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Introduction

In the present planning and completing a project within calculated time and budget has become a tough challenge. It is becoming harder for the engineers to complete their projects as per the calculated time.  As per the operations, there are few obstacles while planning and scheduling the construction of the Grand mosque. Hereby, this report has been prepared to discuss the problems that are creating the challenge to complete the project on calculated time and budget. Thereby, as per the complete analysis about the same, there are a few proposals which can help the team to complete the project in an exact way

Report

This report has been prepared to give the details about the scenario and the issues, which have been come up, while complete the task as per the planned task. However, with the complete analysis of the issues, there are some ways, which may help the team has also been discussed over.

As per the schedule and planning, the project needs to get completed within 9 days. However, on the last day of working the team has reached a 1.17m depth of excavation as planned. Therefore, an unexpected hard rock layer has been found by the team which has now created a challenge for the project.

Our consultant was then present at the site and he has advised that the team has to reach 1.5m depth as per the diagram.

The planned calculations for Activity B (Excavation) were;

Activity B	Soil type	Quantity	Rate per Day	Working days	Rent per Day	Total Cost
	Sand	2500	200	9	200	2500

Table .1

The calculated working day was 9 within which the Excavation should be completed. Now the team has already completed 77 % of the work as per the schedule this activity.

Now as the Hard Rock layer has been found so now it is important to bring rock Breaker. This will not only increase the budget but also will exceed the time period of the project (Rees, 2003).

Now it is important to hire a breaker machine on rent to complete the task and the charges of excavation is 100 m3/ day

The cost of renting the machine 250 O.R / Day

Soil type	Quantity	Rate per Day	Working days	Rent per Day	Total Cost
Sand	1900	200	6	200	1500
Hard	600	100	6	250	2200
		Total	12	Total	3700

Table.2

Hence, the schedule will exceed and the modified one will take 12 working days instead of 9 and this will make the project 9 days behind the planned period.

However, not merely the duration but this will also affect the cost and budget of the project (Nagarajan, 2004). The modified cost for the activity B will become 3700+ indirect costs for 3 days in spite of 2500, this will lead the project over budget.

The project had been planned by keeping factors in mind likewise:

• Investment decision
• Working Capital decision
• Financing decision
• Even, Financing decisions are influenced by the

Microeconomic factors:

• Level of risk, liquidity position,
• Macroeconomics factor:
• The state of economy
• Government policy

If we compare the previous excavation cost and time and modify cost and time it is creating a huge difference in the plan.

Thereafter, it has been assumed that the costs to exceed surface mining costs. Now it has become important to review that presumption to analyze the core elements of costs in every case and to compare the costs for the same (Chitkara, 2013).

There are few reasons that are nursing alleged cost effectiveness based on hard rock industry.

They contain labor intensity, equipment, higher energy efficiency and some operations like ground control, supplies etc.

Manpower need to be increased with arise the problem in order to complete the project on time (Dykstra, 2011). This will create over budget issues Indirect cost and direct both.

Equipment cost will also increase the rent of breaker will also include in the expenses. The increased days of working will definitely increase indirect costs for the project (Clough, 2015). The rent of the Breaker and if tried to hire more labor then also it will increase the cost as extra labor will be over budget as per the planned budget.

The processes employed in budgeting is contained to an understanding of cost control and cost estimation.

• Purchasing of raw materials
• Transportation cost
• Tools of small values
• Fuel oil
• Machinery spares
• Wages and salaries paid to production workers
• Staff
• Supervisor and other staff
• Costs are given to the subcontractors regarding the orders that have been placed
• Total Cost of production line rejections, wastages, breakdown and modify

The analysis has shown us various factors that are affecting the esteemed planned. 

Henceforth, the modification has become mandatory to find out any kind of solution for this.

So here are some of the ideas that may help to deal with the current scenario.

Particular	1st week	2nd week	3rd week	4th week
Problem Identification
Preparing the Literature Review
Analysis of the gathered data
Research gap
Framing of the aims and objectives of the research
Primary data collection
Scrutiny of data
Explanation and interpretation
Finding valid conclusion
Submission

Figure .1

In order to bring out the appropriate solution, it was important to research accurately. The above-prepared chart has detailed the process of submission. As per the reviewed network and activities sequences, the solution that has been observed is overlap (Dou, 2016). The team can overlap 5 days between activity G and H in spite of working in a sequence. The description has been given below with the help of the table which will help understand the entire activity.

Activity	Description	Immediate Predecessors	Time Duration (Days)
A	Excavation	A	9
B	Install rough Plumbing	B	21
C	Cleaning and Securing of the site	-	3
D	Reinforced concrete for plinth Beams works AND Filling	C	25
E	Install Rough electrical wiring	D	7
F	Outside plaster	E	10
G	Wall Tiles For Toilets & Imam House Kitchen	F	15
H	Floor Ceramic Tiles	F	11
I	Waterproof and Roof Sloop concrete	G	8
J	Inside plaster	I, J	5
K	Inside painting	G	4
L	Outside Painting	H	10
M	External Works	M, K	25
N	Reinforced concrete for ground floor Columns And Slab	L	45
O	Doors and Windows	N	21
P	Install Plumbing Fixtures	O, Q	9
Q	Marking, Reinforced concrete works	O, Q	6
R	SRC solid blocks work for super structure works	L	10
S	Install Electric Fixyures	I,J	8
T	SRC Solid blocks work for periphery outside the building under the plinth beam	K	7
U	Handing Over of completed work Leave in a fit condition for occupation:	P,R,S	5

Table .3

Overlapping activity G and H can save the extra 3 days as well as will help the project to complete it as per the schedule but will add another critical path and this can increase the risk.

Then the modification will create 2 critical paths and there the team has to work with the new technique to reduce the risk.

Consisting of two critical paths will increase project risk but the help of this solution can be found for the problem of the team.

		Original Planned		Modified
Activity Code	Immediate Predecessors	Duration Days	Total Direct Cost	Duration Days	Total Direct Cost
A	A	9	1500	12	1500
B	B	21	6950	21	6000
C	-	3	500	3	500
D	C	25	1700	25	2000
E	D	7	650	7	650
F	E	10	2500	10	2500
G	F	15	3000	15	3000
H	F	11	1800	11	2000
I	G	8	900	8	900
J	I,J	5	600	5	600
K	G	4	550	4	550
L	H	10	2000	10	2000
M	M,K	25	4040	25	4040
N	L	45	10,000	45	10,000
O	N	21	5050	21	5050
P	O,Q	9	3500	9	3500
Q	O,Q	6	750	6	750
R	L	10	2500	10	2500
S	I,J	8	1200	8	1200
T	K	7	900	5	900
U	P,R,S	5	800	4	800
		Total	51390	Total	50940

Table .4

With the above classifications, it has been clearly analyzed that it is possible to maintain the budget as well as the duration of the project.  The modification brings out another critical path with which new calculation has been generated and that may help the team (Jha, 2011).

The estimation of Activity E

The cost of RCC foundation including labor = 80 O.R/m3, 38 x 80 = 3040 O.R.

Imported filling including machine + labor charge = 1.5 O.R / m3, 750x1.5=1125

As per this calculation, the solution which can be used to maintain our budget is using the selected excavated material after use screen

Estimated selected excavated material after use screen + labor charge = 0.5 O.R/m3, 750x0.5=375

This will help us to save 750 O.R. the project will be under budget

	Working Days	Direct Cost	Indirect Cost/Day	Sum Indirect Cost	Total Cost
Planned Baseline	160	51390	100	16000	67390
Modified Baseline	160	50940	100	16000	66940

Table .5

With this modified baseline it is possible to control the budget and the time for the project. The construction is possible with the help of modification as per the analysis of the complete problem.

It is important to maintain the budget and time so if excavated materials are getting used and overlapping the G and H activity it will reduce the project risk (Munier, 2012). As per the modified base line, our direct cost will become 50940 that are even less than the previously planned baseline.

Conclusion

The entire problem of over budgeting and increase of planned duration while excavation because of the finding of Hard Rock layer while reaching 1.17 m deep has made the project has made challenging one.  In order to bring the appropriate solution, it was important to analyze and modify the entire calculation which has generated two critical paths. Two Critical paths may generate a bit of risk in the project.  

Although with the complete analysis the solution that has been understood is the overlapping of few business-law as well as the using the selected excavated materials instead of imported one may help reduce the risk of the project. Overlapping of two activities that are activity G and H has not only helped to maintain the duration of the budget but has also helped to maintain the budget. As shown in the table that the total cost of modified baseline is 66940 which obviously less than the previously planned base line.

References

Carmichael, D (2000) Contracts and International Project Management. CRC Press. copyright

Chitkara, K (2013) Construction Project Management. Tata McGraw-Hill Education. Copyright

Clough, R (2015) Construction Project Management. John Willey & Sons. Copyright

Dou, R (2016) Proceedings of the 22^nd International Conference on Industrial..Vol2. Springer. Copyright

Dykstra, A (2011) Construction Project Management. Kirshner Publishing Company

Jha, K (2011) Construction Project Management: Theory and Practice. SAGE Publication

Munier, N (2012) Project Management for Environmental, Construction and Manufacturing. psychology. Copyright 

Nagarajan, K (2004) Project Management. New Age International. Copyright

Ramakrishna, K (2010) Essentials of Project Management. PHI Learning Pvt Ltd. Copyright

Rees, G (2003) Civil Engineering Project Management Fourth Edition. Elsevier. Copyright