“The term CONSTRUCTION is no longer limited to the physical

construction process but covers entire activities from conception to

realization of a construction project”

CONSTRUCTION PROJECT MANAGEMENT

Mr. A. A. Magdum B.Tech Civil 2022-23

Ch. 1 Introduction to construction project
management
 Construction project: unique features, types, phases, role in
economic development, role of stakeholders, regulatory
requirements.
 Construction project management and its relevance
 Construction project organization: structure, traits of
project manager, project coordinator
Know your facilitator..

A. A. Magdum
Assistant Professor,
Civil Engineering Department
Email : anmol.magdum@walchandsangli.ac.in

Previous Experience:
Knowledge
area
introduction
Knowledge areas in construction project
management
 Project Integration management
 Project Scope Management
 Project Time Management
 Project Resources Management
 Project Cost Management
 Project Quality Management
 Project Procurement / Contract Management
 Project Human Resource Management
 Project Communications Management
 Project Risk Management
 Construction Technology Management
 Construction Site Management
 Project Information Management
 The job of the construction manager

 Inputs  is to take a set of written plans and

specifications and a raw piece of land
and
 Process
 then coordinate all of the materials,
manpower, and equipment necessary to
 Output  guarantee the set price, schedule, and
quality of the project—without any
accidents or errors,
 risks  regardless of weather conditions,
interest rate fluctuations, acts of God, or
any other unforeseen conditions.
 Syllabus…
1 Introduction to construction project management: 7

Construction project: unique features, types, phases, role in economic development , role of stakeholders, regulatory
requirements.
Construction project management and its relevance
Construction project organization: structure, traits of project manager, project coordinator

2 Construction project planning and scheduling 13

Stages of project planning: pre-tender ,pre-construction and detailed construction planning

Process of development of plans and schedules: work break-down structure, activity lists, assessment of work content, estimating
durations, sequence of activities.
Planning techniques: Bar charts, Networks: basic terminology, types, advantages
oFormulation and analysis of CPM networks(AOA , AON and precedence networks)
oFormulation and analysis of PERT networks.
oIntroduction to line of balance technique.
Resource Scheduling- resource constraints and conflicts, resource aggregation, allocation, smoothening and levelling, calendaring
networks.
Other schedules derived from project schedules

3 Construction materials management and cost management- 8

Construction materials management:

Materials flow system, role of materials management in construction management and its linkage with other functional areas,
vendor networking, buyer-seller relationships, EOQ model and its variations, material codification and classification, concept
of logistics and supply chain management, role of ERP in materials management – material resource information systems,
Construction costs management-
ocost classification, cost codes,
oresource planning schedules, cost planning, cost budgeting,
o value management in construction,
o time cost trade-off in construction projects, compression and decompression
4 Project Monitoring & control- 6
Progress control : measuring progress, periodic progress reports
Updating of plans: purpose, frequency and methods of updating.
Cost control, Earned value analysis
Introduction to Management Information System
Common causes of time and cost overruns and corrective m easures.

5 Construction Quality and Safety management 7

Quality assurance & control:

okey aspects , Quality Assurance Policy, use of manuals and checklists for quality control(Typical checklist for concreting,
formwork and reinforcement activity), role of inspection,
oIntroduction to TQM, quality audit, cost of quality, ISO standards
Safety and health on project sites:
oaccidents causes and effects, costs of accidents, occupational health problems in construction,
oSafety and health management system
oHealth and safety act regulations
Know your Industry

What is Civil Engineering?

 Planning,
 Designing,

 Constructing,

 Maintaining, Operating,

 Demolishing

Civil works( immovable facilities)

uc ti o n
o n st r
a t is C m e nt ?
Wh M a n a g e
c t
P ro j e
CONSTRUCTION SCOPE

Past History
 Caveman started building
his dwellings.
 Ancient times,(wonders )
Pyramids of Egypt,
Great Wall of China,

 The medieval times

Taj Mahal in India
Leaning Tower of Pisa in
Italy.

 A more recent example :

Eiffel Tower
high-rise skyscrapers.
 In the present day world,

Can you name few modern

days Construction projects?

High-rise buildings,

 Dams and irrigation networks,

 Energy conversion and industrial plants,

 Environmental protection works,

 Infrastructure facilities like roads,

bridges, railways, airports and

seaports,

 Satellite launching stations,

 On-shore and off-shore oil terminals.

What is Project ?
“temporary endeavor undertaken to create a new product or
service to achieve specified objectives within the assigned
resources. “
 Constructing a building or facility. ·
 Developing a new product or service. · Tata Nono
 Designing a new transportation system.
 Running a campaign for political office.

 specified mission or a purpose that has to be achieved within time, budget and quality specifications.
 Its organization is temporary.
 Each project mission is unique as no two projects are ever alike.
( client, the contractors, quality specifications, resources employed, responsibilities delegated and the
project environments)
Construction Project Categories.
 Building Construction
 Residential and commercial complexes,
 Educational and recreational facilities,
 hospitals and hotels, Etc.
(largest segment)
 Infrastructure Construction
heavy construction,
equipment-oriented works I
 Dams and canals,
 Highways and airports, railways
 Oil/gas pipelines and transmission lines,
 Water supply and sewage disposal
networks,
 Industrial Projects
 Steel mills,
 petroleum refineries,
 Consumer goods factories,
 Nuclear and thermal power plants,

 Special-Purpose Projects.
 Environmental works,
 Emergencies, remedial works,
 Installation and commissioning of
equipment,
 key operations.
Project management

“planning, monitoring and controlling of all aspects of a project

to achieve the project objectives
on time and to the specified cost, quality and performance.”
Project management tasks and deliverables
The Planning, Scheduling and Controlling methodology
employed for achieving project objectives is called Project
Management Techniques

 Planning,
 “specifies a pre-determined and a committed future course of
action,”
 “process of developing a project plan.”
 Scheduling
 “putting the plan on a calendar time scale”
 Monitoring
 During the execution stage, brings out the progress made against
the planned base line.
 Controlling:
 “formulation and implementation of corrective actions necessary
for achieving project objectives. “
 What is a Successful project?
if the project is completed,

 Within the allocated time period.

 Within the budgeted cost.
 At the proper performance or specification level.
 With acceptance by the customer/user. & Statutory
Authorities
 With minimum or mutually agreed upon scope changes.
 Without disturbing the main flow of the organization.
Why do construction projects usually
fail to achieve their mission?

 Inadequate project formulation

 poor feasibility study,
 inadequate field investigations,
 ill-defined project scope,
 inaccurate cost estimates,
 insufficient project appraisal and investment decisions
 improper selection of the project manager.
 Improper management.
 Organizational Failure
 Resource Failure
 Directional Failure
 Controlling Failure.
 Co-ordination Failure
Unique Features of a Construction
Project…..zha
 One-time activity—
 Complexity—it is multidisciplinary because it involves a
set of interrelated tasks to be done by specialists
 High cost and time for execution
 High risk of failure
 Difficulties in defining quality standards
 Uniqueness of people relationship
 Feedback mechanism
 Lack of experience of client or owner
 Untrained workforce
Construction projects Management Vs
Process industries management?

 Projects are unique and transient

 organization is temporary.
 Projects are time bound, new tasks.
 risk-prone, complex situations and resource constraints.
 Project time and cost are correlated. Time delays can increase costs
exponentially instead of linearly as in the case of most of ongoing enterprises.
 Project tasks leave no time for the training or learning process.
employ experienced staff with proven skills to respond fast to changing
situations and to speed up decisions.
 Complex , dynamic project environments.
 Construction projects are executed with the support of contracting agencies,
whereas ongoing industrial processes are managed by the departmental staff
and workers.
Construction Manufacturing
industry industry
 Projects are unique and transient  Repetitive Operations
(risk-prone, complex situations)

 Dynamic Environment  More stable Environment

 No Industry status  Industry status
 Temporary Organization  More permanent staff
(Casual labor )
 Location disadvantage  Location stability, Convenience
 Multiple parties  Lesser no. of parties
 Low fixed cost( hiring Equip.. labour,  Huge initial fixed cost( plant)
staff)
 Low working capital requirement  Higher working capital
 Intermediate payments(R.A. bills,
advances)
 Payment on delivery to customer
 Time delays can increase costs
exponentially
 No time for the training or learning process.
Construction Project Life cycle
Construction Phase

Planning
Project
phase. Executing
Initiation Close-up
phase
& phase phase
Procurement

Control
Processes
Project Initiation Phase
 Need analysis
development of the infrastructure, setting-up an industry, expanding or diversifying the
existing business activity, meeting the needs of society, investment in real estate

 Feasibility study
o Market analysis, o Technical analysis o Financial analysis
o Economic analysis o Ecological analysis

 Investment appraisal – Go ahead decision

“critical examination of the techno-economic analysis of the feasibility findings”
USE OF Capital budgeting Techniques( NPV, Benefit/cost ration etc.)

 Project scope formulation &

Implementation Strategy
 Project scope
“work that must be done in order to deliver a product or
service with the specified features, functions and
constraints.”

2000
HOUSING
UNITS
PROJECT
2000 HOUSING UNITS PROJECT
Project Planning Phase
 Project Activities Identification ( WBS)
to identify and list the specific activities that must be performed to complete the
project scope of work.
 Activity Duration Estimation
to determine the time period and the connected resources
 Project Activities Sequencing / Modeling ( CPM/PERT
Networks) to depict logic of activities using standard symbols and
conventions.
 Project Time Analysis
to identify the critical path and compute the project completion time.
 Project Schedule Development
to create a work schedule keeping in mind the imposed constraints on the
project.
Bar chart schedule
 Designs and drawings planning
 Time planning
 Resource planning
 Cost planning and budgeting
 Communications planning
 Quality assurance planning
 Organizational planning
 Construction contracts procurement planning
 Risk management planning
Project Executing Phase:
Construction
 Project site organization
 Resources mobilization
 Scope quality assurance organization
 Information distributions
 Contract administration
 Safety management
Project Executing Phase:
Performance controlling
 Overall scope change control
 Resources control
 Schedule control
 Cost control
 Quality control
 Risk response control
 Performance reporting
Project Closing Phase

 Administrative close
 Contract close-out
 Lessons learnt
Project Closeout Checklist
Project stakeholders or participants

“Individuals and organizations who are actively involved in

project execution or successful project completion”
 Business Promoters/Owners.
 Architect-Engineering Associates.
 Construction Management Consultants.
 Input Suppliers.
 Contractors.
 Project Manager.
Stakeholder Examples Function
1. Business  Government Bodies  Potential owner/ user
Promoters/Owner Private Agency  Sponsor/ Finance
s Entrepreneur  Every stage
Builder
Investor

2. Architect –  Architects  Design of Landscape & Building

Engineering Firms  Aesthetic features
Engineers :
structural, Develops structural systems
General ( Electrical/ (Electrical/ Mech/ Plumbing)
Mech/ Plumbing)
Stakeholder Examples Function
3. Construction
Management
consultant
Construction participants…..
(a) Construction business promoters like government
bodies, public and private enterprises for real estate and
industrial development, and other similar agencies.
(b) Construction management consultant firms.
(c) Architect-engineering associates.
(d) Construction manpower recruitment and training
agencies.
(e) construction materials developing, manufacturing,
stocking, transportation and trading firms.
(f) Construction plant and machinery manufacturing,
distributing, and repair and maintenance organizations.
(g) Banking and finance institutions.
(h) Risk insurance and legal services companies.
(i) Construction quality assurance, and research and
development
(j) Contractors and contracting firms.
 Construction management consultant
General duties

 (a) Project feasibility, including cost estimates.

(b) Site survey and soil investigations.
(c) Scrutiny and coordination of designs and drawing work.
(d) Estimating, initial planning, and budgeting costs.
(e) Processing prequalification of construction agencies, tendering, and awarding
contracts to the successful bidders.
(f) Designing project organizations nor executing works and developing standard
operating procedures and systems.
(g) Developing detailed construction plans, project schedules and performance
measuring standards.
(h) Supervising works, including administration of contracts and controlling of project
time, cost and quality objectives.
Architect- Engineering associates
 Architect
 designs the buildings, landscapes and other artistic
features.
 Engineers
 develop structural, electrical, mechanical and other
specialist systems and designs.
 Some of these firms also provide construction
management services.
Input suppliers
“Men, materials, machinery and money”
 The workforce
 includes architects, engineers, manager, technical and non-
technical staff, highly skilled operators, and skilled and unskilled
manpower.
 Wide variety of materials,
 which form a substantial part of the entire construction cost.
 Construction plant and machinery
 has revolutionized construction practices by adding the speed
factor and reducing the need for difficult-to-manage manpower.
 Money
 construction being a capital intensive business, generally also
operates under money constraints.
Contractors

Sr No Contractor( constructo function

r)
01 General Contractors Coordinates various tasks for a project

02 Specialty contractors perform the work in their specialties

Ex. mechanical,
electrical, foundation,
excavation, demolition
03 Material and steel fabrication and erection, sheet
Equipment Suppliers metal, ready mixed concrete delivery,
reinforcing steel bar detailers, roofing,
glazing etc.
Construction Project stakeholders
example: BOT project
How Is Construction Project Management
Organized?
• Project organization is temporary.
• special attribute: ability to innovate to overcome
problems
• It is staffed with experienced persons to respond

speedily to changing
situations and to speed up decision making.
Guidelines for designing the
project organization
 to generally conform with the project WBS
 Each group is assigned respon5ibilities and allocated
resources to meet the assigned tasks.
 The size and structure or the organization is changed
due to alternation in requirements. (core project
team continues till the end. )
 Project groups are suitably structured with emphasis
on team work and informal relationship.
 Organization structure is kept flat to avoid
bureaucratic tendencies and reduce channels of
communication with the project manager.
 where possible, key staff is derived from their
respective parent departments in corporate
office
 The heads of line and staff departments are
generally grouped into project management
team and planning chief is assigned
responsibility or the coordination function.
Matrix Organization in construction Industry
Advantages
(a) It has a single PM accountable for the whole project.
(b) All managers owe their allegiance to the PM , and
not to their parent departmental heads.
(c) Personal commitment to objectives is the key
(d) The top management is freed from making routine
decisions,
(e) It provides enough flexibility to meet uncertain
and changing situations by establishing a project
planning and control system at site to monitor the
input flow of resources and the performance output.
Role of PM
 is the king pin
 is entrusted with the task of integrating the
interdisciplinary and inter-organizational efforts
under changing environments for successful
accomplishment or the specified objectives.
 Operates independently of the normal
organizational chain of command,
 He assumes total responsibility and
accountability
PM’s responsibilities include
 team building,
 financial control,
 contract management,
 technical management,
 resources management,
 interface management and quality
management.
Ten related roles of the project manager

 (a) Figurehead role

 legal and social head of the project, is the single focal point for making
decisions, ceremonial functions and symbolic duties.

 (b) Leadership role

 (c) Liaisoning role

 maintains contacts outside the organization,

 (d) Monitoring role

 (e.) Disseminator’s role
 transmits the relevant information received from external sources and
internal systems to the concerned people in the work place.

 (f) spokesperson's role

 acts as the sole representative

 (g) Entrepreneur’s role

 seeks and identifies opportunities to promote improvements and needed
changes.

 (h) Disturbance handling role

 (i) Resources allocator role
 (j) Negotiator’s role