MONTECILLO, JEZREL JANE R.

BS_ARCHI_4C
SPECIALIZATION 1
WEEK 1: ACTIVITY NO.1

1. Write an analysis of the implications of applying a whole life cycle perspective to the management
of construction projects (500 words).

Implications Of Applying A Whole Life Cycle Perspective To The Management Of Construction

Projects

An application of a whole life cycle perspective to the management of building projects is an

approach and a concept that gives an important connection and involvement with the management of
construction that will play a big role in having a complex process of consideration in making
decisions, especially when there are factors in each phase involved that need to be considered.
This phase, namely, inception or conceptualization, planning, execution, monitoring, and
closure, has a unique set of functions and outcomes. This is why it is essential to comprehend and
handle these phases well if you want your project to be successful. With the implication of applying a
whole life cycle perspective to the management of building projects, architects and stakeholders of the
project will have an easier way to come up with a wise decision.
The first phase is called inception, also referred to as conceptualization, in which the project
idea is conceptualized and examined for feasibility. To do this, a detailed examination of the project's
goals, objectives, and possible risks must be carried out. After the inception phase has come to an
agreement, the project enters the planning phase, in which detailed plans are developed to guide the
execution of the project. In the planning phase, there is a risk assessment involved to avoid potential
complications that can develop during construction and ensure that all parties are on the same page.
By applying the inception and planning phases, it ensures that all necessary preliminary work
has been completed before starting any physical work on-site. Thus, this lowers the possibility of
costly changes or delays during the next phases.
After the completion of the planning phase, the execution phase begins. This stage entails
coordinating operations and allocating people to ensure that everything goes as planned. Effective
teamwork and coordination are crucial to ensuring that everyone is informed of their roles and
responsibilities throughout this period. Construction managers need to keep an eye on workers and
contractors on a frequent basis to sustain quality standards and respect financial restrictions.
Once construction activities are completed, the project enters monitoring and control. During
each stage, progress should be closely monitored by implementing monitoring controls. Corrective
measures could be taken promptly, yielding successful completions within the allocated timeframes
and preventing major monetary losses.
Finally, there's the closure phase, where all loose ends are tied up before handing over the
completed project to clients or end-users. This includes conducting final inspections, addressing any
outstanding issues or deficiencies identified during the testing or commissioning processes.
In conclusion, understanding the project life cycle in construction management is crucial for
successful completion of projects within timeframes while meeting quality standards. By effectively
managing each phase, namely, initiation, planning, execution, and closure, construction managers can
ensure smooth operations throughout every step of a construction project's journey from start to
finish. Also, applying a whole life cycle perspective to the management of construction projects
promotes collaboration among stakeholders, enables better decision-making, and can lead to improved
outcomes that benefit not only stakeholders but also all sectors and industries involved in building
projects.

2. Choose one of the following four headline targets in the Construction 2025 report: lower cost,
faster delivery, lower emissions, or improvement in exports. Write an analysis of the challenges the
industry faces in meeting that particular target (500 words).

Headline Target in the Construction 2025 report: An Analysis Of Faster Delivery And The
Challenges The Industry Faces In Meeting This Target

Faster delivery is one of the main concepts being addressed and has been identified as one of
the headline targets in the Construction 2025 reports. This analysis will concentrate on the notion of
faster delivery and the challenges that the industry faces in meeting this target.

Having the capacity to complete construction projects in a quicker and more efficient manner
is what we call "faster delivery." Fast delivery includes a number of aspects, including minimizing
project durations, increasing productivity, and optimizing procedures. The goal here is to accomplish
projects on time in order to achieve client satisfaction and, of course, profitability.

However, as with other headline targets in the Construction 2025 report, faster delivery has
also presented challenges in the construction industry. One of the challenges it presented is the
complexity of the projects. As we all know, construction projects sometimes call for a large number of
parties, complicated layouts and designs, as well as extensive logistics. As such, it can be challenging
to coordinate all of these components, and doing so calls for careful preparation and effective
interaction and communication.

The lack of competent workers is another issue. The difficulty of finding and keeping skilled
labor has continually afflicted the construction industry. The need for highly qualified individuals who
are capable of successfully finishing projects goes along with the demand for faster delivery.
Additionally, there are financial constraints that hinder faster delivery efforts. Implementing new
technologies or adopting innovative practices often requires a significant upfront investment.
However, many companies may be hesitant to allocate resources without a guarantee of immediate
returns.

Thus, this suggests using strategic financial planning to make sure there is enough qualified
staff on hand to do the work quickly. The need to deliver goods or services more quickly goes beyond
the company's simple obligation to do so. It involves working with suppliers and subcontractors in the
private sector. Workers must also have the appropriate skills in order to maintain efficiency and
product quality. Moreover, training programs are required to keep older personnel productive or
swiftly develop the abilities of new hires. By reducing blunders and raising output generally, investing
in training can pay off over the long term. There is frequently a demand for greater workplace and
storage facilities as the staff grows. This calls for increased infrastructure spending, which could be
expensive.
 Furthermore, regulations can hinder efforts to achieve faster delivery targets. Project
schedules may require additional time-consuming processes to ensure the compliance with safety
rules and get the required licenses.

In conclusion, as stated in the Construction 2025 reports, faster delivery is a significant

construction industry target, but there are several obstacles that must be overcome for it to be
implemented successfully. Collaboration amongst stakeholders, investment in training programs to
develop a trained labor force, adoption of new technology and techniques, and optimization of
regulatory processes are all necessary to overcome these challenges. The industry can only hope to
achieve the goal of faster delivery and thrive as it advances through a comprehensive approach.