1.

COURSE DESCRIPTION
This course deals with the principles of construction methods and equipment,
management and their applications. It covers project planning, scheduling, monitoring
and control. It also includes the concepts on organization, safety, information systems
and computer applications. Students are given opportunities to visit actual project sites
and observe the application of these theories in construction projects.

2. COURSE OBJECTIVES
After completing this course, you must be able to:
2.1 Understand the construction project cycle from inception, planning,
execution, testing and certification;
2.2 Understand construction project requirements such as permits and licenses,
and compliance to all applicable laws and ordinances, etc.;
2.3 Read and interpret construction plans, working drawings, and revise contract
documents, estimates and technical specifications;
2.4 Understand the components of the Terms of Reference (TOR) for
professional services and bidding/tendering processes, award and
acceptance;
2.5 Prepare and update construction schedule and work programs;
2.6 Understand construction methods, equipment, materials and Manpower
Control;
2.7 Understand the existing local labor laws and regulations

.
3. OVERVIEW
Project management is the practice of applying knowledge, skills, tools, and
techniques to complete a project according to specific requirements. Project management
is the basis on which every construction project is founded. A construction project
manager has to obtain a variety of skills and competences in order to navigate through
the project and to establish a functional connection with the numerous
teams. Construction projects have a continuous need for alterations and in that sense
project management is key to the stability of the whole procedure. In this course, the vital
concepts and principles around construction project management will be taken up.

3.1 Purpose
Construction management is typically extended to an overabundance of
different purposes. The most important of them could be summarized to the following:
3.1.1. Specification of the project goals and the plans including drawing of
scope, scheduling, budgeting, deciding upon achievement requisites
and choosing project participants.
3.1.2 Boost of the resource effectiveness through the acquisition of the
workforce and of the necessary equipment.
3.1.3 Conduction of numerous operations through legitimate coordination and
management of contracting, planning, estimating, design, and
construction during the whole procedure.
3.1.4 Efficient development of solid communication between the agents for
resolving any conflicts that may arise.
The ability to deliver projects on schedule, on budget, and aligned with
business goals is key to gaining an edge in today’s highly competitive global business
environment.
 MODULE 1
1. TECHNICAL ASPECTS TO PROJECT MANAGEMENT
2. CONSTRUCTION PROJECT MANAGEMENT LIFE CYCLE
3. CONTRACTS AND SPECIFICATIONS

1. TECHNICAL ASPECTS TO PROJECT MANAGEMENT

1.1 WHAT IS A PROJECT?
A project is an assignment/task/job that has to be undertaken and
completed within a set time, budget, resources and performance specifications
designed to meet the needs of stakeholder and beneficiaries
For example
An International Development Agency has donated $7.5 million to provide
3 bed rooms homes to 350 families living in the informal settlements in Metro
Manila. On 6 February 2022, the agency signed a contract with the Department
of Human Settlements and Urban Development to implement the project. The
following requirements, amongst others were set in the contract:
 The 3 bedroomed houses must meet specifications in line with
government policy.
 In order to ensure sustainability and affordability for the 350 families,
the head of each of the 350 families must be given skills development
training in small business development and small business start-up.
This is to ensure that the families will be able to afford rentals,
maintenance of the homes and to expand their homes to
accommodate the growth of the families in the future.
 The project must be completed within five years and the handover of
the homes to the 350 families must be a high profile public event.
From the example we see:
 a clear task - build 3 bedroomed homes for 350 families;
 a set time – within 5 years;
 a budget – $7.5 million;
  performance specifications to meet the stakeholder needs – houses that
meet the specifications in line with government policy, training for the
head of each family;
 beneficiaries – 350 families;
 stakeholders – International Development Agency, Department of Human
Settlement and Urban Development
1.2 REQUEST FOR BIDS
After the details of the project have been developed, the client must request
that bids be made. This can involve sending out invitations to bid on projects
and posting the opportunity in the media. In some cases, the client will only
request bids from a pre-selected list of contractors. In other situations, the bid
opportunity may be open to anyone who qualifies to bid on it.
1.3 WHAT IS PROJECT MANAGEMENT?
Project Management is the use of knowledge, skills, tools, and techniques to
plan and implement activities to meet or exceed stakeholder needs and
expectations from a project.
1.3.1 Project stakeholders
Project stakeholders are individuals and organizations who are
actively involved in the project, or whose interests may be positively or
negatively affected by the project.
Key stakeholders in the example above include:
 Project Manager - the individual responsible for managing the project;
 Project beneficiaries – 350 families who are going to receive the houses;
 Performing organization – the Department of Human Settlements and
Urban Development whose employees are most directly involved in
doing the work of the project;
 Sponsor –International Development Agency.
In addition to these there are many different typical stakeholders:
 Suppliers and contractors – e.g. Construction companies, Skills
development and education and training organizations, legal firms, events
management company;
  Project team members and their families;
 Government agencies – e.g. local municipality.
 Community representatives and organizations

2. CONSTRUCTION PROJECT MANAGEMENT LIFE CYCLE:

Do you know that there are phases that a project must go through? All project must
go through these phases for it to have the chance to be delivered on schedule, on budget,
and aligned with the business goals of your company or the company that you will be
working with in your professional career.
The project life cycle Projects are usually divided into project stages (i.e., definition,
planning, execution and delivery stages) to provide better management and control.
Collectively these project stages are known as the project life cycle.

PROJECT LIFE CYCLE

Figure 1. Project life Cycle

The project life cycle typically passes through four stages, i.e. definition, planning,
execution, and delivery. The starting point begins the moment the project is given the go
ahead (when a contract agreement is signed). Project effort starts slowly, builds to a peak,
and then declines to delivery of the project to the customer.
Definition stage – specifications of the project are defined, project objectives are
established, project teams are formed and major responsibilities are assigned.
Planning stage – plans are developed to determine the project steps, beneficiaries,
timeframes, quality standards and budget.
Execution stage – the major portion of the project work takes place – both physical and
mental. Time, cost and specification measures are used for control. The project managers
have to ensure that the project is on schedule within the budget and meeting
specifications. They have to also check if any changes are required.
Delivery stage – delivering the project product to the customer, may involve customer
training and transferring documents.

2.1 STAGE 1: DEFINING THE PROJECT

The three steps described below provide a planned approach for collecting the project
information necessary for planning, scheduling and controlling the project. These are:
• Defining the project scope;
• Creating the work breakdown structure;
• Estimating costs and developing budgets.
2.1.1 Defining the project scope
The project scope sets the stage for developing a project plan. It clearly
states the project’s objectives and deliverables. Scope definition provides an
administrative plan that is used to develop your operational plan, i.e. the plan
for how you are going to run the project. Scope definition should be as brief as
possible, but complete. Poorly defined scope leads to project failure. The
development of the scope must involve the project manager, sponsors,
performing organizations and beneficiaries.
In summary, close liaison with your customer is necessary to develop a
project definition that meets all requirements of the customer. Clear scope
definition ensures you will know when a change in scope occurs. A clear project
scope definition is the most important requirement for development of your
Work Breakdown Structure (WBS).
SCOPE STATEMENT DEFINITIONS
Project Objective Project Objectives
To construct 3 bedroom house for 350 families To define the major objectives of the project
in the informal settlements in Metro Manila
within 60 months at a cost not exceeding $7.5
million

Deliverables Deliverables
 350 finished 3 bedroomed houses as per The expected outcomes over the life of the
specifications laid down by the Department project – what is it that is going to be delivered
of Human Settlement and Urban
Development
 Skills Development and Training for the
head of each of the 350 families
 Hand over the finished homes to the 350
families at a high profile public event
Milestones Milestones
1. Permits approved – 5 March 2022 A milestone is a significant event in a project
2. Foundation poured – 28 January 2023 that occurs at a point in time. The milestone
3. Civil Works, Plumbing, Electrical and schedule shows only major segments of work;
Mechanical Inspections passed – 4 July it represents first, estimate of time, cost, and
2026 resources for the project. Milestones are
4. Final Inspection of Houses – 15 March important control points in the project. They
2027 should be easy for all project participants to
5. 350 Trainees receive training certificates – identify.
15 December 2026
6. Handover to 350 families – 21 March 2027
Technical Requirement Technical requirement
1. The houses must meet government A product or a service will have technical
specifications and building codes, 350 requirements to ensure proper performance
trainees must receive recognized
certificates after completion of training
Limits and Exclusions Limits and Exclusion
1. The houses will be built according to the The limits of scope should be defined as they
specifications and design of the original point to what can or cannot be done during the
blueprints provided by Department of course of the project. Failure to do so can lead
Human Settlement and Urban to unreasonable expectations and the
Development; wastage of resources and money
2. Contractors responsible for work done by
subcontractors
3. Site work is limited to Monday through
Friday 7:00am to 5:00pm
Customer Review Reviews with Customer
Representative: International Development
Agency

Signature:
2.1.2 Creating the work breakdown structure (WBS)
Once the scope and deliverables have been identified, the work of the project
can be subdivided into smaller work elements. The outcome of this process is
called the work breakdown structure.
All the elements/steps that make up WBS are called work packages. It is very
useful as the structure clearly points to what has to be done and in what sequence
(order). It divides the work and responsibility into individual work packages which
makes it easy for the project manager to manage and monitor the implementation
for the project by:
 making it possible to plan, schedule and budget;
 providing a framework for tracking and monitoring cost and work
performance;
 defining communication channels;
 assisting in understanding and coordinating many parts of the project;
 pointing to problems and ensuring they are quickly addressed
EXAMPLE:
Final Project
Deliverables

Final inspection Training High profile public

of 350 Houses Completed event to hand
over homes to

Fixtures Appoint Service

Provider for skills Appoint Service
development and Provider for events
training management
Electrical

Tender Process Tender Process

Plumbing

Civil Works

Approval of Figure 2. WBS

Permits
2.1.3 Estimating cost and developing budgets
Project status reports to stakeholders depend on reliable cost estimates
and budgets. The accuracy of the cost estimates is good when work packages
are clearly defined, as in the WBS example above. At the work package level,
estimates should be made by the people most familiar with the task. They will
give an estimate based on their experience and best judgment. Here are
typical kinds of costs found in a project:
 Direct costs – These costs are chargeable to individual work package
in the WBS.
o Labor
o Materials
o Equipment
o Other •
 Project Overhead Costs – represents project costs that cannot be tied
to specific deliverable but serve the entire project. For example, a
temporary shed may be set up that will be used to store tools and
equipment of various contractors, host the training and the handing
over function.
 General and Administrative (G&A) overhead costs – these
represent organizational costs incurred by the firm managing the
project. G&A overhead costs are usually allocated as a percentage of
total direct cost and may vary from one project manager to another.
The Total Cost of Government Projects are composed of Direct Costs and
Indirect Costs. Direct Costs covers the Labor Wages, Material Costs, &
Equipment Rentals. Indirect Cost covers the Overhead Costs and
Miscellaneous, Contractors Profit, and Government Taxes.
ACTIVITY No.1:
Think of a Construction Project that will benefit your community. Follow the format
above to Define your Project Scope. You can choose from the following: Highways,
Bridges, Buildings, Water Supply (Dams, Irrigation & Water Systems), Sewer and
Waste (Drainage Canals), & Soil Slope Protections.
Make a Work Breakdown Schedule and Estimate the Total Cost of your Project
based on Government Costing Schedules. You don’t have to make a detailed
estimate of every materials and equipments to be used.

Submission:
This will be submitted after a week. No extension will be given.

3. CONTRACTS AND SPECIFICATIONS

A. CONTRACTS
Do you know what is contracts? Why do you need contracts in Construction Project
management? Contracts is the Legal Aspect of a Construction Project necessary for the
protection of the Contractor and Client.
Constructing a solid contract represents one of the first steps toward the success
of your project, no matter what you're building or what client you are working for. A full-
fledged construction contract can include as many as 10 documents specifying different
aspects of the work. Successful contractors learn how to use all of them.
3.1 Construction Contract Agreement
A construction contract agreement is a document that sets a date and
specifies which parties are going to participate in the construction process. Usually,
the contract agreement is executed between the owner of the project and the
contractor or supplier that is providing the requested services and contains several
sections of clauses defining the scope, terms, and conditions of such agreement.
A contract agreement should have the following sections:
3.1.1 Project description: This section of the contract agreement contains a
blurb or extract of what the project is about. The most important idea or
 description of the problem being addressed. It can be a summary of
items or just a paragraph defining what needs to be solved.
3.1.2 Contract price: This area will describe the type of contract price that
have been awarded and the total amount of money being contracted. It
will also set possible additions or deductions to the contract and how
they are going to be released. There are many variations and different
schemes on how to negotiate the right pricing structure.
3.1.3 Payment basis: How the money is going to be paid to the contractor.
Either on a monthly basis or whatever payment method is preferred, it
should also specify what percentage of money should be retained on
every application for payment. It will also define when the payment is
due, the penalty for late payments, interest is accrued, and other
applicable situations related to the payment and invoicing terms.
3.1.4 Construction schedule or calendar: The total of days or how the
project schedule will be divided. It should describe either calendar days
or business days and can be presented either through a CPM, Gantt
Chart, or just a bar chart.
3.1.5 Contract document list: A list of all contract documents that form part
of the contract agreement. Drawings, exhibits, specs, and supplemental
conditions can be part of this list.
3.1.6 Construction scope: Description of all construction activities, including
some descriptions of things that will form part of the project. The scope
normally can be measured or quantifiable.
3.1.7 Construction conditions and responsibilities: The section of
conditions and responsibilities is the one that sets responsibilities for the
owner and the contractor, and the extents of who is responsible for
providing documents and information. It contains specific terms for liens,
penalties, withholding, arbitration rules, and specific instructions on how
to process claims and proceed with disputes.
3.1.8 Contract laws: Governing laws, liens requirements, claims procedures,
arbitration procedures, insurance, substantial completion requirements,
 final completion, and liquidated damages. It can also provide procedures
on how to terminate or suspend the work and the agreement with the
contractor.
A contract agreement is a really important document that will define your
scope of work, and that will bind the owner to your services, including the payment
terms. It is really important that you understand the scope of work specified in the
contract agreement, complete the work as scheduled, and invoice per instructed
to do so, and finally, it will be the tool used so you can get paid.

3.2 Scope of Work (SOW)

Having a clearly defined scope of the work involved for a project is helpful
during the bidding process and later on during the construction sequence.
The Scope of Work document, sometimes known as the Statement of
Work, should enumerate all of the work to be done, who is responsible for the
work, how the work should be performed (techniques used), and what materials
will be used. This is the document that will detail how change orders are handled.
In a construction project, a statement of work—sometimes called a scope of
work (SOW)—can make a great construction contract even better. A well-written
statement of work is clear, complete, logical, and concise, so it can be understood
by both the contractor and the construction manager responsible for the
administrative portion of the contract. The SOW describes in detail what is
expected from the contractor and is used as a measuring tool for the construction
manager to ensure the project deliverables are met.
3.2.1 Basic Elements
The scope of work document describes all of the work to be done on a
project, who is responsible for completing the work, how the work must be
performed (techniques used), and what materials will be used. As part of
this description, an SOW typically includes elements of the following items.
 Identifies the contractor's responsibilities
 Defines contract objectives and project requirements
 Provides enough details to estimate labor costs
 Includes a contracting method and the payment schedule
 Outlines standards, regulation, and special contract requirements
 Explains all related tasks, duties, and limitations required to obtain
expected results in accordance with the project goal
A statement of work should have the following components:
3.2.1.1 Project Overview
A brief statement describing the business needs and a short
summary of the project description
3.2.1.2 Project Deliverables
Expected goals and targets that must be achieved through the
project, including information that will help a contractor in
understanding the project's requirements
3.2.1.3 Project Scope
Budget and technical data—the quantifiable goals set forth
under the construction contract; may be divided into two parts:
3.2.1.3.1 Technical considerations: specific techniques or
methodologies relevant to the contractor's
performance and how it will be measured
3.2.1.3.2 Tasks: specific requests and tasks that are needed to
satisfy project objectives, with detailed milestones and
results that should be obtained from these tasks
3.2.1.4 Project Schedule
Summarizes the project schedule, including all related tasks
so the contractor can deliver on time; should contain all important
delivery dates, time restrictions, and the expected project duration
3.2.1.5 Project Management
Describes the primary functions of the project administration,
including how payments will be issued, processes for changes and
change control, specific contract terms and legal requirements,
phasing or stages of the project, project limitations, time
management, and general contract administration.
3.3 Construction Schedule
The construction schedule is an important component of the larger
document and second only to the construction contract agreement. This
component allows the contracting client to know how and when the project
will be completed and offers them leverage when schedule problems arise.
It is also the document that helps the contractor schedule the
work. Construction contracts sometimes require updated schedules
throughout the construction progress, and they might form the basis for
the application for payments by the contractor.
3.3.1 Construction Scheduling Techniques
How are you keeping your project on schedule? Builders and
contractors have many options including some simple construction
scheduling techniques that will help represent and create construction
schedules techniques. Which one is the best for you? I will explain briefly
four alternatives that you can use depending on the project requirements
and difficulties.
3.3.1.1 Using Bar Charts
Bar Charts are the simplest and easiest way to generate
construction schedules. It is widely used due to its simplicity and
multiple adaptations to numerous events. A bar chart is formed with
a list of activities, specifying the start date, duration of the activity and
completion date of each activity, and then plotted on a project
timescale. The detailed level of the bar chart depends on your project
complexity and the intended use of the schedule.
A variation of the bar chart schedule is the linked bar chart. A
linked bar chart uses arrow and lines to tie the activities and
subsequent items, specifying the successors and predecessors of
every activity. The previous activities are linked one to another to
 demonstrate that one activity must be completed before the other
activity can start.
Bar charts are useful and used to detect the amount of
resources needed for one particular project. Resource aggregation
is done by adding resources vertically in the schedule. The purpose
of this aggregation is to estimate the work production
and establishing estimates for man-hour and equipment needed.
3.3.1.2 Critical Path Method
This process is more complex and detailed than the previous
one. With a large list of activities, each activity is then linked to
previous and subsequent activities, specifying that each activity has
at least another one that must be completed prior to starting the
preceding one. (We will have a detailed discussion with examples of
this method when reach Planning and Scheduling)
3.3.1.3 Line of Balance Scheduling Technique
This construction scheduling process is a planning technique
for repetitive work. The essential procedure for this scheduling
technique is to allocate the resources needed for each step or
operation, so the following activities are not delayed, and the result
can be obtained. The principles employed are taken from the
planning and control of manufacturing processes; a process usually
applied in the construction work and more specific in road
construction. It is very powerful and easy to use process when the
conditions are ideal for this type of work.
3.3.1.4 Q Scheduling
Q Scheduling is quantitative scheduling, in the context that
quantities to be executed at different locations of the construction
project form the elements of the schedule. Also, Q Scheduling is
Queue Scheduling in the context that trades pass through the
different segments of the project in a queue sequence. No
interference between two activities is allowed at the same location. It
 is derived basically from the Line of balance technique with some
modifications to allow for the non-repetitive models that are
characteristic of the majority of construction projects.
The Q Scheduling is a new technique, though getting rapid
popularity among contracting firms. It is the only scheduling
technique that reveals a relation between the sequence of doing a
job and the cost to be incurred. The Q schedule is similar to the Line
of Balance with some modifications, to allow for a varying volume of
repetitive activities at different segments or locations of the
construction project. Thus the model produced is closer to reality.

3.4 General Conditions

The General Conditions portion of an overall construction contract is the
portion that sets forth the right, responsibilities, and relationships between
the client and contractors. Most important is the delineation of rights and
responsibilities of each party.
The General Conditions portion of the contract offers the legal framework
for the overall construction contract. It includes stipulations for how any
disputes will be resolved.
3.4.1 Common General Conditions
Normally a contract provision will allow you to have a separate line
item that you can use to estimate your general conditions costs, but another
option is to spread the costs into multiple items. One important first step is
to understand what these costs are and when they can be built-in into your
estimate. The following are the most common items that you must include
under your general conditions.
3.4.1.1 Pre-Development Fee: You spent time and effort putting a
preliminary estimate, proposal, and planning before being
awarded, and those hours and costs should be recovered. Many
 times this item can be overlooked, but remember that these costs
can be significant and should be built into the contract.
3.4.1.2 Utilities: Your site office needs power, washrooms, and all
utilities—including internet and phone lines—in order to do an
efficient job. Be sure to include hook-up fees for these services
and do not forget to include services such as security and alarm
systems, as well as portable toilets in this category, if they are
used.
3.4.1.3 Office Trailers: If you need to set up an office trailer, rent a
property, or source similar services, these costs should also be
included. Costs related to the office space include parking space,
entry access, office equipment rental, computer equipment and
software licenses, office supplies, temporary fences, printers and
even cleaning supplies for the office.
3.4.1.4 Vehicles: If your crew needs to move around the site, try to get
your best estimate of costs for gas, maintenance, and permits
required for the vehicles. Plan for everything, including asking for
an estimate of the maintenance required for each vehicle.
3.4.1.5 Lay-Down Yard: You may be required to prepare a staging area
or lay-down yard to receive all material required for the build. Be
sure to include the costs of grading the area; constructing fences,
walkways, and covered areas; and installing temporary lighting.
If cranes or other equipment will be needed to offload equipment
and material, be sure to account for this, as well.
3.4.1.6 Dumpsters: Trash, garbage, and debris can be a major
component of a construction project. While some of these costs
can be associated with construction activities, you will also
generate trash from your office and debris from the lay-down
yard. For this reason, these costs should be part of the general
conditions.
 3.4.1.7 Stormwater Pollution Prevention Plan (SWPP): Erosion
control methods, if not part of the civil work, should be included
in the general conditions. Materials such as hay bales, dust
control systems, water trucks, and all other components must be
included in the general conditions. Make sure to include the costs
of repairs, inspection, and maintenance of the system.
3.4.1.8 Mobilization and Demobilization: Mobilization and
demobilization can be extremely expensive, especially on multi-
phase projects where mobilization will need to be done multiple
times. It will be important to plan ahead and account for all costs
to ensure you are compensated appropriately.
3.4.1.9 Drinking Water: How are you planning to provide drinking water
to your workers and staff? Will you need to provide ice as well?
All of these costs should form a part of the general conditions
costs.
3.4.1.10 Clean Up: Don't underestimate the importance of budgeting for
these services. Construction crews or clean-up crews will be
required to maintain a clean site and minimize the risk of
accidents.
3.4.1.11 Project and Administrative Staff Wages: Not all costs or
wages can be included as part of the general conditions. Safety
officers, barricades, traffic control devices, first aid kits, and staff
wages can be part of the general condition items.
3.4.1.12 Tools: Many times, tools and equipment will be required to
complete tasks and activities on a construction project. Be sure
to include any tools that are not already part of the actual activity
costs.
3.4.2 Risks and Issues
There are some rules and risks involved with general conditions that
you will need to be aware of. General conditions costs are related to the
actual work being carried out for project completion and should not
 represent a way for you to recover costs associated with poor workmanship.
Other aspects to be aware of include:
 Some general conditions will require you to submit evidence of the
incurred costs.
 Bonuses and special perks should not be included—if they are, they will
be rejected by the client.
 Equipment and tools can be double accrued in both project activities and
the general conditions.
 You may want to account for depreciation in the general conditions, but
this can sometimes be challenged by the customer.
 Overtime wages for management cannot be part of the general
conditions.
 A client might ask for a credit on general conditions costs if there is a
scope reduction on the project.
 Mileage reimbursements are not included in general conditions
according to established guidelines.
 Costs of rentals and equipment need to be at rates consistent with
industry standards.
3.5 Special Conditions
This is usually an extension of the contract and an addendum to the General
Conditions. The Special Conditions document should specify certain conditions
and clauses that pertain to specific portions of the job. For example, if there are
specific instructions that apply to only one portion of the job, the Special Conditions
section is where this will be described.

B. SPECIFICATIONS
Specifications describe the nature and the class of the work, materials to be
used in the work, workmanship etc. and is very important for the execution of the
work. The cost of a work depends much on the specifications. Specifications
should be clear.
3.6 Purpose of giving Specifications
 The cost of a unit quantity of work is governed by its specifications.
 Specification of a work is required to describe the quality and quantity of different
materials required for a construction work and is one of the essential contract
documents.
 This also specifies the workmanship and the method of doing the work. Thus
specification of a work serves as a guide to a supervising staff of a contractor as
well as to the owner to execute the work to their satisfaction.
 A work is carried out according to its specification and the contractor is paid for the
same. Any change in specification changes the tendered rate.
 As the rate of work is based on the specification, a contractor can calculate the
rates of various items of works in tender with his procurement rates of materials
and labor. Thus tender rate without specification of works is baseless, incomplete
and invalid.
1. Specification is necessary to specify the equipment tools and plants to be engaged
for a work and thus enables to procure them beforehand.
The necessity of specification is to verify and check the strength of materials for a
work involved in a project.

TYPES OF SPECIFICATIONS
3.6 Types of Specifications
3.7.1 General Specifications
3.7.2 Detailed Specifications
General Specifications
In general specifications, nature and class of works and names of
materials that should be used are described. Only a brief description of each
and every item is given. It is useful for estimating the project. The general
specifications do not form a part of contract document.
Detailed Specifications
The detailed specifications form a part of a contract document. They
specify the qualities, quantities and proportions of materials and the method
of preparation and execution for a particular item of works in a project. The
detailed specifications of the different items of the work are prepared
separately and they describe what the work should be and how they shall
be executed. While writing the detailed specifications, the same order
sequence as the work is to be carried out is to be maintained.
During construction, specifics are everything and failure to communicate
specifically could create massive change orders, cost overruns and schedule delays,
which can negatively impact your bottom line.

ACTIVITY No. 2:
From your early activity in this module, make a construction specifications using one item
of work in your project. An example is the electrical works specifications. It should include
specifications for materials and installation works.

Submission:
This will be submitted together with Activity No.1.
SUGGESTED READINGS:
Project Management for Engineering and Construction, latest edition
Internet E-books on Construction Project Management

REFERENCES/RESOURCES:
1. https://www.levelset.com/blog/construction-specifications/
2. http://www.civilprojectsonline.com/civil-projects/purpose-of-specifications-and-
types-of-specifications/
3. Construction Methods and Management, Seventh Edition
S. W. NUNNALLY Consulting Engineer Professor Emeritus North Carolina State
University