CIV 473 / CVL 382

Construction Project
Management
Lecture one: Introduction
LECTURER Associate Professor/ Dr. Ahmed Ehab

2023

Lecture No.1
Instructors

Dr. Ahmed Ehab Amer

Associate professor

Office: 129
Office Tuesday ( the first and second periods)
hours:
E-mail: Ahmed-Ehab@buc.edu.eg
amerahmed8811@ymail.com
amerahmed8811@gmail.com

2
 Course content & Objectives
1- Define basics of construction project management.

2- understand the basic role of the management to plan and

required works

3- knowledge of different levels of construction management

4- capability to prepare the basic project management plan.

5- support the students to improve management skills.

6- prepare a real estate project sequence activity in time schedule

7- understanding of cost control and cost management process.

3
 Course content
Lecture Title
1 Introduction
Bidding and contracts
Project planning
2
WBS +CPM planning 1
3 CPM planning 2 + PERT
4 Resource management 1
5 Resource management 2

6 Line of balance
7 Line of balance 2
8 Cost estimate
9 Cash flow without down payment
10 Cash flow with down payment
11 Project control
12 Time crashing
13 Case Study
 Intended Learning Outcomes (ILO)

1. Recognize project management process

2. Interpret project management constraints and scope.

3.Apply time management techniques.

4.Apply cost management techniques.

5.Identify progress reports, and determine the optimum time and cost.

5
 Grading System

Attendance 3

Assignments 8

Quizzes 8 CRW grades

Project 9

Self learning 3

Midterm exam 20

Final exam 50

6
Ground Rules

7
Project Management
What is the Project?
➢ Project is a temporary endeavour undertaken to create a
unique product service or result. (PMBOK-PMI)

Temporary • Clear beginning and clear end

• New and has never been done
Unique before
Progressively • You learn more and more about
Elaboration a project as it goes on

8
Project Management

… and what a project is NOT

Projects are NOT: always strategic or critical

Projects are NOT: ongoing operations (or processes)
Projects are NOT: always successful

9
Project Management
Why do we do Projects ?

Market A customer
demand request

Organizational A legal
need requirement

10
Implementing the Vision

Vision Project Reality

11
Project Vs. Operation
Similarities between Operations and Projects:
• Performed by people

• Constrained by limited resources

• Planned executed and controlled

Differences between Operations and Project

• Operations do not have any timelines. Projects are temporary and have
finite time duration.

• Objective of Operations is usually to sustain the business.

• Objective of a project is to attain the objective and close the project.

12
Project Vs. Operation
Project Operation
Temporary - has definite
beginning and end (although
Duration duration may vary from 1 day to
Ongoing activity
several years)
Attain desired goals and close
Objective project
Sustain business

Production of "Unique" Product

End result or Service
Sustain business

Progressive Projects are progressively Not necessarily progressively

elaboration elaborated elaborated

13
Relationship between Portfolio, Programs and projects

14
Project Stakeholders

Individuals and organizations who are actively involved in the

project, or whose interests may be positively or negatively

affected as a result of project execution or successful project

completion.
Project Stakeholders

Project End-User
Owner Management

Main Governmental
Contractor Authorities

Sub-Contractor

Consultant
……
When the project comes to an end ?

achievement of project objectives

17
where can not achieve its goals

If there is no longer a need for the project

In the event of the owner 's desire to terminate the project

Construction Projects Participants

Partners

Owner

18
Consultant or Supervisor
The Project Manager
Contractor, employers
What is Project Management?

Project management is the application of knowledge, skills, tools

and techniques to project activities to meet the project
requirements.

Managing a project typically includes:

• Identifying requirements
• Addressing the various needs, concerns and expectations of
stakeholders
• Balancing the competing project constraints

Scope Quality Time Cost Risk

19
What is Project Management?

• Skills help complete projects on schedule, within budget and in

full accordance with project specifications.

• Tools to improve their chances of success.

• Techniques are required to monitor and control time, cost, quality

and scope on projects.

20
Project Management

People

Tools Systems
Project Management Processes

Initiating Processes: Recognize that a project or a phase

should start and commit to start it.
Planning Processes: Devise and maintain a workable scheme
to accomplish the need of the project or phase.
Executing Processes: Coordinating resources to carry out the
plan.
Controlling Processes: Monitor and measure progress, take
corrective actions, ensure project or phase objectives are met.
Closing Processes: Formalize acceptance, bring project or
phase to an orderly end.
Project Management Processes

Initiating Planning
Processes Processes

Controlling Executing
Processes Processes

Closing
Processes
Project Management Processes

Executing
Processes

pmbok guide (PMI 1996)

Level of Activity

Planning
Processes

Closing
Initiating Controlling Processes
Processes Processes

Start Time Finish

Why we need Project Management?
Effective project management helps organizational:
• Meet business objectives

• Satisfy stakeholders expectations

• Be more predictable

• Increase chance of success

• Deliver the right products at the right time

• Resolve problems and issues

25
Why we need Project Management?
Effective project management helps organizational:
• Respond to risks in a timely manner

• Optimize the use of organizational resources

• Identify, recover, or terminate failing projects

• Manage constraints (e.g., scope, quality, schedule, costs, resources …)

• Balance the influence of constraints on the project

• Manage change in a better manner

26
Impact of Poor Project Management
• Missed deadlines
• Cost overruns
• Poor quality
• Rework
• Uncontrolled expansion of the project
• Loss of reputation for the organization
• Unsatisfied stakeholders
• Failure in achieving the objectives

27
Impact of Poor Project Management

How the client How the architect How the engineer What the budget How the estimator
described it envisioned it design it allowed bid it

How the How the How the How the project How the customer
manufacture contractor customer really was document was billed
made it installed it wanted

28
Sydney Opera House

• Good or bad project?

Sydney Opera House

• Planned - 1959 to 1963 (4 years)

- $7 million
• Actual - 1959 to 1973 (14 years)
- $100 million
Examples of Projects
• Construction Project.

• Writing a book.

• Developing a new product or service.

• Effecting a change in the structure, staffing, or style of an organization.

• Developing or acquiring a new or modified information system.

• Implementing a new business process or procedure.

31
Project Main Characteristics

• Has an establish objective

• Has a defined life span with a beginning and an end
• Requires across-the-organizational participation
• Involves doing something never been done before
• Has specific time, cost, and performance requirements
• As the project progresses, the project team learns more
about the project

32
Planning stage:

▪ Construction method of construction ‫إختيار أسلوب تنفيذ المشروع‬

▪ Organization Structure/ Site Layout
▪ Work breakdown structure ‫تقسيم عناصر المشروع‬
▪ Activities Duration, their relations to each other and using
networks for planning.
‫مدة األنشطه و عالقات األنشطه ببعضها البعض و إستخدام شبكات العمل للتخطيط‬
▪ Resource management ‫إدارة الموارد‬
▪ Risk assessment ‫تقييم مخاطر المشروع‬
▪ Quality control plan preparation ‫إعداد خطة الجوده للمشروع‬
▪ Time schedule preparation ‫إعداد البرنامج الزمني‬
▪ Cash flow preparation ‫إعداد برنامج التدفقات الماليه للمشروع‬
33
 EXAMPLES OF CONSTRUCTION WORKS
? Concrete Mixing SELECTION
CRITERIA:
Central Mix Plant On-site Mix Plant for Large
Concrete Quantities Project
size

Concrete
quantity

Concrete
Quality

Project
location

Installation
cost
Central Mix Plant Reversible Mixer
Unit cost
Mixer
Delivery
rate

Materials
stock
area/yard

Environment

Safety
 1. Organizational Planning
• Organizational planning involves identifying, documenting, and
assigning project roles, responsibilities, and reporting relationships
• Outputs and processes include:
A. project organizational charts
B. work definition and assignment process
C. responsibility assignment matrixes
D. resource histograms

35
1. Organizational Planning
Tools & Techniques
1. Organization charts and position descriptions
2. Networking
3. Organizational theory
4. Expert judgment
5. Meetings

36
1. Organizational Planning
Staff Organization (Chart)
There are many types of Organization structures (charts), but the three
main types are:

1. Functional Organization (chart)

2. Project Organization (chart)

3. Matrix Organization (chart)

37
 1. Organizational Planning
1. Function Organization (Chart)
Board of Directors

Managing Director

Operations Commercial HR Financial IT

Director Director Director Director Director

Technical Sales Recruitment Pay roll Support

Planning Advertising Training Payments Update

Quality Promotions Salaries Invoices Software

upgrades security
38
 1. Organizational Planning
2. Project Organization (Chart)
Board of Directors

Division or Department Manager

Project Project Project Project Project

Manager A Manager B Manager C Manager D Manager E

Engineering

Administration

Financial
39
 1. Organizational Planning
Matrix Organization (Chart)
Board of Directors

Managing Director

Projects Technical HR Financial IT

Director Director Director Director Director

Project Technical HR Financial IT

Manager input input input input
Project A

Project Technical HR Financial IT

Manager input input input input
Project B
40
 1. Organizational Planning
Advantages of Function organization
1. Clear and reliable reporting system
2. It reflects the traditional authority structure

3. It is relatively simple and straightforward

4. Special knowledge can be stored within the functional unit and shared around
within the unit members.

Disadvantages of Function organization

1. It is inflexible.
2. Cross – functional activities are discouraged.
3. Subgroups tend to develop boundaries that can act as barriers to effective
communication.
41
1. Organizational Planning

• Project organization is typically used for projects that are:

1) difficult to plan accurately and where

2) resource requirements and provision levels can not be established

in advance.

• Research and Development R & D are typical examples of Project

organization.

42
 1. Organizational Planning
Advantages of Project organization
1. Flexible and responsive to change
2. The operational cost of the system can be quickly adjusted.
3. Communication lines are very clear and short.
4. Decision making is quick and effective

Disadvantages of Project organization

1. Initial operating costs may be high as it may take considerable time before
any project can actually starts.
2. Several projects running concurrently may lead to duplication of resources
3. There will be some sort of command hierarchy

43
1. Organizational Planning
o Matrix Structure: Managers group people by both function
and project (or product) teams simultaneously.
It results in complex network of reporting relationships.

o Advantage: It is very flexible and can respond rapidly to

change.

o Disadvantages:
• Each employee has two bosses which can cause problems
• Functional manager gives different directions than project
(product) manager and employee can not satisfy both.
44
1. Organizational Planning
Typical Construction Project Organization (Chart)

Project Manager

Document QA / QC
Control

Project Project Project Engineer Financial Admin.

Planner Controller (Const. manager) Officer Officer

45
46
 WORK BREAKDOWN STRUCTURE
CONSTRUCTION PROJECT
Given : 3-story building, 3 buildings
Required : Cost estimate

Project Building Item Location Element Activity

1
B

Project B2 RC 1F

B3 Concret.
 BUE
1‫المبني‬

General Site
Sub Structure Suber Structure
Finshing
Work Works

Mobilization
Earth Work Ground Floor
Work

Servying Work Foundation 1 St Floor

Basment 2nd Floor

3rd Floor

48
Work Breakdown Structure

The WBS is defined as:

A hierarchical structure which is designed to logically
sub-divide all the work-elements of the project into a
graphical presentation.
The full scope of work for the project is placed at the top
of the diagram, and then sub-divided smaller elements of
work at each lower level of the breakdown.
At the lowest level of the WBS the elements of work is
called a Work Package. A list of project’s activities is
developed from the work packages.
Work Breakdown Structure (WBS)

• The WBS Structure

• The lowest level comprises group of activities or
single ones if large enough which become the
responsibility of the task owner.

• There are two ways of presenting the WBS

• Graphically in Boxes.
• Text Indents.
Work Breakdown Structure (WBS)

WBS Graphically in Boxes

House

Civil Plumbing Electrical

Foundations Walls/Roof Piping Sewage Wiring Appliances

Work Breakdown Structure (WBS)

WBS in Text Indents

1.0.0 House Project
1.1.0 Civil
1.1.1 Foundations
1.1.2 Walls and roof
1.2.0 Plumbing
1.2.1 Piping
1.2.2 Sewage
1.2.0 Electrical
1.2.1 Wiring
1.2.2 Appliances
‫‪List of activity‬‬
‫الرقم‬
‫نوع العالقه‪relation‬‬ ‫االعتماديه ‪dependency‬‬ ‫‪duration‬‬ ‫عدد االطقم ‪no. of crews‬‬ ‫االنشطه ‪activity‬‬
‫تجهيز الموقع‬

‫تجهيز الموقع‬ ‫‪1‬‬

‫الميزانية الشبكية‬ ‫‪2‬‬

‫الحفر لمنسوب الـتأسيس‬ ‫‪3‬‬

‫االحالل‬ ‫‪4‬‬

‫األساسات‬

‫نجارة القواعد العادية‬ ‫‪5‬‬

‫صب القواعد العادية‬ ‫‪6‬‬

‫معالجة القواعد العاديةوفك الشده‬ ‫‪7‬‬

‫نجارة القواعد المسلحة والسمالت‬ ‫‪8‬‬

‫حدادة القواعد المسلحة والسمالت‬ ‫‪9‬‬

‫صب القواعد المسلحة والسمالت‬ ‫‪10‬‬

‫معالجة القواعد المسلحة والسمالتوفك الشده‬ ‫‪11‬‬

‫أعمال العزل‬ ‫‪12‬‬

‫الردم‬ ‫‪13‬‬

‫البدروم‬

‫نجارة حوائط البدروم‬ ‫‪14‬‬

‫حدادة حوائط البدروم‬ ‫‪15‬‬

‫صب حوائط البدروم‬ ‫‪16‬‬

Duration

A
Relations between activities:
1- Finish to Start (F-S): activity (B) can’t start until finishing activity (A)

A B

2- Start to Start (S-S): activity (B) can’t start until starting activity (A)
Example: concrete works can’t start with out cement supply

A B

3- Finish to Finish (F-F): activity (B) can’t finish until finishing activity (A)

A B

4- Start to Finish (S-F): activity (B) can’t finish until starting activity (A)

A B
Notes:
1- in representing of relations between activities, any relation start
must begin from starting of activity and any relation finish must be
@ finish of activity:

A B

A B
2- relations

A B activity processors Successors

A - B
B A -
‫‪LIST OF ACTIVITY‬‬
‫الرقم‬
‫نوع العالقه‬ ‫االعتماديه‬ ‫‪duration‬‬ ‫عدد االطقم‬ ‫االنشطه‬
‫تجهيز الموقع‬

‫‪F.S‬‬ ‫‪45‬‬ ‫‪2‬‬ ‫تجهيز الموقع‬ ‫‪1‬‬

‫‪F.S‬‬ ‫‪1‬‬ ‫‪2‬‬ ‫‪1‬‬ ‫الميزانية الشبكية‬ ‫‪2‬‬

‫‪F.S‬‬ ‫‪2‬‬ ‫‪30‬‬ ‫‪2‬‬ ‫الحفر لمنسوب الـتأسيس‬ ‫‪3‬‬

‫‪F.S‬‬ ‫‪3‬‬ ‫‪47‬‬ ‫‪1‬‬ ‫االحالل‬ ‫‪4‬‬

‫‪F.S‬‬ ‫األساسات‬

‫‪F.S‬‬ ‫‪4‬‬ ‫‪20‬‬ ‫‪3‬‬ ‫نجارة القواعد العادية‬ ‫‪5‬‬

‫‪F.S‬‬ ‫‪5‬‬ ‫‪4‬‬ ‫‪1‬‬ ‫صب القواعد العادية‬ ‫‪6‬‬

‫‪F.S‬‬ ‫‪6‬‬ ‫‪7‬‬ ‫‪1‬‬ ‫معالجة القواعد العاديةوفك الشده‬ ‫‪7‬‬

‫‪1‬‬ ‫‪3‬‬
‫‪F.S‬‬ ‫‪7‬‬ ‫‪32‬‬ ‫‪5‬‬ ‫نجارة القواعد المسلحة والسمالت‬ ‫‪8‬‬

‫‪F.S‬‬ ‫‪8‬‬ ‫‪24‬‬ ‫‪3‬‬ ‫حدادة القواعد المسلحة والسمالت‬ ‫‪9‬‬

‫‪F.S‬‬ ‫‪9‬‬ ‫‪5‬‬ ‫‪1‬‬ ‫صب القواعد المسلحة والسمالت‬ ‫‪10‬‬

‫‪F.S‬‬ ‫‪10‬‬ ‫‪7‬‬ ‫‪1‬‬ ‫معالجة القواعد المسلحة والسمالتوفك الشده‬ ‫‪11‬‬
‫‪2‬‬ ‫‪2‬‬
‫‪F.S‬‬ ‫‪11‬‬ ‫‪8‬‬ ‫‪2‬‬ ‫أعمال العزل‬ ‫‪12‬‬

‫‪F.S‬‬ ‫‪12‬‬ ‫‪11‬‬ ‫‪2‬‬ ‫الردم‬ ‫‪13‬‬

‫‪F.S‬‬ ‫البدروم‬

‫‪F.S‬‬ ‫‪14‬‬ ‫‪14‬‬ ‫‪3‬‬ ‫نجارة حوائط البدروم‬ ‫‪14‬‬

‫‪F.S‬‬ ‫‪15‬‬ ‫‪12‬‬ ‫‪3‬‬ ‫حدادة حوائط البدروم‬ ‫‪15‬‬

‫‪F.S‬‬ ‫‪16‬‬ ‫‪1‬‬ ‫‪1‬‬ ‫صب حوائط البدروم‬ ‫‪16‬‬

 Planning Techniques

Bar Chart Network Linear Scheduling

-L.O.B
Line of balance
C.P.M PERT -T.L.D
Critical path method Time location diagram
-D.N.A
Diagonal Network Analysis
Arrow Diagram Precedence Diagram
(ADM) (PDM)
Activity On Arrow (AOA) Activity On Node (AON)
 B 30
A d1
10 20 D A B D
40 50
C
C
 In arrow representation
❑ Every activity is represented by arrow+ 2 nodes.
A
10 20

node arrow node

❑Every activity must have node different than other activities.

B
A D
10 20 30 40

C
Fatal

B 30
A d1
20
D
10 40 50
C
OK
➢If an activity depend on previous activity, so it must start from the
node that the previous one finished at it:

A B
10 20 30

Dummy activity:

A 20 d1
10
C
30 40
B
Simple examples for arrow diagram:
Example (1)
Activity Dependency
B D
A 2 3 4
1
A - C
B A

C A A B D
1 2 4 5
D B,C
C 3 d

Example (2)
A 2 C 4
D
Activity Dependency
1 B 3
A - E
B - 5
C A C
A D
D C 1 2 3 6
B d
E B,C E
4 5
Example (3)

Activity Dependency
A - D
2 3
B - A d1
C - B E
1 4 5
D A d2
C
E A,B F
6 7
F A,B,C

Example (4)

Activity Dependency A C
1 2 3
A - d
B D
B - 4 5
C A
D B,C
Example (5)

Activity Dependency
A -
A C E
B - 1 3 4 5
d1
C A,B B d2
2
D B D
E B,C 6
PDM Precedence Diagram Method (Activity on Node) AON:

T.F total float F.F free float

Code
Early start ES ID EF Early Finish
EF=ES+D
Activity
Late start LS D LF Late Finish
LF=LS+D
Duration
Early schedule: (Early start to Early finish):

first time for contractor to starting works then first time to finishing .

Late schedule: (late start to late finish):

last time for contractor to start works then last time to finishing without
acting on the total time of the project.
Calculations
F.W.C ES Ef ES Ef ES Ef

A B D
LS Lf LS Lf LS Lf B.W.C
ES Ef
C
LS Lf
 What is the Data Date?
 The data date is the date that is utilized as the starting point for
schedule calculations. It is the date used to schedule all remaining
work.
 During the Planning phase the data date should match the project
Start date.
Lesson 9

123
 Data Date

J F M A M J J A S
Data Date Line Schedule

Time

Resource

Resource
Quantity
(person-
days)

Time

Cost
Lesson 9

OPN
Time
 Forward pass

3 12
ES +D – 1 = EF

B 10
13 13
1 2

A E 1
2
3 5 8 11
2
C 3 D 4

ES EF

ID
D
LS LF
 3 12

B 10
13 13
1 2 3 12

A E 1
2
3 5 8 11 13 13
1 2
2
C 3 D 4
4 6 9 12
ES EF LF - D + 1 = LS
ID Backward pass
D
LS LF
 Total Float
TF = LS – ES
3 12
TF = LF – EF
B 10
13 13
1 2 3 12
TF = 0
A E 1
2
3 5 8 11 13 13
1 2
TF = 0 TF = 0
2
C 3 D 4
4 6 9 12
ES EF TF = 1 TF = 1

ID
D
LS LF
 Free Float
FFA = ESB– EFA -1
3 12

B 10
3 12 13 13
1 2 TF = 0

A
FF = 0 E 1
2
13 13
1 2 3 5 8 11 TF = 0
TF = 0 2 FF = 0
FF = 0 C 3 D 4
4 6 9 12
ES EF TF = 1 TF = 1
FF = 0 FF = 1
ID
D
LS LF
 Critical Path

3 12

B 10
13 13
1 2 3 TF = 0 12

A
FF = 0 E 1
2
3 5 8 11 13 13
1 2 TF = 0
TF = 0 2 FF = 0
FF = 0 C 3 D 4
4 6 9 12
ES EF TF = 1 TF = 1
FF = 0 FF = 1
ID
D
LS LF
 Critical Path (TF ≤ 0)
Constraint: project must finish on 10 days

3 12

B 10
13 13
1 2 03 9 12

A
TF = -3 E 1
2
3 5 8 11 1013 10* 13
-2 1 -1 2
TF = -3
TF = -3 2
C 3 D 4
1 4 3 6 69 9 12
ES EF TF = -2
TF = -2
ID
D
LS LF
 Critical Path (Longest Path)
Constraint: project must finish on 10 days

3 12

B 10
13 13
1 2 03 9 12

A
TF = -3 E 1
2
3 5 8 11 1013 10* 13
-2 1 -1 2
TF = -3
TF = -3 2
C 3 D 4
1 4 3 6 69 9 12
ES EF TF = -2
TF = -2
ID
D
LS LF