1

Construction Management Process- a brief

August 2007
2



The following is a brief description of the execution process for
all stages of the construction Management function in TSI
Ventures. This process shall be read in conjunction with
approved Quality /Safety Plan of the project and TSI Quality /
Safety plan.


3
1. Kick off Meeting
Immediately after award of each contract, a project kick- off meeting shall be arranged by
the TSI project- in- charge. All Team players from contractors, TSI project team and
corporate office team, relevant consultants and architects shall be participated in the kick
off meeting. The agenda of Kick off meeting shall include, but not limited to, contract
commencement date, contract period, Insurance, bank guarantees, Health Safety
Environment, temporary fencing and site facilities, temporary water and electricity,
Programme & Planning, Quality and Technical issues, Authority approvals, Payment etc.

2. Health Safety and Environment
All contractors shall submit a project specific HSE plan based on TSI Safety Manual for
approval. This should contain all processes to ensure Safety and excellent house keeping
from start to close out of construction
Safety team shall be independent and shall report directly to the Project in Charge.
Implementation, Methods/ check lists and process shall be as per Safety Plan.
A separate sub item for Safety shall be included in all Method statements for Structural,
Civil and MEP items.

4

3. Quality: Contractors shall submit a project specific Quality plan based on TSI Quality Manual
for approval. It should contain all processes to ensure that the project is executed, tested and
commissioned in compliance with construction drawings, specifications and all approvals.

Contractor shall submit Material proposals, Shop drawings, Technical submittals, Samples,
Method Statements & ITPs, Samples, Test certificates etc. for approval. This should be
reviewed jointly with all consultants/ architects and TSI and send back with comments /
approvals within 7 working days.
Refer to QC Manual for detailed check lists, Method Statements and process.
Contractor is supposed to submit daily and weekly programmes. Request for Inspection for
all works shall be submitted on daily works for TSI/ Consultant/ Architect approval.
TSI project in charge will be organizing a Weekly QC/ technical / coordination meetings
with contractors and specific consultants
Random factory visits (material supply) and testing shall be done in coordination with TSI
to ensure consistency in quality of materials..
NCR process management as per Quality Manual needs to be followed leading to closeout

5

4. Time: A detailed, updated and quantified construction schedule shall be prepared by the
contractor based on Base Line Programme. There should be a separate Planning team on
behalf of Contractor and TSI

Planning engineer to coordinate closely with CM and PM on site.

Programme to be updated on daily, weekly and monthly basis. Planned Vs actual to be
updated. Recovery programme to be made on weekly basis and to be coordinated

TSI shall arrange a weekly Progress Meeting and shall discuss progress in detail,
Resource plan for man power , materials and machinery shall also be reviewed.

Contractor to propose remedial action and recovery programme for delays, if any for TSI
approval.
Daily progress reports, weekly and Monthly reports shall be submitted by contractor.
Monthly report shall contain Progress percentages on various items, Programme for the
next month, Cash flow chart, Photographs, Summary of all approvals, pending submissions
and issues to be resolved. A break up of manpower and machinery details and daily report
shall become part of Monthly report.


6
5. Cost and Payment
Site PM to check and approve all payment invoices in coordination with project QC..
Coordination between commercial and D&C costing team to ensure that payment is within
budget.
Contractor to submit variations with all supporting document and the same should be
reviewed in coordination with commercial, costing and D&C team
TSI shall verify and approve invoices against quality and actual completion.

6. Contract Administration & Documentation
Project document controller from TSI site office is responsible to receive and register all
incoming/ outgoing correspondence, drawings, technical submittals, material submittals,
method statement, samples etc. He shall maintain all files and approved samples until
completion of the project.
The Project in charge is responsible to distribute the submittals / correspondence from
contractor to concerned internal team members or other consultants for ACTION /
INFORMATION.
Project administrator shall coordinate closely with TSI Project Manager, Quantity Surveyor,
Contacts Manager, Liaison agent and all consultants.
A Project administration software and FTTP site may be used for all approval process and
drawing uploads.




7
7. Liaison
A competent liaison agent shall be coordinating between TSI project team and all
consultants and Architects to apply, follow up and get various authority approvals,
temporary power and water connection, fire department clearance, elevator safety
approval, commencement certificates, pollution control board approvals, and water/
sewerage connections, occupation certificates etc.
8. Procurement
A centralized procurement department at corporate office is responsible for quantification,
identification of vendors in consultation with concerned technical team and project in
charge, float enquiry, techno commercial negotiation and putting up the proposal for a
committee formed up between D&C and commercial department.
The committee is responsible to scrutinize and make sure that the proposal is within the
budgetary provisions.
The copy of purchase orders including material spec., country of origin, mill certificates/
test reports shall be send to Project head.
Project head should make sure that the supplied material is as per specifications and
purchase orders. The materials shall be stored, accounted and tested by the site team.




8
9. Change order management
Change order management shall be evaluated and processed by the project head in
consultation with corporate management team, Commercial, technical team.
The evaluation process shall be based on criteria such as whether the change is critical /
non critical for base line schedule, justification for change proposal, logistics on techno
commercial approval.
Planning engineer to update the schedule and make recovery programme.


10. Close-out
Project manager is responsible for snagging, preparation of defect log for all disciplines,
Testing and commissioning of MEP items, elevators in coordination with respective
consultants and architects.
Once all the temporary structures are removed and final rectification and commissioning is
done, the project shall be handed over.
Project head shall make sure that as built drawings, guarantee certificates and O & M
manuals are submitted and approved prior to proceed with handing over.