handbook of construction management scope schedule and cost control edited pdf

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HANDBOOK OF CONSTRUCTION
MANAGEMENT
Scope, Schedule, and Cost Control

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Industrial Innovation Series
Series Editor
Adedeji B. Badiru
Air Force Institute of Technology (AFIT) – Dayton, Ohio
PUBLISHED TITLES
Carbon Footprint Analysis: Concepts, Methods, Implementation, and Case Studies, Matthew John Franchetti & Defne Apul
Cellular Manufacturing: Mitigating Risk and Uncertainty, John X. Wang
Communication for Continuous Improvement Projects, Tina Agustiady
Computational Economic Analysis for Engineering and Industry, Adedeji B. Badiru & Olufemi A. Omitaomu
Conveyors: Applications, Selection, and Integration, Patrick M. McGuire
Culture and Trust in Technology-Driven Organizations, Frances Alston
Design for Profitability: Guidelines to Cost Effectively Management the Development Process of Complex Products, Salah
Ahmed Mohamed Elmoselhy
Global Engineering: Design, Decision Making, and Communication, Carlos Acosta, V. Jorge Leon, Charles Conrad, & Cesar
O. Malave
Global Manufacturing Technology Transfer: Africa–USA Strategies, Adaptations, and Management, Adedeji B. Badiru
Guide to Environment Safety and Health Management: Developing, Implementing, and Maintaining a Continuous
Improvement Program, Frances Alston & Emily J. Millikin

Handbook of Construction Management: Scope, Schedule, and Cost Control, Abdul Razzak Rumane
Handbook of Emergency Response: A Human Factors and Systems Engineering Approach, Adedeji B. Badiru & LeeAnn Racz
Handbook of Industrial Engineering Equations, Formulas, and Calculations, Adedeji B. Badiru & Olufemi A. Omitaomu
Handbook of Industrial and Systems Engineering, Second Edition, Adedeji B. Badiru
Handbook of Military Industrial Engineering, Adedeji B. Badiru & Marlin U. Thomas
Industrial Control Systems: Mathematical and Statistical Models and Techniques, Adedeji B. Badiru, Oye Ibidapo-Obe, &
Babatunde J. Ayeni
Industrial Project Management: Concepts, Tools, and Techniques, Adedeji B. Badiru, Abidemi Badiru, & Adetokunboh Badiru
Inventory Management: Non-Classical Views, Mohamad Y. Jaber
Kansei Engineering—2-volume set
• Innovations of Kansei Engineering, Mitsuo Nagamachi & Anitawati Mohd Lokman
• Kansei/Affective Engineering, Mitsuo Nagamachi
Kansei Innovation: Practical Design Applications for Product and Service Development, Mitsuo Nagamachi & Anitawati
Mohd Lokman
Knowledge Discovery from Sensor Data, Auroop R. Ganguly, João Gama, Olufemi A. Omitaomu, Mohamed Medhat Gaber,
& Ranga Raju Vatsavai
Learning Curves: Theory, Models, and Applications, Mohamad Y. Jaber
Managing Projects as Investments: Earned Value to Business Value, Stephen A. Devaux
Modern Construction: Lean Project Delivery and Integrated Practices, Lincoln Harding Forbes & Syed M. Ahmed

PUBLISHED TITLES
Moving from Project Management to Project Leadership: A Practical Guide to Leading Groups, R. Camper Bull
Project Management: Systems, Principles, and Applications, Adedeji B. Badiru
Project Management for the Oil and Gas Industry: A World System Approach, Adedeji B. Badiru & Samuel O. Osisanya

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Project Management for Research: A Guide for Graduate Students, Adedeji B. Badiru, Christina Rusnock, & Vhance V.
Valencia

Project Management Simplified: A Step-by-Step Process, Barbara Karten
Quality Management in Construction Projects, Abdul Razzak Rumane
Quality Tools for Managing Construction Projects, Abdul Razzak Rumane
A Six Sigma Approach to Sustainability: Continual Improvement for Social Responsibility, Holly A. Duckworth & Andrea
Hoffmeier
Social Responsibility: Failure Mode Effects and Analysis, Holly Alison Duckworth & Rosemond Ann Moore
Statistical Techniques for Project Control, Adedeji B. Badiru & Tina Agustiady
STEP Project Management: Guide for Science, Technology, and Engineering Projects, Adedeji B. Badiru
Sustainability: Utilizing Lean Six Sigma Techniques, Tina Agustiady & Adedeji B. Badiru
Systems Thinking: Coping with 21st Century Problems, John Turner Boardman & Brian J. Sauser
Techonomics: The Theory of Industrial Evolution, H. Lee Martin
Total Productive Maintenance: Strategies and Implementation Guide, Tina Agustiady & Elizabeth A. Cudney
Total Project Control: A Practitioner’s Guide to Managing Projects as Investments, Second Edition, Stephen A. Devaux
Triple C Model of Project Management: Communication, Cooperation, Coordination, Adedeji B. Badiru

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HANDBOOK OF CONSTRUCTION
MANAGEMENT
Scope, Schedule, and Cost Control
edited by

Abdul Razzak Rumane

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CRC Press
Taylor & Francis Group

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Boca Raton, FL 33487-2742
© 2017 by Taylor & Francis Group, LLC
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No claim to original U.S. Government works
Printed on acid-free paper
Version Date: 20160511
International Standard Book Number-13: 978-1-4822-2664-5 (Hardback)
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Library of Congress Cataloging-in-Publication Data
Names: Rumane, Abdul Razzak, author.
Title: Handbook of construction management : scope, schedule, and cost control / editor: Abdul Razzak Rumane.
Description: Boca Raton : Taylor & Francis, CRC Press, 2017. | Series: Industrial innovation series | Includes
bibliographical references and index.
Identifiers: LCCN 2016006907 | ISBN 9781482226645 (hard back)
Subjects: LCSH: Building--Superintendence--Handbooks, manuals, etc.
Classification: LCC TH438 .R76 2017 | DDC 624.068--dc23

LC record available at />Visit the Taylor & Francis Web site at

and the CRC Press Web site at


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To
My parents
For their prayers and love
My prayers are always for my father who always encouraged me.
I wish he would have been here to see this book and give me blessings.
My prayers and love for my mother who always inspires me.

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Contents
List of Figures
List of Tables
Foreword
Acknowledgments
Introduction
Abbreviations
Synonyms
Editor
Contributors
1. Overview of Construction Projects
Abdul Razzak Rumane

2. Project Delivery Systems
Abdul Razzak Rumane
3. Construction Management Delivery System
Abdul Razzak Rumane
4. Construction Management Tools
Abdul Razzak Rumane
5. BIM in Design and Construction
Cliff Moser
6. Construction Contract Documents
Abdul Razzak Rumane
7. Construction Management
Abdul Razzak Rumane
(Section 7.3.11 by Edward Taylor, and Jitu C. Patel)
8. Lean Construction
Zofia K. Rybkowski and Lincoln H. Forbes
9. ISO Certification in the Construction Industry
Shirine L. Mafi, Marsha Huber, and Mustafa Shraim
Appendix I: Contractor’s Quality Control Plan
Bibliography

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Author Index
Subject Index

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List of Figures

Figure 1.1
Figure 1.2

Types of construction projects
Traditional contracting system (design–bid–build)

Figure 1.3
Figure 2.1

Construction project trilogy
Design–bid–build (traditional contracting system) contractual relationship

Figure 2.2
Figure 2.3

Multiple-prime contractor contractual relationship
Design–build–delivery system

Figure 2.4
Figure 2.5

Logic flow diagram for a construction projects’ design–bid–build system
Logic flow diagram for a construction projects’ design–build system

Figure 2.6
Figure 2.7
Figure 2.8
Figure 2.9
Figure 2.10
Figure 2.11

Figure 3.1
Figure 3.2
Figure 3.3
Figure 3.4
Figure 3.5
Figure 3.6
Figure 3.7
Figure 3.8
Figure 3.9
Figure 3.10
Figure 3.11
Figure 3.12
Figure 3.13
Figure 4.1
Figure 4.2
Figure 4.3

Project manager type delivery system contractual relationship
Agency construction management contractual relationship
Construction manager at risk contractual relationship (CM-at-risk)
Integrated project delivery system contractual relationship
Contract proposal procedure for the designer
Overall scope of work of the designer
Construction management roadmap
Design–bid–build with agency CM
Sequential activities of agency CM design–bid–build–delivery system
Multiple-prime contractor contractual relationship
Sequential activities of agency CM–multiple prime contractor delivery system
Design–build–delivery system with agency CM
Sequential activities of agency CM—design–build–delivery system

Construction manager type delivery system (agency CM)
Sequential activities of agency CM delivery system
Construction management-at-risk (CM-at-risk) with agency CM
Sequential activities of CM-at-risk delivery system with agency CM
Construction management contractual relationship (CM-at-risk)
Sequential activities of CM-at-risk delivery system
Cause and effect for false ceiling rejection
Check sheets
Control chart for air handling unit air distribution (cfm)
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Figure 4.4
Figure 4.5
Figure 4.6
Figure 4.7
Figure 4.8
Figure 4.9
Figure 4.10
Figure 4.11
Figure 4.12
Figure 4.13
Figure 4.14
Figure 4.15

Flow diagram for contractor’s staff approval
Employee reporting histogram
Pareto analysis for construction cost
Pie chart for site staff
Run chart for manpower

Scatter diagram
Stratification chart
Activity network diagram
Arrow diagramming method for a concrete foundation
Dependency relationship diagram
PDM diagramming method
Critical path method

Figure 4.16
Figure 4.17
Figure 4.18
Figure 4.19
Figure 4.20
Figure 4.21
Figure 4.22
Figure 4.23
Figure 4.24
Figure 4.25
Figure 4.26
Figure 4.27
Figure 4.28
Figure 4.29
Figure 4.30
Figure 4.31
Figure 4.32
Figure 4.33
Figure 4.34
Figure 4.35
Figure 4.36
Figure 4.37

Figure 4.38

Gantt chart for a substation
Affinity diagram for a concrete slab
Interrelationship digraph
T-shaped matrix
Roof-shaped matrix
Prioritization matrix
Process decision diagram chart
Tree diagram for no water in storage tank
Benchmarking process
Cause and effect for masonry work
Failure mode and effects analysis process
FMEA recording form
Process mapping/flowcharting for approval of variation order
Root cause analysis for rejection of executed marble work
PDCA cycle for preparation of shop drawing
Statistical process control chart for generator frequency
Brainstorming process
Delphi technique process
Mind mapping
Cellular main switch board
Concurrent engineering for construction life cycle
Value stream mapping for emergency power system
House of quality forwww.Technicalbookspdf.com
hospital building project


Figure 4.39 Six Sigma roadmap
Figure 4.40 Logic flow of activities in the study stage

Figure 4.41 Preliminary schedule for construction project
Figure 4.42 Major activities in the detailed design phase
Figure 4.43 Cost of quality during the design stage
Figure 4.44 PDCA cycle for construction projects (design phases)
Figure 4.45 Project monitoring and controlling process cycle
Figure 4.46 Root cause analysis for bad concrete
Figure 4.47 PDCA cycle (Deming wheel) for execution of works
Figure 4.48 Flowchart for concrete casting
Figure 6.1
Table of contents
Figure 7.1
Construction project quality trilogy
Figure 7.2
Figure 7.3
Figure 7.4
Figure 7.5
Figure 7.6
Figure 7.7
Figure 7.8
Figure 7.9
Figure 7.10
Figure 7.11
Figure 7.12
Figure 7.13
Figure 7.14
Figure 7.15
Figure 7.16
Figure 7.17
Figure 7.18
Figure 7.19

Figure 7.20
Figure 7.21
Figure 7.22
Figure 7.23

Triple constraints
Construction management integration
Construction management process elements integration diagram
Construction project planning steps
Major elements in construction project development process (design–bid–build
system)
Simple organizational structure
Functional organizational structure (departmental)
Functional organizational structure (engineering discipline)
Divisional organizational structure
Divisional organizational structure (customer)
Divisional organizational structure (construction categories)
Divisional organizational structure (geographical)
Matrix-type organizational structure
Functional organizational structure (projectized)
Team-based organizational structure
Network/boundaryless organizational structure
Candidate selection procedure
Project staffing process
Training process cycle
Overview of project management process groups
Project integration management
Construction project stakeholders
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Figure 7.24
Figure 7.25
Figure 7.26
Figure 7.27
Figure 7.28
Figure 7.29
Figure 7.30
Figure 7.31
Figure 7.32
Figure 7.33
Figure 7.34
Figure 7.35

Flow chart for development of terms of reference
Development of project scope documents
Approach to development of work breakdown structure
Typical levels of WBS process
Typical levels of WBS process (project design)
WBS for concrete works
WBS for fire suppression works
WBS for plumbing works
WBS for HVAC works
WBS for electrical works
Consultant’s (supervisor’s) organizational breakdown structure
Contractor’s organizational breakdown structure

Figure 7.36
Figure 7.37
Figure 7.38

Figure 7.39
Figure 7.40
Figure 7.41
Figure 7.42
Figure 7.43
Figure 7.44
Figure 7.45
Figure 7.46
Figure 7.47
Figure 7.48
Figure 7.49
Figure 7.50
Figure 7.51
Figure 7.52
Figure 7.53
Figure 7.54
Figure 7.55
Figure 7.56
Figure 7.57
Figure 7.58

RAM for concrete works
Scope validation process for construction project (design and bidding stage)
Scope control process
Request for information
Process to resolve scope change (contractor initiated)
Request for variation
Process to resolve request for variation
Site work instruction
Request for modification

Process to resolve scope change (owner initiated)
Variation order proposal
(a) Variation order and (b) VO attachment
Schedule development process
Project activities and codes
(a) Activity relationship and (b) dependency relationship
Arrow diagramming method for design phases
Activity-on-node diagram
PDM diagramming method
Manpower estimation
Activity block
Gantt chart for guardhouse building
Critical path method (diagram for guardhouse building)
Schedule: Classifications
versus levels
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Figure 7.59
Figure 7.60
Figure 7.61
Figure 7.62
Figure 7.63
Figure 7.64
Figure 7.65
Figure 7.66
Figure 7.67
Figure 7.68
Figure 7.69
Figure 7.70

Schedule monitoring and controlling process
Analysis of prices
Process of establishing construction budget
Project S-curve (budgeted)
Baseline change request
Earned value S-curve
Project quality management plan for design stage
Logic flow diagram for development of contractor’s quality control plan
Project team acquisition process
Conflict management flowchart
Equipment status
Material management process for construction project

Figure 7.71
Figure 7.72
Figure 7.73
Figure 7.74
Figure 7.75
Figure 7.76
Figure 7.77
Figure 7.78
Figure 7.79
Figure 7.80
Figure 7.81
Figure 7.82
Figure 7.83
Figure 7.84
Figure 7.85
Figure 7.86

Figure 7.87
Figure 7.88
Figure 7.89
Figure 7.90
Figure 7.91
Figure 7.92
Figure 7.93

Contractor’s procurement log
Communication model
Communication plan development process
Transmittal form
Site transmittal for material
Specification comparison statement
Site transmittal for workshop drawings
(a) Submittal process (paper-based) and (b) submittal process (electronic)
Transmittal form
Contractor’s submittal status log
Contractor’s shop drawing submittal log
Agenda format for meeting
Meeting attendees
Minutes of meeting format
Transmittal for minutes of meeting
Risk management cycle
Procurement management processes stages for construction projects
Contract management process
Bidding tendering (procurement process)
Safety framework
The ability to influence safety
Personal fall arrest system

Hierarchy of controlwww.Technicalbookspdf.com


Figure 7.94
Figure 7.95
Figure 7.96
Figure 7.97
Figure 7.98
Figure 7.99
Figure 7.100
Figure 7.101
Figure 7.102
Figure 7.103
Figure 7.104
Figure 7.105

Process for establishing financial plan
Contractor’s cash flow
Claim management process
Construction project life cycle (design–bid–build) phases
Construction project life cycle (design–build) phases
Major activities relating to conceptual design processes
Logic flow process for conceptual design phase
Logic flow diagram for selection of designer (A/E)
Project design team organizational chart
House of quality for college building project
Typical schedule
Major activities relating to schematic design processes

Figure 7.106

Figure 7.107
Figure 7.108
Figure 7.109
Figure 7.110
Figure 7.111
Figure 7.112
Figure 7.113
Figure 7.114
Figure 7.115
Figure 7.116
Figure 7.117
Figure 7.118
Figure 7.119
Figure 7.120
Figure 7.121
Figure 7.122
Figure 7.123
Figure 7.124
Figure 7.125
Figure 7.126
Figure 7.127
Figure 7.128

Structural/civil design team organizational chart
Logic flow process for the schematic design phase
VE study process activities
Typical preliminary schedule
Major activities in relation to design development processes
Design management team
Design development stages

Project schedule
Manpower histogram
Design review steps
Major activities relating to construction documents processes
Logic flow process for construction document phase
Construction schedule
Major activities relating to bidding and tendering processes
Logic flow process for bidding and tendering phase
Bid clarification
Contract award process
Major activities relating to construction processes
Logic flow process for construction phase
Logic flow diagram for development of construction schedule
Contractor’s construction schedule
Project S-curve
S-curve (cost loaded)
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Figure 7.129
Figure 7.130
Figure 7.131
Figure 7.132
Figure 7.133
Figure 7.134
Figure 7.135
Figure 7.136
Figure 7.137
Figure 7.138
Figure 7.139

Figure 7.140

Manpower plan
Equipment schedule
Job site instruction
Notice to proceed
Kick-off meeting agenda
Request for staff approval
Request for subcontractor approval
Material/product manufacturer selection procedure
Material/product/system approval procedure
Shop drawing preparation and approval procedure
Builders workshop drawing preparation and approval procedure
Composite drawing preparation and approval procedure

Figure 7.141
Figure 7.142
Figure 7.143
Figure 7.144
Figure 7.145
Figure 7.146
Figure 7.147
Figure 7.148
Figure 7.149
Figure 7.150
Figure 7.151
Figure 7.152
Figure 7.153
Figure 7.154
Figure 7.155

Figure 7.156
Figure 7.157
Figure 7.158
Figure 7.159
Figure 7.160
Figure 7.161
Figure 7.162
Figure 7.163

Contractor’s manpower chart
Equipment list and utilization schedule for major buildings project
Material procurement procedure
Supply chain process in construction project
Minutes of meeting
Safety violation notice
Safety disciplinary notice
Accident report
Summary procedure for actions after accident
Contractor’s planned S-curve
Progress payment submission format
Progress payment approval process
Payment certificate
Claim resolution process
Logic flow diagram for monitoring and control process
Planned versus actual
Daily progress report
Work in progress
Daily checklist status
Traditional monitoring system
Digitized progress monitoring

Submittal monitoring form
Project progress status
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Figure 7.164
Figure 7.165
Figure 7.166
Figure 7.167
Figure 7.168
Figure 7.169
Figure 7.170
Figure 7.171
Figure 7.172
Figure 7.173
Figure 7.174
Figure 7.175
Figure 7.176
Figure 7.177
Figure 7.178
Figure 7.179
Figure 7.180
Figure 7.181
Figure 7.182
Figure 7.183
Figure 7.184
Figure 7.185
Figure 7.186
Figure 8.1
Figure 8.2

Figure 8.3
Figure 8.4
Figure 8.5
Figure 8.6
Figure 8.7
Figure 8.8
Figure 8.9

S-curve (work progress)
Sequence of execution of works
Flowchart for concrete casting
Process for structural concrete work
Checklist for form work
Notice for daily concrete casting
Checklist for concrete casting
Quality control of concreting
Report on concrete casting
Notice for testing at lab
Concrete quality control form
Cause-and-effect diagram for concrete
Checklist
Remedial note
Nonconformance report
Testing, commissioning, and handover
Logic flow process for testing, commissioning, and handover phase
Development of inspection and test plan
Checklist for testing of electromechanical works
Project closeout report
Handing over certificate
Handing over of spare parts

Project substantial completion procedure
The entry year of several technological advances
Three characteristics used to draw distinctions between Lean project delivery and
traditional (design–bid–build) project delivery
The “Kaizen stairway”—A chain of continuous improvement
Recapturing waste as value
The Lean project delivery system
Example of bar chart used to sequence activities involved in the installation and
finishing of interior walls
Example of a bar chart representing the installation and finishing of interior walls
and its transformation into a line-of-balance (LOB) schedule
Line-of-balance reveals time and location of a potential scheduling conflict
Parallel flows are revealed using LOB scheduling
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Figure 8.10
Figure 8.11
Figure 8.12
Figure 8.13
Figure 8.14
Figure 8.15
Figure 8.16
Figure 8.17
Figure 8.18
Figure 8.19
Figure 8.20

Example of LOB applied to a 15-storey high-rise building
(a) Empire State Building overall view. (b) Building section and LOB schedule of

the Empire State Building depicting near parallel flows
The Last Planner system of production control
The Last Planner serves as a “kanban” that pulls activities, as informed by a cloud
of shared knowledge
Six-week look-ahead planning process
A percent plan complete (PPC) chart
Cost with added markup (a) versus target costing (b)
Diagram of the target value design process
The target value design process
The MacLeamy curve
The Sutter Health integrated project delivery relationship

Figure 8.21
Figure 8.22
Figure 8.23
Figure 8.24
Figure 8.25
Figure 8.26
Figure 8.27

The PDCA or Deming cycle
Graphic definition of the Lean construction PDCA engine
Plus-delta chart (+/Δ) chart used to facilitate continuous improvement
An Ishikawa fishbone or cause-and-effect diagram
Pareto chart based on calculations in Table 9.3
Causes transferred from the Pareto chart to the Ishikawa fishbone diagram
Conducting five whys/root cause analysis on the “largest bone” of the cause–effect
diagram
Figure 8.28 Swimlane diagrams comparing the RFI communication process
Figure 9.1

ISO 9001 implementation model
Figure I.1 
Site quality control organization
Figure I.2 
Method of sequence for concrete structure work
Figure I.3 
Method of sequence for block masonry work
Figure I.4 
Method of sequence for false ceiling work
Figure I.5 
Method of sequence for mechanical work (public health)
Figure I.6 
Method of sequence for mechanical work (fire protection)
Figure I.7 
Method of sequence for HVAC work
Figure I.8 
Method of sequence for electrical work
Figure I.9 
Method of sequence for external works

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List of Tables
Table 1.1
Table 1.2

Construction project life cycle
Principles of quality in construction projects

Table 2.1
Table 2.2

Categories of project delivery systems
Design–bid–build

Table 2.3
Table 2.4

Design–build
Difference between design–build and EPC

Table 2.5
Table 2.6

Project manager delivery system
Construction management

Table 2.7
Table 2.8
Table 2.9
Table 2.10
Table 2.11
Table 2.12
Table 2.13
Table 2.14
Table 2.15
Table 2.16
Table 2.17
Table 2.18

Table 2.19
Table 2.20
Table 2.21
Table 3.1

Integrated project delivery system
Relationship among the project participants
Fixed-price/lump-sum contracts
Unit price contracts
Cost reimbursement contracts
Remeasurement contracts
Target price contracts
Time and material contracts
Cost plus guaranteed maximum price contracts
Procurement selection types and selection criteria
Qualification-based selection of architect/engineer (consultant)
Contents of request for proposal for a designer/consultant
Request for qualification (prequalification of contractor)
Difference between request for proposal and request for qualification
Contractor selection criteria
Difference between project manager and construction management types of project
delivery systems
Major considerations for need analysis of a construction project
Need statement
Consultant’s qualification for feasibility study
Qualifications of construction manager
Classic quality tools
Management and planning tools

Table 3.2

Table 3.3
Table 3.4
Table 3.5
Table 4.1
Table 4.2

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Table 4.3
Table 4.4
Table 4.5
Table 4.6
Table 4.7
Table 4.8
Table 4.9
Table 4.10
Table 4.11
Table 4.12
Table 4.13
Table 4.14

Activities to construct a substation building
L-shaped matrix
Process analysis tools
The 5 whys analysis for cable burning
5W2H analysis for slab collapse
Process improvement tools
SIPOC analysis for an electrical panel
Innovation and creative tools

5W2H analysis for new product
Lean tools
5S for construction projects
Mistake proofing for eliminating design errors

Table 4.15
Table 4.16
Table 4.17
Table 4.18
Table 4.19
Table 4.20
Table 4.21
Table 4.22
Table 4.23
Table 4.24
Table 4.25
Table 4.26
Table 4.27
Table 4.28
Table 4.29
Table 4.30
Table 4.31
Table 4.32
Table 6.1
Table 7.1
Table 7.2
Table 7.3
Table 7.4

Cost of quality

Fundamental objectives of Six Sigma DMADV tool
Fundamental objectives of Six Sigma DMAIC tool
Fundamental objectives of Six Sigma DMADDD tool
Level of inventives
Construction project development stages
Major elements of study stage
Need assessment for a construction project
Major considerations for feasibility study of a construction project
Typical contents of terms of reference documents
5W2H analysis for project need
Major elements of design stage
Major items for data collection during concept design phase
Development of concept design
Development of a schematic design for a construction project
Major elements of bidding and tendering stage
Major elements of the construction stage
Major activities by contractor during the construction phase
MasterFormat® 2014
SWOT analysis for construction material testing laboratory.
Reasons for planning
Job analysis (KESAA requirements) for contractor project manager
Team development stages
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Table 7.5
Table 7.6
Table 7.7
Table 7.8
Table 7.9

Table 7.10
Table 7.11
Table 7.12
Table 7.13
Table 7.14
Table 7.15
Table 7.16

Training needs for contractor’s project manager
Project integration management processes
Major construction project activities relating to initiating process group
Major construction activities relating to planning process group
Major construction activities relating to project execution process group
Major construction activities relating to monitoring and controlling processes group
Major construction activities relating to closing process group
Stakeholders responsibilities matrix
WBS dictionary
Responsibility assignment matrix (RAM)
RACI matrix
Causes of changes in construction project

Table 7.17
Table 7.18
Table 7.19
Table 7.20
Table 7.21
Table 7.22
Table 7.23
Table 7.24
Table 7.25

Table 7.26
Table 7.27
Table 7.28
Table 7.29
Table 7.30
Table 7.31
Table 7.32
Table 7.33
Table 7.34
Table 7.35
Table 7.36
Table 7.37
Table 7.38
Table 7.39

Advantages of project planning and scheduling
Bill of quantities (BOQ)
Activities to construct guardhouse building
Schedule levels
Generic schedule classification matrix
Characteristics of schedule classification
Cost estimation levels for construction projects
Earned value management terms
Parameters of earned value management
Contents of contractor’s quality control plan
Responsibilities for site quality control
Analysis for communication matrix
Communication matrix
List of project control documents
List of logs

Risk register
Risk probability levels
Risk assessment
Typical categories of risks in construction projects
Major risk factors affecting owner
Risk variables for feasibility study
Major risk factors affecting designer (consultant)
Major risk factors affecting
contractor
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Table 7.40
Table 7.41
Table 7.42
Table 7.43
Table 7.44
Table 7.45
Table 7.46
Table 7.47
Table 7.48
Table 7.49
Table 7.50
Table 7.51

PQQs for selecting construction manager
PQQs for selecting designer (A/E)
PQQs for selecting design–build contractor
PQQs for selecting contractor
Designer’s (A/E) selection criteria

Checklist for bid evaluation
Contents of contract administration plan
Contract closeout checklist
Contents of contractor’s financial plan
Logs by finance department
Major causes of construction claims
Effects of claims on construction projects

Table 7.52
Table 7.53
Table 7.54
Table 7.55

Preventive actions to mitigate effects of claims on construction projects
Documents required for analysis of construction claims
Phases in construction project life cycle
Responsibilities of various participants (design–bid–build type of contracts) during
the conceptual design phase
Table 7.56 Checklist for owner requirements (architectural)
Table 7.57 Checklist for owner’s preferred requirements (structural)
Table 7.58 Checklist for owner’ preferred requirements (mechanical)
Table 7.59 Checklist for owner’s preferred requirements (HVAC)
Table 7.60 Checklist for owner’s preferred requirements (electrical)
Table 7.61 Elements to be included in concept design drawings
Table 7.62 Quality check for cost estimate during concept design
Table 7.63 Analysis of concept design
Table 7.64 Responsibilities of various participants (design–bid–build type of contracts) during
schematic design phase
Table 7.65 Schematic design deliverables
Table 7.66 Analysis of schematic design

Table 7.67 Responsibilities of various participants (design–bid–build type of contracts) during
design development phase
Table 7.68 Design development deliverables
Table 7.69 Checklist for design drawings
Table 7.70 Interdisciplinary coordination
Table 7.71 Responsibilities of various participants (design–bid–build type of contracts) during
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construction documents phase
Table 7.72 Construction documents deliverables
Table 7.73 Quality check for design drawings
Table 7.74 Constructability review for design drawings
Table 7.75 Responsibilities of various participants (design–bid–build type of contracts) during
bidding and tendering phase
Table 7.76 Contents of contractor’s construction management plan
Table 7.77 Responsibilities of supervision consultant
Table 7.78 Subcontrator prequalification questionnaire
Table 7.79 Matrix for site administration and communication
Table 7.80 Responsibilities of various participants (design–bid–build type of contracts) during
construction phase
Table 7.81 Contents of contractor’s communication management plan
Table 7.82
Table 7.83
Table 7.84
Table 7.85
Table 7.86

Major risks during construction phase and mitigation action
Contents of contractor’s HSE plan

Contractor’s responsibilities to manage construction quality
Points to be reviewed during monthly safety meeting
Potential risks on scope, schedule, and cost, during construction phase and its effects
and mitigation action
Table 7.87 Concept of safety disciplinary action
Table 7.88 Consultant’s checklist for smooth functioning of project
Table 7.89 Monitoring and control plan references for construction projects
Table 7.90 Monthly progress report
Table 7.91 Contents of progress report
Table 7.92 Risk plan for material handling
Table 7.93 Risk plan for material delivery using mobile crane
Table 7.94 Reasons for rejection of executed works
Table 7.95 Typical responsibilities of consultant during project closeout phase
Table 7.96 Responsibilities of various participants (design–bid–build type of contracts) during
testing, commissioning, and handover phase
Table 7.97 Major items for testing and commissioning of equipment
Table 7.98 Punch list
Table 8.1 Causes of defects
Table 8.2 Definitions of Lean construction by Lean construction pioneers and societies
Table 8.3 Weekly work plan
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Table 8.4
Table 8.5
Table 9.1
Table 9.2
Table 9.3
Table 9.4
Table 9.5

Table 9.6

Example of table used to develop a Pareto chart
Example of root cause analysis using 5 whys/root cause analysis
Top ten countries with ISO certification as of fall 2014
An example of a process inputs, activities, outputs, and measurements
Number of certifications by categories
Correlation between ISO 9001:2015 and ISO 9001:2008
List of quality manual documents–consultant (design and supervision)
List of quality manual documents–contractor

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