Chapter 5 Project Management

CHAPTER 5

PROJECT MANAGEMENT

5.1

Study of Design Reports and Drawings

5.1.1

Design Reports and Drawings

Prior to commencement of the Works, the Engineer, and/or the Project Engineer
(PE)1, should obtain and study the design reports and drawings. They should conduct
field reconnaissance survey at the earliest opportunity if they have never seen the site at
the pre-construction stage to familiarize with the project site.
The following table shows major check points by category of report.
Figure 5.1.1 Documentary Requirements Check List for Contract
Report
Design Report

Category
Geometric Design

Earthworks

Pavement Design

Check Points
Design speed, standard roadway width (cross
section, carriageway, shoulder), horizontal
and vertical alignment, design grade, sight
distance, etc.
Slope and extent of cut and fill; soil
classification/type
AADT (Current and future vehicle type)
Type of pavement and treatment
(reconstruction, upgrading, rehabilitation,
maintenance) including widening
Design Parameters (ESAL, CESAL, Design
Methods, Design CBR, Materials, Structural
Layer Thickness, Sc, fc, etc.)
Design conditions (design load, dimensions,
bearing system, etc) and planned treatment
(reconstruction, retrofitting, repair and
maintenance)
Flood elevation and scouring depth
Structural analysis and reinforcing design
Discharge and flow analysis
Location and sizes of drainage structures
(RC Box culverts and pipes) and road side
drains
Slope stability analysis, countermeasure
design, retaining wall design
Scouring analysis and protection design
Location and type
Dimensions (length, height, etc)

Bridge Design

Drainage Design

Slope and scouring

protection

Geotechnical
and Materials
Reports

Miscellaneous
structure and road
facilities
Type of soil
Bridge Site Boring
Data
Slope stability and/or
weak ground
Construction

Sub-soil classifications, CBR, PI

Soft ground, rock
Boring log (soil classification, SPT, depth of
bearing layer)
Location, topographic and geotechnical
condition, countermeasure design and/or
structures
Classification of excavation materials (soil

The Engineer shall have full responsibility in coordination with the PM/PE of DPWH in the case of foreign
funded projects for project management. The PE of DPWH shall have full responsibility in the case of locallyfunded projects.

5.1

Chapter 5 Project Management

Report

Category
Materials

Drawings
(Plan)

Plan and Profile

Typical Roadway
Sections
Detailed Cross
Sections

Quantity /
Cost Estimate
Report
Environmental
Report
ROW

Others
(Road Safety
Audit Report)

Bridge and
structures
Drainage Schedule
and Cross Sections
and miscellaneous
Schedule of All
Other Proposed
Structures
Quantity Summary
Quantity Calculation
Cost Estimate
EIA Report
Parcellary Survey
Land Acquisition and
Resettlement
Traffic Control
Road Safety
Structures, Road
Signage, Markings

Check Points
type, PI, CBR)
Borrow materials (source, soil type, PI, CBR)
Subbase and Base Course Materials (source,
LA, CBR, stability, density, grading) and
available volume for project
Concrete materials (source and quality of
coarse and fine aggregate, cement, water)
Asphaltic concrete materials (source and
quality of coarse and fine aggregate,
bitumen)
Location of control points and coordinates,
bench marks and elevation
Location of curves, structures and road
facilities (existing and proposed)
Elevation of existing ground and finished
grade
Extent of cut and fill
Location of cross pipes, ditches
Road width and pavement thickness
Location of cut and fill (especially high cut or
fill), extent of cut and fill slopes
Position of earth retaining structures/ slope
protections
Plan, profile, elevation, structural details
Reinforcement schedule
Type, dimensions and locations
Reinforcement schedule

Road signs, guard rails, guide posts, Km

posts, ROW posts, etc.

Check Bills of Quantity with quantity

estimation reports
Check any serious calculation errors
Check project cost and unit price analysis
Check EMP
Check ECC
Obtain Parcellary Survey Drawings
Check progress of Land Acquisition and
Resettlement
Check existence of traffic diversion road and
its capability
Check villages and shops near ROW
Verify accident prone areas and sections that
require additional road signs, road alignment
improvement, etc. Use the TARAS data.

A check list for field reconnaissance survey should be prepared based on above
documents study.

5.2

Chapter 5 Project Management

5.1.2

Pre-construction Survey

The Engineer and/or PE should conduct detailed field pre-construction survey in

accordance with a check list prepared through desktop study prior to a joint site
inspection with the Contractor and pre-construction meeting. The field reconnaissance
should include:

Project location, including start and end points, bridge location, scouring and
protection works, existing drainage structures (location, size and condition);
Topography and geology;
Current road conditions and improvement plan in the Drawings;
Location of towns and villages along the project road, including public
facilities (schools, clinics, etc.);
Type and volume of traffic on the project road and its accesses;
Progress of ROW acquisition and resettlement;
Borrow and waste (disposal) areas, and Material sources;
Access and detour roads;
Environmental features, including vegetation, water (rivers), noise, flora and
fauna, communities, public facilities (school, church, market, hospital), etc. in
relation with ECC and EMP; and
Data and information collection through conduct of interviews of nearby
residents.

The Engineer / PE should coordinate with the concerned RO and DEO and
obtain information on the project road and its environment.
5.1.3

Meteorological Condition

The meteorological condition influences not only the work progress but also
quality and cost. The Engineer and PE should collect climate records including rainfall,
typhoon, floods and other hydrology conditions from PAGASA near the project site and
incorporate such conditions in the implementation management plan.
2,400
1992
1996
2000
2004

500
450

1994
1998
2002
Average

1995
1999
2003

am
Ex

2,200
2,000
1,800
1,600

350

1,400

300

1,200

250

1,000

200

800

Rainfall (mm)

RAINFALL (MM)

400

1993
1997
2001
2005

ple

150
100
50

600
400
200
-

Jan

Feb Mar Apr May Jun Jul Aug Sep

Monthly Rainfall Variation (1992-2005)

Oct Nov Dec

1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004

Yearly Rainfall Variation (1992-2004)

MONTH

Figure 5.1.2 Rainfall Record at Cebu (Example)

5.3

Chapter 5 Project Management

5.2

Joint Inspection and Pre-construction Meeting

5.2.1

Joint Site Inspection

The objective of a joint inspection with the Contractor is to familiarize with the
project site and share knowledge on key issues for implementation of the project prior to
a pre-construction meeting. Project briefing should be made during inspection or at
office.
The participants of joint inspection are as indicated in the following table.
Table 5.2.1 Participants of Joint Site Inspection
Entity
The Engineer (Consultant)

Representative of the
Employer (DPWH)
The Contractor

Foreign-funded Projects
Project Manager*
Resident Engineer
Key Staff (SE, ME)
Project Engineer
Project Inspector
Project Manager
Other Key Staff

Locally-funded Projects
Project Engineer*
Project Inspector
Materials Engineer
Project Manager
Other Key Staff

Note: * Chairperson of the meeting

Major inspection points will be as follows:

Category
Project Roads

Major Scope of Work

Materials Sources

Planned Camp Site and

Plant Yard
ROW Acquisition and
Utility Relocation
Environmental Issues
Traffic Control

Inspection Points
Start and End Points
Towns, Villages and Public Facilities
Access road to the project sites
Earthworks (major cuts and fills)
Pavement (deterioration)
Bridges
Slope Protection Works (landslides, slope failures)
River Scouring Protection Works
Drainage Structures
Borrow and Waste (Disposal) Areas
Sand and Aggregate Sources, including type and
classification
Office, laboratory, equipment yard, workshop
Concrete Mixing Plant, Asphalt Mixing Plant
Crushing Plant
ROW status (land acquisition and resettlement)
Public Utility
Land required for contractors temporary facilities
Major Environmental points stated in ECC/EMP
Traffic condition and Road safety measures
Detour (alternative) roads

5.4

Chapter 5 Project Management

5.2.2

Pre-construction Meeting

The pre-construction meeting is the first official site meeting between the
contractor and the Engineer/ PE, prior to the construction. The Engineer will be the
organizer of pre-construction meeting for foreign-funded projects and PE for locallyfunded projects. The participants of the meeting will be the same as the joint site
inspection.
The objectives of a pre-construction meeting are to discuss the key issues and
confirm the procedures, methods, schedule, organization, documents, etc., required for
the project implementation. The meeting organizer should invite the participants well in
advance and request to submit or prepare required back-up data and information before
or at the meeting.
The agenda of meeting will be as follows:
No.
1

Agenda
Objectives and key issues for
project implementation

Project organization and staff

assignment

Work schedule and monitoring

Work procedures

Material sources and borrow

areas
Quality Control

Base camp, plant yard and

waste areas

Preparatory Works

Existing road maintenance

and traffic control

10

ECC requirements and EMP

11

Facilities of the Engineer

12

Reporting

13

Others

Items for Discussion

Project objectives
Scope of works
Key issues
Project organization and staff assignment
Organization and staff assignment of the Contractor
Communication network
Staff Mobilization schedule
Bar Chart/S-Curve and PERT/CPM
Payment (disbursement) schedule
Equipment and material schedule
Weekly and monthly schedule and progress
monitoring
Work and inspection request and approval
Work days and working hours
Instruction and recording
Measurement and Billing preparation
Planned material sources
Quality tests and approval
Engineers laboratory
Minimum and testing requirementsequipment
Accredited Materials Engineer
Planned location of contractors office
Engineers office
Plant yards
Borrow and waste (disposal) sites
Land arrangement for the above facilities
Supply of contract drawings
Control points and as-staked survey
Shop drawings preparation and approval
Maintenance plan
Coordination with DEOs
Re-routing plan (if necessary)
Environmental Management Plan
Current status of ROW, including land acquisition and
resettlement)
Engineers facility (office, quarter, laboratory, survey
aid, office supply)
Monthly Progress Report Preparation
Monthly Materials Quality Control Report preparation
Weekly and monthly project meetings
Coordination meetings with ROs and DEOs
Project Bill Board
Labour Welfare and Safety
Utility Relocation

5.5

Chapter 5 Project Management

Minutes of the Meeting should be taken including recording of action plans as

agreed upon during the meeting.
5.2.3

Mobilization
(1) Mobilization and Demobilization

The Contractor shall mobilize and demobilize the required minimum plants,
equipment, temporary facilities and personnel for implementation of the project as listed
in the Contract Documents.
The work and activities under the Mobilization and Demobilization shall include
the following:

The purchase and/or rental of all land required for the Contractors base
camps and construction activities. The location of base camps shall be
subject to the approval of the Engineer. The Contractor shall provide
sufficient area required for scheduled operations of rock/gravel crushing
plant, asphalt and concrete production plants, and other requirements for the
completion of the Works;
Mobilization and installation of construction plant from existing locations or
port of unloading to the project sites;
The construction and maintenance of the Contractors base camps including
offices, living quarters, workshops, stores, etc.;
Mobilization and demobilization of the Contractors Equipment and work
forces; and
Demobilization of the sites occupied by the Contractor at the end of the
Contract including the removal of all installations, construction plants and
equipment.

(2) Equipment
It is the responsibility of the Contractor to provide all the equipment required in
the execution, completion and remedy of the Works. The major essential plant/
equipment as required are listed in the Bid / the Contract. His compliance, however, in
furnishing the equipment listed as minimum essential equipment in no way releases him
of his responsibility of providing additional equipment required for the execution and
completion of the Works within the contract time.
Only the equipment and plants appropriate to produce the required quality of
work and materials shall be permitted to operate on the project. The contractor shall
provide appropriate equipment and plants to meet the construction requirements, and
when ordered by the Engineer shall remove unsuitable equipment from the work or stop
the operation.
The Contractor shall not demobilize and/or use the mobilized equipment for other
projects without prior written approval of the Engineer / PE.

5.6

Chapter 5 Project Management

5.3

Progress Management

5.3.1

General
(1) Objectives of Progress Management

The Project Management is defined in this Manual as to accomplish the project

objectives (or goals) as originally scoped and planned. The primary challenge of project
management is to achieve all of the goals of the project while adhering to the three
elements defined as time, cost and quality. The Progress Management is one of the
three project management elements and its mission is to complete the projects/programs
within the planned time (contract period).
The Engineer / PE should establish milestones to complete the project/program
and monitor progress and achievement. The Contractor has prime responsibility to
keep the work in progress. The acceptance of the program by the Engineer shall not
relieve the Contractor of any of his duties and responsibilities under the Contract. The
Engineer / PE shall monitor and assess achievement of the detailed time program (either
original or revised) submitted by the Contractor and approved by the Engineer / PE.
(2) Milestones
A milestone is the end of a stage that marks the completion of a work package or
phase, typically marked by a high level event such as completion of critical works (key
deliverable or segment) and taking-over of project. Segmentation of the project schedule
into intervals allows earlier indication of schedule problems and a better view into the
activities whose completion is critical to the project timeline.
Milestones can add significant value to project scheduling. When combined with a
sophisticated scheduling methodology such as Program Evaluation and Review
Technique (PERT) or the Critical Path Method (CPM), milestones allow project
management to much more accurately determine whether or not the project is on
schedule.
Milestones are frequently used to monitor progress, but there are limitations to
their effectiveness. They usually show progress only on the critical path, and ignore noncritical activities. It is not common for resources to be moved from non-critical activities to
critical activities to ensure that milestones are met. This gives the impression that the
project is on schedule when actually some activities are being neglected.
Milestones need to be identified at several levels, depending upon what is
important at particular level of management. The higher level of management requires
more attention to the overall picture and a few milestones. While at site, more specific
project level milestones are required to monitor project schedule and accomplishment.
Milestones often set up at the project level will be as follows:

Mobilization of critical plant and commencement of production (crusher plant,

PCC and AC batching plants);
Commencement and completion of critical works (PCC Pavement, AC
Pavement, earthworks, subbase and base);
Completion of critical structures (bridges, river scouring protection works,
etc.);
Substantial completion of the project; and

5.7

Chapter 5 Project Management

Final taking over of the project.

(3) Work Program

The Contractor shall, within ten (10) calendar days from receipt of the winning
bidder of a notice of award in the case of locally funded projects and within the period as
indicated in the Condition of Particular Application (COPA) for foreign assisted projects,
submit to the employer for approval complete documentary requirements to include work
program that contains the following:
(a) Construction Schedule

A PERT/CPM network diagram of all activities involved in the execution

and completion of the Works within the Contract Time, identifying the
critical path.
A time-sequenced Bar Chart based on the PERT/CPM diagram with the
progress S-curve, indicating the monthly progress estimates of
accomplishments in every major pay item in terms of percentages or
quantities.

(b) Construction Methods which shall embody a narrative description of the

order of procedure in which the Contractor proposes to carry out each main
items of work.
(c) Contractors Organizational Chart:

Structural Chart showing the hierarchical order of personnel the

Contractor shall assign for superintendence on the execution of the
Works.
Functional Chart showing the respective duties, roles, etc., of every
component of the chart.

(d) Manpower Schedule showing the manpower proposed for the execution of
the Works.
(e) Equipment Schedule showing the equipment for the execution of the Works.
(f)

A Cash Flow and Payment Schedule showing a cash flow estimate, in

monthly and quarterly periods, of all payments the Contractor will be entitled
to receive under the Contract.

The Engineer / PE shall have the right to reject any part of the original programs
submitted with the Bid even if the Bid is accepted and to require the Contractor to revise
the original programs to the satisfaction of the Engineer prior to the award and signing of
the Contract Agreement. The Contractor shall not commence execution of the Works
prior to the acceptance (not receipt) of the Programs.
The Construction Schedule shall be revised and re-submitted at intervals as
required by the Engineer / PE. In addition, the Contractor shall immediately advise the
Engineer any proposed changes in the Construction Schedule. Revised changes in the
Construction Schedule shall show construction operations for each item of work from the
time of Notice to Proceed to the anticipated completion date, thereby indicating the
periods where works were delayed as well as estimated future periods of construction
operations to negate the delay. Each revised Construction Schedule shall be related to
the Construction Schedule accepted for Award of Contract and shall show months ahead
or behind the schedule for both completed activities and future activities.
5.8

Chapter 5 Project Management

(4) Management Tools

The best way to monitor progress is to record how much work in total should be
performed each day, week and month, across the whole project, and measure how much
has been performed, thus showing progress for the project as a whole.
There are a few monitoring tools for progress management as summarized in the
following table.
Table 5.3.1 Type of Progress Monitoring tools, Advantage and Disadvantage
Type of Progress Monitoring Tool
1. Bar Chart

2. Gant Chart

3. Network
Progress
Chart
(PERT/CPM)

Item A

Schedule
Progress

Item B

Schedule
Progress
40%

Item A

Progress

Item B

30%
Progress

Item A
B

4 S-Curve and
Banana Curve

S-Curve
(Schedule)
Progress

Disadvantages

1. Visually better
2. Easy to produce
3. Easy for revise
4. Simple and Familiar

1. Unclear in relations among

work items

1. Clear Progress (in %) by

Work Item
2. Easy to produce (by
computer)

1. Unclear in relations among

work items
2. Start Date, Completion Date
and Work Period is unclear

2. Critical work items are

unclear

1. Easy to control progress

1. Difficult to produce
based on Critical Path
2. Clear in relations among work 2. Difficult to revise
items
3. Computer assisted control is 3. Visual overview is difficult
possible
4. Appropriate for complicated
project/program management
1. Clear in overall progress
status of project

Banana Curve
Progress

Advantage

1. Unclear in relations among

work items and critical works

2. Easy to compare schedule

2. Start Date, Completion Date
with progress
and Work Period is unclear
3. Clear in critical limit and easy
to set up progress target

Time

Source: JICA TCP Team

Of the above, Bar-Chart/S-curve and PERT/CPM are used in the DPWH

contracts. Computer-assisted control, with full or manual level support, is applicable for
the above progress monitoring.
Bar Chart / S-Curve/Banana Curve
A bar chart is a simple and the most familiar tool. It can compare two values,
work schedule and progress, visually.

Figure 5.3.1 Standard Bar Chart with S-Curve Form (DPWH)

5.9

Chapter 5 Project Management

The bar chart with S-Curve in the Bid shall be replaced with a construction
program (Bar Chart / S-Curve) at the Acceptance of Award. A typical Bar Chart/S-Curve
includes contract and technical (progress) information as indicted in the following
example.

ple

am
Ex

Source: PJHL/DPW H

Figure 5.3.2 Bar Chart with S-Curve in Approved Construction Program (Actual
Application Example)
As shown in the above, the S-Curve is a cumulative flow diagram of progress that
plots completed work against time. The S-Curve shows a slow start at first, after which it
accelerates and then ends by slowing down again toward the completion. However, it
does not give how much of each work is in progress and whether there are any
bottlenecks in the workflow.
A combination of the Bar Chart and S-curve will give better ideas where project
has progress problems, so called slippage. The Engineer / PE need to identify why
work does not progress as planned. What additional resources are required to enhance
the progress; equipment, materials, manpower, finance and/or management.
Two progress accumulation lines, so-called banana curve, are plotted at above
and below the S-Curve. If the Contractors progress is above the S-Curve, so called

5.10

Chapter 5 Project Management

ahead schedule, the Contractor is able to finish the project on time. However, as long
as the Contractor is above the bottom one, they are still considered on schedule though
behind schedule and might be able to complete the project on time if appropriate
measures are taken. However, if the Contractors performance is below the S-Curve, he
must improve his performance to be able to finish on time. The Engineer should advise
the Contractor to look into his slippage and to take necessary actions at an earliest
stage.
PERT/CPM
Originally CPM was developed as activity-oriented, by breaking down the
project into activities which needs to be managed. PERT was event-oriented and it
viewed the project in terms of milestones which has to take place.
CPM includes a method for analyzing the effects on cost of varying project time,
including the ability to handle manpower and equipment resources. PERT does not
extend beyond time and does not include resources.
However, both methods have been eventually integrated to be PERT/CPM and
used worldwide. The DPWH contractors are obliged to submit a PERT/CPM program as
a part of the contract. PERT/CPM is able to control progress based on Critical Path.
Especially it is useful in determining what works are intensively monitored to complete
the project on time. CPM is also required for assessment of time extension claim as only
the works on the Critical Path is entitled for time extension.
(5) Straight Line Diagram
The straight line diagram is a visual monitoring method showing the work plan
and accomplishment on a diagram. It will give information on where work is planned,
ongoing and completed. The straight line diagram is updated every month in coincidence
of preparation of monthly report.
(6) Value Engineering2
The Contractor may, at any time, submit to the Engineer/ PE a written proposal
which (in the Contractors opinion) will, if adopted, i) accelerate completion, ii) reduce the
cost to the Employer in executing, maintaining or operating the Works, iii) improve the
efficiency or value to the Employer of the completed Works, or iv) otherwise be of benefit
to the Employer. The proposal shall be prepared at the cost of the Contractor, if a
proposal, which is approved by the Engineer, includes a change in the design of part of
the Permanent Works.

Sub-Clause 31.2 Value Engineering, FIDIC MGB GC.

5.11

2.0m

6.7m

2.0m

Figure 5.3.3 Straight Line Diagrams (Example)

5.12

Source: PJHL/DPWH

L = 40.00m.

L = 237.00m.

4
4

Damaged No.3
Sta.3+010.00 Sta.3+050.00

L = 40.00m.

5
4

L=17.649km

Lutak Bridge

Sta.12+302.216

12

L= 27.00m.

L = 39.00m.

Damaged No.5
Sta.4+475.00 Sta.4+514.00

6
4

L = 50.00m.

Sta.5+520.00

Sta.5+470.00 -

L = 35.00m.

Damaged
No.7
4
Sta.6+825.00 Sta.6+860.00

Damaged No.6

ACP
T=200m m

L=3.965km

L=1.501km

Uling 1 Bridge

L= 27.00m.

Overlay

AC

Sta.17+640.000

PAVEMENT WORKS

L = 84.00m.

L = 400.00m.

11
Damaged No.11
Sta.16+080.00 Sta.16+480.00

12

L=1.923km

T=150m m

Sta.19+070.00 -

L = 300.00m.

14

L = 230.00m.

Sta.19+300.00

21

L=0.124km

Section 3

32

34

Section 4

e
pl

& Drainage

Shoulder Pavement

Section 4

Slope Protection Works

35 km

City Hall

Toledo

Toledo
City Hall

Toledo
City Hall

2.0m

6.1m

2.0m

Toledo City Hall

Sta.34+440.000

Shoulder Pavement (ACP)

(Town Area)

L=2.374km

Scouring Protection Works

LEGEND

33
Drainage Improvement

am
Ex

Jct.Sangi

Sta.32+066.000

31

LEGEND
Work completed by Last Month
Work Accomplished in this Month
Work under construction

Sta.25+076.628-25+103.628
L= 27.00m.

Sub Base
(T=250mm)

Balud Bridge

L=11.562km

Section 3

Base (T=200mm)

T=60m m

ACP

22
Miscellaneous Works

AC Overlay
on Existing AC

Jct.Poog

Damaged No.14

13
Damaged No.13
Sta.17+280.00 Sta.17+580.00

L = 220.00m.

Sta.16+940.00

Sta.16+720.00 -

Damaged No.12

BRIDGE REHABILITATION WORKS

L=0.821km

20

Sta.20+504.000

ACP

AC Const.

Section 2

ACP

L=3.229km

ACP
ACP
T=150m m T=200m m

AC Const.

Sta.16+140.000

19

Section 2

18

Jct.Lutopan

Sta.17+280.000

17

PROFILE (SECTION A-A)

Damaged No.10
Sta.10+926.00 Sta.11+010.00

10

PLAN

ACP

AC Overlay on Exsit.PCCP

Sta.12+252.761-12+302.761
L= 50.00m.

10

16

SLOPE AND SCOURING PROTECTION WORKS FOR MAJOR DAMAGED AREAS

L = 120.00m.

4
Damaged No.9
Sta.10+380.00 Sta.10+500.00

Sta.8+841.590-8+868.590
L= 27.00m.

15

Project Road L=34.814km

14

Replacement of Damaged
PCCP

13

Uling 2 Bridge

Section 1

11

Sta.12+753.873-12+780.873

Sta.5+637.219-5+702.219
L= 65.00m.

Sta.3+390.00

10

Jaguimit Bridge

Pangdan Bridge

Sta.3+350.00 -

Major Works

Section 1

STRAIGHT LINE DIAGRAM FOR _WORK ACCOMPLISHMENT OF JUNE 2005 (Example)

7

Sta.5+965.308-5+992.308

BASE T=200m m

Damaged No.4

Shoulder pavement (ACP), Slope > 4% OR Se>7%

PCCP T=300m m

L= 12.543km

Sta.2+890.00

L=290.00M

Reconstruction by PCCP

PCCP

Sta.2+600.00 -

Damaged No.2

Damaged No.1
Sta.1+953.00 Sta.2+190.00

Jct.Naga

Jct.Naga

Jct.Naga

Sta.0+056.000

Jct.Naga

Sta.0+056.000

Km

Chapter 5 Project Management

Chapter 5 Project Management

5.3.2

Work Schedule and Progress Monitoring Meetings

(1) Weekly Schedule and Progress Meeting

The ground rules of the project implementation should be laid down at the preconstruction meeting. A continued effort is required by the Engineer / PE to ensure that
the project keeps running on course as smoothly as possible. One way of maintaining
project management is through routine site meetings at weekly and monthly basis.
The objectives of the weekly meetings are:

Weekly basis monitoring on work schedule and progress;

Discussion on various problems and issues to draw action plans; and
Guidance on project implementation and/or technical clarification.

The Engineer shall be the organizer of weekly meetings for foreign-funded

projects and PE shall be for locally-funded projects. The invitation of meeting should
include a) agenda, b) the minutes of the last meeting and c) any data/material that
requires discussion in addition to date, time and venue.
Table 5.3.2 Participants of Weekly Meetings
Entity
The Engineer
(Consultant)

Representative of
the Employer
(DPWH)
The Contractor

Foreign-funded Projects
Project Manager*
Resident Engineer
Inspection Engineers
Quantity Engineer
Materials Engineers
Project Manager
Project Engineer
Project Manager
Deputy Project Manager / PE
Site Supervision Engineer
Materials Engineer
Plant Engineer
Safety Officer
Other Key Staff

Locally-funded Projects

Project Engineer*
Project Inspector
Materials Engineer
Project Manager
Deputy Project Manager / PE
Site Supervision Engineer
Materials Engineer
Plant Engineer
Safety Officer
Other Key Staff

Note: * Chairperson of the meeting.

In special circumstances, invitations may be extended to other parties, such as

RO, DEO, utility company and ROW Acquisition Division, etc.
The agenda of weekly meeting should include comments/corrections on the last
minutes of meeting, monitoring on action plans, schedule and progress on work
progress, material production and mobilization, staff and equipment mobilization, quality
control, financial issues, problems and others.
The secretary of the meeting will be either from the Implementing Office,
Consultant, or the Contractor. The minutes should contain the points of interest and
importance only. The minutes of meetings should clearly state:

Time and place of meeting;

5.13

Chapter 5 Project Management

Names of participants and who they represent;

Issues raised / by whom;
What decisions were taken; and
Actions to be taken by whom and when.

Minutes of Meetings are formal records and must therefore be signed by the
representative of concerned entities; the Employer, the Engineer and the Contractor.
(2) Monthly Schedule and Progress Meeting
The objectives of the monthly meetings are:

Monthly basis monitoring on work schedule, progress and cost;

Both physical and financial progresses are measured based on the joint
inspection one day before the meeting day or cut-off date to report to the
Regional and Central Offices; and
Plant and equipment conditions and other data required for monthly report.

The way of organizing, key participants and procedure of recording will be same
as weekly meetings, but more focus is given on the monthly work progress assessment.
One of the weekly meetings at the end of each month can be substituted with the
monthly meeting.

5.14

Figure 5.3.4 Weekly Work Schedule (Example)

5.15

Aggregate Base Course

201

Stone Masonry
Structural Excavation
Foundation fill
Reinforcing steel
Concrete Class A
Lean Concrete

1702(2)

1702(2)

1712(1)

1712(2)

1712(4)

D.A.No.4

D.A.No.5

(Sta.1+980-2+184)

No.7-10,
No.2, 4,

Sta.1+120-1+210(L)

Sta.1+120-1+210(L)

456.00
594.72

m3
3

Source: PJHL / DPWH

(Name)
Contractor

Plant modification/improvement
Fabrication of reinforcement

Concrete Plant at Magdugo

Asphalt Plant at Magdugo
RCP at Base Camp

Prepared by

Pavement concrete for PCC t=200mm

Concrete Plant at Talisay

(Sta.16+140-16+540)

l.m.

m3

3901.03

m3

Foundation Conc.

771.00
56.55

Foundation Conc.

(Sta.4+476-4+514)
7095.00

m3

m3

m3

Foundation Conc.

771.00
2690.20
10350.00

m3

4148.78

m3
kg

(Sta.3+348-3+388)

(Sta.3+010-3+045)

l.m.

5091.10
231.01
13475.62

562.11
3865.96

985.70

m2

m3
l.m.
each

985.08

m2

m3

671.40

m3

671.40

m3

Sta.12+800 - 13+200

Sta.12+470 - 12+527

594.72

Sta.12+800 - 13+200
m3

594.72

m3

Sta.4+200 - 5+200
Sta.4+200 - 5+200

27.35

m2

Sta.12+800 - 13+200

m3

27.35

PRODUCTION

Aggregate Subbase

207.66

Adjustment of Plant

200

207.66

m2

Sta.4+500 - 5+500

Crushing Plant at Magdugo

D.A.No.11

SPL105(4) Subgrade Improvement

Foundation fill

1711(1)

D.A.No.3

196.74

m3
m

205.92

UNIT
PRICE
(Peso)

m3

UNIT

Sta.13+700 - 14+070

Sta.8+000 - 8+800

Sta.5+200 - 6+500

Sta.5+200 - 6+500

LOCATION

To be Filled

(Peso)

AMOUNT

To be Filled

ESTIMATED
QUANTITY
9
MON

11
WED

MAY
12
THU
13
FRI

(Name)
Project Manager, Contractor

Submitted by

10
TUE

WEEKLY WORK SCHEDULE

PERIOD :MAY 9TH - 15TH, 2005

Steel sheet piling preparation (Sta.2+620-2+940)

works

Steel Sheet Pile Type II

1717(1)

1702(2)

D.A.No.2

D.A.No.1

Cleaning RCPC
Cleaning RCBC

Concrete Class B

405(2)

503(3)
503(3)

Lean Concrete

Drainage

Foundation Fill

103(2)

PCC Supporting Blocks

PCCP t=200mm

Aggregate Subbase

200

Removal of PCCP

101(3)
Subgrade Preparation

Surplus Unclassified Exc.

102(4)

105

Surplus Common Exc.

102(2)

Drainage & Slope Protection

Slope Protection
103(1)

Surface Course

Subbase / Base

Earth Works

DESCRIPTION

ITEM
NO.

MATERIALS

FLOOD
CONTROL

ROADWAY

CATEGORY

(NAME OF CONTRACTOR)
(PROJECT NAME)

14
SAT

15
SUN

(Date)

e
pl
am
Ex

(Foreman)

To be Filled

To be Filled

(Engineer)

Supervisor in Charge

Chapter 5 Project Management

Chapter 5 Project Management

5.3.3

Delay of Work and Action Plans

(1) Delay of Work

The Contractor shall promptly give notice to the Engineer / PE of specific

probable future events or circumstances which may adversely affect the works, increase
the Contract Price or delay the Works.
The Engineer should give notice to the Contractor to submit a revised program if;
actual progress is too slow to be completed within the Time of Completion,
and/or
progress has fallen (or will fall) behind the current program/schedule.
The revised program and supporting report shall include the revised methods
which the Contractor proposes to adopt to increase work progress and complete within
the Time of Completion. The Contractor shall adopt these revised methods, which may
require the increased working hours and/or mobilization of additional resources including
manpower, equipment and/or goods at the risk and cost of the Contractor.
(2) Slow Progress
When there is slow progress of Works at a given point of time, the Contractor is
to be reminded of D.O.No.102, Series of 1988 defining the courses of actions to be taken
by the Engineer / PE whenever the Contract reached the level of negative slippage as
described below.
Stage
Early
Earning
Stage
ICU Stage

Condition
For negative
slippage of five
(5%) percent
For negative
slippage of ten
(10%) percent

c.

Make or
Break
Stage

For negative
slippage of
fifteen (15%)
percent

d.

Terminal
Stage

For negative
slippage beyond
fifteen (15%)
percent

a.

b.

Required Actions
The Contractor shall be given a warning and submit a
catch-up program to eliminate the negative slippage. The
Engineer shall provide close supervision and monitoring.
The Contractor shall be given a second warning and
submit detailed action program on two weeks basis to
accelerate the execution of the Works. Furthermore, the
Contractor shall be instructed to mobilize the additional
inputs. The Engineer shall exercise closer supervision at
every other week.
The Contractor shall be issued a final warning. He shall
provide a more detailed program of activities with weekly
physical targets together with additional inputs. The
Engineer shall intensity and evaluate the project
performance at least once a week.
The Employer shall initiate termination/rescission of the
Contract or take-over of the remaining Works by
administration
or
assignment
to
another
Contractor/appropriate agency.

The Engineer / PE shall instruct the Contractor to submit a catch-up program at

the early warning stage. The catch up program must be supported by additional working
hours (Sunday work, holiday work, night work, two shift work, etc), equipment and cash
flows. The Engineer / PE shall assess the Contractors proposal and provide further
advice and instructions to assure that such program actually works well. The Engineer /
PE need to establish their inspection and quality control system for the catch-up
program. Any extra cost for construction supervision, including overtime and holiday
work allowances shall be charged to the Contractor.

5.16

5.17

Figure 5.3.5 Progress Catch Up Program (Example)

DESCRIPTION

Station 5+000 - 12+275, Sta 12+302 - 16+140

Base Course

Sta 12+302 - 16+140

Sta 0+056 - 10+000
Sta 12+302 - 16+140
Sta 12+302 - 16+140

Bit. Binder Course

PCCP, t = 300 mm thick

PCCP, t = 200 mm thick

Supporting Blocks

RCBC (17 Locations)

Structural Conc. Class A for Minor Structures

RCPC - 910mm diameter

Section 1
Section 1
Section 1
Section 1
Section 1
Section 1
Section 1

Catch Basin

Cleaning RCPC

Cleaning RCBC

Grouted Riprap - Minor Damaged & Roadway

Stone Masonry - Minor Damage & Roadway

Underdrain

Geotextile Filter Fabric

Masonry Lined Canal (Reblocking Area)

Dredging of Riverbed

Earthworks at Damaged Area No.1 & No.2 and Lutak Bridge

Source : PJHL / DPWH

250

150

672,550.00

403,530.00

300,107,851.92

2,328,970.00

1,345,100.00

4,529,600.00

594,606.00

1,101,040.00

25,691,301.62

336,275.00

594,606.00

403,530.00

131,819.80

363,177.00

1,866,951.00

538,040.00

354,750.00

3,484,975.20

1,494,507.63

103,300.00

569,030.00

2,028,562.50

435,170.75

1,051,098.36

69,303.00

215,073.24

523,354.50

32,860.66

602,572.65

623,662.00

719,875.02

1,064,556.00

2,376,012.96

1,409,940.00

666,086.40

341,419.17

156,668.69

146,354.70

25,827.30

983,700.00

1,029,600.00

50,838.80

897,803.30

5.625%

5.225%
17.125%
-4.581%

PROJECTED WORK SLIPPAGE (%)

-2.883%

22.750%

19.867%

12.544%

SCHEDULED MONTHLY ACCOMPLISHMENT (%)

7.323%

58,994,280.99

776,323.33

336,275.00

1,101,040.00

672,550.00

329,549.50

242,118.00

336,275.00

425,700.00

1,866,951.00

538,040.00

354,750.00

1,494,507.63

103,300.00

569,030.00

2,028,562.50

435,170.75

215,073.24

523,354.50

32,860.66

602,572.65

623,662.00

1,079,812.54

2,129,112.00

4,752,025.92

21,984,710.00

4,190,400.00

2,357,680.00

1,409,940.00

666,086.40

341,419.17

156,668.69

146,354.70

25,827.30

1,967,400.00

1,029,600.00

2,200,936.43

50,838.80

897,803.30

JUL

SCHEDULED CUMULATIVE ACCOMPLISHMENT (%)

*PROJECTED CUMULATIVE ACCOMPLISHMENT (%)

7000

500

10000

200

4000

659,099.00

605,295.00

1,345,100.00

851,400.00

12,446,340.00

2,152,160.00

709,500.00

11,616,584.00

5,978,030.50

206,600.00

1,138,060.00

8,114,250.00

1,740,683.00

1,051,098.36

69,303.00

860,292.96

2,093,418.00

131,442.64

2,410,290.60

2,494,648.00

1,799,687.56

5,322,780.00

11,880,064.80

109,923,550.00

41,904,000.00

23,576,800.00

7,049,700.00

3,330,432.00

2,048,515.00

626,674.75

585,418.80

51,654.60

4,918,500.00

10,296,000.00

4,401,872.85

254,194.00

4,489,016.50

JUN

3.189%

m3

m3

m3

m3

m3

245

225

500

120

3000

800

100

2800

3965

1000

2000

3000

700

78

300

24

600

34

340

44200

388

5400

12060

67000

80000

40000

10500

5600

74900

2665

2040

180

25000

50000

21197.5

( Ph. Peso )

ESTIMATED AMOUNT

PROJECTED MONTHLY ACCOMPLISHMENT (%)

TOTAL ESTIMATED AMOUNT

Stone Masonry, Riprap & Gabions

Gabions, Masonry & Underdrain

Embankment from Borrow

Crushed Agg. Base Course

Damaged Area No. 11

Other Damaged Areas

m3

Stone Masonry, Riprap & Gabions

Damaged Area No. 6

Damaged Area No.12

m3

Stone Masonry, Riprap & Gabions

Damaged Area No. 5

m3

m3

Stone Masonry, Riprap & Gabions

m3

Stone Masonry, Riprap & Gabions

Stone Masonry, Riprap & Gabions

Damaged Area No. 4

m3

Conc. Class A

m3

Stone Masonry, Riprap & Gabions

l.m.

m3

Conc. Class A

Sheet Piles

l.m.

Sheet Piles

l.m.

m2

l.m.

m3

m3

ea.

l.m.

ea.

l.m.

m3

m3

kg

l.m

m2

m2

m2

m2

m2

m3

m3

m2

m3

m3

Damaged Area No. 3

Damaged Area No. 2

Damaged Area No. 1

FLOOD CONTROL AND DRAINAGE

RCPC - 910mm diameter (26 Locations)

RCPC

DRAINAGE & SLOPE PROTECTION

RCBC (17 Locations)

RCBC (17 Locations)

Reinforcing Steel, Grade 40

Lean Concrete

Lutak Bridge

Steel Sheet Piles

BRIDGE CONSTRUCTION

Sta 12+302 - 16+140

Bit. Crack Relief Layer

SURFACE COURSES

Station 5+000 - 12+275, Sta 12+302 - 16+140

Subbase Course

SUBBASE AND BASE COURSE

Station 5+000 - 10+000, Sta 12+302 - 16+140

RCBC (17 Locations)

RCPC - 910mm diameter (26 Locations)

Station 1+100 - 1+220 (Riprap)

Structure Excavation - Roadway

Subgrade Preparation

m3

Station 5+000 - 8+800,Sta 8+800 - 12+275

Pipe & Drain Excavation

m3

Station 5+000 - 8+800,Sta 8+800-12+275, DA 9

m3

Station 8+800 - 12+275

Surplus Unclassified Excavation

Surplus
- Roadway
Unclassified

m2

mo.

mo.

QUANTITY

ESTIMATED QUANTITY
UNIT

Surplus Common Excavation - Roadway & DA 9

STATION LOCATION

PROGRESS CATCH-UP PROGRAM, JUNE - OCTOBER 2007 (EXAMPLE)

Removal of Existing Pavement

EARTHWORKS

General Road Maintenance

GENERAL REQUIREMENTS

Facilities for the Engineer

FACILITIES FOR THE ENGINEER

Note: Computation based on major items only.

PART J

PART G

PART F

PART E

PART D

PART C

PART B

PART A

ITEM

-0.225%

28.646%

5.896%

28.421%

8.554%

68,908,362.36

776,323.33

336,275.00

905,920.00

197,729.70

336,275.00

425,700.00

538,040.00

1,494,507.63

2,028,562.50

435,170.75

215,073.24

523,354.50

32,860.66

602,572.65

623,662.00

2,129,112.00

4,752,025.92

21,984,710.00

12,571,200.00

7,073,040.00

1,409,940.00

666,086.40

341,419.17

156,668.69

146,354.70

1,967,400.00

3,088,800.00

2,200,936.43

50,838.80

897,803.30

AUG

2007

2.138%

33.500%

4.854%

35.638%

7.217%

58,141,378.31

776,323.33

336,275.00

1,811,840.00

336,275.00

538,040.00

1,494,507.63

2,028,562.50

435,170.75

215,073.24

523,354.50

32,860.66

602,572.65

623,662.00

21,984,710.00

12,571,200.00

7,073,040.00

1,409,940.00

666,086.40

341,419.17

156,668.69

146,354.70

3,088,800.00

50,838.80

897,803.30

SEPT

Most Critical Activity

37.25%

3.192%

38.553%

5.053%

Normal

Semi-critical

Critical

6.108% Legend:
*
Base on Actual Accomplishment
41.745%

49,202,352.67

1,811,840.00

336,275.00

e
pl

REMARKS

am
Ex

21,984,710.00 Most Critical Activity

12,571,200.00 Most Critical Activity

7,073,040.00 Most Critical Activity

1,409,940.00

666,086.40

341,419.17

Most Critical Activity

2,059,200.00 Most Critical Activity

50,838.80

897,803.30

OCT

Chapter 5 Project Management

Chapter 5 Project Management

5.18