MODULE 3

SUBJECT: CE 426 – CONSTRUCTION METHODS AND PROJECT MANAGEMENT

1. Title of the Module

CONSTRUCTION PRE – PLANNING

2. Introduction

Pre–planning is the key element in ensuring a successfully delivered project. It is at this stage
that potential risks are forecast and analyze together with establishing the mitigating
measures to prevent it. This stage helps the construction activities on schedule and move
along as efficiently as possible.

3. Learning Outcomes

At the end of this chapter, students are expected to be able to:

1. Identify the stages of pre-planning.

2. Identify the role of the project manager to any construction project.

3. Assess how important the review of a project engineer to ant constructionproject.

4. Understand the importance of pre-planning and progress chart.

5. Utilize resources effectively.

4. Learning Content

It contains readings and discussions that students can work on individually or ingroups.

Topics for Module 3

Topic 1: Planning

Topic 2: Project Manager

Topic 3: Worksheet

Topic 4: Timetable

Topic 5: Project Engineer ’s Review

 Topic 6: Preliminaries and Site Management

Topic 7: Organization of the Work

Topic 8: Planning Program and Progress Chart

Topic 9: Planning and Scheduling with Gantt Chart

Topic 10: Budget Preparation

Topic 11: Procurement Processes

Topic 12: Site Management of the Work

Topic 1: Planning

The pre-planning stage establishes and determines the direction and success of any
construction project. Unfortunately, it seems that some engineers and contractors have not given
the pre-planning special emphasis despite their one direction of going there.

Past experience has proven that there are no shortcuts to sound construction pre-planning.
There is no new procedure to replace the following four basic rules for any job:

1. The construction superintendent should be included in the consultation at the very start of
the planning stage. Do not just present him later the finished plan and say: “here is the
plan for you to implement”
2. Make a job breakdown into components. This will simplify the whole program.
3. Prepare a construction plan that will be consulted constantly. Do not just file it in a
drawer only to accumulate dust.
4. Take advantage of new tools, which have demonstrated in saving time, money or
confusion.For instance, a computer can be used to layout on one sheet a detailed schedule
according to number of days, crafts, man-hours, costs, procurement and completion of a
process.

For Whom and What are We Planning for?

1. We are planning for the owners of the company when we plan to achieve a profit by
operating at the minimum capacity, utilizing the available resources.
2. We are planning for the employees when we plan to create or maintain jobs.
Four Dimensions of Planning Functions

1. Planning is a philosophy - Looking ahead is a way of thinking, a concern about the

future effects of today’s action. Planning involves a state of the mind that recognizes the
need for orderliness and the value of direction. Individual planners may sway between
optimism and pessimism, but they dare not stray too far from reality.
2. Planning is integration - Both long- and short-range plans provide a unified structure to
give purpose to the organizational units involved. Broader plans consider the client, the
supplier and other peripheral contact of the company.
3. Planning is a process - Goals and objectives are the most obvious consequence of the
planning process. A loose objective of survival or of making profit is a poor guideline
clearly inadequate for steering an enterprise. A winning plan includes:
a. The strategy that defines how much has to be done to achieve the objectives
b. The sequence of events that satisfies those strategies and
c. The assignment that led to the accomplishment of the events.
4. Planning is a collection of procedures - All companies make plans ahead to some extent
and apply their own methods of doing so. In small company, one person may do it all, but
larger companies have standard procedures for formulating and carrying out plans.

Topic 2: Project Manager

The central figure in a project is the project manager. He bears the ultimate responsibility
for the success or failure of the project. His role in the construction is one of an organizer, a
person who is capable of working through others to accomplish the objectives of the project.

The job of project manager can be both difficult and rewarding. However, the rewardof
the job of project manager comes from:

1. The benefits of being associated with a successful project.

2. The personal satisfaction of seeing it through to its conclusion
3. The challenge of the job, and working with other people.

Generally, construction projects have some elements in common. The problems of

planning and coordinating project activities can be quite formidable for large projects, which
typically have hundreds or even thousands of activities, that must be carefully planned and
monitored if the project is to proceed according to the following schedule at a reasonable cost.

1. Project goals must be established and priorities are set.

2. Different works must be identified and time estimate must be determined.
3. Resource requirement must be projected, and budget must be prepared.
4. Once underway, progress must be monitored to assure achievement of the goal
 The project manager's mission is to plan, coordinate, control and accomplish. His
achievement can probably be traced to his success in managing people. Similarly, people
at every tier of corporate hierarchy, exercise essentially the same management principles to lead
other people towards the accomplishment of organizational objectives.

Managerial competence is a function of a manager's character, knowledge, and

experience. These three ingredients interact to mold a particular style of management. Styles
may be altered or fashioned by education gained from formal training and work seasoning. An
advantage of studying management techniques is the opportunity it allows to explore and
develop managerial skills without suffering the consequences of trial-and-error learning.

Topic 3: Worksheet

The first step in construction pre-planning is to prepare a graph and plotting the
anticipated date of delivery of all major equipment at the site. The optimum time for each
construction activity could be analyzed. Severe craft peaks and uneconomical use of equipment
will appear on the projected graph, which could then be adjusted to prevent future conflicts in the
field.

By working backward from the expected completion date, the experienced project
manager can predict the latest possible starting date for any of the activities that make up the
whole construction project. The worksheet represents a plan of action presented graphically by a
critical sequence of functions of subsidiary activities contained within a compact period of time.

The initial move to get the project underway is for the Project Manager to convene a
preliminary discussion on the documents, and to gather more information as may be available at
the early stage. There should be additional and pre-planning information available such as, the
client's required operational date.

What the Project Manager needs to know are:

1. The logical construction sequence that must be followed.

2. The quantity and the delivery dates of various materials to be used.
3. How much and what kind of manpower will be needed.
4. When to start and complete the job on time.
Topic 4: Timetable

The project manager should conduct one or more informal sessions with key personnel assigned
to the project such as:

1. The construction superintendent

2. Job buyer
3. Drafting room coordinator
4. Job expediter

DURING THE SESSION:

The preliminary construction program or work sheet is reviewed to determine

whether engineering work and procurement of materials can be accomplished at the rate and in
the sequence as programmed in the schedule.

Then sequence of construction activities, which are related to optional early and late
starts, will serve as a running list of individual job components, with notations to work activities
with greater importance and priority over the others.

Specifications for equipment and materials, which are in the development, should be
processed according to their importance or urgency in the overall project. The design and
drafting effort can be organized, to produce those drawings that are necessary at the early stage
of the construction program for field installation or to complement an urgent purchase of
materials.

At this early stage of construction development, it is essential and timely for the
procurement committee to place orders for long term delivery of items at an early phase of
the project. The relative urgency of the on-site receipt as scheduled, may be used in establishing
a shop fabrication schedule with the supplier.

One important function of the construction planner is the preparation of accurate

manpower estimates assigned to each function. This can be done on the basis of the manpower
category of the works like: working on foundations and underground facilities or by craft such as
carpenters, tinsmith, plumber, electrician, laborers or by group methods. The manpower
distribution and classifications can be done in two ways: by manual or by the use of computer

By manual method, it takes more time but results in a more accurate and realistic
summary as an anticipation of the need without reverting to an average manpower distribution.

On the other hand, manpower distribution by computer, lessens the engineers time but the
result is less realistic because it is applied on the average manpower loadings to the computer.
The manpower summary result will be lower than might be realistically anticipated. Where time
is available, the manual method prepared by an experienced engineer is preferred.
 In either case, what is needed is the rate of anticipated manpower expenditure on the
basis of work category or classification or on the basis of crafts. In addition, it is a worthwhile
instrument in establishing the limit extremes of manpower application to summarize the
manpower loading in two ways:

1. With all functions performed in their earliest position on the timetable.

2. With all functions performed in their latest starting position.

Topic 5: Project Engineer ’s Review

The Project Engineer must:

1. Review the timetable thoroughly

2. Raise questions on its overall logic and workability
3. Offer constructive criticism on detailed work functions and interrelated activities

Invariably, this review will result in a minor revision of the schedule. After gathering
most of the detailed information and made part of the timetable, the entire program is broken
down into several component parts.

After the projects have been delineated on the timetable as a separate job with minor
qualifications, it can be considered as a project itself. As the project becomes an active
construction program in the field, its progress, man-hour utilization, field labor expenditures,
quality and quantity of suspension, and major material status are all monitored and recorded at
the field and home office.

The manpower assignment for each activity on the timetable is then translated into a
graphical presentation, showing the anticipated manpower expenditures and the target progress
of the work in percentages.

1. By graphical reporting, manpower and percentage accomplishment is easier to evaluate

showing the general direction and condition of the job.
2. Data are received by way of one-page weekly report and a weekly field payroll report.
3. A field man-hour report is submitted every month.

By close control and evaluation of field cost and man-hour expenditures it can easily detect
the following:

1. Possible budget man-hour overruns

2. Craft peaks
3. Weakness in supervision coverage
4. Inadequacy of tools and equipment
 The manpower and "Percentage Complete" graph will indicate the possibility of
sustaining a successful rescue operation by keeping a constant watch and taking possible action
as soon as the program begins to lose ground. The graph indicates the necessity of having pre-
planned schedule to provide a basis for monitoring, assisting, controlling and adjusting a
program when it deviates from the prescribed path.

A daily look at the graph, alerts the Project Manager and his home office to the possible need for
a radical action such as:

1. Manpower reallocation for elaborate rescheduling or

2. For a speedy economic analysis of the whole project to determine whether extra
manpower or two shift operation may be necessary.

A periodic visit to the construction site is necessary for the various members of the central
construction department staff to audit the program so that:

1. A first hand review of the progress is made and the general status of the work is
compared with the timetable and discussed with the key field supervisory staff.
2. Home office assistance is offered to the field superintendent in pushing particular phases
of the project that may be held up in such areas as drafting of procurement.
3. Suggestions are made and discussed with the field organizations as to how its progress
can be improved.

Discussions and review of construction problems at the site assures a clearer understanding of
the work status for the following actions:

1. Alternate solutions may be reviewed

2. Exchanging ideas for a better solution
3. To implement results as agreed in the meeting

The site review gives everyone an opportunity for a general discussion of ideas and techniques
on concurrent construction work. The best pre-planning approach requires constant attention to a
construction project. Above all, pre-planning should be flexible enough to give it a chance to
adjust quickly and radically at any time when it is necessary.

Topic 6: Preliminaries and Site Management

After a contract is awarded, the contractor has to:

1. Determine the key personnel to supervise the work

2. Make provisions for the equipment to be used.
3. Determine the location and methods of erecting temporary structures such as:
a. Job offices
 b. Storage sheds
c. Workshops
d. Roadway, et
e. Bank house for workers and facilities.

The layout of these structures should be planned carefully, in anticipation of its removal
during the excavation of the permanent works more particularly, the storage and its contents,
which might cause disorganization and delays.

The job should be adequate, but not excessively staffed, to ensure efficient execution of
the work. Large construction work needs competent foramen. The contractor must be selective in
sending men of proven ability and qualification to start the work even if they are replaced later
by selected personnel engaged locally.

The construction site should be maintained in strict tidiness and in an orderly routine
because it has a psychological effect on the staff and workers, which promote conscientious
service Remember that the owner would like to see the actual work get- ting underway in its
fullest operation and orderliness.

In carrying out the construction work, idle time and unnecessary cost should be avoided.
Time saving devices such as telephone, loudspeakers, signal posts, traffic control, sign board
location and other economic measures should be installed immediately upon commencement of
the work. Before the work gets started, it should be first established from which the buildings
may be demarcated on the ground.

The excavator with his equipment should start cleaning, stripping and digging operations.
Material deliveries should also start as soon as possible and a labor force started the excavation
for the foundation work, etc. If all these operations get under way without undue delay, the job
will have a healthy aspect, high morale and satisfaction of all concerned from the owner to the
contractor and down to the lowly laborers.

The contractor should procure sufficient copies of the plan and specification to distribute
among his supervisory staff. This will thoroughly acquaint them with the details of the job.
Likewise, the subcontractors and consultant should be furnished with the plans and specifications
so that, there is no excuse for mistake and delay on this account.

Preliminaries in Organizing a Construction Job

Project undergoes series of stages which includes:

1. Planning
2. Execution of major activities
3. Project phase out
Project construction life cycle requires various requirements such as:

1. The site must be found and boundaries relocated

2. Plan must be drawn
3. Plan must be approved by the owner
4. Building permit must be secured
5. Succession of personnel follows

Succession of personnel is the rotation of personnel who will be doing different kindsof job
according to their specialties. For instance:

1. Those doing the site relocation and preparation, and laying of foundation
2. Erecting the foundation and column, floor framework.
3. Constructing walls and partitions and roof
4. Plumbing and water supply connections including drainage system.
5. Mechanical equipment
6. Electrical and communication wiring system
7. Installation of kitchen, bathroom fixtures and appliances.
8. Interior finishing work
9. Doors and windows
10. Painting and varnishing, and other finishing works.

The main objectives in the preliminaries of organizing a construction job are:

1. To secure the necessary licenses and building permits

2. Prepare a time and progress chart.
3. Have an access to the site or a temporary roadway.
4. Construction of boarding, fences, and temporary shed.
5. Construction of temporary field offices for the staff.
6. Arrangement for canteen facilities.
7. Cleaning and leveling the site.
8. Demolition of existing structures
9. Disposal of materials obtain from the demolition
10. Shoring to adjoining structures
11. Arrangement for temporary water and electric supply
12. Allotment and preparation of storage space for use of contractor and subcontractors
13. Allotment of space for borrowed pits or other sources of fill to be brought in.
14. Provision for drains and soak-ways
15. General site problems including any special features
Topic 7: Organization of the Work

Organization of the work consists of making proper assignments and sequence of the
works in a systematic order aimed at making the best use of labor, materials and time. The
organization of the work is the responsibility of the contractor under the direction of the
supervising Architect or Engineer.

There are two independent but related spheres of control and responsibility that exist in
the project construction, namely:

1. The owner is represented by his Architect or Engineer

2. The contractor

Each has their own duties to perform in the interest of their employer - the owner. Most
of their respective duties and responsibilities were stipulated and defined in the contract, and all
will be better exercised if each one appreciates the duty and responsibility of the other. The
contractor is generally responsible to the owner for the following duties:

1. Providing and making access roads with due regards to the convenience of construction
2. Erection of site office in a central position to facilitate checking of all site activities.
3. Erection of store shed of adequate capacity to ensure:
a. Protection of materials against damage
b. Protection of materials against deterioration
c. Prevent materials from wastage and pilfering
4. Construction of temporary quarters and ancillaries for labor with due regard to site of
works, amenities and hygienic conditions.
5. Appointment of supervisory staff possessing technical knowledge and capable of
controlling the work and labor.
6. Early arrangement for construction equipment i.e.
a. Scaffolding
b. Formwork
c. Instruments and machinery with necessary screw fuel and parts etc.
d. Ladders
e. Tools

The Engineer or Architect on behalf of the owner is also responsible for the followingduties:

1. As representative of the owner

a. Act as interpreter of the plan
b. As guardian and arbiter between the owner and contractor
2. Maintain site records and documents like:
a. Layout plans
b. Contract documents
c. Time and progress chart
d. Work diary
e. Contractor's order book
f. Records of tests
g. Progress report
h. Measurement book, etc.
Topic 8: Planning Program and Progress Chart

The most important part of the works organization are:

1. The preparation of a comprehensive time and progress chart for the execution of the
work.
2. The periodic revision of the chart as circumstances demand, and the regular comparison
of progress chart made with the program.

The project manager is required to prepare an approved time and progress chart, which is
generally part of the main contract documents.

1. The time and progress char must show an analysis of the chief elements and types of
construction involved in the project.
2. The scheduled dates of commencement and completion of every stage of the main
contract and of sub-contracts.

Without a proper program, the construction work can be disorderly. The time and
progress charts serve as the coordination and control of all the work under the different
subdivisions of the contract. With this time and progress chart it is easy to pinpoint where the
delay has occurred, and who is responsible for the delay.

Likewise, because of a clear definition of the dates, all parties concerned have to assume
their tasks making much easier for the contractor to finish the job on time.

Besides of being the standard requirement, the chart automatically shows and offer the
following information:

1. The sequence of operations

2. The target time and date for their completion
3. The rate of which they must be carried out
4. The owner's staff and the contractor's staff should be familiar with the information given
in the chart and should constantly strive to carry out the work according
to the projected rate of accomplishment.
5. If some operations are to be done by subcontractors, they should be notified in advance
and given a clear understanding of what exactly is expected from them.
6. The chart also tends to prevent changes in design and layout with consequent delays and
increased in cost. It also provides essential information regarding labor, materials and
plant requirements.

From this program, the owner can be furnished with particulars of the likely financial
requirements during the period of construction, and will be able to coordinate his program for
bringing the scheme into use.
Topic 9: Planning and Scheduling with Gantt Chart

The Gantt chart is a tool used for planning and scheduling simple projects. With the
chart, the project engineer can initially schedule project activities, and to monitor progress
overtime by comparing planned progress to actual progress.

To prepare the chart, the project manager has to identify the major activities that would
be required. Estimates for each activity are made and the sequence was determined. Once
completed, the chart indicates which activities were to occur including their planned duration,and
when they were to occur.

As the project progresses, the project manager would be able to see which activities were
ahead of schedule and which activities were delaying the project. This will enable the project
manager to direct attention where it was needed most to speed up the project to catch up with the
schedule.

SAMPLE GANTT CHART

The advantage of the Gantt chart is its simplicity, making it very popular. Gantt charthow
ever, fails to reveal certain relationships among activities that can be crucial to effective project
management. For instance, if one of the early activities would have to be delayed, it is because
they could not start until that activity was completed. Conversely, some activities may be
delayed without affecting the overall project schedule.

A Gantt chart does not directly reveal this information. Gantt charts are useful for simple
projects where activities are simultaneous or where a string of sequential activities are involved.
On more complex projects, Gantt charts can be useful for initial project planning, which then
gives way to the use of networks called PERT and CPM which will be discussed in Chapter 4 to
Chapter 8.

Topic 10: Budget Preparation

The preparation of budget estimates in each department is a committee proposition. This

is under the principle of participation as a means toward cooperation. Participation in the
preparation of a budget serves to familiarize the personnel with the problems involved.

With their knowledge of the problems and the feeling of being part in setting the goal and
limitation of the department, the personnel give more effective consideration and cooperation on
the budget preparation.

The head of the department may act as the chairman of the department committee, but in
no case of a large department. He should delegate responsibility for the gathering details for the
committee. In other words, he should have an organization within his own department for the
preparation of the budget that follows the general patterns of the budget organization for the
company as a whole.

This organization will not only lead to a better budget preparation but will also serve asa
mechanism for budget control.

The Financial Budget

Financial budget represents a summary of the anticipated income and disbursement for
the budget period. The purpose is to plan for the allocations of working capital as presented by
the current assets of the company. Data for the financial budget are derived from the budget as
prepared by the different departments.

The financial budget must anticipate the cash receipt by months, quarter or other
designated period and make allowance for the raising of additional fund if needed to meet the
current expenses. This means that income from accounts receivables, notes receivables, cash
transaction and others, must be budgeted as accurately as possible.

Expenditures may be planned in consideration of the following:

1. The absolute necessities of the budget of various departments such as weekly or monthly
requirements of materials for construction, payroll etc.
2. Limitation of available cash.
 It is not considered good management to have large amounts of cash lying idle to meet
unusually large expenditures. The interest being paid for such idle money has to be considered.
There are many problems arising out of attempted control of working capital, but these problems
must be anticipated and alternatives are selected to meet them.

Short-term loan is available whenever there is a large construction contract. Financial

budget acts as a negative control over other departments, especially when capital is limited but
urgently needed in times of rapid construction where additional capital and equipment is
necessary. In most instances, financial budget provides a systematic and positive approach
towards the attainment of the coordinated plans and divisions.
Topic 11: Procurement Processes

In project construction, the importance of the procurement liability for getting the right
materials delivered from the suppliers to the site on time, cannot be taken for granted. A minor
item or low value material not available when needed can stop the construction activities, put
people out of work and delay of completion. For instance, in the absence of a common wire nails
carpentry work activities could be paralyzed. In general, the purchasing agent is made
responsible for maintaining the following major procurement factors:

1. Quality of the materials

2. Quantity of the materials
3. Time of delivery
4. Price of the materials

The procurement department and his agent are expected to:

1. Know and maintain records showing the materials and their possible substitute, sources
of supply, prices and quantities available.
2. Review specifications for possible simplifications and standardization of materials as
for unreasonable requirements.
3. Negotiate with suppliers for possible extension of credit.
4. Gather and analyze price quotations and fluctuations.
5. Place orders, with suppliers
6. Follow up purchase orders for delivery as specified
7. Audit invoices to check compliance with agreed terms and conditions
8. Maintain records of all purchases
9. Coordinate with other departments on all matters pertaining to procurement.

The prerequisite of any purchasing contract is meeting of the minds as to the exact nature
of the materials required and to be furnished. Material standard which defines the major
requirements such as: size, color, forms, composition, performance of the materials and also
the state acceptance terms and shipping conditions requires purchase specifications. There
are materials which are purchased by catalogue number, description or by its name. This practice
is practically simple but because of specifications of branded catalogue items are often subject to
change.

Purchase order usually starts from a purchase requisition. It specifies the kind, quantity
and when is to be delivered. Purchase requisitions are serially numbered as an aid in filing and
follow up. For items ordered regularly, a traveling requisition is used. This is a card-carrying the
usual information on the purchase requisition but with space for the word "repeat order". This is
used over and over again without the retrying data. This procedure, eliminate clerical works and
the need for a separate purchase history record.
 Materials bought under continuing contract or those purchased repeatedly do not require
quotations from the supplier since all the necessary information is already available to both
parties. In case of repeat order, the purchase order form might include the phrase "as previously
furnished on our PO No.____. The unit price and discount expected will likewise be shown as
with the purchase order number and that of the original requisition.

Topic 12: Site Management of the Work

Safety in the project construction must be given primary considered from the mechanical
side to the legal angles of workmen's compensation or even as a matter of training and
motivation toward safe work practices for workers.

The immediate supervisor's responsibility is to see to it that the working place is properly
arranged and maintained wherein the equipment, scaffoldings and the like are all Insafe
operating conditions. He should strictly see to it, that all workers do follow the safe working
habits.

Regardless of the exact percentage relationship, influencing human motivation to work

safely is an important responsibility of the foreman and supervisors. Safety must begin from the
drawing board. In the original design of the layout of workplace or tools, accident hazards may
be built in or eliminated.

A safety minded project engineer will make adequate provisions for safety measures to:

1. Minimize manual handling hazards of materials.

2. Will locate control and fuse panels where they can be reached safely.
3. Will install strong and rigid forms and scaffoldings
4. Will insulate all live wires and screen high pressure areas.
5. Will adequately guard belting and line shafting even if is normally accessible.

The safety minded engineer is one representative of management whose interest is

primarily on safety. In addition to accident prevention, a complete safety program has to do with
promotion of workers health, with prevention of such occupational diseases and fire prevention.
Fire protection as a safety function, is highly important for some of the materials being used
might be flammable.
5. Teaching and Learning Activities

6. Recommended learning materials and resources for supplementary reading:

Book (e.g. Project Construction Management by Max Fajardo Jr.)

7. Flexible Teaching Learning Modality (FTLM) adopted

Face – to – Face Classes Asychronous (modules, exercises, problem sets, etc.)

8. Assessment Task

In your own words, explain the stages of pre-planning, the importance of pre-planning in
construction and differentiate the role of a project manager to a project engineer.

9. References

Project Construction Management by Max Fajardo Jr.