road construction project

A PROJECT REPORT ON CONSTRUCTION OF ROADS IN NIT
WARANGAL CAMPUS
By
NARHARI SAI(128937)
NISHANT SINGH(128938)
P.VALLIAPPAN(128939)
PAGIDIMARRI GEETHA(128940)
PALAKURTHY ANUSHA(128941)
Under the Guidance of
Sri. Syed Habeeb
(Faculty)

SCHOOL OF MANAGEMENT
NATIONAL INSTITUTE OF TECHNOLOGY
WARANGAL (2012-2014)
NATIONAL INSTITUTE OF TECHNOLOGY,WARANGAL

Page 1

CERTIFICATE

This is to certify that the candidates Narahari sai G , Nishant Singh , P.Valliappan ,
Pagidimarri Geetha , Palakurthy Anusha who are the students of NATIONAL INSTITUTE
OF TECHNOLOGY, has completed their project “Construction of Roads in NIT Warangal”
in Warangal, Andhra Pradesh.
This project is the record of the authentic work carried out during the academic year
2012-2014. They have done this project by themselves as a team

Syed Habeeb
(Faculty)
School Of Management
National Institute Of Technology
Warangal, Andhra Pradesh


Page 2

DECLARATION

We declare that this written submission represents ours ideas in our own words and where
others’ ideas or words have been included, we have adequately cited and referenced the original
sources. We also declared that we have adhered to all principles of academic honesty and
integrity and have not misrepresented or fabricated or falsified any idea/data/fact/source in my
submission. we understand that any violation of the above will cause for disciplinary action by
the institute and can also evoke penal action from the sources which have not been properly cited
or from whom proper permission has not been taken when needed.

NARHARI SAI(128937)
NISHANT SINGH(128938)
P.VALLIAPPAN(128939)
PAGIDIMARRI GEETHA(128940)
PALAKURTHY ANUSHA(128941)

Date: 07-11-12


Page 3

CONTENTS

1.INTRODUCTION……………………………………………………..8
OBJECTIVE
1.1 TYPES OF ROADS……………………………………………………………………………………...10
1.2 STATUS OF MAIN HIGHWAYS……………………………………………………………………….11
1.3 NATIONAL HIGHWAY DEVELOPMENT PROJECT…………………………………………………12
1.4 ROAD CONSTRUCTION………………………………………………………………………………..14
1.5 CONSTRUCTION MATERIAL………………………………………………………………………….14
1.6 ROAD CONSTRUCTION EQUIPMENT………………………………………………………………..14
1.7FLY ASH FOR ROAD EMBANKMENT………………………………………………………………..16
1.8 MATERIAL FOR ROAD PAVEMENT…………………………………………………………………18

2.PROJECT LIFE CYCLE………………………………………………21
2.1 PHASES IN ROAD CONSTRUCTION…………………………………………………………………..22

3.TOOLS AND TECHNIQUES…………………………………………24
3.1 WORK BREAKDOWN STRUCTURE………………………………………………………………….25
3.2 ACTIVITY DIAGRAM………………………………………………………………………………….28
3.3 GANTT CHART………………………………………………………………………………………....29


Page 4

4.FINDING AND CONCLUSIONS……………………………………..30
KNOWLEDG AREAS
4.1 PROJECT SCOPE MANAGEMENT………………………………………………………………………31
4.2PROJECT COST MANAGEMENT………………………………………………………………………...31
4.3 PROJECT INTEGRATION MANAGEMENT…………………………………………………………….31
4.4PROJECT HUMAN RESOURCE MANAGEMENT……………………………………………………….32
4.5 PROJECT PROCUREMENT MANAGEMENT……………………………………………………………32
4.6 PROJECT TIME MANAGEMENT…………………………………………………………………………32
4.FINDINGS AND CONCLUSTIONS………………………………………………………………………….33

5. BIBLIOGRAPHY………………………………………………………34


Page 5

EXECUTIVE SUMMARY

Construction planning and execution is a fundamental and challenging activity in the
management of construction projects. It involves the choice of technology, the definition of work
tasks, the estimation of the required resources and durations for individual tasks, and the
identification of any interactions among the different work tasks. A good construction plan is the
basis for developing the budget and the schedule for work. Developing the construction plan is a
critical task in the management of construction, even if the plan is not written or otherwise
formally recorded. In addition to these technical aspects of construction planning, it may also be
necessary to make organizational decisions about the relationships between project participants
and even which organizations to include in a project. For example, the extent to which subcontractors will be used on a project is often determined during construction planning.
Construction time performance (CTP) and flexibility in approaches to project time planning have
been shown to be significantly associated. This raises interesting questions about how effective
planning and control to facilitate flexibility in overcoming unexpected problems may be
achieved. Various tools and techniques such as Gantt chart, activity diagram and Work
Breakdown Structure (WBS) have aided the road construction projects in an effective manner.


Page 6

Site view of Roads in NIT Warangal Campus


Page 7

CHAPTER 1
INTRODUCTION


Page 8

OBJECTIVE :



Complete the project in the specified time horizon and allocated cost.
Deliver value to the customers by providing excellent customer support.

Roads are an integral part of the transport system. A country’s road network should be efficient
in order to maximize economic and social benefits. They play a significant role in achieving
national development and contributing to the overall performance and social functioning of the
community. It is acknowledged that roads enhance mobility, taking people out of isolation and
therefore poverty. In China for instance, the government has popularized this belief by
emphasizing that for any economy to develop, transport must start off first which will later
stimulate other sectors to develop in an orderly fashion
The most important factors which are needed in the developing country are economics,
political and military. Each of them play great role in the respective part but they cannot perform
an excellence job without proper communication and transportation. There are three main kinds
of transportation, they are by air, land and water .There are two main transportations on land,
they are trains and cars but roads are necessary for both of them. Cars can be driven without
roads but it is difficult and very dangerous. Trains cannot travel with railroads. It is very hard to
travel in tropical country such as Myanmar in raining season without a road. There are muds
everywhere and they always cause trouble for cars and trains. Thus our government is building
roads and railroads around the country for the safety of the citizens. The basic of economic is
trading and when people trade, the transportation will be needed. The country economic will
develop when people travel to different the places and do businesses. When the politic ants
travel around the country to meet the public, they will also need a road. When the military
officers receive an order to check an area for the safety of the citizens, they will need roads to get
there as soon as possible. By that way people can stay at their houses safe and sound. So people
will love the their leader and obey the laws of our country.


Page 9

1.Types Of Roads:
1.1.


Generally private roads:
Driveway

1.2. Lower capacity highways


AlleyArterial roadAvenuBackroadBoulevardTerrace



BywayCollector roadCourtCul-de-sacDirt road



Frontage roadHighwayLaneRoadRouteSingle carriageway



StreetWinter road

1.3. Higher capacity highways, sometimes with medians


Parkway



Expressway



Turnpike



2+1 road



2+2 road



Farm to Market Road

1.4. Limited access grade-separated highways


Autobahn



Auto-estrada



Autopista



Autostrada



Autostrasse



Controlled-access highway



Expressway, a term used inconsistently in different locations; see Controlled-access
highway and Limited-access highway



Freeway



High-quality dual carriageway (HQDC)



Interstate Highway



Limited-access highway



Motorway


Page 10

“…IT IS NOT WEALTH THAT BUILT THE ROADS BUT, ROADS
THAT BUILT OUR WEALTH”
-John F. Kennedy

1. INDIAN ROAD NETWORK-CURRENT STATUS
National Highway (NH)

58,112

State Highways (SH)

1,37,119

Major District Roads (MDR)

4,70,000

Village and Other Roads (ODR &

26,50,000

VR)

Total Road Length

33,15,231

NHs are less than 2% of network but carry 40% of total traffic


Page 11

2. STATUS OF MAIN HIGHWAYS
Carriageway

National Highways

State Highways

Length KM

Percent

Length KM

Percent

Four-lane

1800

4

1200

1

Two-lane

23700

66

238800

19

One-lane

15000

30

100500

80

Total

49500

100

125500

100


Page 12

3. NATIONAL HIGHWAY DEVELOPMENT PROJECT


Page 13

4. ROAD CONSTRUCTION
Road construction in India is about rs.150 billion. The contracting industry consist of large
scale contractors (Rs.500 million and above) about 20 large contractors accounting 40% of
construction activities, medium scale contractors (Rs.100-500 million) is involved about 20% of
construction activities and small scale contractors (Rs.5-100 million) is involved in remaining
40%.

5. CONSTRUCTION MATERIAL
Embankment
Subgrade
Pavement structure base course
Surface course
Special materials for drainage
Maintenance

6. ROAD CONSTRUCTION EQUIPMENT
Earlier

labour-based

method

In

1960s

Mechanisation

introduced.

Govt. Bodies are the main buyers of the road construction equipment, market is limited
During 1980s, transformation took place. Project became much larger size –external
agency funding –mandatory to use appropriate equipment
Pre-qualification criteria: based on ownership of equipment for selection of contractors.
In large projects 10 % advance were given, as a result contractors began purchasing their own
equipment.
Half of Indian manufactures producing equipment in India have tie-up with foreign
partners to improve their products.


Page 14

FLY ASH FOR ROAD EMBANKMENT


Ideally suited as back fill material



Higher shear strength leads to greater stability



Design by conventional method



Intermediate soil layers to provide confinement
Guidelines approved by IRC

USE OF GEOTEXTILES FOR CONSTRUCTION OF EMBANKMENT
WITH STEEP SLOPE


Page 15

LAYING OF GEOTEXTILE OVER SOIL SUBGRADE (AS SEPARATOR)

MATERIALS FOR ROAD PAVEMENTS


Sub gradeup gradation (stabilisation)

Improvement in CBR and reduction in pavement thickness by stabilisation (use of foamed
bitumen-cement, enzymes, resins etc.)
2.Sub-base/base courses
Use of waste materials like fly ash, Blast furnace slag, Aircooled slags, municipal wastes, etc
3.Wearing courses
Modified bitumens, multigradebitumens and improved emulsions


Page 16

Lime stabilisation of (Orissa)

View of finished road surface


Page 17

USE OF PROCESSED MUNICIPAL WASTES
1.Construction of stabilised base/sub-base courses(PMW-lime-fly ash, PMWsoil-cement)

2.Construction of test track using municipal wastes

CRITERIA FOR SELECTION OF MODIFIERS and Raw Materials
1. Traffic
2. Climate
3. Cost-effectiveness
4. Performance reports
5. Constructabilit

Page 18

MATERIALS FOR RIGID PAVEMENTS
Roller compacted concrete (RCCP)
1. Faster and economical
2. Can be used for base course and for wearing course
3. Saving of cement by using fly ash and GBFS

Construction of roller compacted concrete

Use of waste materials like Marble slurry dust, Slag, Fly ash, etc
-Use of waste materials to replace aggregates (DLC)
-Use of pozzolanic waste materials to replace part of cement (CC and RCC pavements)

Magnesium oxychloride cement
-As a substitute to OPC in CC pavements
-Used for stabilisation of sand

Page 19

FUNDAMENTALS OF ROAD CONSTRUCTION CONSISTS OF FIVE
TOPICS:






Topic 1: Construction Management Overview
Topic 2: Preliminary Investigations
Topic 3: Setting Out
Topic 4: Earthworks
Topic 5: Roadsides
BRIEF:









Construction Management Overview – the critical issues in construction management including
scheduling techniques, plant and equipment, human resources, materials, project management,
works program, safety and traffic management, quality systems and environmental management.
Preliminary Investigations – the phases of road investigation including land acquisition,
environmental issues, relocation of services and cultural and indigenous heritage management.
Setting Out – covers vertical and horizontal alignments, preparation for earthworks and trimming
sub grades.
Earthworks – includes specifications, definition of earthworks terms, hold points, witness points
and milestones, earthworks planning, plant and equipment, earthmoving operations and
compliance testing and measurement.
Drainage – urban drainage, geo-textiles, surface erosion protection, moisture, permeability, road
drainage systems, construction methods and selection of materials.
Roadsides – items at the roadside including furniture/signs, batter slopes, landscaping,
guardrails, crash barriers and noise fences/barriers


Page 20

CHAPTER 2
PROJECT LIFE CYCLE


Page 21

2.1Phases in road construction
2.1.1Feasibility phase
• Generation and development of ideas
• Feasibility studies
• Studies of infrastructure needs
• Layout studies
• Assessment of design data
• Cost estimation
• Construction and procurement scheduling
• Environmental impact assessment
• Social impact assessment

2.1.2Design phase
• Establishment of design basis
• Design data studies
• Geotechnical assessments
• Durability design
• Civil and structural design
• Mechanical and electrical installations
• Operational risk assessment

2.1.3Tender phase
• Development of tender design
• Management of tender procedures


Page 22

• Value engineering
• Preparation of contract for construction

2.1.4Construction phase
• Construction management
• Quality, environmental and safety management
• Construction risk management
• Interface coordination
• Program and budget control
• Site supervision
• Contract and claims management

2.1.5Operation and maintenance (O&M)
• O&M management system
• Inspection of structures and installations
• Ranking of maintenance and reinvestment needs
• Repair and strengthening design
• Institutional development and training
• Quality management


Page 23

CHAPTER 3
TOOLS AND TECHNIQUES


Page 24

3.1 Work Breakdown Structure (WBS):
A work breakdown structure (WBS), in project management and systems engineering, is a
deliverable oriented decomposition of a project into smaller components. A work breakdown
structure element may be a product, data, service, or any combination thereof. A WBS also
provides the necessary framework for detailed cost estimating and control along with providing
guidance for schedule development and control.
WBS is a hierarchical and incremental decomposition of the project into phases, deliverables and
work packages. It is a tree structure, which shows a subdivision of effort required to achieve an
objective; for example a program, project, and contract. In a project or contract, the WBS is
developed by starting with the end objective and successively subdividing it into manageable
components in terms of size, duration, and responsibility (e.g., systems, subsystems,
components, tasks, subtasks, and work packages) which include all steps necessary to achieve
the objective.
A work breakdown structure permits summing of subordinate costs for tasks, materials, etc., into
their successively higher level “parent” tasks, materials, etc. For each element of the work
breakdown structure, a description of the task to be performed is generated. This technique
(sometimes called a system breakdown structure is used to define and organize the total scope of
a project.
The WBS is organized around the primary products of the project (or planned outcomes) instead
of the work needed to produce the products (planned actions). Since the planned outcomes are
the desired ends of the project, they form a relatively stable set of categories in which the costs
of the
planned actions needed to achieve them can be collected. A well-designed WBS makes it easy to
assign each project activity to one and only one terminal element of the WBS. In addition to its
function in cost accounting, the WBS also helps map requirements from one level of system
specification to another, for example a requirements cross reference matrix mapping functional
requirements to high level or low level design documents.


Page 25


Page 26


Page 27

3.2 Activity Diagram:
Activity diagrams are graphical representations of workflows of stepwise activities and actions
with support for choice, iteration and concurrency. In the Unified Modeling Language, activity
diagrams are intended to model both computational and organisational processes (i.e.
workflows). Activity diagrams show the overall flow of control.
Activity diagrams are constructed from a limited number of shapes, connected with arrows.The
most important shape types:






rounded rectangles represent actions;
diamonds represent decisions;
bars represent the start (split) or end (join) of concurrent activities;
a black circle represents the start (initial state) of the workflow;
an encircled black circle represents the end (final state).

Arrows run from the start towards the end and represent the order in which activities happen.
Hence they can be regarded as a form of flowchart. Typical flowchart techniques lack constructs
for expressing concurrency


Page 28


Page 29

CHAPTER 4
FINDINGS AND CONCLUSTIONS


Page 30

KNOWLEDGE AREA

4.1 PROJECT SCOPE MANAGEMENT
The project is first conceptualized for a specific segment of customers. The market is understood
and the needs of the segment are analyzed. The location and the environmental factors of the
project are decided based on the previous analysis. In this project, the upper middle class and
higher class of people are selected and the need of status is identified. The project will be located
in a residential area which is well connected to the centrally to the city. The design of the project,
selection of contractors and architects, approval of local municipal laws etc. are decided and
made available. The role of each stakeholder is decided and the cost requirement (Budget) for
completion of the project is determined. This can be done quickly based on the previous
experience of the other similar projects. The risks are identified and the steps are taken to subdue
the risks in order to avoid scope creep.

4.2 PROJECT COST MANAGEMENT
The contracting industry consist of large scale contractors (Rs.500 million and above) about
20 large contractors accounting 40% of construction activities, medium scale contractors
(Rs.100-500 million) is involved about 20% of construction activities and small scale contractors
(Rs.5-100 million) is involved in remaining 40%. This project basically deal with the small scale
contractors.

4.3 PROJECT INTEGRATION MANAGEMNT
This is the stage where the actual work on the plan starts. It is not an easy task for anyone to
convert the plan on paper into reality. This requires expertise in the specific area such as
electrical, plumbing, civil, structural etc. Each task is assigned team to complete the job. These
tasks are sometimes dependent and sometimes overlapping (independent). A proper coordination

Page 31

between teams is required to avoid any communication gap which can lead to cost overruns and
scope creep. Any team will consist of a project manager who manages and controls the overall
project. Under him the task managers/supervisors are assigned who looks after the progress of
the particular task. Contractors, architects, structural engineers and civil engineers are assigned
for each task and works closely with the task manager/supervisor.
The implementation/construction can be divided into phases depending on the bookings by
customers and the availability of materials and labor. The problem comes with the material
quality and delivery, labor issues, Safety issues, Compliance, Coordination etc. which ultimately
results in the scope creep, cost overruns and hinders customer delivery and satisfaction. Thus in
order to achieve the target, a project manager has to closely monitor the progress and avid
bottlenecks.

4.4PROJECT HUMAN RESOURCE MANAGEMENT


Page 32

4.5 PROJECT PROCUREMENT MANAGEMENT
In this stage the procurement of the necessary materials are done. This is done through tendering where
various contractors are invited from the qualified contractors. At first the BOQ and tender specifications
are decided by the tenderer. These details are then used for the compilation of the tender. These
tenders are then sent to the selected number of contractors for different tasks and the filled tenders are
received in the time specified by the tenderer. These tenders are then verified and the selection of the
contractor is done. Negotiation takes place and finally the tender is awarded to the successful
contractor.
This stage is one of the most crucial stages of a project. The root cause of any project not completing in
time is majorly due to defaults in this stage. A tenderer has to be very careful about wrong information
filing, faulty tender specifications and BOQ. This causes increase the ordering cost, change in
contractors, increase in project completion time, complexities etc. which actually increases the scope of
the project.

4.6 PROJECT TIME MANAGEMENT
Scheduling of the project is done in order to micro manage the project and monitor the progress of the
project. This helps in understanding the variations from the actual plan and a manager can decide how
fast the work has to be done and whether there will be a scope creep. This can be done by preparing
Gantt chart where the start, completion and progress of a project are mentioned.


Page 33

CHAPTER 5
BIBLIOGRAPHY


Page 34

WEBSITES
 POZAN.COM
http://www.ikb.poznan.pl/fcee/2005.06/full/fcee_2005-06_203216_logistics_of_construction.pdf (03-Nov 04:45 pm)
 TANDFONLINE
http://www.tandfonline.com/doi/abs/10.1080/01446190110089691#.Unqcx
XAy1Vo (05-Nov 11:30 pm)

 ILLINOIS DEPARTMENT OF TRANSPORT
http://www.dot.state.il.us/const/constbrochure/constbrochure.html (05- Nov
11:45 pm)

 EUROPE TRANSPORT
http://ec.europa.eu/transport/road_safety/projects/doc/nr2c_final_report.pdf
(06-Nov 10:30 pm)

 MINISTRY OF ROAD TRANSPORT
http://morth.nic.in/ (06-Nov 11:45 pm)

BOOKS:
 PMBOK Guide – Fourth Edition


Page 35

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