September 2020

Lecture 4
Engineering Management II
Project Management I [introduction]

1.0 Introduction
A project can be defined as a temporary endeavour with a defined starting and ending point undertaken to meet
specific goals and objectives, for example construction of roads, houses, etc., typically to bring beneficial change
or added value.

2.0 Project Management Concepts

The concept of project management underlines a set of principles, methods and techniques that assists in the
effective planning and completion of tasks under all constraints.

In order to ensure the success of a project, a special approach is required. This approach may be termed project
management. The success of a project means that:
i. It must be completed,
ii. It must be completed within budget,
iii. It must get completed within the specific time, and
iv. It must perform to satisfaction.

2.1 Project Management Approaches

The Project Management Approaches comprise of five steps:
i. Dividing the entire project into a group of tasks or activities to be performed. All these tasks are
interdependent and interrelated with each other and contribute to the common objective. All
these activities can be programmed within definite time, cost and with specified performance
targets.
Different segments of the project are delegated to respective functional units.
ii. Assigning responsibility of completing the entire project to a single person known as the project
manager. The person coordinates, directs and control the project..
iii. Supporting and servicing the project internally within the organization by matrixing and
coordinating with internal departments for preparation of drawings, specifications, maintenance
and procurement of materials and with external vendors and contractors for the supply of
materials and erection skills.
iv. Building commitments by negotiating, coordinating and directing using schedules, budgets and
contracts.
v. Ensuring adherence to objectives through regular monitoring and control using schedules, budgets
and contract guidelines.

2.2 Tools and Techniques for Project Management

Techniques used for effective project management can be grouped as shown in Table 1:
Table 1: Tools for Project Management
a. Project selection techniques
b. Project execution planning
techniques
c. Project scheduling and
coordinating techniques
 Cost-benefit analysis,
 Risk and sensitivity analysis.
 Work breakdown structure [WBS],
 Project execution plan [PEP],
 Project responsibility matrix
 Project management manual.
 Bar charts,
 Life-cycle curves,
 Line Balance [LOB],
 Network techniques [PRTR/CPM/GERT].

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d. Project monitoring and  Progress measurement technique [PROMIT],

processing techniques  Performance monitoring technique [PERMITT],
 Updating, reviewing and reporting techniques. [URT].
e. Project cost and productivity  Productivity budgeting techniques,
control techniques  Value engineering.
f. Project communication and clean  Computerized information systems.
up techniques

3.0 Functions of Project Management

The functions of project management for construction generally include the following:
a. Specification of project objectives and plans including delineation of scope, budgeting, scheduling,
setting performance requirements, and selecting project participants.
b. Maximization of efficient resource utilization through procurement of labour, materials and
equipment according to the prescribed schedule and plan.
c. Implementation of various operations through proper coordination and control of planning, design,
estimating, contracting and construction in the entire process.
d. Development of effective communications and mechanisms for resolving conflicts among the
various participants.

4.0 Issues in Project Management

4.1 Constraints on the Completion of Projects

The major constraints on the completion of projects are:
a. Time
A project has a beginning and an end. The need for completion there is likely to be some
relationship between the time taken for a project and its cost. Most projects will be close ended in
terms of there being a requirement for completion by certain point in time. This may be the result
of an external factor such as new legislation, or may be derived from organizational requirements.
b. Resource availability
Budget is likely to be a constraint. Cost constraints may as a detailed budget broken down over a
number of ways, for example, as an overall cash limit or as detailed budget broken down over a
number of expenditure headings. Labour resources may be a limiting factor on completion of the
project.
c. Quality factors
Quality factors to be considered include whether the project delivers the goods to the right quality.
This can be overcome by:
 Budgeting and the corresponding control of the project budget through budgetary control
procedures.
 Project planning and control techniques such as Gantt charts and network analysis.
d. Legal constraints
Legal constraints refer to the many regulations that the activities and practices on a construction
project must comply with. These most commonly relate to employment law, safety requirements,
planning and building regulations requirements, environmental requirements.
e. Technical constraints
Technical constraints generally refer to the processes involved in completing construction
activities, and are often based on the practicality of building methods and standards.
f. Environmental constraints
Environmental constraints may overlap with legal constraints. Environmental constraints include
limiting factors concerning:
 The use of sustainable or hazardous materials.
 Preservation of ecology.
 Noise, vibration, and dust.
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 Energy consumption and carbon emissions

 Air, water or ground pollution or contamination.
 Waste and water management.

g. Social constraints
Social constraints include factors that may arise as a result of wider interest in or opposition to a
project. Public concern and media pressure can often impose greater scrutiny and tighter
constraints on a project, and can sometimes result in major alterations to the original plans.

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