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3d_03_apartment

2010-02-24T01:55:00.001+05:30

3d_03_apartment
Originally uploaded by rajnish0305

conceptual 3d massing for a mix use development

Flickr

2010-02-24T01:45:00.001+05:30

This is a test post from , a fancy photo sharing thing.

What is EVA based Construction Management System ? Why all organizations involved in project delivery shall adopt EVA system ?

2010-02-16T19:33:00.004+05:30

Earned Value Analysis (EVA) is an industry standard method of measuring a project's progress at any given point in time, forecasting its completion date and final cost, and analyzing variances in the schedule and budget as the project proceeds. It compares the planned amount of work with what has actually been completed, to determine if the cost, schedule, and work accomplished are progressing in accordance with the plan. As work is completed, it is considered "earned". This is a performance-based acquisition management system, to measure achievement of the cost, schedule and performance goals."

EVA is a snapshot in time, which can be used as a management tool as an early warning system to detect deficient or endangered progress. It ensures a clear definition of work prior to beginning that work. It provides an objective measure of accomplishments, and an early and accurate picture of the contract status. It can be as simple as tracking an elemental cost estimate breakdown as a design progresses from concept through to 100% construction documents, or it can be calculated and tracked using a series of mathematical formulae (see below).In either case, it provides a basis for course correction. It answers two key questions:

1)At the end of the project, is it likely that the cost will be less than, equal to
or greater than the original estimate?

2) Will the project likely be completed on time?

Work Breakdown Structure (WBS)

EVA works most effectively when it is compartmentalized, i.e. when the project is broken down into an organized Work Breakdown Structure, or WBS. The WBS is used as the basic building block for the planning of the project. It is a product-oriented division of project tasks that ensures the entire Scope of Work is captured and allows for the integration of technical, schedule, and cost information. It breaks down all the work scope into appropriate elements for planning, budgeting, scheduling, cost accounting, work authorization, progress measuring, and management control. The two most common WBS systems are the Construction Specifications Institute (CSI) format, and the Uniformat. Often at the preliminary stages of design the Uniformat lends a better understanding of the cost centers, and at final bid level of documents often the CSI format is used. The indirect costs of design, oversight, and management must be included in the WBS to reflect the full budget.

Calculating Earned Value

Earned Value Management measures progress against a baseline. It involves calculating three
key values for each activity in the WBS:
1)The Planned Value (PV), (formerly known as the budgeted cost of work scheduled or BCWS)—that portion of the approved cost estimate planned to be spent on the given activity during a given period.

2)The Actual Cost (AC), (formerly known as the actual cost of work performed or ACWP)—the total of the costs incurred in accomplishing work on the activity in a given period. This Actual Cost must correspond to whatever was budgeted for the Planned Value and the Earned Value (e.g. all labor, material, equipment ,and indirect costs).

3. The Earned Value (EV), (formerly known as the budget cost of work performed or BCWP)—the value of work actually completed.
These three values are combined to determine at that point in time whether or not work is being accomplished as planned. The most commonly used measures are the cost variance:

Cost Variance (CV) = EV - AC
and the schedule variance: Schedule Variance (SV) = EV - PV

These two values can be converted to efficiency indicators to reflect the cost and schedule performance of the project. The most commonly used cost-efficiency indicator is the cost performance index (CPI). It is calculated thus: CPI = EV / AC The sum of all individual EV budgets divided by the sum of all individual
AC's is known as the cumulative CPI, and is generally used to forecast the cost to complete a project.The schedule performance index (SPI), calculated thus: SPI = EV / PV is often used with the CPI to forecast overall project completion estimates.A negative schedule variance (SV) calculated at a given point in time means the project is behind schedule, while a negative cost variance (CV) means the project is over budget.

Earned Value Management System .

A list of guidelines is provided which covers areas such as planning, scheduling & budgeting; accounting issues; management reports, and so forth .

But the basics of any EVMS are:
1.A methodical, organized thorough, and complete WBS
2. A baseline schedule
3. A baseline budget, organized into control accounts
4. Measurement of the work by control account (e.g. Rs / units in place, man-hours, etc.)

Scheduling the authorized work is not much different in any large construction project—it is a necessary activity for the success of the project. However in an EVMS the schedule will integrate all of the technical, cost, and schedule aspects of the work, resulting in the expected sequence of work. Interdependencies are established that result in the total work time and reveal the critical path, which is also the shortest project duration. Within each task it is then necessary to identify objective interim measures to allow for accurate performance assessment each month. A sufficient number of these interim measures will be defined after the detailed schedule is established to ensure the performance is measured as accurately as possible.

A time-phased budget baseline, at the control account level, must also be established and maintained. The assignment of budgets to work activities or tasks results in a plan against which actual performance can be measured. This is referred to as the performance measurement baseline (PMB), and it should be established as early as possible after notice to proceed has been issued. The PMB includes direct hours/Rupees , direct material rupees, equipment and any other direct costs, and any indirect costs for the agreed scope. The indirect costs associated with design, oversight, and management must also be included. Deliverables shall be 1)Budget, earned value, and actual costs (reconcilable with accounting system) 2)Cost Variance (CV) 3)Schedule Variance (SV) 4)Variance at Completion (VAR) 5)A variance analysis narrative (root causes, impacts at completion, and management actions)

Tools :There are several software packages available which will prepare an earned value analysis, as follows:
Schedule maker ,adept tracker , msproject , Primavera.

BY : Rajnish Mishra

( Lead Consultant )

Architecture Engineering Interiors pmc coach

Regd. Off : 28 d Navyug ,F block ,Vikaspuri ,New Delhi ,India

Corp. Office : 14/1 ,DLF City , Phase -3 , Gurgaon

web site : http://tpsarchitect.uuuq.com

email : tpsarchitect@yahoo.co.in Mobile : 91-9891390478

aspects to be focused at and action to be taken for maximum value to project delivery process

2009-06-16T20:59:00.003+05:30

Delay in Construction Projects and Its Consequences

2008-12-23T12:27:00.001+05:30

Delay in Construction Projects and Its Consequences
INTRODUCTION
Construction activities in any society consume a great chunk of its resources and in turn create greater magnitudes of resources. It can be looked upon as Infra-structure activity of any civilization. Parties beginning with friendly relations are at each other’s neck and the mood often is to demand “Pound of Flesh”. This leads to “Differences and Disputes”.
SOURCES OF ELEMENTS OF DISPUTES:
The problems posing disputes are related to the following areas.
• 1.Changes include Additions, Alterations, Variations, Deletions.
• 2.Delays and suspension.
• 3.Different Site conditions.
• 4.Unjust enrichment by owners.
From the above sources the delay and suspension is the major or can be called as critical reason for dispute. The paper helps to analyze types of delay its consequences etc.

DELAYS
Owners and contractors have one common objective: To complete the project in Time and within Budget. It is failure of this objective of Time which leads to failure of Budget and ultimately gives rises to Disputes. “Time” is indicated invariably as of essence to the contract. There are circumstances compelling extension of time which is granted but Time does mean money. It is when the question of money as compensation comes up, there come up several disputes. Often owners pre-estimate their delay losses and name a sum recoverable from the contractor to meet Delay Damages. This provision is called “Liquidated Damages” for delay. Contractors do not find any such clause on Damages. This provision is called “Liquidated Damages” for delay. Contractors do not find any such clause on their side and are made to dispute for their claims. Delays could be caused by one or more of the following agencies.

• 1.Owners and his team-mates.
• 2.Contractor and his team-mates.
• 3.Nature, i.e. Cause of force majeure type.

However for the subject of this study, it will be proper to restrict our inquiry to the two agencies who are parties to the contract viz. the owner and the contractor. Between these two, delay can occur due to various causes such as,

• 1.Defects in documents/design/decision.
• 2.Incompetence of parties to cope up with the changes.
• 3.Differing site conditions.
• 4.Attitude of any one or both the parties. On types of Delay, we have the following types. a)Excusable and non excusable delay.
• b)Critical and non critical delay.
• c)Concurrent delay.
EXCUSABLE AND NON EXCUSABLE DELAY
Contract lays doom areas of obligations. Failures to meet obligations, give rise to the other party to excuse or not to excuse the delay. The consideration to excuse would be,
• 1.Non foreseeable situation.
• 2.Non critical in impact.
• 3.Concurrent with party’s delay. In general the most common
• Non Excusable delays are caused due to following causes,
• 1.Ordinary and foreseeable weather conditions.
• 2.A subcontractor’s delays.
• 3.The contractor’s failure to adequately manage and coordinate the project site.
• 4.The contractor’s financing problems.
• 5.The contractor’s failure to mobilize quickly enough.
• 6.Delay by the contractor in obtaining materials.
• 7.Poor workmanship.
Executable Delays
could be as follows :
• 1.Labour disputes.
• 2.Fire.
• 3.Unusual delay in deliveries.
• 4.Unavoidable delays.
• 5.Compensable delays.
• 6.Unforeseen delays in transportation.
• 7.“Other causes beyond the contractor’s control”.
CRITICAL AND NON CRITICAL DELAYS
There could be delay in some part of total performance stipulated as contract obligation. However all delays which may not upset total Time frame of the contract and may not be of critical nature. However, there are delays may be small but go to upset the time frame and could be designated as critical.
CONCURRENT DELAYS
While one party undergoes a phase of delay of its own making, the other party too is delayed not because of delay on other side but due to its own deficiencies, such delay is of concurrent nature and is excusable. Thus a Non critical, Concurrent delay is Excusable and therefore what gives rise to claim for damages is Critical, Non Excusable, Non Concurrent delay.
NON EXCUSABLE DELAYS: BY CONTRACTOR
• 1.Lack of competence and skill for the job.
• 2.Inadequate deployment of labour-force.
• 3.Insufficient financial resources.
• 4.Failure to supply proper equipment.
5.Bad workmanship-removal and replacement delays.
BY OWNER
• 1.Non-handing over of site and/ or Access.
• 2.Non-supply of facilities promised in contract.
• 3.Non-supply of promised materials.
• 4.Improper of Inadequate Drawings.
• 5.Failure to make Timely-payments.

List of Compensable delay include:

• The owner’s failure to coordinate multiple prime contractors.
• 2.The owner’s failure to provide adequate access to the project.
• 3.The owner’s failure to provide the right of way.
• 4.Suspension of the contractor’s performance.
• 5.Change orders issued by the owner.
• 6.Any interference by the owner with the contractor’s performance.
• 7.Delays caused by a third party under the control of the owner, such as the Architect or the Engineer.

If Time is really spent on project it has to be converted in money.
FOR OWNER:
• 1.Delay in use of project.
• 2.Locked up capital.
• 3.Escalation in subsequent investment.

FOR CONTRACTOR:
• 1.Delay in getting profit.
• 2.Idling of resources-men, money, machines.
• 3.Acceleration losses.
• 4.Productivity loss due to uncontracted work-period.
CONCLUSION:
A lack of proper homework and input delays the project thereby making loss to the society. Proper inputs and homework are necessary before implementing projects. The owners as well as the contractor should have good knowledge of the law prevailing in the society to avoid any disputes due to delays in project

Sequence management in project delivery

2008-11-25T23:54:00.001+05:30

Safety issues in Construction and Remodeling

2008-11-17T22:56:00.001+05:30

Poorly constructed scaffolding is the most frequently cited violation of construction and remodeling.
.
Most common scaffolding violations cited at job sites included:
· Not having the scaffold deck fully floored
· Not having the scaffold level or capable of supporting its designated load with the proper use of screw jacks, footings, etc.
· Not providing safe access for each scaffold
· Not providing proper fall, or falling object, protection — guardrails, midrails, toe boards, screens and debris netting
· Not having scaffold components approved by a competent person on the job site
· Not having the scaffold inspected daily
· Coble also said access should be provided by fixed ladders.
The other 25 most important standards for construction and remodeling shall be :-,
2. Fall ProtectionWhile fall protection is required so that employees will not fall more than six feet
3. LaddersFall protection for fixed ladders is provided so that employees will not fall more than 24 feet and that portable ladders must extend at least three feet above the point of support.
, ladder users be trained to maximize safety at the job site.
4. Electrical Wiring MethodsCommon violations cited :
o Not protecting all light bulbs from damage by using a cage, protection screen, etc.
o Not protecting flexible cords from damage
o Not covering all knockout holes
o Not covering all circuit breaker holes
o Running cords through walls, ceilings and floors

5. Stairways Temporary stairways that were not built to specification were often cited. These specs include:
o Stairs must be installed between 30- and 50-degrees.
o The rise and tread width must be uniform.
o Stairs with four or more risers or rising above 30 inches must have stair rails.

6. General Safety and Health ProvisionsTo meet this employees must be trained to work safely, use proper tools, store tools safely and have tools guards on power tools.
7. Fall Protection Systems Comprehensive fall protection systems, where applicable, should be in place to avoid citations. Proper systems, such as roof anchorages, only added about $200 to the cost of a house but saved much more than that in workers compensation.
Fall protection systems include:
o Guard rails with midrails and toeboards
o Safety net systems no more than 30 feet below the working level
o Safety net systems inspected weekly
o Fall arrest anchorages that support 5,000 pounds per employee
o Controlled access zones at least six feet from the edge

8. Electrical Wiring Design and Protection All handheld tools to be grounded or double-insulated. Ground fault circuit interrupters (GFI) or an assured equipment grounding conductor program should be in use to avoid citations and injury.
Inspectors looked for overhead open conductors that were not installed at the proper height —10 feet above grade for job sites in general, 12 feet above grade for vehicular traffic, 15 feet above grade for truck traffic and 18 feet above public streets.
9. Head Protection Hardhats are required where there is a danger of falling objects, impact or electrical shock and that hardhats should meet manufacturers’ requirements or ANSI Z89 standards
10. Hazard CommunicationJob sites where hazardous chemicals were present and a written hazard communication plan was not developed or the chemicals were not properly labeled or marked with a warning.
11. Aerial LiftsAmong the more common violations for aerial lifts were:
o Lifts being used by unauthorized or not properly trained personnel
o A lack of body belts or lanyards to keep the employee on the basket floor so he would not be thrown
o Not using the lifts according to the manufacturers’ recommendations

12. General Electrical RequirementsAmong the general requirements often cited were:
o Electrical equipment not meeting the proper NEMA rating
o Electrical equipment not protected from damage
o Unapproved gang boxes
o Spliced flexible cords or cords that are not of continuous length
o Circuit breakers that are not properly labeled

13. Fall Protection Training Fall protection systems should be reinforced with fall protection training if citations are to be avoided.
14. ScaffoldsIn addition to the proper placement and use of scaffolds, Scaffold citations to be given by safety supervisors , if the scaffold was not built according to the standard norms.
15. Housekeeping Job sites littered with garbage, debris and scraps were subject to citations. Debris should be removed on a regular basis and that forms and scrap lumber should be free of protruding nails.
16. Construction Training and EducationNot only should employees be trained to recognize and avoid hazards, They should be trained to work in confined or enclosed spaces, to work with caustics and other harmful substances and to avoid harmful plants and animals.
17. Concrete and Masonry ConstructionTo avoid citations:
o Reinforcing steel and rebar should have proper impalement protection.
o Only qualified employees should perform post tensioning.
o Riding in concrete buckets is forbidden.

18. Scaffold TrainingCitations are often given when people who work on scaffolds are not trained in how to use scaffolds or recognize hazards. Retraining is conducted when deficiencies are found in the original training program.
19. Eye and Face ProtectionTo avoid citations, eye and face protection must meet — and be properly marked that it meets — ANSI Z87.1 standards.
20. Fire ProtectionAmong the requirements for fire protection required at the job site are:
o Fire fighting equipment must be conspicuously located.
o Fire fighting equipment must be periodically inspected.
o A fire alarm should be provided.

21. Woodworking ToolsTwo safety requirements regarding woodworking tools are that:
o Saws and sanders are properly guarded.
o Each saw and sander must have an anti-start device to protect workers from accidents when power is interrupted.

22. Excavations Excavations and trenches should be properly supported and inspected weekly and that an approved ramp or ladder should be located at least 25 feet from each employee in the trench or excavation.
23. Potential lead-containing materials needed to be inspected before exposure and that if exposure exceeded the OSHA permissible exposure limit (PEL), controls would have to be implemented.
24. For Gas Welding and Cutting oxygen and fuel gas cylinders should be separated in storage by 20 feet or by a five-foot high wall that meets OSHA specifications and standards. He also said the equipment should be used by properly trained personnel.
25. Fall Protection in Steel ErectionSpecific fall protection requirements must be met regarding steel erection. These include:
o Each employee engaged in steel erection must be protected from falling more than 15 feet.
o Connectors must be provided from falling more than 30 feet or two stories, whichever is less.
o A controlled decking zone must be established.

Commmercial tower

2008-11-14T19:45:00.001+05:30

Housing Project Development phases

2008-11-02T22:56:00.000+05:30

Housing Project Development phases
The housing project development process can be divided into the following broad phases:
1. Project initiation and validation phase - Conceiving the development idea or concept and initiating the project, including gaining control of a site that suits the idea
2. Pre-design feasibility or development appraisal phase - Preliminary studies are conducted to determine if the idea is viable, and whether to proceed
3. Pre-contract detail design development and technical documentation phase - Extending the appointment of professionals for further work stages, refining and finalising designs, conducting cost estimates and feasibility studies, preparing technical documentation, obtaining municipal approval to start building, initiating marketing (if applicable), and securing funding
4. Construction procurement or tender phase – Deciding on tender and contracting strategies and options, calling for proposals or tenders, adjudicating tenders, and awarding and signing construction contracts
5. Implementation or post-contract construction phase - Managing the actual construction process from site handover to the contractor(s) to taking on the completed units, and closing out the process financially and administratively

Why is good construction management practice important?

Good construction management practice is essential in maintaining efficiency, cost-effectiveness and control on projects. This, in turn, helps to maintain and protect projected profits, long-term financial viability, integrity, good reputation and good customer relations. Effective construction management, therefore, is an essential tool in ensuring the sustainability of the construction entity, together with marketing and adequate capitalisation. Other reasons for practising good construction management include the following:
Ensuring the most efficient and effective use of scarce and costly resources such as money, people’s time, materials and equipment in producing affordable housing to people with low income
Maintaining high standards of quality and workmanship to ensure that beneficiaries live in pleasant and well-functioning buildings; and managing entities enjoy low-maintenance requirements and expenses for the ultimate benefit of paying occupants
Maintaining high standards of health and safety on building sites
Setting an example and being a role model for aspiring entrepreneurs and development organisations in the community
Building a reputation for dependable service (on time, within budget, and of good quality) with clients, communities and funding agencies
Building trust and good relations with suppliers, subcontractors, professionals, and support organisations, which leads to smoother running of projects with fewer problems, delays and disputes
• • • • • •

How should the entity behave when acting as a "main contractor"?

Where an entity acts as developer only, it will normally employ professional consultants and a main contractor to do the design and construction work respectively. In this case, design risk and accountability rest with the design team, while construction risk lies with the main contractor.
Acting as both developer and main contractor often places an entity in a position in which it is important to draw a clear line between the two responsibilities, and to organise its operational structure or project in such a way that accountability resides where it appropriately belongs. This could mean, for instance, that the external design team reports to those members or employees within the entity that are responsible for managing the development process, and that construction-related activities and resources (subcontractors, suppliers and labour) are managed by other members or employees of the entity responsible for managing the construction process.
Establishing and maintaining differentiated functions and accountabilities becomes difficult where some or all of the same people from the organisation are involved in both functions (as is often the case). It is advisable to draw up function charts and organograms before starting a building project, so that staff who fulfil dual or multiple roles can clearly differentiate between the actions required for management of the development process on the one hand, and management of the construction process, on the other.
Acting as a main contractor only requires an entity to focus on the management of construction process. This also requires an operational structure to be in place, in order to clarify the roles and responsibilities of each of the members or employees.

What is construction?
Construction can be seen as the conversion of "raw" resource inputs into defined functioning outputs, by means of a managed process.
More specifically, construction is the use by a contractor of supervised labour, and appropriate plant, equipment and other constructional aids, to process and assemble materials and components on site (sometimes partly off site), according to design and specifications, into a completed functioning building.
What are the main objectives of a construction project?
The main objectives of each construction project (based on the principles of project management) are to erect the building or facility in accordance with the design and specifications, with the most effective use of resources and control of risk, and to complete it:
within the budget (allowable cost)
on time (within the specified and agreed contract period or legitimate extensions thereof)
to an acceptable and agreed standard of quality and workmanship
The above are the "technical" objectives of a project. There are usually other "softer" objectives as well, such as achieving buy-in through participation, capacity building, skills transfer, and promoting job creation and local economic development.
What does a main contractor do?
Acting as the main contractor on a building project involves the following:
Interpreting the project drawings, specifications, tender and contract documents, in order to fully understand the project requirements, risks, and legal and physical conditions under which it will have to be carried out
Using the above interpretation to:
estimate the likely cost (for tendering, budgeting and cost-control purposes)
determine and allocate resources to the different phases of the work
plan a functional site layout (placing of material stockpiles, storage, administration and service facilities, securing entrances and ensuring efficient movement of vehicles)
plan and schedule the execution of the work, establish quality control measures, and determine own working capital and cash-flow requirements for the work to be done

SHORT CLIENT .BRIEF TO ARCHITECT FOR HOUSE PLANNING

2008-11-02T22:33:00.004+05:30

__________________________ PHONE: _______________ EMAIL:
________________
1. I/ we plan to build a custom home ___ for myself /ourselves, or ___ speculatively.
2. I plan to build on a flat ___,
sloping ___, or irregular ___, site. (check one)
3. (check one) ___ I do not have a site purchased. Please design a Dream Home for me per the specifications outlined herein. ___ I have purchased a lot. [Please include site survey, setbacks, height restrictions, and all applicable code or jurisdictional information.]
4. I will be building in a deed-restricted community. (yes/ no) [If yes, ply
complete architectural design standards and covenants.]
5. I will/will not be using an interior designer.
6. The site vegetation and topography can be described as follows Send ographical map and tree survey if site purchased.]
7. The surrounding area and immediate lots to left and right and across the street are described as follows: [Supply photographs as deemed necessary.]
8. My approximate budget per square foot of conditioned space (measured to outside of bearing wall) is approximately $____/ SF, or
maximum budget of $_________ for house construction alone.
NOTE: Architect cannot be held liable for cost of house exceeding Client
budget. Client must check with Realtors or builders in his or her area to arrive at projected costs per style of house, budget, and location.
9. The style of home I would like can best be described as:
10. I like/ do not like symmetry in my plans or elevations. (circle one and describe) ________ SF.
12. The total number of bedrooms is ____. The total number of baths is ____. I wish to have the following rooms (circle Y for yes or N for no), with approximate sizes indicated in length and width and a short description of each.: Y/N. Formal Living 3 Y/N. Formal Dining _
/N. Family Room Y/N. Library/ Den Describe all other rooms
(bedrooms, garages, storage, exercise, guest, etc.) desired with approximate size and description of each: (add pages if necessary)

13. I prefer a formal/ informal plan. (circle one)
14. I would like the following rooms arranged on the first level and the emainder upstairs
15. The following spaces must be placed close to each other
16. I do/ do not wish to have step-downs or level changes, or only in the
following areas. (explain)
17. The following activities will take place outside: (example: pool, decks,
gazebos, boat dock, tennis, etc.)
18. I would like the following rooms/spaces oriented to specific views or placed per compass direction as follows:
19. The first floor height should be at least ___ ft., and not to exceed ___ ft. I want the second floor height to be at least ___ ft., and not to exceed ___ ft.
4
20. The driveway approach will be: (example: circular drive, inside load or setback side load drive, center approach, rear approach, etc.)
22. I would like the perimeter wall of the house to be constructed of ______________________ (example, wood and brick, block and
stucco, steel, rammed earth, etc.), and be approximately ____in. thick.
23. I want a full/ partial/ no basement. (circle one)
24. I like/ do not like irregular rooflines. (circle one)
25. The perimeter plan geometry should be: (check one) ___ Regular
(rectangular geometry with minimum wall projections (for easiest, most cost-effective build-out) ___ Medium Irregular plan with meandering exterior walls (moderate cost to build but may offer best views, orientation to natural features, topography, vegetation, sun
angle, etc.) ___ Complex (highly irregular plan with many angles and/or
curving walls inside and out, expensive to detail, finish out and construct)

________________________________________________________________
ADDITIONAL NOTES

Template format for Project status report

2008-10-31T13:33:00.000+05:30

Project managers need to communicate regularly with stakeholders to inform them of the current status of a project and to manage their expectations for a project. Problems may surface if these key people are not well informed of a project’s progress, particularly if shareholders have different expectations. In fact, the source of many project conflicts arise not because of actual problems, but because a customer or a stakeholder was surprised by a project’s outcome.
This project status report template shows one format you can use to effectively communicate a project’s status to clients, customers, and other stakeholders. The template contains the following fields:
• Project name: The name of the project.
• Period ending: The date range covered by the report.
• Project manager: The project manager assigned to the project.
• Business unit/customer: The client(s) who commissioned the project.
• Project description: A brief description (two or three lines) of the project to remind the reader the major purpose of the effort. This information can be reused in all subsequent reports.
• Overall status at a glance: This section allows the reader to quickly gauge the overall health of the project. The questions are worded so that all answers should be answered Yes for a project that has no problems. Any questions marked No will alert readers that they should look for more information about a problem.
• Explanation of items checked No: An explanation should accompany any status summary lines that were checked No.
• Significant accomplishments this period: A list of major accomplishments from the previous reporting period.
• Planned accomplishments next period: A list of major planned accomplishments for the next reporting period.
• Additional accomplishments or highlights not reflected above: Any items regarding the project that would be of interest to the reader but that were not mentioned previously.
• Attachments: Attach any report, log, or relative statistic that would be of interest to the reader. Examples of attachments are included in the template.

(Name of project) Project Status Report
Period ending:
Project manager:
Business unit/customer:
Project description:
Yes
No
Overall status at a glance
􀂉
􀂉
Will the project be completed on time?
􀂉
􀂉
Will the project be completed within budget?
􀂉
􀂉
Will the project deliverables be completed within acceptable quality levels?
􀂉
􀂉
Are scope change requests being managed successfully?
􀂉
􀂉
Are project issues being addressed successfully?
􀂉
􀂉
Are project risks being successfully mitigated?
􀂉
􀂉
Are all customer concerns being addressed successfully?
Explanation of items above checked No:
Significant accomplishments this period:
Planned accomplishments next period:
Additional comments or highlights not reflected above:

The Seven Most Common Errors in CPM Scheduling

2008-10-31T13:12:00.000+05:30

Critical Path Method (CPM) Scheduling is an invaluable tool to the construction industry. However, despite
more than 40 years of use, many seasoned professionals are still committing some common CPM errors,
errors that dilute the effectiveness of even the most carefully constructed CPM schedule.
1. Lack of buy-in by the project team.
Over the past five years, more owners and general contractors have incorporated CPM scheduling into
their construction project plans. However, their enthusiasm is not always matched by their project
team. Getting buy-in from other members of the project team such as the project manager, superintendent,
architect, and subcontractors, can sometimes prove difficult. Failure to get all parties on board
may result in a well-executed schedule that rarely gets used.
2. Personnel ill-equipped to create a CPM schedule.
CPM, when properly executed, is a sophisticated tool that can save a client considerable time and
money. However, oftentimes the contractor turns the scheduling over to an inexperienced team
member. This person may have some CPM software knowledge, but lacks the kind of seasoned
judgment that makes a plan work. The result is a schedule that contains flaws that can cause significant
problems.
3. Inadequate software for the job.
There are many CPM scheduling software packages available for purchase, some of which are
sophisticated and capable of handling multi-million dollar projects, and some of which are too simplistic
to be of use to anything but a small construction job. If your
construction project needs “serious” scheduling, such as a
$15 million school or a $50 million hospital, you need a
software package capable of delivering more comprehensive
reports and doing more complicated analyses. Choosing a
software package that is less than what is needed is a sure
way to cause scheduling problems.
4. Abuse of the scheduling software.
As the adage goes “garbage in, garbage out.” Someone who
knows how to manipulate scheduling software can wreak
havoc with a project’s successful completion. A CPM
scheduler can choose different technical options, such as
logic override, lead and lag calculations, or constrained dates
when working with the schedule. If the scheduler’s constrained
dates are artificial (chosen to create a certain result
on paper), then the CPM is useless. After all, its purpose is
to reflect realistic start and completion dates for the project’s
activities. Team members who rely on a manipulated
schedule to make decisions are misled, often with disastrous
and costly5. Inadequate incorporation of changes into the CPM schedule.
A CPM schedule is a dynamic tool. As changes are made to a construction project, the
CPM schedule must be accurately and continuously updated to reflect these changes.
Unfortunately, all too often the schedule administrator does not incorporate the changes,
or waits until the end of the job when it is too late. Regular monthly updates to the CPM
schedule, including current and proposed changes, helps ensure that the changes on
the project are correctly assessed and accommodated.
6. Lack of communication during the construction project.
It is not enough for the contractor to provide monthly updates of the CPM schedule and
to produce updated reports. If this information is not communicated to the project team,
or if the information is difficult to decipher, then the updates are useless. Oftentimes
numerous long and confusing computer reports are issued that eventually cease to be
read. One solution to information overload is a short (three- to four-page) written
management analysis report that summarizes all the CPM information—what has been
accomplished on the project, what still needs to be done, whether the project is on time
or behind schedule, and what the next critical activities are that need to be addressed.
With this kind of summary, team players are kept up-to-date with easy-to-digest and
understandable reports.
7. Failure to maintain a comprehensive schedule for claims prevention.
Over the years, the purpose of the CPM schedule has broadened from a planning and
scheduling tool to a way of protecting the project team in the event of a dispute. Used
this way, a CPM schedule can be likened to an insurance policy, because it provides a
record of a project’s construction history. This history can be invaluable when tracing
back the party responsible for a particular problem on a project. With a comprehensively
planned CPM and regular updates that contain all change orders, you have
produced a file of information that can help prevent costly claims.
Conclusion:
A CPM schedule is a vital tool for well-managed, timely, and cost-effective construction.
However, it is only as effective as it is used. Avoiding the seven errors listed here will go a
long way to ensuring a successful construction projec results.

Delay in Construction Projects and Its Consequences

2008-10-29T22:21:00.002+05:30

INTRODUCTION
Construction activities in any society consume a great chunk of its resources and in turn create greater magnitudes of resources. It can be looked upon as Infra-structure activity of any civilization. Parties beginning with friendly relations are at each other’s neck and the mood often is to demand “Pound of Flesh”. This leads to “Differences and Disputes”.
SOURCES OF ELEMENTS OF DISPUTES:
The problems posing disputes are related to the following areas. 1.

Changes include Additions, Alterations, Variations, Deletions. 2.

Delays and suspension. 3.

Different Site conditions. 4.

Unjust enrichment by owners. From the above sources the delay and suspension is the major or can be called as critical reason for dispute. The paper helps to analyze types of delay its consequences etc.
CONSTRUCTION AND CIVILISATION
Construction activities in any society consume a great chunk of its resources and in turn create greater magnitudes of resources. It can be looked upon as Infra-structure activity of any civilization. To-day we know of different civilizations through the degree of level of construction they managed- the pyramids, both of Egyptians and Incas, Athenes and Rome, have construction as the measuring rod of their achievements. Construction is in a way synonymous with Civilization. With growing commercialization of human activities, construction too came to be a major commercial activity. Stakes became high as technology advanced. Huge construction projects have become common. Large Roads and Rails systems are taken up. Almost all rivers are harnessed. All sources of energies are tapped. Huge urban centers have sprung up. Increasingly more and more people are getting engaged in construction and allied Industries all over the world.
STRAINS IN CONSTRUCTION INDUSTRY:
In such a giant industry, we have a lot of strains due to peculiarly irrational Risk-sharing arrangement coupled with its competitive character. Thus to-day, we have increasing disputes and differences arising out of contractual relations between contractors and owners whether owners are individual, firms or public. Construction contracts have very sensitive arrangement of weaving many different agencies to perform various obligations to execute the job as close to one conceived as possibl
Because of complexity of such interwoven responsibilities, superimposed by statutes, monitored by environmentalists, exposed to vagaries of nature and uncertainties of markets, it could be a miracle if any construction project can come out without getting greatly distorted on Time-money or concept scale. All distortions induce strains. Parties beginning with friendly relations are at each other’s neck and the mood often is to demand “Pound of Flesh”. This leads to “Differences and Disputes”. There is one more important observation. There is progressively stiff increase in cost money. Projects were delayed in past but over the delayed period money’s value remained steady so no big burden was felt. Now with cost of money becoming so high rising upwards, time has become a sensitive issue. The rate of inflation erodes the profit of Contractor and hence longer he has to stay, more sensitive he becomes to Time factor and gives up in end putting Delay-Damages Claims.
SOURCES OF ELEMENTS OF DISPUTES:
The problems posing disputes are related to the following areas.
•

Changes include Additions, Alterations, Variations, Deletions.
•

Delays and suspension.
•

Different Site conditions.
•

Unjust enrichment by owners.
DELAYS
Owners and contractors have one common objective: To complete the project in Time and within Budget. It is failure of this objective of Time which leads to failure of Budget and ultimately gives rises to Disputes. “Time” is indicated invariably as of essence to the contract. There are circumstances compelling extension of time which is granted but Time does mean money. It is when the question of money as compensation comes up, there come up several disputes. Often owners pre-estimate their delay losses and name a sum recoverable from the contractor to meet Delay Damages. This provision is called “Liquidated Damages” for delay. Contractors do not find any such clause on Damages. This provision is called “Liquidated Damages” for delay. Contractors do not find any such clause on their side and are made to dispute for their claims. Delays could be caused by one or more of the following agencies. 1.

Owners and his team-mates. 2.

Contractor and his team-mates. 3.

Nature, i.e. Cause of force majeure type. 4.

Society through some change in statutes, Byelaws etc. or through its impact of socio-political nature. However for the subject of this study, it will be proper to restrict our inquiry to the two agencies who are parties to the contract viz. the owner and the contractor. Between these two, delay can occur due to various causes such as,

1.

Defects in documents/design/decision. 2.

Incompetence of parties to cope up with the changes. 3.

Differing site conditions. 4.

Attitude of any one or both the parties. On types of Delay, we have the following types. a)

Excusable and non excusable delay. b)

Critical and non critical delay. c)

Concurrent delay.
EXCUSABLE AND NON EXCUSABLE DELAY
Contract lays doom areas of obligations. Failures to meet obligations, give rise to the other party to excuse or not to excuse the delay. The consideration to excuse would be, 1.

Non foreseeable situation. 2.

Non critical in impact. 3.

Concurrent with party’s delay. In general the most common
Non Excusable
delays are caused due to following causes, 1.

Ordinary and foreseeable weather conditions. 2.

A subcontractor’s delays. 3.

The contractor’s failure to adequately manage and coordinate the project site. 4.

The contractor’s financing problems. 5.

The contractor’s failure to mobilize quickly enough. 6.

Delay by the contractor in obtaining materials. 7.

Poor workmanship.
Executable Delays
could be as follows : 1.

Labour disputes. 2.

Fire. 3.

Unusual delay in deliveries. 4.

Unavoidable delays. 5.

Compensable delays. 6.

Unforeseen delays in transportation.
7.

“Other causes beyond the contractor’s control”.
CRITICAL AND NON CRITICAL DELAYS
There could be delay in some part of total performance stipulated as contract obligation. However all delays which may not upset total Time frame of the contract and may not be of critical nature. However, there are delays may be small but go to upset the time frame and could be designated as critical.
CONCURRENT DELAYS
While one party undergoes a phase of delay of its own making, the other party too is delayed not because of delay on other side but due to its own deficiencies, such delay is of concurrent nature and is excusable. Thus a Non critical, Concurrent delay is Excusable and therefore what gives rise to claim for damages is Critical, Non Excusable, Non Concurrent delay.
NON EXCUSABLE DELAYS: BY CONTRACTOR
1.

Lack of competence and skill for the job. 2.

Inadequate deployment of labour-force. 3.

Insufficient financial resources. 4.

Failure to supply proper equipment. 5.

Bad workmanship-removal and replacement delays.
BY OWNER
1.

Non-handing over of site and/ or Access. 2.

Non-supply of facilities promised in contract. 3.

Non-supply of promised materials. 4.

Improper of Inadequate Drawings. 5.

Failure to make Timely-payments.
List of Compensable delay include:
1.

EFFECT OF DELAYS:
The owner’s failure to coordinate multiple prime contractors. 2.

The owner’s failure to provide adequate access to the project. 3.

The owner’s failure to provide the right of way. 4.

Suspension of the contractor’s performance. 5.

Change orders issued by the owner. 6.

Any interference by the owner with the contractor’s performance. 7.

Delays caused by a third party under the control of the owner, such as the Architect or the Engineer. If Time is really spent on project it has to be converted in money.
FOR OWNER:
1.

Delay in use of project. 2.

Locked up capital. 3.

Escalation in subsequent investment.
FOR CONTRACTOR:
1.

Delay in getting profit. 2.

Idling of resources-men, money, machines. 3.

Acceleration losses. 4.

Productivity loss due to uncontracted work-period.
CONCLUSION:
A lack of proper homework and input delays the project thereby making loss to the society. Proper inputs and homework are necessary before implementing projects. The owners as well as the contractor should have good knowledge of the law prevailing in the society to avoid any disputes due to delays in project.

Mistakes to avoid when running a homebuilding company

2008-10-29T00:46:00.002+05:30

Most business articles tell you how to improve your business. Because we like to think we march to a different beat here at Professional Builder, we've decided to try a different angle and let you know what not to do.
We turned to experts such as Chuck Shinn, Scott Sedam, John Rymer and others for input; the list on the following pages represents merely a sampling of their recommendations (Believe us — they could go on!).
Attitude
1: Allowing the market to affect your company's character.
Industry expert Charlie Jenkins chalks up things such as poor decisions on land purchases and compromises on hiring decisions to a good-looking market. Once the market turns the other direction, however, everyone sings a different song. "There is no substitution for good business character," Jenkins says. "The ideals, standards and values that we base our company strategies on should make sense in a good market as well as a bad market."
Suppliers and Trades

2: Not having a purchase-order system.
No P.O. system means no agreement of trade cost or specific house information in advance. Do yourself a favor and get yourself organized.
3: Jobs not ready for trades.
If your jobs aren't ready for the trades, you're setting yourself up for a big problem. Try dry runs for trade contractors.
4: Paying trades too early.
Pay your trades too early and you may not get them to finish the job, which creates a need for punch-out people, says consultant Chuck Shinn — and that leaves you to pay for the work twice.
5: Leaving money on the table by pulling all suppliers and trades through the same cost-reduction knot-hole.
Scott Sedam, TrueNorth, recommends against a one-size-fits-all approach to cost-savings in the trades and suppliers department. You're "killing a loyal trade" with that tactic, he says.

6: Continually hammer suppliers and trades to rebid and cut margins.
You're better served working cooperatively to eliminate waste in product and process.
7: Not checking in on the purchasing department.
Although purchasing is usually great at negotiating the best price, Sedam says, it doesn't hurt to challenge your purchasing departments to show you documentation that they are not only negotiating for the best trades by those criteria but also for the best crews.
8: Holding on to your trades and suppliers out of comfort.
Says consultant Chuck Shinn: "[Builders are] wed too closely to current trades and vendors." Maybe it's time for a trial separation. We're not saying leave them all together, just give someone else a shot. Repeat after us: "There are no sacred cows."
Land
9: Too much land inventory.
Use the market recession to develop a land strategy.

10: Buying land outright.
When you buy land, have a due-diligence period and a take-down schedule.
11: Paying too much for the land.
Shinn recommends builders work backward from house sales price and keep land within market ratios of sales price.
Systems, Processes and Communication
12: Lack of systems and procedures.
Form a team and begin to create standard operating procedures for your company if you don't have them already. If your systems aren't documented, they don't exist.
13: Inefficient and ineffective systems and processes.
You may have systems and processes in place, but do they work? Shinn recommends analyzing, documenting and streamlining processes for maximum impact. Often you'll find a lot of duplicate efforts.
14: Lack of discipline.
Your policies and procedures are only good if they are being followed by everyone in the firm. Hold your employees accountable if they don't fulfill their responsibilities.
15: Poor integrated management process.
Each man may be an island but your departments shouldn't be. Urge your management team to get behind integrating the whole company. How? Implement management software; create a central repository for information, spreadsheets and reports; and stop duplicating work.
16: No strategic plan.
Do you know where you want your company to be in three to five years? Stay on course by developing a strategic plan. Shinn describes a good strategic plan as a written plan that helps guide decisions and actions; it should be reviewed and updated at least annually and should be used, not just put on a shelf or given to lenders.

17: Poor communication.
Nothing will tire your staff quicker than a lack of communication. Keep the lines of communication open both to and from the management level. You'd be surprised how responsive your employees will be if you keep them in the loop. Provide clear direction and they'll be yours forever.
18: Lack of staff training.
Would you want your next CEO to come straight out of high school? If you've dropped new staff orientation programs to save a buck, you might as well start recruiting your C-suite from the playground. You'll save money in the long run by retaining "perks" such as job training — both new-hire and continual education — as well as orientation and advancement opportunities.
Money
19: Not treating land and home building as separate profit centers.
The dynamics of land and home building are quite different, says Shinn. Too many firms "subsidize inefficient home-building operations with land appreciation." Land is a very liquid asset; don't dry up your cash reserves by keeping your land and home building operations in the same bucket.
20: Pricing homes on cost instead of the market.
Make sure you're doing your market research before you start building your million-dollar masterpieces. The local market will set the sales price of your homes, not the cost of the goods used. Direct construction costs, not profits, are the only variable in the pricing formula.
21: Never giving the level of attention to a new community startup that is given to sales, finance and production.
"There is more money bled out on the ground in the community start-up process — from signing a land contract to opening the first model for sales — than anywhere else in home building," Sedam says. If you're starting a new community, conduct a true value-stream analysis on your startup process and then create a sensible, streamlined process and thoroughly implement it.
Sales
22: Lack of good sales training.
Sales training hits to the heart of selling your homes. Take a good, hard look at your sales training: can your sales team demonstrate the home and its products? Are they asking the right questions? If the answer is no, then it's time to retrain your sales team.
23: You don't know your customer.
Do you know your customer or just think you do? If your entry-level options are appealing more to the empty-nester crowd, reconsider your customer profile and act accordingly. Sales expert and PB columnist John Rymer recommends paying close attention to your customers' wish lists. "Whatever the last three customers were asking for ... everyone [will] want."
24: An uncontrolled selection process.
If you've been sending customers to vendors or using allowances instead of baseline specifications, now is the time to stop. Shinn suggests taking control of the process by setting time frames, offering guidance and packing selections, thereby lessening the confusion for your customer.
25: Mismanaging HOA transitions.
Too many builders and developers with homeowner associations are notorious for mismanaging the transition to homeowner rule, says Stuart Teicher, senior vice president and general counsel of the Teicher Organization. The results can go behind the typical wear-and-tear fixes and turn into more catastrophic problems such as negative publicity from HOAs.
Build
26: No master schedule.
Don't leave your build schedules up to chance — or to your individual superintendents. Not having a master schedule will leave you with too many phone calls, no consistency and no way of notifying trades and suppliers of what's going on.

27: Inadequate construction planning.
Don't be in such a rush to reach the construction phase. Opening a community without finished plans and specifications or starting individual homes without complete information will lead to inaccurate purchase orders.
28: No internal inspections.
Are you conducting critical point inspections? You should be. Shinn advises three to five detailed internal inspections with the ultra-critical internal final inspection prior to the customer walk.
Design
29: Poor product design process.
This no-no is a first cousin to mistake No. 23: know your customer. Stop designing homes you want to live in and start designing homes your customers want. Our experts agree: you can't forget to include your estimators and production teams in the process; they'll know what you don't.
30: Inadequate construction drawings.
If your third-grader can read your construction drawings, you've got some work to do. Lack of details and no consistency leave a lot of room for error and interpretation, says Shinn. "Trades and supers haven't been asked for input on what they need, nor is there a scope of work for architects." Be kind and refine.

DELHI BUILDING BYE LAW RELATED TO FIRE

2008-10-29T00:25:00.000+05:30

6.2.4.1 Building Plans for Multi-storeyed / Special Buildings-For multi-storeyed build¬ings which are more than 15 m height and for special buildings like assembly, institutional, industrial, storage and hazardous occupancies, the following additional information shall be furnished/indicate in the Building ¬
a. Access to fire appliances/vehicles with details of vehicular turning circle and clear motorable access way around the building;
b. Size (width) of main and alternate staircases along with balcony approach, corridor, ventilated lobby approach;
c. Location and details of lift enclosures;
d. location and size of fire lift;
e. Smoke stop lobby/door where provided;
f. Refuse chutes; refuse chamber, service duct, and etc
g. vehicular parking space;
h. refuge area, if any;
i. Details of Building Services - air conditioning system with position or dampers, mechanical ventilation system, electrical services, boilers, gas pipes etc.;
j. details of exits including provision of ramps, etc. for hospitals and special risks;
k. location of generator, transformer, and switchgear room;
l. smoke exhauster system if any;
m. details of fire alarm system net work;
n. location of centralized control, connecting all fire alarm system, built-in fire protection arrangements and public address system, etc.;
o. location and dimension of static water storage tank and pump room;
p. location and details of fixed fire protection installations such as sprinklers, wet risers, hose reels, drenchers. CO2 installations etc.; and
q. location and details of first aid fire fighting equipments/installations.

6.2.9 (g) Approval from Chief Controller of Explosives, Nagpur and Chief Fire Officer, Delhi in case of Hazardous buildings.
7.5.2 (3) Clearance from Chief Fire Officer, Delhi
7.6.1 In the case of buildings identified in Bye-Law No. 6. 2.4.1 the work shall also be subject to the inspection of the Chief Fire Officer, Delhi Fire Service and the occupancy certificate shall be issued by the Authority only after the clearance from the Chief Fire Officer regarding the completion of the work from the fire protection point of view.

11. Means of Access
11.1 No building shall be erected so as to deprive any other building of the means of access.
11.2 Every person who erects a building shall not at any time erect or cause or permit to erect or re-erect any building, which in any way encroaches upon or diminishes the area set apart as means of access.
11.3 For buildings identified in Bye-law No. 6.2.4.1, the following provisions of means of access shall be ensured
a. The width of the main street on which the building abuts shall not be less than 9 meters,
b. A building shall abut on a street or streets or upon spaces directly connected from the street by a hard surface approach road, width of which is not less than 9 meters,
c. If there are any bends or curves on the approach road, a sufficient width shall be provided at the curve to enable the fire appliances to turn, the turning circle being atleast of 9.0 m radius,
d. The approach road to the building and open spaces on its all sides (See Bye-law No. 12.4) unto 6 m width and the layout for the same shall be done in consultation with Chief Fire Officer, Delhi Fire Service and the same shall be of hard surface capable of taking the weight of Fire engine, weighing unto 1(18 tones. The said open space shall be kept free of obstructions and shall be motorable,
e. Main entrances to the premises shall be of adequate width to allow easy access to the fire engine and in no case it shall measure less than 5 meters. The entrance gate shall fold back against the compound wall of the premises, thus leaving the exterior access way within the plot free for movement of fire service vehicles. If archway is provided over the main entrance the height of the archway shall not be at a height less than 4 m, and
f. For multi-storeyed group housing schemes on one plot, the approach road shall be 9 m in width and between individual buildings; there shall be a space of 6 m around.

12.4 (b) For buildings identified in 8ye-law No. 6.2.4.1 the provisions of exterior open spaces around the buildings shall be as given below:
S. No. Ht. of the building up to Exterior Open spaces to be
left our on all sides*
(front, rear and sides
in each plot)
1. 10 m 3m
2. 15 m 5m
3 18m 6m
4 21 m 7m
5 24 m 8m
6 27 m 9m
7 30 m 10 m
8 35 m 11 m
9 40 m 12 m
10 45 m 13 m
11 50 m 15 m
12 55 m and above 16 m

12.7
a. The maximum height of building shall not exceed 1.5 times the width of road abutting plus the front open spaces.
b. If a building abuts on two or more streets of different widths, the building shall be deemed to face upon the street that has the greater width and the height of the building shall be regulated by the width of the street and may be continued to this height to a depth of 24 m along the narrower street subject to conformity of Bye-law No. 12.4

14.12 Basement
14.12.1 The construction of the basement shall be allowed by the Authority in accordance with the land use and other provisions specified under the Master Plan.*
14.12.1.1 Where the use, set backs and coverage is not provided in the Master Plan provisions, the same shall be allowed to be constructed in the plot leaving mandatory set backs and can be put to any of the following uses:
i. Storage of household or other goods of non-flammable materials;
ii. Dark room;
iii. Strong rooms, bank cellars etc.;
iv. Air-conditioning equipment and other machines used for services and building;
v. Parking places and garages; .
vi. stack rooms of libraries; and
vii. Office or commercial purpose provided it is air-conditioned..
Note: Uses of basement from 14.12.1.1(i) to (vi) shall not be reckoned for the purposes of FAR whereas for uses in 14.12.1.1 (vii), the basement coverage shall be reckoned for the purpose of F.A.R.**
14.12.1.2 The basement shall not be used for residential purposes.
14.12.2 The basement shall have the following requirements:
i. Every basement shall be in every part at least 2.4 m in height from the floor to the underside of the roof slab or ceiling.
ii. Adequate ventilation shall be provided for the basement. The standard of ventilation shall be the same as required by the particular occupancy according to Bye-laws. Any deficiency may be met by providing adequate mechanical! Ventilation in the form of blowers, exhaust fans (one exhaust fan for 50 sq. m. of basement area), air- conditioning system etc.
iii. The minimum height of the ceiling of any basement shall be 0.9 m and maximum of 1;2 m above the average surrounding ground level.
iv. Adequate arrangement shall be made such that surface drainage does not enter the basement.
v. The walls and floors of the basement shall be water-tight and be so designed that the effect of the surrounding soil and moisture, if any, are taken into account in design and adequate damp proofing treatment is given.
vi. The access to the basement shall be separate from the main and alternate stair-case providing access and exit from higher floors. Where the staircase is continuous the same shall be enclosed type serving as a fire separation from the basement floor and higher floors. Open ramps shall be permitted if they are constructed within the building line subject to the provision of (iv).
vii. In the case of basements for office and commercial occupancies sufficient number of exit ways and access ways shall be provided with a travel distance not more than 15 m.
viii. The basement shall not be partitioned. In case the partitions in the basements are allowed by the Authority, no compartment shall tie less than 500 sq. ft. in area and each compartment shall have ventilation standards as laid down in sub-clause (ii) separately and independently. The basement partitions shall however conform to the norms laid down by the Chief Fire Officer Delhi.
ix. Kitchen, bathroom and toilet shall not be permitted in the basement unless the sewer levels permit the same and there is no chance of back flow and flooding of sewerage. If permitted, this shall be placed against an external wall of the basement (which shall also be external wall of the building) and shall be adequately lighted and ventilated. The area of kitchen, bathroom and toilet so permitted in the basement shall be counted towards FAR calculations.
x. A kitchen when permitted in the basement shall be equipped with electric ovens, stoves, gas or similar equipments.
* The Master Plan 2001 provisions relating to basement ere given in Appendix J. Also see under comments.
** Under the MPD 2001 as amended on 15.5.1995, basement is to be included in FAR calculations.

16. Exit Requirements
16.1 General - The following general requirements shall apply to exits ¬
a. Every building meant for human occupancy shall be provided with exits sufficient to permit safe escape of occupants in case of fire or other emergency;
b. In every building exits shall comply with the minimum requirement of this part, except those not accessible for general public use;
c. All exits shall be free of obstructions;
d. No buildings shall be altered so as to reduce the number, width or protection of exits to less than that required;
e. Exits shall be clearly visible and the routes to reach the exit shall be clearly marked and sign posted to guide the population of floor concerned;
f. All exit ways shall be properly illuminated;
g. Fire fighting equipment where provided along exits shall be suitably located clearly marked but must not obstruct the exit way and yet there should beck indication about its location from either side of the exit way;
h. Alarm devices shall be installed to ensure prompt evacuation of the population concerned through the exits;
i. All exits shall provide continuous means of egress to the exterior of a building or to an exterior open space leading to a street;
j. Exits shall be so arranged that they may be reached without passing through another occupied unit, except in the case of residential buildings.

16.2 Types of Exits
a. Exits shall be either of horizontal or vertical type. An exit may be doorway, corridor, and passageways to an internal staircase or external staircase, ramps or to a verandah and/or terraces, which have access to the street or to roof of a building. An exit may also include horizontal exit leading to an adjoining building at the same level.
b. Lifts and escalators shall not be considered as exits.
16.3 Number and Size of Exits-The requisite number and size of various exists shall be provided, based on the population in each room, area and floor based on the occupant load, capacity of exits, travel distance and height of buildings as per provisions of Bye-Laws Nos. 16.3.1 to 16.3.3.
16.3.1 Arrangement of Exits - Exits shall be so located so that the travel distance on the floor shall not exceed 22.Sm for residential, educational, institutional and hazardous occupancies and 30m for assembly, business, mercantile, industrial and storage occupancies. Whenever more than one exit is required for a floor of building, exits shall be placed as remote from each other as possible. All the exits shall be accessible from the entire floor area at all floor levels.
16.3.2 Occupant Load-The population in rooms, areas of floors shall be calculated based on the occupant load given in the table given below.
OCCUPANT LOAD : TABLE 5*
Sl. No. Group of Occupancy Occupant Load
Gross Area* in sqm/person
1. Residential 12.5
2. Educational 4
3. Institutional 15**
4. Assembly:
(a) with fixed or loose seats and dance floors
(b) without seating facilities including dinning rooms
0.6***
l.5***
5. Mercantile:
(a) Street floor and sales basement
(b) Upper sale floors
3
6
6. Business and Industrial 10
7. Storage 30
8. Hazardous 10
* The gross area shall mean plinth area or covered area.
** Occupant load in dormitory portions of homes for the aged, orphanages, insane asylums etc. where sleeping accommodation is provided, shall be calculated y not less than 75-sqm gross area/person.
*** The gross area shall include, in addition to the main assembly room or space, any occupied connection open or space in the same storey or in the storey above or below, where entrance is common to such rooms and spaced and they are available for use by the occupants of the assembly place. No deductions shall be made in the gross area for corridors, closets or other sub-divisions; one area shall include all space serving the particular assembly occupancy.

16.3.3 Capacity of Exits -The capacity of exits (doors and stairways) indicating the number of persons that could be safely evacuated through a unit exit width of 50 cm shall be as given below.
OCCUPANTS PER UNIT EXIT WIDTH : TABLE 6
Number of Occupants
Sl. No Group of Occupancy Stairways Doorways/Horizontal Exit
1 Residential 25 75
2 Educational 25 75
3 Institutional 25 75
4 Assembly 60 90
5 Business 50 75
6 Mercantile 50 75
7 Industrial 50 75
8 Storage 50 75
9 Hazardous 25 40
Notes :
1. Sprinkler Allowances -
When a building is protected with automatic sprinkler system and such a system is not required specifically by the Code, the capacity per storey per unit width of exit of stairways in Table 6 may be increased by 5O%.
2. Horizontal Exit Allowance -
When horizontal exit is provided in building of mercantile, storage, industrial, business and assembly occupancies, the capacity per storey per unit width of exit of stairways in Table 6 may be increased by 50% and in buildings of institutional occupancy by 100%.
3. Combine Total Allowance -
When both automatic sprinklers and horizontal exists are provided, the capacity per unit width of exit of stairways may be double the values specified in Table 6.

16.3.4 For building identified in Bye-law No. 6.2.4.1, there shall be a minimum of two staircase and one fo them shall be an enclosed stairway and the other shall be on the external walls of buildings and shall open directly to the exterior, interior open space or to any open place of safety.
16.3.5 Notwithstanding the detailed provision for exits as per Bye-law Nos. 16.3.1 to 16.3.3, the following minimum width provisions shall be made for each stairways :
a. (i) Residential building upto 3-1/2 storey ht. 0.9m
(ii) Other residential building e.g. hotels, flats, group housing etc. 1.25m
b. Assembly buildings like auditorium, theatres and cinemas 1.5m
c. All other buildings 1.25m
d. Institutional buildings like hospitals 2.0m
e. Educational buildings like schools, colleges 1.5m
16.3.6 Notwithstanding the detailed provisions as per bye-law Nos. 16.3 to 16.3.3, the following minimum width provisions shall be made for each passage way :
a. (i) residential buildings, dwelling unit type 0.9m
(ii) residential buildings e.g. hostels, hotels etc. 1.25m
b. assembly buildings like auditorium, theatres and cinemas 1.5m
c. all other buildings 1.25m

16.4.1 Doorways
a. Every doorways shall open into an enclosed stairway, a horizontal exit, on a corridor or passageway providing continuous and protected means of egress.
b. No exit doorway shall be less than 100cm in width. Doorways shall be not less than 200cm doorway shall be less than 100cm in width. Doorways shall be not less than 200cm in height. Doorways for bathrooms, water closet, stores etc. shall be not less than 75cm wide.
c. Exit doorways shall open outwards, that is, away from the room but shall not obstruct the travel along any exit. No door, when opened, shall reduce the required width of stairway or landing to less than 90cm, overhead or sliding doors shall not be installed.
d. Exit door shall not open immediately upon a flight or stairs; a landing equal to atleast the width of the door shall be provided in the stairway at each doorway, level of landing shall be the same as that of the floor which it serves.
e. Exit doorways shall be openable from the side which they serve without the use of a key.

16.4.2 Revolving Doors
a. Revolving doors shall not be used as required exits except in residential, business and mercantile occupancies, but shall not constitute more than half the total required door width.
b. When revolving doors are considered as required exist way the following assumptions shall be made-
i. each revolving door shall be counted one half a unit exit width.
ii. Revolving doors shall not be located at the foot of a stairway. Any stairway served by a revolving door shall discharge through lobby or foyer.

16.4.3 Stairways
a. Interior stairs shall be constructed of non-combustible materials throughout.
b. Interior staircase shall be constructed as a self contained unit with at least one side adjacent to an external wall and shall be completely enclosed. For buildings more than 15m height, all staircases shall be enclosed.
c. A staircase shall not be arranged round a lift shaft unless the latter is entirely enclosed by a material of fire-resistance rating as that for type of construction itself. For buildings more than 15m in height, the staircase location shall be to the satisfaction of Chief fire Officer, Delhi Fire Service.
d. Hollow combustible construction shall not be permitted.
e. The minimum width of internal staircase shall be 1.00 m and as given in Bye-law No. 16.3.5
f. The minimum width of treads without nosing shall be 25cm for an internal staircase for residential buildings. In the case of other buildings the minimum tread shall be 30cm. The treads shall be constructed and maintained in a manner to prevent slipping. Winders shall be allowed in residential buildings provided they are not at the head of a downward flight.
g. The maximum height of riser shall be 19cm in the case of residential buildings and 15 cm in the case of other buildings. They shall be limited to 12 per flight.
h. Handrails shall be provided with a minimum height of 90cm from the center of the tread.
i. The minimum headroom in a passage under the lading of a staircase and under the staircase shall be 2.2m.
j. For buildings more than 24 m higher, access to main staircase shall be gained through atleast half an hour fire resisting automatic closing doors placed in the enclosing walls of the staircases. It shall be a swing type door opening in the direction of the escape.
k. No living space, store or other fire risk shall open directly into the staircase or staircases.
l. External exit door of staircase enclosure at ground level shall open directly to the open spaces or can be reached without passing through any door other than a door provided to form a draught lobby.
m. The exit sign with arrow indicating the way to the escape route shall be provided at a height of 0.5m from the floor level on the wall and shall be illuminated by electric light connected to corridor circuits. All exist way marking signs should be flushed with the wall and so designed that no mechanical damage shall occur to them due to moving of furniture or other heavy equipments. Further all landings of floor shall have floor indication boards indicating the number of floor as per Bye-law No. 2.35. The floor indication board shall be placed on the wall immediately facing the flight of stairs and nearest to the landing . It shall be of size not less than 0.5x0.5m
n. Individual floor shall be prominently on the wall facing the staircase.
o. In case of single staircase it shall terminate at the ground floor level and the access to the basement shall be by a separate staircase. However, the second staircase may lead to basement levels provided the same is separated at ground level by either a ventilated lobby with discharge points at two different ends or through enclosures [See Bye-law No. 14.22 (vii)]

16.4.2 Fire Escapes or External Stairs
a. Fire escapes shall not be taken into account in calculating the evacuation time of a building.
b. All fire escapes shall be directly connected to the ground.
c. Entrance to fire escape shall be separate and remote from the internal staircase.
d. The route to fire escape shall be free of obstructions at all times, except a doorway leading to the fire escape which shall have the required fire resistance.
e. Fire escape shall be constructed of non-combustible materials.
f. Fire escapes stairs shall have straight flight not less than 75cm wide with 25 cm treads and risers not more than 19 cm. The number of risers shall be limited to 16 per flight.
g. Handrails shall be of a height not less than 90cm.
16.4.5 Spiral Stairs (fire escape) -The use of spiral staircase shall be limited to low occupant load and to a building of height 9 m unless they are connected to platforms, such as balconies and terraces to allow escapes to pause.
A spiral fire escape shall be not less than 150cm in diameter and shall be designed to give adequate head room.

16.4.6 Ramps
a. Ramps with a slope of not more than 1 in 10 may be substituted for and shall comply with all the applicable requirements of required stairway as to enclosure, capacity and limiting dimensions., Large slopes shall be provided for special uses but in no case greater than 1 in 8. For all slopes exceeding 1 in 10 and where the use is such as to involve danger of slipping, the ramp shall be surfaced with approved non-slipping material.
b. The minimum width of the ramps in hospitals shall be 2.25m.
c. Handrails shall be provided opn both sides of the ramp.
d. Ramps shall lead directly to outside open space at ground level or courtyards or safe place.
e. For building above 24 m in height, access to ramps from any floor of the building shall be through smoke stop door.
16.4.7 Corridors
a. The minimum width of a corridor in a residential building shall be 1.0 m and in all other buildings shall be 1.5m
b. In case of more than one main staircase of the building inter-connected by a corridor or other enclosed space, there shall be atleast one smoke stop door across the corridor or enclosed space between the doors in the enclosing walls of any two staircases.

16.4.8 Refuge Area-For all buildings exceeding 15 m in height, refuge area shall be provided as follows :
a. for floors above 15 m and upto 24 m –one refuge area on the floor immediately above 18m.
b. for floors above 24 m and upto 36 m-one refuge area on the floor immediately above 24m.
c. for floors above 36 m-one refuge area per every five floors above 36m
16.4.8.1 Refuge area shall be provided on the external walls as cantilever projections or in any other manner (which will not be covered in FAR) with a minimum area of 15 sq mtr. And to be calculated based on the population on each floor at the rate of 1 sq.m. per person.
16.4.9 Lifts
a. All the floors shall be accessible for 24 hours by the lifts. The lifts provided in the buildings shall not be considered as a means of escape in case of emergency.
b. Grounding switch at ground floor level to enable the fire service to ground the lift in case of an emergency shall also be provided.
c. The lift machine room shall be separate and no other machinery shall be installed therein.

17 Fire Protection Requirements
17.1 Buildings shall be planned, designed and constructed to ensure fire safety and this shall be done in accordance with para IV Fire Protection of national Building code of India, unless otherwise specified in these bye-laws. In the case of buildings (identified in Bye-laws No. 6.2.4.1), the building schemes shall also be cleared by the Chief Fire Officer, Delhi Fire Service.
17.2 The additional Provisions related to fire protection of buildings more than 15 m is height and buildings identified in Bye-law No. 6.2.4.1, shall be as given in Appendix-K
APPENDIX K
(Bye-Law No. 17.1)
Additional Fire Protection Requirements for Buildings more than 15m. in Height & Buildings as Covered by Bye-law No. 6.2.4.1

K-1 General
K-1.1. In addition to the provisions of part IV Fire Protection of National Building Code of India, the Chief Fire Officer, Delhi Fire Service may insist on suitable provisions in the buildings from fire safety and fire fighting point of view depending on the occupancy and height of buildings.
K-2 Staircase Enclosures
K-2.1 The internal enclosing walls of staircase shall be of brick or R.C.C. construction having fire resistance of not less than two hours. All enclosed staircases shall have access through self-closing doors of at least half-hour fire resistance- These shall be single swing doors opening in the direction of the escape. The door shall be fitted with check action door closers.
K-2.2 The staircase enclosure on external wall of the building shall be ventilated to atmosphere at each landing.
K-2.3 Permanent vent at the top equal to 5% of the cross sectional area of the enclosure and openable sashes' at each floor level with area equal to 15% of the cross sectional area of the enclosure of external wall shall be provided. The roof of the shaft shall be at least lm above the surrounding roof. There shall be no glazing or glass bricks in any internal enclosing wall of a staircase. 1f the staircase is in the core of the building and cannot be ventilated at each landing, a positive pressure of 5-mm. w.g. by an electrically operated blower/blowers shall be maintained.
K-2.4 The mechanism for pressurizing the staircase shaft shall be so installed that the same shall operate automatically and also with manual operation facilities, when the automatic fire alarm (See Bye-law No. K. 11) operates.

K-3 Lift Enclosures
K-3.1 The walls enclosing lift shafts shall have a fire resistance of not less than two hours. Shafts shall have permanent vents at the top not less than 1 800 sq. mm. in clear area. Lift motor rooms preferably be sited at the top of the shaft and shall be separated from lift shafts by the enclosing wall of the shaft or by the floor of the motor rooms.
K-3.2 Landing doors in lift enclosures shall open in the ventilated or pressurized corridor/lobby and shall have fire resistance of not less than one hour.
K-3.3 The number of lifts in one lift bank shall not exceed four. Shaft for fire lift in a lift bank shall be separated from each other by a brick masonry or RCC wall of fire resistance of not less than two hours.
K-3.4 If the lift shaft and lift lobby are in the core of the building a positive pressure of not less than 2.5 mm and not more than 3 mm. w.g. by an electrically operated blower shall be maintained in the lift lobby and positive pressure of not less than 5 mm w.g. shall be maintained in the lift shaft. The mechanism for pressurising the lift shaft and lift lobby shall be so installed that they shall operate automatically when the automatic fire alarm operates. The mechanism shall have facilities to operate manually.
K-3.5 Exit from the lift lobby shall be through a self-closing smoke stop door of half-hour fire resistance.
K-3.6 The lift machine room shall be separate and no other machinery shall be installed therein.
K-3.7 Lifts shall not normally communicate, with the basement. However, one of the lifts may be permitted to reach the basement levels provided the lift lobby at each basement level is pressurized and separated from the rest of the basement areas, by smoke actuated fire resisting door of two hours fire resistance.

K-4 Basements
K-4.1 Each basement shall be separately ventilated. Vents with cross sectional area (aggregate) not less than 2.5% of the floor area spread evenly round the perimeter of the basement shall be provided in the form of grills or breakable stall-boards light or payment light or by way of shafts.
K-4.2 The staircase of basements shall be of enclosed type having fire resistance of not less than two hours and shall be situated at the periphery of the basement and shall communicate with basement through a lobby provided with fire resisting self-closing doors of half-hour fire resistance. If the travel distance exceeds 18.50m additional staircases at proper places shall be provided.

K-5 Service Ducts
K-5.1 Service ducts for electrical conduits, cables etc.shall be enclosed by walls having a fire resistance of not less than two hours. Doors for inspection or access shall also have a fire resistance of not less than two hours.
K-5.2 If the. Cross-sectional area exceeds 1 sq. m. it shall be sealed where it passes a floor by carrying the floor through the duct. The floor within the duct shall be pierced for any service pipe or ventilation trunk and shall fit as closely as possible around any such pipe or trunk.

K•6. Refuse Chutes and Refuse Chambers
K-6.1 Hoppers to refuse chutes shall be situated in well ventilated positions and the chutes shall be continued upwards with an outlet above roof level and with an enclosure wall of non-combustible material with fire resistance of not less than two hours. The hoppers shall not be located within the staircase enclosure.
K-6.2 Inspection panel and hopper (charging station) opening shall be fitted with tight fitting metal doors, covers, having a fire resistance of not less than one hour.
K-6.3 Refuse chutes shall not be provided in staircase walls, air-conditioning shafts, etc. K-6.4 Refuse chambers shall have walls and floors of roofs constructed of non¬combustible and impervious material and shall have a fire resistance of not less than two hours. They shall be located at a safe distance from exit routes.

K-7. Lifts and Fire Lifts
K-7.1 Public address system in the lift car with speaker/telephone assembly shall be provided.
K-7.2 Provisions for a fire lift shall be made as per the following details:
a. To enable Fire Services personnel to reach to the upper floors with the minimum delay, one of the lifts shall be so designed so as to be available for the exclusive use of the Firemen in an emergency and be directly accessible to every dwelling lettable floor space on each floor.
b. The lift shall have a floor area of not less than l.5 sq.m. It shall have loading capacity of not less than 500 kg. (8 persons lift) with automatic closing doors.
c. The electric supply shall be on a separate service from electric supply mains in a building and cables run in route safe from fire, that is, within the lift shaft. In case of failure of normal electric supply it shall automatically trip over to alternate supply.
d. The operation of a fire lift is a simple toggle or two button switch situated in a glass fronted box adjacent to the lift at the entrance level. When the switch is on, landing call-points will become inoperative and the lift will be on car control only. When the switch is off, the lift will return to normal working. This lift can be used by the occupants in normal times.
e. The words "FIRE LIFT" shall be conspicuously displayed in fluorescent paint on the lift landing doors at each floor level.
f. For buildings above 15 m in height collapsible gates shall not be permitted for lifts and shall have solid doors with fire resistance of 2 hours.

K-8. Building Services
K-8.1 Electrical Services
a. The electric distribution cables/wiring shall be laid in separate duct (See Bye-law No. K-5-1). The duct shall be sealed at every alterative floor with non-combustible materials having the same fire resistance as that of the duct.
b. Water mains, telephone lines, intercom lines, gas pipes or any other service line shall not be laid in the duct for electric cables.
c. Separate circuits for water pumps lifts, staircases and corridor lighting and blowers for pressurizing system shall be provided directly from the main switchgear panel.
K-8.2 Staircase and Corridor Lighting
a. The staircase and corridor lighting shall be on separate service and shall be independently connected so as it could be operated by one switch installation on the ground floor, easily accessible to fire fighting staff at any time irrespective of the position of the individuate control of the light points, if any.
b. Staircase and corridor lighting shall also be connected to alternate supply from parallel high-tension supply or to the supply from the stand-by generator.
c. Emergency lights shall be provided in staircase corridor.
K-8.3 Alternate Source of Electric Supply - A stand-by electric generator shall be installed to supply power to staircase and corridor lighting circuits, fire lifts, the stand-by fire pump, pressurization fans and blowers, smoke extraction and damper system in case of failure of normal electric supply. The generator shall be capable of taking starting current of all the machines and circuits stated above simultaneously. If the stand-by pump is driven by diesel engine, the generator supply need not be connected to the stand-by pump. Where parallel HV/ LV supply is provided with appropriate transformer for emergency, the provision o1 generator may be waived in consultation with Chief Fire Officer, Delhi Fire Service.
K-8.4 Transformers
a. If transformers are housed in the building below the ground level it shall be necessarily in the first basement in separate fire resistance room of 4 hours rating. The room shall necessarily be at the periphery of the basement. The entrance to the room shall be provided with a steel door of 2 hours fire rating. A curb of a suitable height shall be provided at the entrance in order to prevent the flow of oil from ruptured, transformer into other parts of the basement. The direct access to that transformer room shall be provided preferably from outside. The switchgears shall be housed in a separate room separated from the transformer bays by a fire-resisting wall with fire resistance not less than four hours.
b. The transformer shall be protected by an automatic high-pressure water spray or a foam sprinkler system. When housed at ground floor level it/they shall be cut-off from the other portion of premises by Fire Resisting Walls of 4 hours fire resistance. They shall not be housed on upper floors.
c. A tank of RCC construction of adequate capacity shall be provided at lower ba9ement level, to collect the oil from the catch pit in case of emergency. The pipe connecting the catch-pit to the tank shall be of non-combustible construction and shall be provided with a flame-arrester.

K-8.5 Air-conditioning
a. Proper arrangements by way of automatic fire dampers working on smoke/heat detectors for isolating all ducting at every floor from the main riser shall be made.
b. When the automatic fire alarm operates, the respective air handling units of the air¬ conditioning system shall automatically be switched off.
c. Automatic fire dampers shall be so arranged so as to close by gravity in the direction of the air movement and to remain tightly closed upon operation of a smoke/heat detector-cum-fire alarm.
d. Air ducts saving main floor areas corridors, ete. shall not pass through the stair wall.
e. Wherever the ducts pass through fire walls or floors the opening around the ducts shall be seated with fire resisting materials such as rope asbestos, mineral wool, etc. The air filters of the air-handling units shall be of non-combustible materials.
f. Automatic fire dampers shall. be provided at the inlet of the fresh air duct and the return air duct of each compartment/stop on every floor.
Note: The use of type of detectors shall be to the satisfaction of Chief Fire Officer, Delhi Fire Service.
K-8.6 BoilerRoom-Provisions of Boiler and Boiler Rooms shall conform to Indian Boiler Act. Further, the following additional aspects may be taken into account in the location of Boiler/Boiler Room:
a. The boiler shall not be allowed in sub-basement but be allowed in the basements away from the escape routes.
b. The boilers shall be installed in a fire resisting room of 4 hours fire resistance rating, and this room shall be situated on the periphery of the basement. Catch pit shall be provided at the low level.
c. The boiler room shall be provided with fresh air inlets and smoke exhausts directly to the atmosphere.
d. Foam inlets shall be provided on the external walls of the building at the ground floor level to enable the fire services to use foam in case of fire.

K-9 Provision of First Aid Fire Fighting Appliances
K-9.1 The first aid fire fighting equipments shall be provided on all floor including basements, occupied terrace, lift rooms in accordance with IS : 2217-1982 Recommenda¬tions for providing First Aid Fire Fighting Arrangements in Public Buildings in consultation with the Chief Fire Officer.
K-9.2 The fire fighting appliances shall be distributed over the building in accordance with IS 2190 Code of Practice for selection, installation and maintenance of portable first aid fire appliances.

K-10. Fixed Fire Fighting Installations
K-10.1 Buildings above 15m in height depending upon the occupancy use shall be protected by wet riser or sprinkler installation system with the fire service connections at the base or sprinkler installa6on as per details given below :
Type of the Building Occupancy Requirements
(a) Apartment building below 15m.
in height irrespective of floor area Nil
(b) Apartment buildings exceeding 15m.
in height Wet Risers and (or) Down Comers
(c) Non-apartments buildings 15m. and
above in height irrespective of
floor area Wet Risers and (or) Down Comers
(d) All basements, sub-basements having
special risks like storage of hazardous
Sprinkler" System and explosive material in
a building 15m. and above High Pressure Water Spray or foam
(e) Any of the above categories may incorporate
an automatic sprinkler*/ drencher system if the
protective methods.

Those buildings provided with smoke/heat detection system backed by 24 hour caretaker (trained in fire fighting) staff, the installation of sprinklers need not be insisted.
The hydrants shall be provided within the courtyard, the location of which shall be decided in consultation with the Chief Fire Officer.
Note: The Dry Riser installations may be permitted by the Chief Fire Officer, Delhi Fire Service, for buildings under (b) and (c) for heights above 15m. and below 24m. if he is satisfied with the arrangements for water supply
K-10.2 The Wet Riser installations shall conform to lS: 3844-1966CodeofPracticefor Installation of internal fire hydrants in multi-storey buildings.
In addition, Wet Risers shall be designed for Zonal distribution ensuring that unduly high pressure are not developed in risers and have ripes.
In addition to wet risers, first aid hose reels shall be installed on all the floors of the buildings and shall conform to IS: 884-1969 specification for first aid hose reel for fire fighting (fixed installations). The first aid hose reel shall be connected to one of the female couplings of twin couplings of landing valves of the wet riser installations by means of adopter.
K-10.2.1 The riser shall be fed through the booster pump from either of the two water sources round the clock :
a. Town mains of suitable size which can supply requisite quantity of water.
b. Static tanks. The capacity of the static tank shall be given as below :
i. Apartment building 15m. and above in height 50,000 liters but below 24m. in height.
ii. Non-apartment building 15 m. and above but below l,00000 liters 24m. in height used for mixed occupancies like offices, shops, department stores
iii. Apartment buildings 24m. and above in height l,00000 liters
iv. Non-apartment buildings 24m. and above in height 2,00,000 liters
Note 1. In case of group housing of apartment buildings 15m and above in height but below 24m. a centrally located tank having a capacity of 2,00,000 liters may be provided.
Note 2. The above quantities of water shall be exclusively for fire fighting and shall not be utilized for domestic or other use.
K-10.2.2 Static Water Storage Tank - A satisfactory supply of water for the purpose of fire fighting shall always be available in the form of underground static storage tank with capacity specified for each building by the local Fire Authority with arrangements of replenishment by town's main or alternative source of supply @ 1,0001itres per minute. The static storage water supply required for the abovementioned purpose should entirely be accessible to the fire engines of the local Fire Service. Provision of suitable number of manholes shall be made available for inspection, repairs, and insertion of suction hose etc. The covering slab shall be able to withstand the vehicular load of 18 tons.
K-10.2.3 To prevent stagnation of water in the static water storage tank the suction tank of the domestic water supply shall be fed only through an overflow arrangement to maintain the level therein at the minimum specified capacity.
K-10.2.4 The static water storage tank shall be provided with a fire brigade collecting breaching with 4 Nos.-65 mm dia. instantaneous male inlets arranged in a valve box at a suitable point at street level and connected to the static tank by a suitable fixed pipe not less than 15 cm. dia. to discharge water into the tank when required at a rate of 1,000 liters per minute.

K-10.3 Automatic Sprinklers-Automatic high pressure water spray or foam sprinklers system shall be installed.
a. In basements, sub-basements which are used as car parks, storage of combustible article, laundry etc.
b. On floors used as departmental stores, shops and traders involving fire risks.
c. On all floors of the buildings other than apartment buildings, if the height of the building exceeds 45m.
Note: See Footnote under Table K-1D.1 across Sl. Nos. (d) & (e).
K-10.4 Carbon-Di-Oxide Fire Extinguishing System. Fixed CO2 fire extinguishing installation shall be provided as per IS: 6382-1971 Code of Practice for design and installation of fixed CO2 fire extinguishing system on premises where water or foam cannot be used for fire extinguishments because of the special nature of the contents of the buildings/ areas to be protected.

K-11 Fire Alarm System
K-11.1 All buildings above 15m. in height shall be equipped with fire alarm system as given in bye-laws No. K-11.1.1 & K-11.1.2.
K-11.1.1 Residential Building (Dwelling Houses, Boardinghouses & Hotels)
a. All residential buildings like dwelling houses (including flats), boardinghouses and hostels shall be equipped with manually operated electrical fire alarm system with one or more call boxes located at each floor. The location of the call boxes shall be decided after taking into consideration the floor plan with a view to ensure that one or the other call box shall be readily accessible to all occupants of the floor without having to travel more than 22.5m.
b. The call boxes shall be of the 'break-glass' type without any moving parts, where the call is transmitted automatically to the control room without any other action on the part of the person operating the call box.
c. All call boxes shall be wired in a close circuit to a control panel in the control room, located as per Bye-law No. K-12 so that the floor No. from where the call box is actuated is clearly indicated on the control panel. The circuit shall also include one or more batteries with a capacity of 48 hrs. normal working at full load. The battery shall be arranged to be a continuously trickle charged from the electric mains.
d. The call boxes shall be arranged to sound one or more sounders so as to ensure that all occupants of the building shall be warned whenever any call box is actuated.
e. The call boxes shall be so installed that they do not obstruct the exit ways and yet their location can easily be noticed from either direction. The base of the call box shall be at a height of 1 m from the floor level.

K-11.1.2 All other Buildings-All buildings other than as indicated under Bye-law No. K-11.1.1 shall, in addition to the manually operated electrical fire alarm system, be equipped with an automatic fire a1arm system. The latter shall be in addition to the alarm, which may be sounded by the actuation of any automatic fire extinguishing system, which may be installed in any particular occupancy in accordance with these byelaws. Unless otherwise decided by the Chief Fire Officer, Delhi Fire Service, the detectors for the automatic fire alarm system shall conform to 1S: 217S-1962 Heat Sensitive Fire Detectors and the system shall be installed in accordance with IS: 2189-1962 Code of Practice for Automatic Fire Alarm system, or any other relevant Indian Standards prepared from time to time.
Note: Several types of fire detectors are available in the market, but the application of each type is limited and has to be carefully considered in relation to the type of risk and the structural features of the building where they are to be installed.

K.12 Control Room
K.12.1 There shall be a control room on the entrance floor of the building with communication system (suitable public address system) to all floors and facilities for receiving the message from different floors. Details of al1 floor plans along with the details of fire fighting equipment and installations shall be maintained in the Control Room. The control room shall also have facilities to detect the fire on any floor through Indicator Boards connecting fire detecting and alarm system on all floors. The staff incharge of control room shall be responsible for the maintenance of the various services and fire fighting equipment and installations.

K-13 House Keeping
K-13.1 To eliminate fire hazards a good house keeping inside the building and outside the building shall be strictly maintained by the occupant’s and/or the owner of the building.
K•14 Fire Drills and Fire Orders
K• 14.1 Fire notices/orders shall be prepared to fulfill the requirements of the fire fighting and evacuation from the building in the event of fire and other incidents. The occupants shall be made thoroughly conversant with their action in the event of the emergency, by displaying fire notices at vantage points. Such notices should be displayed prominently in broad lettering.

The allocation of design risk:

2008-10-29T00:13:00.000+05:30

D&B contractor has dual obligations in being
required to both design and construct the works. It could
therefore be assumed that it is under conflicting obligations in
respect of the two distinct functions of design and construction.
Clarity was provided in IBA v EMI and BICC2 where it was
stated by the Court of Appeal judges:
“We see no good reason… for not importing an obligation
as to reasonable fitness for purpose into these contracts or
for importing a different obligation in relation to design from
the obligation which plainly exists in relation to materials.”
It can therefore be seen that a D&B contractor is under an
overall total obligation of reasonable fitness for purpose
unless there are clear words to separate the two distinct
obligations of design and construction.
Some standard contracts absolve the D&B contractor of
the fitness for purpose design obligation. These include the
JCT 2005 design and build contract (Clause 2.17.1) and the
ECC 2005 incorporating secondary option X15. Other
standard forms, including ECC 2005 without option X15,
expressly impose the higher fitness for purpose obligation.
In order to achieve full risk transfer, D&B contractors seek
to employ their consultants on back-to-back terms such that
the consultant performs the design services under its
appointment so as not to place the D&B contractor in breach
under the main contract.
Since a fitness for purpose risk is difficult to quantify in
respect of both probability of occurrence and magnitude of
loss, professional indemnity insurance policies expressly
exclude this risk. Consultants normally rely solely on their
insurance to protect them in the event of disputes and
therefore seek to exclude any requirement for them to accept
a fitness for purpose obligation.
Reasonable skill and care, and fitness for
purpose compared
In essence, a fitness for purpose design obligation is one
whereby the designer warrants that the design will be
functional — irrespective both of extraneous factors and the
level of skill and care used in preparing the design. It is
perhaps best illustrated by a practical example as follows:
Consider a building which has been designed by a
consultant using soil parameters derived from boreholes
situated at the proposed foundation location. The designer
uses appropriate design standards and concludes that
spread footings will be acceptable.
The contractor commences construction and, after
excavating the foundation, finds that there is a large
undetected mineshaft which will require backfilling which
will take several weeks, thereby causing severe delay to the
programme.
If the designer was employed on the basis of reasonable
skill and care, it is most unlikely that it would be held to
have been negligent since it had followed exactly the same
procedures as its professional peers. Even if it was held to
have acted negligently, the loss would be covered by its
professional indemnity insurance.
The situation would be very different if the consultant had
contracted to provide a fitness for purpose obligation
since, by definition, the design is not fit for its purpose
since it is incapable of supporting the structure without
remediation work to the subsoil. As stated above, the loss
would be excluded under any PI insurance policy.
Who owns the risk?
If the consultant is permitted to exclude the fitness for
purpose risk, then the D&B contractor is left with a fitness
obligation, whilst its consultant has the lower obligation of
reasonable skill and care. Thus, in the event of a design
negligently, the D&B contractor would be liable without
being able to pass this on to its consultant.
Extent of risk
Clearly, any design which interfaces or relies on ground
conditions for its integrity, innovative designs or ones using
state-of-the-art materials imposes a high fitness for purpose
risk. By contrast, feasibility studies, preliminary/outline
designs and tried and tested (e.g. off-the-shelf) products are
of low fitness for purpose risk.
Possible solutions
It is easy to understand why fitness for purpose is an issue for
both D&B contractors and their consultants. Understandably,
the D&B contractor does not want to take a risk which it
cannot pass on and, equally, the consultant does not want to
accept an uninsurable risk which, if manifested, could result in
it going out of business. For this reason, many consultants
take the approach that fitness for purpose is an absolute ‘deal
breaker’, irrespective of whether the actual risk is real or
largely academic.
Rather than the D&B contractor taking the risk, there are
compromise solutions available for consideration, including
the following:
• Employer retained risk
Under conventional procurement, the employer takes the
fitness risk for the design and, as the party best placed to
own this risk, it is suggested that this could pertain with
design and build. This is facilitated by using a form which
expressly defines the design obligation of the contractor as
being one of reasonable skill and care.
• Contractor/consultant risk share
The D&B contractor and consultant could agree to share
the risk of the design being ‘unfit’ on agreed commercial
terms to reflect the risk taken between the parties in
respect of uninsured losses. In these circumstances, the
consultant could, for instance, agree to be liable to reperform
the design whilst the D&B contractor could agree
to be liable for the other losses arising from this breach.
• Consultant takes the risk
For low fitness for purpose designs as illustrated above,
rather than fitness being an absolute issue of ‘no
negotiation’, the consultant could consider accepting the
risk since it is difficult in such circumstances to envisage it
being liable without also being negligent and therefore
being covered by its insurance.
Conclusion
In view of the absence of insurance cover, and the desire of
consultants to avoid any liability for uninsured obligations
irrespective of the actual risk, it is difficult to see fitness for
purpose being resolved without all parties having sensible
discussions to ascertain how this risk can be best allocated.

tpsarchitect Architectural ,structural ,interior , landscape� planning� & detailing with working dr [Preview]

2008-10-18T15:20:00.000+05:30

tpsarchitect Architectural ,structural ,interior , landscape� planning� & detailing with working dr [Preview]