A.

PROJECT MANAGEMENT AND COORDINATION

Project management is the planning and coordination of different stages of project execution. It requires
concerted management effort and skillful coordination of work of all agencies for timely and satisfactory
completion of a given project. The purpose of project management is to achieve the following objectives:
(a) Project Completion with a minimum elapsed time.
(b) Project Completion with a minimum capital investment, without delay.
(c) Use of available manpower, and other resources as sparingly as possible.
Project management involves the following phases:
(a) Project Planning
(b) Project Scheduling
(c) Project Controlling

Project Planning
In the planning phase, a ‘plan’ is made and ‘strategies’ are set taking into consideration the company’s
policies, procedures and rules.
 It involves defining the objectives of the project, listing of tasks that must be performed, determining
the requirements for material, equipment and manpower; and preparing estimates of costs and durations
for various jobs and activities.
 Planning is important because it provides a direction and a unifying framework to reveal opportunities
and threats and provide performance standards.
 Steps in Project Planning are:
(a) Define the objectives of the project in definite words and establish goals.
(b) Develop and forecast the means of achieving the goals.
(c) Evaluate the organization’s resources (financial, managerial, operation, material and equipment,
manpower, time and space resources) and evaluate the feasibility of the project.
(d) Determine alternatives to accomplish the goals and test for consistency with the copay’s policies.
(e) Choose an alternative which is not only consistent with its goals and concept but also one that can
be accomplished with evaluated resources.
(f) Decide on a plan.

Project Scheduling
Scheduling is the mechanical process of the allocation of resources (time, space, equipment and effort) and
formalizing the planned functions, assigning the starting and completion dates to each part of the work in
such a manner that whole project proceeds in a logical sequence and in an orderly and systematic manner.
Steps involved in Project Scheduling are:
(a) Calculate detailed control information like material or manpower requirements.
(b) Assign timings to events and activities.
(c) Give consideration to the resources whose availability is limited and which can impose a constraint on
the project. The important ones are skilled manpower and capital investment.
(d) Allocate the resources.

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Project Controlling
The controlling phase is undertaken during the actual operation of the project. Controlling consists of
reviewing the difference between the schedule and actual performance of the project. It is the formal
mechanism established to determine deviations from the basic plan, to destine the precise effect of these
deviations on the plan and replan and reschedule to compensate for the deviations.
Steps in Project Controlling are:
(a) Establish standards or targets, generally expressed in terms of time.
(b) Measure performance against the standards set down in the first step.
(c) Identify the deviations from standards.
(d) Suggest and select correcting measures. This involves problem identifying, development of
alternatives, analyzing the alternatives and making the final decision.

Methods of Project Planning and Programming

1. Bar Charts and Milestone Charts: they represent a pictorial representation in two dimensions of a
project by breaking it down into a number of manageable units or activities. This method is not very
useful for large or unconventional projects as it lacks degree of detail and does not clearly indicate
activity inter-relationships.
2. Network Method: the network methods involves representing each step of the project graphically in the
form of network or arrow diagram. Two major network systems include:
(a) PERT (Program Evaluation and Review Technique): this involves an event (discernable
manageable milestones) oriented network, in which the controlling factor is ‘time’ - the aim is to
minimize time to minimize cost as it is assumed that cost varies directly with time. The estimates
are not accurate or definite. It should be used for non-repetitive projects.
(b) CPM (Critical Path Method): it is an activity oriented network (no. of clearly recognizable jobs),
in which ‘cost’ is the controlling factor - cost optimization is given importance as it is assumed that
cost is not directly proportional to time. It has fairly accurate estimates of time. They are suitable
for repetitive projects but not for research development projects.
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B. PROJECT MANAGER/CONSULTANT
A Project Management Consultant or a Project Manager is a professional in the field of project
management, who is responsible for the planning, execution, and closing of any project. He is often a client
representative and has to determine and implement the exact needs of the client, based on knowledge of the
firm they are representing. He is the most important link between the architect, all consultants, all
contractors and the client as he coordinates the work of all these agencies. His duties and responsibilities
under the different stages of a project, include the following:
(a) Planning and Scheduling Stage: Preparation of Schedules is the key to improved communications
between the prime and subcontractors and between the client and the contractors during the course of
the project. The main roles and duties of the project manager under scheduling stage are to prepare:
 A proper time schedule of the different stages of the project.
 A project report including cash-flows, manpower and material requirements etc.
 An efficient work plan and counter measures for inevitable occurrences.
 Production drawings, estimates and all tender/contract documents.

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(b) Execution and Construction Stage: During this stage, a project manager has to coordinate and
carefully supervise the actual execution or construction of the project on site in order to produce a
functionally and financially viable project for the client. His main roles and duties include:
 Selection of contractors, signing of contracts, obtaining security deposits and release of ‘letter of
intent’ and issue of work order to the contractor.
 Preparation of PERT or CPM charts and obtaining temporary water/electric connections.
 Monitor all stages of construction, resolve conflicts, suggest corrective measures, maintain record
of deviations in construction and submit weekly reports for the same.
 Provide a staff of problem solvers, option providers, and counter measure developers who can help
to work through the issue that is presenting difficulties in project execution.
 Check dimensions of finished items of work and examine contractors’ bills before building
occupation and follow up after possession.
(c) Completion/Occupancy Stage: after the completion of the project, the project manager has the
following rules and duties:
 Handing over possession of building to client, ensuring permanent water/electric connection.
 Assisting in issue of final certificates of payments.
 Handing over drawings to the client for future reference.

Categories of Project Consultants

Project consultants are the specialized experts in different fields, consulted for the project. They can be
categorized as follows:
1. Cost Consultants: they help determine the client's requirements & define the project budget by
benchmarking and comparing the requirements against similar projects. Other duties include:
 Preparing BOQ, tender pricing documents and cost reports, including out-turn cost and cash flow.
 Undertaking risk & value management and completing the final accounts.
 Carrying out Cost Studies and Analysis: the various options need to be considered with reference
to time, cost, and value for proper evaluation based on the studies and experience.
 Preparing the following cost plans and estimates:
(a) Feasibility & Budget Estimates: They are to be prepared prior to the project detail outlined
and are crucial for feasibility studies during the design and contractor selection phases.
(b) Progress Design Estimates: these are prepared to monitor the scope and costs of the project
from design stage to construction stage.
(c) Bid Estimates: they are prepared from the complete plan and specifications in the order of
construction sequence. The plans and specifications are to be checked to insure that cost
elements are not overlooked.
2. Engineering Services Consultants: They plan, design, monitor and inspect systems to make buildings
comfortable, functional, efficient and safe. Typically these systems will include heating, ventilation and
air conditioning (HVAC), water & drainage, lighting & power, lifts & escalators, control systems etc.
(a) Structural Consultants: they analyze and prepare structural drawings for a given project in order to
make it structurally sound and safe in terms of sizes and arrangement of Beams, Columns, Slabs
and Footings etc. they also assist in calculating the amount of steel required as re-enforcement and
visit the site for structural supervisions also.
(b) Electrical Consultants: they prepare electrical layouts of all habitable spaces of a given project
including details like position of switch boards, MCBs, electrical panels, transformers etc.; through

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 technical knowledge involved with the various elements of electricity and fire protection right from
the Transformer end to the User’s End.
(c) HVAC Consultants: they plan and design the Air Conditioning and ventilation Systems of the
project considering energy efficiency and environmental stability apart from the basic
requirements. They give suggestions on the active and passive HVAC design systems and give an
idea of the possible sizes of the ducts and shafts etc.
(d) Plumbing Consultants: they design and prepare the Water Supply and Drainage Systems of a
building in order to ensure safe and uninterrupted supply and disposal of liquid wastes generated.
(e) Lighting Consultants: they advise on the layouts of artificial lighting in order to make the lighting
design of the building to be energy efficient and cost effective, incorporating solar lighting and
maximizing the use of natural daylight.
3. Landscaping Consultants: they plan, design and manage open spaces including both natural and built
environments in order to provide aesthetically pleasing environments for users to enjoy, while ensuring
full environmental safety. These include suggestions for the type of Fauna to be used and their layouts
based on the design requirements and Environmental impacts.

Difference in Architects and Project Managers:

Architects are the conceptual visualizers for any building project and sit on top of the visualization and
realization pyramid. The design process is divided by a series of specialist consultants, who develop and
convert the client’s vision & architects concept into reality. On the other hand, project management
consultant would be the in charge of the day to day running of the site. They would not only be the site
coordinators but also the face of the client on site.

PROJECT COORDINATION
For effective management and timely completion of a project without any short-comings, proper
coordination among all the personnel related to the project like the architect and his staff, associated
architects, client committee, consultants, contractors, engineers, managers, site staff etc. at different stages
of the project is necessary. Usually this coordination is required all throughout the project from its
conception to completion, but it is the most important once during the programming stage and once during
the execution stage; unless called upon otherwise.

Coordination at Programming Phase - Client Meeting Coordination:

 During the programming and design development phase of an architectural project, the architect sets
up meetings with different individual user groups, to collectively hear their concerns and desires
regarding the project and to determine a programmatic wish list for the same.
 The meetings includes the client committee, the architect, project managers and consultants – it
connects all these representatives of the project together before kits conception.
 These meetings occur at key points of the project to discuss larger issues and to come to a consensus
of direction. These can also be used for discussions about mechanical systems, sustainability,
programmatic, and major design decisions.

Coordination at Execution Phase - Coordination among Consultants:

Apart from the fundamental design and planning, an architectural project requires the proper incorporation
of allied building services for it to work and function smoothly. These services include structural design,

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electricity connections and fire safety systems, plumbing and water supply systems, lighting systems and
acoustic treatments, HVAC systems and ducting and so on.
 Once the basic layout of a project is finalized, it is important to discuss about its structural design and
the inclusion of the building services; which may affect the finalized design in some way as both
‘architectural design’ and ‘building services’ influence each other.
 To discuss and plan the issues of building services, the architect has to call for a meeting with the
various consultants for each service, who possess expertise in the respective fields. This requires
absolute coordination among all the consultants who have their own roles and functions in completing
the service needs of the project like:
(a) Structural Consultants
(b) Electrical and Fire Safety Consultants
(c) HVAC and Ventilation System Consultants
(d) Plumbing and Water Supply Consultants.
(e) Lighting and Acoustics Consultants
 Each service consultant provides his own inputs in the project according to his specialization, due to
which the inputs and alterations in the design by one consultant may affect the same done by another
consultant. Thus it is important for all the consultants to be present at the time of providing their input
and they must discuss the alterations and provisions of services together and reach to a mutually
acceptable decision about the same.
 For effective co-ordination, it is essential that all these agencies connected with the project including
the architect and his personal, client committee and contractors, meet periodically on pre-determined
days; to discuss the inclusion of services, solve unforeseen problems, monitor the progress, plan future
activities, etc. Such meetings are called Project Coordination Meetings.
 The project coordinator may circulate relevant papers (minutes of meeting) before such meetings so
that all concerned agencies are aware of the points to be discussed and actions to be taken. These
minutes are quite important as record of progress of work, instructions given, and variations agreed and
serve as valuable evidence while resolving disputes.
 However, coordination amongst the project consultants is neither a one-time affair nor it can take place
sequentially, passing the service inputs from consultant to the other in a particular order. The
consultants and the architect must interact with each other following back and forth deliberation in
order to ensure that:
(a) All the services are in perfect harmony with the architectural design.
(b) All the services are in compatible and in conjunction with each other.
(c) None of the services are conflicting with one another.
(d) The network of services do not majorly alter the architectural design.
 For example: in a project, the electrical layout and plumbing layout might conflict with each other and
may not be safe for execution. In such a case, either of the consultants will have to change or modify
their respective layout or both of them will have to plan a completely new layout in coordination and
compatibility with each other; which calls for a back and forth deliberation among them.
 Depending upon the size, type and complexity of project, the architect should set priorities in the
inclusion of particular service that he feels might alter the design to a great degree and only after the
alternations due to it, he should consider the coordination of other consultants. This helps in minimizing
the back and forth deliberations which reduces the execution times of the project.

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Role and Responsibilities of Project Coordinators:
The Project coordinator maintains a link between the architect, clients and the site engineers and helps them
communicate and coordinate with each other effectively during design and construction phases
 He maintains a record of the clients name, contact details and their demands with respect to designs,
materials, furnishing, etc. and also fixes up appointments with clients to help the architect finalize on
the architectural and contractual aspects.
 He assembles all the documents related to bids and construction of the project, manages project related
deadlines and issue construction drawings as required.
 He coordinates with the material suppliers and contractors to arrange for construction, designing
and decoration materials.
 He plays a key role in coordinating between the onsite and offsite construction activities and ensuring
the construction work proceeds as per the planned architectural designs

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