Construction Methods and

Project Management
NCE 3202
 Introduction
Experienced project managers agree that the
procedures used for project management vary
from company to company and even among
individuals within a company.
Project management requires teamwork among
the three principal contracting parties:
the owner, designer, and contractor.
Regardless of the method that is used to handle a project, the management of a
project generally follows these steps:
1. Project Definition
2. Project Scope
3. Project Budgeting
4. Project Planning
5. Project Scheduling
6. Project Tracking
7. Project Close Out
 Project Definition

Intended use by the owner upon

completion of construction
Conceptual configurations and
components to meet the intended use
Project Scope

Define the work that must be

accomplished
Identify the quantity, quality, and tasks
that must be performed
Project Budgeting

Define the owner's

permissible budget
Determine direct and
indirect costs plus
contingencies
 Project Planning

Select and assign project staffing

Identify the tasks required to
accomplish the work
Project Scheduling
Arrange and schedule
activities in a logical sequence
Link the costs and resources to
the scheduled activities
 Project Tracking
Measure work, time, and costs
that are expended
Compare "actual" to "planned
work, time, and cost
Project Close Out
Perform final testing and
inspection, archive documents,
and confirm
payments
Turn over the project to the
owner
These steps describe project management
in its simplest form. In reality there is
considerable overlap between the steps,
because any one step may affect one or
more other steps. For example, budget
preparation overlaps project definition and
scope development. Similarly, project
scheduling relates project scope and
budget to project tracking and control.
 DEFINITION OF A PROJECT
A project is an endeavor that is undertaken to
produce the results that are expected from the
requesting party.
A project consists of three components:
scope, budget, and schedule
 Scope
represents the work to be accomplished, i.e.,
the quantity and quality of work.
 Budget
refers to costs, measured in dollars and/or labor-
hours of work.
 Schedule
refers to the logical sequencing and timing of
the work to be performed. The quality of a
project must meet the owner's satisfaction and
is an integral part of project management as
illustrated in Figure 1-1.
Figure 1-1 is shown as an equilateral triangle to
represent an important principle of project
management: a balance is necessary between
the scope, budget, and schedule.
 Quality
Quality is meeting the needs and satisfaction of
the ultimate end user of the project, the owner.
 RESPONSIBILITIES OF PARTIES
• The owner is responsible for setting the operational
criteria for the completed project.
• The designer is responsible for producing design
alternatives, computations, drawings, and
specifications that meet the needs of the owner.
• The construction contractor is responsible for the
performance of all work in accordance with the
contract documents that have been prepared by the
designer.
 WHO DOES THE PROJECT MANAGER
WORK FOR?
The project manager works for the project, although he or she
may be employed by the owner, designer, or contractor.
For large projects a team consisting of a project manager for
the owner, designer, and contractor forms a group of people
who work together to manage the design, procurement, and
construction activities.
For small projects the owner may delegate overall project
management responsibility to a design consultant, or a
professional construction manager, and assign an owner's
representative as a liaison to represent the owner's interest.
PURPOSE OF PROJECT MANAGEMENT
project management may be defined as:
The art and science of coordinating people,
equipment, materials, money. and schedules to
complete a specified project on time and within
approved cost.
 TYPES OF MANAGEMENT
Management may be divided into at least two
different types: functional management
(sometimes called discipline management) and
project management
 FUNCTIONS OF MANAGEMENT
Management is often summarized into five basic
functions: planning, organizing, staffing,
directing, and controlling. Although these basic
management functions have been developed
and used by managers of businesses, they apply
equally to the management of a project.
 Planning
Planning is the formulation of a course of action to guide
a project to completion. It starts at the beginning of a
project, with the scope of work, and continues
throughout the life of a project. The establishment of
milestones and consideration of possible constraints are
major parts of planning. Successful project planning is
best accomplished by the participation of all parties
involved in a project. There must be an explicit
operational plan to guide the entire project throughout
its life.
 Organizing
Organizing is the arrangement of resources in a
systematic manner to fit the project plan. A project
must be organized around the work to be
performed. There must be a breakdown of the work
to be performed into manageable units, which can
be defined and measured. The work breakdown
structure of a project is a multi-level system that
consists of tasks, subtasks, and work packages.
 Staffing
Staffing is the selection of individuals who have the
expertise to produce the work. The persons that are
assigned to the project team influence every part of
a project. Most managers will readily agree that
people are the most important resource on a
project. People provide the knowledge to design,
coordinate, and construct the project. The
numerous problems that arise throughout the life
of a project are solved by people.
 Directing
Directing is the guidance of the work required to
complete a project. The people on the project staff
that provide diverse technical expertise must be
developed into an effective team. Although each
person provides work in his or her area of expertise,
the work that is provided by each must be
collectively directed in a common effort and in a
common direction.
 Controlling
Controlling is the establishment of a system to measure,
report, and forecast deviations in the project scope, budget,
and schedule. The purpose of project control is to determine
and predict deviations in a project so corrective actions can be
taken.
Project control requires the continual reporting of information
in a timely manner so management can respond during the
project rather than afterwards. Control is often the most
difficult function of project management.
 ROLE OF THE PROJECT MANAGER
The role of a project manager is to lead the project team to ensure a
quality project within time, budget, and scope constraints. A project is
a single, non-repetitive enterprise, and because each project is unique,
its outcome can never be predicted with absolute confidence. A
project manager must achieve the end results despite all the risks and
problems that are encountered. Success depends on carrying out the
required tasks in a logical sequence, utilizing the available resources to
the best advantage. The project manager must perform the five basic
functions of management: planning, organizing, staffing, directing, and
controlling.
 PROFESSIONAL AND TECHNICAL
ORGANIZATIONS
Due to the increased cost and complexity of
projects, the interest in developing and applying
good project management principles has gained
considerable attention by owners, designers, and
contractors. Numerous organizations have made
significant contributions related to project
management by conducting research, sponsoring
workshops and seminars, and publishing technical
papers.
The following list of organizations is provided to the reader as sources for information
related to project management:
Philippine Constructors Association, Inc. (PCA)
Philippine Institute of Civil Engineers, Inc.(PICE)
Society of Philippine Accredited Consultants (SPAC)
Confederation of Filipino Consulting Organizations, Inc.(COFILCO)
Philippine Chamber of Commerce and Industry, Inc. (PCCI)
Construction Project Management Association of the Philippines (CPMAP)
United Architects of the Philippines (UAP)
Chamber of Real Estate & Builders Association, Inc. (CREBA)
Philippine Institute of Construction Arbitrators, Inc. (PICA)