CONSTRUCTION AND PROJECT MANAGEMENT

NEED OF PROJECT MANAGEMENT ?

WHO IS RESPONSIBLE ?
CLIENT

• TWO STOREYED HOUSE

• A BEAUTIFUL LAWN
• 4 BEDROOMS
• CAR PORCH
• SLOPING ROOF
• ATTACHED TOILETS
CLIENT

OBJECTIVES
DESIGN PROFESSIONAL

• ARCHITECT
• ENGINEER
• MEP CONSULTANTS
CLIENT
CONSTRUCTION

• CONTRACTOR
• LABOURERS
• PRODUCT DISTRIBUTORS
COMPLETION
PROJECT ?
Project is a unique process, consist of a set of coordinated and controlled activities with start and finish
dates, undertaken to achieve an objective confirming to specific requirements, including the constraints of
time cost and resource.
PROJECT CHARACTERISTICS ?
Projects share the following common characteristics.
• Unique in nature.
• Have definite objectives (goals) to achieve.
• Requires set of resources.
• Have a specific time frame for completion with a definite
start and finish.
• Involves risk and uncertainty.
• Requires cross-functional teams and interdisciplinary
approach.
“Quality triangle”
DEFINITIONS FOR PROJECT MANAGEMENT

• Construction management is the process of planning, coordinating and providing monitoring and
controlling of a construction project.

• Construction project management could be defined as the direction, regulation, and supervision of a
project from early development to completion. The ultimate goal of construction project
management is the full satisfaction of the client’s demands for a viable project both in terms of
functionality and budget.
NEED OF PROJECT MANAGEMENT ?
• Project management approach will help in handling complex, costly and risky assignments by providing
interdisciplinary approach in handling the assignments.
• Project management approaches help in handling assignments in a specified time frame with definite
start and completion points.
• Project management approaches provide task orientation to personnel in an organization in handling
assignments.
SUB DIVISIONS OF PROJECT MANAGEMENT ?
• Project integration management to ensure that the various project elements are effectively
coordinated.
• Project scope management to ensure that all the work required (and only the required work) is
included.
• Project time management to provide an effective project schedule.
• Project cost management to identify needed resources and maintain budget control.
• Project quality management to ensure functional requirements are met.
• Project human resource management to development and effectively employ project personnel.
• Project communications management to ensure effective internal and external communications.
• Project risk management to analyze and mitigate potential risks.
• Project procurement management to obtain necessary resources from external sources.
WHAT DO PROJECT MANAGERS DO ?
• Review design documents
• Create and maintain the project schedule
• Put together the budget and negotiate cost estimates
• Choose the most efficient construction method and strategies
• Participate in quality control
• Stay in touch with the clients for work or budget-related issues
• Discuss technical and contract details with workers and other professional parties.
• Keep an eye on the personnel in construction onsite
• Cooperate with building and construction specialists
INITIATION / CONCEPTUALIZATION / PRE DESIGN PHASE

Before the project starts, a project manager must develop and evaluate the business case to determine
if the project is feasible and worth undertaking. Stakeholders may be asked to do their due diligence and
to conduct feasibility testing, if needed. When all parties agree to proceed with the project, the project
manager writes a project charter or project initiation document (PID), which includes both the business
needs and the business case.
DESIGN PHASE

The team that is in charge of the design, led by an architect or an engineer, will need to make sure that
each of the state regulations and codes is met while respecting the vision of the project owner as well as
ensuring that the newly built structure will be usable.

There are normally four different steps within the design stage and they include programming and
feasibility, schematic design, design development, and contract documents.
PLANNING PHASE
Next, the project team develops a road map for all involved. This includes the project management plan
(PMP), a formal, approved document created by the project manager to guide execution and control, as
well as set baselines for scope, cost, and schedule.

Scope statement and scope documentation: This defines the project’s business need, benefits,
objectives, deliverables, and key milestones.

Work breakdown structure (WBS): This document breaks down the scope of the project into visual,
manageable chunks.

Communication plan: This outlines all aspects of communication, from goals and objectives to roles to
tools and methods. The communication plan creates a common framework that everyone can work from
to avoid misunderstandings or conflict.

Risk management plan: This helps project managers identify risks beforehand, including time and cost
estimates that may not be met, potential budget cuts, shifting requirements, and a shortage of
committed resources.
EXECUTION PHASE
This phase of the project witnesses the concentrated activity where the plans are put into operation.
Each activity is monitored, controlled and coordinated to achieve project objectives. Typically, all parties
hold a kickoff meeting, then the project team begins the crucial work of assigning resources,
implementing project management plans, setting up tracking systems, completing tasks, updating the
project schedule, and if necessary, modifying the project plan.

• Communicating with stakeholders

• Reviewing progress
• Monitoring cost and time
• Controlling quality
• Managing changes
PERFORMANCE AND MONITORING

The monitoring phase often happens concurrently with the execution phase. This phase is necessary to
measure progress and performance and to ensure that items are in line with the overall project
management plan.
TERMINATION / CLOSURE PHASE

• This phase marks the completion of the project wherein the agreed deliverables are installed and
project is put in to operation with arrangements for follow-up and evaluation.
• This final phase marks the project’s completion. To mark the conclusion, project managers may hold a
post-mortem meeting to discuss what parts of the project did and didn’t meet objectives. The project
team then creates a punch list of any lingering tasks, performs a final budget, and issues a project
report.
CONSTRUCTION AND PROJECT MANAGEMENT
CLASS - 2
 PARTICIPANTS ?

• Owner
• Project Manager
• Architect/Engineer (A/E)
• Prime Contractor (General Contractor)
• Sub Contractor (Specialty Contractor)
• Vendors - Materials & Equipment
• Regulators (Banks, Insurance, Inspectors, etc.)
 CLIENTS RESPONSIBILITIES

• The Individual client • set clear objectives

• The Corporate Client • subject objectives initially set to careful trade-off analysis
• consider objectives carefully when choosing a
• The Public client
procurement method
• communicate objectives clearly to other involved parties
and avoid conflicting guidance to different parties
• ensure that reaction to unexpected events involves
proper revision and consideration of client objectives
• provide clear direction and timely decisions
• must assist the project management team to drive to a
successful conclusion.
TYPES OF CONTRACTS

Lump-sum: The most popular kind of agreement. The owner and the contractor set a
fixed price for the whole project. The price remains the same even if the total cost of the
project is proven to be higher lower than the agreed amount.

Unit price: When there are objective difficulties in deciding the final price in advance,
this method is preferred. The project owner offers materials with a particular unit price in
order to reduce spending.

Cost-plus fee: A cost plus fee contract is the best contract agreement for contractors.
On top of the project’s total cost and the agreed fixed fee for the contractor, any other
unpredictable expenses have to be covered by the owner after in the end.

Guaranteed maximum price: The last type of contract doesn’t differ much than the
previous one. The key difference is the maximum set price which can’t be surpassed in
this case.
RISK and UNCERTAINITY

Risk: Risk is related to occurrence of adverse consequences and is quantifiable. It is

analysed through probability of occurrences.

Uncertainity: uncertainty refers to inherently unpredictable dimensions and is assessed

through sensitivity analysis. It is therefore necessary to analyse these dimensions during
formulation and appraisal phase of the programme.

Factors

• Technical –relates to project scope, change in technology, quality and quantity of

inputs, activity times, estimation errors etc.

• Economical- pertains to market, cost, competitive environment, change in policy,

exchange rate etc.

• Socio-political- includes dimensions such as labour, stakeholders etc.

• Environmental – factors could be level of pollution, environmental degradation etc.

EXERCISE

A client need to build a guest house at Wayanad to spend his holidays. The site is
located at a hilly terrain. As a Project manager you have to give a brief about the
project.

Requirements :
1. Sitout
2. Living room with open kitchen
3. Bedroom
4. Toilet

• Prepare a plan and a sketch of elevation

• Explain the steps involved in the project which includes initial discussion to key
handling.
• Make a schedule of construction process (site clearance to occupation) assuming
duration for each activity.