Time & Cost optimization for Accelerated Project Delivery

TIME & COST OPTIMIZATION FOR
ACCELERATED PROJECT DELIVERY
A. SHASHANK SPA/NS/BEM/469
MBEM (4th Semester)
2010-11
B U I L D I N G E N G I N E E R I N G & M A N A G E M E N T ,
S C H O O L O F P L A N N I N G & A R C H I T E C T U R E , N E W D E L H I
“Do it right first time & every time.”
Guided by:
Ar. Sandeep Roy
Ar.YogeshTyagi
Thesis:
Final Review
Friday
20th May’11

• To evolve a time and cost optimization framework for accelerated projects based upon IS 15883 (Part 1): 2009 to
analyze various technologies & management aspect through project life cycle stages.
Scope of Study:
• The study shall cover advanced & modern techniques of construction for accelerated project delivery.
• The study shall cover management aspects to ensure early completion of the project (incentive/ penalty,
contract type, inception of technological & management skills at various project stages, etc.).
• The study shall also cover various engineering aspects which will lead to an accelerated project delivery.
• I would like to focus on the economic, management, engineering and quality aspects of the case studies.
Shashank Arun | BEM/469 | Thesis 2010-11
Chapter 1: Introduction
• To understand Accelerated project delivery system…what, why and how?
• To analyze Project Life Cycle phases based upon IS 15883 (Part 1): 2009 in reference to Accelerated Projects
• To study present technologies which helps in achieving accelerated project delivery
• To analyze the evolved framework with respect to case study projects
• To propose framework and tools & techniques for accelerated project delivery.

Methodology:
Accelerated Project
Delivery
What Why How
Defining Parameters Aim & Objectives Scope of Study
Literature Study
Unpublishe
dWorks
Published
Works
Summary
Identifying Phase wise
Accelerated Project
DeliveryTechniques
Management
Techniques
Engineering
Techniques
Case Study
Data
Collection
Analysis Findings
Conclusions &
Recommendations
Conclusions Guidelines

Though Risks of going too fast may result in;
 No consideration of all elements of design
 Incomplete documents
 Construction may be stopped/ no quality control
 May result into excessive increased costs.
Project Acceleration:
It involves speeding up the design, construction & other aspects of the project in order to early
completion. The principal objective is to shorten the time of designing & construction by overlapping/
phasing the project activities/work packages.
Hence the purpose of Accelerated projects are basically;
• Reducing total time frame from normal, or
• Accelerating a schedule for owners’ convenience,
• Recovering lost time after falling behind schedule, or
• Meeting Deadlines for certain important projects
Accelerated project is the term commonly used for
project that must be completed in the earliest possible
time. Owner usually prefer quick delivery because of,
 Increasing interest rates, inflation and other
commercial pressures
 Most cost effective to complete a project within the
shortest possible time to put it into service asap.
 Gives psychological impact & enthusiasm,
Source: www.rhcdesignbuild.com

• To accelerate a project first & foremost thing is owner’s understanding & commitment towards it.
• Next comes the well defined project scope, which shall lead to
• Project design development as per the need considering all relevant factors (objectives)
• Project Scheduling helps in finding project activities which can be overlapped/phased in lieu with resource
planning.
• Use of newer technologies which can save considerable amount of time right from pre-construction stages. (BIM,
CPM/PERT scheduling, 4D Modelling, etc. )
• PMC selection shall be done within the pre-construction stages preferably before Design Development.
• Other factors are like cost management aspects, ECI, Constructability analysis, PDS, Planning for procurement,
Resource Planning, structural & formwork systems etc are there which upon judicious usage, are suitable to
accelerate a project within approved time & budgeted cost.
Many companies in the country now following these management practices & new technologies for saving
considerable time in project delivery like L& T, DLF. They are using advanced formwork systems as well as finding
replacements for materials, doing constructability review etc.
I have based this study upon the project stages as defined in “IS 15883 (Part-1): 2009”.
So, How to Accelerate a project?

Chapters
• Introduction about the topic
• Setting Aims & Objectives and scope of the Study
• Formulate Methodology for the study & analysis
• Literature Study to understand the topic
Chapter 2: Literature Study
• Project Life cycle Phases as per IS 15883 (Part 1): 2009
• Understanding Advantages & disadvantages of APD
• Considerable PM aspects for APD
Chapter 3: Project Life Cycle Phases and
Accelerated Project Delivery System
• Project Development, Planning for Construction & Tender Stages are explained in
accordance with IS 15883 (Part 1): 2009 & aspects are suggested for APD in these pre-
construction stages
Chapter 4: Scope of Accelerated Project
Delivery in Pre-Construction Stage
• During construction stage important aspects are Procurement Management, site
Management, Schedule Monitoring & Control & Labour Management
Chapter 5: Scope of Accelerated Project
Delivery in Construction Stage
• In this chapter I have discussed various time saving technologies regarding formwork,
structural systems & Construction Materials
Chapter 6: Technological Aspects for
Accelerated Project Delivery
• Case Studies are taken to analyze management aspects & Construction technologies
followed in order to complete them well before time & to find out the outcomes of
Accelerating the project
Chapter 7: Case Studies
• Based on observations & inferences from case studies & various literature studies, here I’ll
conclude with the recommendations of the strategies & technologies which can be handy
for accelerated project Delivery.
Chapter 8: Conclusions &
Recommendations
Framework of Study

UnpublishedWorks:
2.1.1. Strategies for Early Completion of a Construction Project
By Divya Bhardwaj, 2008 thesis report, dept. of B.E.M., S.P.A.
Inferences: The work is defined with explaining different management & engineering
aspects of various construction phases. It also gives a framework which will be useful to
further explore the possibilities of accelerating a project.
2.1.2. Integrated Approach to fast track projects
By Jayakumar D., 2004 thesis report, dept. of B.E.M., S.P.A.
Inferences: The theory is categorized as fast-track construction technologies, project
planning, management techniques and process and project delivery system. The data
related to procedures and techniques for fast- tracking is useful in formulating the early
completion strategies adaptable at pre-construction stage.

2.1.3. Fast-track construction projects
By- Ashish Kumar Agarwal, 1999 thesis report, dept. of B.E.M., S.P.A.
Inferences: The work is categorized for fast-tracking in the various stages ( pre-
construction, tendering, construction phase). The data related to procedures and
techniques for fast- tracking is useful in formulating the early completion strategies
adaptable at pre-construction stage.
2.1.4. A dynamic programming approach to time cost trade off
By Debarchan Sahoo, 1996 thesis report, dept of B.E.M., S.P.A.
Inferences: The work provides informative literature for the various mathematical
programming solutions to the time-cost trade off problems. The procedure for
developing utility data for the trade-off problem is quite helpful in calculating crashing
cost.

PublishedWorks
2.2.1. Suggestions for Amendments to Certain Conditions of Contracts for better
Contract Management, by S. S. Agarwal (International Conference on Contract Management
in Construction Industry, New Delhi, India, 1995.)
Inferences: The paper was oriented about contractual terms & conditions for better project
co-ordination & delivery. Incorporating clauses regarding incentives, delay & extension &
escalation alongwith the CPM/PERT chart in contract are identified as important aspects to
be given due consideration to ensure accelerated project delivery.

2.2.2. Fast Track Pros And Cons: Considerations for Industrial Projects, by Gareth
VaughanWilliams (Journal of Management in Engineering, September/October 1995.)
Inferences: This paper talks about risks involved in fast-tracking the projects though also
highlights the need of accelerating the projects. In this paper the old ideas of control
and suspicion and minimizing risks are giving way to new ones of trust, empowerment,
openness, customer focus, and taking smart risks.
Summary:
These literature studies have given a broad & basic concepts along which project
acceleration can be possible. The pros & and cons of fast tracking, management techniques
and project delivery system for fast-tracking of projects are discussed.

Chapter 3: Project Life Cycle Phases and Accelerated Project Delivery System
As per IS 15883 (Part 1): 2009, following are the stages in a project life cycle;
Project Appraisal (not detailed)
Pre-construction stages
• Project Development
• Planning for Construction
• Tender Action
 Construction Stage
 Completion & Handover
Project
Definition
Detailed
Planning &
Design
Observations
& Lessons
Learnt
Monitoring &
Control
Typical Construction Project Life-Cycle
Typical Project Life-Cycle (Source: IS 15883 (Part 1): 2009)

Pre-construction stages
In project development stage, following shall be the management techniques:
Proactive planning
Defining & Freezing
of project scope
• includes long-range, short-range and individual work package planning
• Proactive planning refers to preparing for the unexpected so a situation becomes less
problematic. By thinking of possible negative outcomes, people are forced to discover
solutions that may make a crisis more manageable.
• locking the scope of the project determines the quantity & character of work,
• result in faster projects and higher productivity
• There is no scope of changes afterwards*
Chapter 4: Scope of Accelerated Project Delivery in Pre-Construction Phases
Fast tracking
approach
• Schedule gets more detailed
• Planning continues on through the entire duration of the project
• Detailed up-to the minute plan and planning tools are essential to make rational designs
Engineering
approvals
• A schedule for the various approvals from different agencies shall be prepared & merged
with project schedule
• It shall be monitored & controlled to ensure timely approvals
Integrated Project
Delivery
• It harness all of the strengths and capabilities of the owner, designers, and contractors.
• Focus is to ensure efficient delivery of project
• Team members are selected by their industry experience and their ability to function in
a collaborative team environment.

Modularization of design
Change management systems
Parallel design reviews
Constructability analysis
during Design Process
• specialized and modular approach in design
• Reduced design efforts help in earlier completion of design deliverables.
• Impose strict change management procedure which requires review and
approval of all proposed changes by affected managers.
• To Schedule all design reviews in parallel with continuing design work so they
are not on the critical path.
• This helps in analyzing the design as per scope to eliminate changes
afterwards.
• optimum use of construction knowledge and experience in planning, design,
procurement and field operations to be adopted.
• Helps in achieving realistic approach in planning & design. (Construction
sensitive design)
• Eliminates Rework during construction
Design structure matrix • manage complex projects, highlighting information flows, task sequences and
iteration.
BIM Modeling • At the project start integrating various project aspects like design with services
shall help in identifying conflicts & thus helping in doing proactive planning.
During Design Development these aspects can be determined;

Phasing
Project scheduling
• condense the overall project time schedule
• one phase of the project is being constructed, the following phase is being
designed
• time reduction, schedule compression methods can be adopted
• Reshuffling of resources, introducing parallel paths, re-sequencing activities,
schedule crashing, time-cost Trade-off
Overlapping of work
• depends on the relationship between activities
• Independent activities and dependant activities (carry a risk) can be overlapped
Resource planning
Communication planning
• Determining the size of the team
• Determining required skills
• Determining Tools & Machinery Requirement
• Doubling resources does not double productivity
• project participants work together as a team
• Hence it should be interactive process channelized in proper format
• communication channels, both formal / informal provide information regarding
project objectives
Contingency planning • developed as a result of a risk being identified
• to minimize the unavoidable slippage and to provide the data necessary to
document
During Planning for Construction these aspects will ensure anticipated time, cost, quality & risk
planning

Tender Action
Selection of Appropriate
Project Delivery Method
• Based upon various aspects advantages & disadvantages a suitable PDM shall
be selected.
• Design-Build, CM @ R andTurnkey PDS are suitable for such projects.
Incentive Based Approach • For Early Construction clauses relate to give incentive upon early completion of
the project deliverables shall improve the work performance of the contractors
Multiple Contracting
• For large projects, this system of contracting can be adopted as project may be
divided into parts and simultaneous work contracts can be executed.
Evergreen Contract • In order to save time upon repeated tender action, this may also be a suitable
option in projects having longer work duration or
• Project is divided into phases while scope of other phases yet to define.

Construction stages
During Construction Stages, following management aspects shall be dealt proactively in order to ensure
Accelerated Project Delivery;
Chapter 5: Scope of Accelerated Project Delivery in Construction Stage
Project schedule
Monitoring & Control
Human Resource
Management
Site Management
Procurement
Management
Construction Work
Management
• Planning of site to deploy various support systems & facilities.
• Detailed layout & positioning of services for maximum construction efficiency.
• Zoning ofWork site, Deploying Construction Equipments and machinery
• Management of Formwork system adopted & Reviews.
• Constructability during construction, change management during Construction.
• Strategies to be adopted which ensure timely delivery of materials.
• Just-inTime, Supply-Chain Management etc.
• Right person at right work (Roles & Responsibility), and
• People’s training
• Realistic Scheduling, Schedule Fast-tracking, Schedule Crashing as per Resources
availability

Chapter 6:Technological Aspects for Accelerated Project Delivery
Time-savingTechnologies
There are many technologies which are now being used in building construction sector to complete
the project well within time and optimized cost.
 FormworkTechnologies
 Structural Systems
 Advanced Materials
 Mechanical Systems

Wall Assembly Detail
Beam Assembly Detail
MIVAN FORMWORK
Formwork plays an important role in reducing floor cycle process which subsequently leads to the objective of
accelerated project delivery. Here few new technologies in formwork are discussed.
Time Saving FormworkTechnologies
• Method of using aluminum formwork panels to construct RCC buildings.
• Aluminum panels are fixed to form a mould for a part of the building.
• The mould is then filled with concrete.
• These sets of panels are then removed, reconnected and filled with concrete
each day.
Advantages:
very short cycle time
high quality standard
High labour Efficiency, lightweight panels
Easy to install & Dismantling
Beneficial if structure including wall are cast-in situ.

TABLE – FORMWORK
Advantages:
• Speedy construction.
• High quality surface finishes.
• The high degree of repetition up to 150 times.
• Reduced workforce requirement on site, 6.0
sq.m./person/day
• Floor cycle of 4 days can be achieved
• Dismantling of formwork is eliminated.
Construction Sequence:
• The assembled table formwork units are rolled in to
position and sealed along the joints to form the floor to be
cast.
• Steel reinforcement is fixed in place.
• Concrete is placed and cured.
• Once struck, the formwork units are lowered and rolled out
from underneath the newly formed slab.
• They are then taken by crane and placed at the next
position or level.

S.No FACTOR CONVENTIONAL (Timber) IN – SITU ALUMINIUM FORM SYSTEM
(Mivan, Alu-form)
REMARKS
1 Quality Normal Superior Superior quality in Aluminium formwork
2 Speed of construction. Slow due to step-by-step
procedure, 14 day cycle
Fast erection-as walls & slabs are casted
continuously, 5 day cycle possible
System construction is much faster.
3 Productivity 2.25 Sq.m./person/day 5.5-6.0 sq.m./person/day Efficiency is more, faster erection possible
4 Aesthetics. unsightly projections in room
interiors of column & beams
interiors have neat and clean lines without
unsightly projections in various corners. The
walls and ceilings also have smooth even
surfaces, which only need colour/white
wash
Aluminium formwork Eliminates Plaster/ POP
requirement.
5 External finishes. Cement plastered brickwork,
painted with cement – based
paint. Finishing needs painting in
every three years.
Textured / pattern coloured concrete facia
can be provided. This will need no frequent
repainting.
Permanent facia finishes feasible with minor
extra initial cost
6 Useful carpet area as %
of plinth area.
Efficiency around 83.5% Efficiency around 87.5% More efficient utilization of land for useful living
space.
Consumption of basic
raw materials
Cement. Normal High consumption strength and durability is more
7 Reinforcing Steel Only for Column & Slab More Quantity- as walls are also RCC shear wall construction increases safety against
earthquake.
8 Bricks Extensively used- increases
overall construction time
Minimal usage Large saving in use of Bricks and time
9 Maintenance In maintenance cost, the major
expenditure is involved due to :
The walls and ceiling being smooth and high
quality concrete repairs for plastering and
leakage’s are not at all required frequently.
Negligible Maintenance cost
Repairs and maintenance of
plaster of walls / ceiling etc.
Painting of outer and inner walls.
Leakages due to plumbing and
sanitation installation.
Formwork Comparison

 Formwork free fast track construction
 lot of parallel activities at different floors reducing the overall
construction time
 While erection of floor beams and laying of metal decks are done at
higher floors of the multi-storey building concreting of floor slab can be
done at the middle floors simultaneously and finish items can be laid on
the lower floors at the same time.
 construction time can be reduced by about 50% compared to
that of RCC option.
Floor and wall units are produced off-site in a factory
and erected on-site
 Speed: For typical 2-3 bed room two-story house, the time required for casting, lifting, erection and
completion of structural system is about 2-4 days once the system is setup.
 no formwork is required at the site.
 skilled labors are not required for tasks like masonry work, plastering and finishing. The only area for use of
skilled labor is the closing of the gaps between wall-wall, wall-slab panels and giving the final touch.
COMPOSITE CONSTRUCTION / PRE CAST CONCRETE PANEL SYSTEM

• PT slab technology curtails the overall
construction period considerably.
• This is possible as deshuttering can be done
immediately after the tendons are stressed.
• To utilize this benefit of earlier release of
formwork, the other steps of construction viz,
quick erection / dismantling of forms, higher speed
of concreting, laying of rebar, profiling of tendons
etc has to be matched with the speed of release of
formwork.
• Necessary to have meticulously planned time
schedule, matching mobilization and a strong
awareness for faster construction.
POSTTENSIONING – FLAT SLAB

Ready mix concrete
Concrete pumps
Couplers
Self compacting concrete
Concrete accelerators
• readily available, Less labour intensive and they can be used for other activity
• Faster in production in case concreting of large volumes like raft concreting
• labor savings of up to 50% compared to truck delivery.
• machines that can reach more than 70-meters.
• No need of bending the bars for lapping
• use in confined situations where space is restricted/ loss of cover must be
minimised.
• the compaction in the structure, especially in confined zones
• Man power – reduction in site.
• Permit earlier removal of formwork
• Reduce the required period of curing
• Advance time, structure can placed in service.
Hyper plasticized concrete • rise to destripping the formwork earlier.
• advent of hyperplasticizers, possible to cut down the costs and achieve high
strengths, without having admixtures upto grade M60.
ADVANCED MATERIALS/ MECHANICAL SYSTEMS

Folding boom truck crane
Couplers
MECHANIZATION

Chapter 7:Case Studies
Case Study 1: LDA Riverview Apartments, Lucknow
DETAIL PHASE I PHASE II
Client LDA
Design Consultant EDRC, L&T ECC Division
Contractor M/s L&T Ltd - ECC division
Contract Type Design and Lump Sum contract (Rate /sqft of
Unit area)
Project River View Apartment, LDA – Lucknow
Location 25 KM from Airport and 15 KM from Railway
Station, Gomti Nagar – Lucknow
Project Duration 25 months + DLP 12 months
No. of Flats 1185 1432
Date of
Commencement
27/05/09 18/02/10
Date of
Completion
26/06/11 17/03/12
Contact Value Rs. 290 Crores Rs. 320 Crores

S. No. Name of Block Type of Flat No of Flats Total Area Remarks
1 GANGA 2 BHK 306 44315 Sq.m.
2 YAMUNA 3 BHK, PENT HOUSE 144 32670 Sq.m.
3 SARASWATI 3 BHK, PENT HOUSE 319 62746 Sq.m.
4 SHARADA 3 BHK 144 30158 Sq.m.
5 SECTOR 1
TYPE 1 – 2 BHK
208 28218 Sq.m.
TYPE 2 – 3 BHK
TYPE 3 – 3 BHK
6 SECTOR 4
TYPE 1 – 2 BHK
128 8821 Sq.m.
TYPE 2 – 3 BHK
TYPE 3 – 3 BHK
Total Area 206928 Sq.m.
Phase-1

L &T’s Project Delivery Strategy:
 The project was given to L & T with
responsibility of design development &
construction.
 Preliminary designs were framed structure
with in-fill brick walls & conventional activities
afterwards.
 Handover time was 25 months for 1185 flats
designed in phase-I.
 To save upon time in floor cycle, L & T decided
to go for change in formwork technology and
structure system.
 During Designing they adopted Aluform
formwork, which can give an efficient floor
cycle of up to 3 days. Av. Achieved 7 days.
L & T follows various systems since pre-
construction stages which helps it to ensure
timely delivery of the project. The practices
which are followed by L &T at this project are;
Management Planning & Control System
(MPCS)
Enterprise Information Portal (EIP)
 This also eliminated considerable amount
of B/W, thus resulted in faster floor
completion
 The Cost of the project increased by approx.
15%, but floor efficiency increased by 4% &
time saved upon was of much importance.
 The project is on completion, LDA has
allotted flats.

No of floors 216 Nos.
Scheduled project time 25 Months.
Floor plate 958 Sq m
Alu-form shuttering
Case - I Floor cycle (Actual) 7 days
Shuttering set 5 Nos.
Time for completion of structure 302 days
10 months
Case II Floor cycle 10 days
14.5 months
Conventional shuttering
Considering Slab cycle as 20 days
Case - I Resources employed
Labour, equipments etc 6 gang
24 months
Case - II Resources employed
18 months

Concept Architect: Ar. Daryl Jackson, Director
Jackson Architecture, Australia
Client: Delhi Development Authority
Developers & PMC: Emaar MGF
Executive Architects: Sikka Associates
PDS: Design-Bid-Build (on PPP model)
Project Start Date: 15th Jul’07
Revised Project Start Date: 14th Sep’07
Project Completion: By 01st April 2010 (not extendable)
Case Study 2: CWGVillage, New Delhi (A Housing Project)
Project Description
Total No. of Towers 34
Total No. of Floors 335
Total No. of Flats 1168
Structural System Framed Structure
Foundation system Slab on Bored
Cast-in Situ Piles
Site Plan CWGVillage Housing, New Delhi
Pic showing Framed Structure
Towers at CWG Village

(Client)
DDA
Developer &
PMC
Emaar MGF
Subcontractor
s
(Contractor)
Ahluwalia
Contractors
Pvt. Ltd.
(Architect)
Sikka
Associates
Sanction
Architect
SGA
(Approvals)
Multi-window
Case Study 2: CWGVillage, New Delhi (A Housing Project)
It was the a Prestigious Project
DDA decided to build it on PPP mode for better PM &
Control alongwith better technological inputs.
Project Start delayed from the initial Start date from:
Project Structure
15th July’07 14th Sept’07
Project Completion Date was Fixed: 01st Apr’10
• GFC’s & structural analysis was done after award of
the work to Emaar MGF.
• Well defined Project Scope with all the specifications
& development norms by DDA (Client).
• Approvals were the responsibility of DDA, it also
delayed the project start as many problems like
Environmental clearances, fire clearances occurred.

Case Study 2: Project Milestone Schedule (Initial)

No of floors 335 Nos.
Scheduled project time 33 Months.
Alu-form shuttering
Case - I Floor cycle 7 days
15 months
Case II Floor cycle 10 days
22.25 months
Conventional shuttering
Considering Slab cycle as 20 days
Case - I Resources employed
37.25 months
Case - II Resources employed
22.25 months
Case Study 2: CWGVillage, New Delhi

S.No. Milestone Original
Date of
Completi
on
Actual Date
of
completion
Delay
(Number
of days)
Liquidated
damages
foregone (Rs.
in crore)
Possible Reasons for
Delay
Remarks
1. Project Start 15th Jul’07 14th Sep’07 60 0 1. DDA’s strict
financial proposal
2. Less no. of
Developers for
financial
negotiation(only 3
out of which 2
backed)
1. DDA should have changed
financial proposal
2. More bidders could have
come
3. More financially stable
developer should have been
chosen
2 Foundation work
(including Plinth Level)
up to Plinth level for
50% of blocks
Structure
11th Feb,
2008
11th May,
2008
90 17.25 1. GFC started after
project start,
2. Structural Analysis
&
Recommendations
(Sep’07)
3. Resource
Procurement
4. Delayed Structural
Drawings
1. Design Development took
time
2. Market started crunching
3. Material prices going up
3 Structure Work Upto
G+4 with all
electricals+
Foundation Work till
plinth for rest of the
blocks
11th May,
2008
10th Aug,2008 91 17.4 1. As project got
already delayed, it
elongated ahead
2. Material prices
going up while
developer waiting
for reduction in
market
1. Developer should have
adopted some accelerated
measures
2. Developers’ financial
management failed due to
market crunch
4 Structure upto terrace
for all blocks +
Electrical + Brickwork
07th Nov,
2008
29th Jan.,
2009
83 15.85
Case Study 2: CWGVillage, New Delhi

S.No. Milestone Origina
l Date
of
Comple
tion
Actual
Date of
completio
n
Delay
(Number of
days)
Liquidated
damages
foregone (Rs.
in crore)
Possible Reasons for
Delay
Remarks
6 Completion of brick work
up to terrace level &
internal plaster, flooring,
etc. for 5 levels,
with associated
electrical works
02nd
Nov,
2009
02nd Dec,
2009
30 5.25 Here shown substantial
recovery in time, new
financial module had been
worked out
Resources increased
alongwith material
procurement
Proper documentation should
have been done.
DDA should have followed
documenting procedure to
keep track of progress
alongwith quality
management.
7 Completion of
flooring & furnishing,
with associated
electrical works of all
blocks all levels upto
terrace level External
finish of all blocks & all
levels
01st
Jan,
2010
01st Jan,
2010
0 0 On paper timely completion,
but in actual finishing works
extended till start of games,
High quantum of resources to
complete the work asap,
No quality check
Lack of documentation
Lack of maintenance of built
facility
8 Completion of all
electric work including
lifts, ESS etc. &
completion of UGR/ Pump
Rooms/ Lifts/ Pump sets
etc.
31st
Jan,
2010
31st Jan,
2010
0 0 Though on paper work was
complete, it actually
extended till the start of
games
9 Completion of
all development work
including landscaping
02nd
Mar,
2010
13th Dec,
2010
286 DDA has
filed for
recovery as
the
extension was
not approved
1. Incorporating Private
company in such
Important project
without evaluating its
financial capability
2. Multi-window
1. Lack of co-ordination
between DDA &
Developer
2. Lack of Communication
3. Results in late handover
of the village

Performance Measurement as per PMBoK
Name of the project
CWG Village Housing
Project
Riverview
Apartments,
Lucknow
Project Parameters
Max.
Mark
s
Marks
Obtained
Percentage
Marks
Obtained
Percentag
e
PROJECT SCOPE MANAGEMENT
Performance Scale 32 30 94% 32 100%
PROJECT TIME MANAGEMENT
PROJECT COST MANAGEMENT
PROJECT QUALITY MANAGEMENT
This is the performance measurement of both case study projects on the scope, time, cost and quality
parameters as per PMBoK.This analysis will help us drawing conclusions

Case Studies: Observations
Riverview Apartments, Lucknow CWG Village, New Delhi
The project was re-engineered at design stage
for the overall acceleration by use of Advanced
Formwork Technology
Conventional System adopted, regular cycle time
in floor casting lead to project delay in
construction phase.
A documented procedure for all the stages was
adopted, schedules for all levels and services
were prepared
Schedule & WBS were prepared but not
followed, lack of monitoring
Roles & Responsibilities of all involved personnel
were well defined
Roles & Responsibilities were defined but not
enforceable
A well defined channel of Tendering system &
Scheduling was adopted
Monitoring & Control measures were not
effective
When Analysed on the parameters from PMBoK,
this project shows better management approach
in all knowledge areas.
On parameters of PMBoK, CWG Village lacks in
control & monitoring areas.
Though cost raised by 15% approx., the product
is ready on time, avoiding penalty clause if any.
Project suffered badly, crashing & penalty lead to
extra cost incurred. (see delay analysis)

Case Studies: Conclusions
• Pre construction stage is important if we want to go for accelerated project delivery. L & T was very
clear with the objective of the project completion, hence they re-engineered the drawings as per
advanced form work technology (Aluform).
• Alongwith master schedule, support schedules are required like resource, material, costs, labour etc.
• Monitoring & Control processes should be identified & implemented through project life cycle.
• Roles & Responsibilities should be defined for better management of the project processes.
• Financial aspects needed to be taken care of as this is the main driving force behind any project.
• Use of softwares for project integration and co-ordination helps in keeping track of project progress
• L & T as the project developer was very keen to finish project on time which helps in taking decisions
at right time (in the early stages).
• Involvement of people is another important factor. Right person with defined roles & responsibility
and Training sessions to workers from time to time ensures quality aspect of the work under
progress.

Chapter 8:Conclusions & Recommendations
Conclusions & Recommendations
In our country there is a very little room for accelerated project delivery as on now. Still if we want to complete a
project well within time or on an accelerated pace and with optimized cost incurred, following are the management
strategies we need to incorporate in addition of the technologies we are using. These management strategies can
be identified & incorporated into IS 15883 (Part 1): 2009 to provide framework for accelerated project delivery.
During pre-construction stages:
• Clear & Well Defined project scope during design development stage. Changes afterwards should be avoided.
• Efficient Project Formulation: clearly defined inputs, cost benefit analysis etc should be conducted.
• Integrated approach: ensure stakeholders involvement during project development phase for their valuable
suggestions there itself to minimize conflicts afterwards.
• Enhance the use of softwares like BIM, Pert, Enterprise Information Portal (EIP) for overall project integration &
co-ordination among all the stakeholders for project life cycle.
• Till now only few developers are using new technologies. More developers should come forward to use them as it
may increase a little direct cost but saves a lot as a whole. (Interests, early market presence etc.)
• ECI & constructability analysis during pre-construction stage helps in defining practical objectives of the
project & minimises many possible points of conflicts during execution stage.

Chapter 8:Conclusions & Recommendations
Conclusions & Recommendations
• Contract clauses important to ensure faster delivery of project: Faulty technical provisions should be avoided,
Clause for CPM networks, Clause for variations, alterations, modifications, extra items, Defining decision making
team, Clause for procurement of major materials, Bonus clause, Penalty clause, Clause for dispute resolution.
• Schedule Management & control: Milestone schedule, master schedule, schedules for monthly/weekly /daily
activities, project phasing should be prepared.
• Parallel planning for as many activities as possible.
During Construction Stage:
• Construction Work Management: Use of advanced construction equipments, formwork technologies which are
suitable for the project type & help in reducing cycle time, site layout, constructability analysis during
construction etc.
• Mechanization and automation of the systems
• Pre-casting and pre-fabrication technologies, Selection of structural systems, form work systems , composite
construction, Post tensioned flat slabs, Steel modular construction.

Example: Phasing
Chapter 4: Scope of Accelerated Project Delivery in Pre-Construction Stages

Chapter 7
Pile LoadTesting for Structural analysis & Recommendations done on 26th Sept 2007.

Integrated Project Delivery: Benefits to All
Owner Architects Contractors
Direct Communication among all Stakeholders
Early Project Estimate Coherent and precise design, models
and documentation
Efficient administration of construction
Flexibility of Procurement Better Decision Making Well synchronized construction
planning
Faster Project Completion Well Defined Roles & Responsibilities Reduced chances of claims and
casualties
Lesser Work during Construction Phase Well-established supply-chain
management
According to AIA IPD is a collaborative project delivery
method using relational contract principles to harness all of
the strengths and capabilities of the owner, designers, and
constructors and focus them on one goal: the efficient
delivery of the project as a whole.
Integrated Project Delivery

 Uses three dimensional, real‐time, dynamic building modeling software to increase productivity in building
design and construction.
 AIA defined BIM as “model based technology linked with a data base of project information.
 Selection of formwork system, combine with MS project and according to schedule, construction stages worked.
Building Information Modeling
Purpose of BIM
 Design visualization
 Reduction of errors
 Collision Detection
 QuantityTake off
 4D Constructability
 5D Cost Estimating
 Asset/Equipment inventory
 Facility Operations
Source: www.buildipedia.com

Design benefits
• Earlier and More AccurateVisualizations of a Design
• Generate Accurate and Consistent 2D Drawings at Any Stage of the Design
• Earlier Collaboration of Multiple Design Disciplines
• Easily Check against the Design Intent
• Extract Cost Estimates during the Design Stage
Construction benefits
• Synchronize Design and Construction Planning
• Discover Design Errors and Omissions before Construction
• React Quickly to Design or Site Problems
• Better Implementation and Lean ConstructionTechniques
• Synchronize Procurement with Design and Construction
Post Construction Benefits
• Better Manage and Operate Facilities
• Integrate with Facility Operation and Management Systems
Building Information Modeling
Stages of 4D application
Source: 4D construction planning

Schedule compression is the use of techniques that shorten the project duration, which results in an
increase in project cost.
Schedule reduction is the use of techniques that shorten the project duration, which does not result in
an increase in project cost.

Construction Project Delivery Method: A Comparison
DELIVERY METHOD ADVANTAGES DISADVANTAGES
NEGOTIATED (T&M.
COST-PLUS, OR NOT-
TO-EXCEED)
•OPEN-BOOK ACCOUNTING, WITH COST SAVING ACCRUING TO THE
OWNER
•CAN BE DIFFICULT TO DEFINE WHAT COST IS AND WHAT IS TO BE
REIMBURSED
•CONTRACTOR CAN GET INVOLVED EARLY IN THE DESIGN PHASE
•CAN COMMENCE CONSTRUCTION QUICKLY •CAN BE MORE EXPENSIVE SINCE LITTLE COMPETITION EXISTS
•RELATIVELY EASY TO MAKE CHANGES DURING CONSTRUCTION •TOTAL PROJECT COST IS TYPICALLY NOT ESTABLISHED PRIOR TO
COMMENCEMENT
•WORKS WELL WHERE A HIGH LEVEL OF TRUST EXIST BETWEEN OWNER
& CONTRACTOR
•CONTRACTOR HAS LITTLE INCENTIVE TO MAXIMISE EFFICIENCY
DESIGN-BID-BUILD
(General Contractor)
•COMPETITIVE AND FIXED-PRICE: A WELL-KNOWN. -TRADITIONAL-
METHOD OF PROJECT DELIVERY
•REQUIRES A COMPLETE AND THOROUGH SET OF CONSTRUCTION
DOCUMENTS PRIOR TO BIDDING
•MOST GENERAL CONTRACTORS SELF-PERFORM SOME OF THE WORK •CHANGES MADE DURING THE CONSTRUCTION PHASE CAN BE COSTLY
•GENERAL CONTRACTOR MANAGES ALL SUBCONTRACTORS AND
SUPPLIERS
•MORE TIME IS REQUIRED BEFORE CONSTRUCTION CAN BEGIN
•CHECKS AND BALANCES BETWEEN OWNER. CONTRACTOR. AND
DESIGN TEAM
•CLOSED-BOOK ACCOUNTING, AND CONTRACTOR SELECTS SUB-
CONTRACTORS
•COST SAVINGS ACCRUE TO THE CONTRACTOR
DESIGN-BID-BUILD
(CONSTRUCTION
MANAGER AGENCY)
•COMPETITIVE AND FIXED-PRICE •CONSTRUCTION MANAGER TYPICALLY DOES NOT SELF-PERFORM
WORK
•COST-SAVINGS ACCRUE TO THE OWNER •REQUIRES A COMPLETE AND THOROUGH SET OF CONSTRUCTION
DOCUMENTS INCLUDING SCOPES OF WORK, PRIOR TO BIDDING
•PARTIALLY OPEN-BOOK ACCOUNTING •REQUIRES OWNER'S COMMITMENT TO CM PRIOR TO CONSTRUCTION
START
•CAN COMMENCE CONSTRUCTION QUICKLY •ADDS AN ADDITIONAL CONTRACTUAL LEVEL AND MULTIPLE SOURCES
OF CONTRACT RESPONSIBILITY
•CM INVOLVEMENT IN THE DESIGN PHASE HELPS CONTROL
CONSTRUCTION COST
•NON-ADVERSARIAL RELATIONSHIP BETWEEN OWNER. ARCHITECT AND
CONSTRUCTION MANAGER
DESIGN-BUILD •FAST DELIVERY METHOD: CAN BE TURN-KEY. SINGLE-SOURCE
CONTRACT WITH THE OWNER
•PRICE IS FIXED BUT SCOPE AND QUALITY ARE VARIABLE
•CAN COMMENCE CONSTRUCTION QUICKLY •COST SAVINGS ACCRUE TO THE CONTRACTOR
•CAN BE MOST EFFICIENT WITH SIMPLE BUILDING TYPES (INDUSTRIAL,
AGRICULTURAL. ETC.)
•DIFFICULT TO DEFINE DETAILED SCOPE OF WORK PRIOR TO CONTRACT
•NOT AS EFFECTIVE FOR COMPLICATED PROJECTS OR RENOVATION
PROJECTS
•LACKS CHECKS AND BALANCES PRESENT WITH SEPARATE
CONTRACTOR AND DESIGN TEAM

Methods of Project
Delivery for
Construction
Most
Competitive
Cost
Accelerated
Delivery
Possible
Least
Risk
to
Owner
Less
Defined
Scope
Project
Complexity
Early
Contractor
Involvement
Cost
Negotiations
Allowed
prior
to
Award
High
Quality
Control
Design-Bid-Build
Design-Build
EPC (Turnkey)
Construction Manager at Risk
Construction Manager (Agency)

Customers
Customers
Suppliers
Suppliers
Flow with JIT
Traditional Flow
Inventory
(stagnant ponds) Material
(water in
stream)
Production Process
(stream of water)
Chapter 5: Scope of Accelerated Project Delivery in Construction Stage
JUST INTIME (JIT) PROCUREMENTTECHNIQUE
The process of streamlining the raw material delivery on the time when it is required to be used.
The principle of JIT is to eliminate the waste while ensuring material delivery when required.
• Pull System (Kanban System)
• Push System
Benefits:
• lowering costs and inventory,
• reducing waste, and
• raising the quality of products.

Time & Cost optimization for Accelerated Project Delivery

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