G+20 Corporate House Construction & Project Management.

A PROJECT REPORT
G+20 Corporate house Construction & Project
Management
Submitted by:
Maitrey Patel (110320106046)
Aash Shah (110320106051)
Neelay Khese (110320106113)
Rehan Peerzada (110320106104)
Jainil Patel (110320106036)
Guided By
PROF. Vaishakhi R. Shah
Civil Engineering Department,
LJIET, Ahmedabad
A Thesis Submitted to
GUJARAT TECHNOLOGICAL UNIVERSITY
In Partial Fulfilment of the Requirements for the Degree of
BACHELOR OF ENGINEERING
IN
CIVIL ENGINEERING

CERTIFICATE FOR COMPLETION OF ALL ACTIVITIES AT ONLINE PROJECT PORTAL
B.E. SEMESTER VIII, ACADEMIC YEAR 2014-2015
Date of certificate generation : 21 May 2015 (12:40)
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Final Project Report
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Submitted Four Periodic Progress Reports (PPR)
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This is to certify that, Jainil Bharatbhai Patel (Enrolment
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Construction And Project Management Of G+20 Corporate
House from Civil Engineering department of L. J. Institute Of
Engineering And Technology, Ahmedabad had submitted
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Signature of Student :
Jainil Bharatbhai Patel
*Signature of Guide :
Name of Guide : Ms. Vaishakhi Rajeshkumar
Shah
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This is to certify that, Aash Hitendra Shah (Enrolment
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Aash Hitendra Shah
Shah
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This is to certify that, Maitrey Yogeshkumar Patel (Enrolment
Name of Student :
Maitrey Yogeshkumar Patel
Shah
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Neelay Rakesh Khese
Shah
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This is to certify that, Rehan Javed Peerzada (Enrolment
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Rehan Javed Peerzada
Shah
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CERTIFICATE
This is to certify that project work embodied in this thesis entitled
“G+20 Corporate house Construction & Project Management” has been carried out
by Maitrey Patel (110320106046), Aash Shah (110320106051), Neelay Khese
(110320106113), Rehan Peerzada (110320106104), Jainil Patel (110320106036)
at L J Institute of Engineering & Technology Ahmedabad for partial fulfillment of
Bachelor of Engineering Degree in Civil Engineering to be awarded by Gujarat
Technological University for the term Jan-2015 to May-2015. This project work
has been carried out under my supervision and is to the satisfaction of department.
Date: 19 May, 2015
Place: Ahmedabad
Internal Guide:
Prof. Ms. Vaishakhi Shah
LJIET, Ahmedabad
HOD:
Zuned Shaikh
Head of the Department,
LJIET, Ahmedabad
External Sign:

ACKNOWLEDGEMENT
I am very thankful to LARSEN & TOUBRO CONSTRUCTION ECC division for having given
me the opportunity to undertake my summer training at their ADANI CORPORATE HOUSE
PROJECT. I would also like to thank Debabrata Charkraborty Sir. I would like to convey thanks
to Mr. Vishal Pandya Sir, Asst. construction manager L & T construction who debriefed us about
the planning. I would like to convey my heartfelt thanks to all the staff of the project site office for
their cheerful cooperation and for all their help and guidance throughout my stay at the project
site. Lastly, I would like to thank my university LJIET for providing me such a great opportunity.

www. plagiarism -detect .com
Date: 21.5.2015
Words: 4508
Plagiarised sources: 24
Plagiarised: 3%
http://www.aquariusengineers.biz/products-stationary-boom-placer.html
plagiarised from source: 1%
the cumbersome process of laying the1.
This can ensure faster pours in less manpower2.
provided with a sophisticated remote control3.
Hence, the movements of the boom can be controlled4.
Suitable safety devices are provided to ensure accident free5.
http://profit.ndtv.com/stock/larsen-&-toubro-ltd_lt/reports
firm F L Smidth & Co in connection with the1.
of cement companies that later grouped into the Associated Cement2.
Together, Holck-Larsen and Toubro founded the partnership firm of L&T in3.
which was converted into a limited company on February4.
http://science.howstuffworks.com/transport/engines-equipment/tower-crane.htm
They're pretty hard to miss -- they often rise hundreds1.
feet into the air, and can reach out just as2.
The construction crew uses the tower crane to lift steel3.
concrete, large tools like acetylene torches and generators4.
http://womanoperator.org/capital_building.htm
http://www.china-crane.net/
http://www.bsl-machinery.com/how-tower-cranes-work/
http://www.stichtingnextmove.nl/big-cranes.htm

plagiarised from source: >1%
http://www.iloveindia.com/economy-of-india/top-50-companies/larsen-and-toubro.html
firm F L Smidth & Co in connection with the1.
of cement companies that later grouped into the Associated Cement2.
http://www.slideshare.net/paliwalumed/summer-internship-report-lt
Together, Holck-Larsen and Toubro founded the partnership firm of L&T in1.
http://www.slideshare.net/AmmanAthif/tower-crane-42180127
http://www.deckrane.com/info/towercrn.pdf
http://shodhganga.inflibnet.ac.in:8080/jspui/bitstream/10603/4683/10/10_chapter 4.pdf
http://www.slideshare.net/bhasker4u/larsenandtoubro
L&T shall foster a culture of caring trust and continuous learning1.
http://www.automationengineeringinfo.com/marine/cranes/
http://www.slideshare.net/subhra2jyoti/organizational-structure-amp-leadership-style-in-ms-larsen-amp-toubro-
mumbai
http://www.slideshare.net/victorxls/l-t-training-project
http://scholar.valpo.edu/cgi/viewcontent.cgi?article=1022&context=jvbl
http://civilengineer.webinfolist.com/equip/equipment-links.htm

http://www.machineryzone.com/used/1/cranes.html
https://howardinturners.wordpress.com/2013/11/21/468/
https://www.facebook.com/pages/All-Access-Rigging/147428015387759
https://www.facebook.com/docscrane
http://aquarius-engineers-pvt-ltd.b2b.sulekha.com/products
the cumbersome process of laying the1.
http://utpedia.utp.edu.my/926/

INDEX
1. INTRODUCTION………..............................................................................1
1.1 KEYWORD……………………………………………………………..1
1.2 WHAT IS PROJECT..............................................................................1
1.3 ABOUT THE ORGANISATION…………………………………….....6
2. LITARETURE REVIEW…………………………………………………...27
2.1 PLANNING……………………………………………………………..27
2.2 COST CONTROL……………………………………………………….27
2.3 SCHEDULE CONTROL………………………………………………..27
2.4 QUALITY CONTROL………………………………………………….28
3. METHODOLOGY………………………………………………………......29
4. STRUCTURE DESIGN……………………………………………………..30
5. CONSTRUCTION…………………………………………………………..33
5.1 SITE DETAIL…………………………………………………………...33
5.2 INOVATION IN PROJECT……………………………………………..37
5.3 EXAVATION……………………………………………………………38
5.4 FORMWORK……………………………………………………………42
5.5 RAINFORCEMENT……………………………………………………..46

5.6 BAR BENDING SCHEDULING……………………………………….47
5.7 QUANTITY OF RAINFORCEMENT………………………………….49
6. PROBLEM & SOLUTION …………………………………………………52
7. MANAGEMENT………………………………………………………........54
6.1 MANAGEMENT OF EQUIPMENT……………………………………55
6.2 MANAGEMENT OF LABOUR………………………………………...60
6.3 MANAGEMENT OF MATERIAL……………………………………...61
8. CONCLUSION………………………………………………………………65
9. REFERENCE………………………………………………………………...66
APPENDIX 1- PERIODIC PROGTESS REPORT
APPENDIX 2- PATENT DRAFTING EXERCISE
APPENDIX 3- BUSINESS MODEL CANVAS

Team ID: 22722 INTRODUCTION
LJIET CIVIL 1
Introduction
Over the years and more importantly in the recent past projects have been used as a delivery
mechanism to do business and accomplish objectives. No wonder it has become one of the fastest
growing professions in the world. Although the understanding of what constitutes a project and
what doesn’t continues to be a topic of debate. This paper attempts to provide literature search on
what is a project, its classification, characteristics, its life cycle, phases, tools etc.
1.1 Keywords: Projects, Project Management
Every one of us is a manager of projects! From a house wife to a production employee to financial
analyst, from banker to physician, from engineer to administrator, from teacher to student, we all
work on various tasks with deadlines. Regardless of our occupation, discipline, or location in an
organization, we all work on tasks that are unique and involve people who do not usually work
together. The project may have a simple objective that does not require many people or a great
deal of money, or it may be quite complex, calling for diverse skills and many resources. But the
bottom line is that every one of us manages projects!
1.2 What is a Project?
While there are several definitions of projects in the literature, one of the best has been offered by
Tuman (1983), who states:
“A project is an organization of people dedicated to a specific purpose or objective. Projects
generally involve large, expensive, unique, or high risk undertakings which have to be completed
by a certain date, for a certain amount of money, with some expected level of performance. At a
minimum, all projects need to have well defined objectives and sufficient resources to carry out
all the required tasks.”
In lines of the definition provided by Pinto & Slevin (1988), and accepted for the purpose of this
research, a project can be defined as possessing the following characteristics:
(1) A defined beginning and end (specified time to completion)
(2) A specific, preordained goal or set of goals (performance expectations)
(3) A series of complex or interrelated activities
(4) A limited budget
Diallo & Thuillier (2003) reviewed the project management literature outlined a set of evaluation
dimensions which appear regularly although not with the same occurrence:
(1) Respect to the three traditional constraints
(2) Satisfaction of the client
(3) Satisfaction of the objectives as outlined in the logical framework

LJIET CIVIL 2
(4) Project impacts
(5) Institutional or organizational capacity built in the organization by the project
(6) Financial returns (in the case of productive projects) or the economic or social benefits (in the
case of public sector projects), and
(7) Project innovative features (outputs, management or design)
In the words of Turner (1999), “a project is an endeavour in which human, financial and material
resources are organized in a novel way to undertake a unique scope of work, of given specification,
within constraints of cost and time, so as to achieve beneficial change defined by quantitative and
qualitative objectives.”
As defined in A Guide to the Project Management Body of Knowledge (PMI, PMBOK® Guide,
2000), a project is a temporary endeavor undertaken to create a unique product or service.
Temporary means that every project has a definite beginning and a definite end. Unique means
that the product or service is different in some distinguishing way from all other projects or
services.
1. Characteristics of a Project
Typically, most projects share most if not all of the five characteristics listed below.
(1) A start and a finish (2) A time frame for completion (3) An involvement of several people on
an ad-hoc basis (4) A limited set of resources (5) A sequencing of activities and phases
2. Classification of Projects within Categories and Sub-Categories
(1) Project size
(2) Project complexity
(3) External or internal customer
(4) Degree of customer involvement in the project
(5) Levels of risk in projects
(6) Major and minor projects within a category
According to Gareis and Huemann (2000) the Project-oriented Company (POC) is an organisation
which defines “Management by Projects” as an organisational strategy, applies temporary
organisations for the performance of complex processes, manages a project portfolio of different
project types, has specific permanent organisations to provide integrative functions, applies a
“New Management Paradigm”, has an explicit project management culture, and perceives itself as
being project-oriented. Thus POCs do have specific processes, such as assignments of projects
and programmes, project management, programme management, quality management of projects

LJIET CIVIL 3
and programmes, project portfolio co-ordination, networking between projects, personnel
management in the POC and organisational design of the POC.
3. Project Life Cycle
As maintained by PRINCE2 (2002): “A sequence of phases through which a project must pass.
There are a variety of definitions that generally reflect different industry practices… The generally
accepted sequence is: pre-feasibility validation of concepts); feasibility (detailed investigation of
viability) design; contract (procurement); implementation; commissioning; handover and
operation.
Project life cycle generally defines:
(1) The tasks to be accomplished in each phase or sub- phase
(2) The team responsible of each of the phases defined
As advocated Archibald & Voropaev (2003), there is a general agreement that the four broad,
generic project phases are (common alternative terms are shown in parentheses):
(1) Concept (initiation, identification, selection.)
(2) Definition (feasibility, development, demonstration, design prototype, quantification.)
(3) Execution (implementation, realization, production and deployment, design/construct/
commission, installation and test.)
(4) Closeout (termination, including post-completion evaluation.)
The number of phases in a project life cycle depends on a variety of factors like nature of industry,
type of output, size of project etc. Kerzner (2003) has developed a theoretical sequence of phases
that may be identified with most of the projects as is outlined below:
(1) Conceptual
(2) Planning
(3) Testing
(4) Implementation or Execution
(5) Closure
It is generally better in planning projects to analyze successive increments or distinct phases of
activity; in this way the return to each relatively small increment can be judged separately. Like
products follow a product life cycle, projects follow a project life cycle that has certain phases of
development.

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Dividing a big project in manageable chunks makes the complex task of managing projects easier,
these chunks in a sequential form can be termed as project phases which can further be divided
into sub-phases and a collection of these phases makes what is called as a project life cycle. Each
project phase is marked by completion of one or more deliverables. Although many project life
cycles have similar phase names with somewhat similar deliverables required, few are identical.
Most have four or five phases, but some have nine or more. Sub-projects within projects may also
have distinct project life cycles. Importantly, these phases are not always consecutive in nature but
are more simultaneous. Though researchers have suggested certain representative project life
cycles, for example, the waterfall model and Muench et. al’s (1994) spiral model for the software
development life-cycle, Morris’s (1994) construction project life cycle and Murphy’s (1989)
representative life cycle for a pharmaceutical project.
As per Kulkarni et al. (2004), the projects, especially the ones having a longer lifecycle, could be
categorised into many phases depending on the functions. For convenience and simplicity points
of view, the three commonly known phases is utilised, namely:
(1) Procurement phase: From inception to the financial closure and beginning of works (tendering;
dealing with governments, lenders, insurers, pressure groups, experts)
(2) Execution phase: Project execution (site installation till routine processes are reached,
significant completion)
(3) Operation and handover phase: From significant completion till the end of defect liability
period and handover
As said by Flaatten, McCubbrey, O’Riordan and Burgess (1992), ‘project execution’ (also known
as ‘project implementation’ phase) is the phase where project manager is responsible for allocating
work to the various team members, making sure that the team resources are used where most
needed, and ensuring that the workload is balanced. As intermediate deliverables are completed,
they are reviewed for verification (that they are correct and abide by project standards) and
validation (that they conform to previous work).
Wideman (1987) describes; each of these phases are unique in terms of:
(1) People allotted to them
(2) The budget available for carrying out these phases
(3) Specific time available to finish each of the phases.
8. Characteristics of a project life cycle
Risk and uncertainty is highest at the beginning stages of a project and reduces thereafter as the
project continues.

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The ability of the stakeholders to influence the final characteristics of the project’s product and the
final cost of the project is highest at the start and gets progressively lower as the project continues.
Also the cost of correcting an error increases as the project goes along.
Gantt charts
Developed by Harry Gantt in 1916, these charts give a timeline for each activity. They are used
for planning, scheduling and then recording progress against these schedules.
PERT/CPM (Critical Path Method)
Both methods show precedence relationships explicitly. Although the two methods were
developed independently during the fifties, they are surprisingly similar. Both methods, PERT and
CPM, use a graphic representation of a project that it is called "Project Network" or "CPM
diagram", and it is used to portray graphically the interrelationships of the elements of a project
and to show the order in which the activities must be performed.

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1.3 ABOUT THE ORGANIZATION:
Larsen & Toubro Limited is the biggest legacy of two Danish Engineers, who built a world-class
organization that is professionally managed and a leader in India's engineering and construction
industry. It was the business of cement that brought the young Henning Holck-Larsen and S.K.
Toubro into India. They arrived on Indian shores as representatives of the Danish engineering firm
F L Smidth & Co in connection with the merger of cement companies that later grouped into the
Associated Cement Companies. Together, Holck-Larsen and Toubro founded the partnership firm
of L&T in 1938, which was converted into a limited company on February 7, 1946. Today, this
has metamorphosed into one of India's biggest success stories. The company has grown from
humble origins to a large conglomerate spanning engineering and construction.
Larsen & Toubro Construction is India’s largest construction organization. Many of the country's
prized landmarks - its exquisite buildings, tallest structures, largest industrial projects, longest
flyover, and highest viaducts - have been built by it. Leading-edge capabilities cover every
discipline of construction: civil, mechanical, electrical and instrumentation. L&T Construction has
the resources to execute projects of large magnitude and technological complexity in any part of
the world. The business of L&T Construction is organized in six business sectors which will
primarily be responsible for Technology Development, Business Development, International
Tendering and work as Investment Centres. Head quarter in Chennai, India. In India, 7 Regional
Offices and over 250 project sites. In overseas it has offices in Gulf and other overseas locations.
L&T Construction’s cutting edge capabilities cover every discipline of construction – civil,
mechanical, and electrical and instrumentation engineering and services extend to large industrial
and infrastructure projects from concept to commissioning. L&T Construction has played a
prominent role in India’s industrial and infrastructure development by executing several projects
across length and breadth of the country and abroad. For ease of operations and better project
management, in-depth technology and business development as well as to focus attention on
domestic and international project execution, entire operation of L&T Construction is structured
into four Independent Companies.
• Hydrocarbon IC
• Buildings & Factories IC
• Infrastructure IC
• Metallurgical & Material Handling IC
• Power Transmission & Distribution
• Heavy Engineering

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• Shipbuilding
• Power
• Electrical & Automation
• Machinery & Industrial Product

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BUILDING & FACTORIES:
The Buildings & Factories Independent Company is equipped with the domain knowledge,
requisite expertise and wide-ranging experience to undertake Engineering, Procurement and
Construction (EPC) of all types of building and factory structures.
• Commercial Buildings & Airports
• Residential Buildings & Factories
RESIDENTIAL BUILDINGS & FACTORIES:
L&T undertakes turnkey construction of a wide range of residential buildings and factory
structures. Projects are executed using the cutting edge technology, sophisticated construction
equipment and project management tools for quality, safety and speed.
• Residential Building
• Factories
FACTORIES:
L&T offers design and turnkey construction of heavy and light factories, cement & plants
including Defence Projects using the latest construction technology, with a focus on Quality,
Safety and Speed. The spectrum covers:
• Heavy & Light Factories (HLF) –Automobile & Ancillary Factories, Glass plants, Food
processing Factories, Pharmaceutical plants, Warehouses & Logistics Parks, Workshop
Complexes, Solar thin film manufacturing units, etc.
• Cement & Plants (C&P) – Cement Plants, Sugar Plants, Distillery Plants, and Food Grain
storage structures, Pulp & Paper Mills, Textile Mills etc.
• Defence – Construction of Manufacturing Facilities and Warehouse Facilities for Defence.
Company Vision
L&T Shall be a professionally- managed Indian Multinational, committed to total Customer
satisfaction and enhancing shareholder value.
L&T-ites shall be an innovative, entrepreneurial and empowered team constantly creating value
and attending global benchmarks.

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L&T shall foster a culture of caring, trust and continuous learning while meeting expectation of
employees, stakeholders and society.
Some famous successful projects by L&T Construction:-
 New gateway to Mumbai, Terminal 2
 The Grand Hyatt International

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QUALITY POLICY
At L&T, Environment, Health & Safety (EHS) is given the highest priority. The EHS policy
enunciated by the Corporate Management lays emphasis on Environment, Health and Safety
through a structured approach and well defined practices. Systems and procedures have been
established for implementing the requisites at all stages of construction and they are accredited to
the International standards of ISO 9001:2008, ISO 14001:2004 and OHSAS 18001:2007.

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L&T Quality Policy:
Larsen & Toubro Limited – Buildings and factories Independent
Company (B&F IC) is committed to achieve and sustain business
excellence through value driven professional approach and total customer
satisfaction.
B&F IC shall strive to maintain leadership in its area of
business by:
 Designing and building projects to specified standards within
stipulated time schedules.
 Being continuous learning organization, benchmark with best
industry practices to deliver superior value to the customers.
 Providing innovative and cost effective solutions in engineering
& construction with latest technology.
 Effective implementation of Quality Management System as per
ISO 9001 towards total quality and continual improvement of all
processes
 Developing Leaders, who set high expectations, achieve business
excellence through entrepreneurship and team work.
 Ensuring greater employee morale and motivation by involving,
developing and empowering people through training and up-
gradation of their competencies.
 Building long term relationships with customers and strategic
business partners based on shared objectives towards enhanced
value creation.
Quality Management System:
1. Quality Assurance
2. Quality Control

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Quality Assurance: All the activities concerned with attainment of
quality.
Contents of Quality Assurance:-
1. Site Inspections
2. Method Statements
 Work Procedure
 Inspection Test Plan
 Checklist
 Risk Assessment
3. Inspection Test Plan
4. Audits
 Internal Audit
 Opening Meet
 NCR(Non Conformity Report)
 Observation
 Closing meet
 External Audit
5. Trainings
 Staff
 Workers
6. CONQUAS( Construction Quality Assessment System)
7. Reports/MIS
 Monthly Quality Report
 Weekly Quality Report
8. Quality Plan
 Project Quality Plan
 Quality Assurance Plan
9. Inspection
 For Material (Material Inspection Report)
 For Work (Work Inspection Report)

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Quality Control:-
 The operational Techniques and activities which together sustain the
product, service or quality to specific requirement.
1. Laboratory
 Bulk Material testing as per inspection test plan
 Cube compression test
 Trial Mix as per data
 Acceptability test
2. Batching Plant
 Production of Concrete
 Concrete Temperature
 Slump Test
 Sampling and Testing of concrete (As per IS 456)
Project Quality Plan
1. Work Methods
2. Inspection Test Plan
3. Frequency
4. Acceptance criteria.
Quality Objectives of L&T:
1. Customer Value
 Product rating of structures finishes & MEP
 Customer Feedback
 Pre commissioning obligations
2. Process
 Plan vs. Actual
 Project Milestone
 Financial performances
 Cost prudence

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 Safety records
3. Improvement
 Safety performance
 Cycle time
 Cost of poor quality
 Wastage reductions
 Product quality rating
4. Leadership
 Development of future leaders
5. Motivations
6. Partnerships.

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ENVIRONMENT, HEALTH & SAFETY (EHS) POLICY

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VISION & MISSION
VISION
L&T shall be professionally managed Indian multinational committed to total customer
satisfaction and enhancing shareholder value. L&T shall be an innovative entrepreneurial and
empowered team constantly creating value and attaining global benchmarks. L&T shall foster a
culture of caring trust and continuous learning while meeting expectations of employees,
stakeholders and society.
MISSION
To achieve excellence in the field of Engineering, Procurement and Construction through world
class practice and standards in quality, Safety and Project Management.

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ABOUT PROJECT
Adani Corporate House
Structural layout

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Side view

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Site Address: Adani Corporate House,
Adani Shantigram Township,
SG Highway, Ahmedabad
The corporate office forms a part of Ahmadabad’s well-known Shantigram Township spread over
600 acres, where state-of-the-art commercial complexes complement luxurious residences. The
idea was to build a tower that would be publicly recognized and distinctively read as a symbol of
the bold standards of Adani Group. The overall scheme is divided in two phases in which phase
I consists of High rise tower housing group companies and low rise structure balancing it with
amenities that cater to the staff. Subsequently, the key design has been evolved over defined axis
which orients the building to face main access road thus exploiting its frontage and giving it a
distinct identity. Meeting the client’s key requirement, the building has been planned with distinct
circulation paths and separate entrance for executives and general staff. The staff entrance and
public functions are situated at the low rise having state of the art auditorium and cafeteria above.
Grand central atrium is created at the ground level of both high and low rise volumes which
radiates transparency and openness inside the structure. The tower is designed keeping in mind
the clients desire to use maximum natural light and have large office spaces that can be grouped
easily. Small footprint on the plot has enabled large landscape spaces to be integrated with the
building enhancing the surroundings and adding a sense of openness to the overall scheme.

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Project Brief
Client ADANI Enterprises Limited.
Architects ARCHGROUP International Architects Pvt. Ltd,
Mumbai.
Structural Sterling Engineering Consultancy services Pvt. Ltd,
Consultant Mumbai
MEP Consultants AECOM, UAE.
Location Shantigram, Ahmedabad.
Plot Area 11 Acres (Approx.)
Build Up Area 1.52 Million Sq ft
Project Duration 24 months
Total cost (Approx.) 210 crores
It will include a common substructure which has 3 floors as basement, 6 storey and 16 storey (with
terrace) superstructure. The maximum height of the building after completion of the project will
be 82 meters, including the helipad.
The area is divided into wings and zones according to the direction and structural designing. Wings
are named as East, West, South and North, while zoning is done as Zone I-VIII. The workforce is
of around 650 people. The site has an office, a worker colony, canteens, steel yard, formwork yard,
P&M office, and batching plant.
The execution of project is planned into 8 zones:
ZONE 1
ZONE 2 & 3
ZONE 4, 5 & 6
ZONE 7 & 8

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LJIET CIVIL 1

CHAPTER – 2
LITARETURE REVIEW

Team ID: 22722 Literature Review
LJIET CIVIL 27
Literature Review
2.1 Planning
Planning techniques for construction projects include a work breakdown structure; Program
Evaluation and Review Technique, or PERT, charts; and Gantt charts. A work breakdown
structure reduces complexity by breaking down the work to be done into individual tasks that are
the responsibility of a particular employee. PERT charts put the tasks into sequence to establish
what has to be completed before other tasks can start. Gantt charts are horizontal bar charts, with
each bar representing the duration of a project; these give an overview of how the project has to
proceed. Applying these techniques to construction projects allows you to reserve the required
resources and assign responsibilities to ensure the smooth functioning of project management.
2.2 Cost Control
Construction project management requires cost control. Your planning activities have helped you
identify the tasks that have to be completed and assign corresponding work. Cost control starts
with distributing the total cost to the tasks and establishing reporting procedures to track costs as
your company incurs them. You can achieve close cost control with signature rules for purchase
orders and payments. If you have to sign all purchase orders, you will know what costs the
project is generating. If your signature is required for payments, you have control over booking
costs to the project.
2.3 Schedule Control
Controlling the schedule for construction projects is critical because tasks are mutually
interdependent and delays can increase costs. Your planning has established the overall schedule
and specifies when particular tasks must be completed. A good schedule control technique is to
establish milestones that are easily observed and verified. Another technique is to use outside
events like permits to check on progress. If you have scheduled a milestone like the raising of the
building structure, you can go to the site on that day to verify whether the project team has met
the milestone. If you know that the project requires a building permit at a certain date, you can
check whether the permit has been issued.

Team ID: 22722 Literature Review
LJIET CIVIL 28
2.4 Quality Control
An important function for construction projects is to control the quality of the materials and the
work because it affect the value of the structure you are building. Quality control has three parts.
You have to identify the level of quality you want, ensure that the purchase orders specify the
quality and examine the finished product to make sure you received what you ordered. When you
assign responsibility for a task in the planning stage, you also have to assign responsibility for
the quality and for the required documentation. For each item, the documentation has to include
the specified level of quality, the corresponding order and the resulting test or inspection report.

Team ID: 22722 METHODOLOGY
LJIET CIVIL 29

CHAPTER – 4
STRUCTURE DESIGN

Team ID: 22722 STRUCTURE DESIGN
LJIET CIVIL 30

LJIET CIVIL 31

LJIET CIVIL 32

Team ID: 22722 CONSTRUCTION
LJIET CIVIL 33
5.1 SITE DETAILS
The following components could be easily identified on the site:
Labor colony
This part of site provides shelter and various other facilities like canteen to the workers
working on the site. Approximate area 8500 sq m.
Cement batching and mixing plant
This part of the site facilitates storing of materials, testing and making of concrete on site.
Freshly prepared concrete is taken on site with the help of transit mixers having capacity
of 6 cu.m. each.
Plant type: Conveyor Type concrete batching plant
Aggregates used in making concrete:
Coarse Aggregate of 10 mm and 20 mm sizes
Sand sourced from Prantij and Mahudi (Zone II and III)
Plant Capacity: 30 cu m/hr
Strength of concrete used on site:
M-40 for RCC Structures

LJIET CIVIL 34
M-15 for PCC
 Site office
The office has following major parts:
 Planning Dept.
 Accounts Dept.
 Office of the Project Manager
 Conference Room
 Waiting Area Office for the Engineers

LJIET CIVIL 35
 Reinforcement yard:
This part of the site is responsible for unloading, storing and processing of steel
reinforcement used on the site. The reinforcements, being procured, confirm to the Indian
Standard 1786:2008 and are thermo- mechanically treated.
 Formwork yard:
Formwork yard contains all the materials required to construct a tower, support and
barricades. It may have low duty towers, heavy duty towers, CT Props, Hydraulic jacks,
plywood, H-beams(Doka and Aluminum), Steel section.

LJIET CIVIL 36

LJIET CIVIL 37
5.2 INOVATION IN PROJECT:
Usage
Autoclaved Aerated Concrete (AAC) Blocks for Masonry Work.
Property Dimensions * mm
Length (L) 600
Height (H) 200
Width (D)* 75 100 125 150 200 225
Tolerance +/- 3
Application
Ideal for Masonry work for High Rise, Commercial, Institutional and Industrial Buildings.
Special Features
 BRIXOLite AAC blocks are green building product manufactured using 70 % of recycled
material.
 BRIXOLite is 65 % less in weight than conventional clay bricks. It saves approximately 15 %
to 20% of the steel requirement in reinforcement. Its excellent size/weight ratio allows faster
construction work.
 Its uniform and bigger size of AAC blocks enable speedy construction.
 High compressive strength makes BRIXOLite AAC blocks solid, therefore it is recommended
for load bearing walls, also causing minimum breakage.
 Dimensional accuracy result, BRIXOLite is extremely easy to install, saves mortar and plaster
consumption.
 It can be available in different sizes according to project’s requirement.
 The porous structure of BRIXOLite AAC blocks provides a high acoustic insulation.
 BRIXOLite AAC blocks have very low thermal conductivity and therefore a high thermal
energy efficiency is achieved. It reduce the inside temperature which results in cost savings
for heating and cooling.
 One of the important property AAC blocks of extremely higher fire resistance which gives
product rating at least 4 hours and more.

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5.3 EXCAVATION AND FOOTINGS
My project at the site was in the area of excavation, reinforcement, shuttering and concreting of
foundations of various kinds, in Zone VIII.
EXCAVATION
Equipment used - Track hoe Loader, Dumper, Calibrated Auto-Level, Vertical Staff, Total
Station, Steel rods.
Process Flow -
 Firstly, the grade slab level is found (50.055m)

LJIET CIVIL 39
Auto-level is set up on the field, back sight reading is taken from a benchmark and Height
of instrument is established.
The difference between the height of the instrument and the bottom level of the footing is
found, and the relevant reading is seen on the vertical staff while excavation is being done.
After proper excavation, points for the concreting of the PCC level below the footing are
marked.
Level at Basement 3 : 50.055 (-11.50)
F1 type footing:
Total height = 350 mm + 475 mm + 725 mm + 150 mm
= 1700 mm
Bottom RL of the footing = 50.055 - 1.7
= 48.355m

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After 1 month (zone-8)

Team ID:
22722 CONSTR
UCTION
LJIET CIVIL 41
F2 type footing:
Total height = 350 + 500 + 775 + 150 mm = 1775 mm
Bottom RL of footing = 50.055 -1.775 = 48.280m
Retaining wall:
Total height = 350 + 150 + 800 = 1300
mm
Bottom RL of footing = 50.055 -1.300 = 48.755m
Below picture shown is the key plan of the zone 1 & 8
foundation. (Level B3)

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5.4 FORMWORK
Various kinds of formworks are used at the site. One of the most important aspects is the load
carrying capacity of the tower systems and the height of the towers. Also, to support the slab and
column, formwork is used. It is of major influence to make sure that the column, slab, beam, wall
or footing stays in its place while concreting and does not run out of shape after initial setting time.
H Beam: Doka H-16, H-20, H24, Doka H-20 eco 2.45 m and Alu H-20
Plywood and H-beams are generally used to support a structural unit when concreting is to be

LJIET CIVIL 43
done. Plywood and H-beams combined with CT Props and hydraulic jacks are used to support a
slab before and after construction.
Steel sections are used to support the plywood and to provide appropriate formwork for
construction of structural members.
A number of fundamental principles apply to all formwork.
Consideration must be given to:
 Acceptable tolerances permitted;
 Use of appropriate materials;
 Standards of workmanship;
 Construction for ease of erection and stripping.
 Care and maintenance of the formwork, so that the maximum number of r
e‐uses can be achieved.
Formwork is a temporary construction; however care must be taken to prevent damage to perman
ent work. Three general principles govern formwork design and construction:
 Quality accuracy of the concrete shape and the final finished surface quality.
 Safetystrength of the formwork structure. Personal safety of people, both carpenters
and the public.
 Economy
the structural frame is usually the most significant cost component, a dominant and critica
l factor in the time of construction.
Formwork System
Columns – L&T Column formwork
Wall – L&T Wall formwork
Floor Slabs (<4.5m height) – L&T Table formwork
Floor Slabs (>4.5m height) – L&T Heavy Duty tower formwork

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Basically in our site these are the types of the formwork are given below
1. L&T COLUMN/WALL FORMWORK SYSTEM
2. L&T TABLE FORMWORK SYSTEM
3. LOADING PLATFORM FOR TABLE FORM LIFTING
4. L&T HEAVY DUTY TOWER SYSTEM
5. L&T FLEX FORMWORK SYSTEM (FOR LOBBY SLABS& OTHER AREAS

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Scaffold Max load Per Max concentrated load
Class Platform per Bay Per Platform per Bay
(Should be over transom)
Light 225kg 100kg
Medium 450kg 150kg
Heavy 675kg 200kg
Height of Steel Aluminium
Scaffold
Up to 15m 4 3
Up to 30m 3 2
Up to 45m 2 1

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5.5 REINFORCEMENT
8 mm diameter steel reinforcement is used in making stirrups for columns. They are
also used in making bent up section like steel chairs, used for supporting two different
layers of reinforcement in a flat slab.(unit weight 0.39 kg/m)
10 mm diameter steel reinforcement is used in making stirrups for columns. They are
also used as extra bars in reinforcing flat slab.(unit weight 0.67 kg/m)
12 mm diameter steel reinforcement is used in making stirrups for some columns. They
are used in making various bent up sections like drop panel section, sections for

LJIET CIVIL 47
retaining wall etc. (unit weight 0.89 kg/m)
16 mm diameter steel reinforcement is used in making sections for staircases. These
are also used as additional reinforcement for strengthening the column capital. These
are also used in vertical reinforcement (unit weight 1.58 kg/m)
20 mm diameter steel reinforcement is used in making sections for staircases, beams
etc. These are also used in vertical reinforcement i.e. for columns. (Unit weight 2.47
kg/m)
25 mm diameter steel reinforcement is used in making sections for staircases, beams
etc. These are also used in reinforcing columns. (Unit weight 3.85 kg/m)
32 mm diameter steel reinforcement is majorly used in reinforcing columns and
beams.(Unitweight 6.32 kg/m)
36 mm diameter steel reinforcement is majorly used in columns. (unit weight 8.00
kg/m)
Raft reinforcement consists of following things:-
 Bottom X-direction all through
 Bottom X – direction additional reinforcement
 Bottom Y- direction all through
 Bottom Y – direction additional reinforcement
 Bottom X- direction all through (2nd
& 3rd
layer)
5.6 Bar Bending Schedule (BBS)
Most important thing in any reinforcement is the bar bending schedule of the foundation.
In bar bending schedule the vertical & horizontal reinforcement are given with the
calculations and in our case in BBS the step wise footing schedule is given like 1st
step
horizontal & vertical then 2nd
step likewise. It is the most important thing in any
reinforcement or concreting.
Bar bending schedule (or schedule of bars) is a list of reinforcement bars, a given RCC
work item, and is presented in a tabular form for easy visual reference. This table

LJIET CIVIL 48
summarizes all the needed particulars of bars – diameter, shape of bending, length of each
bent and straight portions, angles of bending, total length of each bar, and number of each
type of bar. This information is a great help in preparing an estimate of quantities.

LJIET CIVIL 49
Bar bending schedule is a list of reinforcement bars, a given work item, and is presented
in a tabular form for easy visual reference. This table summarizes the details about the bar which
consists of the following things:
 Diameter
 Shape of Bending
 Length of each bent and straight portions
 Angles of bending
 Total length of each bar
 Number of each type of bar
 Cutting length of each bar
 Weight of steel.
In general it is being used to understanding how to find out the quantities of bars in columns as
well as shear walls.
The steel yard houses the machinery to work with steel bars. These steel bars are used in the RCC
structures. The machines cut and bend the steel bars according to BBS (Bar Bending Schedule)
5.7 Quantity of reinforcement:
F1 type of footing:
Footing bottom reinforcement T16@125 c/c distance
(3700-2x75)/125 + 1 = 29 bars along L, similarly 29 bars along B => 58 nos. of bars.
Footing Top centre, Top side and Top both way
Top centre T8@250 c/c distance
(1800-2x75)/250 + 1 = 7 bars along 4 sides => 28 nos. of bars.
Top side T8@250 c/c distance
[{(3700-1800)/2}-75-2x8]/250 + 1 = 5 bars along 4 sides => 20 nos. of bars.
Top both way T8@250 c/c distance
(1800-2x75)/250 + 1 = 8 bars along B, similarly along L => 16 nos. of bars.

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Footing face bar Step-1 and Step-2 2-T10
Vertical reinforcements in column: 20-T25
Master stirrups in non-confining zone: T8@200 c/c distance - 5 nos.
Secondary stirrups in non-confining zone: T8@100 c/c distance - 20 nos.
Master stirrups in confining zone: T8@200 c/c distance - 9 nos.
Secondary stirrups in confining zone: T8@100 c/c distance - 36 nos.

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Similarly for F2 type of footing:
Footing bottom both way: T16@125 c/c distance = 31 nos. along L and 31 nos. along B
Footing top centre step 1: T8@250 c/c distance = 6 nos. on each side => 24 nos.
Footing top side step 1: T8@250 c/c distance = 5 nos. on each side => 20 nos.
Footing top bar both way step 2: T8@250 c/c distance = 8 nos. along B and 8 nos. along L => 16
nos.
Vertical reinforcement for column: 4-T32 and 16-T25
For proper reinforcement work, first the reinforcements are marked with chalk according to c/c
distance and then tied up.

CHAPTER – 6
PROBLEM & SOLUTION

Team ID: 22722 PROBLEM & SOLUTION
LJIET CIVIL 52
Problems Observed
The problems we observed in our site were,
 TIME DELAY:- The construction is behind schedule by 4 months. The causes of
these delays are as follow:
A) Change in design
B) Avaibility of materials
C) Weather conditions.
A. CHANGE IN DESIGN DURING ON GOING CONSTRUCTION:-
Sometimes, while the construction is ongoing. The structural designers come up with a better
design of some parts of the construction such as the quality of material, size of columns. The
change in design may also be necessary if some design was miscalculated by the structural
designer. The change in design is not an overnight modification. The change in design has to be
calculated properly and the specifications regarding the change have to be properly noted. Plus
any work which is related to the changed specification have to be planned again as well. This
change; while good and beneficial to the construction; comes at a price of time.
SOLUTIONS:
Accuracy in design detail and proper planning which includes forecasting any future
predicaments.
B. DUE TO AVAIBILITY OF MATERIALS:-
DESCRIPTION:
In our construction site certain innovative materials are used such as aerated light weight
concrete materials which is only available in surat. Avaibility of these blocks depends on
manufacturer and sometimes their avaibilities is affected due to various reasons and due to this
the construction delayed.
SOLUTION:
Now to avoid this issue proper storage on site should be protected and block should be
preordered more than the required quantity.
C. DUE TO WEATHER CONDITIONS:-

Team ID: 22722 PROBLEM & SOLUTION
LJIET CIVIL 53
Weather conditions in Ahmedabad are getting unpredictable day by day such as recent heavy
hail-storm was experienced for the first time. The heat is summer is breaking all records as well.
This condition make the productivity of the workers futile which delays the construction.
SOLUTION: Now such extreme conditions are unavoidable, however management should be
prepared for such plights so that the damage and delay is minimum. These extreme conditions
should be tackled by providing proper damage control solutions.
2. FINANCES INVOLVED IN LIQUIDATED DAMAGES.
Such huge construction involves involves in getting loans from banks and various sources. But if
there is delay the construction then it directly affects the condition of loans. If there is delay in
the construction then there is the increase in the interest amount which affects the finances of the
project. And if there is major increase in interest amount then it may stop the construction also.
SOLUTION
To overcome this problem we must take care that the construction is completed in time. Else the
delay time should not be more which increases the liquidate damage.
Liquidated damages section in the contract should be revieved pre-construction, so that the
damages occurred and consequences are not drastic.

Team ID: 22722 MANAGEMENT
LJIET CIVIL 54
Management
 Good project management in construction must vigorously pursue the efficient utilization
of labour, material and equipment. Improvement of labour productivity should be a major
and continual concern of those who are responsible for cost control of constructed
facilities. Material handling, which includes procurement, inventory, shop fabrication and
field servicing, requires special attention for cost reduction. The use of new equipment and
innovative methods has made possible wholesale changes in construction technologies in
recent decades. Organizations which do not recognize the impact of various innovations
and have not adapted to changing environments have justifiably been forced out of the
mainstream of construction activities.
 Observing the trends in construction technology presents a very mixed and ambiguous
picture. On the one hand, many of the techniques and materials used for construction are
essentially unchanged since the introduction of mechanization in the early part of the
twentieth century. For example, a history of the Panama Canal construction from 1904 to
1914 argues that:
 The work could not have done any faster or more efficiently in our day, despite all
technological and mechanical advances in the time since, the reason being that no present
system could possibly carry the spoil away any faster or more efficiently than the system
employed. No motor trucks were used in the digging of the canal; everything ran on rails.
And because of the mud and rain, no other method would have worked half so well.
 In contrast to this view of one large project, one may also point to the continual change
and improvements occurring in traditional materials and techniques. Bricklaying provides
a good example of such changes:
 Bricklaying...is said not to have changed in thousands of years; perhaps in the literal
placing of brick on brick it has not. But masonry technology has changed a great deal.
Motorized wheelbarrows and mortar mixers, sophisticated scaffolding systems, and
forklift trucks now assist the bricklayer. New epoxy mortars give stronger adhesion
between bricks. Mortar additives and cold-weather protection eliminate winter shutdowns.
 Add to this list of existing innovations the possibility of robotic bricklaying; automated
prototypes for masonry construction already exist. Technical change is certainly occurring
in construction, although it may occur at a slower rate than in other sectors of the economy.

LJIET CIVIL 55
VARIOUS TYPE OF PROJECT MANAGEMENT:-
- Management of Equipment
- Management of Labour
- Management of Material
6.1 Management of Equipment:-
 The selection of the appropriate type and size of construction equipment often
affects the required amount of time and effort and thus the job-site productivity of
a project. It is therefore important for site managers and construction planners to
be familiar with the characteristics of the major types of equipment most commonly
used in construction.
 Type of Equipment And No. of Equipment –
1. TOWER CRANE :
Total Tower cranes used in construction: 2
Capacity at 65m Boom Length: 1.9T
Total Height of Mast: 94 m

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2. BACTHING PLANT
Total Number of Batching Plant used: 1
Model Type: CP30
Make: Sching Stetter
Capacity of Batching Plant: 30 cum/Hr
3. TRANSIT MIXER:-
Total number of transit mixer used: 2
Capacity: 6 Cum

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4. HEAVY CRAWLER CRANE:-
ONE used for Structural Steel erection.
Capacity: 250 MT
5. GANTRY CRANE:-
Total number of gantry crane used: 1
Capacity: 20 T

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6. CRAWLER CRANE:-
Total units used: 2 for Structural steel fabrication and erection.
Capacity: 80T
7. WEIGH BRIDGE:-
Total units used: 1
Capacity: 60T

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8. PICK & CARRY CRANE:-
Total units used : 1
Capacity: 15T
9. BACK HOE LOADER:-
Total units used: 2
Capacity: 0.7 Cum
6.2Management of Labour:-
 Labour Characteristics
Performance analysis is a common tool for assessing worker quality and contribution. Factors
that might be evaluated include:
 Quality of Work - calibre of work produced or accomplished.
 Quantity of Work - volume of acceptable work

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 Job Knowledge - demonstrated knowledge of requirements, methods, techniques and
skills involved in doing the job and in applying these to increase productivity.
 Related Work Knowledge - knowledge of effects of work upon other areas and
knowledge of related areas which have influence on assigned work.
 Judgment - soundness of conclusions, decisions and actions.
 Initiative - ability to take effective action without being told.
 Resource Utilization - ability to delineate project needs and locate, plan and effectively
use all resources available.
 Dependability - reliability in assuming and carrying out commitments and obligations.
 Analytical Ability - effectiveness in thinking through a problem and reaching sound
conclusions.
 Communicative Ability - effectiveness in using oral and written communications and
in keeping subordinates, associates, superiors and others adequately informed.
 Interpersonal Skills - effectiveness in relating in an appropriate and productive manner
to others.
 Ability to Work under Pressure - ability to meet tight deadlines and adapt to changes.
 Security Sensitivity - ability to handle confidential information appropriately and to
exercise care in safeguarding sensitive information.
 Safety Consciousness - has knowledge of good safety practices and demonstrates
awareness of own personal safety and the safety of others.
 Profit and Cost Sensitivity - ability to seek out, generate and implement profit-making
ideas.
 Planning Effectiveness - ability to anticipate needs, forecast conditions, set goals and
standards, plan and schedule work and measure results.
 Leadership - ability to develop in others the willingness and desire to work towards
common objectives.
 Delegating - effectiveness in delegating work appropriately.
 Development People - ability to select, train and appraise personnel, set standards of
performance, and provide motivation to grow in their capacity. Diversity (Equal
Employment Opportunity) - ability to be sensitive to the needs of minorities, females
and other protected groups and to demonstrate affirmative action in responding to these
needs.
 These different factors could each be assessed on a three point scale: (1) recognized
strength, (2) meets expectations, (3) area needing improvement. Examples of work
performance in these areas might also be provided.

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 Type of Labours & Man Power Nos.
TYPE OF LABOUR NO. OF LABOUR REQUIED
CARPENTER/HELPER 300
FITTER/HELPER 250
MASON/HELPER 100
MALE COOLIE(USK) 100
WELDER/HELPER 40
RIGGER/FITTER/HELPER 70
OTHER 100
6.3Management of Material:-
 Materials management is an important element in project planning and control. Materials
represent a major expense in construction, so minimizing procurement or purchase costs
presents important opportunities for reducing costs. Poor materials management can also
result in large and avoidable costs during construction. First, if materials are purchased
early, capital may be tied up and interest charges incurred on the excess inventory of
materials. Even worse, materials may deteriorate during storage or be stolen unless special
care is taken. For example, electrical equipment often must be stored in waterproof
locations. Second, delays and extra expenses may be incurred if materials required for
particular activities are not available. Accordingly, insuring a timely flow of material is an
important concern of project managers.
 Materials management is not just a concern during the monitoring stage in which
construction is taking place. Decisions about material procurement may also be required
during the initial planning and scheduling stages. For example, activities can be inserted
in the project schedule to represent purchasing of major items such as elevators for
buildings. The availability of materials may greatly influence the schedule in projects with
a fast track or very tight time schedule: sufficient time for obtaining the necessary
materials must be allowed. In some case, more expensive suppliers or shippers may be
employed to save time.
 Materials management is also a problem at the organization level if central purchasing and
inventory control is used for standard items. In this case, the various projects undertaken
by the organization would present requests to the central purchasing group. In turn, this
group would maintain inventories of standard items to reduce the delay in providing
material or to obtain lower costs due to bulk purchasing. This organizational materials

LJIET CIVIL 62
management problem is analogous to inventory control in any organization facing
continuing demand for particular items.
 Materials ordering problems lend themselves particularly well to computer based systems
to insure the consistency and completeness of the purchasing process. In the manufacturing
realm, the use of automated materials requirements planning systems is common. In these
systems, the master production schedule, inventory records and product component lists
are merged to determine what items must be ordered, when they should be ordered, and
how much of each item should be ordered in each time period. The heart of these
calculations is simple arithmetic: the projected demand for each material item in each
period is subtracted from the available inventory. When the inventory becomes too low, a
new order is recommended. For items that are non-standard or not kept in inventory, the
calculation is even simpler since no inventory must be considered. With a materials
requirement system, much of the detailed record keeping is automated and project
managers are alerted to purchasing requirements.
Material Procurement and Delivery:-
 The main sources of information for feedback and control of material procurement are
requisitions, bids and quotations, purchase orders and subcontracts, shipping and receiving
documents, and invoices. For projects involving the large scale use of critical resources,
the owner may initiate the procurement procedure even before the selection of a constructor
in order to avoid shortages and delays. Under ordinary circumstances, the constructor will
handle the procurement to shop for materials with the best price/performance
characteristics specified by the designer. Some overlapping and rehandling in the
procurement process is unavoidable, but it should be minimized to insure timely delivery
of the materials in good condition.
 The materials for delivery to and from a construction site may be broadly classified as: (1)
bulk materials, (2) standard off-the-shelf materials, and (3) fabricated members or units.
The process of delivery, including transportation, field storage and installation will be
different for these classes of materials. The equipment needed to handle and haul these
classes of materials will also be different.
 Bulk materials refer to materials in their natural or semi-processed state, such as earthwork
to be excavated, wet concrete mix, etc. which are usually encountered in large quantities
in construction. Some bulk materials such as earthwork or gravels may be measured in
bank (solid in situ) volume. Obviously, the quantities of materials for delivery may be
substantially different when expressed in different measures of volume, depending on the
characteristics of such materials.
 Standard piping and valves are typical examples of standard off-the-shelf materials which
are used extensively in the chemical processing industry. Since standard off-the-shelf
materials can easily be stockpiled, the delivery process is relatively simple.

LJIET CIVIL 63
 Fabricated members such as steel beams and columns for buildings are pre-processed in a
shop to simplify the field erection procedures. Welded or bolted connections are attached
partially to the members which are cut to precise dimensions for adequate fit. Similarly,
steel tanks and pressure vessels are often partly or fully fabricated before shipping to the
field. In general, if the work can be done in the shop where working conditions can better
be controlled, it is advisable to do so, provided that the fabricated members or units can be
shipped to the construction site in a satisfactory manner at a reasonable cost.
 As a further step to simplify field assembly, an entire wall panel including plumbing and
wiring or even an entire room may be prefabricated and shipped to the site. While the field
labour is greatly reduced in such cases, "materials" for delivery are in fact manufactured
products with value added by another type of labour. With modern means of transporting
construction materials and fabricated units, the percentages of costs on direct labour and
materials for a project may change if more prefabricated units are introduced in the
construction process.
 In the construction industry, materials used by a specific craft are generally handled by
craftsmen, not by general labour. Thus, electricians handle electrical materials, pipefitters
handle pipe materials, etc. This multiple handling diverts scarce skilled craftsmen and
contractor supervision into activities which do not directly contribute to construction. Since
contractors are not normally in the freight business, they do not perform the tasks of freight
delivery efficiently. All these factors tend to exacerbate the problems of freight delivery
for very large projects.
7 QUANTITY OF VARIOUS MATERIAL:-
a. Ordinary Portland Cement 53 Grade
Quantity used: 30000 MT
b. Aggregates 10 mm down
Quantity used: – 44000 MT
c. Aggregates 20 mm down
Quantity Used: 52000 MT
d. Sand Medium Coarse Zone 2
Quantity used: 60000 MT
e. Admixture – 475 MT
Vardhman Make, Dosage 4.8 Kg/ Cum
f. Total Concrete Quantity to be Produced using above materials – 75000 Cum

LJIET CIVIL 64
g. Reinforcement Steel (8 mm to 36 mm dia.) – 9100 MT
h. Structural Steel E350 Grade High Tensile – 1900 MT
i. High Tensile Strand for Post Tensioning Works – 110 MT
j. Aerated Auto Claved Light Weight Concrete Blocks – 7000 Cum

Team ID: 22722 REFERENCES
LJIET CIVIL 66
1. McCullough, David, The Path Between the Seas, Simon and Schuster, 1977, pg. 531.
2. Rosefielde, Steven and Daniel Quinn Mills, "Is Construction Technologically Stagnant?", in
Lange, Julian E. and Daniel Quinn Mills, The Construction Industry, Lexington Books, 1979, pg.
83.
3. This example was adapted with permission from an unpublished paper "Managing Mega
Projects" presented by G.R. Desnoyers at the Project Management Symposium sponsored by the
Exxon Research and Engineering Company, Florham Park, NJ, November 12, 1980.
4. See R.L. Tucker, "Perfection of the Buggy Whip," The Construction Advancement Address,
ASCE, Boston, MA, Oct. 29, 1986.
5. For more detailed discussion, see D.G. Mills: "Labor Relations and Collective Bargaining"
(Chapter 4) in The Construction Industry (by J.E. Lang and D.Q. Mills), Lexington Books, D.C.
Heath and Co., Lexington, MA, 1979.
6. This example was adapted from Stukhart, G. and Bell, L.C. "Costs and Benefits of Materials
Management Systems,", ASCE Journal of Construction Engineering and Management, Vol. 113,
No. 2, June 1987, pp. 222-234.
7. The information for this example was provided by Exxon Pipeline Company, Houston, Texas,
with permission from the Alyeska Pipeline Service Co., Anchorage, Alaska.
8. This example was adapted from A.E. Kerridge, "How to Develop a Project Schedule," in A.E.
Kerridge and C. H. Vervalin (eds.), Engineering and Construction Project Management, Gulf
Publishing Company, Houston, 1986.
9. For further details on equipment characteristics, see, for example, S.W.
Nunnally, Construction Methods and Management, Second Edition, Prentice-Hall, 1986
10. See Paulson, C., "Automation and Robotics for Construction," ASCE Journal of Construction
Engineering and Management, Vol. 111, No. CO-3, 1985, pp. 190-207.
11. This example is adapted from Fred Moavenzadeh, "Construction's High-Technology
Revolution," Technology Review, October, 1985, pg. 32.
12. This and the following examples in this section have been adapted from E. Baracco-Miller
and C.T. Hendrickson, Planning for Construction, Technical Report No. R-87-162, Department
of Civil Engineering, Carnegie Mellon University, Pittsburgh, PA 1987.

Team ID: 22722 REFERENCES
LJIET CIVIL 67
13. This model used the INSIGHT simulation language and was described in B.C. Paulson, W.T.
Chan, and C.C. Koo, "Construction Operations Simulation by Microcomputer," ASCE Journal of
Construction Engineering and Management, Vol. 113, No. CO-2, June 1987, pp. 302-314.
14. In the literature of queueing theory, this formula represents an M/D/1 queue, meaning that
the arrival process is Markovian or random, the service time is fixed, only one server exists, and
the system is in "steady state," implying that the service time and average arrival rate are
constant. Altering these assumptions would require changes in the waiting time formula; for
example, if service times were also random, the waiting time formula would not have the 2
shown in the denominator of Eq. (4.27). For more details on queueing systems, see Newell,
G.F. Applications of Queueing Theory, Chapman and Hall, London, 1982.

APPENDIX – 1
PERIODIC PROGRESS
REPORT

Periodic Progess Report : First PPR
Project
:
Construction And Project Management Of G+20 Corporate House
Status : Submitted (Freeze)
What Progress you have made in the Project ?
Foundation of G+20 corporate housing.
What challenge you have faced ?
various problems such as excavation problem, Piling problem, PCC mixture problems,
problem in design of footing.
What support you need ?
To overcome this problems, proper marking for excavation is done, proper supervision for
excavation of the earth is done with suitable equipment for excvation. Proper PCC mixture
is made with its proper ratio. Footing was made as per the revised plan for the foundation.
Which literature you have referred ?
Refereed various tests such as Soil test, Details given by Surveyor.

Periodic Progess Report : Second PPR
Project
:
Construction of Basement B1 and B2
Problems faced such as Seepage, Land sliding.
provided bituminous sheets for preventing water from entering the basement, provided the
retaining support for restricting the land sliding.
Design plan of basement and parking capacity.

Periodic Progess Report : Third PPR
Project
:
Construction of ground floor and first floor.
Problem faced such as dry shrinkage in concrete, permeability of concrete, Buckling, load
distribution problems.
Proper curing of concrete, proper proportion of water cement ratio, Using of vibrator.
Various IS codes for concrete and steel and designing, using of Mixtures for cement and
concrete, proper site inspection.

Periodic Progess Report : Forth PPR
Project
:
Construction management of entire project.
various problem faced as Labours problem such as lack of labours,unskilled labours.
Equipment problems and its maintenance. Improper Time management. lack of raw
materials.
Supports got from labour contractor, Quality and quantity of materials, proper use of
equipment as per requirement. Quality measurements.
Abstract sheet, Measurement sheet, record book, mustard roll, Updated patterns, Critical
Path Method (CPM), Program Evaluation and review Technique(PERT) methods.

APPENDIX – 2
PATENT DRAFTING
EXERCISE

GIC Patent Drafting Exercise Team ID:
FORM 1
THE PATENTS ACT 1970
(39 OF 1970)
&
THE PATENTS RULES, 2003
APPLICATION FOR GRANT OF PATENT
(FOR OFFICE USE ONLY)
Application No:
Filing Date:
Amount of Fee paid:
CBR No:
GTU Innovation Council
22722
1. Applicant(s) :
This is just a mock Patent Drafting Exercise (PDE) for semester 8, BE students of GTU.
These documents are not to be submitted with any patent office.
Note :
Page 1 of 6

ID Name Nationality Address Mobile No. Email
Neelay
Rakesh Khese
Civil Engineering , L. J.
Institute Of Engineering
And Technology,
Ahmedabad , Gujarat
Technologycal University.
8460791412 nilaybond_133@
yahoo.co.in
Indian1
Maitrey
Yogeshkumar
Patel
And Technology,
Ahmedabad , Gujarat
7600363968 maitreypatel007
@gmail.com
Indian2
Jainil
Bharatbhai
Patel
And Technology,
Ahmedabad , Gujarat
8758283725 doodysc02@gma
il.com
Indian3
Rehan Javed
Peerzada
And Technology,
Ahmedabad , Gujarat
9925586869 rehan.peerzada1
090@gmail.com
Indian4
Aash Hitendra
Shah
And Technology,
Ahmedabad , Gujarat
7405473607 aashshah93@g
mail.com
Indian5
2. Inventor(s):
Note :
Page 2 of 6

Mobile No. EmailAddressNationalityNameID
Neelay Rakesh
Khese
Institute Of
Engineering And
Technology,
Ahmedabad , Gujarat
Technologycal
University.
8460791412 nilaybond_133
@yahoo.co.in
Indian1
Maitrey
Yogeshkumar
Patel
Institute Of
Engineering And
Technology,
Ahmedabad , Gujarat
Technologycal
University.
7600363968 maitreypatel007
@gmail.com
Indian2
Jainil Bharatbhai
Patel
Institute Of
Engineering And
Technology,
Ahmedabad , Gujarat
Technologycal
University.
8758283725 doodysc02@gm
ail.com
Indian3
Rehan Javed
Peerzada
Institute Of
Engineering And
Technology,
Ahmedabad , Gujarat
Technologycal
University.
9925586869 rehan.peerzada
1090@gmail.co
m
Indian4
Aash Hitendra
Shah
Institute Of
Engineering And
Technology,
Ahmedabad , Gujarat
Technologycal
University.
7405473607 aashshah93@g
mail.com
Indian5
3. Title of Invention/Project:
4. Address for correspondence of applicant/authorized patent agent in india
Name:
Address:
Mobile:
Email ID:
Civil Engineering , L. J. Institute Of Engineering And Technology, Ahmedabad , Gujarat
Technological University.
9925586869
rehan.peerzada1090@gmail.com
Note :
Page 3 of 6

5. Priority particulars of the application(S) field in convention country
Name of the Applicant Title of the InventionFiling DateApplication No.Country
N/AN/AN/AN/AN/A
6. Particulars for filing patent co-operation treaty (pct) national phase Application
International application number International filing date as alloted by the receiving office
N/A N/A
7. Particulars for filing divisional application
Original(First) Application Number Date of filing of Original (first) application
N/A N/A
8. Particulars for filing patent of addition
Original(First) Application Number Date of filing of Original (first) application
N/A N/A
9. DECLARATIONS:
(i) Declaration by the inventor(s)
I/We, the above named inventor(s) is/are true & first inventor(s) for this invention and declare that the
applicant(s).
herein is/are my/our assignee or legal representative.
Date : 21 - May - 2015
Signature & DateName
1 Neelay Rakesh Khese
2 Maitrey Yogeshkumar
Patel
3 Jainil Bharatbhai Patel
4 Rehan Javed
Peerzada
5 Aash Hitendra Shah
(ii) Declaration by the applicant(s) in the convention country
I/We, the applicant(s) hereby declare(s) that:-
(iii) Declaration by the applicant(s)
I/We, the applicant (s) in the convention country declare that the applicant(s) herein is/are my/our
assignee or legal representative.applicant(s)
Note :
Page 4 of 6

I am/We in possession of the above mentioned invention.
The provisional/complete specification relating to the invention is filed with this aplication.
The invention as disclosed in the spcification uses the biological material from India and the necessary
permission from the competent authority shall be submitted by me/us before the grant of patent to me/us.
There is no lawful ground of objection to the grant of the patent to me/us.
I am/we are the assignee or the legal representative of true & first inventors.
The application or each of the application,particulars of each are given in the para 5 was the first applicatin in
the convention country/countries in respect of my/our invention.
The application or each of the application,particulars of each are given in the para 5 was the first applicatin in
the convention country/countries in respect of my/our invention.
I/we claim the priority from the above mentioned applications(s) filed in the convention country/countries &
state that no application for protection in respect of invention had been made in a convention country before
that date by me/us or by any person
My/Our application in india is based on international application under Patent Cooperation Treaty (PCT) as
mentioned in para 6
The application is divided out of my/our application(s) particulars of which are given in para 7 and pray that
this application may be treated as deemed to have been filed on ___________under section 16 of the Act.
The said invention is an improvement in or modification of the invention particulars of ehivh are given in para
8.
(a) Provisional specification/Complete specification
(b) Complete specification(In confirmation with the international application) / as amended before the
international Preliminary Examination Authority (IPEA),as applicable(2 copies),No.of pages.....No.of
claims.....
(c) Drawings (In confirmation with the international application)/as amended before the international
Preliminary Examination Authority(IPEA),as applicable(2 copies),No.of sheets....
(d) Priority documents
(e) Translations of priority documents/specification/international search reports
(f) Statement and undertaking on Form 3
(g) Power of Authority
(h) Declaration of inventorship on Form 5
(i) Sequence listing in electronic Form
(j) ........................................ Fees Rs.XXX in Cash /Cheque/Bank Draft bearin No.XXX Date: XXX on XXX
Bank.
10. Following are the attachments with the application:
I/We hereby declare that to the best of my /our knowledge, information and belief the fact and mtters stated
herein are correct and I/We request that a patent may be granted to me/us for the said invention.
Dated this 21 day of May , 2015
Note :
Page 5 of 6

Name Signature & Date
1 Neelay Rakesh Khese
2 Maitrey Yogeshkumar
Patel
3 Jainil Bharatbhai Patel
4 Rehan Javed
Peerzada
5 Aash Hitendra Shah
Note :
Page 6 of 6

FORM 2
THE PATENTS ACT, 1970
(39 OF 1970)
&
PROVISIONAL SPECIFICATION
22722
1. Title of the project/invention :
Neelay Rakesh Khese , ( Indian )
Address :Civil Engineering , L. J. Institute Of Engineering And Technology, Ahmedabad , Gujarat Technologycal
University.
Maitrey Yogeshkumar Patel , ( Indian )
University.
Jainil Bharatbhai Patel , ( Indian )
University.
Rehan Javed Peerzada , ( Indian )
University.
Aash Hitendra Shah , ( Indian )
University.
2. Applicant(s) :
3. Preamble to the description :
The following specification describes the invention.
Note :
Page 1 of 5

4. Description :
a. Field of Application / Project / Invention :
Construction Management and Development.
b. Prior Art / Background of the Invention / References :
In developing a construction plan, it is common to adopt a primary emphasis on either cost control
or on schedule control as illustrated in Fig. 9-1. Some projects are primarily divided into expense
categories with associated costs. In these cases, construction planning is cost or expense oriented .
Within the categories of expenditure, a distinction is made between costs incurred directly in the
performance of an activity and indirectly for the accomplishment of the project. For example,
borrowing expenses for project financing and overhead items are commonly treated as indirect
costs. For other projects, scheduling of work activities over time is critical and is emphasized in the
planning process. In this case, the planner insures that the proper precedence ’s among activities
are maintained and that efficient scheduling of the available resources prevails. Traditional
scheduling procedures emphasize the maintenance of task precedence’s (resulting in critical path
scheduling procedures) or efficient use of resources over time (resulting in job shop scheduling
procedures). Finally, most complex projects require consideration of cost and scheduling over time,
so that planning, monitoring and record keeping must consider both dimensions. In these cases,
the integration of schedule and budget information is a major concern.
c. Summary of the Invention/Project :
With the competition in the construction market is fierce increasingly, profit margin of construction
enterprises is getting smaller and smaller,and cost control of construction projects become more
and more important.The control of construction project cost becomes one of the cores in project
management. Construction project management is a systematic, comprehensive, dynamic subject,
requiring construction project manager to regularize and standardize the organization, goal, quality,
safety, and cost of construction project . In this paper, in order to achieve the project cost control
effectively and create greater economic benefits,construction project management
content,measures and cost Control measures were studies.
d. Objects of the Invention/Project :
Building Construction Management Learning Outcomes :-
1. The student is prepared to assume an entry level professional constructor ’s role as a member of
a multidisciplinary team in the construction industry.
2. The student has the fundamental education that will lead to a leadership role in the construction
industry.
3. The student has developed an ethical and professional foundation to become a responsible
member of society and the construction industry.
4. The student has the fundamental skills in oral and written communication as required to
effectively communicate in the construction industry
5. The student possesses the fundamental knowledge and skills needed to manage the principal
resources of the construction industry to include human, material, equipment, and financial
resources
6. The student has a well-developed concept of mathematics and physical science
7. The student possesses an understanding of the contributions made by design professionals to
the construction processes, and can communicate and interact with design professionals within the
multidisciplinary construction team.
8. The student will understand the global nature of the construction industry.
e. Drawing(s) :
Note :
Page 2 of 5

f. Description of the Invention
Construction planning is a fundamental and challenging activity in the management and execution
of construction projects. It involves the choice of technology, the definition of work tasks, the
estimation of the required resources and durations for individual tasks, and the identification of any
interactions among the different work tasks. A good construction plan is the basis for developing
the budget and the schedule for work. Developing the construction plan is a critical task in the
management of construction, even if the plan is not written or otherwise formally recorded. In
addition to these technical aspects of construction planning, it may also be necessary to make
organizational decisions about the relationships between project participants and even which
organizations to include in a project. For example, the extent to which sub-contractors will be used
on a project is often determined during construction planning.
Most people, if you describe a train of events to them, will tell you what the result would be. They
can put those events together in their minds, and argue from them that something will come to
pass. There are few people, however, who, if you told them a result, would be able to evolve from
their own inner consciousness what the steps were which led up to that result. This power is what I
mean when I talk of reasoning backward.
Like a detective, a planner begins with a result (i.e. a facility design) and must synthesize the steps
required to yield this result. Essential aspects of construction planning include the generation of
required activities, analysis of the implications of these activities, and choice among the various
alternative means of performing activities. In contrast to a detective discovering a single train of
events, however, construction planners also face the normative problem of choosing the best
among numerous alternative plans. Moreover, a detective is faced with an observable result,
whereas a planner must imagine the final facility as described in the plans and specifications.
In developing a construction plan, it is common to adopt a primary emphasis on either cost control
or on schedule control as illustrated in Fig. 9-1. Some projects are primarily divided into expense
categories with associated costs. In these cases, construction planning is cost or expense oriented .
Within the categories of expenditure, a distinction is made between costs incurred directly in the
performance of an activity and indirectly for the accomplishment of the project. For example,
borrowing expenses for project financing and overhead items are commonly treated as indirect
costs. For other projects, scheduling of work activities over time is critical and is emphasized in the
planning process. In this case, the planner insures that the proper precedence ’s among activities
are maintained and that efficient scheduling of the available resources prevails. Traditional
scheduling procedures emphasize the maintenance of task precedence’s (resulting in critical path
scheduling procedures) or efficient use of resources over time (resulting in job shop scheduling
procedures). Finally, most complex projects require consideration of cost and scheduling over time,
so that planning, monitoring and record keeping must consider both dimensions. In these cases,
the integration of schedule and budget information is a major concern.
g. Examples
h. Unique Features of the Project
nothing
5. Date & Signature :
Date : 21 - May - 2015
Note :
Page 3 of 5

Sign and Date
Neelay Rakesh Khese
Sign and Date
Maitrey Yogeshkumar
Patel
Sign and Date
Sign and Date
Rehan Javed
Peerzada
Sign and Date
Aash Hitendra Shah
6. Abstract of the project / invention :
With the competition in the construction market is fierce increasingly, profit margin of construction
enterprises is getting smaller and smaller,and cost control of construction projects become more and more
important.The control of construction project cost becomes one of the cores in project management .
Construction project management is a systematic, comprehensive, dynamic subject, requiring construction
project manager to regularize and standardize the organization, goal, quality, safety, and cost of
construction project . In this paper, in order to achieve the project cost control effectively and create greater
economic benefits,construction project management content,measures and cost Control measures were
studies.
Note :
Page 4 of 5

Drawing Attachments :
Note :
Page 5 of 5

FORM 3
THE PATENTS ACT, 1970
(39 OF 1970)
&
STATEMENT AND UNDERTAKING UNDER SECTION 8
22722
1. Declaration :
Neelay Rakesh Khese ,
Maitrey Yogeshkumar Patel ,
Jainil Bharatbhai Patel ,
Rehan Javed Peerzada ,
Aash Hitendra Shah ,
I/We,
Neelay Rakesh Khese ( Indian )
Address : Civil Engineering , L. J. Institute Of Engineering And Technology,
Ahmedabad , Gujarat Technologycal University.
Maitrey Yogeshkumar Patel ( Indian )
Jainil Bharatbhai Patel ( Indian )
Rehan Javed Peerzada ( Indian )
Aash Hitendra Shah ( Indian )
2. Name, Address and Nationality of the joint Applicant :
Name of the
Country
Date of
Application
Application
Number
Status of the
Application
Date of
Publication
Date of
Grant
N/A N/A N/A N/AN/AN/A
(i) that I/We have not made any application for the same/substantially the same
invention outside India.
(ii) that the right in the application(s) has/have been assigned to,
Here by declare:
(iii) that I/We undertake that up to the date of grant of patent by the Controller , I/We
would keep him inform in writing the details regarding corresponding application(s)
for patents filed outside India within 3 months from the date of filing of such
application.
Dated this 21 day of May , 2015.
Note :
Page 1 of 2

3. Signature of Applicants :
Sign and Date
Neelay Rakesh Khese
Sign and Date
Maitrey Yogeshkumar
Patel
Sign and Date
Sign and Date
Sign and Date
Aash Hitendra Shah
To
The Controller of Patent
The Patent Office, at Mumbai.
Note :
Page 2 of 2

APPENDIX – 3
Business Model
Canvas

G+20 Corporate House Construction & Project Management.

G+20 Corporate House Construction & Project Management.

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