QUANTITY SURVEYING AND

ESTIMATION
LECTURE 2
Definition and Components of a Project
Construction Project Team
Quantity Surveying
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INTRODUCTION

Definition of a Project

A project is an venture that is undertaken to produce

the results that are expected from the requesting
party. OR

A project is defined as a unique set of coordinated

activities with definite starting and finishing points,
undertaken by an individual or organization to meet
specific objectives within defined schedule, cost and
performance parameters.

A project may refer to design only, construction only,

or a combination of both.

INTRODUCTION

A project generally
components:
scope,
budget, and
schedule.

consists

of

three

Scope represents the work to be accomplished, i.e., the

quantity and quality of work
Budget refers to costs, measured in PKR.
Schedule refers to the logical sequencing and timing of
the work or activities to be performed.
Quality of a project must meet the owner's satisfaction and
is an integral part of project management .

INTRODUCTION
Balanced approach i.e. equilateral triangle
Increase in scope requires increase in other two
items and vice-versa

Quality is an integral
part of scope, budget,
and schedule

CONSTRUCTION PROJECT TEAMS

PROJECT TEAM ROLES

PROJECT TEAM ROLES

The construction and design sides need to co-ordinate their

operations right through the life cycle under the supervision of
project manager.
Project manager is the leader of the project team with a
single point of contact with the client.
Design managers role is to coordinate the various design
functions and if necessary specialist design expertise
requested.
Construction managers role is to tender specialist
packages, set up site procedures and integrate the
construction program and the interfaces between specialist
packages.
Conciliation is a key role for the project manager to manage
disputes, omissions and changes so that the team works
smoothly.

Continued

QUANTITY SURVEYOR
The

person who is responsible on

estimating the quantities from the design
drawings, and measurement of the
quantities at the site during the project
implementation, and preparing the
current and final payments.

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QUANTITY SURVEYS (TAKE OFF)

It is the quantity of works/material take off, required for
the completion of project implementation, and listed as
items in table of quantities.

In general we can describe quantity survey as

follows:
1. Description and preparation of the bill of quantities
and its items required for the tender.
2. Preparation of the site material, material types, and
material distribution.
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QUANTITY SURVEYS (TAKE OFF) ..

CONT.
Describe the items and preparing BOQ.
Preparing of the cost estimate in BOQ.
Preparation of the list of the site needs
(technician/ workers)
Preparation of the due payment statements
(contractor payments during the construction)

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REQUIRED SKILLS FOR QUANTITY

SURVEYOR

Ability to understand the drawings details, design

drawings, shop drawings, etc.).
Excellent knowledge of the calculation of the areas
and
volumes,
knowledge
of
fees
of
workers/technicians/, rules and law of the contracts,
In addition to the knowledge of related financial
issues/ taxes, banks transactions, insurances and its
implication.
Knowledge of the productivity of the workers and
technicians.
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STAGES OF THE QUANTITY SURVEY

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METHODS OF MEASUREMENTS
1- Conventional measurement
Depends on experience, and type of project.
Doesn't govern by theories or engineering basics.
Not considered as scientific method.
Doesn't subtract the opening as windows or doors from the
block/ brick work, plastering, painting works and
computing whole wall.
Another example : as the every 3 steps in stair = 1 m3
2- Engineering measurement
It is calculating all the works finished after subtracting all
opening.
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Contract Strategy

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CONTRACT STRATEGY
Contract strategy means selecting organizational
and contractual policies required for the
execution of a specific project.
Development of the contract strategy comprises a
complete assessment of the choices available for
the management of design and construction to
maximize the likelihood of achieving project
objectives.
The size and complexity of the contract matter
vary accordingly.

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CONTRACT STRATEGY

A proper contract strategy for a project involves five

key decisions:
1.
2.
3.
4.
5.

Setting the project objectives

Setting the project constraints
Selecting a proper project delivery method (lecture 3)
Selecting a proper contract form / type (lecture 4)
Contract administration practices (3 and 4)

18

WHAT IS A CONTRACT?

A contract is defined as: "an agreement made

between two or more parties which is
enforceable by law to provide something in
return for something else from a second
party".
Simple versus complicated contract (nature of project)
Legal bindings on contractual parties
It is necessary to protect both client and contractor

According to its simple definition, a contract is an

agreement but not all agreements are contracts.
Contract = offer + acceptance + consideration

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AGREEMENT TO CONTRACT

Some elements must be present before an agreement

becomes a contract.
Competent Parties: There must be two or more competent parties.
In order to be considered competent, a party must have a certain
legal standing (a party's right or ability to sue).
Proper Subject Matter: Subject matter of a contract should be
clearly defined as to the rights and obligations of each party. The
purpose of the contract must not violate the law.
Consideration: There must be a lawful and valuable consideration
given to both parties. A consideration often called "Something for
Something.
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AGREEMENT TO CONTRACT

Agreement: For valid contract, there must be a mutual

agreement. An agreement is said to be reached when an offer
made by one party is accepted by the second party. Both
parties must wish and intend their bargain to be enforceable
by law.
Proper Form: The terms of a contract must be written so
that both parties are very sure about their rights and
responsibilities.
Consent of the Parties: The agreement must be free from:
Misrepresentation, Duress Undue influence, etc.
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WHY USE CONTRACT IN CONSTRUCTION?

Describe scope of work
Establish time frame
Establish cost and payment provision
Set fourth obligations and relationship
Minimize disputes
Improve economic return of investment

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STEPS OF
CONTRACTING
PROCESS

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SELECTION OF CONTRACT TYPE

The selection of contract type is made by the owner, acting

upon the advice of his engineer and his legal advisor.
Must meet the owner objectives and takes into account the
project related constraints.
Consultants and contractors should be fully informed by
the project objectives and constraints.
The scope and the nature of the project will primarily affect
the selection of type of contract.
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SELECTION OF CONTRACT TYPE

Project Objectives

Primary objectives

Functional performance (scope),

Time objectives, and
Cost objectives

Secondary objectives

Allocation and payment for risk

Training of the client's staff
Transfer of technology
Involvement of contractor in design
Involvement of client in contract management
Choice of labor-incentive construction
Use of local material and resources
Protection of the environment

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SELECTION OF CONTRACT TYPE

Project constraints
Availability of funds
Availability of contractual incentives
Project location
Target dates of the project
Possibility of design changes
Availability of resources
Seasonal working
Number of contractors willing or able to tender
Inflation
Factors influencing contract choice: the incentive, risk
sharing and the flexibility.

26

QUESTIONS?

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