CM Final Report

BASICS OF CONSTRUCTION MANAGEMENT
B.ARCH – III SEM- VI

YEAR – 2017 – 2018
SARTHAK CHOVATIYA A- 6
DHRUVI GANDHI A-9
AKSHAY PATEL A-21
BASVI PATEL A-22
KRISHPI PATEL A-23
GOPAL RADADIYA A-26
INDEX PG.NO 3.5 Project Inception & Initiation
3.5-a Initial Consultation
1.1What is landscape? 1 3.5-b Return Brief
3.5 -c Project Understanding and Research
1.2 Landscape design approach ? 3.5-d Site Inventory and Analysis
3.5.2Concept Design
3.5.3 Design Development (Detailed Design)
1.2.1Applying the vision to landscape
3.5.4 Construction Documentation
1.3 Case study: The Australian Garden
3.5.5 Tendering (Procurement)
1.3.1 Introduction
3.4.6 Construction
1.3.2Client brief for the project 3.5.7 Construction Management (Construction Administration)
1.4References 3.5.8 Maintenance
2. 1Project Inception & Initiation 3.5.9 Post Occupancy Evaluation
2.1.1 Initial Consultation 3.6 how to take a client brief for a landscaping project
2.1.2 Return Brief/Proposal 3.6.1 Be realistic
2.1.3 Project Understanding and Research 3.6.2Use pictures
2.1.4 Site Inventory and Analysis 3.6.3 Present a concept plan
2.1.5 Concept Design
3.6.4. Final plan
2.1.6 Design Development (Detailed Design)
3.7 Case study with client brief
2.1.8 Tendering (Procurement) 3.8 Reference
2.1.10 Construction Management (Construction Administration)
2.1.9 Construction 4.Execution of office work
4.1 Design process
2.1.11 Maintenance 4.1.2 Diagram showing the methodology that will be followed by landscape designers to develop
2.1.12Post Occupancy Evaluation the landscape design.
2.2 English Gardens in India Lodi Gardens, New Delhi 4.2 Stages in the construction process
2.2.1 Important features of English Garden 4.3 References
2.2.2 Historical Background 5.1 Understanding stakeholders
2.2.3 Lodi Gardens: The Design Programme 5.2 Consider the following types of organizations
2.3 Design Features 5.3 stakeholder mapping
2.3.1 Eye Catchers 5.4 Business activities impacted by public opinion and stakeholder influence
2.3. 2Elements to Define Vistas and Linkages 5.5 Mapping national and global level Stakeholders
2.3.3 Changes in the Planting Structure
5.6 Principal findings on stakeholder groups:
2.3.4 References
5.7 Study Methodology:
3.1 What is a project brief
5.8 References
3.2 Client brief for landscape
3.2.1 scope 6.Quality control
3.2.2 client supplied product 6.1. Introduction
3.2.3 general principles 6.2.1International standards:
3.3 Standard Brief for Professional Services 6.2.2Regional standards
3.3.1 safety
6.2.3National standards:
3.3.2 environmental
3.3.3 hold points and deliverables 6.3Specifications
3.4. Stages of landscape design project.

BASICS OF CONSTRUCTION MANAGEMENT Sarthak chovatiya A-06
Dhruvi Gandhi A-09
Basvi patel
Krishpi patel
A-22
A-23

LANDSCAPE Akshay patel A-21 Gopal radadiya A-26

6.4 Quality Standards of Soft-scape in landscape construction
6.4.1 Landscape construction quality standard in Malaysia
6.4.2 Landscape construction standard specification in Malaysia
6.5 Organizational Chart
6.6 Resumes and Certifications Documentation
6.7 Quality Control Manager Responsibility Form
6.8 Major Definable Features of Work
6.9 Three Phases of Inspection
6.9.1Preparatory Meetings
6.9.2 Initial Inspections
6.9.3 Follow-Up Inspection
6.10 Quality Control Testing and Verifications
6.10.1 Purpose
6.10.2 TESTING (Onsite, Factory/Offsite)
6.10.2.1failed test
6.10.3 Procedures
6.10.4 Tests and Records:
6.10.4.1 Purpose
6.10.4.2 Reporting and distribution of reports
6.10.4.3 Records storage and retention
BASICS OF CONSTRUCTION MANAGEMENT Sarthak chovatiya A-06

Dhruvi Gandhi A-09
Basvi patel
Krishpi patel
A-22
A-23
Conserve:
CHAPTER – 1
1.1What is landscape? A sensitive high value landscape is likely to require a landscape design approach that creates significant
Landscape is a complex and all-embracing subject area. screening and integration of , but also develops measures that will conserve and enhance the overall landscape
The European Landscape Convention (ELC) definition of ‘landscape’ is: character.
̀an area, as perceived by people, whose character is the result of the action and interaction of natural and/or Design measures will depend on local context, but may include subtle earthworks designed to integrate and
human factors.ʹ respect distinctive local topography. Planting design to replicate local patterns, and reconfiguring agricultural
Therefore landscape is not just about trees, but it is about the complex relationship between people, place and land to retain existing field sizes and patterns. Where practicable, local materials and styles will be selected to
time, which is a product of the interaction of the natural and cultural components of our environment, and how enhance landscape settings and recreate locally distinctive landscape features.
they are understood and experienced by people
Enhance:
1.2Landscape design approach
A landscape in which HS2 may be potentially highly visible is likely to require a bold landscape design
This section sets out the design approaches that will be taken by the landscape designers for the range of approach to create effective screening and integration, but also gives the opportunity for enhancement of local
project components: landscape character.
 Temporary works Measures may include large scale earthworks to integrate HS2 into the landscape, acting with large scale
 Earthworks design woodland planting to integrate the railway and screen noise barriers. Connected networks can be developed to
 Landscape interfaces with buildings and structures enhance and link local water bodies, streams and waterways with woodland, field and hedgerow habitats to
 Public realm deliver overall landscape enhancement.
 Public open space, recreation and play
 Highways Accesses Restore:HS2 may traverse a landscape that has lost or is losing original features and qualities that provided its
 Planting intrinsic landscape character. The opportunity is to restore and significantly improve existing landscape
 Grassland character.
 Soil
The approach required may be gently graded earthworks that fit with distinctive local topography, whilst also
 Water
providing visual screening. Extensive woodland and hedgerow planting to screen and integrate the railway
 Heritage and culture
whilst also rebuilding the local landscape pattern and restoring its character. Reconnected cycle and pedestrian
 Ecology
routes will help to promote permeability.
 Environmental barriers
 Fencing Transform:
 Retaining walls
 Management Some areas through which HS2 is planned may be in very poor landscape condition, or are of a character that
HS2 can bring bold transformation that can also provide wide benefits and support local economies. The
The design approach to be adopted will therefore be guided by the condition and value of the landscape together opportunity for HS2 bringing transformation and wide reaching positive landscape change may occur both in
with local context. Landscape design is always ‘site specific’ and driven by a wide range of contextual rural and urban locations.
considerations. The manner in which these design approaches are implemented may vary from one location to
another. These include the physical characteristics of the landscape, along with cultural, social and heritage Public open space for local community and businesses may be created to include a range of leisure and
considerations and with perceptual and aesthetic qualities. recreational activities. Distinctive earthworks and artworks can be combined with water bodies and woodlands
to create bold new spaces to link with the wider landscape and public rights of way networks.
The following diagrams are intended to illustrate general approaches that could be adopted for a range of
landscape types to maximise the integration and benefits of . 1.2.1Applying the vision to landscape
The following diagrams are intended to illustrate general approaches that could be adopted for a range of The HS2 Design Vision was developed to embrace the HS2 Ltd Vision and provides the means to achieve it. It
landscape types to maximise the integration and benefits. sets out three core design principles of people, place and time. In order to achieve the HS2 Design Vision the
landscape design approach directly relates to the core design principles as follows:
Pg No.
CONSTRUCTION MANAGEMENT Sarthak chovatiya A-06 Basvi patel A-22
1
Dhruvi Gandhi A-09 Krishpi patel A-23
People 1.3 Case study: The Australian Garden
The HS2 landscape designers will continue to work with communities and stakeholders to understand their Architects: Taylor Cullity Lethlean, Paul Thompson
needs and aspirations, the local landscape context and the arising opportunities for social, economic and Location: Cranbourne VIC 3977, Australia
environmental benefits. Area: 40.0 sqm
Place:The HS2 landscape designers will work with the notion that each part of HS2 is an opportunity to Project Year: 2012
achieve the wider benefits that the UK government is seeking to achieve. The objective is to deliver a scheme Budget: $11,000,000
for HS2, that responds and relates to the local characteristics along the line of route, supporting quality of life Client:Royal Botanic Gardens, Cranbourne
and demonstrating an environmentally sensitive design approach. In many places, this may be about the
sensitive integration of HS2 into the local landscape through a conservation, restoration or enhancement Engineering:Meinhardt
design approach. In other places, local context may require the creation of bold new landscapes and places
Cost Planning:DCWC
that will contribute to the regeneration of areas and communities, and boost economic growth.
Soil Consultants: Robert van de Graaff
Time:HS2 is an investment in the future. It is designed to provide quality transport for generations to come. Lighting: Barry Webb and Associates
This ambition is reflected in the 120 year design life of the project. The HS2 landscape designers will be Water:Waterforms International
committed to ensuring that wherever possible the materials are designed to last, and will enhance with age
1.3.1 Introduction
over time. The HS2 landscape will also be designed to be adaptable to environmental change and wherever
possible to add beauty to the landscape. Management measures will be developed to ensure that the design In a former sand quarry, a new botanic garden has been completed, one that allows visitors to follow a
will enrich and develop to provide a continual enhancement of the landscape over time. metaphorical journey of water through the Australian landscape, from the desert to the coastal fringe.
Landscape design approach
Via the artistry of LANDSCAPE, this integrated landscape brings together horticulture, architecture, ecology,
To achieve the HS2 Vision the landscape designers will adopt high levels of creativity and innovation in order and art to create the largest botanic garden devoted to Australian flora. It seeks, through the design of themed
to achieve an exemplar landscape design for the project. Designers will work from a thorough understanding
of the urban and rural landscapes through which HS2 is planned. Through engagement with local experiences, to inspire visitors to see our plants in new ways.
stakeholders, they will develop an understanding of local landscape context and requirements. At the same
time they will work collaboratively with all other project design disciplines to deliver an integrated and
holistic landscape design for the railway. They will also deliver on global challenges such as climate change,
health and well-being and also support community benefits, local economies and promote sustainability,
culture, biodiversity and art. Every landscape design task will be considered as critical in order to meet the
Design Vision with a clear aim of bringing all design elements together to achieve success.
Pg No.
A-09 Krishpi patel
2
Dhruvi Gandhi A-23
The completion of the Australian Garden comes at a time when Botanic Gardens worldwide are questioning Distillation
existing research and recreational paradigms and refocussing new on messages of landscape conservation Visitors eng age with the botanical collections via an intrinsically interpretive experience. Didactic signage is
and a renewed interest in meaningful visitor engagement. shunned in favour of a landscape design approach that communicates narratives via experience and immersion.
The Australian Garden engages visitors by expressing the love – hate relationship Australian’s have with Here design is a catalyst to evoke qualities of the Australian landscape, IA abstraction, distillation and sculpted
their landscape. It is embraced or shunned by its people, loved for its sublime beauty or loathed as the cause experiences. This design approach captures a heightened experience that does not rely
of hardship. Artists and writers have often been inspired to design or write in response to subtle rhythms, on mimicry, or simulacra.
flowing forms and tenacious flora of our landscape, whilst others have attempted to order the landscape, and The completion of the Australian Garden comes at a time when Botanic Gardens world-wide are questioning
conceive of it as humanly designed form. existing research and recreational paradigms and refocussing new on messages of landscape conservation and a
At the Australian Garden, these tensions are the creative genesis of the design, expressing our reverence and renewed interest in meaningful visitor engagement.
sense of awe, the natural landscape, and our innate A Rehabilitation Strategy
impulse to change it, to make it into a humanly contrived form of beautiful, yet our own, work. The Australian Garden is lo catted in a former sand quarry that had denuded the
On the east side of the garden, exhibition gardens, display landscapes, research plots and forestry arrays that vegetation and exhumed all traces of soil. Rather than importing new soil media, the
illustrate our propensity to frame and order our landscapes in more formal manners, whilst on the west, design team, working with horticulturalist and designer, Paul Thompson, asked how could
visitors are subsumed by gardens that are inspired by natural cycles, immersive landscapes and irregular the design and selection of flora respond creatively to this challenging site condition. The
floristic forms. Water plays a mediating role between these two conditions, taking visitors from rockpool outcome utilizes 170,000 plants across 1700 species all adapted to this challenging site
escarpments, meandering river bends, melaleuca spits and coastal edges. condition, with species selected not only for their suitability to low organic media, but also
An Experience their adaptation to low water utilization and drought tolerance.
Gardens in Australia have traditionally been modelled on European precedents or more recently attempted to 1.3.2Client brief for the project
recreate the seductive qualities of the Australian landscape. The Australian Garden by contrast uses the Australian National Botanic Gardens The Client for this project is the Australian National Botanic Gardens.
Australian landscape as its inspiration to create a sequence of powerful sculptural and artistic landscape The ANBG is a nationally and internationally renowned botanic garden. Opened in 1970, the ANBG has been
experiences that recognize its diversity, breadth of scale and wonderful contrasts. Via these creative studying and promoting Australian plants and related flora for over 40 years, and has stewardship of the world’s
landscape most comprehensive collection of living Australian native plants. The ANBG has a strong reputation for
compositions, the project seeks to stimulate and educate visitors into the scientific and horticultural research and for its important contribution to the understanding, conservation and
potential use and diversity of Australian flora sustainable use of Australia’s plant diversity. As a national scientific and educational institution, it is recognised
for its lead role in disseminating knowledge and information about Australian plants. The ANBG is a
Commonwealth reserve managed by the Director of National Parks in accordance with the Environment
Protection and Biodiversity Conservation Act 1999 (EPBC Act)
1.4References:
Https://landscapeaustralia.com/articles/the-australian-garden-1/
Hs2 landscape design approach
Pg No.
3
LANDSCAPE design projects differ in scale and complexity, however they are separated into various stages
to allow for ease of management. Due to the variation in project types the staging of LANDSCAPE projects approval, schematic concept design, concept design. Each of these stages may span months or years depending
requires a flexible approach to project management. The project stages often follow a similar pattern on the resources (time, people, money), objectives of the client, approval timelines and communit involvement
however, they may be shortened or not undertaken due to various factors including scale, complexity, client The main objective of this stage is to develop documents(plan or report) that provide the client with an
requirements, budget and so on. understanding of the proposed spatial arrangement, programs, functions, constraints, opportunities and overall
I hope to assist those interested in LANDSCAPE by providing general information about the stages of aesthetic. These documents often including plans, analysis studies(topographic, climatic, land use, vegetation,
design projects. The stage names and terminology may differ from country to country and region to region access, etc), precedent project images, renders (perspective, aerial, etc), typical material palettes, depending on
but there is a common process of managing a project through stages. the clients requirements.
Before, the landscape architect gets to the exciting part of designing the project there are few stages that During Concept development the landscape architect could also have to provide documents required by
often occur prior to putting pen to paper. The client has contacted you and agree to provide a fee or proposal government for planning approval (sometimes called town planning, developmental approval, planning
for LANDSCAPE services. approval, or government approval).
CHAPTER - 2 2.1.6 Design Development (Detailed Design)
2. 1Project Inception & Initiation A stage where the initial concept is developed to provide the client with greater understanding of the design.
2.1.1 Initial Consultation This is the stage when landscape architects start to develop their ideas in more detail to ensure that the concept
During the initial consultation (phone call or meeting), the landscape architect will have their first design is achievable and will meet the client needs. At this stage the designer also determines if there are any
conversations with the client about their project including location, size, initial ideas, uses, budget, timeline. major issues (topographic, access, services, drainage, budget) as the design evolves and allied disciplines start to
For large or government projects this stage may be in the form of a brief. A brief is a document that is investigate and design their own design with greater detail.
provided by the client that includes the important information about the project and those who are involved Often clients see the initial concept but don’t fully understand that it is a concept and there needs to be further
2.1.2 Return Brief/Proposal design undertaken to resolve the concept and ensure it is viable (financially, constructability, etc).
After the client has provided the information the landscape architect then provides a return brief or proposal. The documents and level of detail provided in this stage differ from country to country. In some countries Design
This can be one-two pages or it can be 100 pages depending on the type of project and the budget involved. Development entails providing colour plans, sections, material palettes with notation about materials, colours,
The return brief/proposal sets out what the landscape architect understands what the project entails (ideas, heights and more.
use requirements, etc), what the landscape architect will provide (scope and deliverables), who will assist in Other countries require Design Development to be highly detailed documents(plans, sections, details, material
the design of the project (team/people), who else maybe involve consultant services (architecture, schedules) ready for landscape construction companies (and/or quantity surveyors) to provide an initial pricing
surveying, arborist, horticulturalist, engineers, water feature consultant, lighting designer, etc), the fee (how (tender) on the project. This is usually determined by local practice and client expectations during the initial
much the services will cost) and the possible program (the time it will take). discussions.
During this stage the landscape architect develops documents including plans, sections, schedules, construction
2.1.3 Project Understanding and Research details, quantities and a specification for landscape construction companies to be price and build the project.
After the client has accepted the proposal and there is a signed contract or understanding made (such as This stage often requires coordination with other consultants to reduce the possibility for construction issues
M.O.U. or L.O.I.) and prior to going to the site, the landscape architect will review the project. This includes and also to allow for resolution of overlapping design elements (architecture, landscape, lighting, engineering,
the initial consultation notes, return brief/proposal and also have conversations with allied professionals etc)
including architects, engineers to gain an understanding of their ideas and scope. The landscape architect will 2.1.8 Tendering (Procurement)
also undertake some research including government requirements, local flora, adjacent area (uses, streets, For the tendering stage the Construction Documentation package(drawings, schedules, specification) is issued to
etc). often three or more contractors(dependent on local regulations and client policies on procurement) to price the
2.1.4 Site Inventory and Analysis project and provide a construction program based on the documents available. Often these stages include
The landscape architect will undertake a site inventory and analysis usually using a survey plan (provided by various contractor questions to clarify the project design and requirements (materials, engineering, scope, etc)
the client or surveyor).This stage involves locating site and the vegetation, reviewing the terrain, building/s, and may also be to suggest alternative material or construction methods that may offer savings for the client.
evaluating the current uses, environmental factors (site orientation, sun, shade, noise, wind, water, soil, etc). This stage can occur at different points of the project this is often determined by the client. The Tendering stage
The landscape architect will also walk around the surrounding area to get some understanding of the local can occur at the end of Design Development or during or end of Construction Documentation. There are pros
area (uses, architecture, vegetation, culture, etc). and cons on the timing of releasing drawings for tender and pricing.
2.1.5 Concept Design 2.1.9 Construction
The concept design stage is the when the landscape architect puts pen to paper (or stylus to screen) to develop The stage when the contractor is on site building the landscape design.
the initial ideas for the project. Construction often includes the following stages:
There are varying scale projects from residential to large parks to urban master plans. A small residential • Demolition and Site Clearing
project may have the client (owner) and the landscape architect involved in the project. The project has • Excavation and Trenching
concept stage with some reiterations and then a final concept stage. Whereas, a large scale regional park may • Services Installation (drainage, irrigation, electrical, etc)
include several concept phases including urban planning plan, landscape concept masterplan, government • Fine Grading
Pg No.
4
• Hardscape Structure Construction (backfilling, compaction, base, footings, walls, buildings, edges, etc) had “eye-catchers,” pieces of classical architecture, to decorate the landscape, and he made use of the “ha-
• Hardscape Finishes Construction(paving, cladding, inorganic mulches) ha,” a trench used to hide fences so the garden seemed to go into the far distance. The use of eye catchers was
• Planting (trees, plants, organic mulch) so important a part of these gardens that it almost became an essential element of the gardens.
• Final Fixtures (furniture, pavilions, lighting, etc) 2.2.2 Historical Background
• Defects (identity and fix problems) Similar situation was found in the area known as the Bagh-I-Jud during the rule of the Lodi Sultanate Later
• Completion (Initial and Final) on it formed a part of a larger necropolis of the Islamic rule in India, along with the Humayun’s Tomb and
The order in which these substages occurs is dependent on the size and type of project. A residential project Safdarjung Tomb. In 1936, on completion of the layout of New Delhi, or Imperial Delhi as it was known
may complete the construction in the order as listed. However, a park project may complete Demolition, then, the Lodi Tomb complex was designed as a park known as the Lady Willingdon Park, with native and
Excavation, Services and Fine grading and then plant trees as the remainder of the project may take 6 to 18 exotic trees planted around the monuments.
months to build the Hardscape and Fixtures. 2.2.3 Lodi Gardens: The Design Programme
In the design of the Lodi Gardens, Joseph Allen Stein teamed up with the LANDSCAPE firm of EDAW
2.1.10 Construction Management (Construction Administration) -Eckbo, Dean, Austin and Williams, from California. The programme was a part of an initiative of re-
The client may request that the landscape architect manage the project which can include full site vitalization of the area known as the Lodi Estate on the edges of New Delhi. The Lodi Garden was designed
supervision or can be several inspections and approval of construction, approvals of payments, approvals of as a part of the open space system of Lodi Estate, integrating the park and its historic structures with the
variations. new development at the fringe.
Depending on the level of service the landscape architect may be fully involved in the project construction
2.3 Design Features
stage or maybe ask to only approval samples and the remainder of the project is completed by a project
2.3.1 Eye Catchers
manager and construction company.
A picturesque garden, with the Monuments as eye -catchers. The two pictures given below show very
2.1.11 Maintenance striking similarities of using Monuments as Eye Catchers”
Once the project is complete the contractor is often required to maintain the project for a period of time. This
can be months or years depending on the client requirements. The landscape architect is often required to
attend and submit reports during or at the end of the maintenance periods to ensure that project is being
maintained and also that any defects (dead trees, item failures, etc) are made good or replaced.
2.1.12Post Occupancy Evaluation Temple of Ancient Virtue at

Often design firms and clients will undertake Post Occupancy Evaluation. This can happen at various intervals Stowe
during the initial opening and then the following months or years. These can be formalise or anecdotal and
allow for learning and to evaluate various elements including planting, furniture, materials, maintenance, uses,
event management, and more. This is phase that as landscape architects we are often not paid to undertake but Shish Gumbad in Lodi
often offers the best insight to the resilience and success of our designs. Garden
If you would like to read more about LANDSCAPE projects and management there are various books that
provide more insight into the including.
Use of vegetation as a Spatial
2.2 English Gardens in India Lodi Gardens, New Delhi
New Delhi was designed by Edwin Lutyens and Herbert Baker as the new capital of British India. It is the
last of the seven cities designed on the western plains of the river Yamuna in Delhi. Designed on the Garden
city ideals of low density, openness and light, and contact with nature for all, the planning of New Delhi
embraced the historic areas of Purana Qila and the tombs of the Lodi dynasty, the Mughal emperor Humayun
and the tomb of Safdarjung. As the building of new capital of India was in the making and was being made in
classical style of architecture using Indian materials and construction practices the dominance of English
style is still there. The influence of English garden can also be noted on the Lodi Garden.
2.1.1 Important features of English Garden
Set in the natural surroundings land in the European countries is rolling ground undulating landscape the
English gardens/parks featured vast lawns, woods, and pieces of architecture, such as the classical
mausoleum. The Landscape Architects designed alleys into winding paths, built a gently turning stream, used
the natural landscape features and slopes, and created a series of views and tableaus decorated with
allegorical statues of Apollo, a wounded gladiator, a lion attacking a horse, and other subjects. The gardens
Pg No.
CONSTRUCTION MANAGEMENT Sarthak chovatiya A-06
Dhruvi Gandhi A-09
Basvi patel
Krishpi patel
A-22
A-23
LANDSCAPE Akshay patel A-21 Gopal radadiya A-26 5
2.3. 2Elements to Define Vistas and Linkages
• Planting features like the alley and clumps of vegetation to define and link the monuments.
• Use of vegetation in the horizontal and vertical planes in an asymmetric manner to highlight the monument- CHAPTER – 3
the eye catcher 3.1What is a project brief
At its core, a project brief should communicate your project approach and the process your team will use to
manage the project according to scope. Although a project plan is arguably the most important document
created on your project, any good plan starts with a project brief.
If handled with care and great consideration, a good brief should act as an agreement on project objectives,
scope, major deliverables, milestones, timing, activities, process, and even resources needed to deliver your
product. If you take the time to create a good process around how your project brief is built you can create a
great plan that will work for everyone.
3.2Client brief for landscape
3.2.1 scope
This Standard Brief sets the requirements for the development of landscaping. It incorporates the following
• Use on natural, Man-made elements in landscape aspects:
i) General principles of design; ii) Minimal maintenance landscapes; iii) Design with respect to safety and iv)
Implementation of strategies to preserve and enhance the environment. The landscaping design shall include,
but is not limited to, any top soiling, seeding and planting of areas either disturbed by or adjacent to the works.
3.2.2 client supplied product
The Principal’s Representative shall provide copies of, or access to relevant information. This information may
include, but is not limited to: i) prior or related Environmental or Botanical Reports; ii) Project Screening
Report.
3.2.3 general principles
The landscaping design shall enhance the existing environment. In doing so, the following aspects shall be
achieved:
i) The landscaping shall not impair drainage or otherwise interfere with the road pavement; ii) Revegetation
shall be undertaken with local provenance native species, unless otherwise directed by the Principal’s
• Winding paths are used to create different views along the path to make the garden picturesque Representative; iii) Minimal life cycle costs; iv) Minimal maintenance. v) Shall not create a hazard, either
safety or fire Information: The following issues have been identified:
• Preservation of remnant roadside vegetation;
• Flowering plants attract birds and animals. Their use in medians is associated with an increase in the road kill
rate;
• Roadsides have a role as corridors for the movement of birds and small fauna between areas of native
vegetation;
• Some mulch and cover materials are easily ignited and form a fire hazard
2.3.3 Changes in the Planting Structure • Inappropriate plantings in the clear zone create a safety hazard
Over the years, Lodi gardens have seen a variety of changes in the manner of use of plant material. This has 3.3Standard Brief for Professional Services
created new dimensions in the interaction of the monuments with the landscapes, and the resultant visual • Rows of large trees on both sides of the road creates a tunnel effect. This increases the difficulty for larger
perception. The Thuja orientalis shrubs were replaced by Roystonea regia (Royal palms), forming a square birds to safely become airborne from the roadway;
enclosure along the pedestrian paths around the entire monument. A clipped hedge of Ficus benjamina runs • Rows of large trees may adversely affect road safety in terms of their location and bulk and the creation of
along the perimeter of the lawns of the monument. frost and shade on the road;
2.3.4 References: • The shape of the reservation, from fence to fence, should be taken into account when considering drainage
i. J.K. Maheshwari 1963) and erosion issues;
ii. Shriganesh Ravindran, Landscape Research Work, M. Arch. SPA, New Delhi. • Rock used in roadside landscapes could become dangerous missiles by errant vehicles.
Pg No.
6
3.3.1 safety 3.5 -c Project Understanding and Research
The landscaping design shall complement the engineering standards adopted during design for safety and line
of sight. A 45º clearance envelope shall be established in accordance with the Standard Design Brief. Nothing After the client has accepted the proposal and there is a signed contract or understanding made (such as M.O.U.
shall encroach on this clearance area. A Clear Zone shall be adopted. This zone shall contain only frangible or L.O.I.) and prior to going to the site, the landscape architect will review the project. This includes the initial
V
vegetation, with a maximum mature trunk diameter of less than 100mm. The width of this zone from the edge consultation notes, return brief/proposal and also have conversations with allied professionals including
of the traffic lane shall be in accordance with the Standard Design Brief. architects, engineers to gain an understanding of their ideas and scope. The landscape architect will also
3.3.2 environmental undertake some research including government requirements, local flora, adjacent area (uses, streets, etc).
The landscaping design shall: i) encourage long term sustainability; 3.5-d Site Inventory and Analysis
ii) protect and enhance elements of the existing environment containing native vegetation or natural ecological The landscape architect will undertake a site inventory and analysis usually using a survey plan (provided by the
systems; client or surveyor).This stage involves locating site and the vegetation, reviewing the terrain, building/s,
iii) preserve rare and endangered species and evaluating the current uses, environmental factors (site orientation, sun, shade, noise, wind, water, soil, etc). The
iv) control erosion. landscape architect will also walk around the surrounding area to get some understanding of the local area (uses,
v) Not create a fire hazard These aspects shall be addressed in the appropriate report. architecture, vegetation, culture, etc).
3.3.3 hold points and deliverables 3.5.2Concept Design
There are no specific Hold points or Deliverables required under this Standard Landscaping Brief. All relevant
information pertaining to landscaping shall be included in the appropriate report or tender documents.
3.4. Stages of landscape design project.
LANDSCAPE design projects differ in scale and complexity; however, they are separated into various stages to
allow for ease of management. Due to the variation in project types the staging of LANDSCAPE projects
requires a flexible approach to project management. The project stages often follow a similar pattern however,
they may be shortened or not undertaken due to various factors including scale, complexity, client
requirements, budget and so on.
I hope to assist those interested in LANDSCAPE by providing general information about the stages of design
projects. The stage names and terminology may differ from country to country and region to region but there is
a common process of managing a project through stages.
Before, the landscape architect gets to the exciting part of designing the project there are few stages that often
occur prior to putting pen to paper. The client has contacted you and agree to provide a fee or proposal for
LANDSCAPE services.
The concept design stage is the when the landscape architect puts pen to paper (or stylus to screen) to develop
3.5 Project Inception & Initiation the initial ideas for the project. There are varying scale projects from residential to large parks to urban master
plans. A small residential project may have the client (owner) and the landscape architect involved in the
3.5-a Initial Consultation project. The project has concept stage with some reiterations and then a final concept stage. Whereas, a large
scale regional park may include several concept phases including urban planning plan, landscape concept
During the initial consultation (phone call or meeting), the landscape architect will have their first conversations masterplan, government approval, schematic concept design, concept design. Each of these stages may span
with the client about their project including location, size, initial ideas, uses, budget, timeline. For large or months or years depending on the resources (time, people, money), objectives of the client, approval timelines
government projects this stage may be in the form of a brief. A brief is a document that is provided by the client and community involvement
that includes the important information about the project and those who are involved The main objective of this stage is to develop documents(plan or report) that provide the client with an
understanding of the proposed spatial arrangement, programs, functions, constraints, opportunities and overall
3.5-b Return Brief aesthetic. These documents often including plans, analysis studies(topographic, climatic, land use, vegetation,
access, etc), precedent project images, renders (perspective, aerial, etc), typical material palettes, depending on
After the client has provided the information the landscape architect then provides a return brief or proposal. the clients requirements.
This can be one-two pages or it can be 100 pages depending on the type of project and the budget involved.
The return brief sets out what the landscape architect understands what the project entails (ideas, use 3.5.3 Design Development (Detailed Design)
requirements, etc), what the landscape architect will provide (scope and deliverables), who will assist in the A stage where the initial concept is developed to provide the client with greater understanding of the design.
design of the project (team/people), who else maybe involve consultant services (architecture, surveying, This is the stage when landscape architects start to develop their ideas in more detail to ensure that the concept
arborist, horticulturalist, engineers, water feature consultant, lighting designer, etc), the fee (how much the design is achievable and will meet the client needs. At this stage the designer also determines if there are any
services will cost) and the possible program (the time it will take). major issues (topographic, access, services, drainage, budget) as the design evolves and allied disciplines start to
investigate and design their own design with greater detail.
Pg No.
7
This are some design principles: The order in which these substages occurs is dependent on the size and type of project. A residential project
 Unity, Colours ,Line ,Form ,Texture ,Scale ,Balance ,Simplicity and variety. may complete the construction in the order as listed. However, a park project may complete Demolition,
Excavation, Services and Fine grading and then plant trees as the remainder of the project may take 6 to 18
The documents and level of detail provided in this stage differ from country to country. months to build the Hardscape and Fixtures.
Other countries require Design Development to be highly detailed documents (plans, sections, details, 3.5.7 Construction Management (Construction Administration)
material schedules) ready for landscape construction companies (and/or quantity surveyors) to provide an The client may request that the landscape architect manage the project which can include full site supervision
initial pricing (tender) on the project. This is usually determined by local practice and client expectations or can be several inspections and approval of construction, approvals of payments, approvals of variations.
during the initial discussions. Depending on the level of service the landscape architect may be fully involved in the project construction
stage or maybe ask to only approval samples and the remainder of the project is completed by a project
3.5.4 Construction Documentation manager and construction company.
During this stage the landscape architect develops documents including plans, sections, schedules,
construction details, quantities and a specification for landscape construction companies to be price and build 3.5.8 Maintenance
the project. Once the project is complete the contractor is often required to maintain the project for a period of time. This
This stage often requires coordination with other consultants to reduce the possibility for construction issues can be months or years depending on the client requirements. The landscape architect is often required to
and also to allow for resolution of overlapping design elements (architecture, landscape, lighting, engineering, attend and submit reports during or at the end of the maintenance periods to ensure that project is being
etc) maintained and also that any defects (dead trees, item failures, etc) are made good or replaced.

3.5.5 Tendering (Procurement) 3.5.9 Post Occupancy Evaluation
For the tendering stage the Construction Documentation package(drawings, schedules, specification) is issued Often design firms and clients will undertake Post Occupancy Evaluation. This can happen at various
to often three or more contractors(dependent on local regulations and client policies on procurement) to price intervals during the initial opening and then the following months or years. These can be formalizing or
the project and provide a construction program based on the documents available. Often these stages include anecdotal and allow for learning and to evaluate various elements including planting, furniture, materials,
various contractor questions to clarify the project design and requirements (materials, engineering, scope, etc) maintenance, uses, event management, and more.
and may also be to suggest alternative material or construction methods that may offer savings for the client.
This stage can occur at different points of the project this is often determined by the client. The Tendering
stage can occur at the end of Design Development or during or end of Construction Documentation. There are 3.6 How to take a client brief for a landscaping project
pros and cons on the timing of releasing drawings for tender and pricing.
Usually, by the time a homeowner is calling a landscaper, they have at least a vague idea of what they want. It
might be a complete overhaul of the yard, or just some upkeep such as tree removal or adding a much needed
3.4.6 Construction retaining wall. What they often don’t know is how to go about getting this done. Who they should talk to,
The stage when the contractor is on site building the landscape design. what information they need to provide and how much of this job they should just do themselves. If this is
Construction often includes the following stages:
their first time engaging with a landscaper, they also probably won’t have much idea about what kind of costs
 Demolition and Site Clearing
to expect – which means you won’t simply be providing a quote but also a bit of an explanation about what it
 Excavation and Trenching is that a landscaper does and why costs might vary slightly from what is in their minds.
 Services Installation (drainage, irrigation, electrical, etc) For some people, it’s quite a shock to discover landscaping is more than garden upkeep. They don’t take
irrigation, hardscape, retaining walls or fences into consideration. Or even the excavation and removal of the
 Fine Grading old, overgrown yard if they are doing a full job. They might think they can simply hire a skip and get things
done for themselves. When working with a new client on a landscaping brief, give them the following tips:
 Hardscape Structure Construction (backfilling, compaction, base, footings, walls, buildings, edges, etc)
3.6.1Be realistic
 Hardscape Finishes Construction (paving, cladding, inorganic mulches)
From budget to what’s logistically possible through to expected timeframes; there may be some areas that your
 Planting (trees, plants, organic mulch) client isn’t being realistic about. It is never nice to hear that what you have in mind isn’t realistic, but it’s a
conversation that has to happen and is better done early in the process.Ask your client to try working on a wish
 Final Fixtures (furniture, pavilions, lighting, etc) list of what it is they want, and then get them to break that down into things that they absolutely can’t live
without, and things that could be given up if needed. Talk them through their list. If the costs are sounding too
 Defects (identity and fix problems)
high for them, remind them that landscaping accounts for about 15 percent of a homes value when it is time to
 Completion (Initial and Final) sell. That’s certainly worth investing in!
Pg No.
8
The other area they need to be realistic with is timing. Landscaping doesn’t happen overnight – it’s not a matter 3.7 Case study with client brief:
of planting some shrubs and weeding the garden bed. There is a lot of other work involved such as drainage and
possible excavation – the kind of work that you don’t see in the end result but takes a lot of effort up front.
3.6.2Use pictures
Ask your client to take a walk around the neighbourhood or local nursery and take pictures of things they like.
It is so much easier to understand what people are after if you can see actual examples. Don’t forget that your
clients may not know the right words for the plants they like, so having pictures and examples can keep
everyone on the same page.
Make sure you take a meeting on site, so you can understand the scope of what needs to be done. This will also
mean you get to know your client and their lifestyle and can see how the space will be used. Visiting the site
will also give you a great idea of exactly what type of materials would suit the location, the space and the
personality of the family.
3.6.3 Present a concept plan
A concept plan is like a rough draft of the final plan; an intermediate plan that can be viewed so everyone can
make sure they are on track and all agree with the direction the plans are going in.
Let your client know what to expect in the concept plan stage, which is:
 A proposed landscape design
 Pictures of the kinds of plants and materials that will be used
 An outline of spacing, themes and hard and soft landscaped areas
This is a good chance for the client to see what is in your head after their initial briefing. It is the best
opportunity for them to let you know if you’ve missed the mark on any of the brief so far. Once you have both
ironed out some details, you can move on to the final plans.
3.6.4. Final plan
The final plan is the one you are aiming to get signed off by the client. This plan will be like the concept
plan but have more technical detail. The final plan will include details of any excavation or construction
that needs to take place, elevations, lighting and of course the final plant selection.
3.8 Reference:
file:///D:/sem%206/cm/t12_landscaping_305.pdf
https://www.moorabbinbinhire.com.au/how-to-take-a-client-brief-for-a-landscaping-project/
/Downloads/PartBChap2LandscapeUrbanDesignProcessandBrief.pdf
How to take a client brief for a landscaping project | Moorabbin Bin Hire
Pg No.
9
4.1.2 Diagram showing the methodology that will be followed by landscape designers to develop the
landscape design.
CHAPTER 4 1 NCA: National Character Areas
2 LCA: Landscape Character Areas
4.Execution of office work
The designers are to follow an agreed methodology to develop the landscape design. This comprises a
series of logical steps involving stakeholder engagement as a critical part of the design process.
4.1 Design process
4.1.1 Step 1: Understand the landscape
In this stage the designers are to gain a full understanding of the landscape context of project area. This
knowledge will inform future design and management decisions along the line of route. Relevant national,
regional, county and local landscape character assessments (LCA) are to be studied, along with early
scoping studies, Environmental Impact Assessments or related cultural, social and economic studies. This
work is to be reinforced through detailed desk study and field work.
Step 2: Identify opportunities for landscape:
In this stage landscape constraints and opportunities for each study area will be developed by the designers.
To inform this stage, reference will be made to the landscape effects and recommendations reported in the
ES. Further field work will also be undertaken to verify landscape opportunities.
Step 3: Develop integrated landscape design options:
To achieve an integrated landscape design for the project , designers will work collaboratively with the
wider project teams, e.g. engineering, architecture, ecology, drainage, noise, highways, recreation,
agriculture and heritage, to develop integrated landscape design solutions and options for review. This
approach will allow mutual benefits to be created within the design, e.g. multifunctional design
opportunities, where for example, an earthworks can be used to substitute a noise barrier or a flood storage
area, that will also support habitat creation. As previously discussed, landscape is a principal unifying 4.2 Stages in the construction process
design element, and the landscape designers will take a proactive approach in seeking the best integrated General overview of this process, from the conceptual stage through the bidding, construction, payment, and
design solutions for the parliamentary design. completion stage of a project. Although there may be certain facts and circumstances in specific geographic locales
that vary from what is presented here, the basic construction concepts are similar in all locales.
Step 4: Test options and refine parliamentary design: Stages in the construction process
The design options will be tested and refined at this schematic design stage, which will involve discussion The construction process is composed of six distinct stages, which are:
with stakeholders. The agreed design solutions will then be developed and refined.  Concept
 Contracts and Bid Documents
Step 5 to 7: Test and develop detailed design:  Bidding
 Construction
The agreed landscape design options from Step 4 will be developed into detailed design. This will be
 Construction Payments
supported by production information and taken through to implementation and long term management. All
 Completion
stages of design development will involve an iterative process of reviews and evaluation to ensure the best
The landscape construction process consists of multiple phases and varies depending on the size of the project, the
integrated design solutions.
location of the project, and the landscape contractor’s preference.
Pg No.
10
Step-1 Step-2
Preconstruction activities and site preparation Preconstruction activities and site CHAPTER – 5
preparation 5.1 Understanding stakeholders
A stakeholder is “any group or individual who can affect or is affected by the achievement of an organization’s
purpose.”
stakeholder landscape provides a simplified graphical overview of key stakeholders, their functions in the
system, their type and their importance. Constructing the landscape ensures that the organizational boundaries
of the solar and/or wind energy sector are identified. Different categories of organizations are considered
(front line and central agencies, monitoring bodies, the political system, civil society organizations
representing demand for services, private enterprise and trade associations.
The tool builds on the assumption that sectors have to be understood in a holistic and comprehensive manner.
This is because relationships within the sector are the key to its dynamics, as are relationships between the
sector and its setting.
Identify the key organizations which play a significant role within the core areas of the Target Model. Identify
the contributing organizations with a significant direct role and the outer layer of organizations which have a
less significant role.
5.2 Consider the following types of organizations:
a) Civil society organizations and interest groups representing demand for services or to whom accountability
maybe important.
b) Front line agencies and units actually delivering services; both public and private suppliers like generation,
production, distribution, maintenance or supervision.
c) Central level agencies/institutions with roles in policy-making, central planning and governance like central
departments and directorates.
d) Monitoring organizations (regulators, auditor-general, standard setters, ombudsmen, the complaint and
redress system, the judiciary) that keep operations in line.
e) The political system (parliament or other political structures with a role in policy formulation and
supervision).
Rough grading,drainage,site utilities, irrigation Retaining walls, stairs and any paving
f) Private sector and business (service delivery, utilities, production, planning and consultancy). Depending on
and distribution lines installed completed
their function, international cooperation partners and donors should be classified as frontline agencies or the
Step-3 Step-4
political system
Step-6 Site structures finished

Site amenities, plant material and turf Step-5
4.3 References:
HS2_Landscape_Design_Approach_July_2016.pdfwww.gov.uk
Landscape_Management_Plan.pdfwww.newcastle.edu.au
Basvi patel A-22 Pg No.

11
There are several reasons business must be cognizant of a national stakeholder landscape:
1) diverse stakeholders shape the competitive context for business in a nation and globally;
2) they influence a firm’s license to enter, grow, and operate in local and global markets; and, therefore,
3) understanding and monitoring the stakeholder landscape is essential to the long-term planning of an enterprise.
5.3 stakeholder mapping
a technique for identifying and prioritizing stakeholders. However, it has been argued that simply identifying
stakeholders is not enough. The demand of corporate citizenship is to engage these stakeholders in business
decision-making that will lead to social and economic impacts that will benefit not only the business but also its
various stakeholders. Stakeholder mapping can help a business identify who to engage with and how to engage
them.
study concluded that “consumers and employees are joining an ever-expanding set of sophisticated stakeholders
with fresh demands and increasing power to threaten a company’s commercial viability.”
Stakeholder theory, as articulated by Edward Freeman in 1984, proposed that corporations bear
responsibilities not only to their financial shareholders, but also to employees, customers, suppliers, business
partners, communities, and others who are touched by corporate behavior. The idea has gained traction to the
point that it is now part of everyday business vocabulary. Studies find that the great majority of business
5.6 Principal findings on stakeholder groups:
leaders acknowledge responsibilities to multiple stakeholders and increasingly that their firms undertake some
form of stakeholder consultation. Indeed, understanding stakeholders and their interests and devising
strategies to engage them effectively has become a key competency of corporate leaders. There are commonalities in the relative positioning of high influence stakeholder groups such as
government (generally positive) and investors (generally negative).
5.4 Business activities impacted by public opinion and
stakeholder influence: Many stakeholders are “on the fence” due to a lack of awareness about corporate citizenship.
• Market entry (employer or trader)
• Employment and production Developing countries differ from developed countries in the influence of certain stakeholder
practices groups such as socially responsible investors and ethical consumers.
• Advertising and trading practices
• Public and community relations 5.7 Study Methodology:
• Investments in corporate citizenship
• Transparency and stakeholder The study is explorative and is based on a qualitative design. Researchers based at the
Engagement Boston College Center for Corporate Citizenship collected the data through in-person
interviews with leaders of GERN member institutions, as well as two in-person focus
5.5 Mapping national and global level Stakeholders groups consisting of the same country experts engaged in mapping the stakeholder
Firms also need to be attuned to the full “stakeholder landscape” in nations where they do business and, landscape of each country and identifying and validating patterns. The interviews and focus
indeed, around the world. groups aimed to identify and explain the position of stakeholders’ attitudes and influence
There are several reasons business must be cognizant of a national stakeholder landscape: over corporate citizenship. A literature review was also conducted in spring 2009 to
1) diverse stakeholders shape the competitive context for business in a nation and globally; 5.8 REFERANCES
corroborate the observations.
2) they influence a firm’s license to enter, grow, and operate in local and global markets. GERN_MappingStakeholderLandscapes ,
3) understanding and monitoring the stakeholder landscape is essential to the long-term planning of an https://hub.globalccsinstitute.com/publications/capacity-development-needs-diagnostics-renewable-ener
enterprise. On these counts, Michael Porter’s studies of the competitive advantage of nations make a gy-wind-and-solar-energy-volume-2-toolbox/tool-71-–-stakeholder-landscape
compelling case that a nation’s competitive context – the resource inputs available to firms, supporting
industries and infrastructure, the rules and incentives that govern commerce, and the nature and sophistication
of local needs – can be a bane or boon to firm’s performance.7 Porter and Kramer, in turn, highlight how there
can be significant differences across nations in, say, the sustainability of natural resource inputs (water,
energy), the presence of local NGOs to aid in community support and services, the degree of regulation in
areas of social responsibility and environmental protection, and in interests in these matters among consumers
Pg No.
12
CHAPTER – 6
6.Quality control This is because the quality of project built by the contractor is directly related to the quality of plans and
6.1. Introduction specification.
Quality standard is vital to achieve quality in landscape constructions. The absence of/or unreliable quality In construction “product quality” is derived from the reliability of all the materials supplied to the site including
standard may lead to the failure in quality control. Quality of landscape constructions will be achieved when their handling, storage and protection on the site, whereas “process quality” is derived from the reliability of a
the execution of works and material conform to quality standard. procedures and skills of builders in producing a
product in accordance with design and specification. In landscape construction particularly the soft-
Type of standard Purpose Example scape,“product quality” and “process quality” refer to quality of soft-scape materials and works. The quality of
International Standards Basis for international conformance ISO soft-scape materials is achieved by the physical quality of trees, shrubs and turfs in term of health and sizes, the
Regional Standards Standard for specific region conformance European
sizes, the soil, fertilizer and a proper handling of these materials, whereas the soft-scape work quality may refer
Standard to achieving quality in the installation technique, sequence of work as well as the maintenance after planting.
6.4.1 Landscape construction quality standard in Malaysia
Unlike ANSI in USA and BSI in UK, SIRIM in Malaysia have never established any landscape
standard as there is no application from interest parties. Landscape construction activities in Malaysia
National Standards Standard for specific country Conformance SIRIM/BIS
generally executed based on the specifications tabled through contract document for every specific
6.2.1International standards: project. There are two types of landscape projects in Malaysia; government projects and private projects.
International standard is developed to provide a basis for international conformance such as the ISO As the contract of government projects awarded to contractor through government’s contract documents,
standards. International standard is a standard for activities to achieve competitiveness and to be recognized at the execution of all work are bond to the conformance of the Standard Specification stipulated in related
international level. International standard is important for the achievement competitiveness and access to the contract documents. Unlike Government’s projects, private project are not obligated to follow
global markets . government’s standard specification in their contract documents. Private projects owners in Malaysia
6.2.2Regional standards normally produce their independent sets of contract document for their projects.
Regional standards however are developed for specific geographic region. 6.4.2 Landscape construction standard specification in Malaysia
6.2.3National standards: The study found that there are two types of standard specifications are used in landscape government contract
National standards are developed for the conformance of specific nation. Most of the nations have their own in Malaysia; standard specification produced by Public Works Department (PWD) and standard specification
national standard organization. In Malaysia, SIRIM Berhad has been established as a national standard produced by National Landscape Department (NLD). Malaysian Public Works Department (PWD) or Jabatan
organization, American National Standard Institute (ANSI) in the USA and British Standard Institute (BSI) in Kerja Raya Malaysia (JKR) is a government department in Malaysia which constructs and maintain public
the United Kingdom infrastructure in Malaysia such as federal and state roads, government buildings, electricity, water and many
Standard is a basis of quality achievement. Quality can be achieved through the conformance of the standards. more. This agency is under the Malaysian Ministry of Works (MOW) (JKR,2009). PWD has established
Quality in general is one of the aims of standardization (BSI, 1982 in BS PD 6501). The degree of quality can standard specification for their standard Contract Document. Standard specification for soft landscape
be determined through the level of conformance the process or materials to the related standard. stipulated under Section N.4. The National Landscape Department (NLD) under Ministry of Housing And
6.3Specifications Local Government was officially set up on 1st January 1996. Since then, the department was entrusted with the
The study has found that specifications are crucially related to the achievement of the quality. Many responsibilities of landscaping and greening the whole country. Based on the approval by Economic Planning
literatures suggested that specifications are part standard document in quality control. Woodward suggested Unit (EPU), the National Landscape Department set the pace to provide services in monitoring and establishing
that preparing a fully detailed specification is needed in order to establish quality standard. Specification is national landscape development for the nation (NLD, 2009)
needed to cover the qualitative item of the project (Hinze, 2001). Specification is simply defined as a written In 2008, NLD has established a National Landscape Guideline second edition which is the refined edition of
material about products, systems and procedures specific to be satisfied by a product, a material, or a process the first National Landscape Guideline established by Landscape Unit under Jabatan Perancangan Bandar dan
indicating, whenever appropriate, the procedure by means of which it may be determined whether the Desa in 1995 (NLD, 2009) The guideline cover all areas of landscape construction to be used as a reference for
requirements given are satisfied. implementation of landscape project under the Government of Malaysia. Guideline for soft landscape is
6.4 Quality Standards of Soft-scape in landscape construction
stipulated under
High quality construction project includes the following features;
section 4. The guideline consist of ten (10) headings related to implementation of soft landscape construction as
 Ease in understanding the drawing,
follows:
 Low level of conflict in drawings and specification,
 Economics of construction, Ease of operation , Ease of maintenance and energy efficiency. ruction,
Pg No.
13
 Method of plant selection 6.5 Organizational Chart
 Transportation of plant to site This is a recommended organizational chart. It may be modified provided the responsibilities are covered in the
 Preparation of site nursery positions presented.


Site clearance
Preparation of soil mixture
Construction
Construction
Electrical
Project
QA
Foreman
Manager
 Preparation of planting hole
 Planting method
 Staking
 Mulching
 Treatment method of planting hole
The National Landscape Department guideline has been used as a standard landscape specification in
Contract Document for landscape project under jurisdiction of NLD since its establishment. Standard
specification produced by PWD will be used when the project is awarded as a construction project with
landscape work as a sub-component of the project. Standard specification produced by NLD however will
be used when the project is solely categorized as a landscape project. It is not an obligatory to any private
project to use standard specification from any one of the above in their contract documents. Private project
may produce a new standard specification to be used in the contract document.
Table 2. Soft-scape standard specification content: Comparison between NLD, PWD and PG
NLD PWD PG
1. Introduction 1. General 1. General

requirement
2. General requirement 2. Classifications 2. Earthwork and
and characteristic of grading
plants
4. Soil preparation 3. Soil

4. sample
Handling and 3. Size
4. Plantofmaterials
plants 3. Soil material
transplanting and and preparation
planting operations
5. Planting/planting 5. Soil mixture, soil 5. Grass materials
Contents methods conditioner and and operations
chemical fetilizer
6. Plant materials 6. Turfing 6. Maintenance
work 6.6 Resumes and Certifications Documentation:
7. Natural vegetation 7. Football and
playing field documentation to support the applicable resumes and certifications:
8. Turfing 8. Relocation and
protection of 1) Quality Control Manager
existing trees Confirm on resume at least 5 years of related experience in quality control inspection on construction projects.
9. Pest control 9. Maintenance of
management plants and turf 2) Quality Control Specialists
10. Maintenance Confirm on resume at least 2 years of related experience under the direction of a Project Manager,
Construction Superintendent or Quality Control Manager.
Pg No.
Dhruvi Gandhi A-09
Basvi patel
Krishpi patel
A-22
A-23
1) Construction Superintendent Duties:

Confirm on resume either a degreed graduate of engineering, architecture or construction management with o Preparation, approval and implementation of the CQC Plan
5 years of related experience or 10 years of relevant experience. o Verification of materials as per project plans and specifications
o Development of means and methods to store and protect materials
2) Project Manager o Maintain documentation of inspection status of materials
Confirm on resume either a degreed graduate of engineering, architecture or construction management with o Maintain documentation for material and administrative approvals
5 years of related experience or 10 years of relevant experience. o Ensure that all materials and construction are in accordance with the requirements for the completeness,
accuracy and constructability in accordance with applicable building codes
3) Site Safety Manager o Carry out and participate in weekly progress and QC meetings
Confirm on resume at least 5 years of related experience. o Maintain documentation of inspection of work executed by subcontractors
6.8Major Definable Features of Work:
4) Foreman Check all definable features of work and describe how each feature will be accomplished. (You may add or
Confirm on resume at least 5 years of related experience. delete items based on the project. All items will be reviewed and approved by MSDGC.)
Construction Activities Contractor Primary Contact
5) Installers/Laborers ☐ Trenching & Excavation
1. Trenching
Confirm on resume at least 2 years of related experience working under the direction of a Project Manager
2. Excavation Work
or Construction Superintendent. Provide copy of current license and/or certification to drive/operate the 3. Form Work
type of vehicle/equipment which they drive/operate either on-site or off-site. ☐ Gravity Sewer
☐ Force Mains
6) Manufacturers/ ☐ Erosion Control
Provide documentation of having a minimum of 5 years experience in manufacture and successful start-up ☐ HVAC
of the specified equipment/design demonstrated by submitting at list of 5 similar projects completed within ☐ Plumbing
the last 5 years including project names, addresses, contact names, addresses and telephone numbers of ☐ Electrical
owners and any other type of information specified or requested by the CITY. ☐ Roofing
☐ Masonry
☐ Concrete
☐ I&C
7) Independent Testing Agencies
☐ Landscape
Provide documentation of having a minimum of 5 years experience performing the specified independent
☐ Bridges
testing required by the Contract Documents for review and approval by the CITY. Submit at list of 5
☐ Highway & Appurtances
similar projects completed within the last 5 years including project names, addresses, contact names,
Construction Site Activities Contractor Primary Contact
addresses and telephone numbers of owners and any other type of information specified or requested by the ☐ Fire Alarm
CITY. ☐ Fire Suppression
☐ Demo
6.7Quality Control Manager Responsibility Form ☐ Hazardous Material Abatement
The Quality Control (QC) Manager, ____________________ , is responsible for overseeing the overall ☐ Elevators
implementation of the Quality Control Plan and coordinates all project testing, inspections and reporting matters
directly with the Project Manager. The QC Manager has the authority to intercede directly and stop
unsatisfactory work and control further processing, delivery or installation of non-conforming material.
Pg No.
15
6.9 Three Phases of Inspection 6.9.3 Follow-Up Inspection
6.9.1Preparatory Meetings Follow-Up Inspections are performed daily to ensure that the control established during Preparatory Meeting
Preparatory Meetings are performed prior to the beginning of any major Definable Feature of Work. A meeting and Initial Inspection continues to provide a product that conforms to the contractual requirements.
is held for each crew performing such feature or when members of the crew change. Preparatory Meetings are
conducted by the Quality Control Manager and/or designee after a complete review of all applicable plans, 1. Construction daily activities are inspected by Quality Control in accordance with Quality Control
specifications, shop drawings and related submittals. A Preparatory Phase Meeting Checklist (pp 25-27 ) is Procedures and the Quality Control Report (CQCR) (pp 20-21) is completed.
completed for each Definable Feature of Work and distributed at the meetings. At the Preparatory Meeting, the 2. Installation and testing activities which do not comply with the requirements are documented on a Non-
Superintendent and Foreman (involved in this phase of construction) coordinate with Quality Assurance, Conformance Report (NCR) (p 22).
Quality Control and Safety personnel and introduce their plan for accomplishing the work. MSDGC is notified 3. Modifications, repairs and/or replacement of materials and/or parts performed subsequent to Final
at least 48 hours in advance of the Preparatory Meeting. The following items are discussed at each meeting: Inspection require replacement of materials and/or parts installed. Re-inspection and re-testing are
1. Review of applicable specifications. required to verify acceptability. Inspection and testing documents are submitted to MSDGC Document
2. Review of applicable plans and shop drawings. Control and are filed and maintained in accordance with Quality Control Testing and Verifications (p 13).
3. Review of related submittals and a check that all related submittals, shop drawings and materials have
been tested (if applicable), submitted and approved. Signature of acknowledgement indicate that the Three Phases of the Quality Control Inspection Program
4. Review of the detailed sequence of the execution of the work. are understood and will be followed.
5. Discuss required testing and frequency. ________________________________________ ____________________
6. Review provisions to ensure controlled inspection and testing.
7. Examination of the work area to ensure that all required preliminary work has been completed and is in QC Manager Date
compliance with the plans and/or specifications.
6.10 Quality Control Testing and Verifications
8. Examination of the related material, review of the Receiving Material Inspection Reports (p 29) and
6.10.1 PURPOSE
verification that the items received are in compliance with the contract and are properly stored.
To ensure that tests of the Contractor’s and Subcontractor’s work is adequately planned and that the necessary
9. Review of the Site Safety Plan to ensure that all safety precautions are met and the required safety
testing procedures are available to perform the tests in a satisfactory manner. This procedure establishes the
equipment has been purchased and is available.
methods to be used when performing the tests listed in the specifications. Test reports are submitted to MSDGC
10. Review the document and the workmanship expected for the Definable Feature of Work.
Document Control and are filed and logged with other project documentation.
11. Meeting Minutes are recorded and sent to MSDGC Document Control within 48 hours of the conclusion
of the meeting.
6.9.2 Initial Inspections 6.10.2 TESTING (Onsite, Factory/Offsite)
Initial Inspections are performed at the beginning of any Definable Feature of Work and must be repeated at any
time new workmen or new crews are assigned to the work or if the required standard of work is not being met. A list of tests required to verify that control measures are adequate are delineated in the specifications and/or
An Initial Phase Checklist (p 28 ) is completed for each Definable Feature of Work and distributed at the initial determined upon the completion of the design. The list includes the test name, specification paragraph, feature
inspection. MSDGC is notified at least 48 hours in advance of the Initial Inspection. The same personnel who of work to be tested, the test frequency and the organization’s name that will perform the test. The QC
attended the Preparatory Meeting also attend the Initial Inspection. These include the Superintendent and Manager provides written notice to MSDGC of the proposed test 3 days in advance (5 working days for
Foreman, Safety Personnel and the Quality Control Staff. The following is accomplished during these factory or other offsite tests). The QC Manager witnesses the test with the appropriate organization
meetings: representatives present and/or with the individual(s) qualified to perform the designated test(s).
12. Review the minutes of the Preparatory Meeting and verify that the work complies with the design
documents (ie, submittals, specifications and/or shop drawings). 6.10.2.1FAILED TEST
13. Resolve all differences.
14. Verify adequacy of inspection and testing. Failing tests are cleared by one of the following methods:
15. Establish a level of workmanship and verify that it meets the requirements. 4. Retest – Retest if there is any doubt that the first test was not adequate.
16. Provide documentation of the previous inspection of the work area. 5. Rework – Re-inspect and re-test.
17. Re-examine the work area for compliance. 6. Failed Material – Remove, replace, re-inspect and re-test.
Pg No.
16
6.10.3 PROCEDURES 6.10.4.3 RECORDS STORAGE AND RETENTION

1. The Quality Control Manager reviews the testing requirements to ensure that the planned test is in 1. Project records are stored in areas that protect them from damage, deterioration and/or loss at the site Field
accordance with the design documents: ie, plans, specifications, shop drawings and/or other Office during the construction period. Records are accessible to MSDGC personnel.
documents. 2. Project records are stored for a period of time as determined by the contractual documents. Records,
2. Instruments used for testing are calibrated in accordance with established calibration procedures. designated for storage, are not to be destroyed or otherwise disposed of within that period of time. Control
Specialists experienced in such work perform the calibration. and final disposition of Subcontractor and Supplier records, both onsite and offsite, are to be in accordance
3. Technicians performing tests provide copies of calibration certificates and their field notes and reports with the contractual documents.
to the Quality Control Manager.
Table 4
4. The Quality Control Manager witnesses all required tests detailed in the design documents (plans,
Testing Agency Schedule
specifications, shop drawings, etc).
Project Name: Date: Project
5. MSDGC’s witnessing of tests does not relieve the Contractor and Subcontractor of their obligation to Number:
comply with the requirements of the Contract Documents.
Estimated Date
6. MSDGC is notified 3 days in advance of all scheduled tests (5 working days for Factory/offsite tests). Agency Discipline
of Test
7. Test reports, when completed, are attached to the Contractor’s Quality Control Report and submitted to
MSDGC.
6.10.4 Tests and Records:
6.10.4.1 PURPOSE
This section establishes a system for the control of documentation and records which provide objective
evidence of the quality of items and activites performed in accordance with the programmatic requirements.
The Quality Control Manager is responsible for the control, review, verifications and maintenance of the
documentation delineated in the specifications.
6.10.4.2 REPORTING AND DISTRIBUTION OF REPORTS
8. After reviewing reports (including Subcontractor reports) the Quality Control Manager submits
documentation to MSDGC Document Control.
9. All inspections and testing are summarized and recorded in a Contractor’s Quality Control Report
(CQCR). A copy of the CQCR is sent to MSD Document Control and to the Project Manager. References:
“Original” reports are retained by the Quality Control Manager. Field notes, inspection forms and test Landscaping Quality Control Plan - Download a Samplewww.firsttimequality.com
reports are filed and available for review by MSDGC. CONSTRUCTION PROJECT MANAGEMENT GUIDELINESwww.bis.org.in
10. The Contractor’s Quality Control Report includes the following: Quality Standard and Specification for Soft-scape Construction in Malaysiaac.els-cdn.com
a. Contractor and Subcontractor areas of responsibility.
b. Working, idle and downtime hours for equipment.
c. Work accomplished each day, indicating the location, activity and by whom.
d. Laboratory test reports, including the test results (passing or failing), location of tests and
specification references.
e. Deficiencies and corrective actions.
f. Material received onsite.
g. Safety violations and corrective action implemented.
h. Conflicts encountered in the plans and/or specifications.
Pg No.
17
Contractor Quality Control Plan Acknowledgement

Contractor Quality Control (CQC) Plan Project Name: ________________________________________
Project Number: ____________________
____________________
The undersigned have read and concur with this Contractor Quality Control Plan:
Project Number
_________________________________________________________ ________________________
________________________________________ Quality Control Manager Date
Project Name
_________________________________________________________ ________________________
Project Manager Date
____________________
Approval Date _________________________________________________________ ________________________
Project Superintendent Date
____________________ _________________________________________________________ ________________________

Contractor
Electrical Foreman Date
____________________ _________________________________________________________ ________________________

Submitted By Mechanical Foreman Date
________________________________________________________ ________________________
Civil Foreman Date
____________________
Email Address
_________________________________________________________ ________________________
Site Safety Manager Date
____________________
Phone
18
Quality Control Manager Responsibility Form Stop Work Authorization Letter

Project Name: ___________________________________________________________________
Project Number: ____________________________
From: Company President _________________________________________________________
To: QC Manager_______________________________________________________________
This Letter of Authorization outlines your responsibility as our site Quality Control Manager for the project
referenced above. As the site Quality Control Manager, you report directly to the Project Manager. You review the
specifications, addendums and plans in their entirety and implement the Quality Control Program. The Quality
Control Program encompasses three phases of inspection: Preparatory Meetings andInitial and Follow-Up
Inspections. All inspections and testing are recorded in the Contractor Quality Control Report (CQCR) and
submitted to the Project Manager. Test reports are submitted no later than three (3) working days after the test was
performed. You and/or your staff are responsible for reviewing specifications, submittals, as-builts, plans and shop
drawings for compliance to the contractural requirements.
Additionally, this applies to all subcontractor documents. You and/or your staff conduct daily inspections to ensure
that the workmanship and materials used in the construction of the project are in compliance with the plans,
drawings and specifications.
You are authorized to stop work that does not comply with the plans and specifications. You and/or your

staff witness all tests required by the specifications and coordinate such tests with OFFICE. You and your staff
must document all non-conforming conditions, items and/or workmanship noted and constantly monitor and alert
Safety personnel to safety violations. If, at any time, you require assistance with the implementation of the Quality
Control Program, contact the Project Manager.
The Quality Control (QC) Manager, is responsible for overseeing the overall implementation of the Quality
________________________________________
Control Plan and coordinates all project testing, inspections and reporting matters directly with the Project
Company President
Manager. The QC Manager has the authority to intercede directly and stop unsatisfactory work and control
Acknowledgements
further processing, delivery or installation of non-conforming material.
________________________________________
Duties:
Subcontractor “A”
o Preparation, approval and implementation of the CQC Plan
o Verification of materials as per project plans and specifications
________________________________________
o Development of means and methods to store and protect materials
Subcontractor “B”
o Maintain documentation of inspection status of materials
________________________________________
o Maintain documentation for material and administrative approvals
Subcontractor “C”
o Ensure that all materials and construction are in accordance with the requirements for the completeness,
accuracy and constructability in accordance with applicable building codes

Pg No.
19
Three Phases of Inspection 1. Resolve all differences.
2. Verify adequacy of inspection and testing.
Preparatory Meetings 3. Establish a level of workmanship and verify that it meets the requirements.
4. Provide documentation of the previous inspection of the work area.
5. Re-examine the work area for compliance.
Preparatory Meetings are performed prior to the beginning of any major Definable Feature of Work. A
6. Meeting Minutes are recorded and sent to OFFICE Document Control within 48 hours of the conclusion of the
meeting is held for each crew performing such feature or when members of the crew change. Preparatory
meeting.
Meetings are conducted by the Quality Control Manager and/or designee after a complete review of all
applicable plans, specifications, shop drawings and related submittals. A Preparatory Phase Meeting Follow-Up Inspections
Checklist(pp25-27 )is completed for each Definable Feature of Work and distributed at the meetings. At the
Preparatory Meeting, the Superintendent and Foreman (involved in this phase of construction) coordinate with
Follow-Up Inspections are performed daily to ensure that the control established during Preparatory Meeting and
Quality Assurance, Quality Control and Safety personnel and introduce their plan for accomplishing the work.
Initial Inspection continues to provide a product that conforms to the contractual requirements.
OFFICE is notified at least 48 hours in advance of the Preparatory Meeting. The following items are
discussed at each meeting:
1. Construction daily activities are inspected by Quality Control in accordance with Quality Control
1. Review of applicable specifications.
Procedures and the Quality Control Report (CQCR) (pp 20-21) is completed.
2. Review of applicable plans and shop drawings.
2. Installation and testing activities which do not comply with the requirements are documented on a Non-
3. Review of related submittals and a check that all related submittals, shop drawings and materials have
Conformance Report (NCR) (p 22).
been tested (if applicable), submitted and approved.
3. Modifications, repairs and/or replacement of materials and/or parts performed subsequent to Final
4. Review of the detailed sequence of the execution of the work.
Inspection require replacement of materials and/or parts installed. Re-inspection and re-testing are required
5. Discuss required testing and frequency.
to verify acceptability. Inspection and testing documents are submitted to OFFICE Document Control and
6. Review provisions to ensure controlled inspection and testing.
are filed and maintained in accordance with Quality Control Testing and Verifications (p 13).
7. Examination of the work area to ensure that all required preliminary work has been completed and is in
compliance with the plans and/or specifications.
8. Examination of the related material, review of the Receiving Material Inspection Reports(p29) and Signature of acknowledgement indicate that the Three Phases of the Quality Control Inspection Program
verification that the items received are in compliance with the contract and are properly stored. are understood and will be followed.
9. Review of the Site Safety Plan to ensure that all safety precautions are met and the required safety ________________________________________ ____________________
equipment has been purchased and is available. QC Manager Date
10. Review the document and the workmanship expected for the Definable Feature of Work.
11. Meeting Minutes are recorded and sent to OFFICE Document Controlwithin 48 hours of the conclusion Testing Agency Schedule
of the meeting. Project Name: Date: Project Number:
Agency Discipline Estimated Date of Test
Initial Inspections
Initial Inspections are performed at the beginning of any Definable Feature of Work and must be repeated at
any time new workmen or new crews are assigned to the work or if the required standard of work is not being
met. An Initial Phase Checklist (p28 )is completed for each Definable Feature of Work and distributed at the
initial inspection. OFFICE is notified at least 48 hours in advance of the Initial Inspection. The same
personnel who attended the Preparatory Meeting also attend the Initial Inspection. These include the
Superintendent and Foreman, Safety Personnel and the Quality Control Staff. The following is accomplished
during these meetings:
12. Review the minutes of the Preparatory Meeting and verify that the work complies with the design
documents (ie, submittals, specifications and/or shop drawings).
Pg No.
20
SUBMITTALS
STAMPS
All submittals shall be reviewed, certified and managed by the Quality Control Manager. Copies of the

manufacturer's data (material, equipment, etc.), including catalogue cut-sheets showing dimensions,
Stamps are used by the Contractor to certify the submittal meets contract requirements and are
performance characteristics, capacities, wiring diagrams, schedules, operation and maintenance manuals
similar to the following:
and any other relevant information are reviewed by the Quality Control Manager. The Quality Control
Manager is an authorized submittal reviewer and testing lab report reviewer. One (1) copy of the submittal
Contractor (Firm
remains with the Contractor and one (1) copy is retained by MSD’s Document Control.
Name):______________________________________________________________
Filing of Submittals Project
Submittals (material, design, data, samples, shop drawings, etc.) are filed according to the specification Name:______________________________________________________________________
section and paragraph number in a secure place for reference and coordination. Color and mock-up
samples are maintained in a secure place at the job site for comparison with the finished product. A tag or Project Number:_______________________________
sticker identifying the submittal number and the date of approval is attached to the sample. When a color
or mock-up sample is not approved, it is labeled as “Rejected” and removed from the job site (if I certify that this submittal is accurate, is in strict conformance with all contract requirements, has
requested). The record is maintained along with a photograph of the disapproved item with a copy been thoroughly coordinated and cross-checked against all other applicable disciplines to prevent the
submitted to OFFICE Document Control. omission of vital information, that all conflicts have been resolved, that repetition has been avoided,
and that it is it complete and in sufficient detail to allow ready determination of compliance with
SUBMITTAL REGISTER contract requirements by the Contracting Officer.
The Submittal Register is maintained by the Project Manager. Revised copies of the Submittal Register
are provided to OFFICE Document Control on a monthly basis. Printed Name of the Quality Control Manager:____________________________________________
QUALITY CONTROL MANAGER REVIEW AND APPROVAL Signature of the Quality Control

Manager:________________________________________________
Prior to submittal, all items are checked and approved by the Quality Control Manager. If found to be in
strict conformance with the contract requirements, each item is stamped, signed and dated by the Quality
Date:_________________________________
Control Manager. Copies of review comments indicating action(s) taken are included within each
submittal.
QUALITY CONTROL MANAGER GUIDELINES FOR PREPARING AND REVIEWING
SUBMITTALS:
1. Be familiar with the submittal procedures.
2. Review all of the information attached to the submittal.
3. Ensure that all of the pages associated with the enclosures are attached to the submittal.
4. Thoroughly review the applicable design documents.
5. Ensure the attachments are legible.
6. Direct all questions to the Project Manager.
7. Submit a detailed written report pertaining to the review of the submittal in a timely manner to the
Project Manager.
8. Ensure that the sample received and/or material received complies with the submittal.
9. Notify the Project Manager if material is installed without a submittal; then request a submittal.
10. Maintain and file submittals so they are readily retrievable.
Pg No.
21
Tracking Deficiencies
Pre-final inspection
After the completion of the Initial Punch List Inspection, the Quality Control Manager and OFFICE
NON-CONFORMING ITEMS
Representative conduct a Pre-Final Inspection and develop a joint “Punch List” of noted deficiencies. The Punch
List is formally documented along with the estimated date by which the deficiencies will be corrected. The
1. Non-conforming items are those conditions that deviate from the requirements detailed in the
specifications, plans and /or shop drawings. The Quality Control Manager is responsible for the control Quality Control Manager conducts Follow-Up Inspections to ensure that all deficiencies have been corrected
and documentation of non-conforming items. before requesting a Final Inspection by OFFICE.
2. The Quality Control Manager prevents non-conforming items from being installed.
3. Minor non-conforming items, which are corrected in the same day, are documented in the Contractor’s Final inspection
“Weekly Report.” Upon completion of the items listed in the Pre-Final Inspection “Punch List,” the QC Manager notifies OFFICE
4. All other non-conformances are documented on a Non-Conformance Report prepared by the Quality 14 days prior to the Final Inspection (or as agreed to) with the assurance that all items listed in the Pre-Final
Control Manager, sequentially numbered and dated and include the following information, as Inspection and all other remaining work has been completed and will be acceptable by the date of the Final
appropriate: Inspection.
a. Description of the non-conformance including relevant details of the occurrence.
Report Number: Page 1 of 2
b. Identification of material, component or system by part number, plan, shop drawing and/or
specification number and intended installation location. CONTRACTOR’S QUALITY CONTROL REPORT (CQCR)
Date:
c. Source of material or item (name of supplier, owner or subcontractor).
WEEKLY LOG OF CONSTRUCTION
d. Current status or item in shop, warehouse, lay-down yard or structure. Project Name: Project Number:
e. Individual and organization which detected the non-conformance.
Contractor: Weather:
f. Recommendation for corrective action including sketches, test data and/or repair procedures
necessary to substantiate the recommendation. 1 – Were there any delays in work progress?
g. Cause of the non-conformance and steps taken to prevent reoccurrence indicating action(s) taken, Response:
positions or titles of persons contacted, letters written and/or procedural changes proposed.
5. The Quality Control Manager signs and forwards the Non-Conformance Report to OFFICE Document
2 – Verbal instructions given by OFFICE:
Control.
Response:
6. Each Non-Conformance Report is recorded on the Non-Conformance Report Log by the Quality Control
Manager.
7. Actions to be taken are entered on the Non-Conformance Report Log. The Engineer of Record initiates 3 – Did anything develop that may lead to a change order/claim?
the disposition(s) necessary to clear the item. Response:
8. Verification of “Corrective Action” (eg, completion of repair) by Quality Control after the work in question
has been re-inspected and re-tested. Entries are made in the Non-Conformance Report (NCR) log
documenting the Final Disposition of each NCR. 4 – Activities in process:
Response:
9. Non-Conformance Reports, logs and documents are filed and maintained. Reports and Records are
submitted to OFFICE Document Control.
5 – General comments:
INITIAL PUNCH LIST Response:
The QC Report reports Punch List items (deficiencies) throughout the life of the project and demonstrates that
the QC Staff is correcting the deficiency(ies) in a timely manner. An Initial Punch List is developed as a result of 6 – Safety Inspection/Safety Meetings:
initial inspections and then maintained throughout the life of the project. The Punch List is consistently Response:
updated and submitted to the Project Manager for corrective actions. Corrections are accomplished within the
time stated. The QC Manager performs Follow-Up Inspections to ensure the deficiencies have been corrected
7 – Prep/Initial Dates (Preparatory and initial dates held and advance notice)
before notifying OFFICE of a Pre-Final Inspection.
Response:
Pg No.
22
Report Number: Page 2 of 2
CONTRACTOR’S QUALITY CONTROL REPORT (CQCR) Date:
Construction Punch List
WEEKLY LOG OF CONSTRUCTION Project Name: Project Number:
Structural Mechanical ☐ Electrical ☐ Civil ☐
Project Name: Project Number: ☐
Activity Start/Finish: Inspected By: Date: Page: ___ of ___
Completed by Accepted by
Item No. Description Construction Quality Control
QC Requirements: (Sign/Date) (Sign/Date)
QA/QC Punch List:
Contractors/Visitors on Site:
Equipment Hours (Total Operating Hours to Date):
Accident Reporting (Describe Accident):
On behalf of the contractor, I certify that this report is complete and

correct and all equipment and material used and work performed
Contractor Certification during this reporting period are in compliance with the contract,
plans and specifications, to the best of my knowledge, except as
noted above. Weekly QA/QC Definable Feature Meeting Minutes
Project Name: Project Number:
Date: Time: Location: Page: ___ of ___
Attendees
OFFICE Contractor Subcontractors Other
Non-Conformance Report
<Project Name> <Project Number> Action
No. Description of Item Discussed Action Date
By
Electri
Mechanical ☐ Civil ☐
cal ☐
Structural ☐
Date: Location: Spec. Spec. Paragraph:
Sectio
n:
Non-Conforming Condition:
Reported By (Quality Control Representative): Date:
Disposition:
Dispositioned By (Project Engineer): Date:
Re-Inspected By (Quality Control Representative): Date:
Accepted By (Quality Control Manager): Date:
Pg No.
23
Preparatory Meeting Checklist(to support each DFOW) Preparatory Meeting Checklist(to support each DFOW)
Project Name: Project Number: Project Name: Project Number:
DFOW:
DFOW:
Date: Sheet: Spec. Section: Page:2 of 3
Date: Sheet: Spec. Page:1 of 3
Section:
Review each paragraph of specifications.
OFFICE Representative Notified? YES☐NO☐ _____ Hours in Advance
Name Position Company/Government

Discuss procedure for accomplishing the work.
SPECIFI
CATION
S
PERSONNEL PRESENT Clarify any differences.
Ensure preliminary work is correct and permits area on file.

If no, what action is taken?
PRELIM
INARY
Review submittals and/or submittal register. Have all submittals been approved? YES☐ NO☐ WORK
&
If no, what items have not been submitted?
PERMIT
S
Are all materials on hand? YES☐ NO☐ Identify test to be performed, frequency and by whom.
If no, what items are missing?
SUBMITTALS
Check approved submittals against delivered material. (This should be done as material arrives) When required?
Comments:
TESTIN
G Review testing plan.
Are materials stored properly? YES☐ NO☐
If no, what action is taken?
MATERIAL STORAGE
Have test facilities been approved?
Pg No.
24
Initial Inspection Checklist
Preparatory Meeting Checklist(to support each DFOW)

DFOW:
Date: Sheet: Spec. Section: Page: ___ of ___
DFOW No. Item Yes No N/A

1 Was the production foreman present?
Date: Sheet: Spec. Page:3 of 3 2 Material
Section: Were materials inspected for compliance?
a)
Were corrective actions taken for defective material?
b)
Were corrective actions appropriate?
c)
d) Were any deviations accepted?

3 Installation Requirements
Did work comply with specifications or plans?
a)
Site Safety Plan Approved? YES☐ NO☐ b) Was workmanship satisfactory?
Were corrective actions appropriate?
c)
Review Site Safety Plan:
d) Were any deviations accepted?
4 Tests
a) Were tests being performed?
SAFETY Was testing frequency satisfactory?
b)
Were test samples or locations appropriate?
c)
Was testing quality coordinated with Mechanical/Electrical technicians?
d)
5 Inspections
Comments during meeting: Was inspection done by the QC Inspector in the Prep.meeting?
a)
Was the inspection frequency as established in the Prep. Meeting?
b)
Were critical inspections satisfactory?
c)
d) Was the inspection satisfactory?

MEETING COMMENTS 6 Safety
a) Was the safety officer present?
Were the safety requirements followed?
b)
Were the safety requirements modified?
c)
Remarks (explanations required for “No” responses and if deviations were accepted):
Worksheets: Reported By: Reviewed By: Reviewed By:
(Quality Control Inspector) (Quality Control Manager) (Quality Assurance Representative)
WORKSHEETS Receiving Material Inspection Report

DFOW:
Date Received: Order Number: Date Inspected: Inspected By:
Other items or remarks:
Ref No. Item Description Quantity Partial or Full? Okay or Damaged? Special Storage?
OTHER ITEMS OR REMARKS
Reported By: Reviewed Reviewed By:

By:
(Quality Control Inspector) (MSD QARepresentative)

(Quality
Control
Manager)
Remarks(explanations required for partial and damaged material):
Pg No.
Dhruvi Gandhi A-09
Basvi patel
Krishpi patel
A-22
A-23
OFFICE QC Worksheets

Check worksheets that apply based on those listed in bid package and attach:
☐Cable Test Data Form

☐Calibration Sheet
☐Circuit Breaker Schedule
☐Control Circuit Piping Leak Test Form
☐Controller Calibration Test Data Form
☐Cut-in Schedule Form
☐Dry Transformer Test Data Form
☐Equipment Record Form 1
☐Equipment Record Form 2
☐Equipment Test Report Form
☐Individual Loop Test Data Form
☐Installed Motor Test Data Form
☐Loop Commissioning Test Data Form
☐Loop Wiring and Insulation Resistance Test Data Form
☐Manufacturer’s Installation Certification
☐Manufacturer’s Instruction Certification Form
☐Misc Instrument Calibration Test Data Form
☐Motor Control Center Test Form
☐Motor Data Form
☐Operation and Maintenance Transmittal Form
☐Requrest for Contractor Proposal
☐Submittal Transmittal Form
☐Substitution Request Form
☐Unit Responsibility Certification Form
☐Wire and Cable Resistance Test Data Form
☐Work Directive Change Instructions and Form
Pg No.
Dhruvi Gandhi A-09
Basvi patel
Krishpi patel
A-22
A-23
Landscape project
Dushyant Thakkar
General
1) From how many years you are practicing? 25
2) Approximate how many projects you did ? 127
3) how differentiate project of different areas? (athwagate, varachha,vesu) architect didn’t respond
4) what is the salary or daily wages for workers ? architect didn’t respond
Pg No.
Dhruvi Gandhi A-09
Basvi patel
Krishpi patel
A-22
A-23
Landscape project
Dushyant Thakkar
General
1) How do use existing element to Shaw vista & for linkage?
Planting features like the alley and clumps of vegetation to define

and link the monuments. Winding paths are used to create
different views along the path to make the garden picturesque
2) How do you keep your design & cost in balance?
Using consultancy
3) How do you relate human element & landscape?

Use on natural, Man - made elements in landscape. Winding
paths are used to create different views along the path to make
the garden picturesque.
Use of vegetation in the horizontal and vertical planes in an

asymmetric manner to highlight the monument the eye catcher
4) What are basic eye catching element you uses?
Creating vistas
5) How do you use existing trees & element on site?
6) What are document that are required before starting As per project
of the project?
7) What are document that are required before As per project

construction stages?
Site inventory like existing trees can be used to shade sitting
elements like benches in gardens.
8)How does site inventory yet used in designing space?
It plays important role in landscape as bed climate results in
9)How do arrived direction & climate play important damage to trees and other elements on site.
role in planning landscape?
Pg No.
Dhruvi Gandhi A-09
Basvi patel
Krishpi patel
A-22
A-23
Landscape project
Dushyant thakkar
Client project brief
1) Do you have any format for client project brief? No specific format but having questioner according to different
projects which is filled by clients
3) How do you approach to different scale of project?

Continual learning and adaptive management Appointment was given
to client and were distributed among all the employs as per different
scale of projects and the client were explained about there planning
goals.
4) how do you fix budget for different client?

Budgets are fixed according client's requirement and scale of project
and the client were informed
5) Do you have any particular working style? No specific working style but mostly go with soft scape.
6) how do you handle different income group people?

All client were handled with same level of service, there was no
partiality by scale or budget of project
7) how do you fix criteria of client? criteria was fixed by knowing requirements, budget ,time duration of
the project for the client
8) How do you deal with unexpected issues?

Try to deal it with cool mind by discussing with all project by
discussing with all project team according to site
9) How do you choose people to represent advise for work?

As per knowledge and experiences of work
10) what is the profile of a "difficult client or unreasonable client"?

they were made to understand technical and practical things
11) How do you manage the practical aspects of project with figure out beneficial assets according to site context and communicate
unreasonable demands of client? with client and convenience them
Pg No.
Dhruvi Gandhi A-09
Basvi patel
Krishpi patel
A-22
A-23
Stakeholder
1) What is the purpose? to get economical and social benefits
2) Who is supplying labor resources? the person or firm who takes responsibility for the
construction project. Mostly, contractor
3) Who will be held responsible if project objectives are not met? the person responsible to manage or guide or design the
activity or object with certain objectives will be held the
responsible for the work not completed and will be
responsible to provide the objective met product still his
own.
4) Who will lose money or other resources if the project is not completed on time? it was already write in estimation.
5) how do you manage stockholders? communicating with stockholders and managing their
expectation and concern for the purpose of meeting the
stockholders needs, addressing issues, resolving conflict
situations, and achieving the project goals.
6) Who are external stockholder? all the members or people connected to the institute who
gets benefit or affected by the institute work or decision ,
clients, hired service providers, community partners,
group etc.
7) who are internal stockholder all the members in the firm or institute , board members,
partners, employees, managers, consultants etc. are
internal stockholders with commitment to serve the
institute with their service.
Pg No.
Dhruvi Gandhi A-09
Basvi patel
Krishpi patel
A-22
A-23
Landscape project
Dushyant thakkar
Execution of office work
1) What is your design process/methodology?
Fixing budget according client's requirements Site visit and
site analysis and survey design on conceptual level, approve
by client, final drawings and execution, regular visit to site to
check
2) How do you understand the landscape context?

landscape can be understood in its widest context, including
the natural, cultural, social, heritage, perceptual and aesthetic
qualities of the landscape.
3) What are general constraints & opportunities in land design
management? Geological objects, water level, microelement topography,
climatic zones, Approach to site surrounding status, existing
condition of site management of storm water
4) What are last options for refining design?
design can be refined by using flora and different landscape

furniture
5) What are the stages in construction process? soil preparation

installation of services passing through ground
execution of civil works
installation of landscape elements
6) What are the important phases?

execution of civil works
7) what are the important documents before execution?

EOI-expression of interest
RFP-request for proposal
RFQ-request for quotation
Pg No.
Dhruvi Gandhi A-09
Basvi patel
Krishpi patel
A-22
A-23
Landscape project
Dushyant thakkar
Quality control
1) how do you control quality of materials? By using proper equipment for proper purpose
2) how do you control quality of construction? by using proper materials
3) how do you control quality of workmanship specific labour for specific purpose and hiring proper contractor
how do you control quality by time? by deciding specific time for each specific stage
5) how do you control quality by cost? by providing proper specification
6) what is the maximum acceptable tolerance limit for any differs in each project
project? ie. Low income group have more tolerance limit compared to high
income group
Pg No.
Dhruvi Gandhi A-09
Basvi patel
Krishpi patel
A-22
A-23

CM Final Report

Hochgeladen von

Dokumentinformationen

Originaltitel

Copyright

Verfügbare Formate

Dieses Dokument teilen

Dokument teilen oder einbetten

Freigabeoptionen

Stufen Sie dieses Dokument als nützlich ein?

Sind diese Inhalte unangemessen?

Copyright:

Verfügbare Formate

CM Final Report

Hochgeladen von

Copyright:

Verfügbare Formate

BASICS OF CONSTRUCTION MANAGEMENT

B.ARCH – III SEM- VI

BASICS OF CONSTRUCTION MANAGEMENT Sarthak chovatiya A-06

Hs2 landscape design approach

2.1.12Post Occupancy Evaluation Temple of Ancient Virtue at

 A proposed landscape design

 Pictures of the kinds of plants and materials that will be used

 An outline of spacing, themes and hard and soft landscaped areas

Step-6 Site structures finished

Basvi patel A-22 Pg No.

1. Introduction 1. General 1. General

4. Soil preparation 3. Soil

6) Manufacturers/ ☐ Erosion Control

CITY. ☐ Fire Suppression

____________________ _________________________________________________________ ________________________

____________________ _________________________________________________________ ________________________

CONSTRUCTION MANAGEMENT Sarthak chovatiya A-06 Basvi patel A-22

Project Number: ____________________________

From: Company President _________________________________________________________

You are authorized to stop work that does not comply with the plans and specifications. You and/or your

QUALITY CONTROL MANAGER REVIEW AND APPROVAL Signature of the Quality Control

QA/QC Punch List:

Equipment Hours (Total Operating Hours to Date):

Accident Reporting (Describe Accident):

On behalf of the contractor, I certify that this report is complete and

Reported By (Quality Control Representative): Date:

Dispositioned By (Project Engineer): Date:

Re-Inspected By (Quality Control Representative): Date:

Accepted By (Quality Control Manager): Date:

Review each paragraph of specifications.

OFFICE Representative Notified? YES☐NO☐ _____ Hours in Advance

Name Position Company/Government

PERSONNEL PRESENT Clarify any differences.

Ensure preliminary work is correct and permits area on file.

If no, what action is taken?

Preparatory Meeting Checklist(to support each DFOW)

DFOW No. Item Yes No N/A

d) Were any deviations accepted?

d) Was the inspection satisfactory?

Worksheets: Reported By: Reviewed By: Reviewed By:

(Quality Control Inspector) (Quality Control Manager) (Quality Assurance Representative)

WORKSHEETS Receiving Material Inspection Report

Other items or remarks:

Reported By: Reviewed Reviewed By:

(Quality Control Inspector) (MSD QARepresentative)

Remarks(explanations required for partial and damaged material):

☐Cable Test Data Form

1) From how many years you are practicing? 25

2) Approximate how many projects you did ? 127

Planting features like the alley and clumps of vegetation to define

2) How do you keep your design & cost in balance?

3) How do you relate human element & landscape?

Use of vegetation in the horizontal and vertical planes in an

7) What are document that are required before As per project

3) How do you approach to different scale of project?

4) how do you fix budget for different client?

6) how do you handle different income group people?

8) How do you deal with unexpected issues?

9) How do you choose people to represent advise for work?

10) what is the profile of a "difficult client or unreasonable client"?

1) What is the purpose? to get economical and social benefits

2) How do you understand the landscape context?

design can be refined by using flora and different landscape

_____________

_____________