Construction Contract Maagement

7/28/2019 Construction Contract Maagement

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Contract Management-IContract Management-I

Presentation byPresentation by

H. L. CHAWLA



CONTRACT MANAGEMENTCONTRACT MANAGEMENT

• Construction is the essence of 3 E's (Economical Extraction of

Energy) & 5 M's (Men, Money, Materials, Machines, and Methods),

may be even 6 M’s (Management)

• Construction is field & project oriented.

• Construction is a Service industry.

• Prime responsibility of this industry is to convert design concepts &

specs prepared by Architect/Engineer into a finished project.

• Total construction in the world is estimated to be US $ 4 trillion each

year.

• Construction activity in India is estimated at about Rs. 700,000 crores

per annum. In the 11th plan period, the estimated annual outlay is

around Rs. 290,000 crores only on infrastructure projects.



To achieve above, what is required from the construction sector?

•Possession of Site

•Resource planning

•Creating Systems, training and coordinating procedures

•Mobilization of men, materials, equipment and machinery.

•Completion & handing over .



PROJECT MANAGEMENTPROJECT MANAGEMENT

A project can be defined as a sequence of:

• Unique• Complex• Connected activities

Having a particular role or purpose to be completed withinthe following:

• Specific time• Within budget• According to specification



• One goal. Large projects may be divided into several

subprojects.

• Specified time. All projects have a specified completion date.

• Within budget . All projects will have a resource limit. These

pertain to number of people, money or machines to be deployed

on a project.

• Specifications. All clients expect a certain level of quality and

functionality from the project.

Number of activities comprising a project must be completed insome specific order or sequence.



Project parameters

There are the following constraints which operate on every

project:

• Scope

• Quality

• Cost

• Time and

• Resources



A change in one set can cause a change in another constraint.

Therefore, the set of above five parameters form a system that

must remain in balance for the project to be in balance. The

success or failure of the project depends on the maintaining of

the balance between the five constraints.

Almost all projects have inherent risk factors. In fact somebody

who can gamble will be successful in implementing a project.



The contracting firm has also to ensure that it is fully prepared

to meet its obligations and is equipped with the latest

technology, technicians, engineers and other skilled

personnel for the different operations. Timely completion of

works to stipulated standards is possible only when a spirit of

give and take and mutual trust and confidence exists between

the client and contractor and both parties to meet the

contractual requirements without trying to take undue

advantage of each other.



It is, therefore, vital that the contracting agencies engaged for

a particular project understand the requirements of the project

in its entirety including technical features, complexities, if any,the time limits fixed for its completion, and that they mobilize

an adequate force of competent technical and managerial

staff, labour, equipment and materials to complete the work

within the time stipulated. They should take advance

measures to ensure availability of the site for construction,

materials and construction drawings as per the predetermined

schedule, discuss with the project authority an agreedschedule of operations, and draw up PERT/CPM charts.



Proper planning of the entire sequence of activities in

advance and adequate and timely inter-linkages between

different components of the project would go a long way in

realizing the benefits of the project as Planned. Contractors

have to endeavor to execute the works in a spirit of co-

operation and accommodation with the project authority and

whenever any problems arise, these may be discussed

among the parties and appropriate solutions arrived at.



Construction of different components of the projects is

supervised by engineering departments. The existing

organizational structure of the concerned engineeringdepartments is based on hierarchical structured system and is

more prone to delays in the implementation of projects. A

personalized service specific to the project is a vital need. The

Engineer-in-Charge if armed with adequate powers to givedecisions on issues that arise in the field would hasten the

progress. In addition, the Engineers-in-Charge of projects should

have specialized training in modem methods of construction and

management of men, materials and machinery. It is also

necessary that senior engineers in charge of project construction

remain at the project site for closer supervision.



The following are the major requirements in any construction

project:

•Activities for Contractors prior to actual commencement

•Management of Contracts – Systems & Controls

•Schedule Performance

•Progress Evaluation

•Activities for Employer during the project cycle after award



ACTIVITIES FOR CONTRACTORS PRIOR TO

ACTUAL COMMENCEMENT

• Setting up of the camp offices• Setting up of the stores at site

• Setting up of the quarries, crushing plant for aggregates

• Setting up of the laboratories

•Setting up of mechanical workshop (s)• Setting up of the accommodation for staff & workers

• Constructing haul roads

• Establishing water supply & sanitary facilities

• Placing orders for plant, equipments & materials

• Recruitment of staff & workers• Arrangement of transport facilities for Project manager &

staff

• Arranging telephone connection, wireless facilities, if required

• Identifying sources of materials & placing orders



GEMENT OF CONTRACTS - SYSTEMS & CONTROLS

• Efficient Project management team

• Programme of implementation

• Layout of works

• Recording of levels

• Working out x-sections & L-sections, particularly for road works

• Team work

• GFC (Good for construction drawings)



OGRESS EVALUATION

• Reasons for difference between planned & actual work

done & the analysis thereof • Availability of land

• Availability of designs & drawings

• Availability of decisions

• Following up of contractual obligations, both by theEmployer & Contractor

• Issue of Employer supplied materials

• Grant of exemptions/ licenses/permissions by the Employer

• Timely certification of contractor’s bills & payments

thereof

• Timely decisions on deviated items- quantities & prices

• Force- majeure conditions

C S O O G O C



ACTIVITIES FOR EMPLOYER DURING PROJECT

CYCLE AFTER AWARD

• Project management/Contract management team-availabilityof competent persons

• Readiness on designs, drawings

• Mobilization of the Project management team at the site

including office, transport & infrastructure facilities

• Competence in handling jobs of similar nature in the past

• Land acquisition on time

• Timely approval of shop drawings

• Geared up to make timely payment

CONTRACT PROVISIONS FOR RISK ALLOCATION



CONTRACT PROVISIONS FOR RISK ALLOCATION

Provisions for the allocation of risk among parties to a contract can

appear in numerous areas in addition to the total construction price.

Typically, these provisions assign responsibility for covering the costs

of possible or unforeseen occurrences. A partial list of responsibilities

with concomitant (associated with) risk that can be assigned to

different parties would include:

•Force majeure (i.e., this provision absolves an owner or a contractor

for payment for costs due to "Acts of God" and other external events

such as war or labour strikes)

•Indemnification (i.e., this provision absolves the indemnified party

from any payment for losses and damages incurred by a third party

such as adjacent property owners.)



• Liens (i.e., assurances that third party claims are settled such

as "mechanics liens" for worker wages),

• Labour laws (i.e., payments for any violation of labour laws

and regulations on the job site),• Differing site conditions (i.e., responsibility for extra costs

due to unexpected site conditions),

• Delays and extensions of time,

• Liquidated damages (i.e., payments for any facility defects

with payment amounts agreed to in advance)

• Consequential damages (i.e., payments for actual damage

costs assessed upon impact of facility defects),

• Occupational safety and health of workers,

• Permits, licenses, laws, and regulations,• Equal employment opportunity regulations,

• Termination for default by contractor,

• Suspension of work,

• Warranties and guarantees.

CONTRACTUAL PROBLEMSCONTRACTUAL PROBLEMS



Sound feasibility studies, efficient designs, timely supply of

construction drawings and equitable administration of contracts areimportant for developing an efficient construction industry. Theseservices are provided more effectively by consulting firms than bygovernment departments. Moreover, consulting firms spearheadthe initiatives on adoption of modern technology, improvement in

design practices and effective use of local materials. Consultingfirms help in ensuring a fair contract administration and are moreeffective in discharging the responsibilities of "Engineer" than aGovernment Department operating both as the "Employer and theEngineer". A well developed consulting profession is, therefore,essential for promoting the construction industry. In India, we havea well developed domestic construction industry and emergingcompetent consulting firms. For large and more complex projects,foreign consultants can be utilised, if considered necessary.




The overall experience so far with the preparation and

management of contracts is that the contract documents do notprovide full information and data required for a proper appreciation of the job requirements. Added to this is the factthat a number of such uncertainties are left to the sole discretion

of the Engineer-in-Charge. Under such circumstances, the bidsof contractors are likely to be either high as they will naturally tryto cover up the cost for lack of information or unreasonably lowwhich could later on lead to claims, disputes and even

abandonment of the work. The client may also end up by payinga higher cost or getting involved in avoidable arbitrationproceedings or litigation.

CONTRACT REQUIREMENTSCONTRACT REQUIREMENTS



Some of the other special aspects are:

1. Many of the projects are located in remote areas often

with poor communication and civic facilities like housing,

drinking water, medical, schooling, law and order .etc

2. People have to work under difficult and hazardous

conditions quite often away from their families. Most of the

jobs during construction are of temporary nature. These

factors adversely affect the psychology of the people.

CONTRACT DOCUMENTCONTRACT DOCUMENT



3. Availability of limited information on physical aspects of the

project, the foundations and soil characteristics etc. at the

time of signing of contract. This information is updated and

upgraded as the work proceeds. Sometimes new information

calls for major changes in scope and extent of the contract.

The contractors are thus required to be prepared to face and

provide for such unknown factors.

4. The scope of the work is usually not very well defined; large

deviations take place, involving change in methodology and

induction of additional resources.



5. In river works and in hilly terrain; floods, land slides and

unfavourable weather conditions impose severe

limitations on the working season. Unprecedented natural

phenomenon beyond the control of the contractors can

result in severe damage to life and property and to

partially completed works.



6. The contract period is long, usually 2-10 years. Constant

physical change in the project and financial atmosphere of

rising costs affect the contract prices as the workproceeds.

a. The time allowed for completion of contracts is based

on the wishes of the client and not necessarily on a

scientific evaluation of the scope of work. This does not

take into account the unknown factors which are

required to be faced;



b. Lately, a number of projects are coming up with foreign

collaboration with agencies mostly from western nations

and time bound programmes are framed for completion of

the projects. While making out the time bound programmeand the methodology of the project, the collaborators

mostly keep in mind the facilities available in their

countries, with improved transportation, communication

etc. and are not at all aware of the handicaps which a

developing country faces. Therefore, it is necessary that

the time allowed for completion of contracts on such

projects should be realistic keeping in mind the conditions/facilities for transportation, availability of materials etc. in

our country.



7. The needed input of resources both in terms of

machinery, manpower, and finance is large as compared

to the manufacturing industry for the same output, over a

period of time.

8. The machines deployed on a project cannot be

depreciated on the same project. At the same time there

is no guarantee for continuity of job for machines and

men.



While all the above factors affecting large civil engineering

projects are well known and recognized, they are hardly

reflected in the tender documents or the contract documents.

Also the conditions of the contract attached with the tender

documents in vogue tend to ignore these factors.

The first step in this direction would be to exercise care in the

preparation of tender documents and to modify some of the

conditions of contract to achieve the above objectives.



Completing of Projects on ScheduleCompleting of Projects on Schedule

Completion of the projects on schedule will be the culmination

of a number of activities taken up prior to and after the award of

the contract for construction. The project planning has to be

done in a thorough manner so that all problems likely to arise

during design and construction are identified. Both the client

and contractor have to work in a spirit of give and take and try

to accommodate each other to the extent possible.



Detailed information should be recorded on each print to serve as defence

photographs in the event of claims.

The following documentation should be properly indexed and recorded atsite/office of the Contractor:•True copies of the Contract documents incorporating all amendments.•Drawings and dimensions for which the Bills of Quantities were prepared.•Copies of the original as well as the subsequently revised construction

programme in assessing the value of delay in construction operations.•Copies of agreed minutes of site meetings with Project Authorities.•Contract diary including a journal of general activities, recording problems that

arise and information required etc.•Record of Labour and Staff inputs.

•Preparing valuation of variations and notifying the Client within the specifiedtime, delays and other factors which have a bearing on cost and date of

completion.

Th f lli f h i thi it ti



There are four compelling reasons for changing this situation:

1. Delays in project implementation are becoming increasinglycostly.

2. Delays are seriously affecting the rate of physical and humancapital formation in the country.

3. Delays are constraining the objectives of optimizing theproductivity and efficiency of investments.

4. In World Bank aided projects, delays are contributing to the

borrowers perception that the Bank products are too costly.



Managers responsible for executing projects and the officials in

the ministries who decide project issues do not fully understand

the concepts of Economic Rate of Return (ERR). They do notknow how their decisions change ERR values or what those

changes really mean.

Government officials may appear indifferent, slow, uncommitted

and inefficient when the responsibility for the results of their

actions is too diffused to hold them accountable. But when they

know that they could be identified as the ones responsible for

delays and consequent loss to the government, they act

efficiently and expeditiously. This is the way bureaucracies work.



The Government department’s failure to act promptly on project

issues is not due to “lack of commitment”, but due to lack of a

system for establishing accountability.

The prospect of prompt decisions during project implementation

will be greatly enhanced if the cost of delays is quantified and

those who make decisions are made aware of those costs. It willalso provide the top management an effective tool for expediting

projects.

A research study carried out by the World Bank shows that 16

percent of the project cost is lost per year due to delays which

slows down the economic progress.



RECORDSRECORDS

Construction RecordsConstruction Records

1. Progress of the work

2. Telephone calls

3. Tests of materials

4. Diary or log

5. Log of submittals

C t ti Fi ld Offi Fil



Construction Field Office FilesConstruction Field Office Files

• Correspondence

• Job drawings

• Shop drawing submittals

• Requisitions

• Reports• Approved material samples

• Operating tests

• Deviation requests



Construction Progress RecordConstruction Progress Record

• Daily construction report

Field diary or construction logField diary or construction log

Documentation of intermittent inspectionsDocumentation of intermittent inspections

Special feedback reportsSpecial feedback reports

• Report of field correction• Concrete Batch Plant/ Hot Mix Plant - daily reports

• Field investigation report



Documentation of dangerous & safety hazard warningsDocumentation of dangerous & safety hazard warnings

Miscellaneous recordsMiscellaneous records

Labour standards review recordsLabour standards review records

Job conferencesJob conferences

Contractor submittalsContractor submittals

Construction photographsConstruction photographs

• Public relations photography

• Progress photography

• Time-lapse photography

D t il d i f ti h ld b d d h i t t



Detailed information should be recorded on each print to

serve as defence photographs in the event of claims.

The following documentation should be properly indexed andrecorded at site/office of the Contractor:

• True copies of the Contract documents incorporating all

amendments.

• Drawings and dimensions for which the Bills of Quantities

were prepared.

• Copies of the original as well as the subsequently revisedconstruction programme in assessing the value of delay in

construction operations.

• Copies of agreed minutes of site meetings with Project

Authorities.



6. Contract diary including a journal of general activities,

recording problems that arise and information required etc.

7. Record of Labour and Staff inputs.

8. Preparing valuation of variations and notifying the Client

within the specified time, delays and other factors which have

a bearing on cost and date of completion.

SITE INFORMATIONSITE INFORMATION



All information regarding the infrastructure and other facilities should be given in detail. The following particulars

are considered necessary but some more informationspecific to the type of works for which tenders are invitedwould be necessary.

1. Location of the works2. Access to the works mentioning nearest Railway Station,Sea Port and Airport.

3. Wharfage and port charges.4. Communication facilities including Railways, Post and

Telegraph.5. Roads in the area.6. Availability of labour.7. Water supply.

SITE INFORMATIONSITE INFORMATION

8 C t t ' ki f



8. Contractor's working areas for

• Construction

• Camps, workshops, stores, offices

• Dumping/ Disposal areas

8. Medical facilities

9. Climatic conditions.

10.Geological data including complete details of logging andcored/ bored holes.

11.Hydrological data: Rainfall, flood and fair weather

discharges, high flood level etc.

12.Parameters of permeability coefficients and other data

relevant to dewatering for selecting the type and quantum of

dewatering equipment.

TYPES OF ENGINEERING CONTRACTSTYPES OF ENGINEERING CONTRACTS



TYPES OF ENGINEERING CONTRACTSTYPES OF ENGINEERING CONTRACTS

The engineering contracts are of various natures, and therefore

for execution of contracts different types or methods are used.

The various types of engineering contracts commonly adopted in

state or central Public Works Departments or Government

undertakings are listed below:





• Consultancy contract• Construction contract• Supply contract

TYPES OF CONTRACTTYPES OF CONTRACT

• Lumpsum contracts• Item rate contracts• Cost plus contracts (%)• Cost plus contracts (fixed cost)

• Maximum price contracts• Incentive contracts• Turnkey contracts• BOT contracts• BOOT contracts

SELECTION PROCESSSELECTION PROCESS



SELECTION PROCESSSELECTION PROCESS

• Prequalification for

• Major/ complex/ special works to enable Employer to

select commercially, financially, technically, managerially

qualified suitable contractors.

• Varying selection criteria to develop uniform selection

criteria meeting International parameters.

• Post qualification may be resorted to if prequalification

not possible.

TENDERING PROCEDURETENDERING PROCEDURE



TENDERING PROCEDURETENDERING PROCEDURE

• Contract act…….very old• No uniform tender conditions• No standard bid documents• Tender conditions normally one sided & not equitable.-• For Internationally tendered projects, funding agencies

insist on ICB procedures. Tender documents based on

FIDIC conditions.• Standard bid documents-based on principle of equity

between Employer, Engineer & Contractor.• FIDIC conditions suitably modified to suit local conditions.

• Validity period -should be a fixed one & not flexible.• International funding agencies do not permit negotiations.• Prices go up on re-tendering.• Contractor should quote reasonably workable rate.



• Low price leads to:

• Bad quality work

• Large claims

• High price because of Cartel/ Ring formation

• Land acquisition is a major problem.

• This leads to delay &

• Disputes even at the inception stage.



"It's unwise to pay too much, but it's worse to pay too little. When

you pay too much, all you lose is a little money - that is all. When

you pay too little, you sometime lose everything because the thing

you bought was incapable of doing the thing it was bought to do.

The common law of business balance pro-hibits paying a little and

getting a lot-'-it can't be done. If you deal with the lowest bidder, it

is well to add something for the risk you run, and if you do that,

you will have enough to pay for something better"

John Ruskin.

THE LOW BID

CONTRACT MANAGEMENT



CONTRACT MANAGEMENTCONTRACT MANAGEMENT

• Preparation of Contract Document

• Preparatory Activities

Detailed investigations affecting design, technological

alternatives

• Detailed designs

• Drawings

• Specifications

In short Contract Management is synonymous with Competent

Construction Management.

Contracting SectorContracting Sector



Contracting Sector Contracting Sector

• Government Departments---Public Sector Undertakings---

Major Contracting Companies.

• Contracting Agencies must appreciate & understand allaspects including:

Technical features

ComplexitiesTime for completion

Required mobilization of resources incl. equipments,

manpower, materials, managerial staff and finance

Project Authority : There are 3 important players:• Employer • Engineer • Contractor

Major ProjectsMajor Projects



Major ProjectsMajor Projects

• Different Govt. departments/ agencies have different

contract forms

• No standard document

• Different countries also use different forms

• International Contracts---normally FIDIC document

followed

• ICB (International Competitive Bidding)

• LCB (Local Competitive Bidding)

• Price preference for locally established companies





• Contracts not equitable or fair • Problems in management of contracts• Disputes:

• DRB• Arbitration• Court cases

• Consulting firms in a better position to administer contracts

Pre-contract Requirements • Information & data must be complete

• Uncertainties should be minimum• Contract document should be equitable• Specifications & Drawings must be clear • Social amenities are also a major issue. This includes

rehabilitation & re-settlement

CONSULTANCY IN MANAGEMENTCONSULTANCY IN MANAGEMENT



CONSULTANCY IN MANAGEMENTCONSULTANCY IN MANAGEMENT

Engineers' RoleEngineers' Role

• PCC (Project Construction Consultant)• Project Formulation• Detailed Engineering.

• Transfer of Technical know-how• Finalization of Contracts

• CSC (Construction Supervision Consultant)• Monitoring

• Quality Control• Preparation of regular progress reports. Preparation of Completion reports



MAIN ISSUESMAIN ISSUES

• Possession of site free of all encumbrances

• Information & Data

• Discrepancies in the contract documents

• Quality control

• Payments

• Advance for mobilization of machinery equipment

• Additions, omissions & variations

• Excess/deficit over tendered quantity

• Extra items





• Extension of time

• Escalation

• Time for completion

• Liquidated damages

• Measurements

• ICB standard bidding documents.

• SBD for Procurement of works

• SBD for Procurement of goods

• SBD for Procurement of major equipments & installations



MONTHLY PROGRESS REPORT FOR THE MONTH OF …….



1 Introduction

2 Project Organization

3 Organization & Mobilization

4 Project Data5 Executive Summary

6 S-Curve

7 Linear Progress Data

8 Linear Presentation of Progress-Road Works

9 Information Progress Chart of Culverts, Bridge Works & Underpasses

10 Contractor’s Resources

11 Contractor’s Staff

12 List of Lab Equipment

13 Material Testing Report

14 Weather Report

15 Environment Management Plan

16 Worksite Safety Management

17 Accident Data

18 CPR Structures

19 Encumbrances

20 Tree Cutting

PROJECT ORGANIZATION



PROJECT ORGANIZATION

1. Employer

2. The Engineer

• Name

• Key Personnel Staff • Sub-Key Professional Staff • Support Staff

• Position

• Date of Mobilization

ORGANIZATION & MOBILIZATION



ORGANIZATION & MOBILIZATION

. General

Construction and Consultancy Supervision – Contract Package…

. Consultant’s Organisation• Package …… Supervision Consultant’s Staff ….as on end of …

Name Position Date of Mobilisation

Key Professional Staff

1.

2.

Key Sub-Professional Staff

1.

2.

Field Support Staff

1.

2.

Support Staff

1.

2.

PROJECT DATA



1 Project Name

2 Length of Project

3 Contract/ Phase Contract Package No…..

4 Civil Contract Award Amount Rs……..

5 Name of Contractor

6 Name of sub-contractor

7 Contract Commencement Date

8 Original Completion Date9 Revised date of completion

10 Performance Security

11 Third Party Insurance

12 Liquidated Damages

13 Bonus for Early Completion14 Defect Liability Period

15 Minimum Amount of IPC

16 Retention Money

17 Name of Supervision Consultant

PROJECT DATA



18 Supervision Contract Award Amount

19 Supervision Services Commencement Date

20 No. of Structures

21 Flyover/ Underpasses on the following locationshave been provided as additional works

22 Major Towns Enroute

23 Rivers Enroute

24 Any other

25 No. of old Bridges to be rehabilitated underrunning contract

EXECUTIVE SUMMARY



Maincarriageway(km)

Service Road (km) Remarks

Scope LHS RHS LHS RHS

AvailableLength

AffectedLength

1. Title of the Project

2. Contract Package No. …..

3. The Contractor

4. Construction Supervision Consultant

The Actual Status of site possession as of …. (according to ground

reality and physical verification):

EXECUTIVE SUMMARY



Structure Works

Structure Name LHS RHS Remark

sScope(nos.)

In Progress(nos.)

Complete (nos.)

Scope(nos.)

InProgress

(nos.)

Complete

(nos.)

Hume PipeCulverts

Box CulvertsSlab Culverts

Minor Bridges

Major Bridges

Underpasses

ROB• Other Events• Issues with Contractor • Issues with Employer • Other Issues• Other Matters• Site Visits

EXECUTIVE SUMMARY



Road Works

Main Carriageway/ Service Road Scope(kms)

LHS(kms)

RHS(kms)

Progress(%)

Available working fronts

C&G

Embankment works complete

Sub-grade works complete

Granular Sub-base works complete for (1st layer)

Granular Sub-base works complete for (2nd layer)

WMM works complete (1st layer)

WMM works complete (2nd layer)

Bituminous Works, DBM/BM Complete for (1st layer)

Bituminous Works, DBM/ BM Complete for (2nd

layer)

S-Curve



Cum. Turnover

in Million

Month

Month …..>

Cumulative Progress (Rs. InMillion)

Monthly Progress (in %)

Cumulative Progress (in %)

Contractor……… Engineer………

Affected site Possession of Main Carriageway/ Service Road



Sr.No.

Village Chainage Side Length(m)

Remarks

From To

1

2

3

45

6

Total unavailablelength on LHS/RHS(m)

Total length onLHS/RHS (m)

WEATHER REPORT



Date Max. temp(0C)

Min. temp (0C) Average Rainfall inMM

Humidity in (%)

Month….



SAFETY RATING REPORT



Sr.No.

Component / Aspect Rating

1 Traffic Management2 Signage, Barricading/ Delineation of work

front

3 Dust control

4 Road maintenance

5 Storage and transportation of materials6 Fire safety practices

7 Electrical safety practices

8 Mechanical safety practices

9 Workers Safety

10 First-aid and Emergency ResponseArrangements

Over-all rating1 – Highly Unsatisfactory (HU), 2- Unsatisfactory, 3- Moderately Unsatisfactory (MU)

4- Moderately Satisfactory (MS), 5 – Satisfactory, 7- Highly Satisfactory

ACCIDENT DATA



S.No.

Date Time of Accident

AccLocation

Natureof Acc

Classification of ACC

Causes

RoadFeatures

RoadCondition

Intersectiontype&

control

Weathercondition

Vehiclesresponsible

No. of affectedpersons

No.of animals

killed, if any

Helpprovidedbyamb

ulance/Petro/Vehicles

Remarks

DETAILS OF CPR STRUCTURE



Sr.No.

Location of CPR Side Type of CPR Status Remarks

STATUS OF TREE REMOVAL FROM THE PROJECT



Sr.No.

K.M. Total Trees to be cut Trees Cut Balance Trees to be cut

Left Right Total Left Right Total Left Right Total

Total



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Construction Contract Maagement

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