Nazir Ahmad resume

N
Nazir Ahmad 👤 Member for 14 years 2 months

                                                                NAZIR AHMAD

5160 Sharps Ct. Westerville, OH 43081, USA

[email protected]-  Skype ID: yaryar786 - Tel: 973-738-3765/7339  

 

US Citizen

 

 

QUALIFICATIONS:

 

  • Professional Experience:    29 years of professional experience within USA and various Int’l locations  

 

  • Education:
  • Master of Architecture, Houston, Texas                                                                                    1985-1987
  • Bachelor of Architecture, Pakistan                                                                                           1976-1981
  • Bachelor of Economics, Pakistan                                                                                              1970-1974

 

  • Work History:
  • JV    Afghanistan                                          Program Manager,                                               2011-present
  • DAR / SBG, Saudi Arabia                           Project Controls Manager                                  2009 - 2011
  • URS – Washington Division                     Project Controls Manager                                  2007 - 2009
  • Fluor / SBG Dubai & Saudi Arabia            Project Controls                                                   2006 - 2007
  • Advance Solution, Inc. NJ, MA                Program Management                                         2002 – 2006
  • Bovis Lend Lease, NJ                                  Project Controls Management                           1997 – 2002
  • Port Authority of NY&NJ (WTC)             Project Controls / Senior Architect                   1987 – 1997
  • Uni. of Houston, Houston, TX                  Master of Architecture                                       1985 – 1987
  • DIWI, Germany, Iraq                                   Construction Architect                                       1982 – 1985           
  • PEPAC                                                           Economist, Architect                                           1970 - 1982
  • Citizenship:         
  • UScitizen

 

  • Professional Affiliation:

PMI, AACE, ASQ, CSI, ACI, ASTM

 

SUMMARY:

Extremely strong Managing planning & analysis background supported with Architecture and construction, Accounting, Finance, Budget, Cost, Time Management. Have clear understanding of client, management operational perspective and revenue generating approach.  It includes Program Management, Construction Management, Consulting Management, Contract Management, Scheduling, Resources Management, Cost Management, Earned Value Management, Strategic, Operational & Configuration Management, Project Management, Planning & Design It also includes Good Client Facing Skills, Leadership skills, Decision making, Problem solving skills, Excellent Analytical Skills, Good Team player skills.

  • Complete understanding of relationship in between Program Management & Owner / Construction Manager / Construction Administration & Architect / Engineer, Project Management & General Contractor, Supplier Management & Sub Contractor with Change Management. 
  • Role of key players with management perspective and their important relationship in between starting from Timesheet to HR to Projects to Payroll to Finance to ERP to Documents Management System to Budget always considered as a priority. 
  • Client Experience includes both private and public organizations (government & semi government) in the field of Architecture, Economics, Construction, Transportation, Aviation, Power & Oil industry Infrastructure buildup, Value Engineering & Reengineering..
  • Extremely strong coordination skills in between client & management supported program management goals for project completion within time, cost and resources.  
  • Hands on experience of budget code structure or cost control coding structure. Philosophy of each code contains actual vs. forecast strategy with positive cash flow and this roles up in to various level of management reports
  • Hands on construction principal experience with extremely strong coordination skills in between all management levels, client and project sponsor.
  • Strongly involve in several aspects of training the staff and prepare them for future growth. Key point of this training strategy is to prepare 3rd level and 2ndlevel management team to accept challenges and support executive objectives and goals. 
  • Strong know how for project expansion strategies to increase revenues
  • Contracting management includes RFP process, cod compliance & familiarity of various government and semi government organizations such as UNO, USAID, ICAO, IATA, UNDP, FAR, DOE, PORT AUTHORITY of NY & NJ, NJTRANSIT, AMTRAK etc.
  • Major and key achievement are as follows;
    • Implemented PEP
    • Establish project execution plan
    • Establish leadership meetings system
    • Establish reporting system
    • Establish procurement & sub coordination
    • Establish design procedures and follow-ups
    • Establish construction strategy plan
    • Establish close up procedure plan
    • Establish departmental audit system and follow guidelines
    • Establish URS & client (PCOSI) common WBS system
    • Establish URS & client (PCOSI) common CBS system
    • Establish weekly and daily meeting system between URS and client (PCOSI)
    • Supported corporate Project Management and Project Controls department to establish and write project control manual as follows;

 

  • Involve in Human Resources development
  • PMI Guideline from Project Management (PMBOK)
  • AACE Guideline from Cost Management
  • ASPE Guideline
  • CSI Guideline
  • LCI (Lean) Guidelines
  • DBI Guideline from  Design Build Institute of America
  • ACI guideline from American Concrete Institute

 

  • PROJECT CONTROLS
    • Project Controls -1
      • Baseline, PEP, WBS, Work package, Estimate, Schedule Management.
    • Project Controls - 2
      • Statusing (Unit completed, incremental milestone and onward methods, Fixed budget, Productivity, Variable budget, Fixed vs variable budget, Analysis and reporting, BCWS, BCWP, ACWP, CPI, SPI, CV, SV, TCPI
    • Project Controls - 3
      • Trending, Analysis, Forecasting

 

  • Project Controls – 4  
    • Change Management Systems

 

 

 

 

 

 

PROFESSIONAL EXPERIENCE:

 

JV (Alliance)- Helmand Province, Afghanistan          Program Manager (controls and construction)

Acting Country Manager as well.  All projects are on US base and followed the strong guideline of Department of Defense (DOD), Federal Acquisition Regulations (FAR) and United States Army Corp. of Engineers (USACE) guideline

 

Managing 11 projects at various locations. of Southern Afghanistan.

 

Currently handling five one year behind projects at Camp Shorabak/ Leatherneck/ bastion/ Dwyer (FOB) as program Manager and Acting project manager as well.  Within 10 weeks of time, extremely and aggressively pushed the project progress from 3% to 28%, In absence of S. Project manager and non availability of qualified staff in Helmond Dist., AFG, accepted the challenging responsibility to handle all these under construction projects. Also heavily involve in technical coordination between designer and construction methodology and various sub-contractor selection and many commercial issues. As of client’s requirement, along with ACI class 1 certified technician, also supervised the batch plant & Geo tech lab data to be verified prior to concrete pouring. One year behind design build projects were put on track and delivery date with Recovery Program was committed with USACE to deliver project within 120 days plan. Parallel activities, double shift and resource allocation was carefully crafted to meet the recovery plan dead line. Having hands on operational and controls expertise made AFG an interesting and challenging assignment location and accepted the challenge. Key elements and provided guideline from USACE for construction project, i.e. up to date submittals register, Design  stages (35%, 65%, 95% & 100% as built) followed with Basis of Design (BOD) and construction sequences within time and cost are major targets to be achieved. As a liaison, handled Request for Equitable Adjustment (REA), Recovery plan and develop excellent relations with USACE, US Airforce, Marine Corp., and Afghan National Army (ANA) …all are clients.

 

 

Contraco / SBG, Jeddah KSA                                                          Project  Controls/ Construction & O&M

Due to delay in contract award of Jeddah Int’l Airport (budgetary issue) transferred to CONTRACO (alliance)  Directing, Managing and Supporting company’s  multi million dollar ($)projects as a key allies to Siemens and ABB nation wide in Kingdom of Saudi Arabia and also actively involve for major MEP role Jeddah International Airport, Jeddah, KSA. Heavily involve in commercial issues, contractual issues and all correspondence responsibilities along with subs and main contractors payments, construction execution plan, corporate profit guideline with internal & external cost reports, etc. etc.  Strongly involve in Commercial issues, Logistics issue, Methodology Issues, Planning strategies, Profit and Loss and Risk Management as well.   

 

Directed and supported to Manage the design build one of the largest airport in the Kingdom of Saudi Arabia to handle over 30 Million passengers a year. KAIA also have the tallest Air Control System Tower in the world. Brand new facility has a phasing plan to demolish existing facility without interruption of existing operation. As a CM (Dar Al-Handasah) is supporting and supervising this challenging design build project to the civil aviation and local aviation authorities running this operation under ICAO/FAA guidelines.  State of the art Automated People Mover (APM) system and Baggage Handling System (BHS) are the key elements of this Airport. Strongly coordinating and establishing guideline along with monthly reporting system with design team, project controls, contractors and General Aviation and Procurement arena.  Also, as a main and the largest contractor in GCC worked on the tallest building in KSA "CMA Tower, Riyadh KSA." It is a mixed structure "concrete, steel and cladding" hi-rise building. Managed all execution plan, NTP, mobilization, Logistics plan, HSE Plan, Controls (schedule, cost, contract, recovery plan, change management, REA, document control) With project controls features, provided hands on support to the construction team, design coordination team.

 

 

 

URS, Washington Division, Denver, CO                                                                      Project Controls Manager

Petro Canada Oil Sands, Edmonton, Canada - $3.9B

Managed a team of 25 professionals. URS, as a program Manager this Cost Plus contract with in house FEED, Detailed Design, Procurement with Agent for Account and Construction strategy is successfully on time progressing. Project is progressing under PXP, Construction Execution plan and company’s strict guidelines and client’s on going monitoring on day to day basis. Schedule is established under P3.1 and Cost is getting implemented under new corporate software PRISM. PRISM is controlling Contract, Engineering Management, Schedule and Cost.  Design progress is strictly guarded based upon incremental milestones under Engineering Standards. All sub-contracts are measured by bid items and contract line items in Schedule and cost portfolio under Bid Packages criteria. URS and Client’s WBS are in practice with common denominator criteria in estimate, schedule and cost port folio.  External (client) and Internal report are managing on monthly basis.(Due to the worldwide recession project was put on shelf) Road  construction network from Mines to Fort Hills was added as an additional scope.

 

Clifty Creek, Madison, Indiana - FGD Retrofit project - $498M (2nd largest electricity provider within USA)

Based upon B&V and Ovec/Ikec estimate redesigned the cost portfolio with archive data to accommodate actual and forecast for FGD project. Established contract router, contract line system, POs, EWO and invoice system. Extensively working on company’s cost software. Responsibility includes to support  day to day basis Project Manager, Contract Manager, Construction Manager, Procurement and Senior level management. Responsible to release monthly preliminary to final executive summary level document to cover Actual to date and budget data to establish cash flow.  Detailed monthly responsibilities as below;

  • cost portfolio established with Labor & Material breakdown
  • contract line request form (CLRF) established for accounting and PMM tracking
  • make sure contract lines must be a part of schedule and cost portfolio. In order to close the contract lines keep track of final payments
  • contract router must be completed with accounting data and authorized work order number & work package number.
  • follow accruals and track reversals
  • invoice approval was done based upon labor and material criteria
  • EWO was approved based upon emergent funds
  • Created PMM and Business Object reports and Prism report (PRISM, new cost software for AEP)
  • Coordinated accountant for monthly actual and meet the dead line for preliminary to final executive summary.
  • Developed cash flow  
  • Attended pre bid meetings

Construction execution plan was followed with Project Manager, Contract Admin, Construction Manager, Procurement Manager  to establish milestones in cost portfolio and schedule

 

FLUOR / GLOBAL / SBG,                                                                                                     Dubai and Saudi Arabia

  • Program Manager

GLOBAL VILLAGE, DUBAI

Took a full control of all construction aspects for a twenty one (21) days delayed  project became only five (5) days behind. In order to achieve positive results, revised construction execution plan, schedule, coordination criteria in between client, consultants &  team. Work order criteria with material management, equipment and twenty four (24) work (2 shifts for 12 hour each shift) work plan was carefully and successfully worked out to cover up delay factors. Excessive use of construction material was also controlled with revised material management plan.   

Target successfully achieved

  • Cost Controls Manager  

MECCA, (MINA/JAMARAT), SAUDI ARABIA – $1.2 Billion

Joined the project team 2 years later and project was 1.2 Million overrun in the year of 2006. With 12-14 hours a day working hours successfully establish a cost control system for this state of the art concrete structure job to accommodate over 4 Million pilgrims every year at Jamarat under SBG banner.  Lay out the construction execution plan with project director, schedule and cost factors interface with ERP cost code elements.  Monthly reporting structure was established to accommodate executive and detail level. It includes Material, Labor, Equipment and sub-contractors daily progress reports. Budget for the year 2007 was based on revised BOQ. Cost comparison was also conducted. Advanced control features like 30 days look ahead schedule and Cost were simultaneously implemented to monitor budgeted vs. Actual performance and establish EVM.  This set up was introduced for successful execution and construction strategy.  Also provided the complete Project Management Control System (PCS) plan at central office to control and track all the projects at Master Level.

Target successfully achieved

 

  • Project  Controls Manager – Short time exposure to This project. Supported Fluor to established PMO

Municipality of Jeddah, Saudi Arabia . $1.5Billion

During short period of stay established PCO – Managing lead senior cost engineer, lead senior planner, quantity surveyor, project planner. This operation was to support Project Controls Director on day to day operation. Also supported HR manager to evaluate resumes and recommend to hire engineering professional from EGYPT and PHALIPINE. Also developed EBS for master plan comprises 200 projects, develop Cost Codes and budget system with EVM system strategy.  Later client (Jeddah municipality) took over the control of PCS and team of planners and other specialists were assigned to the their (client location) location.

 

 

Advanced Solution, Inc. New Jersey                                                                                                  Program Management

  • RAYTHEON – December 2005 – April 2006

As a part of the Program Management team, managed to plan and developed Master Schedule for the Perimeter Intrusion Detection System (PIDS) for all four (4) major Airports controlled by the Port Authority of NY & NJ’s in the metropolitan area of NY & NJ. These airports Named as John F. Kennedy Int’l Airport (JFK), Newark Liberty Int’l Airport (EWR) LaGuardia Int’l Airport (LGA) and corporate airport Tetarboro Airport (TEB). Key elements for project planning were the WBS structure for cost accounting and lowest level project interface and charge account details. Hierarchy of schedule from top level to the lowest level was especially considered. Master Schedule includes client, Raytheon and six (6) other key technology player subs. This extremely prestigious project runs under Homeland Security Guideline. Master Schedule includes resources and the interface with MS Project, SAP, MPM,  Accounting, Budget and Cost control factors. Responsibility also includes Earned Value Management, Invoice/ Payment Schedule and Risk Management Factors. It also includes Import and Export document from MS Project to P3 to achieve Time Management, EVMS, Risk Analysis and keep track of change management. Also supported all sub contractors to  develop their schedule and link schedules to be a part of Master Schedule.  Responsibilities also expands to trained Sub Contractors and Raytheon core project team for Suretrak interface with P3. 

(Project Planned with successful interface results)

 

  • ECHOSTAR - June 2002 Dec. 2005

Provided support for core projects of ECHOSTAR (satellite communication system for a publicly traded company) Year 2005 corporate target is to reach 12 million customers. In order to achieve this target time management principals with cost factors & resource availability was established. As a policy guideline, successful operational management and budget constraints were established. Extremely involved in several aspects of training the staff and prepare them for future growth. key elements of this training  was to establish strategy to prepare 3rd level and 2nd level future management team to accept forth coming challenges.  Target object was to achieve successful executive level objectives, goals and smooth operation within Schedule (time management), Budget and Cost.  

Project Delivered and Achieved Successful results

 

Bovis Lend Leas, New Jersey/AMTRAK NY                                             Project Management Controls / PM

Developed Schedule for AmtrakMetropolitan New York Zone High SpeedTrain Project. Six Hundred (600) Miles operation from Washington DC to Boston is divided in to three (3) divisions: 1)Mid Atlantic Division, 2)Metropolitan Division & 3)New England Division. Criteriafor this responsibility was the strong understanding of Schedule & Cost Management w/ resource, cost loaded schedule factors and understanding of Earned value Management. It also included the implementation of Contract Management, Generally Accepted Accounting Principals (GAAP) Utilized Coordinating skills in between Capital Plan (Budget) and reporting system to facilitate AmtrakProject Managers, State and Federal Government on day to day basis to support this operation. Also coordinated in between Federal Aid, NJ Transit (NJT) & AMTRAK, CM and Subs.  Developed planning & integration strategies to achieve important relationship results from billing to payments, Timesheet to HR to Projects to Payroll to Finance to ERP to Document Management System to Budget etc was primarily considered.  Heavily utilized several software such as P3, Prolog Manager, Material Management, Contract Management and MS office.  Created executive level reporting structure and heavily coordinated for budget and cost management principals

Positive end results were achieved.  Secaucus Transfer project completed with success and smooth operation.

 

 

Port Authority of NY & NJ, NYC (World Trade Center, NY)                      Project Controls Mgmt. /Senior Architect

 

  • Provided support to the program management for the World Trade Center (WTC) Redevelopment Program “CAPITAL PROGRAM.”  Updated and developed Cost Loaded Schedule “CPM” for over $300 Million Program for WTC. Successfully utilized Cost Management, PerformanceManagement, Financial Management (Capital Budget) to support the WTCElectrical & HVAC capacity upgrade, Elevator/Escalator Modernization (vertical transportation), Fire Alarm System, Internal & PeripheralSecurity System and Operation Control Center. It also involved WTCMaster Planning for the concourse circulation improvement & plaza renovation. The most prestigious part of this project was the heavy involvement on “BLAST RECOVERY”(Feb. 1993 Bomb Blast) and rehabilitation and development of world’s largest underground shopping and food court. Whereas the most critical part of this project was to support the underground complex transit system (NYC subway system & PATH system) Also responsible to review the payment to contractor, accrued liability report & WIP report for the capital contracts. Monitored the TURNER Construction company’s construction report and reallocate $1 Million monthly advance to deferred, capital, revenue & expenseaccounts.  Extensively worked on Port Authority of NY & NJ’s CAPTRAK System  (capital tracking system), NY state and federal government guidelines.  Positive results were achieved.

 

                “A letter of appreciation was awarded by the Director General. WTC Mr. Allen Reice for a 2% expense          decrease with a budget of $75Million for the year 1996-1997. This was a result of follow up of wrong          account code and wrong allocation of Capital Budget. It also includes to follow PM’s budget spending              details based upon Cost Management Systems, factors and Budgeted Constraints.”

 

Project delivered successfully and achieved positive results

 

  • Port Authority of NY&NJ                                                       Airport Planner / G. Architect / Project Controls

                Under the guideline of FAA, ICAO, IATA and FIS on assignment to the Port Authority of NY & NJ                responsible from conceptual to functional planning & design development and coordination between           various agencies (FAA, FIS & local county offices) and engineering principles for the  Aviation Planning    Division  at World Trade Center, NY for their airports located in the metropolitan area such as John F.     Kennedy Airport(JFK), Newark LibertyInternational Airport(EWR) and LaGuardia International airport                (LGA) Helipad, New York City and corporateairport at Tetarboro, New Jersey.  It includes planning,               codes implementation, budget from The Port Authority of NY & NJ guidelines, NY state and Federal        funding and ICAO monitoring guideline

  • Master Planning of EWR, determined the planning factors affecting the growth and development     of domestic and international air carriers for Terminals. Including pounding impact on      transportation, power sources, roadside access, number of aircraft gate positions, aircraft parking             and road side parking. Further more to facilitate Security System, FIS (Immigration and US           Customs), allied facilities on apron side, terminal building expansion, and roadside improvement.      Detailed analysis and homogeneous design was established for office and patron counter facilities         for airport facilities such as ground transportation, car rental services, FIS, airline ticketing, check-             in counter, baggage handling and claim facilities. Also worked budgeted design of Newark 2000        redevelopment office at Newark International Airport.
  • Conceptual study and presentation drawings for a new consolidated terminal building and allied      facilities.
  • Design of plane mate gates for international arrival building (IAB) in reference to architectural           principles, building material and construction methodology. Refurbishment of International Arrival     Building Lobby.
  • Updated and documented the existing condition for the central terminal building & fingers
  • Diversified study for air traffic growth in conjunction with metropolitan area of NY&NJ. Newark       International Airport was established as a backup airport to support and diversify the ground and         air traffic from JFK Airport. Key element was to share and segregate the New York metropolitan            area burden.

                At the end of this project developed Project Management level skills. Along with Architecture, Economics    and Statistics background learned the key elements to manage project at Schedule, Budget and Cost. Also             exposed to  the project reporting structure.   

Successfully completed Airport Planning & Architectural responsibility

 

Dr.Ing Walter Int’l  (DIWI), Germany@ BASRA, IRAQ                                   Consulting & Construction  Architect

Provided project coordination in between contractor and client assuring adherence to the Airport contract and German standards to utilize ICAO,  IATA guidelines for the BasraInternational Airport, Basra, IRAQ. Including Construction Supervision, review of Contract Documents, review of shop drawings prepared by German Contractor and British Architects. Quality control for erection approval of sandblasted facade panels also included the core sample process for the hairline cracks development due to the sever climate (120 degree) was also a part of responsibility.  Prepared and supported meeting and construction progress repots. Actively participated for UNO, ICAO,IATA, DIWI, Contractor and client (IRAQI Government) and Basra city authorities meetings for project completion. Progress was monitored with change management, time, cost and budget criteria.  Also worked on city related planning project to support Basra Int’l Airport for adequate public and  private access Road Panning and allied facilities such as hotels, cafeterias, private and public parking etc.  

Completed assignment time with success

 

PEPAC, Pakistan                                                                                                                       Architect/Assistant Architect

As a career start, supported & prepared several survey reports, socio-economic analysis with park development and recreational activities, construction documents, design documents, presentation drawings and installation drawings for various prestigious projects in Pakistan and Middle East. It also includes Kot Lakhpat Township housing and industrial park for low income group. planning pattern was established to provide job opportunity along with the nearby housing known as satellite or township or hub concept. This was established to lower the traffic and migration burden on greater Lahore. On an International assignment completed study with socio-economic analysis and factors effecting to plan and design proposal for recreational park at GHOBRA SOUTH, Muscat.  

Developed design feasibility and land acquisition planning  for new access to the expansion program  of Multan Airport as a major hub airport located at  Multan, Pakistan. Responsibilities also included to coordinate airport air site  planning, terminal building with allied facilities, airport roadside access and parking planning. Socio-Economic analysis (data collected from various government agencies) prepared to finalize the planning factors and strategies. This report and survey was a major support for future growth and expansion of this hub airport. Analysis supported master planning and growth factors helped to establish traffic pattern and housing growth with schools, hospitals, public transportation stops, Utilities supplies (electric, gas, water & sewer) and convenient stores. Also established  airside & roadside traffic with growth rate criteria to coordinate in between Civil Aviation Authority & Local City Authorities for the land acquisition process and construction management and budget principal. Detailed one on one basis meetings with local authorities and local chapters were conducted to resolve these issues.

During and after undergraduate studies "Economics/Statistics and Architecture" worked as an interim to full time employee and heavily involved in socio-economic studies, growth, analysis on USAID projects, Architectural drafting, Design development, construction drawings, field coordination and on and on from 1970-1982. 

 

Project successfully delivered

 

 

 

 

 

 

 

AWARDS / HONORS / ANALYSIS

 

  • 2012                                        Letter of recognition from USACE, Afghanistan

 

  • 1997                                        Letter of recognition from the Port Authority of NY & NJ

 

  • June 1987 – June 1988         Master's thesis exhibited at Museum of Natural Science & History, Houston, TX.

 

  • June 1987                               on the basis of Master’s thesis Sasakawa foundation (Japan) provided $3 M

for the study of space architecture at Universityof  Houston, Houston, TX. 

 

  • June 1987                               Interview at channel # 13, Houston, Houston, TX.

 

  • June 1986                               Detailed study and analysis for growth pattern was conducted for down Town

Houston, Texas. Texas has a very diversified economy patterns. It comprises oil based sector, agricultural sector, manufacturing sector, fisheries and live stock sector. Houston was known the 4th largest city of the United States. In conjunction with the above mentioned factors growth Pattern and planning factors were established. This establishment was supported by economic survey and population growth rate.

 

  • June 1982                               Environmental award, Lahore, Pakistan

Prince Karim Agha Khan sponsored the preservation of Gilget, Northern Part of Pakistan. Study and design development of Indigenous Architectural Pattern was established with local available building material Prime objective was to preserve and consider planning factor of traditional Pathan and Pashto  heritage. This is the northern Part of Pakistan and have similar heritage as NWFP, Baluchistan, Pakistan and Afghanistan.

 

  • June 1982                               Diploma in Architecture (5 years program) - Karachi is the largest city of

Pakistan. Growth rate and urban pattern was studied to establish the population migration factors and traveling pattern was established with living language. Modernized international airport to support international standard and faster traveling means was designed and ranked number 2 in the year 1982 at Pakistan level. It was based upon socio-economic analysis, life pattern and emerging need of modernization plans to meet the faster growth of this region.

 

  • June 1980                               Socio-economic survey grant for USAID project in Lahore Survey was

conducted and Prepared reports to establish urban growth rate. Study also included the impact of growth for modernized and urbanized city of Lahore, Pakistan. This survey helped to establish infrastructure system for prefabricated housing system, transportation system, schools system, health system, park and recreational activities, electric, gas, water and sewer system for healthy living. Primary objective for the above mentioned guide line was to improve the living standard for the middle income and low income group.