Final

Preface
Industrial Training Report
PREFACE
The construction Industry is invariably a significant part of the economy of Sri Lanka and therefore the process of economic development can be enhanced and accelerated by Quantity Surveying service input. A Quantity Surveyors responsibility is to determine and manage every constructions projects cost. Management, documentation, administration, analysis, appraisal, quantification, synthesis and communication are the skills base of Quantity Surveyors. B.Sc. (Hons) Quantity surveying course in Department of Building Economics of University of Moratuwa, is the only one B.Sc. degree course in Sri Lanka that have created professional Quantity Surveyors into the industry. The Undergraduates cant complete their degree course successfully without gaining practical knowledge. By knowing that, the Department has been organized an Industrial training for the undergraduates of the department with the association of NAITA.
This report is prepared as a result of that, by summarizing the trials and tribulation that I gained during the period of industrial training and I expect that this report will be valuable for interested reader as well as it will guide me in future.
Department of Building Economics
Page i
Acknowledgement
ACKNOWLEDGEMENT
This report would be dream without the help of many people during my training period. First of all genuine thanks go to the Head of the Department, Mr. I. Senevirathna and former Head of the Department Dr. R. Rameezdeen. On the other hand the training coordinators Ms. Thanuja Ramachanadra, Ms. Saranga Weerawardana, and Mrs. Nilmini Thilakerathna for making our industrial training, a certainty. I am also sincerely thankful to third year coordinator Mr. Ravihansa Chandrathilake and all our lecturers for perpetual support & back-up, given to achieve the principal success at the industrial training. And at the same time all the non-academic staff as well as the NAITA officials who helped to make our training success. I must also express my sincere appreciation to Mrs. Kanchana Perera who is our measurement lecturer for the precious knowledge given during lectures. Then I would like to convey my words of thanks to Mr.Upali Jayalath and Mr. Nishantha Wickramasinghe who are the Directors of Construction Cost Management (Pvt) Ltd for guiding me to complete this training session successfully. Also I leave my heartfelt thanks to Senior Quantity Surveyor, Mr. Chandana Sanjeewa, and all other staff for their supportive hands to me during this session. My heartfelt appreciation must be conveyed to Mr. Josep AGM (EPC-N) , Mr. N.Marasinghe, - RE and all the staff in Buddhist and Pali University site for their assistance to complete a successful, encouragement and outstanding Industrial Training. I am enormously thankful for each of them for making me feel so ease in an environment which was unfamiliar to me. The final compliment and admiration are engaged for my family members, my colleagues and my senior students for the help they gave me in making this declaration an achievement. Premasiri K.A.T.N December2009
Page ii
Abbreviations
ABBREVIATIONS
AGM (EPC-N) BOQ BRS CAD CCMPL CECB CESMM ICTAD NAITA POMI NCCASL NCT QS RCS SBD SMM SLS TO VAT Additional General Manager(Engineering Procurement Construction - North) Bills of Quantities Building Schedule of Rates Computer Aided Design Construction Cost Management Private Limited Central Engineering Consultancy Bureau Civil Engineering Standard Method of Measurement Institute of Construction Training and Development National Apprentice and Industrial Training Authority Principles of measurement international National Construction Contracts Association of Sri Lanka National Certificate of Technology Quantity Surveyor Red Cross Society Standard Bidding Document Standard Method of Measurement Sri Lanka Standard Technical Officer Value Added Tax
Page iii
Tables of Contents
CONTENTS
PREFACE.........................................................................................................................i ACKNOWLEDGEMENT ..............................................................................................ii ABBREVIATIONS.........................................................................................................iii CONTENTS....................................................................................................................iv LIST OF TABLES.........................................................................................................vii LIST OF FIGURES.......................................................................................................viii INTRODUCTION............................................................................................................1 1 CONSTRUCTION COST MANAGEMENT PRIVATE LIMITED.............................2 1.1 BACKGROUND....................................................................................................2 1.1.1 Scope of the Organization................................................................................2 1.1.2 Function of Organization..................................................................................2 1.1.3 Management Structure of the Organization....................................................3 1.2 EXPERIENCE GATHERED..................................................................................4 2 EXPERIENCED AND KNOWLEDGE GAINED AT THE CONSULTANCY 2.1 TAKING OFF QUANTITIES................................................................................5 2.2 PREPARATION OF BOQ......................................................................................5 2.3 PREPARATION OF COST PLANS ......................................................................6 2.4 CHECKING INTERIM VALUATION AND PREPARATION PAYMENT CERTIFICATE..............................................................................................................7 2.5 TENDER EVALUATION.....................................................................................7 2.6 SITE VISIT............................................................................................................9 2.7 COLLECTING COST DATA................................................................................9 2.8 PREPARING PROJECT PROPOSAL, DESIGN AND ESTIMATE FOR A RENOVATION PROJECT.........................................................................................11 2.9 PROJECTS OF RED CROSS SOCIETY............................................................11 11 3 PRACTICAL PROBLEMS ENCOUNTERED AND SOLUTIONS TAKEN...........13 3.1 TAKING OFF QUANTITIES...............................................................................13 3.1.1 Lack of knowledge in handling Auto CAD drawings and measuring............13 3.1.2 Insufficient details in the drawings................................................................13 Department of Building Economics Page iv ORGANIZATION.............................................................................................................5
Tables of Contents
3.1.3 Dealing with Imperial units...........................................................................13 3.1.4 Frequent changes in drawings.......................................................................13 3.2 CHECKING OF INTERIM VALUATION.........................................................14 3.3 COLLECTING COST DATA..............................................................................14 3.4 PROJECTS OF RED CROSS SOCIETY (RCS).................................................15 4 OBSERVATIONS MADE..........................................................................................16 4.1 FOREIGN PROJECTS.........................................................................................16 4.2 ACCURACY.........................................................................................................16 4.3 HARMONY AMONG THE EMPLOYEES........................................................16 5 ASSESSMENT OF THE ORGANIZATION..............................................................17 5.1 MANAGEMENT OF THE COMPANY..............................................................17 5.2 GOOD WILL OF THE COMPANY.....................................................................17 5.3 TECHNOLOGY...................................................................................................17 5.4 COMMUNICATION...........................................................................................17 5.5 WORKING ENVIRONMENT.............................................................................18 6 THE CENTRAL ENGINEERING CONSULTANCY BUREAU...............................19 6.1 AN OVERVIEW..................................................................................................19 6.2 MANAGEMENT STRUCTURE OF THE CECB ..............................................20 6.3 CONSTRUCTION DIVISION............................................................................20 6.4 INTRODUCTION TO THE CONSTRUCTION OF ADMINISTRATION BUILDING FOR BUDDHIST AND PALI UNIVERSITY.......................................21 6.5 THE PROJECT TEAM STRUCTURE................................................................21 7 EXPERIENCED AND KNOWLEDGE GAINED AT THE CONTRACTING ORGANIZATION ..........................................................................................................22 7.1 SUB CONTRACTORS BILL PREPERATION .................................................22 7.1.1 Joint measurements........................................................................................22 7.1.2 Negotiation with subcontractors.....................................................................22 7.1.3 Verification sub-contractors measurements..................................................22 7.1.4 Preparation of subcontractors measurement sheets......................................23 7.2 ATTENDING FOR SITE STAFF MEETING.....................................................23 7.3 SITE ACTIVITIES...............................................................................................23 7.4 TECHNICAL KNOWLEDGE............................................................................24 7.5 LABOUR HANDLING.........................................................................................24 7.6 LEVELING...........................................................................................................24 Department of Building Economics Page v
Tables of Contents
7.7 WORK STUDY.....................................................................................................25 7.8 PREPARATION OF LABOUR BILL..................................................................25 7.9 RECORD KEEPING............................................................................................25 8 PRACTICAL PROBLEMS ENCOUNTERED AND SOLUTIONS TAKEN............26 8.1 JOINT MEASUREMENTS..................................................................................26 8.2 LARGE NUMBER OF SUBCONTRACTORS..................................................26 8.3 VERIFICATION SUB-CONTRACTORS MEASUREMENTS........................26 8.4 PREVIOUS MEASUREMENT SHEETS WAS NOT DONE PROPERLY.......27 8.5 UNCERTAINTY WITH THE PLACES DONE BY THE SUBCONTRACTORS AND DIRECT LABOUR............................................................................................27 8.6 LACK OF CONSTRUCTION KNOWLEDGE...................................................27 8.7 LABOUR HANDLING.........................................................................................28 9 OBSERVATIONS MADE...........................................................................................29 9.1 INSUFFICIENT SAFETY AT SITE...................................................................29 9.2 LOW LEVEL OF SECURITY AT THE SITE ...................................................29 9.3 POOR WORKMANSHIP....................................................................................29 9.4 BAD SUPERVISION...........................................................................................29 9.5 DELAY OF THE PROJECT.................................................................................30 9.6 FAMILIARIZED WITH SITE LAYOUT AND MANAGEMENT.....................30 9.7 COMMUNICATION...........................................................................................30 9.8 LACK OF QUANTITY SURVEYORS...............................................................31 10 ASSESMENT ON THE ORAGANISATION..........................................................32 10.1 STRENGTHS .....................................................................................................32 10.1.1 The qualified staff in Engineering aspects..................................................32 10.1.2 Delegation of work......................................................................................32 10.1.3 Communication............................................................................................32 10.1.4 Relationship with the employer....................................................................33 10.2 WEAKNESSES...................................................................................................33 10.2.1 No qualified Quantity surveying staff .........................................................33 10.2.2 No proper cost controlling mechanisms......................................................33 10.2.3 Payment method..........................................................................................34 SUGGESTIONS TO IMPROVE THE TRAINING PROGRAMME............................35 CONCLUSION..............................................................................................................37 REFERENCES...............................................................................................................38 Department of Building Economics Page vi
List Of Figures
LIST OF TABLES
Table 1: Project Detail.....................................................................................................21
Page vii
List Of Figures
LIST OF FIGURES
Figure 1-Process of Collecting Cost data........................................................................11
Page viii
Introduction
INTRODUCTION
With the advancement of Technology the Construction Industry has developed swiftly in last few decades. In general Clients desire higher quality buildings at lower price in lesser time. Therefore the Clients always struggle with the limitations of time, cost and quality. In this situation role of QS became more significant to ensure that the resources of the construction industry are utilized to the best advantage and to provide for financial management for the projects.
In Sri Lanka the responsibility of producing such professional QSs is in the hand of the Department of Building Economics University of Moratuwa which was established in 1985. In the process of generating efficient and effective QSs, the Department has identified the significance of having practical knowledge for the undergraduate who are following such a professional course.
Therefore the Department of Building Economics in association with National Apprentice and Industrial Training Authority (NAITA) has organized a training programme of 32 weeks with the intention of providing practical knowledge for the undergraduates.
As the result of this I too got the privilege of having training sessions from 30th March to 17th July 2009 and 21st July to 6th November 2009 respectively in Contracting (CECB) and Consulting (CCMPL) firms. This report is one of the outcomes of my training and it is an attempt to express briefly training I underwent in respect of experience gained, problems encountered, recommended practical solutions, observations made and assessment of the organization and also my own suggestions to improve the efficiency and effectiveness of the training programme.
Page 1
Consultant Organization
1 CONSTRUCTION COST MANAGEMENT PRIVATE LIMITED

1.1 BACKGROUND
Construction Cost Management Private Limited is one of major independent Quantity Surveying Organization in Sri Lanka which is established in 2004 and recently registered as a limited liability company on 2nd June 2006 with it has the Directors Mr. D.S.K Upali Jayalath and Mr. Nishantha Wickramasinghe. CCMPL is comprises by Chartered Quantity Surveyors and Construction Cost Consultants and undertake all quantity surveying works, contract management and cost management services of all the constructions including buildings, roads, bridges, utilities and industrial engineering constructions. In addition, CCMPL services include contractual advice and dispute resolutions. CCMPLs main objective is to provide good value for the clients money in a professional way. CCMPL comprises chartered graduate Quantity Surveyors, graduate Quantity Surveyors, Quantity Surveyors, Assistant Quantity Surveyors, Contract Specialists, Procurement Specialists and Architects or Engineers for technical advises.
1.1.1
Scope of the Organization
Construction Cost Management (Pvt) Ltd provides a wide range of quantity surveying, contract management and cost management services with modern techniques with related to cost planning, cost control, life cycle costing, procurement of systems, value engineering, feasibility reports for property developers, contract administration, contractual claims and payment certificates etc.
1.1.2
Function of Organization
Pre contract stage Feasibility study reports and development appraisals based on client brief Preparation of cost plan at the initial stage of the project based on sketch designs Preparation of preliminary cost estimates based on preliminary designs Page 2
Preparation of bills of quantities based on detailed design Preparation of engineering estimates based on accurate quantities and prevailing market rates Preparation of tender documents comprising instructions to tenders, form of tender, conditions of contract, agreement, specifications, and preambles etc for any type of procurement system.
Handling the tendering process Evaluation of tenders Preparation of contract documents comprising instructions to tenders, form of tender, conditions of contract, agreement, bonds and insurance specifications, preambles, priced bills of quantities. Etc
Review of contract documents and tender documents Value engineering during design stage Post Contract Stage Preparation of interim payment applications and certifications Preparation of final payment applications and certifications Preparation and evaluation of variations Handling contractual administration with contractual advice Preparation and monitoring of contract programme and cash flows Preparation and certification of contractual claims Dispute resolutions Construction auditing Value engineering during construction stage
1.1.3
Management Structure of the Organization
When considering whole structure it appears as a complex structure. But when considering the Quantity Surveying section it is a simple narrow structure. Top management level comprises with two directors. CCMPL consist with the team of expert professionals with local and international experienced Chartered Quantity Surveyors, Quantity Surveyors, Engineers and Architects qualified as Degree holders, Diploma Holders and NCT holders. According Department of Building Economics Page 3
to the hierarchy after the top management senior QSs are divided for several divisions of construction works. Under these professionals estimating and cost planning QSs, Assistance QSs and trainee QSs are managed. Also administration group for accounting process is ruled by directors. The organization aims and visions are distributed through the divisions in flatted manner.
1.2
EXPERIENCE GATHERED
I was appointed as a consultant trainee QS at CCMPL. I gathered the optimum experience and improvements of my knowledge about the function of consultant QS. Mainly I involved with the pre contract stage woks. Such as; Taking off quantities. BOQ preparation. Cost plan. Tender evaluation. Checking interim bill. Site visit. Collecting cost data. Preparing design and project proposals for a renovation project. Projects of Red Cross Society (RCS).
Page 4
EXPERIENCED AND KNOWLEDGE GAINED AT THE CONSULTANCY ORGANIZATION
2.1 TAKING OFF QUANTITIES

Taking off quantities is an essential and basis task which should perform as a consultant QS. This is a very serious work, because, it will directly affect to the whole project costs. Therefore, taking accurate measurements and calculations are very important. It is used for several purposes such as BOQ preparation, cost planning, preliminary estimating, and checking interim bill. Normally SMM7, SLS 573, CESMM and POMI are used to perform these tasks. Before the taking off I studied the drawings and got the clear idea about measuring items. I involved with the taking off for the Iqbal and shahlas house,Real state bank project, New heaven residence at Boralesgamuwa, R.Premadasa stadium renovation project. New residence for Mr.Wasantha Jayasooriya, Projects of RCS.
2.2
PREPARATION OF BOQ
BOQ is the perfect and detail cost estimate of a project, because it is one of main part in tender document and it gives the image of the construction work and cost to the contractor. Therefore when preparing a BOQ we should consider about the accuracy of descriptions because rates are prepared according to preamble notes and description. There were some difference observed while working in the industrial BOQ rather than working theoretically at the University. Instead of traditional method they use direct computer aided billing system. There were no BOQ preparations as new, all are based on the past similar BOQ and we modified it by considering site condition, materials, method of construction. Project specification must be read when preparing the BOQ and necessary statements shall be included under relevant work sections. After finalizing major task of preparation and entering of quantities, pages of the BOQ must be thoroughly set up as to suit the tidiness. This procedure actually saves the time when have a huge workload. Department of Building Economics Page 5
During my training period I involved with the preparation of BOQ for internationally and local projects. I was able to improve my construction knowledge and arrangement of services like electrical, plumbing, and drainage system. Also it helped me to familiar with the components in building and rates.
2.3
PREPARATION OF COST PLANS
Cost planning is a process which allocate the various elements of an intended building project to provide the design team with a balanced cost frame work within which to produce a successful design (during the outline proposal stage when a rough sketch of drawings are available) which can be discussed, amended, revised & finalized during the scheme or sketch design stage. This is often interpreted as controlling the cost of a project within a predetermined sum (cost limit) during the design stage, & normally envisages the preparation of a cost plan & the carrying out cost checks. The system should be in an easy format, which should be understood by the design team & the client. It is a statement of the proposed expenditure on each section or element of a new building related at a definite standard of quality. Each item of cost is generally regarded as a cost target & is usually expressed in terms of cost per square meter/square foot of floor area of the building as well as total cost of the building. Even though there are two types of cost planning (Elemental-designing to cost & Comparative-costing to design) in practice the method used may be a mixture of the two. Things needed for the preparation of the cost plan Copies of the sketch plans & elevations (drawings) A brief specifications of the method of construction A note of the proposed standard of finishes, fittings, services etc., & the probable type of contract (lump sum & measure & pay) The chief Quantity surveyor allows, Reserve for design risks. The amount allowed depends on the QSs experience, the state of design & its complexity. Also price forecast risk is allowed to be deducted from the target figure. This is included to allow risks for materials, wages etc. The knowledge I gained theoretically was very much useful to understand the principles quickly.
Page 6
2.4 CHECKING INTERIM VALUATION AND PREPARATION PAYMENT

CERTIFICATE Checking Interim Valuation is the major function carried out by the Consultant QS at post contract stage. When the construction works are going on, the contractor QS is entitled to prepare the interim valuation for the work done at the end of each month. Then it is submitted to the consultant QS for checking and approval for the payment without affecting the contractors cash flow. When calculating the amount of payment, there are additions and deductions which should make for the estimated value of monthly work done. Additions (b) Material at site (c) Price escalation (d) Variations, extra works and day works (e) VAT Deductions (f) Retention (g) Recovery of Advance (h) Value of material supplied by client (I) On Account Payment During my training session, I involved to check the Interim valuation for Construction of Tire center & office building at union place for Autodrome private limited company.
2.5 TENDER EVALUATION

In pre contract period QS duties are relate distillate until selecting a particular suitable contractor. Tender evaluation is the procedure to achieve this task. The tender evaluation process depends according to the tendering procedure whether it is selective or open or negotiated tender.
Page 7
Rates are the most considerable and basic factor in the measure and pay project. At First arithmetical errors are checked and done the adjustments. All the rates which are submitted by the bidders are compared with the rates of Engineers estimate to check for any unbalancing or loading of certain items. Thereafter should carry out a rate analysis comparing the rates among the bidders. Then can go for the evaluation process which is done in two ways, Technical evaluation Financial evaluation
Technical Evaluation Bidders are required to submit the documents to ensure their technical eligibility for the proposed works. Schedules have been provided in tender document to submit that information. In most of the cases bidders provide annexure along with the tender attaching support documents in this regard. Details on following area s will be submitted on such an attachment. ICTAD registration NCCASL membership VAT registration Legal status Audit reports for required period of time. Adequacy of working capital Construction experience for required period of time Major items of construction equipment proposed for contract works Construction management staff Propose work program
The consultant has to evaluate each and every detail submit in those attachments to find out which contractor is the most eligible in terms of technical proficiency. Financial evaluation In financial evaluation very straight evaluation process has to be maintained on each of the contractor because charges can be hidden in individual items of work. The evaluator Department of Building Economics Page 8
has to identify such charges and can ask justifications for high rates. Contractor who has submit the lowest is usually preferred. Some time technical evaluation is also considered to select a suitable contractor.
2.6 SITE VISIT

Here the site visit was mainly conduct to carry out the checking interim valuation. After receiving the interim bill QS has to go to the site and identify the actual work performs. It is done by getting joint measurement with Contractor QS. Also the variations and extra work items are checked.
2.7 COLLECTING COST DATA

As a consultancy organization there should be a data base for current market price of labours, materials and plant and equipment. Also it should be based according to the changes of prices. CCM is updating this cost database connecting with the BSR. According to the BRS and practical norms of past projects the data base were contained list of materials and machineries. During my training period I got an opportunity to updating this data base. The process can show as follows;
Page 9
BOQ
BSR
Identification of materials and machineries Newspap ers and Magazin ess
Internet
` E-Mail Collecting current market prices of labours, materials and plant and equipment. Phone Calls
Fax
Catalogu es and Leaflets
Updating BSR rates
Updating the cost data base
Page 10
Figure 1-Process of Collecting Cost data
2.8
PREPARING PROJECT PROPOSAL, DESIGN AND ESTIMATE FOR A RENOVATION PROJECT.
It is very difficult and deeply considerable task to prepare a design and estimate for a renovation project which is already utilized to accomplish specific needs and requirements. So new proposals and designs should not affect badly for the purpose of the building and other services, as well as its essential to pay attention for the existing building structure and its bearing capacity. All those things are learnt during the site visit for R.Premadasa stadium. The Sri Lankan Cricket Board wanted to refurbish the existing buildings and infrastructure facilities combined with new construction work in order to improve the facilities and increase the spectator capacities. So, I could able to participate for site visit with the design team to evaluate current conditions of the ground and to get an idea about limitations and requirement for the new proposals. After that, we received a new design and project proposal to prepare an estimate. Preparation of estimate for a renovation project deviates from the normal estimating process because there are some works like cutting of existing structure, Underpinning works and demolishing of existing parts which are combined to the structure. When involve with this works there should be proper supervision, skilled persons, specialist services and machines otherwise can form cracks and failures of the structure. Therefore these rates also differ from normal rates. Finally can say, there should be a good concentration more than normal estimating process to prepare an estimate for a renovation project.
2.9 PROJECTS OF RED CROSS SOCIETY

It had a golden opportunity that is participation for a progress evaluating visit with RCS who is handling the construction of branch office buildings at Mannar,Wanniya and Matale. I had to attend it as the Consultant quantity surveyor. Department of Building Economics Page 11
When considering the mannar project, there were some difficulties regarding with the cost of the project. So RCS wanted to know, what amount require for completing the ground floor of the building. Therefore its necessary to calculate actual work done and find out what are the remaining works to be done. So I decided to get all on site measurements which are completed by the contractor. Then there was a meeting with the Contractor, Branch office manager, Project Coordinator, Project manager and Architect. Interim payments, Contractors problems and Project handling were main topics of the discussion. Now days, new construction techniques and methods are being used to enhance the quality of works, accuracy of works and speed of construction. Construction a building for Wavniya branch office was that kind of construction. There was a steel frame structure and covering part is done using precast wall panels which had been formed with zinck aluminium sheet and heat insulation foil. It was a new experience for me. There were lots of construction difficulties, when considering the Matale project. The contractor had started only site preparation part. So there was another meeting with the contractor who was unhappy over the client as well as RCS also had not a clear vision over the contractor. Therefore both of them agreed to stop the agreement with mutual understanding. There were not any legal actions. It also was a great experience.
Page 12
3
3.1
PRACTICAL PROBLEMS ENCOUNTERED AND SOLUTIONS TAKEN

TAKING OFF QUANTITIES Lack of knowledge in handling Auto CAD drawings and measuring
3.1.1
It was the first time that I measured the quantities using the auto CAD drawings. At that time I dont know how should handle the auto CAD drawings and measure quantities because we had used only hard copies in the university. Therefore the way of handling the drawing and method of measuring is asked from the Senior QS. And there was another problem when using the excel sheet to enter the Quantities. There was a excel format to enter the dimensions then all calculations form automatically. But when we are at the university we got more time for these calculations.
3.1.2
Insufficient details in the drawings
It is easy to take off the quantities with having all relevant details otherwise have to face some difficulties. I experienced that difficulties, most of the necessary details such as scale, dimensions, sections and elevations were not included in some of the drawings. That kind of problems are asked from the senior QS and got the solutions and assumptions. Sometimes I prepared a quarry sheet regarding with that problems. 3.1.3 Dealing with Imperial units
Some of the drawings are prepared using the imperial units therefore it was very difficult to take off because familiarization was very law when regarding with the imperial units. The quantities should enter to the BOQ as metric units but measured quantities were imperial units. So I had to convert all the quantities to enter the BOQ. 3.1.4 Frequent changes in drawings
There were frequent changes in drawings at the CCMPL due to the failure of the designer and uncertainty of Clients requirements or any other reason. Because of that, measured quantities can be changed or have to take off again from the beginning, Department of Building Economics Page 13
changes in design and details of drawings waste both time and resources. Due to the uncertainty of drawings, I clearly mentioned grid line or locations of measured items in taking off sheets. It was easy to refer and identify the places then changed the quantities whenever necessary.
3.2 CHECKING OF INTERIM VALUATION

Most of the times, the Contractor QS had made number of mistakes carelessly and deliberately. Therefore I had to check these valuations very sensitively. The defects and problems in the Interim valuations were as follows, Arithmetical Errors Claimed inaccurate quantities for fully or partially completed items Claimed unreasonable rates for some extra work and variations Excess labour involvement for Day works
These above problems can be overcome by having a regular site visiting to know the quantities of work done and to have an understanding about the site work. In addition to these, knowing of present market prices was essential to have a negotiation with the contractor QS in case of unreasonable prices for some extra work. In the earlier stage, when I was given to check these valuations, problems arisen due to the unawareness of work done at site. Because I do not visit to the site and one of the QS who was responsible for this work will visit to the site and give the needed instructions as much as possible. This was actually not so clear for me. Then later stage I could able to participate for site visits and see what are the ongoing works following procedures by the contractor. Also referred past interim bills and got the idea about the work done.
3.3 COLLECTING COST DATA

It was a very boring task collecting of cost data to update the cost data base. Sometime I collected price details using the internet facility therefore had to search web sites and Department of Building Economics Page 14
download their prices. As well as I collected details by visiting hardware, getting phone calls, referring catalogues and leaflets.
3.4 PROJECTS OF RED CROSS SOCIETY (RCS)

It was a great experience, participation for progress evaluation visit with the RCS. I had to represent the consultant QS part which has considerable responsibility on that journey. So sometimes I had to manage and arrange the activities which are expected from me. As an example, joint measurements are taken to calculate the work done. All those quantities should note and mark on the drawings clearly as well as possible because there is no chance to visit the site and check whether the quantities are correct. All the decision and limits are confirmed to achieve a better result. I got the average height for columns because they had different heights and it was difficult to measure. Communication between labours and me was a problem because Im not fluent in tamil as well as they also week in Sinhala. Therefore I asked to contactors representative to solve this problem.
Page 15
OBSERVATIONS MADE
4.1 FOREIGN PROJECTS

Most of projects which are handled by CCMPL were foreign projects. It was observed that CCMPL has handled a lot of overseas projects especially in countries such as Maldives, India and Middle East. It is a result of high quality of work and the good will of the organization. According to the current situation of the construction industry, as for global recession it directly affected the construction industry and it influenced the downturn on CCMPL too.
4.2
ACCURACY
It was noticed that the top management of CCMPL has taken huge effort to ensure the accuracy of the work. Most of the time, taken of quantities is double checked, with the help of the trainees.
4.3 HARMONY AMONG THE EMPLOYEES

I observed a great relationship between the professionals of the organization. They were willing to help each other any time not only in work but also in personal matters as well. They were carrying out their works without disturbing others works in such a way that the self esteem of new comers is developed. Top management of the organization didnt force its staff in intimidating manner and helped in developing the careers of the Employees.
Page 16
5 ASSESSMENT OF THE ORGANIZATION

5.1 MANAGEMENT OF THE COMPANY
It can be observed that, CCMPL has the simple management structure which is successfully implementing their plans in order to achieve objectives. All the managerial decisions are taken by the directors. Before the implementing any major decision taken by the management will consider the view of the staff as well. Therefore, there is no conflict arises in-between the management and the staff. CCMPL carries out procedures for the benefit of its employees such as giving attendance bonus, annual bonus at least once a year or twice a year and giving annual salary increments. Those actions make good satisfaction among employees in respect of the management.
5.2
GOOD WILL OF THE COMPANY
As the recently stared one of the Quantity Surveying organization of Sri Lanka, CCMPL has earned a good reputation in the construction industry. Therefore they can impress on Clients to get new projects in their hands through this good will. The reputation gained by the directors Mr.Upali Jayalath and Mr Nishatha Wicramasinghe and commitment of the employees towards consistently delivering services of highest quality were the influencing factors behind this good will.
5.3 TECHNOLOGY
The usage of modern technology should be much more developed in CCMPL. Usage of modern facilities such as computers, internet, E- mail, and facsimile are in a satisfactory condition in CCMPL.
5.4
COMMUNICATION
Both the formal and informal communication methods were used in the Organization such as meetings, conversations, letters, E- mails, faxes, telephone etc. As there is a Department of Building Economics Page 17
company with a small number of staff, there is a good communication between the staff and the management. The staff can express their ideas even with the chairman without any hesitation due to the approachability of the management.
5.5
WORKING ENVIRONMENT
The staff of CCMPL is quite friendly and supportive. It was my privilege to train under the guidance of Mr. Upali Jayalath, who is the expert in Quantity Surveying field in Sri Lanka. There was a unity and closed relationship between each other of the staff. So it is helped me to carry out works without any circumstances. Also, it was evident that throughout my training period they were never hesitate to assign responsibilities to the trainees.
Page 18
Construction Organization
6 THE CENTRAL ENGINEERING CONSULTANCY BUREAU

6.1 AN OVERVIEW
The Central Engineering Consultancy Bureau (CECB) is the premier consultancy in Sri Lanka with a wide range of expertise in different engineering disciplines. The Bureau was established in 1973 as a specialist consultant for Water Resource and Hydropower Development. Though it is a state institution under the Mahaweli Ministry, the bureau operations from its inception has been one of a self financing organisation. The Bureau served as a key institution in the implementation of the Mahaweli Projects. In the implementation of these major multi billion Rupee schemes, the Bureau was associated with international consultants. The Bureau has developed strong engineering competence and expertise through these associations. Salient facts of the organization are summarized below. CECB is the largest engineering consultancy organization in Sri Lanka offering multidisciplinary expertise under one roof. One of its strengths lies in its in-house engineering capacity and manpower resources. From its inception, CECB has been in the forefront of some of the largest development projects in Sri Lanka. Bureaus project portfolio includes several multi-billion rupee projects where full responsibility for design has been undertaken. Vision of CECB To be the most efficient Engineering Organization in the State Sector. Mission of CECB To be the internationally recognized leading Sri Lankan Engineering Organization, making optimum use of resources, acquiring excellence in Civil, Electrical and Mechanical Engineering, Architecture, Project Management, Water Resources, Infrastructure Development, Power and Energy, Software Engineering, utilizing state of the art technology with highly motivated trained and skilled workforce rewarded appropriately for their contribution. Department of Building Economics Page 19
6.2 MANAGEMENT STRUCTURE OF THE CECB

As most of the government organizations, CECB also has a Bureaucratic management system to maintain its strict set of laws and regulations. The administration of CECB is one by the Chairman and a Board of directors where all the decisions are made. They have delegated their authority to the General Manager and under him there are main five sections namely General Technical Services, Head Office, Consultancy Division, Construction section and International division. Under each and every divisions there are sub sections implying a Functional management structure to enable in depth skills and economies of scales. Since I fully engaged in the site work I didnt expose to the head office management structure. But by referring the organizational chart and the books I found the above few points.
6.3 CONSTRUCTION DIVISION

Earlier they provided consultancy services around the country as a government agent but now they have entered into construction work as well. CECB is willing to brace the construction part too. For the prime intention, CECB has formed two-construction unit in Kandy and Colombo after the year 1995. Under these two construction unit there are several base offices in island wide. This unit was formed in order to provide design services and to carry out construction work for turnkey or design and build projects. The bases of CECB around the country are North of Colombo branch, Sabaragamuwa Office, Kandy Regional Office, Gampaha Base Office, Uva Office, South of Colombo Branch, Southern Regional Office, Nothern Province Branch, Colombo Suburbs Branch, and Maharagama Base Office.
Page 20
6.4 INTRODUCTION TO THE CONSTRUCTION OF ADMINISTRATION

BUILDING FOR BUDDHIST AND PALI UNIVERSITY
Table 1: Project Detail
Project name Location Employer Contractor Contract Sum Duration Total floor area Scope of the project
Proposed Administrative building, Buddhist and Pali University of Sri Lanka, Homagama Moragahahena Road,Pitipana,Homagama The Vice Chancellor, Buddhist Pali & University Central Engineering Consultancy Bureau, No. 415, Bauddhalok Mawatha, Colombo 7. Rs. 79,346,976.61 (Excluding VAT) 120 days 2865m2 Design and construction of multi storey building for administration activities with all connected facilities as per detail provided, including land preparation work and demolition work Design and Build Standard Bidding Document for Procurement of Works Design & Build Contracts, ICTAD Publication No. ICTAD/SBD/04, 5% from the initial contract price 365 days Rs.50,000.00 per day 10% from the certified work done
Type of contract Conditions of Contract
Performance bond Defect notification period Delay and damages to work Retention money
6.5 THE PROJECT TEAM STRUCTURE

When considering the site management structure it can be viewed as a relatively flat and simple structure, which consists of few authority levels. This enables efficient decisionmaking process and speedy communication within the project team. RE has the total responsible for all the site related works he has delegated his authority to the Electrical Engineer, Mechanical Engineer, Civil engineers, Accountant and Store Keeper. Under the Engineers they have their supportive staff monitor the work at the site. The Engineering Assistant under the Civil engineers carries out the quantity surveying work fundamentally the subcontractors bill preparation works. Since this is not a very firm management structure there was the flexibility even for the lower level employer to interact with the RE. Sometimes the site workers came directly and communicate any issue with the RE implying a participative management style. Department of Building Economics Page 21
7 EXPERIENCED AND KNOWLEDGE GAINED AT THE CONTRACTING ORGANIZATION

7.1 SUB CONTRACTORS BILL PREPERATION
7.1.1
Joint measurements
This was one of the things which I did mostly during my training. Though this is a lump sum contract the subcontractors interim valuation is done as measure and pay contracts. Since there was large number of subcontractors; I had to go to the site frequently and take joint measurements. I found that most times the sizes of openings are differing in the drawings than the actual site situations. It trained me to understand a drawing more practically than earlier because I could always cross check a drawing with the real condition at the site. Some subcontractors came with me to have joint measurements but most of them were not interested. But I understood that its advisable to have joint measurements to avoid conflicts at the payment stage.
7.1.2
Negotiation with subcontractors
Since most of the subcontractors didnt come to have joint measurements I always tried to negotiate with them to avoid conflicts when making the outlay. If they make problems at the latter stage its a problem to me as well because of the time constraint. This was a good experience to me and it helps me in improving my negotiation skills and communication skills as well. It taught me how to deal with the subcontractors.
7.1.3
Verification sub-contractors measurements
Only Waterproofing and Aluminum doors and window subcontractor sent their measurement sheets along with the payments they request for. So I had to verify those measurement sheets and prepare the CECB payment certificate for the approval.
Page 22
Construction Organization 7.1.4
Preparation of subcontractors measurement sheets
After taking joint measurements the first thing I did, was marking those dimensions in a clear drawing. This avoids in extracting wrong measurements and it helps to maintain the consistency between the drawings and the measurement sheet. After taking off the quantities I attached all the required drawings with the measurement sheets to make the verifying procedure unproblematic.
7.2 ATTENDING FOR SITE STAFF MEETING

Once for a week all of the members of the site participate for the meeting to discuss about, Problems arising when work carry out Quality and progress of the works Material wastage and site management Controlling of other site activities
The RE who is the key person of the meeting lead the all members of the staff and explain the role of the members as well as give the task to full fill for each and every week.
7.3
SITE ACTIVITIES
When working as a contractor QS, there should be a proper knowledge about the site activities. When I working at the CECB site, I could able to involve for the construction activities like brick work, plastering, tiling, ceiling works, painting, water proofing as well as roof works. RE asked me to get the responsibility over all the roof works and manage it properly to get a maximum output with required quality of the work. So I had to plan the working stages to continue the works without any delay. It was essential to keep a good relationship with the suppliers to get the materials on time.
Page 23
7.4 TECHNICAL KNOWLEDGE

When I was supervising the roof works, it was important to pay attention for the technical things such as, All the works should carry out according to the supplied drawings and standards There should not any leakages therefore it is essential to use silicone sealant to joint gutters, down pipes as well as ridge plates Should keep appropriate lap length for heat insulation foil Materials should not damage it will tend to corrosion Should apply two coats of anticorrosive paints for steel trusses and purling.
Considering the plastering, When differ the nature of the base, essential to use a wire net to combine both surfaces. Should not allow more time to dry the mortar surface before applying the lime coat. Well dried walls should soak before plastering.
7.5
LABOUR HANDLING
Frequently I had to handle the direct labours as well as indirect labours. While we handling the labours, should able to get maximum output with required quality, standards, accuracy and neatness. Therefore familiarization with labours is very important to achieve construction goals and objectives other than pressuring them by forcing and ordering. These things I learnt through the involvement of labour handling.
7.6
LEVELING
Taking level is usually done at the construction site to confirm accuracy of the works. When laying floor tiles, it is essential making levels precisely to make the tile bed.
Page 24
Level instrument is used to accomplish this task. I involved in giving levels for bath rooms and other floors to make the tile bed.
7.7
WORK STUDY
During my training session I got a chance to do a work study which examines the disposable sand quantity after the sieving process. Ordering sand volume is done considering this disposable percentage which is law in quality sand.
7.8
PREPARATION OF LABOUR BILL
I involved for preparation labour bill which is the payment method for labour contractor. There were not any allocations for the overtime hours because payment method is based on the daily payments. Date, In time, out time and nature of the works which are carried out by the labours are enterd in to the record book. It is considered calculating the payment amount for each labour. Although there were not allocations for the overtime hours which are calculate as extra working days and do daily payments for that. Following things are important to calculate it, No of hours for a working day = 9 No of hours for a extra day = 8 If, no of worked days = a, total worked hours = b, extra worked days = c C=(b-ax9)/8 therefore total worked days=(a+c)
7.9 RECORD KEEPING

There should be a proper and clear record keeping system at the site. It definitely helps to manage the site activities other administrative activities of the organization. Weather records keeping, Store keeping activities are done with help of the site engineer and storekeeper .As well as helped to the accountant to prepare the cash float therefore I could able to familiar with the record keeping system at the site.
Page 25
8 PRACTICAL PROBLEMS ENCOUNTERED AND SOLUTIONS TAKEN

8.1 JOINT MEASUREMENTS
When I taking site measurements, although I asked to subcontractors to attend for joint measurements some of them didnt come and some of them came without any notification. Though they didnt come to have joint measurements, finally when making the payments they raise some issues. This was another problem I had during my training because I was responsible in making subcontractors interim valuation. So I always tried to negotiate with them and come into agreement before the payments.
8.2
LARGE NUMBER OF SUBCONTRACTORS
As the main contractor, CECB sub contract most of the works such as masonry work, painting, tilling, electrical work, waterproofing, aluminum doors and windows, ceiling work, plumbing work and cement rendering. The subcontractors interim valuation is not done on monthly basis where those were prepared when the subcontractors have done a sufficient amount of work which is certified by the engineer. At the beginning sometimes all the subcontractors payments were due at the same time and I got really busy with these large amounts of subcontractors because there was only one Engineering Assistant with me to prepare the valuations. But I tried to make the procedure more organized to control this high working capacity. So I started preparing the measurement sheets before the engineer asked me for by inspecting the site situations. I found that this is a better way of managing with these large numbers of subcontractors.
8.3 VERIFICATION SUB-CONTRACTORS MEASUREMENTS

I faced lot of problems when checking measurements sheets which are supplied by the subcontractors owing to less of neatness and supplying quantities without sketches. Therefore it was very difficult to understand actual work done. After making the adjustments I didnt forget to negotiate with the subcontractor and come in to an Department of Building Economics Page 26
agreement because if they arise problems when making the payment then it will be a time consuming work.
8.4 PREVIOUS MEASUREMENT SHEETS WAS NOT DONE PROPERLY

When preparing subcontractors interim valuation its always link with the previous. But when I referred the bills prepared earlier those were not done in a proper way. I faced problems in finding out the areas and places which they have paid earlier because the drawings and detail information like measurements were not attached properly. So to avoid confusions; I prepared those bills again with clearly attached drawings and deducted the previously paid amount. Though this is time consuming I thought about the future and understood it would be easy and avoid conflicts in making the future payments.
8.5
UNCERTAINTY WITH THE PLACES DONE BY THE SUBCONTRACTORS AND DIRECT LABOUR
I faced this problem when preparing the external and internal painting interim valuation. It was done by two subcontractors and also by direct labour. So I was confused with the areas which are done by each party. So to avoid conflicts first I had a discussion with the site supervisor who is responsible for painting and mark in a clear drawing with three different colours the areas done by each party. Then I started preparing the measurement sheet and didnt forget to attach a clear drawing showing the areas I considered for a specific subcontractor.
8.6 LACK OF CONSTRUCTION KNOWLEDGE

This was one of the main issues, which I faced at site. Since I had only the theoretical knowledge at the university, I didnt have the proper practical knowledge on site activities. Therefore it was complicated me to visualize some site activities. As an example when examine and leading site works it was not easy without the proper knowledge of actual site activities because labours try to lose some parts of works and Department of Building Economics Page 27
its quality and standards. Doing number of work studies and taking instructions from Technical Officer, Site Engineer and also labours I was able to advance as far as my practical knowledge in construction.
8.7
LABOUR HANDLING
Labour handling is an art which should learn as a person who is working at the construction industry. Some of labours are innocent; some others are cunning, therefore Some of labours try to work hardly and do it properly but some others are not same. I had to familiar with them to get maximum output from the labours.
Page 28
9 OBSERVATIONS MADE
9.1 INSUFFICIENT SAFETY AT SITE
Site safety is a significant factor to be considered from mobilization to the completion of the project. When I was appointed to the site, lot of risky works had started like roof works, plastering, laying copper plate for the lighting protection system. But there were not sufficient safety precautions to minimize the unexpected accidents to labors, neighbors and all other properties. It is good to provide safety nets, boots, belts and helmets for that kind of risky works.
9.2 LOW LEVEL OF SECURITY AT THE SITE

Security level of the site also not within the satisfactory level because there were some weak points such as lost of materials, wages of labours etc. There was a security officer who is drunker and old man as well as aggressive. So it was a weak point of the security. It is possible to have a good security level with increasing the level of behavior of the officers and increase no of officers.
9.3 POOR WORKMANSHIP

There was poor workmanship regarding with the brick works, concreting, plastering, tiling and roof works owing to competition among the sub contractors to get higher payments.
9.4 BAD SUPERVISION

Lot of problems had been formed due to bad supervision. It will lead to many difficulties and circumstances in future. Following are the outcomes of bad supervision, Poor workmanship Material wastage Page 29
Construction Organization 9.5 Extra works and variation DELAY OF THE PROJECT
Although planed date of completion of the project is 15th November, It was evident that the project will not be able to complete within its duration, due to the following reasons. Terminated the works undertaken by few Sub-contractors. Frequent changes in drawings, Hence occurrence of lot of Extra work and Variations Delay of works undertaken by some special Sub-contractors
9.6
FAMILIARIZED WITH SITE LAYOUT AND MANAGEMENT
During my training I familiarized the site layout and understood that it should be changed according to the construction master program. When the building work is compulsory to perform at any position the site facilities such as site office, main stores, stores, site staff toilets and labour huts were transferred to other locations. When having a superior site layout no site complexity arises for unloading and loading goods and handling the machinery like excavators.
9.7 COMMUNICATION
The effective communication between parties involve to construction is very important for the success of the project. Normally in meetings, telephone conversation, letters were used for communication between main parties. Modern communication methods were not used in construction site when communicating with head office and other parties. There was only telephone in site office. But there were no fax machine or e-mail facilities in site office. It was the huge barrier to effective communication. Sometimes this may causes to delay the site work. Therefore it is very important to improve communication facilities to avoid communication barriers to achieve a successfulness of the project.
Page 30
9.8 LACK OF QUANTITY SURVEYORS

This was a big mistake I observed in this project. There was no site quantity surveyor all quantity surveying works done by project quantity surveyor at head office. She had to gain all the information of construction works from site engineer and prepare the interim bill. All variations, extra works and day works should be recorded by site engineer or technical officers. Therefore lot of extra works and day works had not properly recorded. This was huge loss to the contractor, because of poor claim management. The professional site quantity surveyor is very important. Because, The success of a project mostly depends on the profit of the project and QS is the person who deals with such a things. And also in this firm, each quantity surveyor should have to handle several projects at the same time, and it may very difficult to keep proper concentration of all projects since the unnecessary work load. To overcome this situation my suggestion is to distribute the work load in a proper manner by increasing the quantity surveying opportunities in the organization and then it will be more benefited to the company in the long term.
Page 31
10 ASSESMENT ON THE ORAGANISATION

10.1 STRENGTHS
10.1.1 The qualified staff in Engineering aspects When considering the site there were highly qualified staffs in the engineering aspects of the project. There were graduated engineers in the felid of civil engineering, electrical engineering and mechanical engineering aspects. This is a special situation where graduated mechanical and electrical engineers are working in a site. So these combinations of engineers who are well qualified help to make the final outcome within the required quality standard as expected by the client.
10.1.2 Delegation of work The work had been delegated from the top level of the management to the lower level in the site. There were high levels of working staff in the staff for different aspects of the project. The RE as the top level has delegated the work as the civil, mechanical and electrical engineering. Under them the supporting staff namely TOs and site supervisors assist the work to make the work smooth and easy. And at the same time there were two engineering assistants under the civil engineers where one works as a TO and the other carries out the quantity surveying work. Further the RE has delegated his accounting work as site staff salaries and purchasing materials to the accountant who works on contract basis. Finally there were store keeper and assistant store keeper who are responsible on the store keeping work. This smooth structure in delegation of work in different work items makes the organizing of site work easy and flat without any conflict.
10.1.3 Communication A well-organized arrangement of communication is very vital in flat stream of events. So at the site they always try to maintain the communication at a very high level. Regular meetings were organized with the site supervisors, TOs, engineers and Department of Building Economics Page 32
engineering assistants to facilitate problem solving, decision making, updating the plans and also to check the progress of the work.
10.1.4 Relationship with the employer Since this a government organisation they always tries keep up the superior relationship and trust with the employer which is also a government body. For CECB most the projects are given because of the trust they have kept for last decades. For example now they are handling a project at parliament which highly restricted due to security reasons in Sri Lanka. Always they negotiate with the employer and try to solve the problems without going to arbitration procedures.
10.2 WEAKNESSES
10.2.1 No qualified Quantity surveying staff This was a major issue I found at CECB where there were no qualified staffs in quantity surveying aspects.
10.2.2 No proper cost controlling mechanisms They are not using any cost controlling mechanisms like comparing the expenditure with income, what is the expected cash flow and if theres any deviations what is the reason. At this instance the main reason for the contractor to have losses is the abnormal increment in prices. But if they had an expected cash flow and real cash flow they would identify it earlier and would able to claim for price fluctuations once they recognized it without waiting until they are out of cash. Since this is a lump sum contract again theres a high risk to the contractors side. But they have not identified that. If it is a lump sum contract they should use more cost controlling mechanisms to minimize the risk involvement such as cost cutting mechanisms.
Page 33
Construction Organization 10.2.3 Payment method
Since this is a lump sum contract the client paid for the contractor based on the lump sum figures in the contract document meaning based on the drawings and BOQ. But when it comes to subcontractors they are paid based on the site and as a measure and pay contract. Also the labour rates are paid based on the prevailing market prices. So I found a mismatch with these two types of contract.
Page 34
Suggestion to Improve the Project
Industrial Training Project
SUGGESTIONS TO IMPROVE THE TRAINING PROGRAMME

The industrial training programme organized by the Department of Building Economics, provides a better foundation for the QS undergraduates. According to my point of view following suggestions may be advisable to upgrade the quality of training programme further. Actually it is not sufficient 16 weeks in one training phase. Since I was able to expose only for certain stage (Architecturel) of the project in contracting phase, it avoided gaining the knowledge on other important stages. So that I think it is better to prolong the duration of the training at least in the contracting organization. Since the knowledge on tendering procedure, is very much significance for the QS, experience in the head office is crucial as a trainee Contractors QS. It should be more beneficial to divide the duration of contracting phase equally both to the site and to the head office. During my training period at both establishments it was observed that the knowledge on computer applications such as MS Excel, MS Word and Auto CAD was necessary to carry out the tasks undertaken. I suppose that student should be thorough with above computer applications through course works and project works more than this. Also I feel if brief lecture is giving before training probably in the industrial training workshop may helpful to use and learn that software. The work shop that organized before the training period was really helpful, so it will be a supplementary advantage if the duration of the workshop can be increased and more organized conduct of seminars.
Page 35
Suggestion to Improve the Project
Industrial Training Project
The role of the QS and his functions will gain importance in the Civil Engineering construction both in Sri Lanka and overseas in future. Therefore it is better to send trainees to Civil Engineering projects at least for a one phase.
There was another workshop after the training to share the experience gained by each one. I suppose it is a very important arrangement by the department because it helps to improve the knowledge that is not covered under the training session. Therefore I suppose to continue that programme in future.
Page 36
Conclusion
CONCLUSION
The main objectives of the training session was to develop the undergraduates with technical skills and enhance his knowledge, in practical experiences from the work field in both consultancy and constriction aspects. As same as, The industrial training period was very valuable for myself as an undergraduate because it was a great opportunity to gain the overall knowledge and the experience about the present context of the quantity surveying practice in the Sri Lankan construction industry and also to make myself confident to work in different working environments. As same as during this training period I was able to work with deferent type of people with different levels. Personally it was a very valuable experience to me other than QS aspect, to learn to dealing with different kind of people. Also I identified several areas affect badly of the success of industrial training and I have introduced several suggestions according to my point of view, in previous chapter. It may very useful to trainee undergraduates that taking necessary actions in those problematic areas, to improve the success of their training. It is very important to have some kind of knowledge about the professional practice of the industry and the behaviors patterns, before enter in to the field. Therefore, the training that I have undergone will be a distinctive advantage for my carrier development to enter the industry as qualified Quantity Surveyor in future.
Page 37
Reference
REFERENCES
CONSTRUCTION COST MANAGEMENT (PVT) LIMITED, 2009. Company CENTRAL ENGINEERING CONSULTANCY BEUREAU, 2009. Company
Profile. Profile.
Page 38

Final

Enviado por

Dados do documento

Descrição original:

Direitos autorais

Formatos disponíveis

Compartilhar este documento

Compartilhar ou incorporar documento

Opções de compartilhamento

Você considera este documento útil?

Este conteúdo é inapropriado?

Direitos autorais:

Formatos disponíveis

Final

Enviado por

Direitos autorais:

Formatos disponíveis

Preface

Industrial Training Report

Department of Building Economics

Industrial Training Report

Department of Building Economics

Industrial Training Report

Department of Building Economics

Industrial Training Report

Industrial Training Report

Industrial Training Report

Industrial Training Report

Department of Building Economics

Industrial Training Report

Department of Building Economics

Industrial Training Report

Department of Building Economics

Industrial Training Report

1 CONSTRUCTION COST MANAGEMENT PRIVATE LIMITED

Scope of the Organization

Department of Building Economics

Industrial Training Report

Management Structure of the Organization

Industrial Training Report

Department of Building Economics

Industrial Training Report

EXPERIENCED AND KNOWLEDGE GAINED AT THE CONSULTANCY ORGANIZATION

2.1 TAKING OFF QUANTITIES

Industrial Training Report

PREPARATION OF COST PLANS

Department of Building Economics

Industrial Training Report

2.4 CHECKING INTERIM VALUATION AND PREPARATION PAYMENT

2.5 TENDER EVALUATION

Department of Building Economics

Industrial Training Report

Industrial Training Report

2.6 SITE VISIT

2.7 COLLECTING COST DATA

Department of Building Economics

Industrial Training Report

Identification of materials and machineries Newspap ers and Magazin ess

Catalogu es and Leaflets

Updating BSR rates

Updating the cost data base

Department of Building Economics

Industrial Training Report

Figure 1-Process of Collecting Cost data

PREPARING PROJECT PROPOSAL, DESIGN AND ESTIMATE FOR A RENOVATION PROJECT.

2.9 PROJECTS OF RED CROSS SOCIETY

Industrial Training Report

Department of Building Economics

Industrial Training Report

PRACTICAL PROBLEMS ENCOUNTERED AND SOLUTIONS TAKEN

Insufficient details in the drawings

Industrial Training Report

3.2 CHECKING OF INTERIM VALUATION

3.3 COLLECTING COST DATA

Industrial Training Report

3.4 PROJECTS OF RED CROSS SOCIETY (RCS)

Department of Building Economics

Industrial Training Report

4.1 FOREIGN PROJECTS

4.3 HARMONY AMONG THE EMPLOYEES