CENG 115 - CONSTRUCTION METHODS AND COMPONENTS OF PROJECT MANAGEMENT

PROJECT MANAGEMENT (CMPM)

LECTURE 1: INTRODUCTION

CIVIL ENGINEERING
 oldest branch of engineering which is growing
right from the stone age of civilization
 the function of the engineer
 since prehistoric times, mankind has
benefited from the various tools,
PROCUREMENT - CIVIL WORKS
equipment, and projects developed by
engineers
 examples:
a) stone age shelters
b) irrigation systems to promote crop
growth
c) Pyramid of Egypt (3000 to 6000 B.C.)

 projects are becoming progressively larger

SCARCE RESOURCES: 5Ms

PROJECT
 an endeavor that is undertaken to produce
the results that are expected from the
requesting party
 a project consists of three components
 4. to establish reputations for quality work and time
performance
5. to establish reputations as a results-oriented
professional individual or company

CPM
“Managers had better assume that the skills,
knowledge, and tools they will have to master and
apply fifteen years hence are going to be different
CONSTRUCTION MANAGEMENT and new. Only they themselves can take
 it is an arrangement whereby the tasks of responsibility for the necessary learning and
planning, designing, and constructing may be relearning, and for directing themselves.”
integrated by a project team comprising the - Peter F. Drucker
owner, the designer, and the construction
management contractor, working together CPM
from the beginning of design to project A. A management system is an orderly
completion, with the common objective of arrangement of functions through which
best serving the owner’s interest managers get things done
B. Functions
 construction managers must be both business  Planning - working out a course of action
and technically oriented  Organizing - putting together
interdependent parts
RESPONSIBILITIES OF PARTIES  Staffing - locating, placing, training,
a) owner is responsible for setting the operational promoting personnel
criteria the completed project  Controlling - checking for deviations,
b) designer is responsible for producing design corrective action
alternatives, computations, drawings, and  Directing - giving orders and instructions
specifications that meet the needs of the
owner LECTURE 2: PROJECT MANAGEMENT BY OBENLENDER
c) construction management contractor is
responsible for the performance of all work in KEY CONCEPTS OF PROJECT MANAGEMENT
accordance with the contract documents that 1. Ensure that one person, and only one person, is
have been prepared by the designer responsible for the project scope, budget, and
schedule.
OVERALL OBJECTIVES IN CONSTRUCTION PROJECT 2. Don’t begin work without a signed contract,
MANAGEMENT regardless of the pressure to start
1. to complete the project properly (quality) on 3. Confirm that there is an approved scope,
schedule (time) and within budget (cost) budget and schedule for the project.
2. to maintain tight control over every phase of 4. Lock in the project scope at the beginning and
work ensure there is no scope growth without
3. to achieve higher levels of project productivity approval.
5. Make certain that scope is understood by all PROJECT MANAGER’S ROLE IN PLANNING
parties, including the owner. 1. Developed planing focused on the work to be
6. Determine who developed the budget and performed
schedule, and when they were prepared 2. Establish project objectives and performance
7. Verify that the budget and schedule are linked requirements early so everyone involved knows
to the scope what is required
8. Organize the project around the work to be 3. Involve all discipline managers and key staff
performed, rather than trying to keep people members in the process of planning and
busy estimating
9. Ensure there is an explicit operational work 4. Establish clear and well-defined milestone in
plan to guide the entire project. the project so all concern will know what is to
10. Establish a work breakdown structure that accomplished, and when it is to be completed
divides the project into definable and 5. Build contingencies into the plan to provide a
measurable units of work reserve in the schedule for unforeseen future
11. Establish a project organizational chart that problems
shows authority and responsibilities for all team 6. Avoid reprogramming and replanning the
members project unless absolutely necessary
12. Build the project staff into a effective team 7. Prepare formal agreements with appropriate
that work together as a unit parties whenever there is a change in the
13. Emphasize that quality is a must, because if it project and establish methods to control
doesn’t work it is worthless, regardless of cost or changes
how fast is completed 8. Communicate the project plan to clearly
14. Budget all tasks; any work worth doing should define individual responsibilities, schedule and
have compensation. budgets
15. Develop a project schedule that provides 9. Remember that the best-prepared plans are
logical sequencing of the work required to worthless unless they are implemented
complete the job
16. Establish a control system that will anticipate PROJECT MANAGER’S ROLE IN ORGANIZING
and report deviation on a timely basis so 1. Organize the project around the work to be
corrective actions can be taken. accomplished
17. Get problems out in an open with all persons 2. Develop a work breakdown structure that
involved so they can be resolved. divides the project into definable and
18. Document all work, because what may seem measurable units of work
irrelevant at one point in time may later be 3. Establish a project organizational chart for
very significant each project to know who does what
19. Prepare a formal agreement with appropriate 4. Define clearly the authority and responsibility
parties whenever there is a charge in the for all project team members
project
20. Keep the client informed; they pay for PROJECT MANAGER’S ROLE IN STAFFING
everything and will use the project upon 1. Define clearly the work to be performed and
completion work with appropriate department managers
in selecting team members
2. Provide an effective orientation (project goals 5. Keep everyone informed, ensuring the no one
and objectives) for team at the beginning of gets any “surprises” and have solutions or
the project proposed solutions to problems
3. Explain clearly to team members what is
expected to them and how their work fits into LECTURE 3: OVERVIEW OF THE CONSTRUCTION
the the total project INDUSTRY
4. Solicit each team member’s input to clearly
define and agree upon scope, budget and INDUSTRY DIVISIONS
schedule 1. residential construction
2. building construction (institutional and
PROJECT MANAGER’S ROLE IN DIRECTING commercial)
1. Serve as an effective leader in coordinating all 3. heavy construction
important aspects of the project 4. industrial construction
2. Show interest and enthusiasm in the project
with a “can do” attitude RESIDENTIAL CONSTRUCTION
3. Be available to the project staff, get problems  types:
out in the open, work out problems in a a) single family houses
cooperative manner b) multi family dwellings
4. Analyze and investigate problems early so the c) high-rise apartments and condominiums
solution can be found at the earliest possible  30-35% of the industry
date  low capital and technology requirements
5. Obtain the resources needed by the project  largely private
team to accomplish their work to complete the  often speculative
project  developers = surrogate owners
6. Recognize the importance of team members,  designed by architects, builders/developers
compliment them for good work, guide them
in correcting mistakes, and build an effective BUILDING CONSTRUCTION
team  institutional and commercial construction
 types:
PROJECT MANAGER’S ROLE IN CONTROLLING a) schools and universities
1. Maintain a record of planned and actual work b) medical clinics and hospitals
accomplished to measure project c) recreational facilities and sports stadiums
performance d) retail stores and shopping centers
2. Maintain a current milestone chart that e) warehouses and light manufacturing
displays planned and achieved milestones f) office buildings (single storey to skyscrapers)
3. Maintain a monthly project cost chart that g) hotels, convention centers, and theaters
displays planned expenditures and actual h) churches and synagogues
expenditures i) prisons
4. Keep records of meetings, telephone j) courthouses and other government
conversations and agreements buildings
 35-40% of the construction market
 larger and more complex than residential
 various owners (mostly private)  complex mechanical systems, process piping,
 designed by architects and engineers and instrumentation
 civil, but also mechanical, chemical, and
HEAVY CONSTRUCTION electrical engineering disciplines involved
 horizontal construction  mostly private ownership (in Western countries)
 20-25% of the construction industry  negotiated contracts are typical
 mostly public financing or large consortium  “turnkey” contract arrangements are common
 types:  design-constractor must be intimately familiar
a) highway and bridges with the technology and operations of the
b) railroads and urban transit systems facility
c) tunnels and dams
d) airports CONSTRUCTION INDUSTRY IS FURTHER SUBDIVIDED
e) canals INTO SECTORS OR SEGMENTS BY:
f) port and harbor structures  public vs. private ownership/funding
g) pipelines  union labor vs. open shop
h) sewer systems  organization and method of project delivery
i) water treatment and distribution systems  type of work: new vs. rehab/retrofit/restoration
j) power and communication networks  contract type
k) landfills
 mass quantities of basic materials: earth, rock,
steel, timber, and concrete
 constructors need knowledge of engineering
and geology
 engineers and builders are often specialized
 greatest impact on land and water
 high degree or mechanization
 contracts awarded through competitive
bidding

INDUSTRIAL CONSTRUCTION
 very large scale projects
 high degree of technological complexity
 designed and built by the largest firms with the
highest level of technical sophistication
 represent 5-10% of the market
 types:
a) petroleum refineries
b) steel mills and aluminum plants
c) chemical processing plants
d) fossil fuel and nuclear power plants
e) other heavy manufacturing facilities