Boulder Hill H1 Project Analysis Construction Essay

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Boulder hill H1 project is situated in the heart of Hyderabad City. This project has 8 residential buildings and each building has 13 floors and 2 basements but as per client's instruction 4 tower works is going on rest of 4 tower works not yet started. The built up area is 3.22 billion sq.ft. It is a cost plus project (what ever the bill contractor producing for that bill contract gets 15% profit) and 3 year contract project. The Scope of the project includes civil, architectural and MEP works.

Stakeholders: A stakeholder is a party that can affect or be affected by the actions of the business as a whole. The main Stakeholder of this project is Emaar Dubai, Mgf land gurgaon and Andhra Pradesh Industrial Infrastructure Co-operation Ltd (APIIC). It is a special Purpose vehicle (SPV) project.

SPV is a corporation can use such a vehicle to finance a large project without putting the entire firm at risk. Problem is, due to accounting loopholes, these vehicles became a way for CFOs to hide debt. Essentially, it looks like the company doesn't have a liability when they really do. As we saw with the Enron bankruptcy, if things go wrong, the results can be devastating.

External stakeholder

Andhra Pradesh Industrial Infrastructure Co-operation Ltd

(Govt Undertaking)

H1 Emaar Mgf Project

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Emaar Properties Dubai

MGF Developments Limited, Gurgaon

APIIC ("Andhra Pradesh Industrial Infrastructure Corporation Ltd") is the premier organisation in the state of Andhra Pradesh, vested with the objective of providing industrial infrastructure through the development of industrial areas.

Emaar MGF Land Limited ("Emaar MGF", "the Company") is a joint venture between Emaar Properties PJSC ("Emaar") of Dubai and MGF Development Limited ("MGF") of India. Emaar is one of the world's leading real estate companies, having developed approximately 89 million square feet of real estate across residential, commercial and other business segments and with operations in 14 countries. MGF has established itself as one of the key players in retail real estate development in Northern India and has delivered approximately 2 million square feet of retail space.

The Company commenced operations in India in February 2005 and is into real estate development with a pan-India presence and operations spanning all key segments of the Indian real estate industry, namely the residential, commercial, retail and hospitality sectors. The Company's operations encompass various aspects of real estate development, such as land identification and acquisition, project planning, designing, marketing and execution. At present, its focus is on the development of residential projects in Delhi and elsewhere in the NCR, Mohali, Hyderabad, Chennai and other key Indian cities.

Board of Directors

H.E. Mohamed Ali Alabbar Mr. Anil Bhalla

Chairman Director

Mr. Hussain Al Qemzi Mr. Pradip Kumar Khaitan

Vice Chairman Director

Mr. Siddharth Gupta Mr. Aman Mehta

Executive Director Director

Mr. Ahmed Jamal Jawa Mr. Ram Charan

Director Director

Mr. Gautam Khaitan Mr. Abhiram Seth

Director Director

Mr. Shravan Gupta

Executive Vice-Chairman & Managing Director

1. B)

Statement of Work

Contract Sum is approximately `4,000,000,000 inclusive of the mark up margins. The contract sum includes client supply material for an approximate assumed value of `7500000 nominated sub contractor works for an approximate value of `7,500000 and exclusive of all taxes and duties. All payments to contractor are subject to induction of income tax at source at applicable rates.

Period of Performance The commencement date was 4th august 2008. The time for completion of the work is 30months from the commencement date. Completion is evidenced by the completion certificate issued by the client

Scope of Work has included civil, architectural and MEP works for the project and some external works (compound wall, storm water drainage, roadwork, pavements).

Waterproofing (basements)

PCC/Plum concreting (M7.5 grade)

Concreting M30 - Footings, grade slabs, ramps, Lift pits, sumps and retaining walls,

Beams, slabs, walls including shear walls, lintels, staircases, tie beams, Parapet walls, chajjas, platforms, over head tanks)

Concreting M40 - columns and PT beams)

Reinforcement (tor steel Fe 415)

Formwork

Masonry (100, 200, 230mm block works )

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Plastering ( 6mm to 25mm thick)

This Project is a cost plus contract. The agreed mark-ups for the cost plus contract is applicable on cost like

Civil and finishes work, MEP works, free issue (cement, steel, lifts, sanitary fixtures and RMC concrete) on agreed cost,

Monthly hiring charges for new equipment materials of the purchase value

Monthly hiring charges for shuttering materials of the procurement cost.

Contractor can't be appointing any sub contractor without any written approval from client.

Organisation Breakdown Structure

Organization Breakdown Structure is a model that describing the established organizational framework for project planning, resource management, time and expense tracking, cost allocation, revenue/profit reporting, and work management. Here Project manager is dealing with contractor, cost consultancy, structural & design consultancy. Due to customer's demand for change the plans of the rooms so client also co-ordinate with design consultancy.

Communication

Directions

Contractual -----------

ORGANISATION BREAKDOWN STRUCTURE OF THIS PROJECT

Client Emaar Mgf Land Ltd

Project Manager CB Richard Ellis India Pvt Ltd

Cost Consultancy Davis Langdon & Seah Consulting India Pvt Ltd

Design Consultancy Smallwood Reynolds, Stewart, Stewart International Ltd.

Structural Consultancy SS Infrastructure development Consultant Pvt Ltd

Contractor M/S Shapoorji Pallonji & Co Ltd

Work Breakdown Structure

The Work Breakdown Structure (WBS) is used for defining work packages and developing and tracking the cost and schedule for the project. The work is broken down into tasks, each of which has a manager, a responsible institution, costs and schedule, technical scope and to the extent possible. In this project have 4 towers and each tower have 13 floors and 2 basements. Each floor has 4 flats and further it is dived in to 3 parts i.e. structure works, interior works and services work.

H1 Residential Project

Tower 4(13 floors & 2 basements)

Tower 3(13 floors & 2 basements)

Tower 2(13 floors & 2 basements)

Tower 1(13 floors & 2 basements)

Each Floors has 4 Flat

Each Floors has 4 Flat

Each Floors has 4 Flat

Each Floors has 4 Flat

Building Services Work

Interior Works

Structure works

Key Milestones:

Water proofing & Raft concreting - For all 4 towers completed

Retaining wall (North, west and south side ) completed

13 floor slab level area for each tower completed

Non tower area of all related towers completed

Water tanks, MEP rooms and lift rooms are completed in all towers.

All ramps construction completed

VDF floorings in all the basements area completed

Backfilling works completed

Block works and internal plastering works are completed for all the towers

MEP works, external plastering works and other finishing works are still under processing.

Task Responsibility Matrix:

The responsibility matrix shall define who is responsible for do those works to achieve the task. There is typically one role with a participation type of Responsible, although others can be delegated to assist in the work required.

Activity

Client

PMC / Engineer

Contractor

Cost

Consultancy

Design consultancy

Structural Consultancy

Submit Project Requirement to FM CRE/FM

R

 

 

 

 

 

Task facility requirements and funding

R

 

 

 

 

 

Select Design Consultant

R

 

 

 

 

 

Pre-Design Meeting; minutes, set schedule

R

I / C

 

I / C

I

I

Develop a Project Action Plan

I

R

 

I / C

I

 

Develop Project Program

I

R

 

I / C

C

C

Prepare Construction Cost Estimate

A

C

 

R

 

 

Maintain / Update Design Schedule

I

R

 

 

I

I

Identify Long Lead Items, prepare orders

I

I / C

 

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This essay has been submitted by a student. This is not an example of the work written by our professional essay writers.

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R

I

 

Prepare &Submit 50% Design

I

I

 

I / C

R

R

Review/Approve 50% Design

R

I

 

 

I

I

Order Long Lead Items

R

I

 

I

C

C

Prepare Bid Documents, 100%

I

R

 

R

I

I

Pre-Construction Meeting

I

R

I

I

I

I

prepare Brief

I

R

C

R

I

 

Consult Stake holders

C

R

C

C

C

C

Temporary support

A

I

R

I

C

C

QA/Qc

C

I

R

I

C

C

Safety Environment

I

I

R

I

 

 

Logistics

C

I

R

I

 

 

Schedule &organisation

I

I

R

I

I

I

Site activities

C

I

R

I

C

C

Marketing

R

 

 

 

 

 

Agency approval

R

I

I

I

C

 

Project estimation cost approval

A

I

I

R

 

 

Landscape drawing

I

C

C

C

R

 

Approve shop drawings

C

I

I

 

R

 

Structural design

C

C

 

 

I

R

Design

 A

 

 

C

R

I

Key

I - Involve C - Consult R - Responsible A - Approve

Activity

Project Manager

Construction Manager / Execution Team

Planning/Billing Dept.

Qty Survey Dept.

QA/QC Dept.

Plant M/C Dept.

Safety Dept.

Stores Dept.

Organization &Responsibility

P

S

S

S

S

S

S

S

Contract Controls

P

S

S

S

S

S

S

S

Drawing Controls

A

S

P

S

S

S

S

S

Planning, Billing &Client Correspondence

A

S

P

S

S

S

S

S

Process Control systems

A

P

S

S

S

S

S

S

Qty. Surveying

A

S

S

P

S

S

S

S

Document Controls

A

S

S

S

P

S

S

S

Procurement Control

A

S

S

S

S

S

S

P

Handling AND Storage Etc.

A

S

S

S

S

S

S

P

Client supplied Material

A

S

S

S

S

S

S

P

Identification &Traceability

A

P

S

S

S

S

S

S

Machinery Control &Maintenance

A

S

S

S

S

P

S

S

Calibration &Test Equipment Control

A

S

S

S

S

S

S

S

Project Quality Audits

P

S

S

S

S

S

S

S

Nonconference &Corrective Action

P

S

S

S

S

S

S

S

Production &Construction

A

P

S

S

S

S

S

S

Inspection &Testing

A

S

S

S

S

S

S

S

Quality Records

A

S

S

S

S

S

S

S

Key

A - Approval

P - Primary Responsibility

S - Secondary Responsibility

1. C)

CIRCULATION

Date: 17th November 2010

To:  All Staff Members Concerned

From: Asish Kumar Patra (Planning Engg.)

Subject: Key issues for development of a project master plan

1. Identification and preparation of the planning document

2. The planning process can be done by

Quality plan

Safety plan

Project schedule

Project cost & budget

Procurement plan

Risk management

Work Break down structure

Type of Contract

3. The resources for the planning should be identified and measured.

4. The project objectives should meet the client needs.

Thank u

Signed By Received By

Asish Kumar Patra

2) Safety Management

1. Introduction

Safety is "state or fact of being safe or free from danger"

In order to achieve the goal, any organization requires managing many business processes.

Safety is one of the main processes.

A health and safety management system is a systematic arrangements and processes used by an organisation to control health and safety. Its objective is to provide the necessary platform which good performance can be established and maintained so that it will support the development of site activity. (BIAL 2007)

There are 3 main aspects of safety management are:

Systematic (pre determined plan, and applied in a proper manner throughout the organization)

Pro-active (An approach that emphasizes hazard identification and risk control and mitigation, before events that affect safety occur)

Explicit (proper documentation and visibility)

Safety in construction is a prime requisite but it often gets neglected on worksites. With the advancement in construction technology, the need for proper attention to safety aspects has become essential for human, economic and other consideration. The complex techniques in wide range of construction and building activities have led to many new problems in safety. Proper steps should be taken to improve safety on construction sites so that loss of limb and life, suffering and damage resulting from avoidable accidents is prevented.

Prevention of accidents is a major aim of construction management both for human and financial point of view. The accidents in construction projects may be physical injury, causalities and loss of money.

In order to prevent accidents at construction sites safety measures need to be taken in the following major activities like -

Excavation

Demolition

Scaffolding, ladders, formwork

Use of equipment

Fabrication and erection

Storage

Hot bituminous works

2. Objective

This report investigates the present Health and safety management system adopted at H1 Tower.

- Duration, location

- Number and type of staff involved

- Complexity of line management arrangements

- Nature of risks

- Information as part of tendering, etc

Consider a new project or proposed activity

START

NO

Nominate project Leader

H&S PLAN

1. Confirm completion of project milestones

2. Anticipate resource needs

a) Staff time

b) Additional safety equipment

c) Training needs

Complete H&S Plan

- Complexity of line management arrangements

- H&S information to external bodies

- Nature of Risk

Make necessary arrangements to ensure work is carried out safely and in accordance with all relevant NERC health and safety policy:

- Risk assessment

- Safe systems of work

- Provision of information, instructions and training

HEALTH & SAFETY FILE

NO

PRODUCE HEALTH & SAFETY FILE

Project health and safety management - SYSTEM DIAGRAM (NERC 2000)

3. Present Site Scenario

Recently H1 project completed 5million safe man hours. There has not been any measure report of accidents at site till date. A safety officer shall monitor the site and shall raise reports upon finding safety violations. The hazards are removed from time to time and regular safety inspection through checklists. The safety personnel investigate each accident in detail and recommend preventive measures to the concerned project manager. Discuss the accidents in site safety committee meeting and implement recommendations to prevent accidents. The safety personnel conducted safety audit from time to time and implements recommendations of audit team. Regularly organize site safety meetings and make action plans on the recommendation of the committee and implement them.

KEY ROLES AND RESPONSIBILITIES (NERC 2000)

Director of Research Centre:

Supporting positive action by all management levels

Delegating responsibility to sites/divisions.

Auditing.

Annual reports on safety performance to Natural Environment Research Council.

Site Director:

Deciding who will manage projects and keep records.

Delegating specific responsibilities to line managers.

Monitoring the effectiveness of safe systems of work and Cooperation with auditing.

Annual reports to C/S/L Director on health & safety performance.

Monitoring accidents and near misses, and taking action to deal with them.

Division Unit heads:

Practical management of project.

Training and appointment of competent persons.

Working staffs:

following management instructions

Minimising risk to themselves and others.

The Project Leader must complete a PROJECT HEALTH & SAFETY PLAN before work starts. The Plan identifies staff time and other resource needs at an early. The file establishes line management responsibility which those involved, from the Director downward, acknowledge by signature. Where the project involves external business or research partners, the documentation is presented to other parties during tendering or other preliminary negotiations.

Management:

The management of safety in major projects requires:

Clear lines of responsibility

The setting of priorities and goals

Commitment to provide facilities and equipment required for safety

Provision of accredited training where a need is identified

Documentary evidence that tasks have been identified and assessed for risk of personal injury

Signed agreements between management and staff to work to the project safety plan

Agreed monitoring and auditing systems

Monitoring:

The monitoring of safety in major projects requires:

Documentation of the management system

Written records of the process of production of Safe Systems of Work

Documentation of management follow-up after introduction of such systems

The recording of incidents, injuries, illness, fatigue and near misses

Documentation of actions taken as a result of follow-up and accident reporting

Assessment of safety attitudes amongst staff

Documentation of training undertaken

Maintenance of equipment

Auditing:

The auditing of safety in major projects requires:

Checking that the above documentation is in place

Certifying that training is adequate and accredited

Assessing management and staff attitudes by interview

Comparing expressed attitudes with observed behaviour

Checking compliance with legislation

THE PROJECT HEALTH & SAFETY PLAN

1. This four-page form is completed by the nominated project leader before work starts. It lists the following measures which should be taken and signed off by the project leader:-

Project organisational structure established

Risk assessments compiled

Health & safety resources identified

Risk control plans developed

Risk control plans implemented

Project Health & safety File completed (if appropriate)

Health & safety training completed

Relevant information provided to staff

2. Resourcing

A. Staff time should be allocated for:-

Risk assessments

Development of risk control plans;

Implementation of risk control plans

Monitoring of risk control plan

Attendance at safety meetings

Health & safety training

Emergency drills or exercises.

B. Needs for new safety equipment must be identified, indicating the source of funds by project code.

C. Requirements for additional health and safety training must be identified - with the application going via Group Managers/Section Heads to the Research Centre Training Co-ordinator.

D. Needs for maintenance or other services should be identified (buildings or equipment maintenance, calibration, decommissioning or disposal, supplies of materials, waste disposal).