Masters (Plan B) project field report on the construction of Management Training And Advisory Centre (MTAC)-Ntungamo Campus

Abstract

This report details a host of construction and project management practices that the author participated in as the project supervisor/Quantity Surveyor during the construction of Management Training and Advisory Centre (MTAC) -Ntungamo Campus in Ntungamo district. Chapter One; lays out an introduction of the project, briefly discussing the background of the project, the scope, the funders, supervising consultants and other stakeholders. It also states the author’s involvement on the project. Chapter Two; discusses the construction methodologies, activities and contract administration procedures undertaken during the execution stage of the project. The different tools and techniques used in the actual construction that took place on site are also discussed in this chapter. Chapter Three; discusses the project management knowledge used during implementation and administration of this contract. The different project management knowledge areas are explored in the context of the project, with particular emphasis accorded to scope, cost, quality, time, and procurement and communication management. Chapter Four; discusses the project challenges and lessons learnt during implementation and administration of this contract. Chapter Fiver; is a discussion of the entire project in general and conclusion. It discusses some of the prevailing conditions in the industry world over and also in the context of the project and makes a few recommendations on what would have been done differently to improve the successes attained on the project. Construction projects often involve a variety of skills that come from the diversity of professionals, specialists and suppliers that are involved in the process from inception to close out. Successful implementation of a construction project can only be achieved if good project management practices and systems are put in place and allowed to work. It is important that an enabling environment is maintained to encourage project participants to follow and use these systems. A lapse in project control, monitoring and management systems will ultimately affect the implementation of the project and can easily result in budget & time overruns and even affect the quality of the work. Of course this leads to loss in value; to the client in terms of potential income, to the contractor in penalties loss to government in terms of potential tax revenue