financial targets. Manage planning and forecasting processes, define deliverables, timing, processes . Develop and implement financial forecasting models to predict operating results. Implement financial forecasting and planning tools as needed to improve planning results. Coordinate internal reporting and development of management reporting and analysis of the Companys financial and operating performance. Accountant: He looks after all the financial aspects of the project including the salaries of the employees (both permanent and site specific) and also the daily wages of the labour. He authorizes the payments for all the bills. He also holds the responsibility for payment of all the Taxes as applicable to the Government. Purchase Engineer: He looks after all the purchase required for the project and also for the office. He negotiates with the vendors who supply the material, coordinating with the Project Manager and the Quality control department ensuring that all the material is purchased maintaining the quality as per specifications and also at competitive rates available in

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the market. He has the Authority to issue a purchase order to the Vendors who supply the material as per the project specifications at competitive market rates. He also maintains the store record of the material issued and materials available. He is assisted by a Purchase assistant who is recruited on contract basis for the site.

3.3.3

Marketing Head
As a marketing head he plays the vital role of bagging the offer of construction from clients by attending meetings with them and presenting his companys potential in an effective and positive way in front of them. Tendering & Cost Specialist: Do all the tendering required for bagging any project. Analysis the day to day change in the field of construction financing.

DETAILED PROJECT ORGANIZATION STRUCTURE

For better Management & Control of the project we decided to divide the overall project to Five phases as below: Phase1 Phase 2 Phase 3 Phase 4 Phase 5 : 10 Bungalows for the senior executives : 20 Apartments in five buildings : 100 Dwellings for the white collar workers : 300 Dwellings for the blue collar workers : Market & Entertainment complex.

The requirement of key staffs for the project is as follows: Project Manager Operations Head Project Control Head 1 nos. 1 nos. 1 nos.

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 Construction Manager Service Head Finance Head Marketing Head Quality Engineer Maintenance Engineer Scheduler Document Controller Sr. Site Engineer Jr. Site Engineer Safety Engineer Security officer Jr. Security officer Accountant Purchase Engineer

6 nos. 1 nos. 1 nos. 1 nos. 5 nos. 5 nos. 5 nos. 5 nos. 13 nos. 23 nos. 5 nos. 5 nos. 15 nos. 5 nos. 5 nos.

Tendering and Cost Specialist 5 nos.

4.1

PHASE1 : 10 Bungalows For The Senior Executives

This phase consists of 10 bungalows for the residences of the senior executives. For this phase there will be a Construction manager, 2nos. Sr. Site engineer, 5nos. of Junior engineers, 5 nos. of Supervisors 5 nos. of Gang leaders. The Construction manager must be a well experienced person having a deep knowledge in the construction industry. He must take accurate firm decision & command his team regarding execution process. He must be aware of the quality standards requirements of the client & interior design patterns for these luxurious executive bungalows. His direct contact are to the two sr. site engineers who are in charge of these 10 ( 5 bungalows for each sr. site engineer). They should execute their duties right from the stage of 16 | P a g e

excavation is over; foundation team has to start their work. After foundation workers are completed, next sequence team has to be ready with their required materials and manpower. Materials have to be procured and properly stocked. Sr. Site engineers assign duties to Junior Engineers 5 nos. That is responsible for the bungalows each. There are 5 supervisors who will be junior engineers in the execution works in time keeping all the quality standards of the company and the requirements of the client. The finishing & interior design works of these buildings have to be carried out under expert supervision.

4.2

PHASE 2 : 20 Apartments In Five Buildings

This Phase consists of 20 apartments in five buildings i.e. four apartments in each building. The earth work excavation of these four buildings has to be carried out in such a way that it is in square shape i.e. four buildings in the four corners of a square. The space in between can be utilized for gardens and play area as per the requirements of the client. For the Phase there is a Construction manager, two sr. site engineers who are in charge of the two buildings each. Under him 4 junior engineers will be there who are in charge of each building. There will be four supervisors who will be assisting him in execution and progress of the work. Each building will be single storied building. Two apartments will be on the ground floor and two apartments will be on the first floor. For notation purpose these four buildings can be denoted as B1, B2, B3, and B4. For B1 say there will be junior engineer and he will be reporting to the junior engineer who in turn will schedule the labour allocation as per the requirements. The construction manager must be aware of the progress and activities that are being carried out on the site.

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4.3

PHASE 3 : 100 Dwellings For The White Collar Workers

It consists of 100 dwellings for white collar workers. This Phase is a typical unit which consists of a hall, two bedrooms with one attached and the other having a common toilet, dining room, kitchen, and a store room. In this Phase, one Construction manager, 5 sr. site engineers (20 units), 5 junior engineers (20 units), 10 supervisors (10 units). Gang leaders form labours have to be taken & they must be able to carry out the work in the prescribed way and quality. This Phase is mainly meant for the middle class family. The execution works in this Phase are a time taking procedure so manpower from other Phases 1 & 2 has to be duly transferred & allocated.

4.4

PHASE 4 : 300 Dwellings For The Blue Collar Workers

This Phase consists of 300 dwellings for blue collar workers. In this Phase, two Construction manager are in charge. Each CM will be in charge of 150 dwellings each. Under each project engineer, there will be 3 sr. site engineers & 5 junior engineers & 5 supervisors. It has to be constructed in a fast track manner. More manpower has to be involved in this Phase whenever manpower and technical person can be spared from each other a Phase that has to be properly utilized in this Phase. This Phase must be subdivided in such a way that the maximum output is achieved with minimum manpower.

4.5

PHASE 5 : Market & Entertainment Complex

This Phase consists of the market and entertainment complexes the construction of this Phase has to start as soon as possible when the works of other Phases are nearing a completion stage. The market area also consists of fish market; vegetable market; butcher shop etc; there are small outlets or grocery shops near to each Phase. These market areas have to construct in such a pattern that special provisions have to be

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provided for waste removal and sewage flow in closed pipelines. Roads connecting each market area also have to be constructed.

CONCLUSION & RECOMMENDATIONS

The structure proposed for the organization of the knowledge based on the Document, Processes, Elements and Basic Materials trees for a small building company has enabled. The relation to be made among Materials, Services and Suppliers. A real example was used based on the quality documents obtained from one company. Later, other documents used by the company may be included. This will allow for the registration of experiences. The organized and integrated knowledge originated from a classification structure can work as a professional habilitation/updating tool, capable of integrating the knowledge of the area under consideration. Moreover, it can contribute to the strengthening of the technical history of the company and work as a channel to disseminate this knowledge to its collaborators. The recommendations include: Ensuring the early involvement of key project team members that have expert knowledge so that an appropriate level of client satisfaction and value can be defined.

Establishing of subcontractor and supplier relationships by selecting teams based on

value rather than lowest price.

Managing the project parameters of cost, schedule, quality, and H&S in unison. Working together as a team to agree mutual goals and devise dispute resolution
mechanisms. Developing and monitoring continuous improvement programme.

Developing and implementing sound risk management processes.

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 Dealing with risks and rewards equitably by using modern commercial arrangements
such as collaborative contract forms, target cost and open book accounting.

Using non-adversarial forms of contract and ensuring that contractual relationships

are appropriate for expected project objectives.

Using cost-plus and design and build forms on contract underemphasizing the use of
management contracting as well as traditional forms of contracting.

Mobilizing and developing people in order to ensure employee satisfaction through

integrated teams.

BIBILIOGRAPHY/READINGS
1. Engineering Construction and Architectural Management / PED Love, J Smith, G Treloar and H Li. 2. NCP-21 study material by NICMAR

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