CONSTRUCTION

PROJECT
MANAGEMENT

ENGR. HADJI PEEJAY ARANDA

CE/EnP/RMP
INTRODUCTION

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INTRODUCTION

●
The driving force in every organization is its
management team, which actually operates in
many different ways.
●
In the field of Engineering and Architecture,
Project management pertains to Construction
Project and Management.
●
Project management is applicable in many fields
not just construction. Essentially, the basic
concept among various types of applications is
similar but different in execution.
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INTRODUCTION

●
What is a PROJECT?
A temporary and one-time endeavor undertaken
to create a unique product or service, which
brings about beneficial change or added value
●
What is 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
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LIFE CYCLE OF A CONSTRUCTION
PROJECT

A typical civil engineering project always

starts with idea and it ends with a visible
infrastructure project

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 THREE
IMPORTANT
FACTORS IN
CONST. MGT

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THREE IMPORTANT FACTORS OF
PROJECT MANAGEMENT
●
BASIC ENTREPRENEURIAL ABILITY
●
TREATMENT OF PEOPLE
●
KNOWLEDGE OF MANAGEMENT
TECHNIQUES

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THREE IMPORTANT FACTORS OF
PROJECT MANAGEMENT
●
BASIC ENTREPRENEURIAL ABILITY
A construction company is a business entity that
needs to grow and be profitable. It is the
responsibility of the manager to catch the
opportunities and ensure that its employees attain job
security and the investors, the profits of their
investment

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THREE IMPORTANT FACTORS OF
PROJECT MANAGEMENT
●
TREATMENT OF PEOPLE
– Human Resource is perhaps the most important
resource of any company. In construction, skilled
workers and engineers are considered vital but
unskilled labor to is essential.

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THREE IMPORTANT FACTORS OF
PROJECT MANAGEMENT
●
KNOWLEDGE OF MANAGEMENT
TECHNIQUES
– In order to manage a project very effectively,
management techniques must be applied properly.
Several guidelines have been made and monitoring
techiniques were developed over the years in order to
ensure that the success of a project implementation
is attained.

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THREE IMPORTANT FACTORS OF
PROJECT MANAGEMENT

IN SUMMING UP THE THREE, PROJECT

MANAGEMENT IS AN EXERCISE OF
LEADERSHIP

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CONSTRUCTION
PROJECT LIFE
CYCLE

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LIFE CYCLE OF A CONSTRUCTION
PROJECT
●
During the pre-construction phase there is a need
to create a detailed plan for clients in order to
outline each phase of the commercial
construction project.
●
Budgets are developed, designs are planned as
the designers, contractors and engineers work
together as a cohesive unit to properly plan and
present each phase of the project.

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LIFE CYCLE OF A CONSTRUCTION
PROJECT
●
The phases through which a civil engineering
project passes are:
– Conceptual and Feasibility Studies.
– Engineering Design.
– Contracting and Procurement
– Construction.
– Commissioning
– Implementation
– Utilization and Maintenance.
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LIFE CYCLE OF A CONSTRUCTION
PROJECT

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LIFE CYCLE OF A CONSTRUCTION
PROJECT

IMPORTANT!
Every civil engineering project is unique in its
character and varies with respect to time and
degree of emphasis with respect to the
aforementioned phases during its life cycle but
these projects certainly passes through these
phases.

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 PROJECT
MANAGEMENT
TRIANGLE

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PROJECT MANAGEMENT TRIANGLE

●
The first thing a project manager must learn is to
control the following:
– Time
– Cost
– Scope
●
This three constraints will have an effect to the
QUALITY of the project that will be delivered

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PROJECT MANAGEMENT TRIANGLE

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PROJECT MANAGEMENT TRIANGLE

●
A project is TIME bound
A project, structural or non-structural, must be
completed at a certain amount of time that is
usually dictated by
– The needs of the client
– Weather
– Availability of Resources

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PROJECT MANAGEMENT TRIANGLE

●
The project must be within COST
Every project is dictated by a budget, in
executing a project, it has to be within the cost.
Planning is therefore very important.

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PROJECT MANAGEMENT TRIANGLE

●
A project is defined by the SCOPE
A clearly defined scope serves as a guide on how
the project will be implemented.
The scope must be prepared even before the
project started and any additional works that is
not included in the original scope must be
reviewed and negotiated properly

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PROJECT MANAGEMENT TRIANGLE

●
The project management triangle (called also the
triple constraint, iron triangle and project triangle)
is a model of the constraints of project
management. It contends that:
– The quality of work is constrained by the project's
budget, deadlines and scope (features).
– The project manager can trade between constraints.
– Changes in one constraint necessitate changes in
others to compensate or quality will suffer.

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PROJECT MANAGEMENT TRIANGLE

●
While there is already large acceptance of the
Triangle Model, "Cost" and "Time" appear to be
represented consistently.
●
"Scope" however is often used interchangeably
given the context of the triangle's illustration or
the perception of the respective project.

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PROJECT MANAGEMENT TRIANGLE

●
Scope / Goal / Product / Deliverable / Quality are
all relatively similar and therefore leads to more
ambiguity.
●
This ambiguity allows blurred focus between a
project's output and project's process

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PROJECT MANAGEMENT TRIANGLE

●
PMBOK 4.0 offered an evolved model based on
the triple constraint with 6 factors to be monitored
and managed.
●
This is illustrated as a 6 pointed Star that
maintains the strength of the triangle analogy
(two overlaid triangles), while at the same time
represents the separation and relationship
between project inputs/outputs factors on one
triangle and the project processes factors on the
other.
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PROJECT MANAGEMENT TRIANGLE

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PROJECT MANAGEMENT TRIANGLE

●
All of the 6 constraints influence each other in
such a way that when one constraint is affected
by a good or bad decision of a manager, this
impacts one or more of the rest of the
constraints.
●
Some examples are given in the next few slides
to be:

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PROJECT MANAGEMENT TRIANGLE
EXAMPLE

If the necessary resources are not available, the

time to deliver will increase. This may also increase
project cost, because alternate resources if
available, may be more expensive than initially
planned.

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PROJECT MANAGEMENT TRIANGLE
EXAMPLE

If QA team finds that quality of deliverable is going

bad, more resources may be required. This
increases the cost (additional resources) and effort
to fix the faulty deliverable. This will also increase
the time to deliver.

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PROJECT MANAGEMENT TRIANGLE
EXAMPLE

If scope creep happens on the project, it will result

in increased time, cost, resources and potentially
reduced quality and this increased risk on delivery.

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 ROLE OF
PROJECT
MANAGEMENT
TECHNIQUES

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PROJECT MANAGEMENT
TECHNIQUES
●
In order to address the constraints that were
enumerated above, a system has to be put in
place.
●
This is where project management techniques
will be coming in and there are actually two in the
industry today:
– PERT/CPM
– Precedence Diagramming Method

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PROJECT MANAGEMENT
TECHNIQUES
●
If executed effectively, both PERT/CPM and PDM
are effective in managing the various constraints
of the project however one major difference
between the two techniques is about how it
views the dependency relationship between
activities.

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PROJECT MANAGEMENT
TECHNIQUES
●
PERT/CPM shows the interdependencies of
various activities in a FINISH to START concept.
●
This means that a certain activity must be
completed before the next activity/ies must start.
●
PDM on the other hand looks at the
interdependencies of various activities in the
following manner:
FINISH TO START FINISH TO FINISH

START TO START START TO FINISH

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 PHASES OF
PROJECT
MANAGEMENT
TECHNIQUES

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INTRODUCTION

●
Both method of project management techniques
still relies on the following:
– Planning
– Scheduling
– Control Monitoring
●
It is important to note that the three or six
constraint model discussed above will be greatly
affected by Planning and Control/Monitoring

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PLANNING

●
Planning is defined as determining the
relationship between the work operation and the
sequence in which they are to be performed
●
It is also considered to be an ART because only
humans are capable of doing it and this is what
separates man from other being
●
Planning involves the identification of various
activities that will be needed to complete a
project what ever its nature

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PLANNING

●
Construction Planning is the necessary
forerunner to Scheduling and includes:
– defining work tasks
– determining general sequence
– construction methods
– assigning responsibility
●
Construction planning is a fundamental and
challenging activity in the management and
execution of construction projects.
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PLANNING

●
Construction Planning involves the choice of
technology, the definition of work tasks, the
estimation of the required resources and duration
for individual tasks, and the identification of any
interactions among the different work tasks.
●
Work operation can be performed in different ways
at different cost and in different time duration.
●
Most construction project have specified time of
start and time of completion. When the contract
time is less, in effect it requires higher direct cost.
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PLANNING

●
Likewise, in order to speed up the construction
work, it will require higher direct cost because of
– Overtime
– Shift of work
– Additional Manpower
– Additional Equipements
– Other expensive methods not normally done

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PLANNING

●
The planning phase will produce 5 inputs that will
be needed for managing the project:
– Network diagram
– Duration of activities
– Cost Estimates
– Resource Estimates
– Trade indicators or grouping

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SCHEDULING

●
Scheduling is typically defined as the
arrangement of various activities in proper order
of sequence
●
In PERT/CPM, Scheduling is defined as the
process of translating the arrow diagram into time
table of calendar days which permits the
inclusion of weekends, holidays, weather and
other time lost

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SCHEDULING

●
The PERT/CPM schedule shows the relationship
between operation and various constraints
●
Job control through the use of PERT/CPM gives
the management a reliable system of identifying
job problems within days instead of months
●
The reason why activities must be done in
sequence is because of the need to circumvent
various constraints without constraints all
activities can begin on the first day.

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SCHEDULING

●
Although constraints are broadly classified into six items
as discussed above. The following specific constraints
that are often encountered in construction are as
follows:
– Physical Constraints
– Resource Constraints
– Financial Constraints
– Safety Constraints
– Environmental Constraints
– Management Constraints
– Contractual Constraints
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SCHEDULING

●
The benefit of proper work scheduling is that
activities are placed in sequence to best possible
information known to the manager.
●
Sometimes, other glitches that were unseen in
the planning are observed and rectified during
the scheduling activity
●
Scheduling can also be affected by the
constraints that is why, during the planning phase
(or aspect) these must be reduced to the
minimum as much as possible
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SCHEDULING

●
The person in charge of scheduling an activity needs
historical data in the absence of sound quantitative data;
●
It is also a fact that scheduler often “guestimates”
activity duration based on his/her experience;
●
In PERT/CPM the schedule of activities shows the
following output:
– Schedule of Activities showing the following:
●
Critical Activities
●
Earliest Start/Earliest Finish
●
Latest Start/Latest Finish
●
Float
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SCHEDULING

– Bar Chart or Time Scaled Network

known as the Gantt chart
– Resource Analysis
shows the number and kind of resources, manpower
and equipment needed for the project
– Cash Requirement
a prediction analysis that will show how much cash
will be disburse as well as the amount of money to be
collected

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CONTROL/MONITORING

●
The purpose of PERT/CPM is to allow managers
to monitor the activities and make the necessary
changes if needed
●
Since flexibility is the selling point of PERT/CPM,
the managers must be accorded the necessary
control functions to make the necessary changes.
●
This phase of the CPM actually occurs when the
project is already underway.

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CONTROL/MONITORING

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Possible changes that can be encountered are:
– Additions to the project
new activities, extensions
– Deletions from the project
Scale down activities, Scope reduction
– Changes in duration
consequence

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CONTROL/MONITORING

●
This monitoring and updating activity can be
done by hand or by computer but regardless of
what method the manager will use, the following
data are expected
– To provide time status report showing the overall
status of the project in general and in particular
– To provide revised schedule which reflects the actual
work conditions and the project status
– To provide cost status showing how much money is
disbursed and for what type.
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CONTROL/MONITORING

Having the data is one thing

but the next important
step is to act on the information

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CLOSING

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 CLOSING

IN PROJECT MANAGEMENT
LEADERSHIP IS PERSONAL
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