F.W.

Taylor
“Management is the art of “knowing what you want to do”

George R. Terry
“consisting of planning, organizing, actuating and controlling, performed to
determine and accomplish the objective by the use of people and resources.”

Planning
means Plan in advance
Organizing
means coordination between human resources and material resources.
Actuating
means motivation and giving direction to subordinate.
Controlling
means to ensure about implementation of plan without deviation.

MANAGEMENT FUNCTIONS OR THE PROCESS OF MANAGEMENT

Newman & Summer (POL&C)
Planning, Organizing, Leading & Controlling
Henri Fayol (POCCC)
Planning, Organizing, Commanding, Coordinating and Controlling
Luther Gulick (POSDCORB)
Planning, Organizing, Staffing, Directing, Coordinating, Reporting & Budgeting
Warren Haynes & Joseph Massie (DMOSPCC&D)
Decision Making, Organizing, Staffing, Planning, Controlling, Communicating &
Directing
Koontz O’Donnell (POSD&C)
Planning, Organizing, staffing, directing & Controlling

Functions of Management
Planning
a process of deciding the business objectives and charting out the plan/ method
for achieving the same.
This function is expected to be carried out throughout the organization. It should
be performed by the manager at all levels.
Organizing
refers to “the structured which results from identifying and grouping the work,
defining and delegating responsibility and authority and establishing
relationships.” -Allen
Directing
Involves communication, leadership, and motivation.
Communication - e process of passing the information and understanding it from
one person to other person.
Leadership -the function whereby the person or manager guides and influences
the work of his subordinates.
Motivation - to motivate the employee to give their best to the organization.
Controlling
. Measuring current performance and comparing it against the established
standard.
. Establishing standards of performance

Innovation and Representation

Innovation means creating new ideas which may either result in the development
of new products or finding new uses for older ones. It is necessary to grow better.
The manager must represent himself for the organization. A manger must win
support effectively from different groups (either internal or external).
LEVELS OF MANAGEMENT
LOWER LEVEL - FOREMEN & WHITE-COLLAR SUPERVISOR
MIDDLE MANAGEMENT - SALES MANAGERS, PERSONNEL MANAGERS, OTHER
DEPARTMENTAL HEADS
TOP MANAGEMENT - COMPANY PRESIDENTS, EXECUTIVES, VICE PRESIDENTS

SCIENTIFIC MANAGEMENT THEORY

CLASSICAL ORGANIZATION THEORY
Behavioural Management Theory/ Neo Classical Theory
- Human Relation Movement
- Behavioural Science Approach
Modern Approaches – Quantitative Approach
System Approach
Contingency Approach
SCIENTIFIC MANAGEMENT THEORY
Frederick W. Taylor, Henry L. Gantt, and Frank and Lillian Gilbreth devised the
body of principles known as scientific management theory.
Taylor based his management system on production-line time studies. Using time
study as his base, he broke each job down into its components and designed the
quickest and best methods of performing each component.
Differential Rate System
encouraged employers to pay more productive workers at a higher rate than
others, using a "scientifically correct" rate that would benefit both company and
worker.
Gantt originated a charting system for production scheduling.
Frank B. and Lillian M. Gilbreth
Collaborated on fatigue and motion studies and focused on ways of promoting
the individual worker's welfare.
CLASSICAL ORGANIZATION THEORY
concerned about the need to find guidelines for managing complex organizations
such as factories.
Henri Fayol is the founder of the classical management theory. believed that
sound management practice falls into certain patters that can be identified and
analyzed.

Fayol’s 14 Principles of Management

1. D ivision of Labor
2. A uthority
3. D iscipline
4.U nity of Command
 5. U nity of Direction
6. R emuneration
7.S ubordination of Individual Interest to the Common Good
8. C entralization
9. T he Hierarchy
10.O rder
11. E quity
12.S tability of Staff
13.I nitiative
14.E spirit de Corps

Behavioural Management Theory

Neo Classical Theory
puts more emphasis on individual’s attitudes, behavior’s and on the group
processes. In this approach of management human factor remain central focus.
Major contributors to this approach were Elton Mayo, Abraham Maslow and
Dugulas Mcgregor

Human Relation Movement

-aims at providing high degree of satisfaction and motivation through
improved working conditions, style of supervision and sense of security
-arose from early attempts to systematically discover the social and
psychological factors that would create effective human relations.
Behavioral Science Approach
Douglas Mcgregor, Abraham Maslow, Kurt Lewin, Chester Barnard, Merry
Follett etc.
-an improved version of the human relations approach to management.
-recognizes the practical and situational constraints on human rationality for
making optimal decisions.

Modern Approaches – Quantitative Approach

-called as the management science approach.
-The focus of the quantitative approach is on decision making – to provide
quantitative tools and techniques for making objectively rational decisions. It
means as ability or willingness to follow a reasoned, unemotional, orderly, and
scientific approach in visualizing the totality of the decision environment.
-gained movement during World War II when UK and USA trying to seek
solutions for several new complex problems occurred during the war.
System Approach
aimed at identifying the nature of relationship among various components of
the organization which is considered as larger system.
Chester Barnard, George Homans, Herbert Simon etc. are the contributors in
System Approach.
the activity of any segment of an organization affects, in varying degrees, the
activity of every other segment.
Central to the System Approach is the concept of “holism” – Means no part of
the system can be accurately analyzed and understood apart from whole
system.
Synergy - It means that as separate departments within an organization
cooperate and interact, they become more productive than if each were to act
in isolation.
Flow - A system has flows of information, materials, and energy (including
human energy). These enter the system from the environment as inputs (raw
materials, for example), undergo transformation processes within the system
(operations that alter them), and exit the system as outputs (goods and
services).
Feedback - Feedback is the key to system controls. As operations of the system
proceed, information is fed back to the appropriate people, and perhaps to a
computer, so that the work can be assessed and, if necessary, corrected.

Contingency Approach
the manager's task is to Identify which technique will, in a particular situation,
under particular circumstances, and at particular time, best contribute to the
attainment of management goals.
 What is Project Management
Project management is the discipline of initiating, planning, executing,
controlling, and closing the work of a team to achieve specific goals and meet
specific success criteria.
Project Life Cycle
To provide the basic framework for managing a project.
This is composed of 4 or 5 phases based on the standards of the Project
Management Institute:
 Project Initiation Phase
 Project Planning Phase
 Execution Phase
 Monitoring and Control Phase
 Project Closeout Phase
 Initiation Phase
 the beginning phase of every project where a project manager is selected.
 The project manager will meet with the project sponsor and key
stakeholders to determine the business or technical objectives of the
project.
 Determine any historical information regarding the project.
Key Outputs of this phase are:
 Develop Project Charter
 Develop Preliminary Scope Statement
 Identification of all stakeholders
 Divide the project into Phases.

Planning Phase
 One of the largest and most important phases
 The project manager will determine the team, identify roles and
responsibilities, and solidify a scope statement.
 At this phase the project manager will begin to develop different project
plans.

They consist of:

 Communication Plan
 Risk Plan
 Testing Plan; Project Schedule
 Develop a WBS
 Planning Phase
The number of outputs for the planning phase is large and that is why the
planning phase should be given adequate time for planning.
Triple Constraint is the methodology that if there is a change in cost, then the
change will impact schedule or the scope and vice versa.

 combination of three most significant attributes of Scope, Cost and Time of

Project Management.
 often used to measure the performance of the project and decide success
or failure of the project.
 Change in any side of the triangle affects the other sides of the triangle.
 priority in the triple constraint is decided by the Project sponsor.
Key Outputs of this phase are:
--Create WBS and WBS Dictionary
– Develop Schedule – Develop Budget. Determine roles and Responsibilities –
Develop Communication Plan
– Develop Risk Plan
– Create Performance measurement baselines
– Develop Preliminary Scope Statement
– Test Plan. Determine the Critical Path
– Prepare procurement documents
– Create Process Improvement Plan
– Gain Formal Approval of all plans and key deliverables

Execution Phase
 This phase is where you do the “work” or execute the plan.
 typically requires the most amount of time since most of the work is done
in this timeframe.
 Continuous Improvement

Key outputs of this phase are:

– Signoff that key milestones are complete.
– Documented performance reports

Monitor and Controlling Phase

  The phase where results derived from your new process or product are
compared to the metrics you outlined in your performance plan.
 Implement your change control process.
• Determine variances and identify if they warrant corrective action or
change
• Facilitate conflict Resolution •
• Use Issue Logs

Project Closure Phase

This is the final phase of the project life cycle.
• Develop closure procedures. Document final performance reporting.
• Handoff completed product. Release resources.
• Complete contract closures.

Use of Software
There are several project management softwares in the market.
• Common paid software is MS Project.
• Free project management software.
Project Libre
-is an open source, freely available project management software system
intended ultimately as a standalone replacement for Microsoft Project.
Work Breakdown Structure- a hierarchical decomposition of the total scope of
work to be carried out by the project team to accomplish the project objectives
and create the required deliverables.
Precedence Diagramming Method (PDM)- is a strategy for developing a project
schedule network diagram that utilizes nodes to represent activities and
associates them with projectiles that illustrate the dependencies.
Gantt Chart- a visual view of tasks scheduled over time.
S-Curve - an s-curve is a mathematical graph that depicts relevant cumulative
data for a project—such as cost or manhours—plotted against time.

WHAT IS PRE-CONSTRUCTION PLANNING?

 preliminary planning and engineering services offered by construction
companies before a construction job even begins.
 The initial phase of the project serves to lay out the project's entire scope
and schedule for the construction team and the client.
 involves defining the project, identifying potential issues, planning, and
scheduling, the scope, cost estimation, and analysis of the job's needs.

THE SCOPE, SCHEDULE & BUDGET

A Detailed Project Scope
“scope” of a construction project is essentially a description of the work that will
be performed during the construction job.
Setting A Budget - simply the initial amount that a client must spend on the
project.
Cost Estimating - early cost estimates will be important to create an accurate
budget for the project.
Value Optimization - during this stage of pre-construction, the contractor will
look to not only cut costs, but also improve the overall value of the project.
Setting A Schedule - the schedule of a construction project will be another vital
component of the pre-construction planning stages.

THE PLANNING STAGES OF PRE-CONSTRUCTION

THE INITIAL SCHEMATIC DESIGN -serves as the first visual to the client and will be
what the rest of the project is drawn from.
ANALYSIS OF THE CONSTRUCTION SITE-cannot move forward if the site is found
to be unsuitable for the client’s goals.
PROCUREMENT MANAGEMENT- when a material may take a long time to
acquire.
ACQUIRING THE PROPER APPROVALS-proper approvals and building permits
before it can move forward.
WHAT ARE THE OUTPUTS OF THE PRE-CONSTRUCTION PHASE?
During the pre-construction phase, the client, design team and construction
partner will plan out the essential components of the project.
 PROJECT SCOPE
 PROJECT BUDGET
 PROJECT DETAILS
 PROJECT TEAM
 PROJECT MATERIALS
 PROJECT PERMITS AND INSPECTIONS
 PROJECT COMMUNICATION

WHAT IS PROJECT ORGANIZATION?

the style of coordination, communication, and management the project
team uses throughout a project lifecycle.
 WHAT IS ORGANIZATIONAL STRUCTURE IN PROJECT MANAGEMENT?
 establishes the ranking and authority of individuals participating in a
particular project.
 outlines each team member's role and provides a visual chart of reporting
lines for easy reference during the project.
TYPES OF PROJECT ORGANIZATIONAL STRUCTURES
Functional - teams are grouped based on their areas of specialization
Projectized -team members report directly to the project manager.
Matrix -employees report to both a functional manager and a project manager
weak matrix (closer to a functional structure)
strong matrix (closer to a projectized structure)

WHAT IS A DESIGN STRUCTURE MATRIX?

graphical representation and analytical tool used in project management,
including pre-construction planning.
USES OF A DESIGN STRUCTURE MATRIX IN CONSTRUCTION
TASK DEPENDENCY ANALYSIS - Identify and visualize dependencies between
different tasks and activities.
PROJECT PLANNING AND SCHEDULING- used for project planning by representing
the sequencing and relationships between different construction activities.
RESOURCE ALLOCATION-assess the interdependencies between various
resources, including labor, equipment, and materials.
MATERIAL AND EQUIPMENT LOGISTICS- analyze the dependencies between the
delivery and installation of materials and equipment.
Scheduling tools
CPM - CRITICAL PATH METHOD
PERT - PROGRAM, EVALUATION REVIEW TECHNIQUE
PDM – PRECEDENCE DIAGRAMMING METHOD
GERT - GRAPHICAL EVALUATION REVIEW TECHNIQUE
Queue- GERT - GRAPHICAL EVALUATION REVIEW TECHNIQUE
SLAM -SIMULATION LANGUAGE FOR ALTERNATIVE MODELING
DPM- DYNAMIC PLANNING AND CONTROL METHODOLOGY
CBS- COST BREAKDOWN STRUCTURE
WBS- WORK BREAKDOWN STRUCTURE
CONSTRUCTION MEMBERS, INVOLVMENT IN CONSTRUCTION PROJECT
 ARCHITECT
 ENGINEER
 CONSTRUCTION MANAGER
 PROJECT MANAGER
 CLIENT
 CONTRACTOR
 SUBCONTRACTOR
 SUPPLIER
 CONSTRUCTION SECTOR
 LABORER
 CONSULTANT