Design, tender action and construction supervision of 10 Ministry Zonal Offices (MZOS) and a hostel and multipurpose hall for Institute of Surveys and Land Management, Entebbe

Abstract

This report describes management and quality control procedures undertaken by the author as the Consultant’s Quantity Surveyor during the Design, Tender Action and Construction of 10 Ministry Zonal Offices (Mzos) at Wakiso, Mpigi, Luwero, Mityana, Kabale, Rukungiri, Tororo, Soroti, Mukono and Moroto and a Hostel and Multipurpose Hall for Institute of Surveys and Land Management at Entebbe with emphasis on the Mpigi site. The project consisted of main office building, power house and gate house constructed for Ministry of Lands, Housing and Urban Development, to house its officers and improve service delivery to Ugandan citizens as well as a Hostel and Multipurpose Hall for Institute of Surveys and Land Management at Entebbe. The Construction works included Building works, External works, Electrical and Mechanical reticulation works. The Project was fully funded by the World Bank however the Client was Ministry of Lands, Housing and Urban Development. The Consultant appointed to carry out Design, Tender Action and Construction Supervision was Arch Design Limited. The Contractors were Techno Three Uganda Limited for Lot 1, Yanjian Uganda Limited for Lot 2 and Sarick Construction Limited for Lot 3. The Design Period was 5 months, Tender Action Process was 5 months, initial Construction Period was 12 months which was exceeded by 8 months and a Defects Liability Period of 12 months. The project management knowledge areas that the author and the team engaged in during the implementation of this project as discussed in the report include Project scope management, project time management, project cost management, project quality management, project human resource management, project communications management, project risk management and project procurement management. The main issues that affected the project were delayed payments to contractors and consultant. Major lessons learnt included importance of communication, cash flow and record keeping on a project. A need to train more construction project managers especially on Public Projects was identified, for improved implementation and success.