Acknowledgement: Prof. DR Moataz A.M.Farag Prof. Dr. Usama H.Isaa

ACKNOWLEDGEMENT
Apart from our effort, the success of our project depends largely
on the encouragement and guidelines of many others. We take
this opportunity to express our gratitude to the people who have
been instrumental in the successful Completion of this project.
We would like to show our greatest appreciation to

Prof. Dr Moataz A.M.Farag And Prof. Dr. Usama H.Isaa
For instructing us during the project period.
Finally, we owe our deepest gratitude for our parents as we

would have never made it without their endless love and
Support.
I
ABSTRACT
Let's shed light upon the importance of this graduation project

which is to perform a management plan for OBSTERICTS
AND GYNECOLOGY HOSPITAL.
The First chapter discussed the project description, Overview
on the project, Participants of the project, General Location,
Building components, Project Parties. The Second chapter
discussed Scope of the Project, Project delivery system, break
down Structure, Organization structure. The Third chapter
discussed Contracts and tender Management. The Forth
chapter discussed Body of Contract.
The Fifth chapter discussed Bill of Quantities& Performance
and productivity. The Sixth chapter discussed Planning Time
and Resource Management, Activities, CRITICAL PATH
METHOD. The Seventh chapter discussed Cost Management,
Cost Estimate, how to draw S-curve. The Eight chapter
discussed Method of Construction. The Ninth chapter
discussed Risk Management, Risk Identification and method,
Risk Analysis, Qualitative Risk Analysis, and Quantitative Risk.
The Tenth chapter discussed Quality Management and how to
make plan, assurance and control, also discussed template of
Inspection tests.
II
Table of contents:
ACKNOWLEDGEMENT .......................................................................... i
ABSTRACT............................................................................................... ii
PROJECT DESCRIPTION ...................1
“Chapter“ .................................................................................................1
1.1 Objective of Project ........................................................................2
1.2 General Location ............................................................................4
1.3 Coordinates of place. ......................................................................4
1.4 Building components ......................................................................6
1.5 Landscape .....................................................................................11
1.6 Parking ..........................................................................................11
1.7 Contract Type ...............................................................................11
1.8 Budget ...........................................................................................11
1.9 Duration of the Project .................................................................11
1.10 Built Area ...................................................................................11
1.11 Project Parties .............................................................................12
Scope of the Project ...............................................................................14
“Chapter 2” ............................................................................................14
2.1 Definition ......................................................................................15
2.2 Scope Management Consists of Six Process ................................15
2.3 Create WBS ..................................................................................15
2.3.1 Definition................................................................................15
2.3.2 The key benefit .......................................................................15
2.3.3 WBS ......................................................................................16
2.3.4 WBS Benefits .........................................................................16
2.3.5 WBS dictionary .....................................................................16
III
2.3.6 Case Study (WBS) for our project .........................................18
2.4 Organization structure ..................................................................22
2.4.1 Introduction ............................................................................22
2.4.2 Advantages of the used organization structure ......................23
2.4.3 Disadvantages of the used organization structure ..................23
2.4.4 Roles and Responsibilities ....................................................23
2.5 Contract and Tender management ................................................30
2.6 Resources Management ................................................................30
2.7 Time Management ........................................................................30
2.8 Cost Management .........................................................................30
2.9 Execution Management ................................................................30
2.10 Risk Management .......................................................................30
2.11 Field quality control Management .............................................30
Contracts and tender Management ........................................................31
“Chapter 3” ............................................................................................31
3.1 Business Offering Methods ..........................................................32
3.1.1Direct agreement .....................................................................32
3.1.1.1Target Price .......................................................................32
3.1.1.2 Negotiation .......................................................................33
3.1.2Tender ......................................................................................33
3.1.2.1DEFINITION ....................................................................33
3.1.2.2 Local Tender ....................................................................34
3.1.2.3 International Tender .........................................................34
3.1.2.4 TENDER DOCUMENTS ................................................34
3.1.2.5 Clarification of tender Documents ...................................35
3.1.2.6 AMENDMENT OF TENDER DOCUMENTS ...............36
3.1.2.7 Bill of Quantities ..............................................................36
3.2 Contract ........................................................................................38
3.2.1 Definition................................................................................38
3.2.2 Selecting of contract ...............................................................38
3.2.3 contract types ..........................................................................38
IV
3.2.3.1 Unit price contract ............................................................39
3.2.3.2 Lump sum contract ...........................................................40
3.2.3.3 Ceiling value contract ......................................................42
3.2.3.4 Cost plus contract .............................................................42
3.2.3.5 Target Cost Contract ........................................................44
3.2.3.6 Design and construct, contracts .......................................44
3.2.3.7 BOT contract ....................................................................45
3.2.3.8 BOOT contract .................................................................47
3.2.3.9 BOO contract ...................................................................47
3.2.3.10 PPP contract ...................................................................48
3.2.4 FIDIC ..................................................................................49
Body Of Contract ...................................................................................51
“Chapter 4” ............................................................................................51
Bill of Quantities& Performance and productivity ...............................75
“Chapter5 ” ............................................................................................75
5.1 Bill of Quantities ..........................................................................76
5.1.1 Definition................................................................................76
5.1.2 Standards for bills of quantities ..............................................76
5.1.3 Preparing bills of quantities....................................................76
5.1.4 Kinds of bills of quantities .....................................................77
5.1.5 We made bill of quantities to the following items .................77
5.2 Performance and productivity ......................................................83
5.2.1 introduction ............................................................................83
5.2.2 Performance and productivity ................................................83
Planning Time ........................................................................................86
and ..........................................................................................................86
Resource.................................................................................................86
Management ..........................................................................................86
“Chapter6 ” ............................................................................................86
6.1 Planning Aim and audience ..........................................................87
6.1.2 Main points .............................................................................87
V
6.1.3 Introduction ............................................................................87
6.1.4 Beneficiaries and project management ..................................88
6.1.5Determine project scope and objectives ..................................91
6.2 SCHEDULING .........................................................................92
6.2.1 Activity definition ..................................................................92
6.2.2 Inputs to Activity Definition ..................................................93
6.2.3 Tools and Techniques for Activity Definition .......................93
6.2.4 Outputs from Activity Definition ...........................................94
6.2.5 Activity Sequencing ...............................................................94
6.2.6 Inputs to Activity Sequencing ................................................94
6.2.7 Tools and Techniques for Activity Sequencing .....................94
6.3 Schedule Development .................................................................95
6.3.1 Inputs to Schedule Development............................................95
6.3.2 Tools and Techniques for Schedule Development ................95
6.3.3 Outputs from Schedule Development ....................................95
6.4 Calendar ........................................................................................96
6.4.1 National holidays ...................................................................97
6.5 Activities ..........................................................................................99
6.6 CRITICAL .....................................................................................113
PATH METHOD .................................................................................113
6.2 Resources Planning ....................................................................118
6.2.1 Definition of Resource Planning ..........................................118
6.2.2 The Resource Problems ........................................................118
6.2.3 Resource Estimating .............................................................118
6.2.4 Resource Histogram .............................................................119
6.2.5 Resource for project .............................................................119
6.2.6 Resource on primavera .........................................................121
6.2.7 Resources Histogram............................................................123
Cost Management ................................................................................134
“Chapter 7” ..........................................................................................134
7.1 Cost Estimation ..........................................................................135
VI
6.1.1 Introduction ..........................................................................135
7.1.2 Types of Estimates ...............................................................136
7.1.2.1 Detailed Estimate ..............................................................136
7.1.2.2 Square-Foot Estimates.......................................................137
7.1.2.3 Project Comparison Estimates ..........................................138
7.1.3 Estimating opportunities ......................................................139
7.1.3.1 Architectural Offices ......................................................139
7.1.3.2 Engineering Offices .......................................................139
7.1.3.3 General Contractors .......................................................140
7.1.3.4 Subcontractors ................................................................140
7.1.3.5 Project Management.......................................................141
7.1.4 Case study ( Our project ) ....................................................142
7.1.4.1 Cost Estimate for Following Elements& Activities ......142
7.1.4.2 Cash Flow.......................................................................152
Method of Construction .......................................................................158
“Chapter 8 ” .........................................................................................158
8.1 Introduction ................................................................................159
8.2 construction phases .....................................................................159
8.2.1 Site mobilization...................................................................160
8.2.2 Excavation Works ................................................................161
8.2.3 Columns................................................................................162
8.2.4 Flat slab ................................................................................167
Risk Management ................................................................................171
“Chapter 9 ” .........................................................................................171
9.1 Introduction ................................................................................172
9.2 Risk Identification ......................................................................172
9.3 Risk Management .......................................................................172
9.3.1 Benefits of Risk Management ..............................................173
9.3.2 Risk Management Process ...................................................173
9.3.2.1 Risk Management Planning ...........................................174
9.3.2.2 Risk Identification and method .....................................180
VII
9.3.2.3 Risk Analysis .................................................................187
9.3.2.4 Risk Response planning .................................................191
9.3.2.5 Risk Monitoring and control ..........................................192
9.4 Risk Management processes for our Project ..............................194
9.4.1 Risk identification ................................................................194
9.4.2 Qualitative Analysis ............................................................197
9.4.3 Top Six Risks “ Threats” On Time and Cost .......................200
9.4.4 Risk Response Planning .......................................................200
Quality Management ...........................................................................203
“Chapter 10” ........................................................................................203
10.1 Introduction ..............................................................................204
10.1.1 Quality has many definitions..............................................204
10.1.2 Definition of Quality Management ....................................204
10.2 Quality cycle .............................................................................205
10.3.1 Quality planning: ................................................................208
10.3.2 Quality Assurance: .............................................................208
10.3.3 Quality Control: ..................................................................208
10.3.4 Quality Management Planning:..........................................208
10.4 case study ..................................................................................210
10.4.1Quality Policy Statement .....................................................210
10.4.2 Submission of Project specific Quality ..............................210
10.4.3 Project Quality Plan ...........................................................211
10.4.3.2 Quality control .............................................................216
VIII
List of figures:
Figure 1: Obstetrics and Gynecology Hospital...........................................2

Figure 2: Location of the project ................................................................4
Figure 3: satellite location of the project ....................................................5
Figure 4: Lay out for Ground floor .............................................................7
Figure 5: Lay out for First floor ..................................................................8
Figure 6: Lay out for second floor ..............................................................9
Figure 7: Lay out for third and fourth floor ..............................................10
Figure 8 : Project Parties ...........................................................................12
Figure 9: stages of construction ................................................................17
Figure 10: OBS .........................................................................................29
Figure 11: Business Offering Methods .....................................................32
Figure 12 :Calendar ..................................................................................96
Figure 13 :Budget-labor-units.................................................................123
Figure 14: Budget-total-cost ...................................................................124
Figure 15: Shuttering-Columns-Budget-units ........................................125
Figure 16: Shuttering-Columns-Budget-cost..........................................126
Figure 17 : Shuttering-Slab-Budget-units...............................................127
Figure 18 : Shuttering-Slab-Budget-cost ................................................129
Figure 19 :Steel-Fixing-Columns-Budget-units .....................................130
Figure 20: Steel-Fixing-Columns-Budget-cost ......................................131
Figure 21: steel-fixing-slab-Budget-units ...............................................132
Figure 22 :steel-fixing-slab-Budget-cost ................................................133
Figure 23: cash flow profile, S-curve .....................................................156
Figure 24: Site mobilization ...................................................................160
Figure 25: Loaders ..................................................................................161
Figure 26: Shuttering Columns ...............................................................162
Figure 27: Steel Fixing ...........................................................................164
Figure 28: Formwork ..............................................................................165
Figure 29: Ready Mixed Concrete ..........................................................166
Figure 30: Placing the Joists ...................................................................167
Figure 31: Reinforcement work ..............................................................168
Figure 32: Placing the Concrete .............................................................169
Figure 33: Risk Management process.....................................................173
IX
Figure 33: Risk Breakdown Structure ....................................................177
Figure 34: Risk matrix ............................................................................178
Figure 35: SWOT....................................................................................182
Figure 36: Fishbone diagram ..................................................................185
Figure 37: Risk management process flow chart....................................186
Figure 38: Qualitative risk analyses .......................................................188
Figure 38: Quantitative Risk Analysis ....................................................190
Figure 38: Quality cycle .........................................................................205
Fig. 39: Quality target .............................................................................206
Fig. 40: Quality process ..........................................................................209
Fig. 41: Ishikawa chart............................................................................209
Figure 42: Slump test ..............................................................................219
Figure 43: Air Content test ....................................................................219
Figure 44: Concrete Temperature test ....................................................219
Figure 45: Unit Weight test ....................................................................220
Figure 43: Compressive-Strength Test ...................................................220
X
List of tables :
Table 1: Coordinates of place .....................................................................4

Table 2 : Comparison between FIDIC Books ..........................................49
Table 3: Performance and productivity ....................................................84
Table 4: National holidays ........................................................................97
Table 5: Movable holidays .......................................................................98
Table 6: Plain concrete ...........................................................................143
Table 7: reinforced concrete for raft slab ...............................................144
Table 8: reinforced concrete for columns ...............................................145
Table 9: reinforced concrete for slab ......................................................146
Table 10: Brick works.............................................................................147
Table 11: Plaster works...........................................................................148
Table 12: Painting works ........................................................................149
Table 13: Ceramic works ........................................................................150
Table 14: Wood works ............................................................................151
Table 15: Cash flow Consideration ........................................................152
Table 16: Cash Flow Statement: .............................................................153
Table 17: Heat map .................................................................................179
Table 18: checklist of project risk ..........................................................183
Table 19: Qualitative Analysis .............................................................199
Table 20: Top Six Risks..........................................................................200
Table 21: Follow up frequency guide .....................................................217
Table 22: Tests frequency guide: ............................................................218
XI
Glossary:
GOE Government of Egypt

O&G obstetrics and Gynecology
MOHP Ministry of Health and Population
EGYCO EL NASR BUILDING
&CONSTRUCTION COMPANY
WBS Work Break down Structure

BOQ Bill Of Quantities
OBS Organaization Break down Structure
BOT Build, operation and transfer of

ownership
BOOT Build, Ownership, Operate and
Transfer
BOO Build, Ownership, operate
PPP Public - Private Partnership
FIDIC Federation International Des
Ingenious Conseils
CPM Critical Path Method
SWOT Strengths,Weaknesses,Opportunities
And Threats
T Threat
O Opportunities
QC Quality Control
QA Quality Assurace
M3 Cubic metre
M2 square meter
T Ton
XII
MoHP Ministry of Health and Population
XIII
PROJECT
DESCRIPTION
“Chapter“
1
Chapter 1 Project Description Graduation project
1.1 Objective of Project
Figure 1: Obstetrics and Gynecology Hospital
The healthcare sector is one of the most important dimension be

considered by the Government of Egypt (GOE). The healthcare sector
generally divided into two main categories; Public, and Private sectors.
The first one includes all healthcare facilities (HCFs) belonging to the
Ministry of Health and Population (MOHP), University hospitals, Health
Insurance hospitals, Police Hospitals, …. etc.). Children, Obstetrics and
Gynecology services are one of the most paid attention healthcare service
in the whole medical system.
2
Provision of the healthcare services in Minia Governorate is demonstrated

through a total of 1788 beds. Minia University entirely contributes in the
services by around 850 beds within 4 hospitals. The obstetrics and
Gynecology (O&G) services are provided by the total of 375 beds; 162
beds are from MOHP HCFs, and the other 213 beds from Minia
University Hospital (Suzan Mubarak of O&G). The MOHP HCFs,
specially for O&G daily receive around 60 patients and carry out around
40 operations daily. Therefore, Minia University plays a vital role to
considerably contribute in providing and completing the services, in a
higher proportion, for the whole governorate people, which are admittedly
greater than the capacity of the MOHP HCFs. Since the needs of O&G
increase more and more year after year, increase of the beds and the HCFs
capacity are paid attention by the government. For that, Minia University
is planning to extent the existing O&G university hospital to assist in
accommodating such increase.
Hence, the project is an extension to the existing building of the obstetrics
and Gynecology Hospital located in the Minia University Campus.
3
1.2 General Location

The project location is Egypt, El Minia, on Egypt Aswan Agricultural
Road.
1.3 Coordinates of place.
Points North East

1 28°07'41.0" 30°44'21.3"
2 28°07'41.0" 30°44'20.3"
3 28°07'39.9" 30°44'21.9"
4 28°07'39.7" 30°44'20.6"
Table 1: Coordinates of place
Figure 2: Location of the project
4
Figure 3: satellite location of the project
5
1.4 Building components
Ground floor consists of:

 The area equal 800-meter square.
 The place to shop
 Reception.
 Places waiting for people.
 rooms for examination of patients.
 Nursery lounge.
 A rest room for doctors.
 Insulation room.
 Place for examination and observation.
 Room Horizons.
 Binoculars Room.
 Operations room.
 Locker rooms.
 Bathrooms.
6
Figure 4: Lay out for Ground floor
7
First floor consists of:

 The area equal 800-meter square.
 Can accommodate 40 beds.
 It has 2 isolation rooms.
 It has 2 rooms, which can accommodate to 9 beds.
 Contains 12 rooms for patients.
 Contains a resting place for nurses.
 Contains sterilization units.
 It has rooms equipped with refreshments.
 Contains medicine processing rooms.
 A contaminated task rooms.
 Doctor's office and detection room.
 Bathrooms.
Figure 5: Lay out for First floor
8
Figure 6: Lay out for second floor
9
Figure 7: Lay out for third and fourth floor
10
1.5 Landscape
Green spaces and places of sitting for people and places to walk sick.
1.6 Parking
Parking for Ambulances and private cars are available.
1.7 Contract Type

Construction and procurement contract in a form of unit price contract.
1.8 Budget
Total project cost is approx. (15,000,000.00)
1.9 Duration of the Project

The duration will be (16 month) from the date of the beginning of the
contract. From (1/1/2018 ) to (31/3/2019).
1.10 Built Area

About 800-meter square
11
1.11 Project Parties
Owner
(Minia University)
Project
Management
Company(Engineering
Administration Minia
University)
Design
Main Consultant
Consultant
Contractor (consultant Unit of
(consultant Unit of Faculty of Engineering
Faculty of Engineering (EGYCO) Minia University)
Minia University)
Figure 8 : Project Parties
12
References:
 MOHP (2015), statistical year book

 Google Earth
 Drawwings (DWF)
13
Chapter 2 scope of Project Graduation project
Scope of the Project

“Chapter 2”
14
Chapter 2 Scope of Project Graduation project
2.1 Definition
The Works to be executed under this Contract comprise of the

Execution Project, all in accordance and as shown in the contract
documents. The works are briefly as follows:
Project Is the obstetrics and gynecology hospital; Consists of ground
floor, and four upper floors.
2.2 Scope Management Consists of Six Process
1. Planning
2. Collect Requirements.
3. Define Scope.
4. Create WBS.
5. Validate Scope.
6. Control Scope.
2.3 Create WBS
2.3.1 Definition
Create WBS is the process of subdividing the whole project scope into
smaller, more manageable components.
2.3.2 The key benefit

It provides a structured vision of what has to be delivered.
15
2.3.3 WBS
 The WBS is a hierarchical Decomposition of the total scope of
project.
 The planned work is contained within the lowest level of WBS
components which are called Work Package.
 The Work Package is a level of Work where duration and cost can
be estimated and managed
 The WBS is created with the help of the Team and Appropriate
Stakeholders.
2.3.4 WBS Benefits
 Provides a basis for estimating resources, cost & time.

 Provides PROOFS of the needs for resources, fund and time.
 Helps identify risks.
 Facilities Communication between Project Team & Stakeholders.
 Help manage Stakeholders expectations about the deliverables.
2.3.5 WBS dictionary
The WBS dictionary is a document that provides detailed

Deliverable, activity, and scheduling information about each
Component in the WBS.
16
Preparation
Earth Work
Reinforced Concrete Work
Masonry Work
stages of MEP Work ( HVAC )

construction (Plumbing) (Electrical)
Roofing Work
Finishing Work
Testing & Trial Run
close
Figure 9: stages of construction
17
2.3.6 Case Study (WBS) for our project
(1) Site mobilization
 Taking site over.

 Making a report about the site description.
 Preparing the engineer caravans.
 Importing & fixing advertising board contains the project data.
 Installing the utilities.
(2) Survey
 It will be done using total station

 Making Bench Mark in the site
 Topographic Surveys:2D and 3D AutoCAD DWG
 Measured Building: 2DFloor, Roof Plans, Loft Plans, Sections and
Elevations in AutoCAD DWG and PDF format.
(3) Excavation Works

(a) Preparation:
Support and protect buildings, structures, utilities, adjacent to the Project
site, from damage caused by settlement.
(b) Excavation for structures

Excavate to indicated elevations and dimensions within a tolerance of
plus or minus 25 mm. Extend excavations a sufficient distance from
permanent structures for working space requirements. Do not disturb
bottom of excavation.
18
Excavate by hand to final grade just before placing concrete

Reinforcement or concrete.
Trim bottoms to required lines and grades to leave solid base to
Receive other work. Drilling depth 3 meters.
(4) Backfill
 Place and compact backfill in excavations promptly, but not before

completing all construction below, damp proofing, inspection and
testing underground utilities, removing concrete form work and
removing all trash and debris.
 Place soil materials in layers not more than 200 mm in loose depth
for material compacted by heavy compaction equipment, and not
more than 100 mm in loose depth for material compacted by hand
operated tampers.
 Place soil materials evenly on all sides of structures to required
elevations, and uniformly along the full length of each structure.
 The landfill will be a dustbin provided for in the contract.
(5) Concrete Works

(a) Plain Concrete:
After completion of excavation works to required levels and damping

&compaction of foundation soil & tests, the PC foundations works shall
be start. Concrete shall be manufactured in quantities and specifications
provided for in the contract.
19
(b) Reinforced Concrete
After completion of lean concrete RC foundations works shall start and its
Consisting of:
 Raft
 Columns
 Flat slab
(6) MEP
In MEP, major works are to be handled by Mechanical people because

of HVAC or air conditioning system and that has piping work for cold and
hot water, fabrication works for ducts, dampers and controllers, thermal /
cold insulation works, and erection of machines like chiller unit, air
handling units, grills, diffusers etc. Another important Mechanical works
are Drinking water, Drainage and Sewerage systems. Other Mechanical
works are Firefighting works that included piping, sprinklers and Pumps.
Electric works mainly included Electrical Power and Lighting but others
like Transformer substations, Emergency power, UPS / Central battery,
Voice / Data communication, TV, Security systems like CCTV
surveillance system, Access control System, Public address system,
Building management system (BMS), Fire alarm system, aircraft warning
lights, Traffic Barrier, Surge Protection system, and Lightning protection
system.
20
(7) Finishing Work
 Painting Work.
 Wooden work.
 Aluminum Work.
 Metal work.
Painting work: Paint is done on following surface of the building

(Interior wall, ceiling Exterior wall, Metal and Wooden surface).
Wooden work: We mostly use wood in building as (Door shutter, Door

frame).
Aluminum Work: Aluminum is mostly used in following parts of a

building (Window, Door and Curtain wall).
Metal work: The following item of a building we define as metal work in

our construction tutorial series (Window and Other things).
21
2.4 Organization structure
2.4.1 Introduction
A project organization is a structure that facilitates the coordination and
implementation of project activities.
Its main reason is to create an environment that fosters interactions among
the team members with minimum amount of disruptions, overlaps and
conflict. One of the important decisions of project management is the
form of organizational structure that will be used for the project. Each
project has its unique characteristics and the design of an organizational
structure should consider the organizational environment, the project
characteristics in which it will operate, and the level of authority the
project manager is given. A project structure can take on various forms
with each form having its own advantages and disadvantages. A properly
designed project organization is essential to project success.
The main objectives of the organization structure are to

1. Reduce uncertainty and confusion that typically occurs at the
Project initiation phase.
2. Define the relationships among members of the project
Management and the relationships with the external environment, i.e.
facilitate the interaction of people to achieve the project ultimate goals
within the specified constraints of scope, time, budget and quality.
3. Define the authority by means of a graphical illustration called
An organization charts.
22
2.4.2 Advantages of the used organization structure

1- Pure project (projectized) presents a simple structure which is
Easy to understand, implement and operate.
2- Promotes more effective communication between the project manager
and the team members.
3- With centralized authority, decisions are made quickly.
4- Increased project commitment and loyalty.
2.4.3 Disadvantages of the used organization structure

1- The most dangerous disadvantage of the pure or direct project
organization is the costly and inefficient use of personnel.
2- Duplication of resources.
3- Resources may not be needed as a full time for the entire length of the
project, increasing the need to manage short term contracts.
2.4.4 Roles and Responsibilities
a) Project Manager.
A project manager is a person who has the overall responsibility
for the successful initiation, planning, design, execution, monitoring,
controlling and closure of a project.
The role of the project manager encompasses many activities
Including:
 Planning and Defining Scope.

 Activity Planning and Sequencing.
 Resource Planning.
23
 Developing Schedules.
 Time and cost Estimating.
 Developing a Budget.
 Documentation.
 Creating Charts and Schedules.
 Risk Analysis.
 Managing Risks and Issues.
 Monitoring and Reporting Progress.
 Team Leadership.
 Strategic Influencing.
 Working with Vendors.
 Controlling Quality.
 Benefits Realization.
b) Deputy project manager:

 On-Site Project Management
 Project Coordination & Project Controls
 Job Cost Analysis
 Cost tracking for sequential costing
 Project Schedule Adherence
 Weekly OAC (Owner Architect Contractor) Meetings.
24
C) Project Secretary:
 Provide full secretarial and admin support to the project team and
department to ensure the smooth running of the department
operations.
 Maintain records of Engineers and assist in their movements.
 Take minutes of meeting and maintain records for the operations
and project team.
 Develop and maintain document control processes for the Efficient
management.
 Assist to check and verify staff claims and invoices for project
team.
d) Admin Department:
 Administer and monitor the financial system in order to
Ensure that the municipal finances are maintained in an
Accurate and timely manner.
 Assist with preparation of the budget.
 Implement financial policies and procedures.
f) MEP (Mechanical, Electrical & plumbing) Department:

 Conduct site inspections to ensure adherence to engineering
standards and specifications.
 Assist with MEP design and reviews of HVAC design.
 standards and specifications.
 Support construction contractor and provide MEP
engineering related support, review and coordination to
25
ensure that the quality expectation is properly met during

construction.
g) Technical Department:
 Preparation of the initial designs.

 Revise the shop drawings produced by the contractors.
 Checking the quantity surveying conducted by the
contractors.
h) Commercial Department:
 Support the PM in commercial negotiations

 Screening of project activities; facilitate robust decision
making.
 Ensure all project risks are managed, monitored and
mitigated.
 Provide timely, relevant and accurate information to manage the
business and provide strategic direction.
I) Finance and purchasing:
 Maintain and implement construction budget for each project.

 Negotiate pricing contracts with subcontractors and suppliers.
 Financial evaluation and analysis; owner of financial appraisal
model.
 Issue purchase orders for procurement and expedition of
materials and equipment for jobs
26
 Maintain relationships with subcontractors and suppliers.

 Research new materials for design and cost savings.
 Handle change order requests.
k) Quality Assurance and Quality Control Department:
 Perform all daily inspection and test of the scope and character
necessary to achieve the quality of construction required in the
drawings and specifications for all works under the contract
performed ON or OFF site.
 Cary out inspection and checking for all quality related procedures
in the site and ensures activity at site are as per approved method
statement and inspection test plan.
 Coordinate with the consultant’s representative and Site Uncharged
for inspection and meeting about quality problems including
closure of Non-Compliance Report.
L) Safety Department:
 Establishing safety plan.

 Establishing level of acceptable risk.
 Establishing safety performance goals.
 Allocating sufficient resources.
 Enforcing safety rules.
 Monitoring staff safety performance; and, conducting incident
investigations.
 Provide feedback to managers.
27
m) Planning and control:
 Plan and schedule the project by developing a project master

schedule in line with the proposal requirements through the
application of the primavera P6 software.
 Identify the project deliverables, milestones, and required tasks and
targets to determine the staffing requirements, and allotment of
available resources to various phases of the project through the
project measurement system.
 Implement the work schedule and monitor progress of the work for
timely execution of the project.
N) Construction Manager:
 Oversee and direct construction products from conception to

completion.
 Oversee all onsite and offsite constructions to monitor
Compliance with building and safety regulations.
 Review the work progress on daily basis.
 Negotiate terms of agreements, draft contracts and obtain
Permits and licenses.
 Analyze, manage and mitigate risks.
 Ensure quality construction standards and the use of proper
construction techniques.
28
2.4.5 Case Study (OBS) for our project
Project Manager
Quality Control
Admin financial
Engineer
Technical Office Construction Commercial Finance and

Planning MEP Engineer saftey Engineer
Engineer Manager Department purchasing
Document
Site engineer
department
Quality
Cost
Assurance
departement
Engineer
Time
Surveyor
department
Contract
Architecture
departmet
Figure 10: OBS
29
2.5 Contract and Tender management

2.6 Resources Management
2.7 Time Management
2.8 Cost Management
2.9 Execution Management
2.10 Risk Management
2.11 Field quality control Management
References:
PM BOOK
30
Chapter 3 Contracts and tenders Graduation project
Contracts and
tender Management
“Chapter 3”
31
Chapter 3 Contracts and tender Graduation project
3.1 Business Offering Methods
Business Offering Methods
Tenders Direct agreement
Local Target Price
International Negotiation
Figure 11: Business Offering Methods
3.1.1Direct agreement
3.1.1.1Target Price
 The contracting method shall be contracted between two parties
that do not have to follow one another administratively.
 The contractor shall provide a quotation for the performance of
the work of the first party and in the case of approval the offer
shall be Target Price.
 After accepting the offer, the first party shall order the execution
of the works.
32
3.1.1.2 Negotiation
Is to obtain an open price offer from the second party (the owner
or consultant) either in the form of a typical price list in the case of
monopolistic works or as a percentage of the value of the project
in the case of the consultant. These ratios are subject to negotiation
between the parties until the agreement is reached and the
contracts are concluded.
3.1.2Tender
3.1.2.1DEFINITION
 Tenders are a set of procedures under which bids are

obtained from closed competitors, representing a pledge
or a positive from each competitor, and related to the
implementation of a specific project whose documents are
submitted to set the subject of the contract at a previous
stage of the submission of such proposals sufficient to
study, Presented in the envelope.
 Tenders are subject to the principles of openness, equality
and freedom of competition.
33
3.1.2.2 Local Tender

Applicants are limited to local companies.
3.1.2.3 International Tender
Applicants are available to local or international companies.
3.1.2.4 TENDER DOCUMENTS
1. The tender documents are those stated below and should be read in
Conjunction with any addenda issued in accordance and submitted
substantially completed by the tender.
 Invitation for Tender.
 Information for tenders and form of security.
 General Conditions of Contract.
 Particular Conditions.
 Technical specifications.
 Letter of Tender, Appendices to tender sections.
 Measurements and payments.
 Bill of Quantities.
 Form of Contract (Agreement).
 Forms of Advance Payments and performance.
 drawing and schedule.
 General Requirements.
 Geo-technique Studies Report.
 Documentary Evidence that the tenderer is qualified.
34
2. The Priced Bill of Quantities by tenderer should be

completed by hand of the Original BOQ Stamped by the
Engineer, any other BOQ shall be considered nil and void.
3. The tenderer is expected to examine carefully the content of

tender Documents and his tender shall comply with all
requirements and Obligations as set out in the tender
document.
3.1.2.5 Clarification of tender Documents
 A tenderer requiring any Clarification of the tender Documents

shall request the Employer with a copy to the Engineer in writing
E-mail or Fax at the employer's address indicated in the invitation
to Tenderers.
 The Employer shall respond in writing to any request for
clarification which he receives not less than ( ) days to the deadline
for submission of Tenders.
 Last Response shall be issued by the employer ( ) days prior to the
deadline for submission of Tenders.
 Copies of the Employer's Response shall be forwarded.
simultaneously to the all invited Tenders without identified.
35
3.1.2.6 AMENDMENT OF TENDER DOCUMENTS
 At any time prior to the submission date of tenders the employer

may for any reason whether at his own initiative or in response to a
clarification request by a tenderer modify the tender by issuing an
addendum.
 No addendum shall be issued later than ( ) days prior to the
deadline for-submission-of-tenders.
 Any addendum issued shall be part of the tender Documents and
shall be communicated in writing or by fax or e-mail to all
purchases of the tender-documents.
3.1.2.7 Bill of Quantities
3.1.2.7.1 Definition
A bill of quantities (BOQ) is a document used in tendering in the
Construction industry in which material, parts and labor (and their costs)
are itemized. It also (ideally) details the terms and conditions of the
construction or repair contract and itemizes all work to enable a contractor
to price the work. Bills of quantities are prepared by quantity surveyors
and building estimators.
3.1.2.7.2 Standards for bills of quantities
It is very important that bills of quantities are prepared according to a

standard, widely recognized methodology. This helps avoid any
ambiguities or misunderstandings and so helps avoid disputes arising
through different interpretations of what has been priced.
36
3.1.2.7.3 Preparing bills of quantities
Bills of quantities can be prepared elementally or in works packages, by a

process of 'taking off which involves identifying elements of construction
works that can be measured and priced.
Bills of quantities are most useful to the contractor when they are
prepared in work sections that reflect likely sub-contract packages.
This makes it easier for the contractor to obtain prices from sub-
contractors and is more likely to result in an accurate and competitive
price.
The bill of quantities should identify the different kinds of work required
but should not specify them as this can lead to confusion between
information in the bill of quantities and information in the specification
itself.
3.1.2.7.4 Kinds of bills of quantities
Quantity takes off: It is being done by the representatives of the owner,

the quantities are approximate and is one of the Contract Documents.
Quantity working off: It is being done by the contractor, those quantities
are already used in the work so the quantities are accurate.
37
3.2 Contract
3.2.1 Definition
A contract is an agreement between two parties or more to create a legal
obligation, it means these conditions (general, special), specification, the
drawings, the bill of quantities, the tender, the letter of acceptance and
other documents.
3.2.2 Selecting of contract

There are many types of contract can be selected by government and
contractor to provide flexibility in communication between the client and
the contractor.
3.2.3 contract types

 Unit price contract (Price- Adjustment contract).
 Lump sum contract (Fixed price contract).
 Ceiling value contract.
 Cost plus contract.
 Target Cost Contract.
 Design and construct, contracts.
 BOT contract.
 BOOT contract.
 BOO contract.
 PPP contract.
38
3.2.3.1 Unit price contract

This type of contract built on the price of units, that determined by the
contractor, based on tables of bill of quantities that bills from architectural
and structural drawings.
The contractor or his representative, based on the volume of work

mentioned in the bill of quantities for each item and after determining the
appropriate method of implementation, shall identify the crews which
consist of labor and equipment, as well as the quantities of raw materials
required for the implementation of these items.
The direct cost of the item can therefore be calculated.

The cost of resources required from workers, materials and equipment,
and then estimated indirect cost and management: site management,
public administration, guarantee, risk, profit, as a proportion of the direct
cost, to be added, the total cost of the item is obtained at any item price.
The percentage by which the quantities carried out can be adjusted by an

increase or decrease from those listed in the quantities list by (25%).
Advantage of Unit price contracts:
 The owner can take small of the risk through work.

 The contractor does not have to measure the work to make a bid.
 The work can be measured without too much time or expense.
 Easy for contract selection.
 Fair basis for competition.
39
 This type of contract can be used even if the designs are not
complete unlike the total price contract.
 The owner is allowed to make some changes in some items over or
over during the implementation phase.
Disadvantage of Unit price contracts:
 It is possible there is a serious inaccurate in the quantities of the

work than expected.
 The expense to the owner may be both unexpected and high.
 The final cost of the project is not specified and cannot be known
before the completion of the execution. The material is calculated
between the owner and the contractor on the unit price basis and the
amount of work is subject to change.
 Staff needed to measure the finished quantities and repent on the
unit not completed.
3.2.3.2 Lump sum contract
In this type of contract, a single ‘lump sum’ price for all of the works is
agreed before the works begin. Lump sum contracts apportion more risk
to the contractor than some other forms of contract. A lot of client prefer
that type of contract because there is no risk on the client.
Is one of the types of contracts that have been contracted at the same time.
I have noted that the agreed amount of the Contractor holds any risks to
the project during its execution, and the Owner shall not bear any
participation in bearing.
40
and any requirements for the project before starting to prepare Bills,
Costing The use of the total price contract requires the total cost to be
determined with high precision before contracting, which necessitates the
complete completion of all drawings, designs, specifications and
Contracting.
Advantage of Lump sum contract:
 The owner he can examine the bids and select one within his
budget.
 Control expenditure in this kind contract.
 The details of design and the work must be settled before calling for
bids.
 Provides the contractor with a very large incentive to provide any
funds.
 All designs, drawings and specifications are required.
Disadvantage of Lump sum contract:
 Contract cannot be made until all the documents are prepared. The
contractor takes most of the risk of financial loss because he
commits himself to do work for the sum.
 Stability of the overall supply of the project.
 Contractor shall bear all risks to which the Project may be exposed.
41
3.2.3.3 Ceiling value contract
This type of contract is close to the contract concluded on the basis of

(lump sum) with a fundamental difference is that the contractor's
entitlement to the value on which the contract was concluded is not
necessarily required - regardless of the change between the quantities
measured and the quantities actually implemented but the total fee here
represents a ceiling for the price should not Beyond its contract values.
3.2.3.4 Cost plus contract
In this type of contract, the landlord and the contractor agree on the basis
of the contractor's required work, in return for the recovery of any
expenses incurred in addition to the contractor's ratio for management and
profit. This percentage may be replaced by a fixed amount, or may be
combined, in the sense that the contractor receives a fixed amount agreed
upon in addition to a proportion of the expenses, preferably the use of this
type of contracts in the following cases:
 In the case of projects that are subject to change in the amount of
work carried out during the implementation, that is, the workload in
the project is not currently fully defined, and the owner wants to
start the implementation, save time.
 In the case of projects which require the commencement of the
implementation work as soon as possible without waiting for
studies and designs, such as:
42
maintenance work, or completion of work stopped for any reason

and should begin to complete as soon as possible.
 In case the owner wishes to participate in the project management

and control himself, as the payment of direct expenses will provide
him with access to all accounts and work rates and exchange
system.
Advantage of Cost plus contract:
 The start of implementation works even before the completion of

the design works, since the cost estimate does not depend on the
contract.
 The owner's participation in the project management and follow-up,
where he can see the expenses, and be fully aware of the amounts
given to the contractor.
 Giving the owner high flexibility in making any changes to the

project's terms or requirements.
Disadvantage of Cost plus contract:
Absence of any incentive to the contractor to raise the efficiency of work,

and thus saving in expenses, and perhaps even the opposite, as it is
beneficial for the contractor to increase expenses because it increases the
amounts it takes.
43
3.2.3.5 Target Cost Contract
In this type of contract, the owner and the contractor agree on the basis of
the contractor's execution of the project and the responsibility of the
owner of the expenses, in addition to the proportion of these expenses
paid to the contractor for his work and management for implementation,
and to this extent is quite similar to the cost contract plus proportion, but
in the target cost contract A basic condition of the contract is the
Contractor's participation in the carrying of part of any expenses in excess
of the final cost of the project, called the target cos.
3.2.3.6 Design and construct, contracts
A contract in which both activities (design and implementation) are

assigned to the contractor. Without giving the design a separate contract to
the consulting office. This matter is in two stages: the first opens the
technical envelope containing the design and decided to enter the second
stage is the establishment of the project and its financial cost.
This type of contract has evolved into the design and implementation of
civil works, the supply and installation of equipment and the initial
operation of the project and the training of workers on machines and
maintenance in what is known as (turn key contracts).
44
3.2.3.7 BOT contract

Build, operation and transfer of ownership: A private investor shall be
taken into account after being licensed by the State or the competent
governmental authority to construct and construct any of the infrastructure
projects from his own resources.
The project shall be operated and managed after the completion of a

certain concession, usually between 30 and 40 years. So that it will
receive the costs incurred by it in addition to the profits through the
revenues and fees paid by users of this project and after the end of the
concession period is transferred to the project elements to the state and
then the system BOT means the mechanism of financing the establishment
of infrastructure in a community away from Moore D State.
Advantage of BOT contract:
 Benefiting from the technical expertise in managing the operation

of projects, especially with regard to the transfer of technology and
the training of workers in the latest management sciences, thus
contributing to the establishment of a base of administrative
expertise.
 Enhancing productive efficiency in the operation of infrastructure
projects using the latest technical means.
 Provision of funds for construction that the government had to
provide.
45
 The risk of execution to the project implementers, which is

supposed to be good management and implementation at the lowest
cost of investment while ensuring good performance.
Disadvantage of BOT contract:
 Excessive investors in estimating the cost of investment projects

and the aim of imposing high prices on the users of projects after
completion.
 The operation of some projects may cause damage to environmental
conditions and this requires that governments develop
environmental balance requirements as a condition of granting
concessions.
 Some investors may resort to using outdated equipment or
relatively late technology, which may not provide the technical
aspects needed to create new cadres able to absorb and transfer
technical innovations.
 Some investors, under the banner of non-interference, are reluctant
to abide by workers' rights of insurance, insurance and health
insurance.
 The possibility of neglecting investors in the maintenance of
projects as soon as the expiration period of the concession period to
take the necessary procedures in the contract.
46
3.2.3.8 BOOT contract

Build, Ownership, Operate and Transfer: This contract is different
from the other(BOT) that the obligor has the right to own the project for a
limited period to be able to borrow by guarantee ownership.
In this contract, the determination of public service conditions will be
transferred to the contractor, which will undoubtedly create unequal
positions among those who serve the same service, in accordance with the
purely profitable purposes of private enterprise activities, which often
exceed the requirements of public benefit.
One of its disadvantages is that it does not retain the authority to regulate
the facility to the contracting authority.
3.2.3.9 BOO contract

Build, Ownership, operate: This contract means the construction and
ownership of the project obligor during the term of the contract and the
right to operate during the said period. These contracts are concluded
between the administration and the investor or a group of investors with
the aim of establishing the project and its ownership and ownership by the
contracting company, which also supervises the operation during the
contract period of the projects will be transferred to public ownership such
as (BOT) and (BOOT) contracts. However, after the expiry of the contract
period, the contract will be renewed or terminated due to the expiry of the
life of the project or the assets of the project may be transferred to the
State but not free of charge as in the (BOT) contract, Ownership of
ownership shares after evaluation of the entire project, where the
contracting authority is then entitled to contract with others to manage the
project itself.
47
3.2.3.10 PPP contract

Public - Private Partnership: The PPP system is based on co-financing
between the private sector and the government sector to implement
infrastructure projects. The private sector has the right to manage the
project after its completion for a long period of time. The facility is then
returned to the government once the investor's objectives have been met.
Advantage of PPP contract:
 The distribution of risks arising from the establishment of projects

between more than one party are the parties to the partnership.
 The availability of private sector capital and the knowledge and
experience of project management, which is a crucial element of
time and the reduction of the time required to implement it and thus
improve the position of the public administration.
 Partnership can promote competition and innovation.
 Opens an economic space to enter not only large but also small and
medium enterprises into markets that have been excluded or
unstable.
Disadvantage of PPP contract:
 Loss of control by the government to work.

 Increased costs.
 Political risk.
 Production does not conform to specifications and standards.
48
3.2.4 FIDIC
An international federation of consulting engineers, founded in 1913 with
its headquarters location Lausanne Switzerland, to make it easy to do a
contract at win-win situation.
3.2.4.1 Types of FIDIC

1. RED Book.
2. YELLOW Book.
.
4. GREEN Book.
3.2.4.2 Comparison between FIDIC Books

Red Book Yellow Book Green Book
Major Building or Mechanical and Turn key basis of Simple projects
Engineering Electrical process
projects in plant, Design and or power plant
general execution of
building or
engineering
projects
Employer designs Contractor designs Contractor designs Design by either
party
Engineer, working Engineer, working Employer may Employer may
for for appoint a appoint a
employer employer representative representative
Administration of Administration of Administration of Administration of
contract contract contract contract
by engineer by engineer by employer’s by employer’s
representatives representatives
Favoring Favoring Favoring Favoring
contractor in contractor in contractor in contractor in
terms of risk terms of risk terms of risk terms of risk
allocation allocation allocation allocation
Table 2 : Comparison between FIDIC Books
49
References:
 Wikipedia
 http://www.abahe.co.uk/encyclopedia-project-
management-enc/71061-types-of-contracts.html
 ‫المؤسسة العامة للتعليم الفني والتدريب المهني‬
 ‫المنتدي العربي الدارة الموار د البشرية‬
 ‫ رياض الفرس قسم االقتصاد – مركز التميز في اإلدارة جامعة‬/ ‫الدكتور‬
‫الكويت‬
 INTARNATIONAL REVIEW OF LAW
 Eng.Shahab Ismail
50
Chapter 4 Body of contract Graduation project
Body Of Contract
“Chapter 4”
51
‫‪Chapter 4‬‬ ‫‪Body of contract‬‬ ‫‪Graduation project‬‬
‫عقد تنفيذ‬
‫مبنى التوسعه لمستشفى سوزان للنساء والتوليد بجامعة المنيا‬
‫بين‬
‫جــــامعة المنيا‬ ‫و‬ ‫شركة( شركة النصر‬
‫للمباني واالنشاءات)‬
‫‪52‬‬
‫‪Chapter 4‬‬ ‫‪Contract of body‬‬ ‫‪Graduation project‬‬
‫انه في يوم (‪ )...........‬الموافق يوم (‪ .)...........‬ابرمت هذه االتفاقيه بين كال من ‪:‬‬
‫(‪ )1‬جامعة المنيا‬
‫ومقرها جامعة المنيا ( طريق مصر‪ -‬اسوان الزراعي) بمحافظة المنيا‬
‫ويمثلها قانوناالسيد االستاذ الدكتور جمال الدين أبو المجد بصفته رئيس الجامعة‬
‫(والمشار له فيما بعد بالمالك) ‪.‬‬
‫طرف أول‬
‫(‪ )2‬شركة (‪. )............................‬‬

‫ومقرها(‪. ).........................................................‬‬
‫ويمثلها قانونا السيد ( ‪ )...............................‬والمشار اليه فيما بعد بالمقاول‪.‬‬
‫طرف ثاني‬
‫‪53‬‬
‫بنود العقد‪:‬‬
‫‪ )1‬جامعة المنيا ( والمشار اليها فيما بعد بالمالك أو رب العمل) ترغب في‬
‫خدمات المقاول في أعمال تنفيذ المشروع بناءا هذا على التعاقد المبرم‬
‫بينهم‪ ،‬وشروط العطاء ‪.‬‬
‫‪ )2‬يعتبر التمهــيد السابق والشروط والمواصفات الفنية وكافة االوراق‬

‫والمكاتبات بين الطرفين جزء ال يتجزا من هذا العقد ومكمال له ‪.‬‬
‫‪ )3‬كلمة المشروع والتي يشار اليها في سياق وخالل هذا العقد يقصد بها‬
‫المشروع موضوع العقد وهو مشروع تنفيذ أعمال المباني كاملة التشطيب‬
‫لجزء التوسعه لمبنى مستشفى سوزان بجامعة المنيا ‪.‬‬
‫‪ )4‬اتفق الطرفان األول و الثاني على أن تعتبر المستندات التالية وتقرأ وتفسر‬
‫كجزء ال يتجزأ من هذه االتفاقية ‪:‬‬
‫‪ .i‬شروط العقد‬
‫‪ .ii‬ملحقات العقد‬
‫‪ .iii‬مقترحات اإلستشاري‬
‫‪ .iv‬المواصفات المصرية للتصميمات االنشائية‬
‫‪ .v‬خطاب القبول واسناد االعمال من رب العمل (المالك) الى الطرف‬
‫الثاني (المقاول)‪.‬‬
‫‪54‬‬
‫‪ .vi‬مستندات العطاء الخاصة بالمشروع وجميع المخاطبات‬

‫وااليضاحات والملحقات ذات الصلة بين الطرفين الثاني (المقاول)‬
‫واألول (المالك)‬
‫‪ .vii‬قائمة االسعار والكميات المقدمة من المقاول‬
‫‪ .viii‬البرنامج الزمني للمشروع‬
‫‪ )5‬يلتزم الطرف الثاني بتنفيذ اية تعليمات او قرارات من الطرف األول تخص‬
‫جزء او كل من االعمال التي تتعلق بنطاق المشروع ‪.‬‬
‫‪ )6‬يلتزم الطرف االول للطرف األول بتسليم برنامج زمني للمشروع مفصل‬
‫لالنشطة والموارد قبل البداية في االعمال ويعتبر ذلك من مستندات العقد‪،‬‬
‫مع مراعاة ارتباط االنشطة بطريقة صحيحة وذات تسلسل منطقى متوافق‬
‫مع طبيعة االعمال ‪ .‬على ان يقوم المقاول بتقديم برنامجا معدال وقتما يصير‬
‫البرنامج السابق غير متفق مع التقدم الفعلى لالعمال او مع التزامات‬
‫المقاول‪ .‬وعلى المقاول أن يخطر الطرف األول فورا بأي احداث او‬
‫ظروف محددة محتملة في المستقبل قد تؤثر سلبا على االعمال او تزيد قيمة‬
‫العقد او تؤخر تنفيذ االعمال ‪.‬‬
‫‪ )7‬يلتزم الطرف الثاني بعمل اية اختبارات خاصة بنطاق اعمال المشروع‬
‫يطلبها الطرف األول لضمان جودة وسالمة اتمام هذه االعمال طبقا‬
‫للشروط والمواصفات‪.‬‬
‫‪55‬‬
‫‪ )8‬يتشارك الطرفان المسئولية كاملة بكل مايخص تحديد وادارة المخاطر‬

‫والعوامل الغير محددة وعمل خطة للطوارئ للعوامل المحتملة الحدوث‬
‫المعلومة والغير معلومة والتي ممكن ان تتسبب بالضرر في تنفيذ المشروع‬
‫لجميع مراحل المشروع وحتى تسليمه واالنتهاء منه‪.‬‬
‫‪ )9‬يتحمل الطرف الثاني المسئولية كاملة ومنفردا بكل مايخص تحديد ووضع‬
‫خطة السالمة المهنية والصحة واالشتراطات البيئية لالشخاص واالفراد‬
‫والعاملين بالمشروع وادارتها وتنفيذها على جميع مراحل المشروع وكل من‬
‫له صلة مع انشطة المشروع المختلفة والمعدات واالدوات والخامات الالزمة‬
‫لتنفيذ هذه االنشطة وايضا ضمان سالمة جميع االشخاص واالفراد والعاملين‬
‫بالمشروع من اي ضرر من البيئة المحيطة بالمشروع ‪.‬‬
‫‪ )11‬يلتزم المقاول (الطرف الثاني) بما هو اتي‪:‬‬

‫مراجعة كافة الرسومات والمستندات للمشروع واخطار الطرف األول‬ ‫‪.I‬‬
‫رسميا حال وجود أي خطأ أو عدم تطابق أو غموض في هذه المستندات‪.‬‬
‫تنسيق مايجري تنفيذه من أعمال بواسطة مقاولي الباطن او الموردين‪.‬‬ ‫‪.II‬‬
‫تقديم تقرير شهري للطرف األول عن ما تم انجازه من اعمال وما لم يتم‬ ‫‪.III‬‬
‫وتحليل المعوقات وما سوف يتم تنفيذه في الشهر التالي مدعوما ببرنامج‬
‫زمني معدل طبقا لنسب االنجاز وصورا فوتوغرافية تبين موقف تقدم‬
‫االعمال في الموقع‪ .‬على ان يغطى التقرير االول الفترة حتى نهاية‬
‫الشهر التقويمي االول الذي يلي تاريخ البدء‪.‬‬
‫‪56‬‬
‫وتقدم التقارير بعد ذلك شهريا كل منها خالل ‪ 7‬ايام من اخر يوم في الفترة‬
‫التي يختص بها ويستمر تقديم التقارير حتى يتم المقاول جميع االعمال‬
‫التي يكون معروفا انها ناقصة في تاريخ االتمام المحدد في شهادة تسلم‬
‫االعمال‪.‬‬
‫اجراء االختبارات على المواد الموردة واالعمال المنفذة طبقا‬ ‫‪.IV‬‬

‫لالشتراطات والمواصفات او ما يطلبه الطرف األول‪.‬‬
‫تقديم تقرير موثق ومعتمد بأصول نتائج االختبارات للطرف األول الي‬ ‫‪.V‬‬
‫اختبار مطلوب‪.‬‬
‫ازالة االعمال او المواد التي يرى الطرف األول انها غير مطابقة‬ ‫‪.VI‬‬
‫للمواصفات او عدم جودتها‪ ،‬واستبدالها باخرى جيدة ومطابقة‬
‫للمواصفات‪.‬‬
‫اتخاذ كافة التدابير واالحتياطات الالزمة اثناء تنفيذ االعمال لضمان‬ ‫‪.VII‬‬
‫سالمة ممتلكات الغير وكذلك سالمة التنفيذ وسالمة التشوينات‪.‬‬
‫توفير جميع الموارد الالزمة للمشروع في المواعيد المحددة بالبرنامج‬ ‫‪.VIII‬‬

‫الزمني للمشروع واية موارد مالية او بشرية او معدات تلزم لتنفيذ‬
‫االعمال طبقا للمواصفات واالشتراطات‪.‬‬
‫‪57‬‬
‫تقديم االالت ومستنداته المحدد بالعقد وجميع اشخاصه والبضائع‬ ‫‪.IX‬‬

‫والخدمات والمستهلكات واالشياء االخرى سواءا كانت ذات طبيعة مؤقتة‬
‫او دائمة مطلوبة في والجل التنفيذ واتمام االعمال واصالح العيوب ‪.‬‬
‫تأمين أعمال حراسة الموقع لحين اتمام االعمال وتسليمها واعتمادها من‬ ‫‪.X‬‬
‫الطرف الثاني ‪.‬‬
‫القيام على الفور باصالح اية عيوب او مالحظات من الطرف األول‬ ‫‪.XI‬‬
‫اثناء التنفيذ او بمحاضر االستالم االبتدائي او خالل فترة الضمان‬
‫التعاقدية ‪.‬‬
‫التوقيع على شهادة او محضر التسليم االبتدائي‪.‬‬ ‫‪.XII‬‬
‫اخالء الموقع وتسليمه نظيفا واعادة الشئ ألصله فور التسليم االبتدائي‬ ‫‪.XIII‬‬
‫لالعمال فيما عدا ما يحتاجه من الوفاء بالتزاماته خالل فترة الضمان‬
‫التعاقدية ‪.‬‬
‫تنفيذ وتطبيق جميع االلتزامات الواردة في العقد‪.‬‬ ‫‪.XIV‬‬
‫‪ )11‬يلتزم المقاول ( الطرف الثاني ) بتقديم جميع االخطارات ودفع جميع‬

‫الضرائب والرسوم واالجور والحصول على جميع التصاريح والتراخيص‬
‫والتصديقات التي تتطلبها القوانين فيما يتعلق بالتنفيذ واتمام االعمال ‪.‬‬
‫‪58‬‬
‫‪ )12‬يلتزم المقاول (الطرف الثاني) بتوقيع االعمال بالنسبة الى نقط االساس‬
‫والمحاور والمناسيب المرجعية (الروبيرات المساحية) المحددة في اللوحات‬
‫او التي يتم اخطاره بها من قبل اإلستشاري ويكون المالك (الطرف االول)‬
‫مسئوال عن التحديد الصحيح لجميع اجزاء االعمال وعليه ان يصحح اي‬
‫خطا في المواضع او المناسيب او االبعاد او تخطيط محاور االعمال او ما‬
‫يماثلها قبل البدء في التنفيذ‪.‬‬
‫‪ )13‬يلتزم المقاول بانشاء نظاما لتوكيد وضمان والتحكم في الجودة الظهار‬

‫االمتثال لمتطلبات العقد ويجب ان يكون هذا النظام وفقا للتفصيالت‬
‫المنصوص عليها في العقد ويكون للمالك (الطرف األول) الحق في مراجعة‬
‫اي مجال من هذا النظام‪ .‬ولن يعف امتثال المقاول لنظام توكيد الجودة من‬
‫واجباته او التزاماته او مسئولياته بموجب هذا العقد‪.‬‬
‫‪ )14‬يلتزم المقاول باالمتثال للتعليمات الصادرة من اإلستشاري او مساعده‬

‫المفوض او المهندس المقيم الممثل له في اي امر يتعلق بالعقد‪ .‬ويجب ان‬
‫تكون التعليمات كتابة كلما كان ذلك ممكنا عمليا‪.‬‬
‫‪ )15‬يكون المقاول (الطرف الثاني) مسئوال عن جميع معداته‪.‬‬
‫‪ )16‬يتعهد الطرف الثاني بانهاء جميع االعمال الخاصة بالمشروع في فترة ال‬
‫تزيد (‪)...................‬من تاريخ استالم الموقع ‪.‬‬
‫‪59‬‬
‫‪ )17‬الطرف األول مسئول مسئولية كاملة عن صحة أيه إجراءات قانونية تتعلق‬
‫بالمشروع فيما يخص التراخيص أو الموافقات أو التصاريح الصادرة من‬
‫جهات حكومية وغير حكومية او ماشابهه‪.‬‬
‫‪ )18‬يسمح لإلستشاري بما هو اتي‪:‬‬
‫التأكد من إتمام جميع األعمال الخاصة بالمشروع موضوع العقد طبقا ً ألصول الصناعة‬
‫والمواصفات المصرية واالشتراطات واإلشراف على االختبارات الالزمة إلتمام هذه‬
‫األعمال‪.‬‬
‫‪ .I‬اإلشراف والرقابة على المشروع طوال مدة تنفيذ المشروع ‪.‬‬
‫‪ .II‬إخطار رب العمل عن أية أعمال تتم مخالفة للمواصفات والشروط‬
‫الفنية ‪.‬‬
‫‪ .III‬مراجعة االستفسارات المقدمة من المقاول والخاصة ببنود االعمال والرد‬
‫عليها‬
‫‪ .IV‬التحقق من مراعاة متطلبات المواصفات الفنية العامة واالشتراطات‬
‫الخاصة وكودات التشييد السارية ‪.‬‬
‫‪ .V‬الحضور والمشاركة في االجتماعات الخاصة بالمشروع ‪.‬‬
‫‪ .VI‬الفحص الفني واستالم االعمال ‪.‬‬
‫‪ .VII‬اخطار الطرف الثاني في حالة ظهور عيوب فنية باالعمال خالل مراحل‬
‫تنفيذ االعمال‪.‬‬
‫‪ .VIII‬تسلم االعمال موضوع العقد متى اصبحت مطابقى لشروط العقد‪.‬‬
‫‪ .IX‬التوقيع على شهادة او محضر االستالم االبتدائي‬
‫‪ .X‬اعتماد محضر التسليم النهائي للمشروع‬
‫‪60‬‬
‫‪ .XI‬مراجعة المستخلصات التي تتم عملها بمعرفة الطرف الثاني واعتمادها‬

‫بعد استكمال جميع المراجعات الفنية‪.‬‬
‫‪ .XII‬وفي حالة وجود اي تعارض او اختالف بين المستندات يقوم اإلستشاري‬
‫باصدار االيضاحات والتعليمات الالزمة ‪.‬‬
‫‪ .XIII‬أداء الخدمة موضوع هذا العقد حتى يتم االنتهاء من المشروع‪.‬‬
‫‪ )19‬يجوز لالستشاري بأن يصدر تعليمات الى المقاول (الطرف الثاني) بان‬
‫يعيد تنفيذ اي عمل يكون غير مطابق للعقد بعد الرجوع الى المالك ‪.‬‬
‫‪ )21‬يتحمل رب العمل نتائج الحرب واالعمال العدائية أو الثورات أو الحروب‬

‫األهلية‪.‬‬
‫‪ )21‬في حالة توقف العمل بأمر من رب العمل (الطرف االول) لظروف سببها‬
‫رب العمل ‪ ،‬يتم تعويض الطرف الثاني بنسبة (‪).......‬من تكلفة المشروع‬
‫اذا ذادت مدة التوقف عن (‪.)...............‬‬
‫‪ )22‬يقاس ويعرف كامل الشهر الميالدي حسب الجدول الزمني المتفق عليه ‪.‬‬
‫‪ )23‬يتحمل رب العمل األضرار أو الخسارة الراجعه الى الخطاء في‬

‫التصميمات وتقدير الكميات المنفذه‪.‬‬
‫‪ )24‬يتحمل رب العمل أضرارنتائج أي فعل لقوى الطبيعة‪.‬‬
‫‪61‬‬
‫‪ )25‬عند حدوث تحريك ألسعارالمواد والخامات أو زيادة معدالت التضخم أو‬

‫زيادة الضرائب فيجب على الطرفان الوصول الى حل متفق عليه لتفادي‬
‫األضرار الناجمه عن ذلك‪.‬‬
‫‪ )26‬على الطرف األول ان يصدر شهادة التسلم الى الطرف الثاني محددا‬
‫التاريخ التي انجزت فيه االعمال بموجب العقد باستثناء اية اعمال ثانوية لم‬
‫تكتمل وعيوب ال تؤثر بشكل جوهري على استخدام االعمال أو للغرض‬
‫الذي نفذت من اجله‪ ،‬أو يرفض الطلب مبينا االسباب ومحددا العمل‬
‫المطلوب قيام المقاول بانجازه حتى يمكن اصدار شهادة التسلم‪ ،‬وعلى‬
‫المقاول (الطرف الثاني ) عندئذ اتمام هذا العمل قبل التقدم باخطار‪.‬‬
‫‪ )27‬اذا اخفق اإلستشاري (ممثل المالك) في ان يصدر شهادة التسلم او في‬

‫رفض طلب المقاول خالل مدة الـ (‪ ، )....‬واذا كانت االعمال مطابقة‬
‫جوهريا للعقد فيجب اعتبار شهادة التسلم وكانها قد تم اصدارها بالفعل في‬
‫اخر يوم من هذه المدة‪.‬‬
‫‪ )28‬يجب أن تكون المدة مابين قياس جزء من األعمال والجزء التالي بعده‬
‫التزيد عن (‪.).....‬‬
‫‪62‬‬
‫‪ )29‬يجب ان يتم قياس االعمال وتقييمها بغرض الدفع وعليه كلما طلب‬
‫اإلستشاري (ممثل المالك) ان يتم قياس اي جزء من االعمال فيجب توجيه‬
‫اخطار معقول الى المقاول او من يمثله وذلك للحضور او ارسال من يمثله‬
‫ويكون مؤهال لمساعدة الطرف األول في اعمال القياس وتقديم اي تفاصيل‬
‫تطلب من قبل اإلستشاري‪.‬‬
‫‪ )31‬اذا اخفق المقاول (الطرف الثاني) في أن يحضر أو يرسل ممثال‪ ،‬فإن‬

‫القياس الذي قام به اإلستشاري او تم نيابة عنه يجب قبوله على انه دقيق‪.‬‬
‫‪ )31‬مالم ينص على خالف ذلك في العقد‪ ،‬يجب ان يتم القياس للكميات الصافية‬
‫الفعلية لكل بند من االعمال الدائمة ويجب ان تكون طريقة القياس وفقا‬
‫لجداول الكميات او جداول اخرى مناسبة‪.‬‬
‫‪ )32‬يجوز للمقاول (الطرف الثاني)‪ ،‬في أي وقت‪ ،‬أن يقدم الى المالك (الطرف‬
‫االول) اقتراحا مكتوبا على نفقته يرى انه اذا تم اتباعه يساعد على التعجيل‬
‫باالتمام او غير ذلك يحقق منفعة لرب العمل‪.‬‬
‫‪ )33‬كل أمر بتنفيذ تغيير مدفوع تكلفته ‪ ،‬يجب أن يصدر من المالك اومن يمثله‬
‫(الطرف االول) الى الطرف الثاني (المقاول) الذي عليه ان يقر بتسلمه‬
‫اورفضه‪.‬‬
‫‪63‬‬
‫‪ )34‬جميع االشياء ذات القيمة او االهمية االثرية او المنشات وغيرها من البقايا‬

‫اواالشياء ذات االهمية الجيولوجية او االثرية تكتشف في الموقع يجب‬
‫وضعها تحت رعاية وتصرف المالك ولكن دون ضرر للمقاول من حيث‬
‫تاخرالجدول الزمني او اي تكلفة اضافيه ويعوض المقاول من قبل المالك‪.‬‬
‫‪ )35‬يجب ان يلتزم المقاول ( الطرف الثاني) بعدم انجاز اي عمل في الموقع في‬
‫ايام العطالت المتعارف عليها مالم ينص عليه في الجدول الزمني ‪.‬‬
‫‪ )36‬يلتزم المالك بموجب هذه االتفاقية على ان يدفع للمقاول او من يمثله المبالغ‬
‫التي تصير واجبة السداد بموجب احكام االتفاقية في االوقات وبالطريقة‬
‫المبينة باالتفاقية‪ ،‬على ان يتم سداد هذه المبالغ بالعملة المحلية‪.‬‬
‫‪ )37‬يلتزم الطرف االول بموجب هذا العقد بأن يدفع الي المقاول كطرف ثاني‬
‫مبلغ كدفعه مقدمه وقدرها‪ % 10‬من اجمالي تكلفة المشروع ويكون الدفع‬
‫قبل البدء في األعمال‪.‬‬
‫‪ )38‬يتم دفع قيمة االعمال التي تم انجازها خالل شهرميالدي ‪ -‬والتي تم الموافقة‬
‫عليها من قبل االستشاري‪ -‬في نهاية الشهر التالي ‪.‬‬
‫‪ )39‬عند زيادة مدة تنفيذ المشروع عن المده المحدده في العقد واذا كان سبب‬
‫الزياده في المده من ناحية المالك ‪ ،‬تزيد قيمة التعاقد بنسبة(‪ )........‬بنفس‬
‫شروط الدفع المذكورة بالعقد‪.‬‬
‫‪64‬‬
‫‪ )41‬عند تأخر الطرف االول عن دفع أية مستحقات مالية من قيمة التعاقد في‬
‫األوقات المحدد بالعقد يتم إضافة نسبة فائدة تراكمية قيمتها (‪ )...‬عن كل يوم‬
‫تأخير على ان يبدأ حساب هذه الغرامة بداية اول يوم للشهر الميالدي التالي‬
‫مباشرة للشهر الميالدي المستحق عنه الدفع‪.‬‬
‫‪ )41‬يتم استقطاع قيمة ‪%10‬من المبلغ الشهري المدفوع الى المقاول وتكون‬
‫قيمة هذه االستقطاعات مجمعه ‪ %5‬من اجمال قيمة المشروع ‪،‬على ان ترد‬
‫قيمة ‪%50‬من هذه االستقطاعات عند التسليم النهائي وال ‪ %50‬المتبقيه بعد‬
‫‪ 24‬شهر ميالدي من موعد التسليم النهائي ‪.‬‬
‫‪ )42‬ال يجوز الي من الطرفين ادخال اية تعديالت على الرسومات او الشروط‬
‫او المواصفات الفنية المعتمدة مضمون هذا العقد اال باالتفاق بين الطرفين‪.‬‬
‫‪ )43‬على كل طرف في جميع االوقات أن يستخدم كل الجهود المعقولة لتقليل أي‬

‫تأخير في أداء العقد نتيجة لقوة قاهرة‪ ،‬وعلى اي طرف اخطار الطرف‬
‫االخر عند توقف متأثر بقوه قاهرة‪.‬‬
‫‪ )44‬اتفق الطرفان على أن أى خالف ينشا عن تنفيذ هذا العقد أو أى بند من‬
‫بنوده يتم حله بالطرق الودية من الطرفين أوال ان تعذر يتم اللجوء الى‬
‫محكمة مدنية مختصة قريبة من مكان تواجد الطرفين ‪.‬‬
‫‪65‬‬
‫‪ )45‬اذا لم يتمكن االطراف من حل اي نزاع او اختالف في فترة زمنية يتفق‬

‫عليها الطرفان و مع عدم االخالل بالشروط واالحكام الخاصة الموجودة‬
‫باالتفاقية اتفق الطرفان عندئذ ان يخضع الطرفان االول والثاني الي احكام‬
‫القانون المصري رقم ‪ 27‬لسنة ‪ 1994‬في مايخص التحكيم وحل النزاع‬
‫الواقع بينهم‪.‬‬
‫‪ )46‬حيثما تنص هذه الشروط او بنود العقد على اصدار او اعطاء مصادقات او‬
‫شهادات و موافقات وقرارات واخطارات ومخاطبات وطلبات‪ ،‬فان هذه‬
‫االتصاالت ينبغى ان تكون‪:‬‬
‫(أ)‪ .‬مكتوبة ويتم تسليمها باليد مقابل ايصال او مرسلة بالبريد او بواسطة‬
‫شخص ما على أن تسلم او ترسل او تنقل الى عنوان المتلقى المختار‬
‫المنصوص عليه في االتفاقيةاو‪،‬‬
‫(ب)‪ .‬منقولة بواسطة اي من النظم االلكترونية (البريد االلكتروني) المتفق‬
‫عليه كالتالي‪:‬‬
‫‪ ‬عنوان البريد االلكتروني للطرف االول (المالك ) والمتفق عليه هو‬
‫‪).................……................( ‬‬
‫‪).........................................( ‬‬
‫عنوان البريد االلكتروني للطرف الثاني (المقاول ) والمتفق‬ ‫‪‬‬
‫عليه هو‪:‬‬
‫‪).........................................( ‬‬
‫‪).........................................( ‬‬
‫‪66‬‬
‫‪ )47‬يجوز لرب العمل ان يعلق كل األعمال موضوع هذا العقد او جزء منها‬
‫باخطار الي المقاول بمهلة ال تقل عن (‪ ).....‬الذي عليه اتخاذ االجراءات‬
‫والترتيبات الالزمة اليقاف االعمال وتخفيض المصروفات الي الحد االدنى‪.‬‬
‫ويلتزم حينها الطرف االول باالستمرار في دفع مستحقات الطرف الثاني‬
‫خالل هذه المهلة ايا كانت فترتها بنفس القيمة وطريقة الدفع المذكورة بالعقد‬
‫بند ‪39‬و‪.40‬‬
‫‪ )48‬اذا اعتبر المالك ان المقاول ال يؤدي التزاماته دون عذر مقبول فيمكنه ان‬
‫يعلم المقاول باخطار مبينا اسباب اإلخطار‪.‬‬
‫‪ )49‬اذا لم يتلق رب العمل سببا مقنعا خالل مدة (‪ )............‬يمكن لرب العمل‬
‫باخطار اخر ان ينهى االتفاقية شريطة ان يرسل اإلخطار األول‬
‫خالل(‪ )...........‬من االخطار الثاني‪.‬‬
‫‪ )51‬على المقاول (الطرف الثاني) في جميع االوقات اتخاذ كافة االحتياطات‬

‫المعقولة لمنع اي تصرف مخالف للقانون او شغب او تصرف مخل بالنظام‬
‫من قبل اشخاصه او بينهم وان يحافظ على السلم وحماية االشخاص‬
‫والممتلكات في وبجوار الموقع‬
‫‪ )51‬ال يجوز ألي من الطرفين التنازل عن هذا العقد اال بقبول ورضا الطرف‬
‫االخر‪.‬‬
‫‪ )52‬يمثل الطرف األول كال من السادة (‪).............................‬على ان يكون‬

‫لهم كافة الصالحيات المقرر للطرف األول‪.‬‬
‫‪67‬‬
‫‪ )53‬أقر الطرفان بأن العنوان الوارد بهذا العقد محالً مختارا ً لهما وأن كافة‬
‫المكاتبات والمراسالت التى ترسل عليه تنتج كافة أثارها القانونية وفى حالة‬
‫تغيير أحد الطرفين لعنوانه يتعين إخطار الطرف اآلخر بالعنوان الجديد‬
‫بخطاب مسجل بعلم الوصول خالل (‪ ).................‬من تاريخ التغيير‪.‬‬
‫‪ )54‬حرر هذا العقد من نسختين تُسلم للطرف األول نسخة واحدة منها ويحتفظ‬
‫الطرف الثاني بنسخة‪.‬‬
‫‪ )55‬يتم تفعيل هذا العقد من تاريخ استالم الموقع خالي من الموانع على أن يتم‬
‫تسليم محضر استالم الموقع للطرف الثاني والذي تم توقيعه بين الطرف‬
‫االول الثاني‪.‬‬
‫واشهادا على ماتقدم فقد ارتضت االطراف ان يتم هذه االتفاقية في اليوم‬
‫والسنة الواردين بصدرهما وذلك وفقا للقوانين الخاصة بكل منهم‪.‬‬
‫وقعت بواسطة‪:‬‬ ‫وقعت بواسطة‪:‬‬
‫المقاول طرف ثاني ( أو من يمثله قانونا )‬ ‫المالك طرف أول( أو من يمثله قانونا)‬
‫التاريخ‬ ‫المكان‬ ‫التاريخ‬ ‫المكان‬
‫‪68‬‬
‫ملحق ‪ :1‬الشروط العامة‪ ،‬التعاريف والتفاسير‬

‫(‪ )1‬التعاريف‬
‫تأخذ الكلمات والعبارات التالية المعاني المخصصة لها مالم يتطلب السياق خالف‬
‫ذلك‪.‬‬
‫ويعني المسمى في الشروط الخاصة والذي توفر االعمال من‬ ‫المشروع‬ ‫‪‬‬
‫أجله‬
‫الطرف المسمى بذلك في االتفاقية وممكن ان يمثله‬ ‫رب العمل‬ ‫‪‬‬

‫االستشاري‬
‫هو الشخص ( األشخاص) المسمى المقاول في خطاب‬ ‫المقاول‬ ‫‪‬‬

‫العطاء الموافق عليه من رب العمل وخلفاؤه (خلفاؤهم)‬
‫القانونيون في هذه الصفة‬
‫تعني أي شخص يسمى في العقد مقاول من الباطن‪ ،‬لجزء‬ ‫‪ ‬مقاول باطن‬

‫من األعمال‪ ،‬والخلف القانوني في هذه الصفة لكل من هؤالء‬
‫االشخاص‬
‫تعني الخدمات (التنفيذ) التي ينبغي ان يئوديها المقاول ‪.‬‬ ‫الخدمات‬ ‫‪‬‬
‫تعني االعمال الدائمة التي يتعين تنفيذها‪.‬‬ ‫االعمال‬ ‫‪‬‬
‫يقصد به الطرف المسمى في االتفاقية لتمثيل المالك في‬ ‫‪ ‬االستشاري‬

‫الموقع وبعض القرارات وخلفاؤه القانونيون والمفوضون‬ ‫أو اإلستشاري‬
‫من قبله‪.‬‬
‫يقصد به (او بها) العميل او االستشاري او رب العمل او‬ ‫‪" ‬الطرف"‬

‫المالك و يقصد به اي شخص طبيعي او اعتباري‪.‬‬ ‫و"االطراف"‬
‫‪69‬‬
‫يقصد بها الشروط التي يتضمنها اتفاقية الخدمات بين‬ ‫االتفاقية‬ ‫‪‬‬
‫األطراف المختلفة وتسمى العقد‬
‫يقصد به الفترة بين منتصف ليل واخر‬ ‫يوم‬ ‫‪‬‬
‫يقصد به شهرا ميالديا طبقا للتقويم الجيريجوري والذي يبدأ‬ ‫شهر‬ ‫‪‬‬
‫في ايمن ايام الشهر‬
‫يقصد بها عملة البلد التي يقع بها المشروع والعملة االجنبية‬ ‫‪ ‬العملة‬
‫هي اي عملة اخرى‬ ‫المحلية‬
‫هي المبالغ االضافية كما هي محددة ويتم دفعها بموجب‬ ‫‪ ‬التعويض‬

‫االتفاقية‬ ‫االتفاقي‬
‫تعني الشخص أو األشخاص المسمون كذلك في العقد أو‬ ‫‪ ‬مجلس فض‬

‫أشخاص أخرون تم تعيينهم كمجلس لفض المنازعات‬ ‫المنازعات‬
‫(م‪.‬ف‪.‬م)‬
‫يعني الوقت المحدد إلتمام االعمال او قسم منها (حسب‬ ‫‪ ‬وقت االتمام‬
‫الحالة)‪.‬‬
‫العملة المذكورة في هذا العقد يقصد بها العملة المحلية لمكان‬ ‫العملة‬ ‫‪‬‬
‫المشروع‬
‫يعني المكان (األماكن) التي تنفذ فيها االعمال والتي يتم‬ ‫الموقع‬ ‫‪‬‬
‫توريد االالت والمعدات اليها واي اماكن اخرى يتم تحديدها‬
‫في العقد كجزء من الموقع‬
‫تعني االعمال الدائمة والمؤقتة او اي منهما وفقا لما هو‬ ‫االعمال‬ ‫‪‬‬
‫مناسب‬
‫تعني االعمال الدائمة التي سنفذها المقاول بموجب هذا العقد‬ ‫‪ ‬االعمال‬
‫الدائمة‬
‫يقصد بها كل االعمال المؤقتة من كل نوع (بخالف معدات‬ ‫‪ ‬االعمال‬

‫‪70‬‬
‫المقاول)‬ ‫المؤقتة‬
‫أي حدث أو ظرف استثنائي و يكون خارجا عن سيطرة‬ ‫‪ ‬القوة القاهرة‬

‫الطرف و ال يعزى بشكل جوهرى الى الطرف االخر‪ ،‬وقد‬
‫تشمل القوة القاهرة الحروب او الثورات او الحروب االهلية‬
‫او الكوارث الطبيعية مثل الزالزل او االنشطة البركانية‪.‬‬
‫(‪ )2‬التفاسير‬
‫في العقد ما لم يقتض السياق خالف ذلك‪ ،‬تكون‪:‬‬

‫‪ .i‬الكلمات التي تشير الى أحد الجنسين تنصرف الى الجنس االخر‬
‫‪ .ii‬الكلمات التي تشير الى المفرد تنصرف ايضا الي الجمع والكلمات الدالة على‬
‫الجمع تنصرف الى المفرد ايضا‬
‫‪ .iii‬ال يعتد بالعناوين في االتفاقية (العقد) في تفسيرها‬
‫‪ .iv‬اذا حدث تضارب بين احكام االتفاقية يجب ان تسود البنود التي كتبت الحقا‬
‫مالم ينص على خالف ذلك‪.‬‬
‫‪ .v‬االحكام التي بها كلمة "يوافق" أو "وافق" او "اتفاق" تستلزم أن تكون‬
‫الموافقة مسجلة كتابة‪.‬‬
‫‪" .vi‬مكتوب" أو "كتابة" أو "مخاطبة" او "خطاب" يعني مكتوب يدويا او بااللة‬
‫الكاتبة او مطبوع او منتج الكترونيا وينتج عنه سجل دائم ‪.‬‬
‫‪ .vii‬الكلمات الهامشية وغيرها من العناوين ال تؤخذ في االعتبار عند تفسير هذه‬
‫الشروط‬
‫‪71‬‬
‫(‪ )3‬واجب العناية وممارسة الصالحيات‬

‫على المقاول بذل المهارة والعناية والحرص المعقول في اداء التزاماته وفقا لالتفاقية‪.‬‬
‫(‪ )4‬المعلومات‬
‫على المقاول ورب العمل تزويد االستشاري بجميع المعلومات التي يمكنه الحصول‬
‫عليها والمتعلقة باألعمال في زمن معقول بما ال يؤخر انجاز األعمال‪.‬‬
‫(‪ )5‬الممثلون‬
‫لالشراف على تنفيذ االتفاقية يجب ان يعين كل طرف مسئوال او فردا ليكون ممثال له‪.‬‬
‫(‪ )6‬أولوية المستندات‬

‫ينبغي اعتبار المستندات التي تشكل العقد مفسرة لبعضها البعض والغراض تفسير‬
‫العقد فان اولوية ترجيح المستندات ينبغي ان تكون على الترتيب التالي‪:‬‬
‫اتفاقية العقد‬ ‫‪.i‬‬

‫الشروط الخاصة‬ ‫‪.ii‬‬
‫الشروط العامة‬ ‫‪.iii‬‬
‫المواصفات الفنية‬ ‫‪.iv‬‬
‫الرسومات‬ ‫‪.v‬‬
‫اي مستندات اخرى تشكل جزء من العقد‬ ‫‪.vi‬‬
‫‪72‬‬
‫االشتراطات العامة و القانونية‬
‫(‪ )7‬اللغات والقانون‬

‫اللغة المستخدمة بين المقاول والمالك هي اللغة المستخدمة في مكان المشروع‬
‫والقانون الذي تخضع له هذه االتفاقيه هو احكام القانون لبلد المشروع‪.‬‬
‫(‪ )8‬المسئولية المجتمعة والمنفردة‬

‫اذا شكل المقاول بموجب القوانين السارية اتحاد او ائتالف شركات او اي تجمع غير‬
‫مسجل لشخصين او اكثر‪ ،‬فسوف‪:‬‬
‫يعتبر هؤالء االشخاص مجتمعين ومنفردين مسئولين امام رب العمل في‬ ‫‪.i‬‬
‫تنفيذ هذا العقد‪.‬‬
‫يخطر هؤالء االشخاص رب العمل واإلستشاري بقائدهم اللذي ستكون له‬ ‫‪.ii‬‬
‫سلطة الزام المقاول وكل هؤالء االشخاص‪.‬‬
‫وعلى المقاول اال يغير تكوينه او كيانه القانوني دون موافقة رب العمل‬ ‫‪.iii‬‬
‫المسبقة واخطار اإلستشاري بذلك ‪.‬‬
‫(‪ )9‬مدة المسئولية‬

‫ال يعتبر المقاول مسئوال قانونا عن اي اضرار او خسارة ناتجة عن اي حدث ما لم‬
‫يتقدم المتضرر بمطالبة رسمية طبقا للشروط واحكام القانون‪.‬‬
‫(‪ )10‬البدء واالتمام‬

‫يجب ان تبدأ األعمال وان تستكمل في االوقات وخالل الفترات المحددة في شروط‬
‫االتفاقية الخاصة والمعرضة للتمديد بموجب االتفاقية‪.‬‬
‫(‪ )11‬التغييرات‬
‫يمكن تغيير االتفاقية اثناء التطبيق من قبل اي طرف باتفاق مكتوب من الطرفين‪.‬‬
‫‪73‬‬
Chapter 4 Contract of body Graduation project
References:
FIDIC
Prof.Dr. Moataz A.M.Farag
74
Chapter 5 Bill of Quantities productivity Graduation project
Bill of Quantities&
Performance and
productivity
“Chapter5 ”
75
Chapter 5 Bill of Quantities and Productivity Graduation project
5.1 Bill of Quantities
5.1.1 Definition
A bill of quantities (BOQ) is a document used in tendering in the
Construction industry in which material, parts and labor (and their costs)
are itemized. It also (ideally) details the terms and conditions of the
construction or repair contract and
itemizes all work to enable a contractor to price the work.
Bills of quantities are prepared by quantity surveyors and building

estimators.
5.1.2 Standards for bills of quantities

It is very important that bills of quantities are prepared according to a
standard, widely recognised methodology. This helps avoid any
ambiguities or misunderstandings and so helps avoid disputes arising
through different interpretations of what has been priced.
5.1.3 Preparing bills of quantities

Bills of quantities can be prepared elementally or in works packages, by a
process of taking off which involves identifying elements of construction
works that can be measured and priced.
Bills of quantities are most useful to the contractor when they are prepared
in work sections that reflect likely sub-contract packages.
This makes it easier for the contractor to obtain prices from sub-
contractors and is more likely to result in an
accurate and competitive price.
76
The bill of quantities should identify the different kinds of work required,
but should not specify them as this can lead to confusion between
information in the bill of quantities and information in the specification
itself.
5.1.4 Kinds of bills of quantities
Quantity takes off: It is being done by the representatives of the owner;
the quantities are approximate and is one of the Contract Documents.
Quantity working off: It is being done by the contractor; those quantities
are already used in the work so the quantities are accurate.
5.1.5 We made bill of quantities to the following items

1) Concrete works
2) Bricks work
3) Plaster works
4) Wood works
5) Painting works
6) Ceramic works
7) Electrical works
8) Sanitary work
77
‫‪Chapter 5‬‬ ‫‪Bill of Quantities and Productivity‬‬ ‫‪Graduation project‬‬
‫‪Bills of quantities:‬‬
‫السعر االجمالي(جنيه‬ ‫الفئة‬ ‫الكمية‬ ‫الوحدة‬ ‫الوصف‬ ‫رقم‬

‫مصري)‬ ‫البند‬
‫كتابة‬ ‫الرقم‬ ‫كتابة‬ ‫بالرقم‬
‫أعمال الحفر والردم‬ ‫اوال‬
‫خمسة‬ ‫‪35471.04‬‬ ‫‪14.7‬‬ ‫‪2263.5‬‬ ‫المتر‬ ‫بالمتر المكعب حفر لألساسات إلى عمق الطبقة الصالحة‬ ‫‪1-1‬‬
‫وثالثون‬ ‫المكعب‬ ‫للتأسيس طبقا ً للمواصفات الفنية وأصول الصناعة‪، .‬‬
‫الف‬ ‫والسعر يشمل سند جوانب الحفر ونزح المياه السطحية‬
‫واربعمائة‬ ‫وأعمال التسوية والغمر بالمياة ونزح الروبه ودمك تربة‬
‫وواحد‬ ‫التأسيس ونقل ناتج الحفر الزائد والغير صالح للردم إلى‬
‫وسبعون‬ ‫المقالب العمومية والبند مقاسا ً هندسيا ً طبقا ً لألبعاد األفقية‬
‫واربعه‬ ‫للخرسانات او اإلحالل الواردة بالرسومات أو التعليمات‬
‫من المائة‬ ‫المعطاه كتابة للمقاول وطبقا ً للمواصفات الفنية وأصول‬
‫جنية فقط‬ ‫الصناعة‪.‬‬
‫مائة‬ ‫‪135000‬‬ ‫‪60‬‬ ‫‪2250‬‬ ‫المتر‬ ‫بالمتر المكعب ردم برمال نظيفة موردة من خارج‬ ‫‪2-1‬‬
‫وخمسة‬ ‫المكعب‬ ‫الموقع طبقا ً للمناسب المعتمدة وعلى طبقات سمك‬
‫وثالثون‬ ‫الواحدة ‪25‬سم مع غمرها بالمياة والدمك الجيد‬
‫الف جنيه‬ ‫ميكانيكيا ً‪ ،‬والبند مقاسا ً هندسيا ً طبقا ً للفراغ الذى يتم‬
‫فقط‬ ‫ملؤه من واقع صافى المساحة المطلوب ردمها حسب‬
‫المبين بالرسومات والمواصفات الفنية وأصول‬
‫الصناعة و التعليمات المعطاه كتابة للمقاول‬
‫أعمال الخرسانات لالساسات‬ ‫ثانيا‬
‫ملحوظة ‪ :‬جميع أعمال الخرسانات المسلحة‬
‫للعناصر اإلنشائية يتم توريدها من خالطات مركزية‬
‫يتم إعتمادها بصفة دورية‬
‫مائة‬ ‫‪159062.4‬‬ ‫‪832.7874346‬‬ ‫‪191‬‬ ‫المتر‬ ‫بالمتر المكعب توريد وصب خرسانة عادية لزوم‬ ‫‪1-2‬‬
‫وتسعه‬ ‫المكعب‬ ‫االساسات من خرسانة ذات محتوى أسمنت ال يقل‬
‫وخمسون‬ ‫عن ‪ 250‬كجم أسمنت بورتالندى عادى للمتر‬
‫الف‬ ‫المكعب وال تقل المقاومة المميزة للخرسانة عن‬
‫واثنان‬ ‫‪ 180‬كجم‪/‬سم‪ ،2‬والفئة تشمل جميع المواد‬
‫وستون‬ ‫والمصنعيات الالزمة إلنهاء األعمال على الوجه‬
‫واربعه‬ ‫األكمل للتنفيذ مع مراعاة الرش جيدا ً بالمياه لمدة ال‬
‫من‬ ‫تقل عن ثالثة أيام من اليوم التالى للصب طبقا‬
‫العشرة‬ ‫ألصول الصناعة و للكود المصرى لتصميم وتنفيذ‬
‫جنيه فقط‬ ‫المنشأت الخرسانية‪.‬‬
‫الغير‬
‫اثنان‬ ‫‪2085679.26‬‬ ‫‪2482.9515‬‬ ‫‪840‬‬ ‫المتر‬ ‫بالمتر المكعب – توريد وصب ومعالجة خرسانة‬ ‫‪2-2‬‬
‫مليون‬ ‫المكعب‬ ‫مسلحة لزوم‬
‫وخمسة‬ ‫اللبشة ورقاب األعمدة (حتى منسوب الميد العلوية ان‬
‫وثمانون‬ ‫وجدت) وال تقل المقاومة المميزة للخرسانة عن‬
‫الف‬ ‫‪250‬كجم‪/‬سم‪ 2‬بعد ‪ 28‬يوما واليقل محتوى‬
‫وستمائة‬ ‫األسمنت البورتالندى العادى عن ‪350‬كجم‪/‬م‪ 3‬على‬
‫وتسعه‬ ‫أن يتم إجراء خلطات تصميمية وتأكيدية قبل بدء‬
‫وسبعون‬ ‫العمل وذلك طبقا لما جاء بالكود المصرى لتصميم‬
‫وسته‬ ‫وتنفيذ المنشآت الخرسانية والفئة تشمل توريد‬
‫وعشرون‬ ‫وتركيب حديد التسليح طبقا ً للرسومات المعتمده‬
‫من المائة‬ ‫وأصول الصناعة والكود المصرى لتصميم وتنفيذ‬
‫جنيه فقط‬ ‫المنشأت الخرسانية‪.‬‬
‫‪78‬‬
‫الغير‬
‫‪747910.8‬‬ ‫‪2618.735294‬‬ ‫‪285.6‬‬ ‫المتر‬ ‫بالمتر المكعب توريد وصب ومعالجة خرسانة‬ ‫‪3-2‬‬
‫سبعمائة‬ ‫المكعب‬ ‫مسلحة لزوم األعمدة‬
‫وسبعه‬ ‫ذات رتبة ‪ 250‬كجم‪/‬سم‪ 2‬ومحتوى اسمنت ال يقل‬
‫سبعمائة‬ ‫عن ‪350‬كجم‪/‬م‪ 3‬والفئة تشمل توريد وتركيب حديد‬
‫وسبعه‬ ‫التسليح طبقا ً للرسومات المعتمدة وأصول الصناعة‬
‫واربعون‬ ‫والكود المصرى لتصميم وتنفيذ المنشأت الخرسانية‪.‬‬
‫الف‬
‫وتسعمائة‬
‫وعشره‬
‫وثمانيه‬
‫من عشرة‬
‫جنيه فقط‬
‫اربعه‬ ‫‪4409086.5‬‬ ‫‪3189.212658‬‬ ‫‪1382.5‬‬ ‫المتر‬ ‫بالمتر المكعب توريد وصب ومعالجة خرسانة‬ ‫‪4-2‬‬
‫مليون‬ ‫المكعب‬ ‫مسلحة‬
‫واربعمائة‬ ‫لزوم‬
‫وتسعه‬ ‫األسقف‬
‫االف‬ ‫ذات رتبة ‪ 250‬كجم‪/‬سم‪ 2‬ومحتوى اسمنت ال يقل‬
‫وسته‬ ‫عن ‪350‬كجم‪/‬م‪ 3‬والفئة تشمل توريد وتركيب حديد‬
‫وثمانون‬ ‫التسليح طبقا ً للرسومات المعتمدة وأصول الصناعة‬
‫وخمسه‬ ‫والكود المصرى لتصميم وتنفيذ المنشأت الخرسانية‪.‬‬
‫من عشرة‬
‫الغير‬
‫أعمال المبانى‬ ‫ثالثا‬
‫مليون‬ ‫‪1137641.4‬‬ ‫‪219.4101061‬‬ ‫‪5185‬‬ ‫المتر‬ ‫بالمتر المكعب توريد وعمل مبانى طوب طفلى مثقب‬ ‫‪3-1‬‬
‫ومائة‬ ‫المربع‬ ‫مقاس ‪12×12×25‬سم لزوم حوائط األدوار بمونة مكونة‬
‫وسبعه‬ ‫من ‪ 300‬كجم أسمنت‪/‬م‪ 3‬رمل والفئة تشمل جميع المواد‬
‫وثالثون‬ ‫والمصنعيات الالزمة إلنهاء األعمال على الوجه األكمل‬
‫الف‬ ‫طبقا ألصول الصناعة والكود المصرى‪ ,‬أسعار المبانى‬
‫وستمائة‬ ‫تشمل السقاالت الالزمة للمبانى وكذلك صب وتركيب‬
‫وواحد‬ ‫أعتاب الفتحات على أن يتم صب األعتاب للفتحات التى‬
‫واربعون‬ ‫يزيد عرضها عن ‪1.50‬م على المبانى مباشرة وأال يقل‬
‫واربعه‬ ‫سمك العتب عن ‪ 10/1‬من عرض الفتحة مع وضع‬
‫من عشرة‬ ‫التسليح المناسب طبقا لطلب المهندس االستشارى ‪ .‬كذلك‬
‫جنيه فقط‬ ‫تشمل المونة الالزمة للتركيب وتتكون من ‪ 300‬كجم‬
‫الغير‬ ‫أسمنت بورتالندى عادى للمتر المكعب رمل سليس مالم‬
‫ينص البند على خالف ذلك وكذلك تسوية وخدمة وتفريغ‬
‫اللحامات وكحل المبانى وخالفه‪. .‬‬
‫أعمال البياض‬ ‫رابعا‬
‫مئتان‬ ‫‪279059.033‬‬ ‫‪34.01085115‬‬ ‫‪8205‬‬ ‫المتر‬ ‫بالمتر المربع توريد وعمل بياض تخشين للحوائط‬ ‫‪4-1‬‬
‫وتسعه‬ ‫المربع‬ ‫الداخلية بسمك ‪2‬سم‪ ،‬والفئة تشمل الطرطشة العمومية‬
‫وسبعون‬ ‫للحوائط سمك ‪0.5‬سم بمونة مكونة من ‪ 450‬كجم‬
‫الف‬ ‫أسمنت‪/‬م‪ 3‬رمل وطبقة الظهارة بسمك ‪1.5‬سم بمونة‬
‫وتسعه‬ ‫االسمنت والرمل على أن تخدم بالمحارة جيدا ً لتعطى‬
‫وخمسون‬ ‫سطحا ً مستويا تماما مع عمل ما يلزم من بؤج وأوتار‬
‫وثالثة‬ ‫للوزن االفقى والرأسى وخالفه والفئة تشمل عمل سلك‬
‫وثالثون‬ ‫شبك بقالوة اليقل عن سمك‪ 1‬مم وبعرض ‪ 15‬سم‬
‫من االلف‬ ‫لنغطية اللحامات بين المباني والعناصر الخرسانيه بكافة‬
‫انواعها ويتم تثبيتها بالمسامير الصلب وورد مجلفنه‬
‫ال غير‬
‫مناسبه تعتمد من جهاز األشراف وجميع المواد‬
‫والمصنعيات الالزمة النهاء األعمال على الوجه األكمل‬
‫‪79‬‬
‫للتنفيذ طبقا للرسومات وألصول الصناعة والكود‬
‫المصرى‪.‬‬
‫مائة‬ ‫‪142505.466‬‬ ‫‪34.01085115‬‬ ‫‪4190‬‬ ‫بالمتر المربع توريد وعمل بياض تخشين مثيل البند‬ ‫‪4-2‬‬
‫واثنان‬ ‫السابق ولكن لألسقف بسمك متوسط ‪1.5‬سم‬
‫واربعون‬
‫الف‬
‫وخمسما‬
‫ئة‬
‫وخمسة‬
‫وسته‬
‫وتربعون‬
‫من المائة‬
‫الغير‬
‫ثالثة‬ ‫‪73633.4927‬‬ ‫‪34.01085115‬‬ ‫‪2165‬‬ ‫بالمتر المربع توريد وعمل بياض للواجهات الخارجية‬ ‫‪4-3‬‬
‫وسبعون‬ ‫يعمل من طبقتين‪ ،‬االولى بطانة سمك متوسط ‪2‬سم من‬
‫الف‬ ‫مونة مكونة من األسمنت والرمل والطبقة الثانية ضهارة‬
‫وستمائة‬ ‫من مادة الدراي مكس بسمك اليقل عن ‪0.5‬سم باللون‬
‫وثالثة‬ ‫المطلوب مع خدمة السطح النهائى للبياض جيداوالسعر‬
‫وثالثون‬ ‫يشمل عمل العراميس الغاطسه و البروزات والمساطر‬
‫وتسعه‬ ‫وخالفه طبقا للرسومات المعتمده للواجهات وألصول‬
‫واربعون‬ ‫الصناعة والكود المصرى والعينة المعتمدة من جهاز‬
‫من المائة‬ ‫األشراف قبل بداية األعمال‬
‫الغير‬
‫أعمال األرضيات‬ ‫خام‬
‫سا‬
‫خمسمائة‬ ‫‪584482.5‬‬ ‫‪134.6733871‬‬ ‫‪4340‬‬ ‫المتر‬ ‫بالمتر المسطح توريد وتركيب بالط سيراميك مقاس‬ ‫‪5-1‬‬
‫واربعه‬ ‫المربع‬ ‫‪ 2×50×50‬سم مطابق للمواصفات القياسية المصرية‬
‫وثمانون‬ ‫وعمل وزره بإرتفاع ‪ 7‬سم من نوع ولون بالط السيراميك على‬
‫الف‬ ‫أن يتم التركيب بمونة سمك ‪2‬سم مكونة من ‪ 300‬كجم أسمنت‬
‫لكل متر مكعب رمل نظيف‪ ،‬والسقية بلبانى األسمنت األبيض‬
‫واربعمائة‬
‫والفئة تشمل كافة المواد والمصنعيات الالزمة للتركيب والرمل‬
‫واثنان‬ ‫الالزم للحصول على المناسيب المطلوبة للحصول على سطح‬
‫وثمانون‬ ‫ناعم مستو تماما والتركيب طبقا ألصول الصناعة والمواصفات‬
‫وخمسة‬ ‫الفنية ألعمال االرضيات والتكسيات وأعمال الرخام والعينة‬
‫من عشرة‬ ‫المعتمدة من المهندس المشرف‬
‫الغير‬
‫اعمال الدهانات‬ ‫ساد‬
‫سا‬
‫ستمائة‬ ‫بالمتر المربع توريد ودهان وجه بادىء وثالثة أوجه ببوية‬ ‫‪6-1‬‬
‫واربعه‬ ‫‪674783.8‬‬ ‫‪54.44582493‬‬ ‫‪12395‬‬ ‫المتر‬ ‫البالستيك (من النوع المعبأ) من عينة معتمدة لزوم‬
‫وسبعون‬ ‫المربع‬ ‫الحوائط الداخلية والخارجية واألسقف والفئة تشمل تجهيز‬
‫الف‬ ‫الحوائط بالمعجون والصنفرة وكافة المواد والمصنعيات‬
‫وسبعمائة‬ ‫الالزمة طبقا ألصول الصناعة والمواصفات الفنية ألعمال‬
‫وثالثة‬ ‫الدهانات‪.‬‬
‫وثمانون‬
‫وثمانيه‬
‫من عشرة‬
‫الغير‬
‫أعمال النجارة لالبواب والشبابيك‬ ‫سابعا‬
‫ملحوظة‪:‬‬
‫‪80‬‬
‫جميعععع أعمعععال النجعععارة تعععتم طبقعععا لمواصعععفات أعمعععال النجعععارة‬ ‫‪-‬‬
‫المعمارية طبقا للكود المصرى‪.‬‬
‫أعمععال النجععارة تكععون مععن أجععود أنععواع الخشععب السععويد (‪)1‬‬ ‫‪-‬‬
‫مععالم يععذكر خععالف ذلععك ويكععون بالقطاعععات واألبعععاد واألشععكال‬
‫المبينعععة بالرسعععومات ويلعععزم أن يكعععون تعععام الجفعععاف خعععالى معععن‬
‫العقععد الخشععبية والتشععققات مععع وجععوب تقععديم عينععات لإلعتمععاد‬
‫قبل التوريد والتركيب‬
‫توريعععد وتركيعععب جميعععع النجعععارة فعععى أماكنهعععا شعععامل الحلعععوق‬ ‫‪‬‬
‫والبععرور والجلسععات بواسععطة كانععات حديععد تعتمععد عينتهععا قبععل‬
‫التركيب بحيث ال تقعل ععددها ععن سعتة للقطععة الواحعدة وعلعى‬
‫أن تثبعععت الكانعععات فعععى الحلعععوق بمسعععامير برمعععة وفعععى الحعععائط‬
‫بمونععة األسععمنت والركععام الصععغير مععع دهععان مععا كععان مالصععقا‬
‫للحعععوائط كظهعععر الحلعععوق والبعععرور وجهعععين مشعععبعين بقطعععران‬
‫الفحم الساخن‬
‫توريععععد وتركيععععب جميععععع الخععععردوات الالزمععععة مععععن الصععععناعة‬ ‫‪-‬‬
‫الممتععععازة مععععن مفصععععالت وكعععععوالين داخععععل إسععععطامة واكعععععر‬
‫وأسععععبانيوالت وتععععرابيس وشععععناكل وخالفععععه مماثلععععة للعينععععات‬
‫المعتمعععدة معععن الجهعععة المشعععرفة معععع تقعععديم لوحعععةعينات كاملعععة‬
‫بجميععع الخععردوات الالزمععة العتمادهععا قبععل التوريععد مععع دهععان‬
‫الحديد وجهين سالقون منها وجه قبل التركيب‪.‬‬
‫المفصععالت مععن النععوع الثقيععل مععن الحديععد المجلفععن أو الصععلب‬ ‫‪-‬‬
‫المضععغوط واللحععام كهربائيععا وتكععون بطععول ‪ 19‬سععم لألبععواب‬
‫وبطول ‪ 14‬سم للشبابيك الزجاج والشمسية‪.‬‬
‫توريععد وتركيععب الزجععاج الععالزم بسععمك اليقععل عععن ‪3‬مععم حسععب‬ ‫‪-‬‬
‫النععوع المطلععوب ويلععزم اعتمععاد عينععة قبععل التوريععد خععالى مععن‬
‫التموجات والفقاعات أو العيوب األخرى‪.‬‬
‫يععتم دهععان جميععع الحدايععد وجهععين سععالقون حسععب أصععول‬ ‫‪-‬‬
‫الصناعة والمواصفات الفنية وتعليمات جهاز األشراف‬
‫يجب على المقاول التحقعق معن المقاسعات والععدد علعى الطبيععة‬ ‫‪-‬‬
‫قبل التشعغيل وللجهعة المنفعذة الحعق فعى تععديل قطاععات وأبععاد‬
‫النجعععارة دون إضعععافة واليحعععق للمقعععاول المطالبعععة بعععأى مبلعععغ‬
‫اضافى مالم يترتب على ذلك زيادة فى مسطح قطع النجارة‬
‫جميععع األبععواب والشععبابيك مععن قطاعععات الخشععب السععويد نمععره‬ ‫‪-‬‬
‫(‪ )1‬يععتم الععدهان بعععدد وجهععين سععالقون و (‪ )2‬وجععه بععادىء‬
‫وثالثعععة أوجعععه ببويعععة الالكيعععه (معععن النعععوع المعبعععأ) معععن عينعععة‬
‫معتمدة باللون المطلوب من جهاز األشراف‬
‫السعر يشمل جميع الخردوات الالزمة والزجاج والضلف‬ ‫·‬
‫السلك والمصدات‪.‬‬
‫خمسمائة‬ ‫بالعدد توريد وتركيب ابواب وشبابيك بالمقاسات‬ ‫‪7-1‬‬
‫واثني‬ ‫المنصوص عليها‬
‫عشر الف‬ ‫حشو من قطاعات من الخشب السويد نمرة‬
‫ومائة‬ ‫(‪ )1‬طبقاللرسومات بقطاعات التقل عن األبعاد األتيه‪:‬‬
‫وتسعون‬ ‫الحلق ‪2‬بوصه × ‪6‬بوصه ‪،‬قائم الضلفة‬
‫جنيه فقط‬ ‫‪2‬بوصه × ‪ 5‬بوصه‪ ،‬الرؤوس العلوية والوسطى‪2‬بوصه‬
‫الغير‬ ‫× ‪ 5‬بوصه‪ ،‬الرأس السفلية ‪2‬بوصه × ‪ 6‬بوصه‪،‬‬
‫الحشوات بسمك ‪ 1.5‬بوصه والبرور من الداخل والخارج‬
‫بقطاع ‪ 2.5‬بوصه × ‪ .5‬بوصه والفئة تشمل توريد‬
‫وتركيب البرور والحليات وجميع الخردوات وكذا كالون‬
‫سلندر داخل إسطامة ومقبض والدهانات باألستر والجمالكه‬
‫وطبقا للرسومات المعتمدة وأصول الصناعة والمواصفات‬
‫القياسية المصرية ألعمال النجارة المعمارية طبقا للكود‬
‫المصرى‬
‫‪512190‬‬ ‫‪1552.090909‬‬ ‫‪330‬‬ ‫العدد‬
‫أعمال الصحية‬ ‫ثامنا‬

‫مليون‬ ‫مقطوعية‬ ‫‪ 1-8‬توريد وتركيب جميع أعمال الصحية المنصوص عليها في‬
‫وثمانمائة‬ ‫اللوحات وطبقا للمواصفات الفنية‬
‫‪81‬‬
‫وتسعون‬
‫الف جنيه‬ ‫اشتراطات خاصة ‪:‬‬
‫فقط ال‬ ‫‪ .1‬األسعار تشمل التوريد والتركيب وأجراء‬
‫غير‬ ‫التجارب واالختبارات الالزمة للتأكد من كفاءة‬
‫وصالحية كافة ما يتم تنفيذه من أعمال‬
‫‪ .2‬األجهزة الصيني ماركة ليسيكو (فرز الدرجة‬
‫األولى) أو ما يعادله ‪.‬‬
‫‪ .3‬جميع النواكل (خالطات‪-‬محابس‪-‬سيفونات)‬
‫ماركة جراند‪.‬‬
‫‪ .4‬محمل على فئات أسعار التوصيالت الخاصة‬
‫باألجهزة محبس عمومي للمياه الباردة وأخر‬
‫للمياه الساخنة وذلك لكل حمـام أو أوفيس أو‬
‫تواليت‪.‬‬
‫‪ .5‬جميع أعمال البالستيك من إنتاج (اسلون ‪-‬‬
‫مصر النمسا‪ -P.P.P -‬ريجو) أو ما يماثلها من‬
‫أجود إنتاج ‪.‬‬
‫‪ .6‬مواسير البولي بروبلين من إنتاج‬
‫أو‬ ‫‪Aquatherm‬‬
‫‪ Wefatherm‬أو ما يماثلها و كذلك المحابس‪.‬‬
‫‪ .7‬يراعى في جميع األحوال وعلى مسئولية‬
‫الطــرف الثاني ضرورة اعتماد كافة العينات‬
‫لجميع األعمال من مهندس‬
‫الطرف األول قبل التوريد والتركيب ‪.‬‬
‫‪ .8‬ال تنفذ البنود االختيارية إال بموجب موافقة مـن‬
‫مهندس الطرف األول ‪.‬‬
‫‪ .9‬جميع المشتركات والكيعان الخاصة بصرف‬
‫األعمال الصحية ومياه األمطار تكون بباب‬
‫كشف لتسهيــــل أعمال الصيانة ‪.‬‬
‫‪ .10‬الوصلة بين المرحاض اإلفرنجي طـراز‪p‬‬
‫وماسورة الصرف تكون بواسطة جلبة نحاس‬
‫من النوع الثقيل الذي اليقل سمك البدن فيه عن‬
‫‪3‬مم‬
‫‪ .11‬أسعار المقطوعية الواردة في المقايسة تشمـل‬
‫المواد والعمالة والمصنعية وكذا ما يلى‪-:‬‬
‫‪ ‬جميع مواسير التغذية بالمياه داخل‬
‫الحمامات والمطابخ ودورات المياه‬
‫بجميع ملحقاتها ومشتمالتها بما في ذلك‬
‫التوصيالت الخاصة بالسخانات وجميع‬
‫المحابس داخل الدورات وتكون مواسير‬
‫التغذية بالمياه من البولي بروبلين‬
‫المطابق للمواصفات ‪.‬‬
‫‪ ‬جميع مدادات وتوصيالت الصرف‬
‫والعمل داخل دورات المياه والمطابخ‬
‫وحتى األعمدة الخارجية لألدوار بما‬
‫فيها الدور األرضي وعلى ذلك كميات‬
‫المواسير الواردة بالمقايسة هي أعمدة‬
‫التغذية بالمياه وحتى بداية الشبكة‬
‫الخارجية للتغذية بالمياه ‪.‬‬
‫مواسير البالستيك الـ ( بى ‪.‬فى ‪ .‬سى ) المستعملة في‬
‫الصرف داخل الحمامات والمطابخ والدورات وتكون‬
‫من إنتاج (أسلون‪ -‬مصر النمسا ‪-P.P.P -‬ريجو ) أو‬
‫ما يماثلها من أجود إنتاج وتكون مطابقة للمواصفات‬
‫القياسية األلمانية‬
‫‪82‬‬
1890000
‫األعمال الكهربية‬ ‫تاسعا‬

‫مليون‬ 1890000 ‫مقطوعية‬ ‫توريد وتركيب جميع األعمال الكهربية طبقا للوحات‬ 1-9
‫وثمانمائة‬ . ‫والمواصفات المنصوص عليها‬
‫وتسعون‬
‫الف جنيه‬
‫فقط ال‬
‫غير‬
‫اربعه عشر مليون وسبعمائة وسته وخمسون الف‬ 14,756,505.7 ‫االجمالي‬
‫وخمسمائة وخمسة وسبعه من العشرة جنيه فقط‬
‫الغير‬
5.2 Performance and productivity
5.2.1 introduction
There are many performance rates you can rely on but keep the best rates
and accuracy are collected by the engineer himself. As these rates vary
depending on the workplace, its nature, the surrounding circumstances
and the way in which the business is to be terminated.
5.2.2 Performance and productivity
items description team productivity
Carpenter +
Plain concrete 50 m3/day
assistant Carpenter
reinforced Carpenter + 50 m3/day
concrete for Raft assistant Carpenter
Shuttering
Reinforced Carpenter + 2 m3/day

concrete for assistant Carpenter
columns
Reinforced Carpenter + 6 m3/day
concrete for flat assistant Carpenter
slab
reinforced steel fixer + 8 m3/day
ing
ste
fix
el
concrete for Raft assistant steel fixer
83
Reinforced steel fixer + 2.5 m3/day

concrete for assistant steel fixer
columns
Reinforced steel fixer + 4.5 m3/day
concrete for flat assistant steel fixer
slab
Bricks Bricklayer + 25 m2/day
works
brick
assistant
(25*12*12)
Inside & out Plasterer + 27 m2/day

ceramic painting plaster
works works
side assistant
paint Painter + 47 m2/day

assistant
Ceramic for Tile layer + 31 m2/day

works
ground assistant
Door & Carpenter + 4 door/day

works
wood
assistant Carpenter
window
Table 3: Performance and productivity
84
References:
Construction sites
Eng. Mohamad Han I (‫(جهاز االسكان والتعمير بالمنيا‬
Eng. Ahmad Mahmoud)‫(شركة كاستور‬
85
Chapter 6 Planning Time and Resources Graduation project
Planning Time
and
Resource
Management
“Chapter6 ”
86
Chapter 6 Planning time and Resources Graduation project
6.1 Planning Aim and audience
National Societies carry out a wide variety of programs and projects.

Experience reveals that a key condition for success is proper planning.
This module, therefore, provides an introduction to some practical and
straightforward guidelines and tools used in the project planning process.
The program used to prepare the schedule is “Primavera Professional
Project Management P6”, it is powerful project management software
designed to handle large- scale, highly sophisticated projects. It can be
used to organize projects upto 100,000 activities, and it provides unlimited
resources and an unlimited number of target plans.
6.1.2 Main points

1) Stages in the project cycle
2) Elements of project conceptualization
3) Elements of project planning
4) Elements of the project proposal
5) Elements of project monitoring, evaluation and reporting.
6.1.3 Introduction
The need for project planning:
Planning at some level is basic to all human activity, and is really applied
common sense. It involves working out what you want to do and how you
are going to do it. This applies whether you are preparing a straight
forward and simple project or a long – term program.
87
Planning involves identifying priority needs and opportunities, discussing

and testing the various possible courses of action, choosing the most
appropriate one (or ones), agreeing what you can expect to achieve,
calculating the human and material resources needed to reach your
objectives, anticipating possible problems and getting agreement among
all concerned about clear targets and timetables for the work in view.
Planning techniques can address many organizational problems and
opportunities, including institutional development of your National
Society and planning of disaster preparedness activities.
6.1.4 Beneficiaries and project management

Planning should never start and end in an office or committee
meeting. Project planning should never be done alone or in isolation from
those who have to impel Ent the plans, or who will benefit from them. In
fact, the most successful and sustainable projects make an effort to
involve those who are to benefit—in all stages of project planning and
implementation. It is important to find out what the beneficiaries really
think about the problem and about how to address it.
Project planning:
Project planning is done to increase the likelihood that a project will be
implemented efficiently, effectively and successfully. Project planning
covers the first three stages of “the project management cycle." This
cycle, illustrated below, describes the various stages for conceptualizing,
planning, implementing and evaluating a project and recognizes that even
when a project is finished; it may provide the starting point f or a new one.
88
1) Conceptualize project scope and objectives: Explore the problem,

identify priority needs, consider project solutions and evaluate
organizational capacity.
2) Plan the project: Establish the project scope; clarify goals and
objectives; Choo se the most appropriate course of action; identify the
inputs and resources required in terms of: people, materials, time and
money; develop a budget and draft a project plan.
3) Prepare project proposal: Present the project to important

stakeholders, receive their feedback and secure the necessary
material, human and financial resources.
4) Implement the project: Implement the project by following a

work plan and completing pre- determined tasks and activities.
Monitor progress and adjust as necessary.
5) Evaluate the project Review what has happened, consider the

value of what has been achieved, and learn from that experience
in order to improve future project planning.
Conceptualize the project:

All project planning should begin with an analysis of the current
situation and define the problem or opportunity that the project will seek
to address. The success of a project will depend on how precisely and
accurately the problem is articulated and understood. Again, the
perspective of the beneficiaries is critical at this stage.
89
The most important needs of the affected population will not always
match those identified as most important by outsiders.
Statement that answers the following questions:

1) What is the problem?
2) When and how did the problem originate?
3) What are the main needs generated by this problem?
4) What is the significance of this problem?
5) Why should anything be done about this problem?
6) Brainstorm possible project solutions.
Once a problem has been defined, project planners need to

consider the many possible responses. Brainstorming is one simple
method for exploring needs and considering possible problem solutions.
This method brings together a group of people and asks them to share
their ideas on any one or a number of questions ranging from problems to
solutions.
Their ideas are all listed on a blackboard or on large sheets of paper, and
then looked at one by one. Brainstorming involves two stag as: the
creative stage (i.e. generation of ideas or listing of needs) and the critical
stage (i.e. evaluation and analysis of these ideas). During the creative
process, participants provide “raw” ideas as they think of them. These
ideas can be practical, idealistic or wildly creative. These ideas should not
be critiqued or analysed during this first stage they should just be accepted
and listed. After all ideas are listed, they can be further developed or
combined.
90
During the critical stage, the group should evaluate the ideas and attempt
to identify the rationale of every idea, even if the whole idea seems far-
fetched. Individuals can be asked to explain or defend their idea by
fielding questions from others in the group. During this stage,
organizational capacities also need to be evaluated. We will need to ask
ourselves whether we can really do anything about the priority problem
that has been identified.
6.1.5Determine project scope and objectives

After selecting one solution to implement, project planners need to clearly
establish the scope of the proposed project. A statement of the project
scope should state broadly the general purpose and goals of the project.
This broad statement should be followed by more specific objectives that
will be met.
Gantt (bar) charts:

One of the most popular project planning techniques for
scheduling, reporting, and control of simple projects are the
Gantt or bar chart. This technique graphically represents the
progress of a project versus the time frame within which it must
be completed. Gantt charts are excellent graphical
representations for scheduling the execution of various project
activities. They can be used as simple and easily understood
models for communicating information to all levels or for project
management and supervision.
Gantt charts allow project managers to plan all activities,
estimate the time necessary to complete each, estimate the time
required to complete the overall project and monitor project
progress.
91
Indicators of progress:
The full version of the logical framework as a planning tool also
includes the indicators of progress that you will look for once you start to
implement your plan.
6.2 SCHEDULING
The project schedule is the roadmap for how the project will be
executed. Schedules are an important part of any project as they
provide the project team, sponsor, and stakeholders a picture of the
project’s status at any given time. The purpose of the schedule
management plan is to define the approach the project team will use in
creating the project. This plan also includes how the team will monitor the
project schedule and manage changes after the baseline schedule has been
approved. This includes identifying, analyzing, documenting, prioritizing,
approving or rejecting, and publishing all schedule- related changes.
6.2.1 Activity definition

Activity definition involves identifying and documenting the specific
activities that must be performed in order to produce the
deliverables and sub- deliverables identified in the work breakdown
structure. Implicit in this process is the need to define the activities such
that the project objectives will be met.
92
6.2.2 Inputs to Activity Definition

1) Work breakdown structure.
2) Historical information: Historical information (what activities were
actually required on previous, similar projects) should be considered in
defining project activities.
3) Constraints: Constraints are factors that will limit the project
management team’s options.
4) Assumptions: Assumptions are factors that, for planning purposes, will
be considered to be true, real, or certain. Assumptions generally involve a
degree of risk and will normally be an output of risk identification.
6.2.3 Tools and Techniques for Activity Definition

1) Decomposition: Decomposition involves subdividing project
elements into smaller, more manageable components in order to
provide better management control. The major difference between
decomposition here and in Scope Definition is that the final outputs here
are described as activities (action steps) rather than as deliverables
(tangible items). In some application areas, the WBS and the activity list
are developed concurrently.
2) Templates: An activity list, or a portion of an activity list from a
previous project, is often usable as a template for a new project. In
addition, the activity list for a WBS element from the current project may
be usable as a template for other, similar WBS elements.
93
6.2.4 Outputs from Activity Definition

 Activity list.
 Supporting detail.
 Work breakdown structure updates.
6.2.5 Activity Sequencing

Activity sequencing involves identifying and documenting
interactivity dependencies. Activities must be sequenced accurately in
order to support later development of a realistic and achievable schedule.
Sequencing can be performed with the aid of a computer (e.g., by using
project management software) or with manual techniques. Manual
techniques are often more effective on smaller projects and in the early
phases of larger ones when little detail is available. Manual and automated
techniques may also be used in combination.
6.2.6 Inputs to Activity Sequencing

 Activity list.
 Mandatory dependencies.
 Discretionary dependencies.
 External dependencies.
 Constraints.
 Assumptions.
6.2.7 Tools and Techniques for Activity Sequencing

 Precedence diagramming method (PDM).
 Arrow diagramming method (ADM).
 The line of Balance
 Bar Charts.
94
6.3 Schedule Development
6.3.1 Inputs to Schedule Development

 Project network diagram.
 Activity duration estimates.
 Resource requirements.
 Resource pool description: Knowledge of what resources
will be available at what times and in what patterns is
necessary for schedule development.
 Calendars: Project and resource calendars identify periods
when work is allowed.
 Assumptions.
 Leads and lags: Any of the dependencies may require
Specification of a lead or a lag in order to accurately define the
relationship.
6.3.2 Tools and Techniques for Schedule Development
The most widely known mathematical analysis techniques
are:
1) Critical Path Method (CPM).
2) Graphic call Evaluation and Review Technique (GERT).
3) Program Evaluation and Review Technique (PERT).
6.3.3 Outputs from Schedule Development

1) Project schedule.
2) Supporting detail.
3) Schedule management plan.
95
6.4 Calendar
The Project Calendar is based on a six working days per week, with
Friday’s as a national weekend and National Holidays Off as shown
below. The work day is Eight Hours.
Figure 12 :Calendar
96
6.4.1 National holidays

The following holidays are celebrated across the country, with no work on
site. These holidays are either national holidays or important religious
holidays.
Date Name
January 7 Christmas
January 25 Revolution Day
April 25 Sinai Liberation
Day
May 1 Labour Day
July 23 Revolution Day
October 6 Armed Forces Day
Table 4: National holidays
97
6.4.2 Movable holidays
Name Description
Sham El Nessim The Monday following
Orthodox Easter
Islamic New Year The new year based on the
lunar Islamic calendar
Prophet Mohamed's Birthday The Birthday of Prophet
Mohamed
Ramadan Feast Religious holiday for 3 days
Sacrifice Feast Religious holiday for 4 days
Table 5: Movable holidays
98
6.5 Activities
99
Gynecology Minia University hospital 03.3 Classic Schedule Layout

# Activity Name O D Start Finish Budgeted Total Predecessors
Cost
1 Jan 2018 46.00 01-Jan-18 25-Feb-18 LE1,443,768.25
2 Gynecology Minia University 46.00 01-Jan-18 25-Feb-18 LE1,443,768.25

3 monthly meeting 1.00 31-Jan-18* 31-Jan-18 LE0.00
4 Mobilization 13.00 01-Jan-18 16-Jan-18 LE33,300.00
5 Start Date 0.00 01-Jan-18 LE0.00
6 Cleaning 6.00 02-Jan-18* 09-Jan-18 LE11,100.00 A1000
7 Excavation 6.00 10-Jan-18 16-Jan-18 LE22,200.00 A1005
8 Ground Floor 33.00 17-Jan-18 25-Feb-18 LE1,410,468.25
9 Civil Work 33.00 17-Jan-18 25-Feb-18 LE1,410,468.25
10 PC Foundation 8.00 17-Jan-18 27-Jan-18 LE159,062.17
11 Placing P C Foundation 1.00 21-Jan-18 21-Jan-18 LE111,343.45 A1020
12 Shuttering P C Foundation 3.00 17-Jan-18 20-Jan-18 LE47,718.72 A1010
13 Deshuttering P C Foundation 4.00 22-Jan-18 27-Jan-18 LE0.00 A1030
14 RC Foundation 25.00 28-Jan-18 25-Feb-18 LE1,251,406.08
15 Shuttering R C Raft Slab 4.00 28-Jan-18 31-Jan-18 LE417,134.40 A1040
16 Steel Fixing R C Raft Slab 25.00 28-Jan-18 25-Feb-18 LE834,271.68 A1050
17 Feb 2018 8.00 26-Feb-18 06-Mar-18 LE826,795.20
18 Gynecology Minia University 8.00 26-Feb-18 06-Mar-18 LE826,795.20

19 monthly meeting 1.00 28-Feb-18* 28-Feb-18 LE0.00
20 Ground Floor 8.00 26-Feb-18 06-Mar-18 LE826,795.20
21 Civil Work 8.00 26-Feb-18 06-Mar-18 LE826,795.20
22 RC Foundation 8.00 26-Feb-18 06-Mar-18 LE826,795.20
23 Placing R C Raft Slab 1.00 26-Feb-18 26-Feb-18 LE826,795.20 A1060
24 Deshuttering R C Raft Slab 7.00 27-Feb-18 06-Mar-18 LE0.00 A1070
25 Mar 2018 28.00 07-Mar-18 08-Apr-18 LE525,298.80
26 Gynecology Minia University 28.00 07-Mar-18 08-Apr-18 LE525,298.80

27 monthly meeting 1.00 31-Mar-18* 31-Mar-18 LE0.00
28 Ground Floor 28.00 07-Mar-18 08-Apr-18 LE525,298.80
29 Civil Work 28.00 07-Mar-18 08-Apr-18 LE525,298.80
30 Columns 9.00 07-Mar-18 17-Mar-18 LE149,581.91
31 Placing Columns for Ground F 1.00 14-Mar-18 14-Mar-18 LE59,832.63 A1090, A1100
32 Deshuttering Columns for Gro 2.00 15-Mar-18 17-Mar-18 LE0.00 A1110
33 Steel Fixing Columns for Grou 5.00 07-Mar-18 12-Mar-18 LE59,832.80 A1090
34 Shuttering Columns for Ground 6.00 07-Mar-18 13-Mar-18 LE29,916.48 A1080
35 Filling Wall 2.00 18-Mar-18 19-Mar-18 LE56,881.44
36 Filling Wall 2.00 18-Mar-18 19-Mar-18 LE56,881.44 A1120
37 Damp proofing 2.00 20-Mar-18 21-Mar-18 LE7,472.25
38 Damp proofing 2.00 20-Mar-18 21-Mar-18 LE7,472.25 A1121
39 Back Filling 2.00 22-Mar-18 24-Mar-18 LE135,000.00
40 Back Filling 2.00 22-Mar-18 24-Mar-18 LE135,000.00 A1130
41 Slab 13.00 25-Mar-18 08-Apr-18 LE176,363.20
42 Shuttering Slab for Ground Floor 13.00 25-Mar-18 08-Apr-18 LE176,363.20 A1140
43 Apr 2018 29.00 10-Apr-18 15-May-18 LE705,452.57
100
44 Gynecology Minia University 29.00 10-Apr-18 15-May-18 LE705,452.57
45 monthly meeting 1.00 30-Apr-18* 30-Apr-18 LE0.00
46 Ground Floor 29.00 10-Apr-18 15-May-18 LE705,452.57
47 Civil Work 29.00 10-Apr-18 15-May-18 LE705,452.57
48 Slab 29.00 10-Apr-18 15-May-18 LE705,452.57
49 Placing Slab for Ground Floor 1.00 22-Apr-18 22-Apr-18 LE352,725.52 A1160
50 Steel Fixing Slab for Ground Flo 10.00 10-Apr-18 21-Apr-18 LE352,727.05 A1150
51 Deshuttering Slab for Ground 18.00 23-Apr-18 15-May-18 LE0.00 A1170
52 May 2018 36.00 03-May-18 13-Jun-18 LE971,305.66
101

Cost
53 Gynecology Minia University 36.00 03-May-18 13-Jun-18 LE971,305.66

54 monthly meeting 1.00 31-May-18* 31-May-18 LE0.00
55 Ground Floor 25.00 16-May-18 13-Jun-18 LE645,360.55
56 MEP Work 15.00 28-May-18 13-Jun-18 LE378,000.00
57 Sanitary Works for Ground Floor 15.00 28-May-18 13-Jun-18 LE189,000.00 A1190
58 Electrical Works for Ground Floor 15.00 28-May-18 13-Jun-18 LE189,000.00 A1190
59 Architect Work 15.00 16-May-18 02-Jun-18 LE267,360.55
60 (windows & doors ) Works for Gr 5.00 28-May-18 02-Jun-18 LE51,218.64 A1190
61 Brick Work for Ground Floor 10.00 16-May-18 27-May-18 LE216,141.91 A1180
62 First Floor 27.00 03-May-18 03-Jun-18 LE325,945.11
63 Civil Work 27.00 03-May-18 03-Jun-18 LE325,945.11
64 Columns 14.00 03-May-18 19-May-18 LE149,581.91
65 Placing Columns for First Floor 1.00 16-May-18 16-May-18 LE59,832.63 A1300
66 Deshuttering Columns for First 2.00 17-May-18 19-May-18 LE0.00 A1310
67 Steel Fixing Columns for First 5.00 10-May-18 15-May-18 LE59,832.80 A1290
68 Shuttering Columns for First Fl 6.00 03-May-18 09-May-18 LE29,916.48 A1170
69 Slab 13.00 20-May-18 03-Jun-18 LE176,363.20
70 Shuttering Slab for First Floor 13.00 20-May-18 03-Jun-18 LE176,363.20 A1320
71 Jun 2018 29.00 04-Jun-18 10-Jul-18 LE819,676.44
72 Gynecology Minia University 29.00 04-Jun-18 10-Jul-18 LE819,676.44

73 monthly meeting 1.00 28-Jun-18* 28-Jun-18 LE0.00
74 Ground Floor 15.00 14-Jun-18 04-Jul-18 LE84,307.39
75 Architect Work 15.00 14-Jun-18 04-Jul-18 LE84,307.39
76 Indoor plaster for Ground Floor 15.00 14-Jun-18 04-Jul-18 LE84,307.39 A1200, A121
77 First Floor 29.00 04-Jun-18 10-Jul-18 LE705,452.57
78 Civil Work 29.00 04-Jun-18 10-Jul-18 LE705,452.57
79 Slab 29.00 04-Jun-18 10-Jul-18 LE705,452.57
80 Placing Slab for First Floor 1.00 18-Jun-18 18-Jun-18 LE352,725.52 A1340
81 Steel Fixing Slab for First Floor 10.00 04-Jun-18 14-Jun-18 LE352,727.05 A1330
82 Deshuttering Slab for First Floor 18.00 19-Jun-18 10-Jul-18 LE0.00 A1350
83 Second Floor 6.00 27-Jun-18 04-Jul-18 LE29,916.48
84 Civil Work 6.00 27-Jun-18 04-Jul-18 LE29,916.48
85 Columns 6.00 27-Jun-18 04-Jul-18 LE29,916.48
86 Shuttering Columns for Second 6.00 27-Jun-18 04-Jul-18 LE29,916.48 A1350
87 Jul 2018 31.00 05-Jul-18 09-Aug-18 LE1,986,901.20
88 Gynecology Minia University 31.00 05-Jul-18 09-Aug-18 LE1,986,901.20

89 monthly meeting 1.00 31-Jul-18* 31-Jul-18 LE0.00
90 Ground Floor 29.00 05-Jul-18 07-Aug-18 LE692,784.96
91 MEP Work 9.00 29-Jul-18 07-Aug-18 LE378,000.00
92 Finishing Electrical Works for Gro 9.00 29-Jul-18 07-Aug-18 LE189,000.00 A1250
93 Finishing Sanitary Works for Grou 9.00 29-Jul-18 07-Aug-18 LE189,000.00 A1250
94 Architect Work 25.00 05-Jul-18 02-Aug-18 LE314,784.96
95 Finishing (windows & doors ) Wo 5.00 29-Jul-18 02-Aug-18 LE51,218.64 A1250
96 Ceramic Work Ground Floor 7.00 05-Jul-18 12-Jul-18 LE128,611.20 A1230
97 Painting Ground Floor 13.00 14-Jul-18 28-Jul-18 LE134,955.13 A1240
98 First Floor 25.00 11-Jul-18 08-Aug-18 LE645,360.55
99 MEP Work 15.00 23-Jul-18 08-Aug-18 LE378,000.00
102
100 Sanitary Works for First Floor 15.00 23-Jul-18 08-Aug-18 LE189,000.00 A1370
101 Electrical Works for First Floor 15.00 23-Jul-18 08-Aug-18 LE189,000.00 A1370
102 Architect Work 15.00 11-Jul-18 28-Jul-18 LE267,360.55
103 (windows & doors ) Works for Fir 5.00 23-Jul-18 28-Jul-18 LE51,218.64 A1370
104 Brick Work for First Floor 10.00 11-Jul-18 22-Jul-18 LE216,141.91 A1360
105 Second Floor 31.00 05-Jul-18 09-Aug-18 LE648,755.68
106 Civil Work 31.00 05-Jul-18 09-Aug-18 LE648,755.68
107 Columns 8.00 05-Jul-18 14-Jul-18 LE119,665.43
103

Cost
108 Placing Columns for Second 1.00 11-Jul-18 11-Jul-18 LE59,832.63 A1480
Floor
109 Deshuttering Columns for Sec 2.00 12-Jul-18 14-Jul-18 LE0.00 A1490
110 Steel Fixing Columns for Second 5.00 05-Jul-18 10-Jul-18 LE59,832.80 A1470
Floor
111 Slab 23.00 15-Jul-18 09-Aug-18 LE529,090.26
112 Steel Fixing Slab for Second Flo 10.00 30-Jul-18 09-Aug-18 LE352,727.05 A1510
113 Shuttering Slab for Second Floor 13.00 15-Jul-18 29-Jul-18 LE176,363.20 A1500
114 Aug 2018 22.00 09-Aug-18 06-Sep-18 LE655,393.39
115 Gynecology Minia University 22.00 09-Aug-18 06-Sep-18 LE655,393.39

116 monthly meeting 1.00 30-Aug-18* 30-Aug-18 LE0.00
117 First Floor 22.00 09-Aug-18 06-Sep-18 LE212,918.59
118 Architect Work 22.00 09-Aug-18 06-Sep-18 LE212,918.59
119 Ceramic Work for First Floor 7.00 30-Aug-18 06-Sep-18 LE128,611.20 A1410
120 Indoor plaster for First Floor 15.00 09-Aug-18 29-Aug-18 LE84,307.39 A1380, A139
121 Second Floor 19.00 11-Aug-18 04-Sep-18 LE352,725.52
122 Civil Work 19.00 11-Aug-18 04-Sep-18 LE352,725.52
123 Slab 19.00 11-Aug-18 04-Sep-18 LE352,725.52
124 Placing Slab for Second Floor 1.00 11-Aug-18 11-Aug-18 LE352,725.52 A1520
125 Deshuttering Slab for Second 18.00 12-Aug-18 04-Sep-18 LE0.00 A1530
126 Third Floor 11.00 20-Aug-18 04-Sep-18 LE89,749.28
127 Civil Work 11.00 20-Aug-18 04-Sep-18 LE89,749.28
128 Columns 11.00 20-Aug-18 04-Sep-18 LE89,749.28
129 Steel Fixing Columns for Third 5.00 30-Aug-18 04-Sep-18 LE59,832.80 A1650
130 Shuttering Columns for Third Fl 6.00 20-Aug-18 29-Aug-18 LE29,916.48 A1530
131 Sep 2018 26.00 05-Sep-18 07-Oct-18 LE1,635,660.40
132 Gynecology Minia University 26.00 05-Sep-18 07-Oct-18 LE1,635,660.40

133 monthly meeting 1.00 30-Sep-18* 30-Sep-18 LE0.00
134 First Floor 22.00 08-Sep-18 03-Oct-18 LE564,173.77
135 MEP Work 9.00 24-Sep-18 03-Oct-18 LE378,000.00
136 Finishing Electrical Works for Firs 9.00 24-Sep-18 03-Oct-18 LE189,000.00 A1430
137 Finishing Sanitary Works for First 9.00 24-Sep-18 03-Oct-18 LE189,000.00 A1430
138 Architect Work 18.00 08-Sep-18 29-Sep-18 LE186,173.77
139 Finishing (windows & doors ) Wo 5.00 24-Sep-18 29-Sep-18 LE51,218.64 A1430
140 Painting for First Floor 13.00 08-Sep-18 23-Sep-18 LE134,955.13 A1420
141 Second Floor 25.00 05-Sep-18 04-Oct-18 LE645,360.55
142 MEP Work 15.00 18-Sep-18 04-Oct-18 LE378,000.00
143 Sanitary Works for Second Floor 15.00 18-Sep-18 04-Oct-18 LE189,000.00 A1550
144 Electrical Works for Second Floor 15.00 18-Sep-18 04-Oct-18 LE189,000.00 A1550
145 Architect Work 15.00 05-Sep-18 23-Sep-18 LE267,360.55
146 (windows & doors ) Works for Se 5.00 18-Sep-18 23-Sep-18 LE51,218.64 A1550
147 Brick Work for Second Floor 10.00 05-Sep-18 17-Sep-18 LE216,141.91 A1540
148 Third Floor 26.00 05-Sep-18 07-Oct-18 LE426,126.08
149 Civil Work 26.00 05-Sep-18 07-Oct-18 LE426,126.08
150 Columns 3.00 05-Sep-18 08-Sep-18 LE59,832.63
151 Placing Columns for Third Floor 1.00 05-Sep-18 05-Sep-18 LE59,832.63 A1660
152 Deshuttering Columns for Thir 2.00 06-Sep-18 08-Sep-18 LE0.00 A1670
153 Slab 23.00 09-Sep-18 07-Oct-18 LE366,293.45
104
154 Steel Fixing Slab for Third Floor 10.00 25-Sep-18 07-Oct-18 LE352,727.05 A1690
155 Shuttering Slab for Third Floor 13.00 09-Sep-18 24-Sep-18 LE13,566.40 A1680
156 Oct 2018 30.00 07-Oct-18 10-Nov-18 LE906,437.52
157 Gynecology Minia University 30.00 07-Oct-18 10-Nov-18 LE906,437.52

158 monthly meeting 1.00 31-Oct-18* 31-Oct-18 LE0.00
159 Second Floor 22.00 07-Oct-18 31-Oct-18 LE212,918.59
160 Architect Work 22.00 07-Oct-18 31-Oct-18 LE212,918.59
105
Activity Name O D Start Finish Budgeted Total Predecessors

Cost
161 Ceramic Work for Second Floor 7.00 24-Oct-18 31-Oct-18 LE128,611.20 A1590
162 Indoor plaster for Second Floor 15.00 07-Oct-18 23-Oct-18 LE84,307.39 A1560, A158
163 Third Floor 29.00 08-Oct-18 10-Nov-18 LE568,867.43
164 Civil Work 19.00 08-Oct-18 29-Oct-18 LE352,725.52
165 Slab 19.00 08-Oct-18 29-Oct-18 LE352,725.52
166 Placing Slab for Third Floor 1.00 08-Oct-18 08-Oct-18 LE352,725.52 A1700
167 Deshuttering Slab for Third Floor 18.00 09-Oct-18 29-Oct-18 LE0.00 A1710
168 Architect Work 10.00 30-Oct-18 10-Nov-18 LE216,141.91
169 Brick Work for Third Floor 10.00 30-Oct-18 10-Nov-18 LE216,141.91 A1720
170 Fourth Floor 14.00 17-Oct-18 01-Nov-18 LE124,651.51
171 Civil Work 14.00 17-Oct-18 01-Nov-18 LE124,651.51
172 Columns 14.00 17-Oct-18 01-Nov-18 LE124,651.51
173 Placing Columns for Fourth Fl 1.00 30-Oct-18 30-Oct-18 LE59,832.63 A1840
174 Deshuttering Columns for Four 2.00 31-Oct-18 01-Nov-18 LE0.00 A1850
175 Steel Fixing Columns for Fourt 5.00 24-Oct-18 29-Oct-18 LE59,832.80 A1830
176 Shuttering Columns for Fourth 6.00 17-Oct-18 23-Oct-18 LE4,986.08 A1710
177 Nov 2018 38.00 01-Nov-18 16-Dec-18 LE1,620,356.45
178 Gynecology Minia University 38.00 01-Nov-18 16-Dec-18 LE1,620,356.45

179 monthly meeting 1.00 29-Nov-18* 29-Nov-18 LE0.00
180 Second Floor 22.00 01-Nov-18 27-Nov-18 LE564,173.77
181 MEP Work 9.00 17-Nov-18 27-Nov-18 LE378,000.00
182 Finishing Electrical Works for Sec 9.00 17-Nov-18 27-Nov-18 LE189,000.00 A1610
183 Finishing Sanitary Works for Seco 9.00 17-Nov-18 27-Nov-18 LE189,000.00 A1610
184 Architect Work 18.00 01-Nov-18 22-Nov-18 LE186,173.77
185 Finishing (windows & doors ) Wo 5.00 17-Nov-18 22-Nov-18 LE51,218.64 A1610
186 Painting for Second Floor 13.00 01-Nov-18 15-Nov-18 LE134,955.13 A1600
187 Third Floor 30.00 11-Nov-18 16-Dec-18 LE513,526.03
188 MEP Work 15.00 11-Nov-18 28-Nov-18 LE378,000.00
189 Sanitary Works for Third Floor 15.00 11-Nov-18 28-Nov-18 LE189,000.00 A1730
190 Electrical Works for Third Floor 15.00 11-Nov-18 28-Nov-18 LE189,000.00 A1730
191 Architect Work 30.00 11-Nov-18 16-Dec-18 LE135,526.03
192 (windows & doors ) Works for Thi 5.00 11-Nov-18 15-Nov-18 LE51,218.64 A1730
193 Indoor plaster for Third Floor 15.00 29-Nov-18 16-Dec-18 LE84,307.39 A1750, A176
194 Fourth Floor 23.00 03-Nov-18 29-Nov-18 LE542,656.65
195 Civil Work 23.00 03-Nov-18 29-Nov-18 LE542,656.65
196 Slab 23.00 03-Nov-18 29-Nov-18 LE542,656.65
197 Steel Fixing Slab for Fourth Floor 10.00 18-Nov-18 29-Nov-18 LE352,727.05 A1870
198 Shuttering Slab for Fourth Floor 13.00 03-Nov-18 17-Nov-18 LE189,929.60 A1860
199 Dec 2018 34.00 01-Dec-18 09-Jan-19 LE832,433.75
200 Gynecology Minia University 34.00 01-Dec-18 09-Jan-19 LE832,433.75

201 monthly meeting 1.00 31-Dec-18* 31-Dec-18 LE0.00
202 Third Floor 20.00 17-Dec-18 09-Jan-19 LE263,566.32
203 Architect Work 20.00 17-Dec-18 09-Jan-19 LE263,566.32
204 Ceramic Work for Third Floor 7.00 17-Dec-18 24-Dec-18 LE128,611.20 A1770
205 Painting for Third Floor 13.00 25-Dec-18 09-Jan-19 LE134,955.13 A1780
206 Fourth Floor 29.00 01-Dec-18 02-Jan-19 LE568,867.43
207 Civil Work 19.00 01-Dec-18 22-Dec-18 LE352,725.52
106
208 Slab 19.00 01-Dec-18 22-Dec-18 LE352,725.52
209 Placing Slab for Fourth Floor 1.00 01-Dec-18 01-Dec-18 LE352,725.52 A1880
210 Deshuttering Slab for Fourth F 18.00 02-Dec-18 22-Dec-18 LE0.00 A1890
211 Architect Work 10.00 23-Dec-18 02-Jan-19 LE216,141.91
212 Brick Work for Fourth Floor 10.00 23-Dec-18 02-Jan-19 LE216,141.91 A1900
213 Jan 2019 31.00 03-Jan-19 09-Feb-19 LE1,016,376.32
214 Gynecology Minia University 31.00 03-Jan-19 09-Feb-19 LE1,016,376.32
107

Cost
215 monthly meeting 1.00 31-Jan-19* 31-Jan-19 LE0.00

216 Third Floor 9.00 10-Jan-19 20-Jan-19 LE429,218.64
217 MEP Work 9.00 10-Jan-19 20-Jan-19 LE378,000.00
218 Finishing Electrical Works for Thir 9.00 10-Jan-19 20-Jan-19 LE189,000.00 A1790
219 Finishing Sanitary Works for Third 9.00 10-Jan-19 20-Jan-19 LE189,000.00 A1790
220 Architect Work 5.00 10-Jan-19 15-Jan-19 LE51,218.64
221 Finishing (windows & doors ) Wo 5.00 10-Jan-19 15-Jan-19 LE51,218.64 A1790
222 Fourth Floor 30.00 03-Jan-19 07-Feb-19 LE513,526.03
223 MEP Work 15.00 03-Jan-19 21-Jan-19 LE378,000.00
224 Sanitary Works for Fourth Floor 15.00 03-Jan-19 21-Jan-19 LE189,000.00 A1910
225 Electrical Works for Fourth Floor 15.00 03-Jan-19 21-Jan-19 LE189,000.00 A1910
226 Architect Work 30.00 03-Jan-19 07-Feb-19 LE135,526.03
227 (windows & doors ) Works for Fo 5.00 03-Jan-19 09-Jan-19 LE51,218.64 A1910
228 Indoor plaster for Fourth Floor 15.00 22-Jan-19 07-Feb-19 LE84,307.39 A1920, A194
229 Handing Over 25.00 12-Jan-19 09-Feb-19 LE73,631.65
230 Outdoor Plaster 25.00 12-Jan-19 09-Feb-19 LE73,631.65 A1920
231 Feb 2019 20.00 09-Feb-19 03-Mar-19 LE381,431.10
232 Gynecology Minia University 20.00 09-Feb-19 03-Mar-19 LE381,431.10

233 monthly meeting 1.00 28-Feb-19* 28-Feb-19 LE0.00
234 Fourth Floor 20.00 09-Feb-19 03-Mar-19 LE263,566.32
235 Architect Work 20.00 09-Feb-19 03-Mar-19 LE263,566.32
236 Ceramic Work for Fourth Floor 7.00 09-Feb-19 16-Feb-19 LE128,611.20 A1950
237 Painting for Fourth Floor 13.00 17-Feb-19 03-Mar-19 LE134,955.13 A1960
238 Handing Over 17.00 10-Feb-19 28-Feb-19 LE117,864.78
239 Closing 2.00 27-Feb-19 28-Feb-19 LE0.00 A2030
240 Landscape 3.00 24-Feb-19 26-Feb-19 LE0.00 A2020
241 Finishing Painting ( Out ) 12.00 10-Feb-19 23-Feb-19 LE117,864.78 A2010
242 Mar 2019 29.00 04-Mar-19 06-Apr-19 LE429,218.64
243 Gynecology Minia University 29.00 04-Mar-19 06-Apr-19 LE429,218.64

244 Fourth Floor 9.00 04-Mar-19 13-Mar-19 LE429,218.64
245 MEP Work 9.00 04-Mar-19 13-Mar-19 LE378,000.00
246 Finishing Electrical Works for Fou 9.00 04-Mar-19 13-Mar-19 LE189,000.00 A1970
247 Finishing Sanitary Works for Four 9.00 04-Mar-19 13-Mar-19 LE189,000.00 A1970
248 Architect Work 5.00 04-Mar-19 09-Mar-19 LE51,218.64
249 Finishing (windows & doors ) Wo 5.00 04-Mar-19 09-Mar-19 LE51,218.64 A1970
250 Handing Over 20.00 14-Mar-19 06-Apr-19 LE0.00
251 Handing Over 20.00 14-Mar-19 06-Apr-19 LE0.00 A2040, A198
108
Activity on Gant chart
109
110
111
112
6.6 CRITICAL
PATH METHOD
113
114
115
CRITICAL TASKS:
Activity ID Activity Name Start Finish Origi Total
nal Float
Durat
ion
A1000 Start Date 01-Jan-18 06-Jan-18 5.00 0.00

A1005 Cleaning 08-Jan-18 09-Jan-18 2.00 0.00
A1010 Excavation 10-Jan-18 16-Jan-18 6.00 0.00
A1020 Shuttering P C 17-Jan-18 20-Jan-18 3.00 0.00
Foundation
A1030 Placing P C Foundation 21-Jan-18 21-Jan-18 1.00 0.00
A1040 Deshuttering P C 22-Jan-18 27-Jan-18 4.00 0.00
Foundation
A1050 Shuttering R C Raft Slab 28-Jan-18 31-Jan-18 4.00 0.00
A1060 Steel Fixing R C Raft Slab 28-Jan-18 25-Feb-18 25.00 0.00
A1070 Placing R C Raft Slab 26-Feb-18 26-Feb-18 1.00 0.00
A1080 Deshuttering R C Raft 27-Feb-18 06-Mar-18 7.00 0.00
Slab
A1090 Shuttering Columns for 07-Mar-18 13-Mar-18 6.00 0.00
Ground Floor
A1110 Placing Columns for 14-Mar-18 14-Mar-18 1.00 0.00
Ground Floor
A1120 Deshuttering 15-Mar-18 17-Mar-18 2.00 0.00
Columns for
Ground Floor
A1121 Filling Wall 18-Mar-18 19-Mar-18 2.00 0.00
A1130 Damp proofing 20-Mar-18 21-Mar-18 2.00 0.00
A1140 Back Filling 22-Mar-18 24-Mar-18 2.00 0.00
A1150 Shuttering Slab for 25-Mar-18 08-Apr-18 13.00 0.00
Ground Floor
A1160 Steel Fixing Slab for 10-Apr-18 21-Apr-18 10.00 0.00
Ground Floor
A1170 Placing Slab for Ground 22-Apr-18 22-Apr-18 1.00 0.00
Floor
A1290 Shuttering Columns for 03-May-18 09-May-18 6.00 0.00
First Floor
A1300 Steel Fixing Columns for 10-May-18 15-May-18 5.00 0.00
First Floor
A1310 Placing Columns for First 16-May-18 16-May-18 1.00 0.00
Floor
A1320 Deshuttering Columns for 17-May-18 19-May-18 2.00 0.00
First Floor
A1330 Shuttering Slab for First 20-May-18 03-Jun-18 13.00 0.00
Floor
A1340 Steel Fixing Slab for First 04-Jun-18 14-Jun-18 10.00 0.00
Floor
A1350 Placing Slab for First 18-Jun-18 18-Jun-18 1.00 0.00
Floor
A1470 Shuttering Columns for 27-Jun-18 04-Jul-18 6.00 0.00
Second Floor
A1480 Steel Fixing Columns 05-Jul-18 10-Jul-18 5.00 0.00
for Second Floor
A1490 Placing Columns for 11-Jul-18 11-Jul-18 1.00 0.00
Second Floor
A1500 Deshuttering 12-Jul-18 14-Jul-18 2.00 0.00
Columns for
Second Floor
116
A1510 Shuttering Slab for 15-Jul-18 29-Jul-18 13.00 0.00
Second Floor
A1520 Steel Fixing Slab for 30-Jul-18 09-Aug-18 10.00 0.00
Second Floor
A1530 Placing Slab for Second 11-Aug-18 11-Aug-18 1.00 0.00
Floor
A1650 Shuttering Columns for 20-Aug-18 29-Aug-18 6.00 0.00
Third Floor
A1660 Steel Fixing Columns 30-Aug-18 04-Sep-18 5.00 0.00
for Third Floor
Activity ID Activity Name Start Finish Original To

Duration tal
Fl
oa
t
A1670 Placing Columns for Third 05-Sep- 05-Sep-18 1.00 0.00

18
A1680 Deshuttering Columns for 06-Sep- 08-Sep-18 2.00 0.00
Third Floor 18
A1690 Shuttering Slab for Third 09-Sep- 24-Sep-18 13.00 0.00
Floor 18
A1700 Steel Fixing Slab for Third 25-Sep- 07-Oct-18 10.00 0.00
Floor 18
A1710 Placing Slab for Third Floor 08-Oct- 08-Oct-18 1.00 0.00
18
A1830 Shuttering Columns for 17-Oct- 23-Oct-18 6.00 0.00
Fourth Floor 18
A1840 Steel Fixing Columns for 24-Oct- 29-Oct-18 5.00 0.00
Fourth Floor 18
A1850 Placing Columns for 30-Oct- 30-Oct-18 1.00 0.00
Fourth Floor 18
A1860 Deshuttering Columns 31-Oct- 01-Nov-18 2.00 0.00
for Fourth Floor 18
A1870 Shuttering Slab for Fourth 03-Nov- 17-Nov-18 13.00 0.00
Floor 18
A1880 Steel Fixing Slab for Fourth 18-Nov- 29-Nov-18 10.00 0.00
Floor 18
A1890 Placing Slab for Fourth Floor 01-Dec- 01-Dec-18 1.00 0.00
18
A1900 Deshuttering Slab for 02-Dec- 22-Dec-18 18.00 0.00
Fourth Floor 18
A1910 Brick Work for Fourth Floor 23-Dec- 02-Jan-19 10.00 0.00
18
A1930 Sanitary Works for Fourth 03-Jan- 21-Jan-19 15.00 0.00
Floor 19
A1940 Electrical Works for 03-Jan- 21-Jan-19 15.00 0.00
Fourth Floor 19
A1950 Indoor plaster for Fourth 22-Jan- 07-Feb-19 15.00 0.00
Floor 19
A1960 Ceramic Work for Fourth 09-Feb- 16-Feb-19 7.00 0.00
Floor 19
A1970 Painting for Fourth Floor 17-Feb- 03-Mar-19 13.00 0.00
19
A1980 Finishing Electrical Works 04-Mar- 13-Mar-19 9.00 0.00
for Fourth Floor 19
A1990 Finishing Sanitary Works 04-Mar- 13-Mar-19 9.00 0.00
for Fourth Floor 19
A2050 Handing Over 14-Mar- 06-Apr-19 20.00 0.00
19
Total 01-Jan-18 06-Apr-19 380.00 0.00
117
6.2 Resources Planning
6.2.1 Definition of Resource Planning

Resource planning is forecasting the resources required to perform the
scope of work within the time plan. The resource constraint should be
considered after the network diagram, schedule bar chart and procurement
schedule have been developed, but before the cash-flow statement.
6.2.2 The Resource Problems

 Resources and Priorities
 Project network times are not a schedule until resources
have been assigned.
 The implicit assumption is that resources will be available in the
required amounts when needed.
 Adding new projects requires making realistic judgments of
resource availability and project durations.
 Resource-Constrained Scheduling
 Resource leveling (or smoothing) involves attempting to even out
demands on resources by using slack (delaying
noncritical activities) to manage resource utilization.
6.2.3 Resource Estimating

 The resource estimate is linked directly to the scope of work and
bill of materials (BOM).
 The next step is to consider the direct trade-off between the
resource requirement and the activity’s duration.
118
6.2.4 Resource Histogram

The resource histogram is a popular planning tool because it given a good
visual presentation which is easy to assimilate and
Understand.
6.2.5 Resource for project
work description numbers
Cleaning Non labors 1

Excavation Non labors 2
Shuttering P C Foundation labors 4/day
Placing P C Foundation Labors 2/day

materials 191 m3
Deshuttering P C Foundation labos 2/day
Shuttering R C Raft Slab labors 6/day
Steel Fixing R C Raft Slab Labors 10/ day

material 66 ton
Placing R C Raft Slab Labors 2/ day
materials 840m3
Deshuttering R C Raft Slab labors 2/day
Damp proofing Labors 2/day

materials 1025 litre
Back Filling Non labors 2/day
materials 2250
Shuttering Columns for Ground labors 8/day
Floor
Steel Fixing Columns for Ground Labors 8/day

Floor materials 5.76 ton
Placing Columns for Ground Floor Labor 1/ day

material 57.12 m3
Deshuttering Columns for Ground labors 6/day
Floor
Shuttering Slab for Ground Floor labors 8/day
119
Steel Fixing Slab for Ground Floor Labors 8/ day
materials 40.5 ton
Placing Slab for Ground Floor Labors 3/day
materials 276.5 m3
Deshuttering Slab for Ground labors 6/day
Floor
Brick Work for Ground Floor Labors 8/ day

materials 78710 bricks
20 ton cement
87 m3 sand
(windows & doors ) Works for Labors 3/ day
Ground Floor materials 66 door& window
fram
Sanitary Works for Ground Floor
Electrical Works for Ground Floor
Indoor plaster for Ground Floor Labors 9/ day

materials 20.25 ton .cement
60 m3 sand
Ceramic Work Ground Floor Labors 8/day

materials 955 m2 ceramic
21.25 ton .cement
100 m3 sand
Painting Ground Floor labors 8/day

materials
Finishing Electrical Works for
Ground Floor
Finishing Sanitary Works for

Ground Floor
Finishing (windows & doors ) Labors 3/ day

Works for Ground Floor materials 66 door & window
Outdoor Plaster Labors 9/ day

materials 18 ton .cement
50 m3 sand
Finishing Painting ( Out ) labors 8/day

materials
Landscape Labors 3/ day
Non labors 1 /day
Closing labors 4/day
120
6.2.6 Resource on primavera
Gynecology Minia University hospital 03.3 Current Project's Resources 07-Jul-18 04:00
Resource ID Resource Name Resource Type Unit of Me Default Units Calendar
R Cleaning Nonlabor 1.00/d Gynecology Minia University hospital
R-1 Excavation Nonlabor 2.00/d Gynecology Minia University hospital
R-2 Damp proofing Labor 2.00/d Gynecology Minia University hospital
H9 Steel Fixing Slab Labor 8.00/d Gynecology Minia University hospital
10 Deshuttering Slab Labor 6.00/d Gynecology Minia University hospital
R-6 Brick Work Labor 8.00/d Gynecology Minia University hospital
R-7 Brick Work Material metre2 103.70/d Gynecology Minia University hospital
R-8 (windows & doors ) Works Labor 3.00/d Gynecology Minia University hospital
R-9 (windows & doors ) Works Material Lump Sum 13.20/d Gynecology Minia University hospital
R-10 Shuttering P C Foundation Labor 4.00/d Gynecology Minia University hospital
R-11 Placing P C Foundation Labor 2.00/d Gynecology Minia University hospital
R-12 Placing P C Foundation Material metre3 191.00/d Gynecology Minia University hospital
R-13 Deshuttering P C Foundation Labor 2.00/d Gynecology Minia University hospital
R-14 Shuttering R C Raft Slab Labor 6.00/d Gynecology Minia University hospital
R-15 Steel Fixing R C Raft Slab Labor 10.00/d Gynecology Minia University hospital
R-16 Steel Fixing R C Raft Slab Material Tons 2.64/d Gynecology Minia University hospital
R-17 Placing R C Raft Slab Labor 2.00/d Gynecology Minia University hospital
R-18 Placing R C Raft Slab Material metre3 840.00/d Gynecology Minia University hospital
R-19 Deshuttering R C Raft Slab Labor 2.00/d Gynecology Minia University hospital
R-20 Damp proofing Material litre 512.50/d Gynecology Minia University hospital
R-21 Back Filling Nonlabor 2.00/d Gynecology Minia University hospital
R-22 Back Filling Material metre3 1125.00/d Gynecology Minia University hospital
H1 Shuttering Columns Labor 8.00/d Gynecology Minia University hospital
H3 Steel Fixing Columns Labor 8.00/d Gynecology Minia University hospital
H2 Steel Fixing Columns Material Tons 1.16/d Gynecology Minia University hospital
H4 Placing Columns Labor 1.00/d Gynecology Minia University hospital
H5 Placing Columns Material metre3 57.12/d Gynecology Minia University hospital
H6 Deshuttering Columns Labor 6.00/d Gynecology Minia University hospital
H7 Shuttering Slab Labor 8.00/d Gynecology Minia University hospital
H8 Steel Fixing Slab Material Tons 4.05/d Gynecology Minia University hospital
H 10 Placing Slab Labor 3.00/d Gynecology Minia University hospital
H 11 Placing Slab Material metre3 276.50/d Gynecology Minia University hospital
R-5 Sanitary Works Labor 8.00/d Gynecology Minia University hospital
R-33 Electrical Works Labor 8.00/d Gynecology Minia University hospital
R-34 Indoor plaster Labor 9.00/d Gynecology Minia University hospital
R-35 Indoor plaster Material metre2 165.26/d Gynecology Minia University hospital
R-36 Ceramic Work Labor 8.00/d Gynecology Minia University hospital
R-37 Ceramic Work Material metre2 136.43/d Gynecology Minia University hospital
R-38 Painting Labor 8.00/d Gynecology Minia University hospital
R-39 Painting Material metre2 190.69/d Gynecology Minia University hospital
R-40 Finishing Electrical Labor 8.00/d Gynecology Minia University hospital
R-41 Finishing Sanitary Labor 8.00/d Gynecology Minia University hospital
R-42 Finishing (windows & door Labor 3.00/d Gynecology Minia University hospital
R-43 Outdoor Plaster Labor 8.00/d Gynecology Minia University hospital
R-44 Outdoor Plaster Material metre2 86.60/d Gynecology Minia University hospital
121
R-45 Finishing Painting ( Out ) Labor 8.00/d Gynecology Minia University hospital
R-46 Finishing Painting ( Out ) Material metre2 180.42/d Gynecology Minia University hospital
R-47 Landscape Labor 3.00/d Gynecology Minia University hospital
R-48 Landscape Nonlabor 3.00/d Gynecology Minia University hospital
R-49 Closing Labor 5.00/d Gynecology Minia University hospital
R-3 Filling Wall Labor 8.00/d Gynecology Minia University hospital
R-4 Filling Wall Material 129.60/d Gynecology Minia University hospital
© Oracle Corporation Page 1 of 2
Gynecology Minia University hospital 03.3 Current Project's Resources 07-Jul-18 04:00
Resource ID Resource Name Resource Type Unit of Me Default Units Calendar
R-23 Finishing Electrical Material Lump Sum 1.00/d Gynecology Minia University hospital
R-24 Finishing Sanitary Material Lump Sum 1.00/d Gynecology Minia University hospital
R-25 Finishing (windows & door Material Lump Sum 13.20/d Gynecology Minia University hospital
R-26 Sanitary Works Material Lump Sum 1.00/d Gynecology Minia University hospital
R-27 Electrical Works Material Lump Sum 1.00/d Gynecology Minia University hospital
© Oracle Corporation Page 2 of 2
122
6.2.7 Resources Histogram
Figure 13 :Budget-labor-units
123
Figure 14: Budget-total-cost
124
Figure 15: Shuttering-Columns-Budget-units
125
Figure 16: Shuttering-Columns-Budget-cost
126
Figure 17 : Shuttering-Slab-Budget-units
127
128
Figure 18 : Shuttering-Slab-Budget-cost
129
Figure 19 :Steel-Fixing-Columns-Budget-units
130
Figure 20: Steel-Fixing-Columns-Budget-cost
131
Figure 21: steel-fixing-slab-Budget-units
132
Figure 22 :steel-fixing-slab-Budget-cost
133
Chapter 7 Cost Management Graduation project
Cost Management
“Chapter 7”
134
7.1 Cost Estimation
6.1.1 Introduction
Building construction estimating is the determination of probable
Construction costs of any given project. Many items influence and
contribute to the cost of a project; each item must be analyzed, quantified,
and priced. Because the estimate is prepared before the actual
construction, much study and thought must be put into the construction
documents. The estimator who can visualize the project and accurately
determine its cost will become one of the most important persons in any
construction company.
Estimating the ultimate cost of a project requires the integration of many
variables. These variables fall into either direct field costs or indirect field
costs. The indirect field costs are also referred to as general conditions or
project overhead costs in building construction. The direct field costs are
the material, labor, equipment, or subcontracted items that are
permanently and physically integrated into the building. For example, the
labor and materials for the foundation of the building would be a direct
field cost. The indirect field costs are the cost for the items that are
required to support the field construction efforts. For example, the project
site office would be a general conditions cost. In addition, factors such as
weather, transportation, soil conditions, labor strikes, material availability,
and subcontractor availability need to be integrated into the estimate.
Regardless of the variables involved, the estimator must strive to prepare
as accurate an estimate as possible.
135
Since subcontractors or specialty contractors may perform much of the

work in the field, the estimator must be able to articulate the scope of
work in order for these companies to furnish a price quote. The
complexity of an estimate requires organization, estimator’s best
judgment, complete specialty contractors’ (subcontractors’) bids, accurate
quantity take-offs, and accurate records of completed projects.
7.1.2 Types of Estimates

The required level of accuracy coupled with the amount of information
about the project that is available will dictate the type of estimate that can
be prepared. The different estimating methods are discussed below.
1) Detailed Estimate.
2) Square-Foot Estimates.
3) Project Comparison Estimates.
7.1.2.1 Detailed Estimate

The detailed estimate includes determination of the quantities and costs of
everything that is required to complete the project. This includes
materials, labour, equipment, insurance, bonds, and overhead, as well as
an estimate of the profit. To perform this type of estimate, the contractor
must have a complete set of contract documents. Each item of the project
should be broken down into its parts and estimated. Each piece of work
that is to be performed by the contractor has a distinct labour requirement
that must be estimated. The items that are to be installed by others need to
be defined and priced.
136
Caution needs to be exercised to ensure that there is agreement between

the contractor and the specialty contractor as to what they are to do and
whether they are to install or supply and install the items. In addition,
there needs to be an agreement about who is providing support items such
as cranes and scaffolding. The contractor is responsible for making sure
that the scope of work is divided among the contractor and subcontractors
so that there are no overlaps in the individual scope of works and that
everything has been included in someone’s scope of work.
7.1.2.2 Square-Foot Estimates

Square-foot estimates are prepared by multiplying the square footage of a
building by a cost per square foot and then adjusting the price to
compensate for differences in the building heights, length of the building
perimeter, and other building components. In some cases, a unit other than
square footage is used to measure the size of the building. For example,
the size of a parking garage may be measured by the number of parking
stalls in the garage. The information required to produce a square-foot
estimate is much less than is needed to prepare a detailed estimate. For
example, a preliminary set of design drawings (a single-line floor plan and
key elevations) would have the dimensions that are necessary to prepare a
square-foot estimate. Square-foot estimates are helpful to check whether
the project, as designed, is within the owner’s budget. Like an assembly
estimate that uses broad assemblies, care must be exercised while
preparing a square-foot estimate to ensure that the projects used to
determine the cost per square foot are similar to the proposed project.
137
Companies such as R.S. Means publish annual guides (such as Square

Foot Costs) that contain a range of unit costs for a wide variety of building
types. These guides provide a number of adjustments to compensate for
varying building components, including the city where the project is
located.
7.1.2.3 Project Comparison Estimates

Project comparison estimates are prepared by comparing the cost of a
proposed project to a completed project. When preparing an estimate
using this method, the estimator starts with the costs of a comparable
project and then makes adjustments for differences in the project. For
example, an estimate for the buildings in an apartment project may be
prepared from a project built using the same plans during the previous
year in a nearby city. In this example, the prices from the completed
project need to be adjusted for inflation, changes in the availability and
cost of labour, changes in the plans made to meet city codes, and so forth.
In most cases, the site should be estimated using another method because
of the many differences in site conditions. As with other estimating
methods that do not prepare a detailed list of materials, care must be taken
to ensure that the proposed project is similar to the completed project.
138
7.1.3 Estimating opportunities

For anyone who is not aware of the many opportunities in the estimating
field, this section will review some of the areas in which knowledge of
estimating is necessary. Generally, knowledge of the procedures for
estimating is required by almost everyone involved in or associated with
the field of construction. From the estimator, who may be involved solely
with the estimating of quantities of materials and the pricing of the
project, to the carpenter, who must order the material required to build the
framing for a home, this knowledge is needed to do the best job possible
at the most competitive cost. Others involved include the project designer,
drafters, engineers, contractors, subcontractors, material suppliers, and
material representatives. In the following sections, a few of the Estimating
opportunities are described.
7.1.3.1 Architectural Offices
The architectural office will require estimates at three design stages:
Preliminary (rough square foot or project comparison costs), Cost
evaluation during drawing preparation (usually more accurate square foot
or assembly costs), and a final estimate (usually based on material and
installation costs, to be as accurate as possible).
7.1.3.2 Engineering Offices
The engineering offices involved in the design of building construction
projects include civil, structural, mechanical (plumbing, heating, air-
conditioning), electrical, and soil analysis. All of these engineering design
phases require preliminary estimates, estimates while the drawings are
being prepared, and final estimates as the drawings are completed. They
are prepared in the same way estimates are prepared by the architects.
139
7.1.3.3 General Contractors

the general contractor makes detailed estimates that are used to determine
what the company will charge to do the required work.
The estimator will have to take off the quantities (amounts) of each
material; determine the cost to furnish (buy and get to the site) and install
each material in the project; assemble the bids (prices) of subcontractors;
as well as determine all of the costs of insurance, permits, office staff, and
the like. In smaller companies, one person may do the estimating, whereas
in larger companies several people may work to negotiate a final price
with an owner or to provide a competitive bid.
On projects built using the design-build or construction manager deliver
systems, the contractor’s scope of work involves providing assistance to
the owners, beginning with the planning stage, and continuing through the
actual construction of
the project. In this type of business, the estimators will also provide
preliminary estimates and then update them periodically until a final price
is set.
7.1.3.4 Subcontractors
Subcontractors may be individuals, companies, or corporations hired by
the general contractor to do a particular portion of the work on the project.
Subcontractors are available for all the different types of work required to
build any project and include excavation, concrete, masonry (block, brick,
stone), interior partitions, drywall, acoustical ceilings, painting, steel and
precast concrete, erection, windows, metal and glass curtain walls,
roofing, flooring (resilient, ceramic and quarry tile, carpeting, wood,
140
terrazzo), and interior wall finishes (wallpaper, wood panelling, and

sprayed-on finishes).
The list continues to include all materials, equipment, and finishes

required the use of subcontractors to perform all of the work on the
project is becoming an acceptable model in building construction. The
advantage of this model is that the general contractor can distribute the
risk associated with the project to a number of different entities. In
addition, the subcontractors and craft personnel perform the same type of
work on a repetitive basis and are therefore quasi experts in their niche.
However, the general contractor relinquishes a substantial amount of
control over the project when this method is employed. The more that the
contractor subcontracts out, the more the field operation becomes
involved in coordination rather than direct supervision of craft personnel.
7.1.3.5 Project Management

Project management companies specialize in providing professional
assistance in planning the construction of a project and keeping accurate
and updated information about the financial status of the project. Owners
who are coordinating large projects often hire such companies. Among the
various types of owners are private individuals, corporations, municipal
government agencies (such as public works and engineering departments),
and various public utility companies.
Both the firms involved in project management, as well as someone the
staff of the owner being represented, must be knowledgeable in estimating
and scheduling projects.
141
7.1.4 Case study ( Our project )

7.1.4.1 Cost Estimate for Following Elements& Activities
1) Plain concrete
2) reinforced concrete for raft slab.
3) reinforced concrete for columns.
4) reinforced concrete for slab.
5) Brick works.
6) Plaster works.
7) Painting works.
8) Ceramic works.
9) Wood works.
142
1) Plain concrete
Describtion Unit Quantity category Total Price
Plain Concrete*1.05 m3 191 550 105050
Water flooding m3 150 25 3750
Carpenter capita 12 105 1260
Surface leveling workers capita 2 80 160
Water Treatment m3 200 25 5000
Workers to spray treated water capita 2 80 160
White Termite Powder m2 905 10 9050
Polyethylene linoleum m2 905 2 1810
Total actual cost 126240

profit (10%) 12624
General and administrative
expenses(10%) 12624
Indirect Cost (6%) 7574.4
Total cost in( BOQ) 159062.4
Cost per cubic meter in ( BOQ) 832.7874346
Table 6: Plain concrete
143
1) reinforced concrete for raft slab

reinforced concrete *1.05 m3 840 550 462000
The Wood for Used lump sum 1 300000 300000
steel Ton 66 12700 838200
lace wire Kg 363 16 5808
Rent a vibrator daily 1 8400 8400
Insulation material litre 1025 7 7175
Break tests for concrete sample 48 28.5 1368
Transfer and installation expenses lump sum 1 2000 2000
steel fixer capita 250 100 25000
Workers for bitumen paints capita 3 100 300
profit (10%) 165530.1
General and administrative
expenses(10%) 165530.1
Table 7: reinforced concrete for raft slab
144
3) reinforced concrete for columns

reinforced concrete *1.05 m3 57.12 550 31416
Nail wood Kg 3 15 45
steel Ton 5.76 12700 73152
Transfer and installation
expenses lump sum 1 200 200
profit (10%) 11871.6
General and administrative expenses(10%) 11871.6
Table 8: reinforced concrete for columns
145
4) reinforced concrete for slab

reinforced concrete *1.05 m3 276.5 550 152075
Nail wood Kg 15 15 225
steel Ton 40.5 12700 514350
Transfer and installation
expenses lump sum 1 1000 1000
profit (10%) 69985.5
Table 9: reinforced concrete for slab
146
5) Brick works
Considerations:
 Cement mix for thousands of bricks 25 * 12 * 12 .... 250 kg

Cement + 1 cubic meter sand.
 Per square meter buildings 67 bricks
Bricks*1.15 1 78710 1.8 141678

cement ‫الشيكارة‬ 400 43 17200
sand m3 87 50 4350
Worker capita 40 250 10000
assistant capita 40 120 4800
lump
Transfer and installation expenses sum 1 1000 1000
Water treatment m3 50 25 1250
profit (10%) 18057.8
Cost per squre meter in ( BOQ) 219.4101061
Table 10: Brick works
147
6) Plaster works
Considerations:
 Cement mixture for square meters ... 7.5 kg Cement + 02.
cubic meters of sand.
 Indoor 2479 square meters
 External 2165 square meters

sand m3 60 50 3000
Founders capita 12 100 1200
plasterer capita 75 450 33750
lump
Water treatment m3 50 25 1250
profit (10%) 6691.5
Table 11: Plaster works
148
7) Painting works
Materials 1 150 220 33000
selar 1 30 100
colors 1 60 750 45000
painter capita 52 400 20800
profit (10%)
10712
General and administrative expenses(10%) 10712
Table 12: Painting works
149
8) Ceramic works
Considerations:
 Cement mix for m2 ... 22.2 kg Cement + 1 m3 sand mix

and brushes.
sand m3 100 50 5000
ceramic m2 955 60 57300
worker capita 28 250 7000
asisstant capita 28 150 4200

lump

profit (10%)
9277.5
Table 13: Ceramic works
150
9) Wood works
1
Door frame 66 150 9900
Doors and windows + accessories 1 66 900 59400
worker capita 30 250 7500
asisstant capita 30 150 4500
profit (10%)
8130
General and administrative expenses(10%) 8130
Indirect Cost (6%) 4878
Total cost in( BOQ) 102438
Cost per one in ( BOQ) 1552.090909
Table 14: Wood works
151
7.1.4.2 Cash Flow
Definition:
Cash flow is the net amount of cash that an entity receives and disburses
during a period of time. A positive level of cash flow must be maintained
for an entity to remain in business. The time period over which cash flow
is tracked is usually a standard reporting period, such as a month, quarter,
or year.
Cash flow Consideration:
Advanced Payment (AP) 10% of the Contract Value

Recovery of AP 10% of the Total Interim
Certificate Value up to
the amount of the advance
Payment Period 60 days after certificate of
Payment
Retention Money 10% of the gross interim
Certificate Value
Retention Money Limit 5% of the Contract Value
Recovery of Retention 50% after the issuance of the
Money certificate of
Completion
50% after the completion of the

maintenance
period
Table 15: Cash flow Consideration
152
Cash Flow Statement:
Jan-18 Feb-18 Mar-18 Apr-18

Gross Cost 1,443,768.25 826,795.20 525,298.80 735,369.05
Profit 144376.825 82679.52 52529.88 73536.905
Net Cost ( cash out ) 1,299,391.43 744,115.68 472,768.92 661,832.15
Comulative Gross Cost 1,443,768.25 2,270,563.45 2,795,862.25 3,531,231.30
Comulative Profit 144376.825 227056.345 279586.225 353123.13
Comulative Net Cost ( cash out ) 1,299,391.43 2,043,507.11 2,516,276.03 3,178,108.17
Retention (10 % ) 144376.825 82679.52 52529.88 73536.905
Recovery of Advanced Payment (10 % ) 144376.825 82679.52 52529.88 73536.905
Comulative Retention 144376.825 227056.345 279586.225 353123.13
Comulative Recovery of Advanced
Payment 144376.825 227056.345 279586.225 353123.13
cash In 1,155,014.60 1,816,450.76 2,236,689.80 2,824,985.04
Comulative cash In 1,475,650.57 2,630,665.17 3,292,101.33 3,712,340.37
( Comulative cash out - Comulative cash
In ) -176,259.14 -587,158.06 -775,825.30 -534,232.20
Monthly To Finance -176,259.14 -410,898.92 -188,667.24 241,593.11
Table 16: Cash Flow Statement:
153
May-18 Jun-18 Jul-18 Aug-18

Gross Cost 1,294,116.23 655,393.39 1,798,457.20 931,367.92
Profit 129411.623 65539.339 179845.72 93136.792
Net Cost ( cash out ) 1,164,704.61 589,854.05 1,618,611.48 838,231.13
Retention (10 % ) 129411.623 65539.339 179845.72 93136.792
Payment 482534.753 548074.092 727919.812 821056.604
cash In 3,860,278.02 4,384,592.74 5,823,358.50 6,651,684.15
In ) 42,177.17 -403,261.76 691,035.00 90,500.37
Monthly To Finance 576,409.37 -445,438.93 1,094,296.77 -600,534.63
Sep-18 Oct-18 Nov-18 Dec-18

Gross Cost 1,443,993.25 1,147,014.86 1,648,197.24 908,926.87
Profit 144399.325 114701.486 164819.724 90892.687
Net Cost ( cash out ) 1,299,593.93 1,032,313.37 1,483,377.52 818,034.18
Retention (10 % ) 144399.325 114701.486 164819.724 90892.687
Payment 965455.929 1080157.415 1244977.139 1335869.826
cash In 7,951,278.08 8,983,591.45 10,466,968.97 11,285,003.15
In ) 561,768.64 294,488.09 745,552.23 80,208.90
Monthly To Finance 471,268.27 -267,280.55 451,064.14 -665,343.33
154
Jan-19 Feb-19 Mar-19 Apr-19

Gross Cost 587,157.68 810,649.74 0.00 0.00
Profit 58715.768 81064.974 0 0
Net Cost ( cash out ) 528,441.91 729,584.77 0.00 0.00
Comulative Gross Cost 13,945,855.94 14,756,505.68 14,756,505.68 0
Comulative Net Cost ( cash out ) 12,551,270.35 13,280,855.11 13,280,855.11 13280855.11
Retention (10 % ) 58715.768 81064.974 0 0.00
Recovery of Advanced Payment (10 % ) 58715.768 81064.974 0 0
Payment 1394585.594 1475650.568 1475650.568 0
cash In 11,813,445.06 12,543,029.83 12,543,029.83 0.00
Comulative cash In 12,760,653.72 13,289,095.63 14,018,680.40 14387593.04
In ) -209,383.37 -8,240.52 -737,825.28
Monthly To Finance -289,592.27 201,142.85 -729,584.77
Total Apr-21
Gross Cost 14,756,505.68
Profit 1475650.568
Net Cost ( cash out ) 13,280,855.11
Comulative Gross Cost
Comulative Profit
Comulative Net Cost ( cash out )
Retention (10 % ) 1475650.568
Recovery of Advanced Payment (10 % ) 1475650.568
Comulative Retention
Payment
cash In
Comulative cash In 14756505.68
In )
Monthly To Finance
155
cash flow profile, S-curve:
16,000,000.00 16,000,000.00
14,000,000.00 14,000,000.00
12,000,000.00 12,000,000.00
10,000,000.00 10,000,000.00
8,000,000.00 8,000,000.00
6,000,000.00 6,000,000.00
4,000,000.00 4,000,000.00
2,000,000.00 2,000,000.00
0.00 0.00
Comulative cash In Comulative Net Cost ( cash out )
Figure 23: cash flow profile, S-curve
156
Chapter 8 Method of Construction Graduation project
Reference:
 Prof.DR.Moataz .A.M.Farag ( MINIA UNIVERSITY)

 Eng . Mohamad hani
 ) ‫كتاب ادارة مشروعات التشييد ( الدكتور أيمن عبد السالم‬
157
Method of
Construction
“Chapter 8 ”
158
8.1 Introduction
This method of construction is intended to inform the Principal Contractor
and other contractors how the work will be delivered in the site associated
with risks and the precautions to be taken when the Company is working
on the site. It provides the basis for the control of operations whilst the
Company is on the site.
The purpose of this statement:

 To outline how the work will be achieved in the site.
 To provide a document that worker must read and understand before
starting a job.
 To meet legal requirements.
 To predict possible problems.
 To make a program for work, materials and time.
8.2 construction phases
• Site mobilization
1
• Excavation Works
2
• Columns
3
• Slab
4
159
8.2.1 Site mobilization
 Site facilities installation (Temp. water supply and electric supply).

 making a fence around the site
 Prepare The soil studies report
 Preparing caravans.
 Determination of storage area
Figure 24: Site mobilization
160
8.2.2 Excavation Works
Limitation the dimensions of Excavation.
Excavating the earth from ground level to the

foundation level
Transfer the result of excavation out from the site.
RC walls if it needed
Figure 25: Loaders
161
8.2.3 Columns
Column layout work:
In this stage of works the location of columns are determined practically
in field. It is done by laying rope according to grids shown in the drawing
and then mark the location of columns related to rope.
In drawing, column locations are shown related to grid-line with
dimension. Practicaly, in field, ropes are our grid-line. So we place
columns related to rope-line by measuring dimension shown in the
drawing.
Figure 26: Shuttering Columns
162
Column Reinforcement work:

After marking the column locations, we then start to place reinforcement
as instructed in the structural drawing.
This is normally described in the drawing like :
C1-12#16 mm⌀ and stirrup-10#10 mm⌀ @ 4″ c/c.

That means column C1 will have 12 numbers of 16 mm diameter bar as
vertical bar and 10 mm diameter steel should be placed 4 inch center to
center as stirrup.
Or
C2-8#20 mm⌀ + 10#16 mm⌀ and stirrup-10 mm⌀ @ (4″+6“) c/c.
This C2 column’s reinforcement specification means that it’ll have 8

numbers of 20 mm diameter bar as well as 10 numbers of 16 mm diameter
bar as vertical reinforcement and (4″+6″) center to center of stirrups
placement means middle-half portion of clear height of column will have
6″ center to center spacing of stirrups and upper one-fourth as well as
bottom one-fourth height of column’s clear height will hold stirrups at 4″
center to center spacing.
There is a sheet in structural drawing which contains structural notes from

structural designer. In that drawing sheet, you’ll find suggested lap length
for column’s steel of different diameter bar and other important notes.
You should read those before column reinforcement work.
163
Figure 27: Steel Fixing
164
Column formwork:
In building, floor height is normally kept 10 feet. If the slab has beam
then we have to pour concrete up to beam bottom level. Suppose, beam
height specified in drawing is 1′-6″. So, the casting height of our column
will be 8′-6″. And our formwork height will be 8′-6″. But one thing should
be considered here is that dropping concrete from above 5′ height isn’t
suggested during pouring. Because it leads concrete segregation. So we
should make one-side of column formwork within 5 feet height range.
After casting 5 feet of column, we just lift the short side up to full-casting
height of column next day.
Another way to cast column without segregation is to keep a small

window at 5 feet level of full-height formwork. After casting up to that
level, close the window and cast the rest of the column.
Figure 28: Formwork
165
Pouring concrete into column:
Casting column is easy. For small quantity of concrete volume we

normally depend on machine-mix concrete and for large concrete quantity
we order ready-mix concrete. I would suggest machine-mix concrete.
Because, if you use moving pump with ready-mix concrete and if you
want not to exceed 5 feet height range for dropping concrete that would be
difficult.
If you don’t use moving pump, yet there are some problems. Suppose, you
have decided to use ready-mix concrete without pump. In that case, you
have to manually unload concrete on job site from ready-mix concrete
truck and have to manually pour into column. That’ll take long time and
you’ll exceed initial setting time of concrete. As a result, concrete will
lose its quality. So it is better to cast column with machine-mix concrete.
Figu
re
29:
Rea
dy
Mix
ed
Concrete
166
8.2.4 Flat slab

Taking Safety Precautions:
Understand the gravity of the project and take the necessary safety
precautions. Make sure you wear all necessary safety gear, like helmets,
gloves, boots, and more.
Measuring the Sizes:

One of the most crucial step in building a flat concrete roof is to figure out
the sizes of the blocks you will need. This block size you will need for
steel bars and wooden, but this guide will assume you are using a wide
concrete slab.
Placing the Joists:
The joists will provide a strong foundation for the flat concrete roofing.
As the width of the concrete slab for example is 16 3/4 inches, place the
joists at this distance.
The bottom of the joists should rest on either a beam or a wall. This will
give it the support it requires.
Figure 30: Placing the Joists
167
Reinforcement work:
After formwork we then start to place reinforcement as instructed in the

structural drawing.
Figure 31: Reinforcement work
168
Placing the Concrete Slabs:
Next, place the concrete slab on its face.
Figure 32: Placing the Concrete
Curing:
The final step in building the roof is to allow the grout to work on the
concrete slabs. Let it cure completely. If you want to waterproof your
concrete roof, you may do so now.
169
References:
 Construction sites
 wikipedia
170
Chapter 9 Risk Management Graduation project
Risk Management
“Chapter 9 ”
171
9.1 Introduction
Risk management in the construction project management context is
comprehensive and systematic way of identifying, analyzing and
responding to risks to achieve the project objective. Therefore nowadays,
the risk analysis and management continue to be a major feature of the
project management of construction projects in an attempt to deal
effectively with uncertainty and unexpected events and to achieve project
success.
9.2 Risk Identification

Risk is the probability of occurrence of a defined hazard and the
magnitude of the consequences or an uncertain event or condition that
results from the work, having an impact that contradicts expectations.
9.3 Risk Management
Risk management means more foresight, fewer setbacks. It also can be

defined as "the systematic process of identifying, analyzing and
responding to project risk. It includes maximizing the probability and
consequences of positive events and minimizing the probability and
consequences of adverse events to meet the project objectives.
172
9.3.1 Benefits of Risk Management

1) More and better information is available during planning and
decision making
2) Project objectives are verified .
3) Improved communications .
4) Higher probability of project success .
9.3.2 Risk Management Process
Monitoring
and Control
Risk
Response
Management
Planning
planning
Risk
Management
Quantitative Risk
Analysis Identification
Qualitative
Analysis
Figure 33: Risk Management

process
173
9.3.2.1 Risk Management Planning

Deciding how to approach, plan and execute the risk management
activities for the project.
A good risk management plan is critical to cutting down on unexpected

project risks.
A strong plan can decrease problems on a project by as much as 80 to 90

percent.
9.3.2.1.1 Objectives of risk management planning

 To eliminate negative risks.
 To reduce risks to an "acceptable" level if risks cannot be eliminated.
This means a risk level the organization can live with, making sure
that proper controls are in place to keep risks within an acceptable
range.
 To transfer risks by means of insurance (i.e., insuring company assets
for theft or destruction, such as hurricane or fire damage) or to
transfer the risk to another organization (i.e., using a third-party
vendor to install network equipment so that the vendor is made
responsible for the installation's success or failure).
9.3.2.1.2 Risk management planning outputs

 Methodology.
 Roles and responsibilities.
 Budgeting.
 Timing.
 Risk categories.
 Definition of risk probability and impact.
174
 Probability and impact matrix.

 Reporting format
9.3.2.1.3 Methodology
Defines the approaches, tools, and data sources that may be used to
perform risk management on the project.
9.3.2.1.4 Roles and responsibilities

Defines the lead, support, and risk management team members for each
type of activity in the risk management plan, and clarifies their
responsibilities.
9. 3.2.1.5 Budgeting
Assigns resources, estimates funds needed for risk management for
inclusion in the cost performance baseline, and establishes protocols for
application of contingency reserve.
9. 3.2.1.6 Timing
Defines when and how often the risk management process will be
performed throughout the project life cycle, establishes protocols for
application of schedule contingency reserves, and establishes risk
management activities to be included in the project schedule.
175
9. 3.2.1.7 Risk categories

Provides a structure that ensures a comprehensive process of
systematically identifying risks to a consistent level of detail and
contributes to the effectiveness and quality of the Identify Risks
process. An organization can use a previously prepared
categorization framework which might take the form of a simple list
of categories or might be structured into a Risk Breakdown Structure
(RBS).
176
Figure 33: Risk Breakdown Structure
177
9. 3.2.1.8 Definition of risk probability and impact

The likelihood that events will occur, it can be assigned using a simple
High-medium-low scale that ranks the probability for each risk.
9. 3.2.1.9 Probability and impact matrix

Each identified risk is fed into a probability-impact matrix, as
seen in The figure. The matrix maps out the risk, its probability
and possible impact. The risks with higher probability and impact
are a more serious Threat to the project objectives than the risks
with lower impact and Consequences.
The risks that are threats to the project require Quantitative
analysis to determine the root of the risks, the methods to Control
the risks, and effective risk management.
Fig. 3: Risk matrix
Figure 34: Risk matrix
178
Impact
Probability Very Very

low low Medium High
High
0.1 0.3 0.5 0.7 0.9
Very low Low Low Low

0.1 Medium Medium
Low Low
low 0. 3 Medium Medium Medium
Low
Medium 0.5 Medium Medium High High
High 0.7 Medium Medium Medium High High
Very
0.9 Medium Medium High High High
High
Table 17: Heat map
179
9. 3.2.1.10 Reporting format

A Risk Form is a document which is completed by a member of a
project to raise with management a new project risk. Risk Forms
may be used to formally log any type of risk; however, the most
frequent.
Types of risks identified relate to the project:
 Scope
 Deliverables
 Timescale
 Resources.
When to use a Risk Form:

Risk Forms are used during the ‘Execution’ phase of the project as
a part of the Risk Management Process. The Risk Form should be
completed by the Risk Identifier and formally distributed to the
project manager for review. The Project Manager will determine
whether or not the form provides adequate information in order to
submit it to the risk review group for approval.
9.3.2.2 Risk Identification and method

Risk identification is an iterative process that involves the project
team, stakeholders and other managers affected by or who affect the
project, and finally outside individuals who can comment on the
completeness of the risk identification based on their similar
experiences.
180
By identifying risks at an early stage of planning a construction project or

a tender and assessing their relative importance, the project management
can be adapted to reduce the risks and allocate them to the parties best
able to control them or absorb them should they occur. Studies should be
carried out early in the life of a project, well before decisions are made to
proceed with the project.
9.3.2.2.1 INFORMATION GATHERING
 Brainstorming
This is probably the most often used technique of the risk identification
process. You have probably used this many times for many purposes.
Brainstorming involves getting subject matter experts, team members,
risk management team and anyone else who might benefit the process in
a room and asking them to start identifying possible risk events. The
trick here is that one person’s idea might spawn another idea and so on,
so that by end of the session you would have identified all the possible
risks. The facilitator could start the group off by going through the
categories of risks to get everyone thinking in the right direction.
 SWOT
Strengths, weaknesses, opportunities and threats (SWOT) is an analysis

technique that examines through each of these viewpoints the project
itself, project management processes, resources, and the organization and
so on. It also helps broaden your perspective of where to look for risks.
181
Figure 35: SWOT
9.3.2.2.2 CHECKLIST ANALYSIS
Checklists used during the Risk identification processes are usually

developed based on historical information and previous project
experience. If you typically work on projects that are similar in nature,
begin to compile a list of risks. You can’t hen convert this to a checklist
that will allow you to identify risks on future projects quickly and easily.
You can also use the lowest level of the RBS as a checklist. However
don’t rely solely on checklists for Risk Identification because you might
miss important risks. It isn’t possible for a single checklist to be an
exhaustive source or all projects. You can improve your checklists at the
end of the project by adding the new risks that were identified or
modifying old ones if need be.
182
Table 18: checklist of project risk
183
 ASSUMPTION ANALYSIS
Assumptions analysis is a matter of validating the assumptions you

identified and documented during the course of the project planning
processes. Assumptions should be accurate, complete, and consistent.
Examine all your assumptions for these qualities. Assumptions are
also used as a jumping off point to further identify risks.
The important thing to note about the project assumptions is that all
assumptions are tested against two factors:
_ The strength of the assumption or the validity of the assumption

_ The consequences that may impact the project if the assumption
turns out to be false
All assumptions that turn out to be false should be evaluated and scored
just as risks.
 DIAGRAMMING TECHNIQUES
_ Influence Diagrams
This method typically show the casual influences among project variables,
the timing or time ordering of events and the relationships among other
project variables and their outcomes. Simply put the visually depict risks
uncertainties or impacts and how they influence each other.
184
_ Cause and effect

This method shows relationship between effects of problems and their
causes. This diagram depicts ever potential cause and sub cause of the
problem and the effect that each proposed solution will have on the
problem. The diagram is also called fishbone diagram or Ishikawa
diagram after its developer Kaoru Ishikawa.
Figure 36: Fishbone diagram
185
_ Process flowcharts
This method shows logical steps needed to accomplish an objective how

the elements of a system relate to each other, and what actions cause what
responses. This flowchart it’s probably the one you are most familiar with.
It’s usually constructed with rectangles and parallelograms that step
through a logical sequence and follow for “Yes” and “No” branches.
Figure 37: Risk management process flow chart
186
9.3.2.3 Risk Analysis

Risk analysis begins with a detailed study of the risk issues that have been
identified and approved by decision-makers.
The objective is to judge the likelihood of occurrence and cost,
schedule, and technical consequences if the risk occurs.
Risk analyses are often based on detailed information that may come from
a variety of techniques, but not limited to:
_ Comparisons with similar systems

_ Relevant lessons-learned studies
_ Experience
_ Data from engineering or other models
_ Specialist and expert judgments
_ Analysis of plans and related documents
_ Modeling and simulation
187
9.3.2.3 .1 Qualitative Risk Analysis

Prioritizing risks for subsequent further analysis or action by assessing
and combining their probability of occurrence and impact.
The qualitative analysis process is quick and cheaper. It gives us some

feel about the risks, and then we can determine which risks needs to be
analyzed further by using quantitative analysis.
Figure 38: Qualitative risk analyses
Tools and Techniques for qualitative Risk Analysis
 Risk probability and impact assessment

– investigating the likelihood that each specific risk will occur and
the potential effect on a project objective such as schedule, cost,
quality or performance (negative effects for threats and positive
effects for opportunities), defining it in levels, through interview or
meeting with relevant stakeholders and documenting the results.
188
 Probability and impact matrix

– rating risks for further quantitative analysis using a probability and
impact matrix, rating rules should be specified by the organization in
advance.
 Risk categorization
– in order to determine the areas of the project most exposed to the
effects of uncertainty. Grouping risks by common root causes can
help us to develop effective risk responses.
 Risk urgency assessment

- In some qualitative analyses the assessment of risk urgency can be
combined with the risk ranking determined from the probability and
impact matrix to give a final risk sensitivity rating. Example- a risk
requiring near-term responses may be considered more urgent to
address.
 Expert judgment
– Individuals who have experience with similar project in the not too
distant past may use their judgment through interviews or risk
facilitation workshops.
189
9.3.2.3 .2 Quantitative Risk Analysis
A quantitative risk analysis is a further analysis of the highest priority

risks during a which a numerical or quantitative rating is assigned in
order to develop a probabilistic analysis of the project.
A quantitative analysis:
- quantifies the possible outcomes for the project and assesses the
probability of achieving specific project objectives
- provides a quantitative approach to making decisions when there
is uncertainty
- creates realistic and achievable cost, schedule or scope targets
Figure 38: Quantitative Risk Analysis
190
Tools and Techniques for Quantitative Analysis
 Pert
 Mont Carlo Simulation
 Decision Analysis ( Decision Tree )
 Interviewing
9.3.2.4 Risk Response planning

The process of developing options and actions to enhance
opportunities and to reduce threats to the project objectives.
9.3.2.4.1 Risk Response Strategy

Acceptance: The project team decides not to change project
objectives to deal with the risk.
Passive acceptance: no action, deal with threats as they occur

(workarounds)
Active acceptance: establish a contingency reserve to handle risks
 Transference
– Shifting the negative impact of a threat, along with the

ownership of the response, to a third party.
 Mitigation
– Reducing the Probability or Impact of an adverse risk event

(threat) to an acceptable threshold.
 Avoidance
– Changing a project objective to eliminate the threat posed

by an adverse risk event.
191
9.3.2.5 Risk Monitoring and control

The process of controlling and monitoring and keeping track of the
identified and the unidentified risks is risk control. In this process we
hope to identify risks that are no longer possible and risks that are
coming due, as well as any new risks that may become evident. We will
also monitor risk activity to make sure the risk plans have been carried
out successfully. Problems that have been found out in the risk plan can
help us adjust the plans for future risk activities.
The level of risk tolerance should be monitored as well. The attitude of
the stakeholders will change during the course of the project.
Communication with all stakeholders is important since it gives us a
means of assessing changes in their risk tolerance.
Activities:
The following activities will be undertaken to identify, review and control
risks on the project. These activities together form the "Risk Management
Process.
Roles:
While any member of the project team may identify a project risk, the
following staff will have key responsibilities for the ongoing risk
management within the project.
Team Members
will be responsible for:
 Identifying project risks and completing Risk Forms
 Forwarding all Risks Forms to their Project Leader for review
192
Team Leaders
Will be responsible for:
 Reviewing all Risk Forms to determine whether they are "likely" to
adversely affect the project.
 Working with the team member to approve a set of preventative and
contingent actions.
 Forwarding a prioritized set of Risk Forms to the Project Manager
for action.
The Project Manager

will be responsible for:
 Confirming the priority level of Risk Forms received.
 Taking immediate actions to resolve all low and medium priority
level risks.
 Making the Project Board immediately aware of new high priority
risks.
 Implementing actions approved by the Project to resolve High
Priority Risks.
193
9.4 Risk Management processes for our Project
9.4.1 Risk identification

T: Threats
O: Opportunities
Number T/O
Risk title Risk category
Political Risk
1 T Loss or delay due to war, revolution, and riot External
2 T Changes in laws and regulations External
3 T Political risks in countries of suppliers, owners, and External
contractors
Financial and economic Risk
4 T Currency exchange difficulties External
5 T Increase of inflation rates External
6 T Fluctuations in country economic situation External
7 T High taxation and Tax rate changes External
Market conditions Risk
8 T Fluctuations in market demand for product or service External
9 T Unfairness in tendering and Method of Contractor choice Organizational
10 T Market suitability for advanced technology Technical
11 T Shortage of transportations and communications External
12 T Poor quality of local materials Technical
Acts of God Risk
13 T Force majeure such as (Flash Flood, Earthquake, Fire, wind External
damage, lightning, soil conditions and landslide)
14 T Severe weather conditions External
Design risk
15 T Scope changes and ill project scope definition Project
management
16 T Lack in using new technologies in design Technical
17 T Code changes Technical
18 T Inadequate specifications and shortage of design data Project
management
19 T Design errors and omissions Technical
20 T Design changes Technical
194
Number T/O
Risk title Risk category
21 T Delay in design and regulatory approval Project

management
22 T Variations of actual quantities of work compared with Project
quantities in bidding documents management
Project Financing risk
23 T Lack in project financing organization
24 T Fluctuation of project cash flow such as (Delay in payment organization
by client)
25 T Bond policy problems in banks organization
26 T Inadequacy of project insurance (during construction) organization
Administrative and Job Site risk
27 T Non confirmation of site boundaries organization
28 T Delay in possession of site due to any reason such as land organization
expropriation
29 T Limited working hours and difficulties in access to the site organization
30 T Inadequate of Existing facilities Project
management
31 T Improper site stores management such as storage and protection of organization
material
32 T Poor site safety Project
management
33 T Unforeseen site conditions such as soil conditions, groundwater and External
historical finds
Environmental Risk
34 T Environmental protection due to project pollutions (noise, smoke, Project
and wastes caused by project) management
35 T Side effects due to project activities Technical
New technology and constructability
36 T Improper design for the usual methods of construction Technical
37 T Problems in technology implementation and feasibility of Technical
construction methods
38 T Defective workmanship organization
39 T Familiarity of the work and Project complexity organization
40 T Poor productivity of manpower or equipment organization
41 T Shortage of required equipment organization
Procurement risk
42 T Long lead items equipment and bulk material organization
43 T Delay in materials delivering organizational
44 T/O Changes in the materials prices External
Project Contract Risk
45 T Contract dispute results from disagreement over some conditions in Project
contracts management
46 T Breach of contract Project
management
195
47 T Contractual failure Project
management
Project team risk
48 T Inadequate project organization structure organizational
49 T Lacked appropriate skills organizational
50 T Poor Communication, coordination and different opinions among Project
team members management
51 T problems among project team members Project
management
52 T Changes in core team Project
management
53 T Inadequate Motivation for workers Project
management
54 T Improper accommodations for workers organizational
Project Stakeholders risk
55 T Lack of Client’s experience External
56 T Client’s representative problems External
57 T Bankruptcy of a project partner External
58 T Poor communication and coordination among the project team work Project
and other partners (Client, consultant, ...) management
59 T Third party delay External
60 T Cultural differences Project
management
61 T Language barrier Project
management
62 T Delayed dispute resolution Project
management
Project management risk
63 T Scheduling errors and underestimation of cost Project
management
64 T Inadequate project management budget organizational
65 T Inadequate site management staffing Project
management
66 T Inadequate definition of authority and responsibility for any partner organizational
67 T Poor quality, performance control, and supervision Project
management
68 T Inadequate and slow decision-making mechanism Project
management
69 T Change order control Project
management
70 T Delay of regulatory reporting Project
management
71 T Problems resulted in interference among different subcontractor's Project
management
72 T Fluctuation default of Subcontractor External
196
9.4.2 Qualitative Analysis
No Factor Probability Impact Risk Impact Risk

Index Time Index Index Index Index
Time Time cost cost
1 Loss or delay due to war, revolution, and 0.1 0.7 0.07 0.7 0.07
riot
2 Changes in laws and regulations 0.3 0.3 0.09 0.7 0.21
3 Political risks in countries of suppliers, 0.3 0.1 0.03 0.7 0.21
owners, and contractors
4 Currency exchange difficulties 0.1 0.5 0.05 0.7 0.07
5 Increase of inflation rates 0.7 0.5 0.35 0.7 0.49
6 Fluctuations in country economic situation 0.7 0.5 0.35 0.7 0.49
7 High taxation and Tax rate changes 0.7 0.5 0.35 0.7 0.49
8 Fluctuations in market demand for product 0.3 0.3 0.09 0.7 0.21
or service
9 Unfairness in tendering and Method of 0.3 0.3 0.09 0.7 0.21
Contractor choice
10 Market suitability for advanced technology 0.3 0.3 0.09 0.7 0.21
11 Shortage of transportations and 0.5 0.3 0.15 0.7 0.35
communications
12 Poor quality of local materials 0.3 0.3 0.09 0.7 0.21
13 Force majeure such as (Flash Flood, 0.3 0.9 0.27 0.5 0.15
Earthquake, Fire, wind damage, lightning,
soil conditions and landslide)
14 Severe weather conditions 0.3 0.9 0.27 0.5 0.15
15 Scope changes and ill project scope 0.1 0.5 0.05 0.5 0.05
definition
16 Lack in using new technologies in design 0.3 0.5 0.15 0.5 0.15
17 Code changes 0.1 0.5 0.05 0.5 0.05
18 Inadequate specifications and shortage of 0.3 0.5 0.15 0.5 0.15
design data
19 Design errors and omissions 0.3 0.5 0.15 0.5 0.15
20 Design changes 0.3 0.9 0.27 0.5 0.15
21 Delay in design and regulatory approval 0.7 0.9 0.63 0.5 0.35
22 Variations of actual quantities of work 0.3 0.3 0.09 0.5 0.15
compared with quantities in bidding
documents
23 Lack in project financing 0.3 0.5 0.15 0.5 0.15
24 Fluctuation of project cash flow such as 0.5 0.3 0.15 0.5 0.25
(Delay in payment by client)
25 Bond policy problems in banks 0.3 0.3 0.09 0.5 0.15
26 Inadequacy of project insurance (during 0.5 0.3 0.15 0.5 0.25
construction)
197
27 Non confirmation of site boundaries 0.1 0.5 0.05 0.3 0.03
28 Delay in possession of site due to any 0.1 0.5 0.05 0.3 0.03
reason such as land expropriation
29 Limited working hours and difficulties in 0.7 0.5 0.35 0.3 0.21
access to the site
30 Inadequate of Existing facilities 0.3 0.5 0.15 0.3 0.09
31 Improper site stores management such as 0.3 0.3 0.09 0.3 0.09
storage and protection of material
32 Poor site safety 0.3 0.3 0.09 0.3 0.09
33 Unforeseen site conditions such as soil 0.3 0.7 0.21 0.3 0.09
conditions, groundwater and historical
finds
34 Environmental protection due to project 0.5 0.3 0.15 0.3 0.15
pollutions (noise, smoke, and wastes
caused by project)
35 Side effects due to project activities 0.3 0.3 0.09 0.3 0.09
36 Improper design for the usual methods of 0.3 0.7 0.21 0.5 0.15
construction
37 Problems in technology implementation 0.3 0.7 0.21 0.5 0.15
and feasibility of construction methods
38 Defective workmanship 0.3 0.7 0.21 0.7 0.21
39 Familiarity of the work and Project 0.3 0.7 0.21 0.7 0.21
complexity
40 Poor productivity of manpower or 0.7 0.7 0.49 0.7 0.49
equipments
41 Shortage of required equipment 0.3 0.7 0.21 0.7 0.21
42 Long lead items equipment and bulk 0.3 0.7 0.21 0.5 0.15
material
43 Delay in materials delivering 0.3 0.7 0.21 0.5 0.15
44 Changes in the materials prices 0.9 0.3 0.27 0.7 0.63
45 Contract dispute results from disagreement 0.3 0.7 0.21 0.7 0.21
over some conditions in contracts
46 Breach of contract 0.3 0.7 0.21 0.7 0.21
47 Contractual failure 0.3 0.7 0.21 0.7 0.21
48 Inadequate project organization structure 0.3 0.5 0.15 0.5 0.15
49 Lacked appropriate skills 0.3 0.5 0.15 0.5 0.15
50 Poor Communication, coordination and 0.3 0.5 0.15 0.5 0.15
different opinions among team members
51 problems among project team members 0.3 0.5 0.15 0.5 0.15
52 Changes in core team 0.3 0.5 0.15 0.5 0.15
53 Inadequate Motivation for workers 0.3 0.5 0.15 0.5 0.15
54 Improper accommodations for workers 0.3 0.5 0.15 0.5 0.15
55 Lack of Client’s experience 0.3 0.3 0.09 0.5 0.15
56 Client’s representative problems 0.3 0.3 0.09 0.5 0.15
57 Bankruptcy of a project partner 0.3 0.7 0.21 0.7 0.21
58 Poor communication and coordination 0.3 0.5 0.15 0.5 0.15
among the project team work and other
partners (Client, consultant, ...)
198
59 Third party delay 0.3 0.5 0.15 0.5 0.15
60 Cultural differences 0.3 0.3 0.09 0.5 0.15
61 Language barrier 0.3 0.3 0.09 0.5 0.15
62 Delayed dispute resolution 0.3 0.5 0.15 0.5 0.15
63 Scheduling errors and underestimation of 0.3 0.7 0.21 0.7 0.21
cost
64 Inadequate project management budget 0.3 0.3 0.09 0.7 0.21
65 Inadequate site management staffing 0.3 0.5 0.15 0.5 0.15
66 Inadequate definition of authority and 0.3 0.5 0.15 0.5 0.15
responsibility for any partner
67 Poor quality, performance control, and 0.3 0.5 0.15 0.5 0.15
supervision
68 Inadequate and slow decision-making 0.3 0.5 0.15 0.5 0.15
mechanism
69 Change order control 0.3 0.5 0.15 0.5 0.15
70 Delay of regulatory reporting 0.3 0.5 0.15 0.5 0.15
71 Problems resulted in interference among 0.5 0.5 0.25 0.5 0.25
different subcontractor's
72 Fluctuation default of Subcontractor 0.5 0.7 0.35 0.7 0.35
Table 19: Qualitative Analysis
199
9.4.3 Top Six Risks “ Threats” On Time and Cost

No Factor Risk Risk response
Index Index
Time cost
5 Increase of inflation rates 0.35 0.49 Transfer
6 Fluctuations in country economic situation 0.35 0.49 Accept
7 High taxation and Tax rate changes 0.35 0.49 Accept
21 Delay in design and regulatory approval 0.63 0.35 Accept
36 Improper design for the usual methods of 0.21 0.15 Mitigate
construction
37 Problems in technology implementation 0.21 0.15 Mitigate
and feasibility of construction methods
40 Poor productivity of manpower or 0.49 0.49 Mitigate
equipment
44 Changes in the materials prices 0.27 0.63 Accept
71 Problems resulted in interference among 0.25 0.25 Accept
different subcontractor's
72 Fluctuation default of Subcontractor 0.35 0.35 Accept
Table 20: Top Six Risk
9.4.4 Risk Response Planning
 Increase of inflation rates
Solution: We will vanish that with clauses in the contract
Or: Dealing with foreign currency if it possible (Eng. Eldeeb)
 Fluctuations in country economic situation
 High taxation and Tax rate changes
 Changes in the materials prices
 Problems resulted in interference among different subcontractor's
Solution:
)1( Agree with contractors on dates lower than the basic dates so I
am in a safe
(2) The contractor is fined the value of the losses caused By it
200
 Fluctuation default of Subcontractor
Solution:
(1)Agree with contractors on dates lower than the basic
Dates so I am in a safe
(2)The contractor is fined the value of the losses caused
By it
 Improper design for the usual methods of construction
Join to another high qualified company.
 Problems in technology implementation and feasibility of
construction methods
The Same Previous Solution or using BIM Technology
 Poor productivity of manpower or equipment
Train the crews well after construction and employee more supervisors
 Shortage of required equipment
Contract with a different team to validate the equipment needed to high
the productivity
201
References:
Prof.Dr.Usama .Hameed. isaa ( TAIF UNIVERSITY)
202
Chapter 10 Quality Management Graduation project
Quality
Management
“Chapter 10”
203
10.1 Introduction
10.1.1 Quality has many definitions

 “The degree of excellence of a thing” ( Webster’s Dictionary)
 Conformance to specification & Standards
 Satisfying Customer requirements.
 Doing the thing RIGHT first time & every time
 Completing the project with no deviations from the Project
requirements.
10.1.2 Definition of Quality Management

Project Quality Management includes the processes and activities of the
performing organization that determine quality policies, objectives, and
responsibilities so that the project will satisfy the needs for which it was
undertaken. Project Quality Management uses policies and procedures to
implement, within the project’s context, the organization’s quality
management system and, as appropriate, it supports continuous process
improvement activities as undertaken on behalf of the performing
organization.
Project Quality Management works to ensure that the project
requirements, including product requirements, are met and validated.
204
10.2 Quality cycle
STAGE (1) STAGE (2) STAGE (3)

QUALITY QUALITY QUALITY
planning ASSURANCE control
Figure 38: Quality cycle
205
Owner
requirements
figure ()
Desires &
Quality of Quality of
performance design
Executing Design
technique Characteristics
Quality of
executing
Fig. 39: Quality target
206
1-Customer satisfaction:
Understanding, evaluating
defining, and managing
expectations so that customer
requirements are met
(conformance to requirements
& fitness for use).
2-Prevention over inspection:
The cost of preventing mistakes is generally much less than the cost of
correcting them (quality is planned, designed, and built in not inspected
in).
207
10.3 Definations:
10.3.1 Quality planning:

 Identifying quality requirements and/or standards for the
project and product.
10.3.2 Quality Assurance:

Applying the planned, systematic quality activities to ensure
all processes needed to meet requirements are employed.
10.3.3 Quality Control:

Monitoring specific project results to determine whether they comply with
applied quality standards, and; identifying ways to eliminate causes of
unsatisfactory performance.
10.3.4 Quality Management Planning:

 The process of:
 identifying which standards apply to the project and how to meet the
standards, with a focus on customer requirements,
 designing products & services to meet those requirements,
 establishing quality goals,
 defining processes, and
 Establishing controls to use in monitoring the processes.
208
Fig. 40: Quality process
3.5-Cause - and--Effect Diagram Effect Diagram (Tools &

Techniques)
The Fishbone or Ishikawa diagram can also contain probabilities.
Fig. 41: Ishikawa chart
209
10.4 case study
10.4.1Quality Policy Statement

The Project Quality Policy Statement is to ensure a totally Customer
driven approach that meets or exceeds Customer expectations through
effective management and performance, excellent co-ordination, increased
productivity and greater focus on business objectives which include the
following:
• Aim to achieve best practice.

• Ensure improved Customer satisfaction and relationships.
• Deliver a better than expected product.
The Project aims to continuously improve its performance by effective

involvement of all levels of staff, providing staff with the training,
techniques and authority needed to identify and resolve problems and by
the establishment, monitoring and periodic review of objectives in
relevant areas.
10.4.2 Submission of Project specific Quality

Management Plan
This Project specific Quality management plan includes all activities of
overall management function that determine the quality policy, objectives
and responsibilities and implements them by means of quality planning,
quality assurance, quality control and quality improvement, within quality
system.
210
 The updated Quality Plan will be submitted after the mobilization

meeting, and will cover the full scope of work under this Contract.
 This Project Quality Plan (PQP) incorporates , procurement,
construction, commissioning and all other relevant activities
required by the Contract.
 This plan is prepared incorporating quality assurance methods
referring to quality control procedures of which the comprehensive
list is attached to this (PQP).
10.4.3 Project Quality Plan

10.4.3.1Quality plan for plain & reinforced concrete clause
a) Materials
1) Cement
 The contractor must supply the engineer with a report

about the used cement including its type, source and a
certification with its components and properties.
 Tests must be carried out of prove it’s suitability for
works before execution.
 The cement must be delivered in the original closed bags, and it
must be well stored on an elevated wooden floor to protect it from
humidity and rain.
 The site must be provided with the amount of cement required to
continue work without stoppage.
211
2) Aggregates
 The contractor must supply the engineer with a sufficient report
about the coarse and fine aggregates clarify
the source, type and available dimensions.
 Aggregates grading must allow the production
of concrete with high workability, without
increasing its water content.
 The contractor must carry out the required tests to prove the
suitability of aggregates for concrete and its correspondence to the
specifications.
 Gravel should be sprayed with water so as not to absorb part of the
mixing water.
 Aggregate must be free of fine soft material so as not to affect the
resistance of concrete.
3) Water
 The water used in mixing and curing must be from a source
suitable for drinking and clear of harmful materials like oils, acids,
alkalis, salts, and organic materials.
4) Admixtures
 The engineer’s approval must be taken on any type of admixtures before using
it.
 Used admixtures must correspond to one of the international specifications
and must not affect the fundamental concrete properties.
212
b) Process of construction
1) Mixing
Ready mix concrete will be used at the project.

The engineer must record the following information:
 Concrete type and proportions of ingredients confused.
 The number and size of Mixtures.
 Parts of structure.
 Places of concrete placement
 Date and time of mixing.
2) Placing
 No concrete shall be laid before an order

has been optioned from the owner’s
engineer.
 Concrete shall be used on the work
immediately after the mixing, and any
concrete not laid at place within half an
hour after mixing shall not be used in the
work and shall immediately be removed
from the vicinity.
 In case of R.C construction, concrete shall be placed in horizontal
layers stirred and damped with suitable tools and mechanical vibrator
until it completely fills the forms, closes enough against all surfaces
and is in a perfect and complete contact with all reinforcement.
 During compaction must avoid crashing of immersion vibrators with
steel bars.
213
 Temperature requirements at the site should be taken into

consideration.
3) Finishing concrete surface
The surface of concrete finished against forms must be smooth, free form protections
thoroughly filled with mortar .immediately after the removal of the forms all voids
shall be neatly filled in with cement mortar of the same consistency as the mortar
in concrete.
4) Protection of concrete
The contractor should protect all concrete against injury until final
acceptance by the owner. Exposed surfaces of concrete shall be
protected from direct rays of the sun and shall be kept damp for at least
two weeks after the concrete has been placed.
c) Reinforcement
Reinforced steel shall be placed in concrete, as

shown on the working draws submitted
By contractor and approved by owner engineer.
1- Bars shall be single, and joints shall be avoided
as much as possible.
2- No welding shall be used and , if joints are
necessary , the layers shall overlap for a length equal to sixty times the
diameter of the bar , measured along straight part , and the ends shall
be backed and finally bond together with steel wire.
3- The steel shall comply the Egyptian standard specifications.
4- The steel must be cleaned of all scales. Dust and losses rust
immediately before depositing any concrete.
214
5- The reinforcing bar shall be carefully secured in position by means of

steel wires and stirrups.
d) Plain and reinforced concrete characteristics
1- Concrete shall be composed of cement, sand, gravel, and approved epoxy materials
against ground water well mixed together and brought to a proper consistency of
the addition of water the contractor shall submit his proposal mix design for
approval.
2- The crushing strength for R.C cubes after 28 days shouldn’t be less than 30 k.
N/mm2
3- The cement content for R.C shouldn’t be less than 350 kg/m3
4- The cement content for P.C shouldn’t be less than 250 kg/m3
e) Form work
1. Forms to shape the concrete to the

required lines shall be used
whenever necessary.
2. The forms shalt be of sufficient
strength and rigidity to hold the
concrete and to withstand the necessary pressure of ramming without
deflection from the prescribed lines.
3. For concrete surface that will be exposed to view and for all other
surfaces that are to be finished smooth, the lagging for forms must be
surfaced and level edged, or notched.
215
10.4.3.2 Quality control

a) Field Quality Control
 Testing Agency: Engage a qualified testing agency to sample
materials, visually grade cores, perform tests, and submit reports
during concreting.
 Testing Agency: Engage a qualified testing agency to perform
tests.
B)Testing and Inspections

 ).........( is experienced to maintain the quality standards on the
Project. A number of Quality Assurance and Control techniques
have been implemented to ensure that the Quality standards that
will need to be duplicated across the Main Contract are achievable.
 The Engineer will be invited to inspect mock ups as agreed to
ensure that the aesthetic quality of materials and execution are
compliant with the relative specifications. The standard of finish
for the mock ups will be realistic to ensure that this quality can be
replicated on a large scale across the Main Contract.
216
 There will be first in Bench Mark room on site for redundant

spaces to be inspected by the client.
 )....( Will look to test and inspect works in a structure manor,
logging all recorded information in a Test and Inspection Log.
These will include Preconstruction tests, Source Quality Control
testing and Field Quality Control testing.
 This meticulous process has been put in place to ensure that the
quality of finishes is world class.
Follow up frequency guide:
Meeting/report/follow up frequency
1-construction daily report Daily
2-inspections test forms Daily
3-material approval On demand
4-internal quality & environment meeting Weekly
5-kpi follow up Monthly
6-internal audit Monthly
7-management review meeting (head office) Monthly
Table 21: Follow up frequency guide
217
Tests frequency guide:
Material Test Frequency Execution
Determination of amount of clay and

Aggregate For each new sample
other material existing in fine aggregate
Determination of aggregate absorption

percentage
Determination the grading of the coarse

aggregate
Determination of the crashing factor for

coarse aggregate
Determining the setting time of the

Cement For each new sample
cement paste
Cement Determination of the cement fineness For each new sample
Determining the consistency of

Cement For each new sample
standard cement paste
Concrete Slump test One for each concrete mix
One test every 7 days &

Concrete Compressive strength test
28 day
One for each composite

Concrete Unit weight test
sample
Concrete Temperature One test hourly
Concrete Air content One for each concrete mix
Table 22: Tests frequency guide:
218
c) Tests
1) Slump test
One test at point of placement for each
composite sample, but not less than one
test for each day's pour of each concrete
mixture. Perform additional tests when
concrete consistency appears to change.
Figure 42: Slump test
2) Air Content test
One test for each composite sample, but

not less than one test for each day's pour
of each concrete mixture of air-entrained,
wet-mix shotcrete measured before
pumping.
Figure 43: Air Content test
3) Concrete Temperature test
One test hourly when air temperature is

4.4 degree C and below and when 27
degree C and above, and one test for each
composite sample.
Figure 44: Concrete Temperature test
219
4) Unit Weight test
Fresh unit weight of structural lightweight

concrete; one test for each composite
sample, but not less than one test for each
day's pour of each concrete mixture.
Figure 45: Unit Weight test
5) Compressive-Strength Test
Test one set of two laboratory-cured specimens at 7 days and one set of
two specimens at 28 days.
Figure 43: Compressive-Strength Test
220
221

Acknowledgement: Prof. DR Moataz A.M.Farag Prof. Dr. Usama H.Isaa

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ACKNOWLEDGEMENT

We would like to show our greatest appreciation to

Finally, we owe our deepest gratitude for our parents as we

Let's shed light upon the importance of this graduation project

Figure 1: Obstetrics and Gynecology Hospital...........................................2

Table 1: Coordinates of place .....................................................................4

GOE Government of Egypt

WBS Work Break down Structure

BOT Build, operation and transfer of

1.1 Objective of Project

Figure 1: Obstetrics and Gynecology Hospital

The healthcare sector is one of the most important dimension be

Provision of the healthcare services in Minia Governorate is demonstrated

1.2 General Location

1.3 Coordinates of place.

Points North East

Table 1: Coordinates of place

Figure 2: Location of the project

Figure 3: satellite location of the project

1.4 Building components

Ground floor consists of:

Figure 4: Lay out for Ground floor

First floor consists of:

Figure 5: Lay out for First floor

Figure 6: Lay out for second floor

Figure 7: Lay out for third and fourth floor

1.7 Contract Type

1.9 Duration of the Project

1.10 Built Area

1.11 Project Parties

Figure 8 : Project Parties

 MOHP (2015), statistical year book

Scope of the Project

The Works to be executed under this Contract comprise of the

2.2 Scope Management Consists of Six Process

2.3 Create WBS

2.3.2 The key benefit

2.3.4 WBS Benefits

 Provides a basis for estimating resources, cost & time.

2.3.5 WBS dictionary

The WBS dictionary is a document that provides detailed

Reinforced Concrete Work

stages of MEP Work ( HVAC )

Figure 9: stages of construction

2.3.6 Case Study (WBS) for our project

(1) Site mobilization

 Taking site over.

 It will be done using total station

(3) Excavation Works

(b) Excavation for structures

Excavate by hand to final grade just before placing concrete

 Place and compact backfill in excavations promptly, but not before

(5) Concrete Works

After completion of excavation works to required levels and damping

(b) Reinforced Concrete

In MEP, major works are to be handled by Mechanical people because

(7) Finishing Work

Painting work: Paint is done on following surface of the building