Disclosure to Promote the Right To Information

Whereas the Parliament of India has set out to provide a practical regime of right to information for citizens to secure access to information under the control of public authorities, in order to promote transparency and accountability in the working of every public authority, and whereas the attached publication of the Bureau of Indian Standards is of particular interest to the public, particularly disadvantaged communities and those engaged in the pursuit of education and knowledge, the attached public safety standard is made available to promote the timely dissemination of this information in an accurate manner to the public.

इंटरनेट मानक

“!ान $ एक न' भारत का +नम-ण”Satyanarayan Gangaram Pitroda

“Invent a New India Using Knowledge”

“प0रा1 को छोड न' 5 तरफ”Jawaharlal Nehru

“Step Out From the Old to the New”

“जान1 का अ+धकार, जी1 का अ+धकार”Mazdoor Kisan Shakti Sangathan

“The Right to Information, The Right to Live”

“!ान एक ऐसा खजाना > जो कभी च0राया नहB जा सकता है”Bhartṛhari—Nītiśatakam

“Knowledge is such a treasure which cannot be stolen”

“Invent a New India Using Knowledge”

है”ह”ह

IS 15883-1 (2009): Construction project management -Guidelines, Part 1: General [CED 29: ConstructionManagement including safety in Construction]

July 2009

IS 15883 (Part 1) : 2009

Indian Standard

CONSTRUCTION PROJECTMANAGEMENT - GUIDELINES

PART 1 GENERAL

ICS 03.100.40

© BIS 2009

BUREAU OF INDIAN STANDARDSMANAK BHAVAN, 9 BAHADUR SHAH ZAFAR MARG

NEW DELHI 110002

Price Group 6

Construction Management (Including Safety in Construction) Sectional Committee. CED 29

FOREWORD

This Indian Standard (Part I) was adopted by the Bureau of Indian Standards. after the draft finalized by theConstruction Management (Including Safety in Construction) Sectional Committee had been approved by theCivil Engineering Division Council.

A construction project is an endeavour undertaken by a project team on behalf of owner/client to create a builtfacility suited to the defined functional objectives. From inception to commissioning. the project goes throughvarious distinct stages leading to progressive achievement of project objectives. Each stage involves specificinputs, processes (both technical and managerial) and deliverables. Typically. the life cycle of a project fromcommencement to completion involves the following stages :

a) Project Appraisal- Inception, feasibility and strategic planning;

b) Project Development - Project brief development. planning and design, finalization of proposals.procurement strategy. construction documentation including tender drawings. working drawings.specifications. cost estimates. bills of quantities. procurement documents;

c) Planning/or Construction - Sequencing of project components. planning tools. resource planning andtime cost trade-off:

d) Tender Action - Open competitive bidding/pre-qualification of agencies. issue of tender documents.evaluation of bids, negotiation if required and award of work ;

e) Construction - Execution. monitoring. control. work acceptance; and

f) Commissioning and Handing Over - Contractual closeout, financial closeout, defect liabilitycommencement, facility handing over.

The distinct features of a construction project include the temporary nature of the organizations involved. theevolutionary process of project deliverables during project development stages and the unique output of the builtfacility. As a result of these features. unless there is efficient and effective project management, a constructionproject is faced with challenges of uncertainties leading to time over-runs. cost over-runs. changes in projectparameters, loss of quality and inability to meet the functional objectives. While technical soundness ofa proposalis an important aspect of a construction project. the management aspects. which involve techno-legal. financialand other issues , have also a significant role in the success of a project. Therefore, management functions andtechnical processes in a construction project need to be integrated towards achieving project objectives. Topmanagement commitment plays an important role in harmoniously achieving these project objectives. In some ofthe public sector projects, it may be necessary to share relevant information with public at large through appropriatemeans .

This standard is intended to provide a general overview of construction project management and informationregarding the applicable tools and techniques. It gives briefguidelines on various construction project managementfunctions and formulation of other parts of this standard to cover detailed guidelines on each of these managementfunctions may be taken up subsequently . Users of this standard are encouraged to employ suitable constructionmanagement software as an aid to implement provisions of this standard.

The guidelines may be applicable in general to all construction projects. However, for smaller projects. theapplicability of various provisions may be decided appropriately by the parties concerned.

The composition of the Committee responsible for formulation of this standard is given in Annex A.

For the purpose of decid ing whether a particular requirement of this standard is complied with, the final value,observed or calculated . expressing the result of a test or analysis, shall be rounded off in accordance with IS 2 : 1960'Rules for rounding off numerical values irevisedv . The number of significant places retained in the rounded offvalue should be the same as that of the specified value in this standard.

IS 15883 (Part 1) : ZOO9

Indian Standard

CONSTRUCTION PROJECTMANAGEMENT - GUIDELINES

PART 1 GENERAL

1 SCOPE

2 REFERENCES

4 GENERAL

3 TERMINOLOGY

Stakeholder is a person, group of persons ororganizations who are actively involved in the projector those who have an interest in the success of a projectand its environment. Generally in a constructionproject, besides the owner/client, the project manager,consultant, construction agency and the user are thestakeholders. In addition, depending on the nature ofthe project, there may be other stakeholders such asfinancer, government and public at large.

project with the aim to ensure that a project iscompleted within the scheduled time, authorized costand to the requirement of quality standards. TheConstruction Project Management refers to suchproject management when applied to construction ofbuilt facility . Project objectives depend on therequirements of the built facility. From the point ofview of Construction Project Management, projectobjectives may be defined in terms of scope, time, costand quality . This may usually take place in projectappraisal stage. Information and guidelines givenunder 4.2 to 4.6 shall be appropriately utilized underdifferent stages for Construction Project Management.

NOTE- For the purpose of lhis standard. ConstructionProjectManagementobjectivC5 aredrawn fromtheprojectdevelopmentstage and donot cover inception. feasibility and related projectstrategic planning.

4.2 Stakeholder

4.3 Construction Project Life Cycle

Construction project life cycle consists of projectappraisal, project development, planning forconstruction, tender action, construction, andcommissioning and handing over, as main stages. Thesestages involve defined decisions, deliverables andcompletion of milestones for control of project,ensuring that the adverse impact of uncertainties isovercome at each stage in the progress. Accordingly,the responsibilities of project team should be definedand measured for acceptance and liabilities determinedobjectively.

Project objectives, drawn out of feasibility establishedin the appraisal stage, are achieved progressivelythrough each of the project life cycle stages. Thestage­wise break-up ofproject objectives, tasks, complianceand authorization to proceed further in the next stage

Title

Glossary of terms in project networkanalys isGlossary of terms in inventorycontrolUse of network analysis for projectmanagement:Management, planning, review,reporting and termination proceduresUse of graphic techniquesGlossary of terms in human resourcedevelopment

(Part I) : 1998

10400: 1992

14580

1.1 This standard (Part I) covers general guidelinesfor construction project management.

1.2 The aspects regarding project formulation andappraisal up to the stage of preparation of preliminaryproposals for financial approval are not covered in thisstandard . The scope of this standard, therefore, coversthe stages subsequent to the stage of approval (when adecision to implement the project including itsfinancing is taken) till comm issioning and handing overof the project.

The following standards contain provisions which,through reference in this text, constitute provisions ofthis standard. At the time of publication, the editionsindicated were valid . All standards are subject torevision, and parties to agreements based on thisstandard are encouraged to investigate the possibilityof applying the most recent editions of the standardsindicated below:

IS No.

7337 : 1985

(Part 2) : 200615198: 2002

For the purpose of this standard, the definitions givenin IS 7337, IS 10400 and IS 15198 shall apply.

4.1 A project is generally a non-recurring task havinga definable beginning and end, with a definite missionand has a set of objectives and achievements. ProjectManagement is application of knowledge, skills, toolsand techniques to achieve the objectives of a defined

IS 15883 (Part 1) : 2009

should be structured comprehensively through variousstages of life cycle. Each stage of construction projectlife cycle may be considered as a sub-project, thusmaking overall complexities of a project moremanageable.

A typical construction project life cycle is given inFig. I.

4.4 Construction Project Delivery Models

Projectdelivery modeldetermines the mannerin whichthe project is planned, designed, executed and contractadministration carried out. It also determines thecontractual relationships between the owner/client,design consultants and construction agency. Thedelivery model shall define the span of control androle and responsibilities of each of the above parties.The main types of project delivery models that are invogue in the construction projects are: (a) traditionaldesign-bid-build, (b) design-build with variants,(c) tum-key, and (d) build, operate and transfer and itsvariants. Each of the delivery models can adoptdifferent types of contracts depending upon thesuitability of the contract type in relation to the natureand type of projects, project objectives and otherproject specific considerations.

4.5 Construction MethodologiesJTechniques

Suitable construction methodologies/techniques,including conventional. prefabrication, systemsbuilding approach, mixed/composite construction.mechanization in construction, other innovativetechnologies, etc. shall be considered and anappropriate choice made depending upon the projectobjectives in terms of factors such as scope, time, costand quality requirements.

4.6 Organizational Structures

Organizational structure depends on the projectdelivery model. As an example, a typical organizationchart for Design-Bid-Build model is given in Fig. 2.

4.6.1 Construction Project ManagementOrganizational Teams

For any given project delivery model, an appropriateorganizational structure shall be selected so as tofacilitate constitution of teams across various agenciesinvolved. Such teams are fundamental functional unitsgenerally specific to each of the life cycle stages of aproject

HSE and quality set up shall directly report to theProject Manager.

5 CONSTRUCTION PROJECT MANAGEMENTSTAGES

Typically a construction project (whether small orlarge) may be considered to involve the followingdistinct broad stages:

a) Project appraisal stage (see Note):

1) Inception,

2) Feasibility, and

3) Strategic planning.

b) Pre-construction stage :

1) Project development.

2) Planning for construction, and

3) Tender action.

c) Construction stage. and

d) Commissioning and handing over stage.

r---'-een~ !Z 15~

ze, 0e, !j ~g >=c u... ti& ~~

-cu II:

W !!l w-'i~

wI- -,w 0w 0

f~ ~o Z...J II: wa.. e, a..u ...~ I0(J Iif. I

IIIIIL.~::

TIME -

FIG. 1 TYPICAL CONSTRUCTION PROJECT LIFE CYCLE

2

IS 15883 (Part 1) ; 2009

Owner/client orhlsrepresentative

1Project

Manager

.1

Consultants

Civil works ElectricaVMechanical works

NOTE - 'Consultants' may cover in-house teams or outs ide consultants.

FIG. 2 TYPICAL ORGANIZATION STRUCTURE FOR DESIGN-BID-BUILD MODEL

NOJ'E - As the scope of this standard covers activities startingfrom pre-construction stage , the project appraisal stage has notbeen covered here .

Under each of the above stage s. the relevantconstruction management function guidelines givenin 6 should be employed for achieving the intendedobjectives.

5.1 Pre-construction

5.1.1 Project Development

This will involve:

a) Formalization of design brief;

b) Site survey and soil investigation;

c) Hazard risk vulnerability analysis;

d) Alternative concept designs with costing andfinalization;

e) Preliminary designs and drawings;

f) Development of design of each discipline andtheir integration;

g) Obtaining statutory approvals;

h) Decision on construction methodology;

j) Preliminary cost estimates;

k) Detailed design of each discipline;

m) Construction working drawings and relatedspecifications with integration of engineeringinputs of all concerned disciplines;

n) Detailed cost estimate;

p) Detailed specifications and billof quantities; and

q) Tender documents.

3

Peer review/proof checking of the drawings/designs/estimates shall be done in case of important projects,depending upon their complexity and sensitivity.Environment impact analysis and social impact analysisshall be done in applicable cases.

5.1.2 Planning for Construction

The following aspects shall be considered:

a) Sequencing of project components,

b) Planning tools:

I) Work breakdown structures (WBS),

2) Bar charts, and

3) Network techniques and scheduling.

c) Resource planning , and

d) Time cost trade-off.

5.1.2.1 Sequencing ofproject components

Methodology of construction shall be detailed beforethe start of the project. Sequencing of projectcomponents shall be done on the basis of methodologyadopted and availability of resources. This shall bereviewed during the progress of the project and revised,if necessary.

5.1.2.2 Planning tools

The planning tools describ ed below may be employedfor effective management of a construction project:

a) Work Breakdown Structure (WBS) - TheWBS shall identify the total scope of worksinvolved in the project and shall form the basis

IS 15883 (part 1) : 2009

for the development of detailed projectschedule. Through WBS, the project shall besub-divided into major sub-divisions (workpackages) and each major sub-division shallbe further sub-divided into additional levelsas required up to the level of activities thatcould form the basis for monitoring andcontrol of project performance in terms oftime, cost and quality parameters. WBS shallprovide activity listing with associated costaccount codes for the preparation of projectschedule either by bar charts or by networkdiagramming methods.

b) Bar Chart - Bar chart is the simplest formof project scheduling and used for small andcomplex projects and in preliminary planningand tender stages of major projects. A typicalbar chart form ofproject schedule depicts thevarious activities on a calendar time scale inthe form of bars in their relative positions withstart and finish dates and length of barindicating probable activity duration. Linkedbars represent the interdependencies betweenthe activities. Bar chart type of schedule shallbe used to comprehend, summarize anddisplay the results of complex project networkanalysis and further monitoring andcontrolling process.

c) Network Techniques and Scheduling

1) Network Diagramming Methods ­Network based project schedule shall beused for major and complex projects. Inthis method, the network of projectactivities identified through WBS isdeveloped incorporating their logicalrelationships and interdependencies.Thetwo available approaches for networkdiagramming techniques are ArrowDiagramming Method (ADM) andPrecedence Diagramming Method(PDM).

2) Network Analysis and Scheduling - Theproject network incorporating the activitydurations and logical relationships shallbe analyzed with forward and backwardpass schedule calculations to establishearly and late start and finish time ofactivities with their available floats,critical activities, critical path and overallproject duration. The project schedule isprepared in terms of calendar dates ofstart and finish of activities with availablefloats. The network schedule shall alsobe presented in the fonn of linked barchart or in tabular fonnat.

4

For details on network preparation and analysis,reference shall be made to IS 14580 (Part 1) andIS 14580 (Part 2). Network schedule shall be preparedfor all disciplines and they shall be integrated into aMaster Control Schedule.

5.1.2.3 Resource planning

This shall involve the following:

a) Resource Allocation - The feasibility of thenetwork shall be checked with respect tomanpower, equipment, other resourcesrequired at the site.

b) Resource Levelling - It shall be done by re­allocating the slack resources from non-criticalpath to critical path activity in order to obtaina reduction of time or by shifting the activitieswithin the floats available with them, to obtainan optimum uniform resource requirements.

c) Resource Schedule - Schedule of followingresource requirements with respect to timeshall be prepared on the basis of networkdeveloped and kept in the database for projectcontrol purposes:

I) Technology,

2) Manpower:

i) Technical staff,

ii) Skilled labour, and

iii) Unskilled labour,

3) Machinery,

4) Materials, and

5) Cash flow.

Resource schedule shall be preparedseparately for client, consultant andconstruction agency.

5.1.2.4 Time cost trade-off

Time cost trade-off analysis shall be done to obtain aminimum total cost of the project within the specifiedtime. This shall bedone taking into consideration directcost and indirect cost of the project.

5.1.3 Tender Action

5.1.3.1 Preparation of tender documents

The bill of quantities, specifications, drawings andconditions of contract should be prepared on the basisof design and details finalized in project proposaldevelopment stage (see 5.1.1) keeping in view theconstruction project delivery model selected. Theformat, terminologies and terms and conditions shouldbe as per the standard engineering practices. In case ofany special item or condition, the same shall bedescribed clearly to avoid any ambiguity.

5.1.3.2 Selection ofConstruction agency

Selection of construction agency shall be done by either:

a) Open Competitive Bidding - In this case,tender notice should be publicized adequatelyto obtain competitive tenders from competentagencies for the project ; or

b) Limited Competitive Bidding - In large,specialized and important works,pre-qualification of contractors shall be doneconsidering their financial capability, bidcapacity, experience of similar type of works,past performance; technical staff; and plantsand machinery available.

5.1.3.3 Bid evaluation. negotiation and award ofwork

After due evaluation and negotiation. with the bidders.if required, the work shall be awarded to theconstruction agency based on competitive technical andfinancial bids.

5.2 Construction

This is one of the most important stages of constructionmanagement where pre-construction stage outputs arerealized into physical tangible form within theconstraints of time and cost. The intent or need forfunctional and physical characteristics. defined in thepre-construction stage outputs through specifications,drawings and consolidated project brief is realizedthrough various construction project managementfunctions described in 6 and particularly through:

a) Time management,

b) Cost management, and

c) Quality management.

5.3 Commissioning and Handing Over

After the project is complete as per specifications anddesigns, project commissioning and handing over stagefollows. It shall need the compliance of the following:

a) Clearing of site,

b) Removal of all defects at the time ofcompletion and during defect liability period,

c) Preparation of list of inventories,

d) Certification and settlement of constructionagency's final bills for payment,

e) Obtaining completion certificate from localgovernment bodies/departments,

f) Preparation of maintenance manual,

g) Performance compliance verification of builtfacility,

h) Handing over all other required documentsto the client/owner.

5

IS 15883 (Part 1) : 2009

j) Restoration of surroundings. and

k) Preparation and handing over all as-builtdrawings.

6 CONSTRUCTION PROJECT MANAGEMENTFUNCTIONS

Construction Project Management consists of numberof processes and these can be grouped under thefollowing management functions:

a) Scope management,

b) Procurement management,

c) Time management,

d) Cost management,

e) Quality management,

f) Risk management,

g) Communication management.

h) Human resources management.

j) Safety, health and environment management,

k) Integration management, and

m) Other management processes.

The project management functions briefly describedbelow may be employed for effective management ofconstruction project during its different stages asapplicable. Some of the processes may. however.overlap more than one function.

6.1 Scope Management

It should be ensured that project features and functionsremained as established during the finalization stage.Scope management includes the processes of scopeplanning, scope definition. scope verifications. scopemonitoring and change control.

Scope monitoring and change control are critical tothe construction stage in order to control time and costover-runs. The work breakdown structure of the projectshall be the basic tool for defining the scope baseline.Scope control should aim to identify factors influencingscope change, determ ine the impact of scope changesand establish the system for scope change approvaland revision of scope baseline. Accordingly, a detailedscope management plan should be drawn to lay downall the necessary practices including technical andorganizational interfaces.

6.2 Procurement Management

Procurement management includes processes forpurchase of materials. equipment. products, solicitingservices of consultants and engaging agencies forexecution of works under a contract. Projectprocurement processes, which depend on type ofproject delivery model include identification of

IS 15883 (Part l) : 2009

procurement needs. preparation for procurement.sol iciting proposals. selection of suppliers/consultants/works contractors. administering of contract. contractmanagement and closure of contract. Project manager, ; charged with the responsibility to help structure andI evelop contract to suit the specific needs of the project.As contract. which is an output of project procurementmanagement processes. is a legal document, theprocurement processes should follow detailedprocedures with adequate review and stakeholderappraisal opportunities.

One of the fundamental issues in construction projects ,managed through project managers, is to determinewhat needs may be met by procuring products, servicesand works from external agencies and what should beaccomplished by the project team. This decision is bestarrived at the earlier stages of the project (so that theopportunities of procurement initiation at earlier stagesis not lost) and reviewed at each of the subsequent lifecycle stages of the project. Such decisions should drawinputs from the time. cost . quality and scopemanagement processes. Various procurement routesshould be analyzed on their suitabil ity to both timeand co st criteria of project. As a strategy forprocurement, a project procurement management planshould be developed to document: contract types to beused ; procurement documents; coordination ofprocurement with schedules ; constraints andassumptions; risk mitigation activities (performancebonds. insurances. etc) ; and pre -qual ification ofsuppliers. In addition. specifications, quality standards ,performance data at work locations, etc. which are partof project scope statement. should be described .Inventory management plays an important role in theprocurement management process.

Provision ofestablishment of suitable dispute redressalsystem should be inbuilt to take care of any disputesthat may arise .

6.3 Time Management

lime management aims to complete the project withinthe stipulated time period. Time managementessentially involves the following processes:

a) Defining project scope in the form of workbreakdown structure to generate activityidentification and listing,

h) Activity duration estimating,

c) Activity sequencing with interactivitydependencies,

d) Project schedule development. and

e) Project schedule control.

Work breakdown structure should be used as a tool toprep are the project schedule by defining the project

6

scope and identifying and listing of the activities inthe work packages. For the qu antum of work involvedin the activities, the activity durations are estimatedbased on the standard productivity norms for differenttrades of work. Past-documented experience andexpertise should also be used for determination of theactivity durations with the construction technologyadopted and manpower and equipment resources used.Based on the construction methodology proposed withthe consideration of project specific constraints. thesequencing and interdependencies of the act ivities aredetermined and the graphical representation ofactivities in the form of network should be prepared.The network thus prepared should be analyzed todevelop the project schedule with information on earlyand late start and finishing of activities with theiravailable floats and the cr itical path/critical activitieson the network. Incorporating the calendar dates, thebaseline schedule may be finalized with theincorporation of milestones for subsequent schedulemonitoring and control processes.

During the construction stage. schedule monitoringinvolves methods of tracking and comparing the actualschedule with the baseline schedule and schedulecontrol activities should ensure to remove deficienciesand slippages corrected to acceptable levels.

Project scheduling and monitoring is adynamic processand periodic schedule updating should be done foreffective monitoring and control process. In theprocess, the status of each activity should be examined.For completed activities, actual durations utilized, areincorporated; and for activities in progress, balance tocomplete revised durations and estimated finish datesare determined and incorporated. If the actual schedulelags behind the baseline schedule, various optionsshould be considered to control and bring back theschedule to acceptable levels. The possible controlactions, which may be considered are: possiblereduction in activity duration of future activities withalternate technology options . increasing the resources,alteration in the construction logic and activitysequencing, etc.

6.4 Cost Management

The objective of the project cost management is toen sure that the project is completed within theauthorized budget. The major processes involved inthe co st management are: resource planning, costest imation. cost budgeting/cost planning and costmonitoring and control. The resource planning involvesdetermination of various types of resources, such asappropriate technology, workforce, materials,equipments and infrastructure facilities, their quantumand their requirements during different stages of the

"

project. Preliminary cost estimate with defined scopeof work is required for obtaining the project sanction .Detailed item wise cost estimates with bill of quantitiesand specifications should he made for tendering andsubsequent project execution. The type of contractadopted such as item rate, percentage rate, lump sumand cost plus, influences the cost management strategy.

Most of the cost optimization techniques through valuemanagement studies arc achieved during thepre -construction stage of the project. Valuemanagement is a useful technique for application in costmanagement. It is a systematic multi-disciplinary effortdirected towards analyzing the functions of project oritem for the purpose of achieving the best value at thelowest overall life cycle project cost, It is an establishedtechnique for determining value based decisions ratherthan cost reduction based on change in specifications .Suitability of construction techniques, selection ofequipments for specific purposes, consideringalternative materials and other design changes are someof the areas of application of value engineering .

During construction stage, the efforts are more oncontrol mode for adherence to the budgeted cosl. Forthe purpose of cost control during execution, the timebased cost baseline of the project which forms the basisfor the measurement and monitoring of costperformance. should be generated. The cost baselineis generated by allocating the overall cost estimate toindividual project activities based on the projectschedule . Using the cost baseline, the cost control,which comprises the following , should he exercised :

a) Periodical cost reporting,

b) Comparison of the actual cost against theplanned cost,

c) Obtaining early warning for correctiveactions,

d) Control and monitoring cost chanres,

e) Forecasting of final cost at completion basedon cost trend and cost changes, and

f) Modification of the cost baseline forauthorized cost changes and preparation ofrevised estimates.

6.5 Quality Management

Quality management in construction aims to achieverequired functional and physical characteristics of aconstructed facility through management actionsincluding planning, direction and control. Quality isthe key determinant of requirements which is expressedthrough drawings and specifications. Main function ofquality management is to achieve quality objective ofsatisfying requirements through performanceevaluation of construction processes and ensure that

7

IS 15883 (Part 1): 2009

they arc: directed towards overall quality . Qualitymanagement during construction stag~ assumes thatthe design and specifications comprchc ns ivelyincorporate requirements of users and otherstakeholders . Prior to selling OUI for the construction.the client should completely understand theimplications of changes to the design and specificationsduring the construction stage, which may affect quality.

Although quality is an all-encompassing concept whichalso has hearing on time and cost aspects , the specificscope of quality management may be limited 10 irs keyfunctions of quality planning, quality assurance andquality control. Quality planning refer, to theidentification of relevant quality st andards anddetermining how 10 satisfy them. Quality ;)S~urancc

activities include consistent evaluation of projectperformance to provide confidence lhat the projectsatisfies the relevant quality standards. (.)ualitycontrolmonitors project results related til the compliance toquality standards and identifying means 10 eliminatenon-conformity.

On-site operations constitute most of the constructionprocesses. Scope of quality management for on-siteoperations may he categorized broadly in three drstinctstages. In the 'receiving stage', materials and suppliesare inspected and tested for conformance to thespeci fied standards. During , in-process stage '.materials and supplies arc processed 10 form projectproduct components wherein process control ensuresconformance to the specified standards. In the 'finalstage', inspections and tests monitor the functional andphysical performance of the product/service to ensurethat they satisfy the requirements.

Planning being an integral part of the qualitymanagement, may also consider efficient sire layoutand its management for on-site operations. In additionto time and cost implications of the site management,the quality performance improves by efficientorganization of activities by way of providing adequateand appropriate conditions for the work processes. Sitemanagement needs to consider construction technologyconstraints with reference to aspects related to spaceavailability such as permanent services, access to site,temporary services, location of material stores, stackingand storage areas and plants, fencing and othertemporary structures.

The various organizations connected with the projectshould have their own quality management systems,

6.6 Risk Management

Project risks have an impact on the project objectivesand need a planned response . Project risk managementprocesses ensure proper planning, identification,

IS 15883 (Part 1) : 2009

analysis. monitoring and control to the best interest ofthe project.

Risk management planning processes develop anapproach to risk management activities which includeplanning. execution and monitoring . A riskmanagement plan should define lead and support roleresponsibilities of project team in relation tomanagement. budgeting. risk responsive scheduling.classification of risk activities based on risk break-downstructure and explanation of probability and impact forrisk context.

Risk response planning determines actions required forreducing impact of risks. Risk responses are establishedand assigned to appropriate project participants .Suitable risk mitigation measures should be evolvedfor identified risks.

6.7lnlormation and Communication Management

For information and communication management.Management Information System (MIS) is used as animportant tool for systemized approach to furnishinformation. It comprises a system that collects. stores.sorts and analyzes data to generate and communicateinformation. It may be a combination of manual andcomputerized systems.

At the construction stage of a project. there are manyagencies involved like client. architect. engineer,project manager, various consultants. materialsuppliers, construction agencies and sub-contractors.Each agency is divided into top level managementtaking policy decisions, middle level managementmonitoring the project and lower level managementinvolved in day to day operations of the project.

Each level of management requires information ofvarying details. at different periodicities and in differentformats. Project progress information flows from lowerlevel to the top level management and policy decisionsflow from top level to the lower level management.

MIS integrates the work and information flow withineach agency and flow of information between differentagencies.

In construction stage of the projects. the information~ay be in the form of data reflecting status of project~n terms of actual execution time for each activity. costIncurred, resources used. quality control. materialmanagement. bills. organization management and otherad~inistrative aspects like disputes that may come up.This data should beanalyzed to understand the overallprogress achieved and to update schedules of theproject.

Basic objectives of MIS of a construction project maybe summarized as:

8

a) Providing benchmark against which tomeasure or compare progress and costs. liketime network schedules. cost estimates.material and labour schedules. specifications.working drawings.

b) Providing an organized and efficient meansof mea suring. collecting. verifying andreflecting the progress and status of operationson the project with respect to progress. cost.resource s and qual ity.

c) Providing an organized . accurate and efficientmeans of con verting the data from operationsinto information.

d) Reporti ng the correct and necessaryinformation in the required format and at therequired level of detail to managers at alllevels and to the supervisors.

e) Identifying and isolating the most importantand critical information at various stages tobe communicated to the managers andsupervisors for taking decisions.

f) Communicating the information to themanagers and supervisors in time so thatdecisions may be taken at the right time .

Total MIS configuration of the construction projectmay bedivided into the following modules:

a) Planning and scheduling module.

b) Cost control and accounting module.

c) Trend and forecast module.

d) Project administrative and financial module.

e) Historical and documentation module.

All modules should be interlinked in flow ofinformation and generation of reports.

For large public projects. suitable mechanism may beestablished for communication of relevant informationto public at large.

6.8 Human Resource Management

All construction projects involve large number ofskilled/unskilled persons. Human resources in a projectshould beadequately qualified.trained and competent.

Quality of construction work depends on the qualityof labour resource. For skilled and unskilled labour.the requirement for technical knowledge. skill andgeneral awareness are varied for different constructionprocesses. Labour is required to understand theirrespective responsibilities especially towards thework . Therefore. construction management practicessh?uld ~~phasize on development of competence ofthis cr itical human resource through trainingprogrammes.

The crit ical activities should be identified from thepo int of view of technological innovations.workmanship and environmental conditions whichdetermine labour behaviour and performance. In eachconstruction project. there are certain work relatedpeculiarities wh ich call for job specific orientation.There should be a clearly defined competencerequirement for the workmen. As far as possible. aformal training or a certified course undertaken shouldbe a preferred selection criterion for the workers. Aperiodic review of the performance may be made toestablish the nature of tra ining required and methodsfor imparting training. There is a need to address themotivational aspects, for better performance.

6.9 Health, Safety and Environment Management

6.9.1 Health management issues include looking intothe risk factors to health of construction personnel andproviding hygiene conditions at construction sites andmethods of their man agement. It includes managing,

a) occupational/physical health hazards.

b) short term as well as long-term ill effects ofthe activities and the working environmentof the construction sites.

c) provision of personal protective equipmentrequired for specific health hazards. and

d) laying down of construction hygiene controlmethods.

6.9.2 Safety management issues include managingwork processes, equipment and material handling atsite for striving to achieve zero accident status at site.For prevention and management of accidents, a properorganizational and administrative mechanism isrequ ired. Following steps should be taken for achieving

the same:

a) Laying down of safety regulations ormandatory prescriptions concerning differentwork processes.

b) Standardization of work processes andmanagement actions.

c) Regular and stipulated inspection of worksand machinery/equipments for enforcementof mandatory regulations.

d) Providing education and training to workers

on safety issu es.

e) Publicity and appeal to develop safety

consciousness.

f) Insurance of built facilities. constructionpersonnel and third party.

g) Regular safety audit of construction sites .

h) Effective post accident action includingaccident analysis and reporting.

9

IS 15883 <Part 1) : 2009

j) Effective post accident management includingcorrective measures to avoid repetition ofsuchaccidents.

Safety Officer shall be appointed in accordance withthe concerned provisions of the Building and DthuConstruction Workus (Regulation ofEmployment andConditions of Service) Act. 1996. Safety officer whois posted at a medium to major construction site shall:

a) look after the safety of the personnel. safehandling of materials and machinery, safework practices and standard operatingprocedures;

b) be responsible for compliance of all statutoryobligations of the employer in regard to safetyof personnel and structures;

c) guide and assist the site managers/engineersto make their sites safe and accident free;

d) train personnel in construction safety. conductsafety surveys and design suitable documentsfor recording and promoting safety on sitesand in the construction industry; and

e) arrange for safety briefing for all the personsentering the construction area .

6.9.3 Environment management issues include thefollowing:

a) Minimizing adverse environmental impact ofactivities, products and services.

b) Limiting any adverse impact within the laws/prescribed norms and their monitoring.

c) Safety of environment while working withhazardous materials and maintaining materialsafe ty data sheets.

d) Management of disposal of waste from theconstruction sites .

e) Considering posiuve environmentalcontribution particularly after completion ofconstruction.

f) Mechanism to review concerns of interestedparties.

6.10 Integration Management

Integration management aims to provide processesnecessary for coordination amongst variousorganizations and their teams involved. It ensures thatvarious organizational teams perform in an integratedmanner, with their actions coordinated to the mutualinterests towards the project. Integrated managementprocesses provide opportunities for resolving conflictsand competing interests through appropriate trade-offs.Integration is necessary where processes interact,especially when process responsibilities belong todifferent organizational groups . Such process

IS 15883 (Part I) : 2009

interactions need organizational interfaces to be definedand resolved at an overall level.

Integration management may also be required forspecific situations when impact of one managementfunctions is a cause for concern for other managementfunctions . For example, if there is a time delay inperforming a particular construction process, it mayoften have impact on the cost aspects of nor only thatprocess but other processes involving other

organizational groups; the rescheduling may affectcoordination amongst performing groups in the down­stream processes and activ ities.

6.11 Other Management Issues

With the steady increase in global population and therapid depletion of natural resources, the projectmanager may have 10address various other issues suchas energy management and sustainabiJity.

ANNEXA

(Foreword)

COMMITfEE COMPosmON

Construction Management (Including Safely in Construction) Sectional Committee, CEO 29

OfNanizutioll

In personal capacily (103. Cham" SadaII. ViWpllri.N~ /HUll)

Airports Authorily of India. New Delh i

Builden' Association of India. Mumbai

Building Materials and Technology Promotion Council.New Delhi

Central Building Research Institute (CSIR). Roodee

Central Public Works Depanment. New Delh i

Construction Industry Development Council. New Delh i

Consulting Engineering Services (India) Pvt Ltd, New Delhi

Delhi Development Authority. New Delhi

Delh i Metro Railway Corporation. New Delh i

Delh i Tourism and Transportation Development Corporation.New Delhi

Enginecl1 India Limited. New Delh i

Hindustan Prefab limited. New Delh i

In personal capec ity (411. Technology Department, Putparganj: D~/hi)

Indian Buildings Congress. New Delh i

Indian Institute of Public Admini stration. New Delhi

Indian Institute of Technology. New Delh i

10

Representativeis)

SHRI P. KJusIlHAN (CIuJimuur)

REPRESENTATIVE

SHRI H. S. PASRICIlA

SHRI SANJAY SoNI (A/t~rnate)

DR SHAILaH Kit AGRAWAL

SHRI I. S. SIDHU (A/urnat~)

SHRI S . G. DAV E

SHRI AJAy SINGH (AIt~rnate)

CHIEF ENGINEEII (COO)

SUPflUHm/DlNO ENGINEER (S&:S)

SHRI P. R. SWARUP

SHRI RAVI JAIN (AI/~rnale)

SHRI P. K. DAnA

SHRI D . D. SHARNA

SHRI R. K. MllTAL (Allernate)

REl'Rf.SENTATIVE

SHRI JOSE KURIAN

SHRI SHAILENDRA SHARMA (Allernate)

SHRI V. N. PRAsAD

SHRI A. K. TANDON (Alternate)

SHRI JAIV EER SRIVASTAVAA

SHRI 1. S. TOMER (A/lernate)

SHRI R. P. LAHIRI

SHill A. K . SRIVASTAVA

SHltI P. S. CHADtIA (Alternale)

PROf NAND DHAMEJA

PRoF ANIL C. InERYfJWl (Alternate)

PROf B . BHAnACllAJUEE

DR K. N. JHA (AltmUlu)

Orgunizuti on

Larsen and Toubro LId. ECC Group. Chennai

M. N. Dastur &: Company (P) Limited. Kolkata

Military Engineer Service s. Engineer.in-in-C1liefs Branch.Anny Headquarters. New Delhi

National Buildings Construction Corporation Limited.New Delhi

National Highways Authority of India. New Delhi

National Institute of Construction Managcment and Research,Mumbai

Ninnan Viluis Anusandhan Sansthan. C1lattisgarb

Planning Commission. Ncw Delhi

Rajiv Gandhi Rural Housing Corporation Ltd. Bangalorc

School of Planning and Architecture (Department of BuildingEngineering and Managcment). New Delhi

Shelter Consulting Engineers. Noida

Spectral Services Consultants Pvt Ltd. Ncw Delhi

The Institution of Engineers (India). Kolkala

81S Directorate General

IS 15883 (Part 1) : 2009

Rtp"Unlalivt(1)

Stw M. P. NAlooSIftl P. R. SURI'.NtlltA BAW (Alltmalt)

SHRI S. K. GUHAStw D. M. KApOll1l (Alltrnalt)

SHRI J. B. SHAIlMASIW J. BHATTACHAlUI± (Alltntalt)

SHill ANITAIIHA BASUSHill S. K. GANIIHIIl (Alltrnalt)

SHRI H. C. AII".A

SHill ANI!. AOAIlWAl

SHill SANlf.loV KASUWAI.SHIU ANARJf.t.-r SINGH (AlltnIQlt)

SHIll SHATltUGHAN LAL

SIW N. S. MAHAOCVA PIIASAO

OIl V. THIIlUVf.Nu""ANSHRI V. K. PAUl. (Alltmalt)

SHRI MAlllIl KUNAIl MrrrAi.

SHill SANI>I!EI' G'lfJ.SHIU B. S. GUIAn (Alltmalt)

LT·GEH HARI UNIVAI. (Retd)

SHRI A. K. SAINI. Scientist 'F' &: Head (Civ Engg)[Representing Director General (Ex-oJ1icioJ\

ftltmMr SecretariesSHIll SAHIAY PANT

Scientist E &: Director (Civ Engg). BISSHIll S. AIlUN KUMAIl

Scientist B (Civ Engg). BIS

Panel for Construction Project Management. CED 29/PI

c

In personal capacity (/03. CharoJ: Sadalt. VikarPllri.N~ Delhi)

Building Matcrials and Technology Promotion Council.New Delhi

Delhi Tourism and Transportation Devclopment Corporation .New Delhi

School of Planning and Architecture (Department of BuildingEngineering and Management). New Delhi

Shelter Consulting Engineers. Noida

11

SHRI P. KIIISHNAN (Co...ur)

SHIll I. S . SUlt/U

SHIU JOSE KURJAN

OIl V. THIIlUVDlOAOAWSHRJ V. K. PAUL (AllmlOlt)

SHill MANOI KUWAIl MrrrAL

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