MTCC5007: CONSTRUCTION MANAGEMENT 1

Lecture 1: Introduction to
Construction Management

Dr. Morsaleen Chowdhury

Civil Engineering & Quantity Surveying
Military Technological College
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Overview
1. Scope of Civil Engineer Projects
2. Introduction
3. Steps In Project Management
4. Working With Project Teams
5. Project Initiation, Estimates & Budgeting
6. Project Planning & Scheduling
7. Construction Phase
8. Construction Technology
9. Case Studies
10. Project Management Softwares
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1. Scope of Civil Projects

 The art of construction has slowly developed into a science over
the centuries.
 Civil engineers are involved from conception to physical
realization of the project.
 Let’s firstly enumerate the different civil engineering projects.
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Building Projects

 Residential building, town planning

Government Staff Quarters

Residential Buildings
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Transportation Systems

 Bridges and flyover, roads, railways, airport, urban mass transit

system such as mono railway and ropeways , town planning,
port and harbour, tunnel.

Bridges & Flyover Airport Road

 These are basic infrastructural projects. Developing countries are

spending major of its budget on these projects.
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Hydraulic Structures

 Dam, barrage, canal, hydroelectric power plant, tunnel,

embankment, flood control system.

Dam Canal Barrage

 For a country whose economy is dependent on agriculture, these

are major infrastructural projects.
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Fossil Fuel and Nuclear Power Plants

 Fossil fuel and nuclear power plants.

Nuclear Plant

Thermal Power Plants

 Energy is vital for survival. The generation of electricity is carried

out from coal, petroleum and nuclear fuel.
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Offshore Structures

 Offshore oil rigs.

Tension Legged Platform

 These are huge steel and concrete structure in sea, used usually
for petroleum extraction.
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2. Introduction
 Project Management is about the ‘overall’ planning and
co-ordination of a project from: conception to
completion
 The main aims of Project Management:
 Meeting the stated requirements
 Completion On Time
 Completion within Cost
 Meeting required Quality Standards.

“Project management is the art and science of coordinating people,

equipment, materials, money, and schedules to complete a
specified project on time and within approved cost.”
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3. STEPS IN PROJECT
MANAGEMENT
1. Project Definition and Scope
2. Technical Design
3. Financing
4. Contracting
5. Implementation
6. Performance Monitoring
FUNCTIONS OF MANAGEMENT
1. Planning
2. Organizing
3. Staffing
4. Directing
5. Controlling
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4. PROJECT TEAMS
1. Each triangle in Figure
represents a team.

2. Regardless of the size

and number of teams,
there must be a single
head project manager to
make final decisions
and keep focus on the
project.
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CONFLICT MANAGEMENT

 Due To The Dynamic Nature Of Project Environments, It

Is Inevitable That Conflicts Among Team Members Will
Arise.
 Resolution of conflicts can lead to innovation and to
ideas about how to improve work efficiency.

DEVELOPING A CONSENSUS
 Sometimes Multiple Solutions To A Problem Exist.
Each Of Which May Yield The Same Result.
 The following an Be Helpful In Reaching A
Consensus/Agreement:
 Voting
 Trading
 Averaging.
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5. PROJECT INITIATION,
ESTIMATES & BUDGETING
 Initiating Is The Basic Processes That Should Be Performed
To Get The Project Started.
 This Starting Point Is Critical Because Everyone Involved
needs to be on agreement with the Initiation:
 Those Who Will Deliver The Project
 Those Who Will Use The Project
 Those Who Will Have A Stake

 An Early Estimate of the Project Cost is Also Important to

the Team:
 It Helps Formulate Execution Strategies And Provides A Basis
To Plan Engineering And Construction.

 The Budget For A Project Is The Maximum Amount Of Money The

Owner Is Willing To Spend For Design And Construction To
Economically Justify The Project.
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6. PROJECT PLANNING
& SCHEDULING
 Project Planning: Process Of Identifying All The Activities
Necessary To Successfully Complete The Project.

 Project Scheduling: Process Of Determining:

 Sequential Order Of The Planned Activities
 Assigning Realistic Durations To Each Activity
 Determining The Start & Finish Dates For Each Activity.
SCHEDULING TECHNIQUES

•Bar Chart Method(Gantt Chart)

•Critical Path Method
•P.E.R.T.
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TYPICAL SCHEDULE FOR A HIGH

RISE BUILDING
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TYPICAL FLOOR CONSTRUCTION CYCLE

REPRESENTED IN A NETWORK
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7. CONSTRUCTION PHASE
 The site management should be carried out through suitable
site organization structure:
 Roles and responsibilities should be assigned to the construction
personnel.
 Safety management is one of the important components of site
management.
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TIME MANAGEMENT
 It is desirable that the project is completed in the defined time
schedule to get its full benefits.
 Some of the issues that need to be considered in time management:
 Total schedule of project
 Identification of total resources
 Timely availability of all equipment (including critical ones), and
its processing during construction of a project.

QUALITY MANAGEMENT
 Quality of a project should be planned for all activities from
conception to completion.
 It is desirable that the management gives adequate assurance and
controls that it shall meet project quality objectives.
 Quality management should cover review of existing requirements,
subcontracting, materials, processes and controls during process,
auditing, training of personnel, final inspection and acceptance.
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8. CONSTRUCTION TECHNOLOGY
Power Shovel
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Dragline
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Dumper
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Tower
Crane
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Lining
Machine
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Concrete
Mixer
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Bulldozer
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Scrapper
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Belt
Conveyor
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9.CASE STUDIES

1. BURJ –AL ARAB

CONSTRUCTION TIME: 18 MONTHS

• Joint Venture between (companies)

 Al Habtoor Engineering

 Murray and Roberts

 Fletcher Construction
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RISKS AT CONSTRUCTION MANAGEMENT

 The companies all joined to gather because by utilizing the

separate talents of each partner, the bulk of the risk could
be redistributed to the firms that were best equipped to
handle each particular risk.
 The risks that needed to be considered were:

1. labor supply
2. concrete work
3. structural steel supply
4. Erection
5. high rise management experience
6. Purchasing
7. cost control
8. management staffing
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RESPONSIBILITIES OF COMPANIES
 AL HABTOOR ENGINEERING
 Responsible for the labor required and the quality of the
concrete and block work.
 The procurement system put in place by the joint venture was
based on Al Habtoor Engineering's proven system.

 MURRAY AND ROBERTS

 Brought the expertise for detailing, fabrication, shipment and
erection of the complex structural steel.
 This was subcontracted to Generic Steel Fabricators of
Johannesburg, South Africa, a company owned by Murray
and Roberts.
 This subcontract would reduce financial risk.

 FLETCHER
 They had the high-rise management and planning expertise.
 The project director and project manager came from Fletcher
and were based in Dubai.
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TWO PHASE CONSTRUCTION PROCEDURE

PHASE 1
 The first phase would address the complexity of the building.
 Some of the major challenges were related to the exoskeleton
embodiments:
 This was redesigned in order to ease the installation & speed up
the cycle times to adhere to the tight schedule.
 In addition, the rear-braced frame was completely redesigned
from lattice girder construction to box girders.
 This redesigning phase was not only a saving in money but
also made the building much easier to build (AL HABTOOR).
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PHASE 2
Actual construction
 The partners used many new technologies to speed up construction
& lower the construction cost:
 This way, the companies could earn more profit by saving
money in such places as labor and equipment
 One new technology that was used was the Cantilever’s Top
Climbing Jump Form system for the main core area.
 Cantilever Pty Ltd, Queensland, Australia designed and
furnished the 300 ton forming system.
 The companies’ use of value engineering, constructability, and
preplanning and planning included all members of the group:
 All of this helped to keep cost down as well as keep up with the
schedule that was set by the Owner.
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1. BURJ KHALIFA
CONSTRUCTION TIME: 48 MONTHS

To complete the project within the tight

48 months, Samsung, Besix, Arabtech
Joint Venture (SBAJV) established the
following strategic approach:
 Achieve a three (3) day-cycle for
structural works.
 Develop optimum transportation
systems with large capacity high speed
equipment.
 Utilize optimum formwork system to
accommodate various building shapes
along the building height.
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TECHNOLOGIES USED
 The tower consists of more than 160
floors & to be completed within a very
tight schedule.
 The following construction technologies
were incorporated to achieve the 3-day
cycle for the concrete works:
 Auto Climbing formwork system (ACS).
 Rebar pre-fabrication.
 High performance concrete suitable for
providing high strength, high durability
requirement, high modulus, and
pumping.
 Advanced concrete pumping technology.
 Simple drop head formwork system that
can be dismantled and assembled
quickly with minimum labor requirement.
 Column/Wall proceeding method, part of
ACS formwork system.
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MAJOR EQUIPMENTS
 The process of selecting the right equipment to ensure delivery of
materials and workers effectively and efficiently is an art in its own right.
 Selecting the optimal equipment and vertical transportation system for
construction requires ongoing analysis and constant modifications due
to the dynamic nature of the project during its construction life.

SUMMARY OF THE EQUIPMENT USED:

1. TOWER CRANES
2. TOWER MAIN HOISTS
3. CONCRETE PUMPING EQUIPMENTS
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10. PROJECT PLANNING

SOFTWARES
1. MICROSOFT PROJECT (or MSP) is a project management
software program is designed to assist project managers in:
 Developing plans
 Assigning resources to tasks
 Tracking progress
 Managing budgets
 Analyzing workloads.

2. PRIMAVERA is a brand name under which several project

management software packages are marketed. The current
publisher of these packages is Oracle Corporation. The core
product, Primavera P6, was developed by the US company
Primavera Systems; in October 2008 Oracle acquired Primavera
Systems.
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End of Lecture

THANKS FOR YOUR ATTENTION