Measurement For The Item Of Work

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Measurement For The Item Of Work

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Measurement For The Item Of Work

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Question:
Discuss about the Measurement For The Item Of Work.

Answer:

Table 1: Concrete work

ITEMS

Unit

Quantity

Concrete placement

224

Floor finishing

109

Rebar works

125

Floor fabrication

kgs

113

Table 2: Masonry

ITEMS

Unit

Quantity

Glazed tiles

106

Brickwork

242

Plaster wall and ceiling

120

Vinyl Floor tile

NB: the excel sheets attached provides the activity precedence diagram and the critical path is established using the method of critical path method where zero float activities are the candidates for inclusion in the critical path network.

Determine appropriate productivity constants for the item of work

The productivity constant for a Mason in brickwork laying is given as (Scribd, 2018) 1.0hrs per m2 and for Metal work is 0.8hrs per m2

Determine tradesman hours worked

In Masonry, for example, placement of reinforced concrete on slabs:
Labour= 1.3hrs per m3
For 150 slab- 107m3 (allow 12% waste) hence = 107+107×0.12= 119.84m3
Therefore trades man hours worked= 119.84/1.3= 92.18 hrs

Determine a suitable gang size

Gang size n= Q/Pw
Where n= number of workers, Q= quantity of work, and W= work duration, P= productivity (in m3/hr)
= 113/(1.3-1 x 24×6) = 1.02 roughly 2 men

Determine time needed to complete the task.
For the 1st task, the productivity constant: Rebar works for ground floor is 0.14kgs per hr
The total amount of work available to do ground floor = 125
Hence time needed to complete work= 125 x 0.14x 5= 87.5hrs = 3.65days
For task 2, the productivity constant: Glazed tiles are 6.0sqr meter per hr
Hence time to complete work = 6.0 x 106= 636hrs= 26.5 days

Review the task shown in the project and verify its sequence and the duration allowed. Would you make any changes? If so what would you change, and why?

This is a perfect job scheduling since the predecessor must be allowed sufficient time to cure before the task can set in. Afterwards task 1 is simply a continuation of predecessor hence this is okay.
In the second task selected, (Glazed tiles), the predecessor activity is task 23 takes 2 days while the activity that follows the selected task is a continuation of the said task as we move to the next level. This is also a perfect scheduling strategy since the basement needs to be ready and adequate to carry the elements of windows and doors otherwise it would be impossible to accomplish this task without the predecessor task being done first.

Critique the program provided – find and discuss any inconsistencies that you can find. Would you ask for changes to be made, and why?

In the section of waterproofing, it should have been scheduled earlier not later when masonry is already done. Sound waterproofing requires that consideration be made right at the time of sinking the foundation walls and piers: unfortunately in this case, the foundation was done without much consideration to waterproofing.
Secondly, the program does not include acoustic requirements yet it is also critical for effective building performance; that should have been factored in perhaps as one of the finishing construction elements.
The program also seems to be highly inflexible given the almost time dependent lineated activities, in other words, there are more activities that are dependent on the predecessor activities such that should there be any delay as a result of unexpected external shocks, then the whole project will greatly be affected. This is what a critical path is.To cushion it against the externalities would require the contingency plan to be reviewed in anticipation for these shocks hence overall project timeline will have to be revised by reducing the number of conditional activities.
Additionally, the program is designed for implementation per trades section. However, the most effective method would have been if it was divided into phases, such that we appreciate time value of the project. After every phase is completed, we undertake a brief project review to capture the strengths and weaknesses so far. This could be done by considering the levels of the building since most tasks, a part from foundation establishment, are repetitive among the levels.
However, the current activity program provides a basis onto which further improvements can be made.

Overall is the schedule realistic or optimistic? Would you accept the schedule and provide it to your client or architect?

As far as the current schedule is concerned, it seems to be optimistic as some critical elements of consideration have been neglected yet they directly impact the project performance. For instance, we assume that the project will go on successfully without a careful thought to the externalities. That needs to be accommodated. Besides, certain activities would run concurrently if the program is revised as proposed.

Assume that construction activities have fallen behind program. Task compression is required. For the two tasks selected earlier outline:
Time cost and compression impacts of working overtime each day.

To undertake compression, we would have to increase the total labour and equipment in each task and time:
Hence suppose, we compress the 1st task by additional 4hours per day and task 2 by 3 hours per day and then we add an extra labour of 3 in each case;
The extra cost (assuming equipment cost negligible):
For Task 1:
And new activity time for the task: 3.65+ 4/24×5= 4.48 days
For Task 2:
Activity time: 3+ 3/24×3= 3.375 days
The labour cost implications:
For Mechanical: 31.28 x 0.83+3×31.28= 119.8024 AUD
For Metal work: 23.46 x 3+23.46×0.375= 79.1775 AUD

Time cost and compression impacts of working 6 days per week.

To undertake compression in this case, we would have to increase the number of days by 1 in each case:
For task 67:
New activity time= 5+5/6= 5.833 days
For activity 24:
New activity time= 3+1/2= 3.5 days
Hence suppose, we compress the 1st task (task 67) by additional 4hours per day and task 2 (task 24) by 3 hours per day and then we add an extra labour of 3 in each case;
The extra cost (assuming equipment cost negligible):
For Task 67:
And new activity time for task 67: 5+ 4/24×5= 5.83 days
For Task 24:
Activity time: 3+ 3/24×3= 3.375 days
And the labour implications:
For Mechanical: 31.28×0.83+3×31.28= 119.8024 AUD
For Masonry: 1.5×31.28+2×31.28= 109.48

Outline other ways to compress the project schedule

(i) We can do Project fast tracking in which activities can be merged as concurrent activities while choosing to delay some activities that may not be very impactful if delayed by some hours or days.
(ii) In crashing the project, we can increase the labour and equipment capacity so as to cover more within a short period.
(iii) We undertake time study beforehand to reveal the areas that are a bottleneck to the entire project and strategize on improving performance.

Reference
Scribd. (2018). Productivity Rate (Labor & Eqpt). [online] Available at: https://www.scribd.com/doc/151591149/Productivity-Rate-Labor-Eqpt [Accessed 7 Apr. 2018].

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