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1. HUNNAR SHAALA: AN INTRODUCTION The arid land of Kutch has been prone to frequent disasters – the continuous onset of droughts every three years in a five year cycle, the recurring earthquakes every 50 years or so and the cyclones. The people of this region have become extremely vulnerable due to constant exposure to these natural disasters. A number of voluntary agencies have been working in this region in an attempt to alleviate poverty and to empower the communities to take charge of their lives. However, these agencies were mostly working independent of each other, in different geographical pockets in their own area of expertise. The cyclone that hit Kutch in 1998 brought together these diverse organizations as a network, under the name of the Kutch Nav Nirman Abhiyan. During the subsequent disasters of the 1999 cyclone & the earthquake that devastated Kutch in 2001, this network has worked towards relief, rehabilitation and disaster mitigation During the shelter reconstruction planning, it was decided that a shelter cell be formed to assist the organizations who would be rebuilding houses by providing technical & design support. (The implementing member organizations had no prior experience of construction, but had to take it up as part of their rehabilitation activities due to the extent of destruction.) The use of alternate technologies, dissemination of these technologies to the grass root levels, the adaptation of these technologies in the local socio – cultural context, the training of masons & entrepreneurs in these technologies would make the whole reconstruction process an innovative, affordable and a community driven initiative. Abhiyan formed a Shelter Innovation Support Center (SISC) for providing technical assistance and support to these organizations in shelter reconstruction with seismic safe and low cost innovations. Over the last year the shelter innovations and support center has worked with the implementing member and non member NGOs in over seventy villages, besides working with the government on technical guidelines and formulation of shelter policies. The unit has also worked with renowned research institutions like the Indian Institute of Science, Bangalore, and Center for Scientific Research, Auroville to bring alternate technologies to Kutch.

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However, the basic purpose of earthquake rehabilitation and reconstruction intervention was drawing to an end. At this juncture, there was a strong-felt-need for a long term institution which would exclusively engage in innovation, planning, designing and training in all areas of the built form, and would train rural and urban entrepreneurs in construction related technologies. The shelter division of Abhiyan was therefore carved out as a separate organization called ‘‘Hunnar Shaala’’ (House of Skills), was registered as a Section 25 not for profit organization. As a separate entity Hunnar Shaala was taking projects in its name but the finance and accounting system of the organization was managed by Abhiyan but after attaining the separate status Hunnar Shaala started maintaining its own accounting system from 1st of July, 2004. Hence it became the need of the hour to monitor the projects handled by Hunnar Shaala and take critical decisions in the implementation process. Therefore in these conditions this project was being launched. 2. HUNNAR

SHAALA

ORGANIZATION

STRUCTURE

AND

RESPONSIBILITY ACCOUNTING To attain the goals described in the business plan, an organization must coordinate the efforts of all its employees-from the top executive through all levels of management to every supervised worker. Responsibility accounting is a system that measures the plans- by budgets – and actions- by actual results- of each responsibility center. In case of Hunnar Shaala organization structure signifies arrangement of lines of responsibility primarily by business function. I.e. Design Division, Project Division, Mati division. Hunnar Shaala each department can be categorized as a responsibility center whose division head is responsible for certain set of activities. Further analysis of various responsibility centres can be categorized as cost center, revenue center or profit center. Hunnar Shaala existing responsibility center: 1. Design Division: Design division is responsible for fulfilling the client requirement in terms of designing the structure. It has its own client base apart from that it works in tandem with project division for the implementation process. Therefore according to the nature of work performed it is evident that design division is responsible for revenues and cost hence it can be termed as profit center for the organization. 2

2. Project Division: Project division works in a form of supervision and monitoring agency for the project implementation process. It ensures that the project status is according to the schedule and works on the basis of design prepared by design division and client requirement. Hence it also possesses its own client base. On the basis of projects being taken for design it can be termed as another profit center of Hunnar Shaala. 3. Mati Division (Rammed Earth and Block Production): This division is engaged in making structure while using rammed earth technology simultaneously block production process for the purpose of catering to the requirement posed by project division. According to the existing system where Mati division is working on the basis of projects of project division and charging its profit on cost plus basis hence it can be categorized as profit center of Hunnar Shaala. 4. DEWATS Division: DEWATS works on the basis of client requirement of decentralized water treatment system. Hence it also maintains its own client base. DEWATS division is another profit center for Hunnar Shaala. 5. Space Frame Division: This division is engaged in erecting roof structure and contributing to the organization in generation of profits hence it is also one of the profit center for the organization. 6. Administrative Division: Administration division is providing assistance to all other divisions in terms of maintaining records and catering to all other requirements posed by other divisions. Hence manager is accountable for costs only therefore it is the only cost center of Hunnar Shaala.

3. HUNNAR SHAALA PROJECT IMPLEMENTATION SYSTEM

Hunnar Shaala project implementation process begins from receiving grant and funds from the client and developing a common understanding with the client with respect to deliverables. Depending on the assistance sought by the client Hunnar Shaala provides its services in terms of design, project supervision and monitoring, DEWATS etc. In the existing system after the finalization of drawings of the proposed structure other divisions prepare their estimates and budget for the client and internal purposes for assessing the profitability of 3

the project. After the estimation process proper planning is done for project implementation process. In the existing system project division is providing its services in supervision and monitoring of the project. In terms of input and raw materials and labour requirement project division decides about the system to be followed. Currently two kinds of contract are prevalent; one is contract for labour only and other type includes both raw material and labour component. Contracts are being allocated on the basis of estimates and quotation. The primary problem that Hunnar Shaala has been facing is with respect to inadequate and insufficient information in terms of project status. Generally there are two kinds of exception that arise in the case of construction business is cost and time overruns. Hence it is necessary for the management and the project team to recognise these exceptions in time to take appropriate actions and decisions on every stage of project implementation process. On the basis of comparison of Hunnar Shaala with other construction firms it has relatively higher proportion of administrative overheads and currently these overheads are being are allocated to various responsibility center on heuristic basis in the following manner. •

Project Division: 50 %

•

Design Division: 20%

•

Rammed Earth: 15%

•

Block Production: 7.5%

•

DEWATS: 7.5%

Another problem area that arises is absence of proper planning process of time schedules of stage completion (according to work flow of activities) in the project implementation process which is required for keeping track of time schedule in the implementation process. Similarly due to lack of proper information is regarding the track of quantity ordered for a project. Currently there is no system in place for keeping update of the difference between quantity estimated and quantity ordered. Therefore management faces the problem while clearing the bills for the raw material and the labour component which forms a major portion of the cost.

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Given this context, the task was to develop a costing system to provide proper allocation basis for administrative projects and responsibility center to support information about the variances that occur and measure the performance of responsibility center. Other aspect was to develop a proper financial monitoring information system for the purpose of supporting management in taking decisions on time. A financial monitoring system for projects will generate information about the work in progress of the project and major components of costs. Initial estimates of the proposed structure has to be derived according to the client requirements based on the schedule of rates and further break up of estimates has to be derived in terms of raw material, labour, contingency, provision for administrative overheads and expected profits. In the existing system absence of proper maintenance of information does not generate the required information on time. Existing system that has been followed for recording and tracking progress is following: 1. Estimate statement of the proposed structure on the basis of activities performed based on the schedule of rates. 2. Stock register for maintenance of stock inflow and outflow information. 3. Actual expenses records based on cash basis instead of accrual basis in accounts book. 4. Records of material issue on site on the basis of stages of project execution. This information was transferred to the organization form site after every 15 days instead on stage completion. 5. Accounts book and record of administrative expenses were being kept in the organization. Given this current situation, it was thought that a planning exercise before project execution can provide comprehensive overview of expenses and cost of the project. Based on this information, project monitoring could be done more effectively and could be more exact.

4. REVISED

PLANNING

PROCESS

IMPLEMENTATION

5

OF

PROJECT

To facilitate the financial monitoring process in an effective manner the first task was a comprehensive planning process before implementation of projects. First task was to identify different stages in the construction process based on the work flow. After the identification of stages and estimation of budgeted cost of structure on the basis of schedule of rates, a subdivision was being done in the cost components of raw material, labour, administrative overheads, and contingency expenses.

5. COSTING SYSTEM In a project there are various cost components which are the part of proposed structure. It can be divided into four major areas which are:

5.1 Raw Material Raw material component comprises of cement, steel, binding wire etc. On the basis of stock maintenance register on site and invoices, raw material cost of a project or structure is being identified by the organization. Similarly with the help of formats developed and procedure of data recording work in progress estimation can be done.

Labour: Direct and Indirect Labour cost component comprises of both direct and indirect labour but in existing system all the indirect labour expenses are maintained as part of administrative overheads and for direct labour there are contracts being made with labour contractors which are based on budgeted estimates. Therefore labour component of any structure are derived from the invoices of the contractors.

5.3 Administrative Overheads On the basis of comparison with other construction companies Hunnar Shaala is having permanent administrative division which entails higher administrative cost in terms of managing the projects. Hence the concern of is to derive the proper procedure for allocation of administrative overheads for project costing. Simultaneously as there are different 6

responsibility center which are having their own client base therefore it is necessary to allocate the administrative overheads to responsibility centres for the purpose of costing of services. Following are the administrative cost components in descending order: •

Salary to administration staff

•

Vehicle hiring expenses

•

Travelling expenses and allowance

•

Miscellaneous Expenses: Office cleaning, Provisions (Consumables), Photographs, Miscellaneous labour charges (for store keeper, guard), Crockery etc.

•

Telephone and mobile phone expenses

•

Printing and stationary expenses

•

Fuel expenses for site visits and general office works

•

Electricity expenses

•

Food, water and entertainment expenses for guests

•

Photo copying expenses

•

Board Meeting Expenses

•

Training expenses

•

Computer consumables, repair and maintenance expenses

•

Vehicle repair and maintenance expenses

•

Postage and courier expenses

•

Repair and service expenses of computer & other equipments

On the basis of context and administrative cost components few alternatives can be generated for allocation of administrative costs. In the short term Hunnar Shaala can adopt an alternative as their allocation basis but gradually in the long period a system can be adopted where direct tracing of some expenses head can be done in a feasible manner. According to the existing arrangement Hunnar Shaala can adopt one of the following options for the purpose of administrative overheads allocation. Option 1: 7

Based on the value of the project budgeted administrative overheads can be allocated and charged to client. This option will lead to a higher proportion of overheads being allocated to the project with high value and vice versa. The only aspect that can be ignored in this option is extent of resources invested by manpower in a project can not be accounted. Option 2: Based on the turnover/ implementation fees of the organization administrative overheads can be allocated to various responsibility centres in the proportion of percentage of administrative overheads to the organization turnover. Example: If the administrative overhead of organization is 1% of total turnover then 1% of turnover of every responsibility center can be termed as administrative overhead. I.e. Hunnar Shaala total turnover for year 2004 is One crore and administrative overhead is one lakh which is 1% of total turnover. Similarly Division wise turnover break up and administrative overheads allocation will be in the following manner: Table 1: Administrative overheads Division

Turnover

(In Administrative

Rs.) Project 4500000 Design 2500000 Rammed earth and Block 1500000

Overheads 45000 25000 15000

Production DEWATS Space Frame

10000 5000

1000000 500000

After first allocation to various responsibility centres it has to be allocated to the projects, procedure that can be followed for the purpose is estimating total budgeted manpower days/hours which are available in the beginning and dividing the amount of allocated overheads from the budgeted manpower hours/days for the purpose of deriving budgeted overhead rate. On the basis of actual time spent details from time sheets and budgeted overhead rate, overhead expenses can be allocated to the project. Example: If the budgeted manpower hours/days for design division are 750 days (250 days * 3 Employees) in a year. Hence budgeted overhead rate is Rs. 60. (Rs.45, 000/750) On the basis of time sheet it is known that 300 days are devoted to a particular project then Rs.18, 000 (Rs.60 * 300 Days) as administrative overheads can be allocated to the project. 8

This option takes care of extent of resources used and value of project while estimating the extent of overheads for projects. In the existing system either of the option can be incorporated according to the convenience and requirements of management. Similarly in the long run management may try to directly trace the cost to the projects for refining the costing system. For instance following criteria can be used for tracing of the cost directly for different cost items: •

Vehicle hiring expenses: Register can be maintained while hiring vehicle for site visits where record can be maintained for the purpose of deriving the distance of different sites.

•

Travelling expenses and allowance: If the travelling expenses are concerned with projects then it can be directly charged to the projects, in case if there are two or more projects being handled in one trip then based on the project value it can be allocated.

•

Telephone and mobile phone expenses: For these kinds of expenses a register can be maintained which can record the calls being made related with projects and charged to specific project.

•

Printing and stationary expenses: Similar treatment can be given for this expense item where stationary purchased for the site or project or used in drawings/design of the project can be charged to the specific project instead of terming it as administrative overheads.

•

Fuel expenses for site visits and general office works: Fuel expenses for site visits can be estimated by deriving the data of distance and number of visits to site.

•

Photo copying expenses: Similar kind of treatment can be provided for this cost item as with printing and stationary expenses.

Application of above mentioned recommendations depends on the cost and benefit relationship, if the organization perceives that the benefit from applying above mentioned recommendation for different cost items is higher than the cost of maintaining the information then management can bring it in practice.

6. FINANCIAL MONITORING PLAN

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Effective financial monitoring strategy provides information to the management to influence the control process. In case of project management performance reports provide management with a handy tool to understand the progress of projects. This requires maintenance of information to track the project status and take action if there is any deviation from standards. In context of Hunnar Shaala following were the data requirements for maintaining up to date records of various projects and generate useful information for evaluation of the project success.

6.1 Data Requirements Reported • Budgeted Data structure wise

•

Processed • Budgeted Data Project wise

-Material, Project stage wise

-Total Material, Project stage wise

-Labour, Project stage wise

-Total Labour, Project stage wise

-Area

-Total monetary valuation of area

-Time plan for project stages

-Total time for project execution

-Work flow of activities Actual Data Structure wise

•

Actual Data Project wise

-Material

-Total Material

-Labour

-Total Labour

-Area

-Total monetary valuation of area

-Time utilised for project stages

-Total time utilised for project execution

6.2 TRACKING OF DATA

10

It was necessary to develop suitable formats for generating above mentioned data requirements to supplement the project monitoring and to maintain the records of budgeted and actual cost related with project to derive the amount of variances. Hence to facilitate this process certain standard formats had been developed to keep track of project status in terms of cost and time.

6.3 COST VARIANCE On the basis of division of estimates into material, labour and other expenses variance statement were designed in the following manner: In the existing system there is a project in charge that is responsible for the preparing estimates based on the drawings and ensures the implementation of project. Similarly on the project site there is store keeper and supervisor that ensure the proper monitoring of the work on site. Hence three statements were designed for the concerned project staff. •

Budgeted expenses statement: A static budget is developed at the start of the project based on the planned output level. Static budget summarizes the financial allocation of resources for a project. Based on the stages of project execution and raw material, labour component expenses and other expenses a budgeted expenses statement were prepared for the project in charge to maintain the budgeted amount of proposed structure. Budgeted administrative overheads estimation was based on estimated implementation fees. According to the business plan 15% of the project value is to be charged as implementation fees form the client for monitoring and supervision services of project division of Hunnar Shaala and 8% of this fee is being allocated for administrative overheads and salary of project in charge, site supervisor and site storekeeper and remaining is termed as profit. Therefore out of 8% administrative overheads site supervisor (devote full time on site for the project execution period) salary was deducted and the remaining amount was divided by project in charge per day salary. Hence in this manner numbers of days of project in charge were calculated. (Annexure 1)

•

Actual Expenses statement: Based on the on site expenses and stock register maintenance and invoices of labour, raw material contractors an actual expenses statement was prepared to be maintained regularly on site and reports to be generated 11

at the end of completion of stage. To derive the number of days of project in charge time sheets were designed and introduced. (Annexure 3). In case of Hunnar Shaala flexible budget and static budget were same because contracts and estimates were revised based on the client specifications. Therefore actual expenses at the end of completion of stage were calculated on the basis of actual quantity and actual price based on the data from actual expenses statement. (Annexure 2) •

Cost variance statement: Variances assist management in their planning and control decisions. Management receives the necessary information from variances for concentrating upon the areas not operating as expected and giving less attention to areas operating as expected. Variances provide the information for proper allocation of resources and attention of management. Variance analysis provides suggestion for further investigations rather than as establishing conclusive evidence of good or bad performance. A cost variance statement was designed for using the data collected from actual and budgeted expenses statement. This statement was designed for different stages of project to generate reports of cost variance for the management to take effective decisions and timely actions for controlling cost overruns and planning for subsequent stages of projects. (Annexure 4)

6.4 VARIANCES Cost Variance STATIC/FLEXIBLE BUDGET: A static/flexible budget variance is the difference between an actual result and the corresponding budgeted amount in the static/flexible budget. In terms of cost favourable variance denotes actual cost being less than budgeted cost similarly unfavourable variance denotes actual cost being greater than budgeted cost. As there is continuous revision of estimates based on client specifications and requirements hence static and flexible variance denotes the same aspect. Static/Flexible budget variance was further subdivided into price and efficiency variances in the following manner to provide information about the aspects that has influenced the variance: 12

•

A price variance of project reflects the difference between an actual input price and a budgeted input price.

The formula for computation of Price Variance is: Budgeted Price Actual Price of Input

•

---

of Input

*Actual Quantity of Input

An efficiency variance of project reflects the difference between an actual input quantity and a budgeted input quantity. It is the difference between the input that was actually used and the input that should have been used to produce the actual output, holding input price constant at the budgeted price.

The formula for computation of Efficiency Variance is: Budgeted Quantity Actual Quantity of Input ---

of Input allowed

*Budgeted Price of Input

for actual output Based on the above mentioned statements reports are to be generated to the management while providing information about the cost overruns with respect to quantity and price. Similarly information can be used to estimate the value of work in progress which can be utilised for the financial statements in compliance of AS12 (Accounting Standards) of ICAI (Institute of Chartered Accountants of India). TIME OVERRUN In the process of project execution the factors that lead to cost escalation are not only price and quantity of resources but time overruns or deviation from scheduled plan. The most important effect of this is escalation of administrative overheads if overheads are allocated on the basis of manpower hours/day/month basis. Similarly this may lead to penalty and other consequences from the side of client.

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To identify the extent of time overruns a project planning process was adopted in the consultation with project team. During the planning process project was divided in critical stages or milestones on the basis of work flow. This resulted in recognition of material and labour component stage wise to estimate the work in progress. In the following manner stages were divided to ascertain the time schedule of different activities:

Up to Floor P.C.C. Level Excavation for foundationU.C.R. masonry in foundationFoundation P.C.C.U.C.R. masonry from G.L. to plinth lv.Back filling, Rubble soilingRCC Plint band

Up to Lintel / Roof LevelS.R.E. work in Super structure with sill band Lintel bandR.C.C. column

Door - Window

Roof Up to Finishing Level IPS flooring Oil painting on door & windowInside & Outside white washPlaster patta at plinth LevelPlaster patta at sill & lintel Level

Roof Understructure (Plan area)

Electrical/Plumbing work and site cleaning

Fig. 1 Workflow of activities Based on the inputs from project team and work flow of activities a detailed planning process was initiated to prepare the stage and activities wise time schedule of project/structure. On the basis of planning process and time schedule a detailed Gantt chart was designed with the help of Microsoft Project for project monitoring in terms of time. The Gantt chart displays task information about project as both text and bar graphics. Gantt bars were being used to graphically display task durations and start and finish dates on a timescale. The relative position of the Gantt bars displayed the sequence in which project tasks are scheduled to occur. Responsibility of time based monitoring was delegated to project-in-charge and project team leader to ascertain the variances if there is any deviation from the schedule and report it to top management for the appropriate decision. Recommendations were being given to evolve the structure wise project planning instead of considering whole project as an entity or object. To display the effectiveness of Gantt chart and project planning Ujas mahila mandal 14

was taken as case study to show the practical implementation of time monitoring. Planning process of this project was done on the basis of different structure of the project. I.e. Administration building, training hall etc. Following is the example of planning process of Ujas Mahila Mandal Administration building structure: Task Information View: Task Name

Duration

Start

Finish

Up to Floor P.C.C. Level

98 days

Wed 3/10/04

Thu 7/1/04

Up to Roof Level

30 days

Mon 7/5/04

Sat 8/7/04

S.R.E. work in super structure & Sill band

9 days

Mon 7/5/04

Wed 7/14/04

1

Lintel band & R.C.C. column

5 days

Thu 7/15/04

Tue 7/20/04

4

Wattle & Daub work & Plaster patta at plinth Lv.,sill & lintel Lv.

16 days

Wed 7/21/04

Sat 8/7/04

5

Roof-Manglore tiles roof with wooden Understructure ( Plan area )

12 days

Mon 8/2/04

Sat 8/14/04

6SS

Finishing Level

12 days

Mon 8/16/04

Sat 8/28/04

50mm thick IPS flooring with C.M. 1:4

2 days

Mon 8/16/04

Tue 8/17/04

8

Door & window

6 days

Wed 8/18/04

Tue 8/24/04

11

Oil painting on door & window & white wash

4 days

Wed 8/25/04

Sat 8/28/04

11,12

Electrical work

3 days

Mon 8/30/04

Wed 9/1/04

13

Electrical work

3 days

Mon 8/30/04

Wed 9/1/04

Gantt chart view:

15

Predecessors

Fig 2: Gantt chart 7. FINANCIAL MONITORING OF SRE/BLOCK PRODUCTION

DIVISION On the basis of client and project requirement SRE/Block division provides input as a walling unit or providing blocks for the walling stage. Recently in the process of organisational restructuring SRE/Block production division has been separated from project unit to consider it as a separate responsibility center. Hence the work of this division’s can be termed as of sub contractor of project division. Based on the similar formats of project financial monitoring a monitoring system was designed for SRE/Block division for estimating budgeted cost, actual cost and variances. (Appendix 4)

8. CONCLUSION The system that had been designed during the organisation traineeship segment is by and large able to accomplish the purpose of project monitoring. First step was to initiate a planning process, to lay the foundation for a system of tracking project status. A detailed planning process was achieved for the existing project. On the basis of planning all the documents and formats for project team and project site were implemented. Formats were designed while keeping in mind the required information for monitoring of projects stage wise. All this data and information from the formats and documents were then integrated in 16

excel spreadsheets that informs about the variance and the responsible factors for the variance. With these reports and formats a project monitoring system was implemented for the ongoing Ujas mahila mandal project. Similarly to ascertain time overruns Gantt charts were applied as a part of planning process. As the administrative component of Hunnar Shaala is high compared to other construction companies another objective was to device a costing system for allocation to projects. Options were provided to allocate the administrative component on the basis of project value or on the basis of turnover of responsibility centres. The whole purpose of project was to implement the system to measure its practical effectiveness. During the implementation process several issues were recognised and incorporated according to the view points of project team. The reactions and capabilities of the users were ascertained first to derive the practical issues in implementation process. Finally to integrate the whole information and provide summarized reports a database in MSAccess was designed to generate project monitoring reports on stage basis. Major emphasis during the project monitoring implementing was on coordination among the project site supervisor/storekeeper, project team and head office for deriving the utility of the system. Without proper coordination and participation of actors involved this process could not have been achieved.

Annexure 1 Budget Statement Project Name

17

Structure

Expenses S.No

Stages in Project Execution

Expense Head

Unit

1

Up to Floor P.C.C. Level

Cement Steel 8mm Steel 6mm Binding Wire Labour

Bags Kg Kg Kg

Stage Total Bags Kg Kg Kg

Cement Steel 8mm Steel 6mm Binding Wire Labour

Stage Total

Total Door - Window (Sqmt.)

3

Door&Window Labour

Sqmt

Stage Total

Total Up to Finishing Level

4

Bags

Cement Labour

Stage Total

Total Roof(Sqmt.)

5

Mangalore tiles Labour

Sqmt

Stage Total

Total Electrical work

6

Budgeted Price(2)

Total Up to Lintel / Roof Level

2

Budgeted Quantity(1)

Points Labour

Points

Stage Total

Total

7 Stage Total

Contingency

8

Administrative Expenses

Total Project Charge Supervisor

Stage Total

In Days Days Total

Annexure 2: Actual expenses statement Expenses Statement Project Name

18

Static Budget Amount(3)

Structure Expenses S.No

Stages in Project Execution

Expense Head

Unit

1

Up to Floor P.C.C. Level

Cement Steel 8mm Steel 6mm Binding Wire Labour

Bags Kg Kg Kg

2

Up to Lintel / Roof Level

Cement Steel 8mm Steel 6mm Binding Wire Labour

Bags Kg Kg Kg

3

Door - Window (Sqmt.)

Door&Window Labour

Sqmt

4

Up to Finishing Level

Cement Labour

Bags

5

Roof(Sqmt.)

Mangalore tiles Labour

Sqmt

6

Electrical work

Points Labour

Points

7

Contingency

8

Administrative Expenses

Project In Charge Supervisor

Days Days

19

Actual Quantity(4 )

Actual Price(5)

Actual Amount (4*5)

Annexure 3: Time Sheet PERSONNEL TIME RECORD Employee Code: Employee Name: Week Starting from: S.No.

Project Name

Week Ending at: Mon

1 2 3 4 5 6 7 8 9 10 Signature: Instruction:

Please write 1 for full day, 1/2 for half day and 1/4 for quarter of the day.

20

Tue

Wed

Thu

Fri

Sat

Sun

Annexure 4: Variance Statement Variance Statement Project Name Structure

Expenses S.No

Stages in Execution

Project

1

Up to Floor P.C.C. Level

Expense Head

Unit

Cement Steel 8mm Steel 6mm Binding Wire Labour

Bags Kg Kg Kg

Stage Total 2

Up to Lintel / Roof Level

Cement Steel 8mm Steel 6mm Binding Wire Labour

Bags Kg Kg Kg

Total Door - Window (Sqmt.)

Door&Window Labour

Sqmt

Stage Total 4

Budgeted Price(2)

Total

Stage Total 3

Budgeted Quantity(1)

Expenses

Total Up to Finishing Level

Cement Labour

Bags

Static Budget Amount(3)

Actual Quantity(4)

Variance Actual Price(5)

Actual Amount (6)

Static (6-3)

Price (5-2)*4

Quantity (4-1)*2

Stage Total 5

Total Roof(Sqmt.)

Mangalore tiles Labour

Sqmt

Stage Total 6

Total Electrical work

Points Labour

Points

Stage Total

Total

7 Stage Total

Contingency

8

Administrative Expenses

Stage Total

Total Project Charge Supervisor

In Days Days Total

22

Appendix 4 Budgeted estimation, actual expenses and variance Project Name Structure

S.No

Material Name

1 2 3 4 5 6 7 8

Soil Cement Sand Water Oil Diesel Gunny Bags Plastic Sheets

Unit

Labour Component 9

Machine Work Loading Charges Unloading Charges

10

Curing Process Contractor charges

11

Supervisory Charges Other Expenses

12

Curing Lab.

13

Rent-Block Machine

14

Transportation-Machine

15

Testing of Raw Material Testing of SRE Cube

16

Maintenance Machine

17

Roder Soil

Charges-

Charges-Crushing