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BUILDING AND CONSTRUCTION CERTIFICATE ASSIGNMENT

 

 

 

 

 

 

 

 

 

 

 

 

BUILDING AND CONSTRUCTION CERTIFICATE ASSIGNMENT

STUDENT ID -

SUBMISSION DATE -

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

TABLE OF CONTENTS

 

 

SL NO

CONTENT

PAGE NO

1

Assessment task 2 - part 1

2

2

Assessment task 2 - part 2

4

3

Assessment task 3 - part 1

6

4

Assessment task 3 - part 2

7

5

Assessment task 3 - part 3

11

6

REFERENCES

13

 

 

 

 

ASSESSMENT TASK 2

 

PART 1

 

Table  1 : Cash flow schedule

 

 

Table 2 : Cumiliative budgeted and actual cost

QUARTER NO

BUDGETED COST


 CUM

BUDGETED COST

ACTUAL COST

CUMILIATIVE ACTUAL COST

CUMILIATIVE
DIFFERENCE

1

33000

33000

58800

58800

-25800

2

87000

120000

59550

118350

1650

3

37000

157000

6550

124900

32100

4

3000

160000

12450

137350

22650

 

 

 

 

Fig 1  : Difference in cost

 

From the cash flow data, it was clear that the budget allocated for each quarter was not sufficient. In the first quarter of around 25800, $ was additionally required for the works planned. In all the other quarters the budget was sufficient to perform the works.A shortfall was observed in the period of the first to the second quarter which was observed at 25800. In all other quarters surplus was observed as 1650 $, 32100 $ AND 22650 $ in the second third, and fourth quarters

PART 2 - S GRAPH

 

Table 3 : S graph parameters

 

SL NO

BUDGETED COST

CUMIILIATIVE
BUDGETED COST

ACTUAL COST

CUMILIATIVE ACTUAL COST

1

33000

33000

58800

58800

2

87000

120000

59550

118350

3

37000

157000

6550

124900

4

3000

160000

12450

137350

Fig 2  :            S graph for four quarters

 

 

 

Fig 3  :            Break even parameters

 

 

Actual cash flow from S graph is indicated in grey line.

Budgeted cash flow is indicated in blue line

Break even point is indicated between quarter 1 - 2

Loss was observed only in first quarter

Profit was observed in all other quarters from 2-4

 

Fig 4  :            Short fall and surplus details

 

 

Short fall and surplus are indicated in the graph

 

Discussion : -

 

As per the project, the budget allotted for the works was low in the first quarter. This may be due to additional expenses in unforeseen items. As per the cash flow and s curve analysis, it was clear that the planned cost or the budgeted cost was not sufficient to carry out the works. But in the other quarters, the budgeted cost was sufficient to complete the work, and the surplus was observed as the fund was more than enough to complete the additional work and in the fourth quarter, an amount of 22650 $ was obtained as the surplus. It is always helpful that a proper analysis should be done for procuring funds for construction projects.(Ching et.al,2016).There may be special consideration for unforeseen items and operational expenses. While we consider the budget for each quarter independently it was noticed that the actual cost was last and the first quarter but it was balanced with the surplus amount in the second and third quarters.

 

 

Construction business management presentation

 

In construction project management budget and funds are to study with higher importance. For that, we have to thoroughly analyze the work break down structure for construction and study the proper allotment of resources for construction. The cost of material shall be according to units and specifications. This shall be converting depending on the requirements. If the budget is properly allotted the project manager has an easy to work in the construction environment. While planning a project its necessary to procure funds for the project. The funds may be split monthly or weekly depending on requirements. Additional expenses, overheads, and variable costs are to be reconsidered while allotting the budget for the project. Some common project interfaces are MS project and primavera. We can model the current situation with the help of the project. Assign resources allocate budget costs, perform analysis. Forecast delays and additional expenses etc. Building and construction industry security and payment acts assure a safe payment environment for workers for their works. All issues related to any disputes or any contractual clause problems may be specified under the standards.

 

ASSESSMENT TASK 3

 

PART 1 - QUESTION AND ANSWERS : -

Table 3 : Question and answer fro items

 

CATEGORIES

2 ITEMS IN THIS REGARD

WHY SHOULD THESE ITEMS CONSIDERED

Building Materials

Cement, Steel bars

Cement can be purchased earlier and stored in such a way that they don’t become set. As the cost of cement increases monthly. Reinforcement bars may be purchased earlier as steel production is scarce.

Overheads

Overtime of labours, working time of site supervisors

This shall be considered effectively. For over-allocated resources, resource leveling may be performed. Site supervisors may indicate their working time as to whether they are working for eight hours per day

Plant or equipment

Cement batching plant

These items may be purchased prior to construction works. Adequate machinery is required in site to perform works.

 

Earth movers

 Before excavation for foundations, This could be called only at the time of construction as additional rent or charges may incur.

Codes and standards

BCA- Building codes of Australia

To check relevant standards related to work. Standards of manholes , closets etc

 

National construction code

Specifies requirements for activities of construction

Site Services

Clearing waste from the site

Because after clearing waste only other works will start

 

Collecting and dumbing

Waste shall be dumbed only in appropriate waste plains

Consultant Services

Structural consulting

To estimate loads and allocate sizes for timber,concrete beam and reinforcements

 

Water service consultants

To estimate piping requirements before construction

 

 

Here a building is taken as a case study that consists of ground plus four stories. The total cost of construction is 10 million dollars. The budgeted and actual costs are as follows.

 

 

Fig 4  :            Cash flow schedule

(Source : Project Management institute Journal)

 

Validation done for s curve

 

 

 

Fig 5  :            S curve for analysis

(Source : Project Management institute Journal)

 

 

Fig 5  :            S curve requirements

 

Table 4 : Planned and actual cost

 

 

 

MA-01

MA-02

MA-03

MA-04

MA-05

MA-06

MA-07

MA-08

MA-09

MA-10

MA-11

MA-12

 

08-Jan-13

08-Feb-13

08-Mar-13

08-Apr-13

08-May-13

08-Jun-13

08-Jul-13

08-Aug-13

08-Sep-13

08-Oct-13

08-Nov-13

08-Dec-13

 

Planned

 14,398,183.70

 -  

 -  

 37,294.60

 1,374,979.55

 1,772,590.85

 4,462,094.55

 5,538,606.80

 4,511,301.05

 3,932,271.70

 6,335,302.45

 5,711,557.15

 

CUM Planned

 14,398,183.70

 14,398,183.70

 14,398,183.70

 14,435,478.30

 15,810,457.85

 17,583,048.70

 22,045,143.25

 27,583,750.05

 32,095,051.10

 36,027,322.80

 42,362,625.25

 48,074,182.40

PRIM

Actual

 14,398,183.70

 203,257.00

 1,558,669.00

 2,137,847.00

 2,397,154.00

 2,170,209.00

 2,103,229.00

 1,697,647.00

 3,495,505.00

 2,903,901.00

 3,843,156.00

 4,342,372.00

0.85

Actual *0.85

 14,398,183.70

 172,768.45

 1,324,868.65

 1,817,169.95

 2,037,580.90

 1,844,677.65

 1,787,744.65

 1,442,999.95

 2,971,179.25

 2,468,315.85

 3,266,682.60

 3,691,016.20

 

After 2 month

 14,398,183.70

 -  

 -  

 172,768.45

 1,324,868.65

 1,817,169.95

 2,037,580.90

 1,844,677.65

 1,787,744.65

 1,442,999.95

 2,971,179.25

 2,468,315.85

 

After 2 month CUM

 14,398,183.70

 14,398,183.70

 14,398,183.70

 14,570,952.15

 15,895,820.80

 17,712,990.75

 19,750,571.65

 21,595,249.30

 23,382,993.95

 24,825,993.90

 27,797,173.15

 30,265,489.00

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

MA-01

MA-02

MA-03

MA-04

MA-05

MA-06

MA-07

MA-08

MA-09

MA-10

MA-11

MA-12

 

08-Jan-13

08-Feb-13

08-Mar-13

08-Apr-13

08-May-13

08-Jun-13

08-Jul-13

08-Aug-13

08-Sep-13

08-Oct-13

08-Nov-13

08-Dec-13

 

Planned

 14.40

 -  

 -  

 0.04

 1.37

 1.77

 4.46

 5.54

 4.51

 3.93

 6.34

 5.71

 

CUM Planned

 14.40

 14.40

 14.40

 14.44

 15.81

 17.58

 22.05

 27.58

 32.10

 36.03

 42.36

 48.07

PRIM

Actual

 14.40

 0.20

 1.56

 2.14

 2.40

 2.17

 2.10

 1.70

 3.50

 2.90

 3.84

 4.34

0.85

Actual *0.85

 14.40

 0.17

 1.32

 1.82

 2.04

 1.84

 1.79

 1.44

 2.97

 2.47

 3.27

 3.69

 

After 2 month

 14.40

 -  

 -  

 0.17

 1.32

 1.82

 2.04

 1.84

 1.79

 1.44

 2.97

 2.47

 

After 2 month CUM

 14.40

 14.40

 14.40

 14.57

 15.90

 17.71

 19.75

 21.60

 23.38

 24.83

 27.80

 30.27

 

 

 

 

 

 

Fig 6  : Cash flow requirements requirements

(Source : Project Management institute Journal)

 

 

 

 

 

 

Fig 7  : S curve requirements

(Source : Project Management institute Journal)

 

 

Table 5 : Planned and actual cost

 

 

 

Here the weekly allotted budget was not sufficient to complete the works planned

Progress percentage

 

Fig 7  : S curve requirements

(Source : Project Management institute Journal)

 

 

Fig 8  : Advanced S curve requirements

(Source : Project Management institute Journal)

 

 

As observed from the S curve its clear that the cumulative planned value is much higher compared to the actual value. But as observed from the histogram while checking the monthly report, the budget and actual cost for the months were almost as per the plan except for certain months from 14 October to 11 November. Here certain plans can be taken by the concerned officials to procure additional funds as from S curve we could forecast the additional cost required in the coming months and overhead costs and other charges which may be created due to delays may be avoided. There are two S curves presented one is a construction weekly progress s curve histogram and the other one is an S curve which presents overall weekly progress. As per the curve, the individual planned value for the construction work was slightly lower compared to the actual value, while the overall planned value as cumulative value is higher compared to the actual value.(Jonnes Ted,1998).

 

PART 3 BUILDERS LICENSE

 

 

 

 

 

REFERENCES : -

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