LESSON 1 C.

Execution

• Implement the project plan and perform

CONSTRUCTION MANAGEMENT
construction work.
REVIEWER
• Regular team meetings and adjustments as
1. Introduction to Construction Management needed.
• Definition (CMAA): A specialized project D. Performance & Control
management service that oversees planning,
design, and construction from start to finish. • Monitor progress, ensure work aligns with
the schedule.
• Key Aspects:
• Often occurs simultaneously with execution.
o Coordination, planning, and execution of
construction projects. E. Project Close-Out

o Managing essential resources: workers, • Deliver final product and hand over
equipment, materials, money, and time. documentation.

• Primary Objectives: • Terminate contracts, release resources, and

conduct a lessons-learned review.
o Complete projects on time and within
budget. 4. Project Identification & Scope Definition

o Ensure safety, quality, and stakeholder • Identify and analyze project requirements and
satisfaction. constraints.

2. Types of Construction Projects • Integrate owner’s needs for time and cost
planning.
A. Building Construction
A. Design Stages
• Includes residential, commercial,
educational, and recreational facilities. • Buildings:

• Designed by architects. 1. Schematic Design – Initial concept

and layout.
B. Engineered Construction
2. Design Development – Refined
• Public structures like highways, bridges, and plans and technical details.
heavy infrastructure.
3. Contract Documents – Finalized
• Designed by engineers. drawings and specs for construction.
C. Industrial Construction • Infrastructure & Industrial Projects:
• Large-scale technical projects for 1. Preliminary Engineering –
manufacturing and processing facilities. Feasibility and basic design.
• Designed by specialty engineering firms. 2. Detailed Engineering – Full
3. Construction Project Life Cycle engineering analysis

A. Conception & Initiation

• Identify project objectives and conduct

feasibility studies.

• Appoint a project manager and form the

team.

B. Planning & Scope Definition

• Develop a detailed project plan.

• Identify tasks, resources, budget, and

schedule.

• Define quality standards and project scope.

LESSON 2 5. Closing – Formally completes the project and
documents lessons learned.
PROJECT TEAM REVIEWER
4. Project Integration Management
1. Project Integration Management & Construction
• Project Manager (Integrator): Unifies project
Project Team
components, resolves conflicts, and ensures
• Definition: Ensures all project aspects are alignment with objectives.
coordinated and aligned to meet objectives.
• Develop Project Charter:
• Defines project boundaries and ensures work is
o Authorizes the project and provides the
done correctly.
project manager with formal authority.
• Focuses on planning and controlling the project
o Defines scope, objectives, and key
timeline.
stakeholders.
2. Project Management Knowledge Areas (PMBOK
• Develop Project Management Plan:
Guide)
o Central document integrating scope,
A. Core Knowledge Areas
schedule, cost, risk, and other knowledge
1. Integration Management – Ensures areas.
alignment of all project components.
• Direct & Manage Project Work:
2. Scope Management – Defines project
o Executes project activities and ensures
boundaries to prevent scope creep.
deliverables are met.
3. Schedule Management – Plans and controls
• Manage Project Knowledge:
project timelines.
o Uses past learnings and creates new
4. Cost Management – Manages budgeting,
knowledge for project success.
estimation, and financial constraints.
• Monitor & Control Project Work:
5. Quality Management – Ensures compliance
with quality policies and stakeholder o Tracks project progress and implements
expectations. necessary changes.

6. Resource Management – Identifies and • Perform Integrated Change Control:

manages human and material resources.
o Reviews, approves, and implements
B. Supporting Knowledge Areas changes in project scope and
deliverables.
7. Communication Management – Manages
project-related information flow. • Close Project or Phase:

8. Procurement Management – Handles o Finalizes project activities and evaluates

acquisition of products and services. performance for future improvements.

9. Risk Management – Identifies, analyzes, 5. Project Team & Roles

and mitigates project risks.
A. Project Owner
10. Stakeholder Management – Engages
• Commissions and finances the project.
individuals and groups affected by the
project. • Selects contractors and determines project
deliver
3. PMBOK Process Groups

1. Initiating – Defines the project and authorizes its

start.

2. Planning – Develops the project management

plan.

3. Executing – Implements the project plan and

manages resources.

4. Monitoring & Controlling – Tracks progress

and corrects deviations.
LESSON 3 • Rapid technological changes demand continuous
learning and adaptation.
INNOVATIONS IN CONSTRUCTION
• Growing online information availability makes
MANAGEMENT REVIEWER resources more accessible.
1. Definition & Importance of Innovation in • Government regulations require compliance with
Construction safety, environmental, and quality standards.
• Innovation involves creating and adopting new 5. Digital Transformation in Construction
knowledge to improve products, processes, and
services. A. Construction Management Software

• It can be technological (new tools, materials, • Improves planning, scheduling, and resource
software) or non-technological (organizational management.
improvements, marketing strategies). • Enhances collaboration, productivity, and
• Competitive Advantage: budgeting.

o Enhances efficiency and productivity. B. Software Tools Used in Construction

o Reduces costs and improves quality. • Word processors, spreadsheets, databases for
documentation.
o Provides better project outcomes and
client satisfaction. • Graphics and communication software for
design and reporting.
2. Project-Based Innovation
• Project and equipment management software
• Innovation often happens at the project level but for coordination and tracking.
remains unnoticed due to the fragmented nature
of the construction industry. C. Electronic Communication & Internet
Resources
• Challenges in managing innovation:
• Email, cloud storage, and mobile apps
o Discontinuous nature of projects breaks improve collaboration between teams.
learning and feedback cycles.
• Online databases and catalogs provide real-
o Firms need to balance project execution time project insights.
and business processes for innovation to
thrive. 6. Desktop vs. Online Software

3. Key Players Driving Innovation Desktop Applications

A. Clients • Advantages:

• Act as catalysts for innovation by demanding o Faster processing speed.

higher standards and supporting research. o More secure (no internet
• Provide financial support and influence dependency).
industry trends. • Disadvantages:
B. Contractors o Lacks real-time collaboration
• Serve as mediators between research features.
institutions and end-users. o Requires manual updates and
• Implement new service models and backups.
organizational structures to enhance Online (Cloud-Based) Software
efficiency.
• Advantages:
C. Suppliers
o Accessible from anywhere, with
• Invest in Research & Development (R&D) to real-time data and backups.
drive technical innovation in materials,
equipment, and processes. o Better collaboration between site
workers and office teams.
4. Trends Influencing Innovation in Construction
• Disadvantages:
• Increasing international competition forces
companies to adopt modern techniques. o Requires stable internet connectivity.
 o Security concerns with cloud
storage.

7. Benefits of Real-Time Digital Tools

• Real-Time Communication: Ensures

stakeholders are updated, reducing administrative
workload.

• Connecting Site & Office: Mobile field tools

enhance coordination and minimize delays.

• Live Project Overview: Allows real-time

tracking and control of project progress.

• Project Insights & Predictive Analytics: Helps

in forecasting issues and making informed
decisions.

8. Challenges of Construction Technology Adoption

• High Costs: Some programs are expensive with

low Return on Investment (ROI).

• Overcomplication: Software may complicate

simple projects instead of improving them.

• Reliance on Automated Alerts: Can lead to

execution issues if human intervention is lacking.

Conclusion

Innovation is key to the success of modern construction

management. By adopting digital tools, improving
collaboration, and staying updated with industry trends,
construction firms can **enhance efficiency, reduce costs,
and ensure high
LESSON 4 • Reduces coordination issues and speeds up
the process.
CONSTRUCTION PROJECT
C. Construction Manager at Risk (CMAR)
INITIATION & BUDGETING
• The construction manager is involved early,
1. Project Initiation Phase providing cost and schedule input.
• Definition: The beginning phase where the • Takes on financial risk for completing the
project idea is explored and assessed. project within a Guaranteed Maximum Price
• Key Considerations: (GMP).

o Who will carry out the project? D. Owner’s Agent / In-House Design

• The owner has direct control over design and

o Which parties will be involved?
construction, often used in government or
o Does the project have adequate support? large projects.
• Owner’s Study: 5. Partnering Approach
o Conducts a needs assessment to define • A business strategy fostering trust, commitment,
purpose and objectives. and shared vision.
o Sets clear goals related to quality, cost, • Encourages collaboration for increased efficiency
and schedule. and success.
o Ensures a well-defined project scope to • Not a legal partnership, but a cooperative project
prevent unnecessary changes later. management approach.
2. Project Scope Definition 6. Budgeting & Cost Estimation
• Identifies specific items and activities required to A. Project Budget Formula
meet project goals.
Budget=Base Estimate +
• A detailed scope description ensures smooth
design and execution.
Contingency
• Base Estimate: Initial cost
3. Design and Construction Process
approximation.
• Selection of Design and Construction Process:
• Contingency Funds: Accounts for
o The owner chooses a process that aligns uncertainties and risks.
with project requirements and resources.
B. Development of Cost Estimates
o Affects financing, team selection, cost,
• Estimations evolve through progressive
quality, and schedule.
refinement.
• Selection of Design Firms & Contractors:
• Each party (Owner, Designer,
o Considers project type, size, complexity, Contractor) develops their own cost
and owner experience. projections.
o Selection method depends on contract • Accuracy of Estimates varies depending
arrangements. on the available information.
4. Contractual Arrangements 7. Economic Feasibility & Investment Justification
A. Design – Bid – Build • Financial viability assessment before project
approval.
• Traditional method where design and
construction are separate contracts. • Evaluation methods:
• Owner contracts a designer first, then selects o Capital Recovery: Determines long-
a contractor through bidding. term financial sustainability.
B. Design – Build o Payback Period: Measures how quickly
investment costs are recovered.
• A single firm handles both design and
construction. o Rate of Return (ROI): Compares
profitability against costs.
 o Benefit-Cost Ratio: Used in public • Provides a common understanding of objectives,
projects to justify investment value. roles, and responsibilities.

8. Project Manager’s Initial Review & Planning 13. Written Work Plan Development

• Review Background Materials: • Project Manager must document:

o Owner’s study, signed contracts, budget, o What work needs to be done.

and schedule.
o Who is responsible for each task.
• Owner’s Orientation:
o Timeline and cost allocation.
o Establish communication channels and
project priorities.

o Ensure a shared understanding of quality,

scope, time, and cost.

9. Organizational Structures in Project Management

A. Traditional Management Organization

• Hierarchical structure with divisions

handling different aspects (e.g., Engineering,
Sales, Accounting).

B. Functional Management Organization

• Departmental specialization, e.g.,

transmission, power plants, distribution in an
electrical power company.

C. Matrix Organization

• Cross-functional collaboration where project

teams draw resources from multiple
departments.

• Allows flexibility but can cause conflict due

to dual authority.

10. Work Breakdown Structure (WBS)

• Graphical representation of the project, breaking

it into smaller, manageable parts.

• Helps in:

o Defining tasks and required expertise.

o Assigning responsibilities and forming

teams.

o Establishing a foundation for scheduling

and financial control.

11. Project Team Formation

• Includes experts from various disciplines, project

controls, and the owner’s representative.

• Led by a Project Manager, ensuring

communication, coordination, and monitoring.

• Early issue detection prevents project failures.

12. Kick-Off Meeting

• Held before the project starts to introduce the

team members.
LESSON 5 5. Project Planning & Scheduling

• Project Planning:
PROJECT PLANNING &
SCHEDULING o Identifying tasks necessary to complete
the project successfully.
1. Introduction to Construction Management
o Ensuring clear responsibilities and an
• Definition: The systematic process of planning, integrated budget and schedule.
coordinating, and controlling a project from
inception to completion. • Project Scheduling:

• Construction Project Life Cycle: o Assigning durations and start/finish dates

to activities.
1. Conceptual Phase – Initial idea and
feasibility study. o Ensuring timely completion and effective
communication.
2. Design Phase – Developing detailed
plans and specifications. Key Principles

3. Procurement Phase – Acquiring • Clear Responsibilities – Defined roles for all

materials, equipment, and contractors. stakeholders.

4. Construction Phase – Execution of the • Integrated Budget and Schedule – Cost and
project. time should be aligned.

5. Commissioning & Handover – Testing, • Continuous Planning and Control –

inspection, and turning over the project. Ongoing adjustments throughout the project.

6. Operation & Maintenance – Managing 6. Responsibilities of Project Stakeholders

the completed project. • Owner: Sets priorities and establishes the
2. Project Team & Management Software completion date.

• Project Team: Owner, Designer, and Contractor • Designer: Develops plans and schedules that
– each plays a crucial role in project completion. meet owner’s requirements.

• Project Management Software: • Contractor: Manages procurement, labor, and

overall construction schedule.
o Stand-Alone Specialty Software: Tools
designed for specific tasks like 7. Techniques for Planning & Scheduling
scheduling or budgeting. A. Bar Chart (Gantt Chart)
o Integrated Project Management • Simple visual representation.
Software: Combines multiple functions
for a streamlined process. • Easy to interpret but lacks complexity in
showing dependencies.
3. Innovations in Construction Management
B. Critical Path Method (CPM)
• Adoption of Building Information Modeling
(BIM) • Defines interdependencies between tasks.

• Use of Drones for Site Inspection • Helps identify critical activities that
determine project duration.
• Automated Construction Equipment
C. Network Analysis Systems (NAS)
• AI and Data Analytics for Risk Assessment
• Activity: Represents tasks (e.g.,
4. Computer Applications in Construction Phases procurement, design, construction).
• Design: AutoCAD, Revit • Network: Diagram showing task
• Scheduling: Primavera P6, MS Project relationships.

• Cost Estimation: CostX, PlanSwift • Critical Path: Longest sequence of

dependent tasks determining the shortest
• Site Management: Procore, Buildertrend project duration.
8. Network Analysis Methods stakeholder collaboration and continuous monitoring
further enhance project success.
Activity on Arrow (AOA)

• Arrows represent activities, and nodes

represent start/end points.

• Includes dummy activities to show

dependencies without requiring time.

Activity on Node (AON)

• Nodes represent activities, and arrows

represent dependencies.

• Allows overlapping tasks and different

relationship types:

o Start-to-Start (SS)

o Finish-to-Finish (FF)

o Start-to-Finish (SF)

o Finish-to-Start (FS)

9. Program Evaluation and Review Technique (PERT)

• Accounts for uncertainty in task durations.

• Uses three-time estimates:

o Optimistic Time (O) – Best case

scenario.

o Pessimistic Time (P) – Worst case

scenario.

o Most Likely Time (M) – Expected

scenario.

• Expected Duration Formula:

o PERT= (O+4M+P)/6
• Probability of Completion: Uses normal
distribution to predict project completion
likelihood.

10. Construction Project Planning Phase

• Objective: Ensure smooth workflow and resource

allocation.

• Steps:

1. Define project scope.

2. Identify and sequence tasks.

3. Allocate resources.

4. Set schedules and monitor progress.

5. Adjust as necessary.

Conclusion

Project planning and scheduling are fundamental to the

success of any construction project. Using effective
scheduling techniques like CPM and PERT ensures timely
completion, cost efficiency, and risk mitigation. Proper