Executive Masters of Business Administration (EMBA)

Department of Management Information System (MIS)

Faculty of Business Studies
University of Dhaka

Course: Project Management (EMIS-538)

Term Paper

A Real Estate Project on Modern Ten Storied Building in Bashundhara R/A, Dhaka

Submitted to
Prof. Dr. Md. Rakibul Hoque
Department of Management Information System (MIS)
Faculty Of Business Studies.
University of Dhaka.

Submitted by
Md. Shirajul Islam
ID # 6220101048
EMBA- 1st Batch.

Submission date: 13/12/2022

 A Real Estate Project on Modern Ten Storied Building in Bashundhara R/A, Dhaka

Md. Shirajul Islam

Consultants in charge.
Adept Consultants Ltd.,
Bashundhara R/A, Dhaka

Keywords: Construction Industry, Project Management, Cost Estimation, Project

Scheduling, Project Controls, Construction Contracts, Project Delivery Systems, Green
Buildings

Contents
Overview of the Local Real Estate Industry in Bangladesh................................................................3
Overview of My Construction Project..............................................................................................3
Project Life Cycle ............................................................................................................................4
Project Participant........................................................................................................................ 19
Construction Project Organization ................................................................................................ 19
Project Start-up and Mobilization ................................................................................................. 20
Pre-Construction Meeting ............................................................................................................ 22
Project Documentation ................................................................................................................ 23
Project Closeout ........................................................................................................................... 24
Key Functions of Construction Project Management ..................................................................... 25
Cost Estimation ............................................................................................................................ 26
Project Scheduling ........................................................................................................................ 26
Project Controls ........................................................................................................................... 26
Limitations ................................................................................................................................... 26

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Overview of the Local Real Estate Industry in Bangladesh
The real estate sector in Bangladesh is one of the fastest-growing sectors in the country. The
sector has seen tremendous growth in recent years, with the establishment of a number of new
real estate firms and the development of new projects. The sector has also been supported by a
number of government initiatives, including the provision of tax incentives and the development
of several special residential and commercial zones for the real estate sector. The sector has
created a large number of jobs and has contributed significantly to the country’s economy. The
future of the sector looks bright, with a number of new projects in the pipeline and a number of
investment opportunities.
The present demand for housing in the country is estimated to be between 6-8 lakhs units across
all major cities. The real estate sector in Bangladesh has a market value of 6,000 crores BDT.
Medium-sized flats between 1200 and 1400 square feet have seen a 39% increase in the previous
five years. Dhaka and Chittagong are the two largest cities in Bangladesh, where the real estate
business is booming.
REHAB estimates that the real estate industry and related businesses account for 12% of GDP.
The real estate market has generated roughly Tk. 20 billion in sales, as well as about Tk. 2 billion
each year in tax revenue for the government. Approximately 2 million people are currently
employed in real estate and related industries. This includes architects, engineers, management
officials, and direct and indirect laborers. These businesses have added 12-14% to GDP annually
on average over the past five years.
After paying the new 2% gain tax (down from 5% in 2007) and 3% stamp duty, a customer must
pay registration fees to the government, the city corporation, and the sub-registry office at rates
of 2% (down from 2.5% until 2009), 2%, and 0.5 %, respectively, for a grand total of 9.5%. In
addition to the 1.5% VAT, the government additionally requires buyers to pay an AIT of up to
Tk. 2000 per square meter of living space. Consumer costs have dropped significantly and tax
revenue has increased substantially thanks to this policy.

Overview of My Construction Project

Construction projects are highly structured endeavors. Whether the project consists of building
one parking floor where it facilitated 10 cars at the ground floor, nine apartments with ultra-

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modern facilitated accommodation with long verandah and south faced. A spectacular roof top
was designed to the inhibitors.
Just like any other project, construction project management has phases. From designing to
planning to schedule to the build itself, each phase is complicated and part of a more complex
overarching process.

Project Life Cycle

Figure-1. Project Life Cycle

A. Feasibility Phase
Owners Statement

Mr. Rahman is the project land owner. He assigns to develop the land to build modern 10
storied building to ADEPT Consultants Ltd. His total land area 5 katha (3600 sft) in Bashundhara
R/A, Dhaka. Hi gave the power of attorney to build and sell 50% flat to others by deed of
agreement to ADEPT Consultants Ltd.

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Establishment of general requirement

He demanded to ADEPT Consultants Ltd. For the modern fittings (tiles, sanitary, electric wares,
grill-thai-glass, Lift etc.) and construction materials as per BNBC standard. He also demands
aesthetic looks of the building.

Feasibility studies

Plot # 15/A-15/B, road # 07, Bashundhara R/A, Dhaka-1229 is the project address. This poli is
rectangular shape besides 25 feet (south) and 80 feet (east) road. It is also situated at Purbachal
300 feet road which is connect to Asian highway and demanding Purbachal modern city in
future. Evercare Hospital, Playpen School, Sunny Dell School also situated within 1.5km
distance. So, it is a highly demanding and profitable project to the ADEPT Consultants ltd.

B. Design Phase
Detail requirement

1. RAJUK approval design

2. Structure design
3. Electrical design & layout
4. Plumbing design & layout

Conceptual design

Figure-2: Plot Map

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Figure-3: Project’s Perspective View

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Preliminary Design

Figure-4: Architectural Floor Plan-01

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-

Figure-5: Architectural Floor Plan-02

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Detail design

Figure-6 : Structural Design For Beam Layout

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 C. Construction Phase
Assign construction

Reputable contractor was assigned to construct the building who had moreover 15 years’
experience in high-rise building constructions.

Procurement

In this project, as per BNBC standard materials were used to build.

Steel = 80 Ton (yield stress =60000 psi)
Concrete = 12000 cft (Compressive strength =3500 psi and 4000 psi
Fine aggregates = 2.5 F.M
Coarse aggregate = 20 mm sizes stone chips
Cement = 6000 bags (Scan, Bashundhara, Fresh) as ordinary Portland cement
Ties = porcelain and homogenous in total 35000 sft.
Cable = 120 coil (BRB, BBS)
Glass & thai = 6500 sft
MS Grill = 7000 sft
Generator = 50 KVA( Korean)
Lift = 8 person capacity (Korean)
Transformer = 200 KVA(Energy Pac)

Onsite planning

As per schedule date, this project was started and executed on time.

Execution

This project was executed by team work and assigns 10years experience engineering team
besides highly experienced working assistants from start to end time.

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 D. Post Construction Phase
Testing & operation

Each construction period, steel, concrete was tested and monitored quality by experienced
engineers and during casting period, our operation team was stand by for quality assurance.

Maintenance

After handover, 12months service free was offered if any problem find out.

Project Participant
There are several project participants involved during the life-cycle of a construction project
and all of them have influence on the success of the project. The contractor has to interact with
all the participants at one time or another within the above-noted stages of a project. On a
typical office building project, the number of participants can well exceed one hundred. The
main categories of participants are

• Owners / Users

• Designers/Consultants including sub-consultants

• Constructors (General Contractors or Construction Managers)

• Subcontractors including sub-subcontractors

• Material and product suppliers

• Governmental/Regulatory/Inspection agencies

Construction Project Organization

Figure-7: Typical Construction Project organization

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The organization of a construction project varies greatly based on both the size of the project
and the setup of the construction company responsible for its execution. Generally, a
construction project’s organization is comprised of separate company office and field
management components that complement each other (Figure 3). The company office
component was responsible for pre-construction functions including planning, estimating,
bidding, scheduling, contract negotiations, etc., as well as overall project management
functions during the project execution including project controls, payment requisitions,
material procurement, etc. The field component was mainly responsible for managing on-site
construction activities and interacting with subcontractors, suppliers, owner’s and designer’s
representatives.

Project Start-up and Mobilization

After a project is awarded to the contractor and the notice to proceed is received, the initial
measures and procedures that are followed have a profound effect on the success of the
project. Before work begins on a new project, the first step is to devise a project start-up
strategy. The organization and preparation of this project strategy is referred to as “pre-job
planning.” Depending upon the scope and complexity of the project, pre-job planning was
involved a number of factors and variables as well as a number of key people who have been or
was associated with the project. Following are typical actions that helped define the overall
project start-up strategy.

• Review estimate and schedule prepared during project bid or negotiation

• Administrative requirements of the project

• Project organization setup

• Logistics and special requirements

• Equipment and supportive requirements

• Labor relations and union issues

• Subcontractor negotiation and purchasing (job buyout)

• Procurement of critical materials

• Safety requirements

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• Protection against fire, theft and vandalism

• Equal employment opportunity

• Environmental considerations

• Insurance requirement

• Internal progress reporting requirements

• External progress reporting requirements

• Internal cost control reporting requirements

• External cost control reporting requirements

• Subcontractor meetings

• Pre-job meeting with owner

Pre-job planning leads to project mobilization which includes activities that precede the actual
start of construction. It involves the organization and mobilization of the contractor’s resources,
bringing and setting up equipment at the project site, and erecting temporary facilities such as
offices, site utilities, storage, etc. Representatives of the project team had made a pre-
mobilization visit to the site. However, the owner’s permission, in writing, it is obtained before
any company equipment, facilities or personnel occupy the site. The following are the major
actions that is taken to complete the project mobilization:

• All standard project insurances shall be in force before any company equipment, facilities or
personnel occupy the site.

• A project site survey, photographic or video, shall be completed prior to setting up any
equipment or beginning any work.

• A site utilization plan, including field office location, planned access, material storage,
fueling and/or chemical storage areas and subcontractor storage, etc., should be completed.

• Appropriate signage and barricades shall be planned and obtained prior to mobilization.

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• The project team shall obtain a job site mailing address and inform the home office of this
item mobilization.

• All required permits and/or licenses shall be obtained and verified by the project
superintendent prior to starting any work activities.

• All testing requirements should be discussed with the testing laboratory.

• Other areas that may need attention include: security and fencing, traffic, locating and
marking underground services, noise and dust prevention requirements, temporary utilities,
overhead electrical lines, etc.

• Once the project has been mobilized, access shall be restricted to approved construction
traffic vehicles and personnel.

Pre-Construction Meeting
As part of effective construction project management practices, a pre-construction conference
was held after the project is mostly mobilized and before construction operations start. This
meeting was generally co-chaired by the owner/designer’s representative and contractor’s
project manager. The purpose of this meeting was to establish project ground rules to make
sure that each project team member understands the administrative requirements of the
project and agrees to a communication/reporting system. The typical agenda for such meetings
includes:

• Identification of key personnel of all parties

• List of subcontractors and sub-subcontractors

• Plans for site meetings

• Correspondence hierarchy and procedure

• Notice to proceed and building permit

• Construction schedule

• Schedule of values

• Application for payment process

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• Payroll or pay rates certification procedures

• Shop drawings procedure

• Field decisions and change order procedure

• Progress photographs

• Coordination drawings

• Clerk of the works / resident representative / site inspector

• Maintenance of record documents

• Site and building security

• Safety and first-aid procedures

• Temporary enclosure and heating during construction

• Performance bond and labor and materials payment bond

• Certificates of insurance including liability, property, etc.

• Equal opportunity requirements or other similar requirements

Project Documentation
A typical construction project has several types of documentation that are required to be
maintained. The purpose of project documentation was to record information of the project
that could assist with the management of the project. Documents need to be in legal format,
factual and consistent so that comparisons can be made to previous reports. Major types of
project documents include:

• Daily logs

• Progress reports

• Testing reports

• Photographs

• Accident reporting

• As-built drawings

• Submittals and transmittals

• Requests For Information (RFI)

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• Telephone calls and letters

• Construction field office files containing correspondence, job drawings, shop drawings,
payment applications, samples, etc.

Project Closeout
Finishing a project very often proves to be harder than starting it. If a project team does not
recognize this problem and develop a realistic completion plan, it can create a very unhappy
ending to an otherwise successful project. It is extremely important to a company’s reputation
to be able to “finish” a project rather than “wear it out.” Successful firms had established
detailed procedures to manage this process as effectively as they manage the other phases of a
project. Following are the key actions to facilitate a successful project close out that was taken
by our concerned team:

• Prepare a standardized checklist of closeout steps and tasks

• Procedures to closeout subcontracts and purchase agreements by reconciling change

orders, back charges, retainages, lien releases and final payments

• Procedures to purge and preserve the project records and files

• Procedures to close project cost accounts when final payment is received and the project is
complete

• Establish warranty item accounts for work after “completion.”

• Coordinate equipment and facilities training sessions with owner’s facilities personnel.

• Deliver as-built drawings, operations and maintenance manuals and warranties to owner.

• Systematically demobilize project staff and facilities

• Compile project records for transfer to home office

• Perform pre-punch list, punch list and final inspections with owner’s representative

• Prepare keying schedules

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• Provide certificates of code compliance

• Lien waivers and consent of surety for final payment

• Submit request for final payment

Key Functions of Construction Project Management

This section presents key functions of construction project management. As discussed for
successful construction projects, cost and time are the two most critical attributes. Figure 8
presents the construction project management cycle with functions related to time and cost
attributes. As shown in the figure, the construction project management cycle includes project
planning and project controls as the two main phases. In addition, the development of project
control formats and historical records are the two supporting phases of construction project
management

Figure -8. Construction Project Management Cycle with Emphasis on Time and Cost Functions
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Cost Estimation
This project cost was estimated around 5.00 crore

Project Scheduling
This project was 30 months after approval from RAJUK

This project was started June 01’2018 and ended December 31’ 2021.

Project Controls
This project directly controlled by Adept Consultants Ltd. Office by official rules and
regulations.

Limitations
From the starting date we were performed very well but at the mid time of the project construction,
Covid’19 affected the project and delayed. As a result, we suffered too much. During the construction
period, we faced huge limitations as well as crisis of the materials price was rising up. Some limitations is
mention as bellow which was interfere during project implementations as

 Flat sell amount reduced as huge

 Financial crisis was created due to pandemic situations
 Constructions work was delayed due to pandemic situations
 Labor and materials rate was increased due to world economic disabilities.
 As per RAJUK rules had to follow during constructions
 Electricity crisis that means load shedding created problem.
 Financial support did not come from client as timely.

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