Republic of the Philippines

CAVITE STATE UNIVERSITY

Don Severino delas Alas Campus
Indang, Cavite

COLLEGE OF ENGINEERING AND INFORMATION TECHNOLOGY

Department of Civil Engineering

LECTURE 1 : INTRODUCTORY CONCEPTS AND DEFINITIONS

(CENG 115 – Construction Methods and Project Management)

LEARNING OBJECTIVES:

After completion of this chapter, students will be able to:

1. Explain the importance of construction methods and project management;

2. Discuss the project definition and its components;
3. Identify the responsibilities of the project participants;
4. Discuss the qualifications of a project manager; and
5. Identify the types and functions of project management.

WHAT IS A PROJECT?

A project is an endeavor that is undertaken to produce the results that are expected from
the requesting party.

It can be defined also a loosely as an item of work which requires planning, organizing,
the dedication of resources and the expenditure of funds, in order to produce a concept, a
product, or a plant.

A project consists of three components:

1. Scope – represents the work to be accomplished, i.e., the quantity and quality of
work
2. Budget – refers to costs, measured in dollars and/ or labor-hours of work
3. Schedule – refers to the logical sequencing and timing of the work to be performed
Above figure shown as an equilateral triangle to represent an important principle of project
management: a balance is necessary between the scope, budget, and schedule.

For any given project there is a certain amount of work that must be performed and an
associated cost and schedule for producing the work. Any increase in the scope of work
requires a corresponding increase in budget and schedule. Conversely, any decrease in
scope of work results in a corresponding decrease in budget and schedule. This principle
applies between any and all of the three components of a project. For example, any
adjustment in budget and/or schedule requires a corresponding adjustment in scope.

Budget

Budgeting is important because it establishes the amount of money the owner will spend
to obtain the project and the amount of money that the design and construction
organizations will be compensated for performing the work. Each party is concerned about
project cost because it adversely affects profitability and creates adverse relationships
between the parties.

Schedule

Scheduling is important because it brings together project definition, people, cost,

resources, timing, and methods of performing work to define the logical sequencing of
activities for the project. The schedule is the final product of scope definition, budgeting,
and planning and forms the base against which all activities are measured. Project tracking
and control cannot be accomplished without a good plan and schedule.

Quality

Quality is an element that is integrated into and between all parts of a project: scope,
budget, and schedule. It is meeting the needs and satisfaction of the ultimate end user of
the project and the owner. It is also the responsibility of all participants in a project,
including all levels of management and workers in each of the principal parties.
UNIQUE FEATURES OF A CONSTRUCTION PROJECTS

Construction projects involve varying manpower and duration. Each one of them is
“unique” and “temporary” in nature, and so is the management involved. Here the term
“unique” means that every project is different in some way from other projects, and the
term “temporary” means that every project has definite beginning and an end. Below is a
summary of unique features of a construction project.

 One-time activity – it must be performed correctly the first time

every time
 Complexity – it is multidisciplinary because it involves a set of
interrelated task to be done by specialists
 High cost and time for execution
 High risk of failure
 Difficulty in defining quality standards
 Uniqueness of people relationship
 Feedback mechanism
 Lack of experience of client or owner
 Untrained workforce

RESPONSIBILITIES OF PARTIES

 Owner

The owner is responsible for setting the operational criteria for the completed project.
Examples are usage of a building, millions of cubic feet per hour of gas to be
transported in a pipeline, and so on. Any special equipment, material, or company
standards that are to apply to the project must also be defined. Owners also need to
identify their level of involvement in the project, e.g., the review process, required
reports, and the levels of approval. The owner is also responsible for setting
parameters on total cost, payment of costs, major milestones, and the project
completion date.

 Designer

The designer is responsible for producing design alternatives, computations, drawings,

and specifications that meet the needs of the owner. In addition, there may be other
duties that are delegated to the designer by the owner, e.g., on-site or periodic
inspection, review of shop drawings, and in some instances the acquisition of land
and/or permits.

It is the duty of the designer to produce a project design that meets all state and local
codes; standards; and environmental and safety regulations. In addition, a budget for
 the design should be prepared, along with a design schedule that matches the owner's
schedule.

The designer also plays a key role during the early phase of a project by working with
the owner to keep the project on track so the owner/contractor relationship will be in
the best possible form.

 Construction Contractor

The construction contractor is responsible for the performance of all work in

accordance with the contract documents that have been prepared by the designer.
This includes furnishing all labor, equipment, material, and know-how necessary to
build the project.

The contractor must prepare an accurate estimate of the project, develop a realistic
construction schedule, and establish an effective project control system for cost,
schedule, and quality.
WHAT IS MANAGEMENT?

Management is a process. It is the process of directing and facilitating the work of

people who are organized for a common purpose. It is the process of combining efforts
and resources of individuals with a common interest to achieve a desired objective.

Management is a function. It is the function of getting things done through the efforts
of others. It is the application of authority and the assumption of responsibility. It is an
art, the art of handling people. Management properly applied, gives individuals in the
same organization the feeling of security, of recognition, of opportunity and of
belonging.

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. It is accomplished through the application and integration of
the project management processes of initiating, planning, executing, monitoring and
controlling, and closing.

The first rule of project management is that the people who must do the work should
help plan it.

GENERAL STEPS IN PROJECT MANAGEMENT

1. Project Definition – to meet the needs of the end user

2. Project Scope – to meet the project definition
3. Project Budgeting – to match the project definition and scope
4. Project Planning – the strategy to accomplish the work
5. Project Scheduling – the product of scope, budgeting and planning
6. Project Tracking – to ensure the project is progressing as planned
7. Project Close-out – final completion to ensure owner satisfaction

TYPES OF MANAGEMENT

1. Functional management (also called as Discipline Management)

Functional or discipline management involves the coordination of repeated work of

a similar nature by the same people.

2. Project management

Project management involves the coordination of one time work by a team of

people who often have never previously work together.
 DISTINGUISHING BETWEEN PROJECT AND DISCIPLINE MANAGEMENT
Project management is concerned with Discipline management is concerned with
What must be done How it will be done
When it must be done Who will do it
How much it will cost How well it will be done
Coordinating overall needs Coordinating specific needs
Multi-discipline focus Single-discipline focus
Reliance on others Providing technical expertise
Project quality Technical quality
Administrative viewpoint Technical viewpoint
A generalist’s approach A specialist’s approach

BASIC FUNCTIONS OF MANAGEMENT

1. Planning

It 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.
2. 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.

3. 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.

4. 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.
 5. Controlling

Controlling is the establishment of a system to measure, report, and forecast

deviations in the project scope, budget, and schedule. It is the often the most
difficult function of project management. 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.

CONSTRUCTION METHODS

Construction is the transformation of a design into a useful structure. This transformation

is accomplished by men and women directing the employment of machines. The proper
application of machines can prudently convert an engineer’s plan into reality. Machines
continually evolve to meet project requirements. Today, projects have become more
constricted and as a result it is necessary to make machine application decisions only after
visualizing what may not be apparent without careful attention to the environment.

Construction methods are procedures and techniques utilized during construction.

Construction operations are generally classified according to specialized fields. These
includes preparation of the project site, earth moving, foundation treatment, steel erection,
concrete placement, asphalt paving, and electrical and mechanical installations.

OVERALL OBJECTIVES OF CONSTRUCTION MANAGEMENT

• To complete the project properly (quality) on schedule (time) and within budget
(cost).
• To maintain tight control over every phase of work.
• To achieve higher levels of project productivity.
• To establish reputations for quality work and time performance.
• To establish reputations as a results-oriented professional individual or company.

THE PROJECT MANAGER

The main feature in project construction is the Project Manager who oversee a variety
of operations that involves repetitive activities and other various works.

Typical activities of the project manager include initiation of the project, project
scheduling, project start-up, project control, contractual strategies and financial
planning. The project manager acts as the key catalyst to stimulate effective
communication and coordination between design, procurement and construction
activities. The project manager ensures that the project is completed within budget, on
schedule and meets the technical and construction quality objectives.

To effectively implement a project, the manager should possess the following:

1. Business Expertise

The Project Manager is essentially a "business man" and must ensure that the project
is executed in strict accordance with the Project Objectives. It is vital that design and
construction, engineers execute their work with full realization of financial impact, and
it is the responsibility of the Project Manager to ensure this “financial execution”.

Divisions of Business Expertise:

1. Estimating/ Cost Control
2. Planning & Scheduling
3. Economic/ Risk Analysis
4. Purchasing
5. Contract Management
6. Analytical Skills

2. Technical Expertise

The project manager should have a broad-based technical background to ensure that
the project is properly staffed and that the client's objectives have been defined to
enable the project to be completed with quality and "constructability" as prime
objectives.

3. Management Skills

Basic management skills of project manager include:

1. Good decision making

2. Competent planning (Project execution plan)
3. Creative organizing
4. Realistic delegation
5. Follow-up on delegation
6. Effective communication
7. Adequate common sense

4. Leadership Qualities

An effective leader has the ability to bring about "people changes," and to
persuade/motivate them to a work performance which they would not normally attempt.
Good leadership qualities generally depend upon:

1. Liking People
2. Being an educator (With the use of “empathy”)
3. Having an attitude for action
4. Desire to excel (to be “the best”)
5. Experience (To determine "cause and effect")
6. Taking Risks (With appropriate analysis)
7. Sensitivity and Self Esteem
 8. Being Honorable (Lack of trust is very "destructive")
9. Outstanding Leadership can lead to Inspiring Individuals
10. Patience and perseverance.

5. Effective Communication Capability

This is the manager's ability to work as a group member and build co-operative
effort in the team, to communicate and persuade. Managers with good human skills
are aware of their own attitudes and assumptions about people and are skilled in
understanding and influencing people's behaviour.
Generally, effective communication skills can be achieved by:

1. Understanding basic human behavior

2. Writing: structure, style, discipline
3. Reading: speed and retention
4. Speaking: eyes, hands, voice, presence
5. Listening: the "communication gap"

Review Questions:

1. Why is project management needed?

2. Give examples of problems that may arise when an owner fails to fulfill his or her
responsibility of clearly defining the operational criteria of a project.

3. Give examples of problems that may arise when a designer fail to give adequate
attention to the impact of a design selection on the cost or schedule during the
construction phase.

4. Give examples of problems that may arise when a contractor fails to perform his or
her work in accordance with the contract documents.

5. In actuality, there are at least three project managers that are involved in a project,
one each working for the owner, designer, and contractor. Since each of these
individuals works for a different organization, describe methods that you would
suggest to ensure good working relationships between these three individuals.

References:

Project Management for Engineering and Construction, latest edition

Lewis, James P., Project Planning, Scheduling & Control : The Ultimate Hands-on Guide
to Bringing Projects in On Time and On Budget