LPKN Training Center

Lembaga Pengembangan dan Konsultasi Nasional

TRAINING
CONSTRUCTION PROJECT MANAGEMENT

PART 2
Online 18-20 Oct 2023
 MAIN TOPICS OF TRAINING
• Introduction to the Construction Management Environment
• Section 1 : Bids, Proposals and Contract
• Section 2: Project Planning and Initiation
• Section 3: Construction Scheduling
• Section 4: Estimating, Budgeting and Cost Control
• Section 5: Project Resources Planning
• Section 6: Project Organization
• Section 7: Construction Project Execution
• Section 8 : Project Monitoring & Control
• Section 9 : Construction Safety and Health
• Section 10 : Project Communication
• Section 11 : Human Factors in Construction Management
• Section 12 : Computers in Construction Management
SECTION 7 – CONSTRUCTION PROJECT
EXECUTION

3
 Construction Project Execution Schedule
Select a period to highlight at right. A legend describing the charting follows. Period Highlight: 1 Plan Duration Actual Start % Complete Actual (beyond plan ) % Complete (beyond plan)

PLAN ACTUAL ACTUAL PERCENT

ACTIVITY PLAN START PERIODS
DURATION START DURATION COMPLETE
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47

1. General Activities
Mobilization 1 6 1 6 100%

2. Engineering
Subcontractor submittal approval 4 8 4 6 10%

Material submittal and approval 4 2 4 8 85%

Shop drawing submittal and approval 4 3 4 6 85%

Procurement 5 4 5 3 50%

3. Site Activities
Site earth works 5 2 5 6 75%

Dewatering and shoring 6 5 6 7 100%

Excavation and backfilling 6 1 5 8 60%

Raft works 9 3 9 3 0%

Retaining wall works 9 6 9 7 50%

Concrete foundation and grade beams 9 3 9 1 0%

Water proofing 9 4 8 5 1%

Concrete coloumns and beams 10 5 10 3 80%

Casting Slabs 11 2 11 5 0%

Wall partitioning 12 6 12 7 0%

Interior finishes 12 1 12 5 0%

Furnishing 14 5 14 6 0%

External finishing 14 8 14 2 44%

Equipment 14 7 14 3 0%

Conveying system works 15 4 15 8 12%

Fire works system 15 5 15 3 5%

Plumbing system 15 5 15 3 5%

Heating Ventilation Air Condition works 15 5 15 3 5%

Electrical & Instrumentation Works 15 5 15 3 5%

Fire Alarm system works 15 5 15 3 5%

Information and Comuunication system works 15 5 15 3 5%

Low Voltage system works 15 5 15 3 5%

Landscape works 15 5 15 3 5%

External Works 15 5 15 3 5%

4. Close Out
Tersting and Commisioning 15 8 15 5 0%

Completion and Handover 16 28 16 30 50%

 TERMS RELATED TO DRAWINGS FOR CONSTRUTION
PROJECT (EXAMPLE OF CIVIL WORKS)
Tender Drawing Issued For Shop Drawings As Built Drawing
Construction (IFC)
Drawing
• Given to • Contractor’s
Bidders • Given by the • Prepared by
consultant to technical team contractor after
(Contractors) shall make &
to provide price contractor who the actual
submit to
the bill of is awarded for consultant for the construction
quantity and particular scope approval (by completed and
bid submission of works referring to IFC, approved at site
Interior Design) for owner
• After approval by future reference
consultant / owner
the drawing shall
be given to site for
construction
PROJECT EXECUTION
 When starting the execution of Construction Project, the construction
manager shall remember the following Project Initiation Assets:
 1. The Contract
 2. The Cost Estimate
 3. The Preliminary Schedule (Milestone)
 4. The Contracting Plan and Construction technology to be used
 5. Proposal for materials and subcontracts
 6. The Preliminary project-execution plan
 7. The Preliminary project-organization chart
 8. List of personnel in office and also at site
 9.Project Design Documents
6
PROJECT EXECUTION
 10. Design of Site Temporary Facilities
 11. The owner and engineer contact list
 13. Estimated field labor- and staffing requirement
 14. Heavy Construction requirement list
 15. Operating standard and manuals from owner/contractor
 16.The Quotation (Technical & Commercial Bid)

7
The Project Kick-off Meetings
▪ Valuable communications tools to start project off the ground smoothly
▪ To have company management, office people, new member of the project
team to understand goals and needs of project
▪ The kick-off meeting spending little time will valuable for later project
execution
▪ Review communication channels during project execution
▪ To stress the importance of great performance in both side owner and
contractor.

8
Starting the Materials Management Program
▪ When execute the project, material management program must be
started earlier
▪ Identify what is requirement, where to get, who is potential source,
delivery time,etc
▪ Long delivery equipment to be procured
▪ What the materials or work to be subcontracted
▪ Comprehensive scope, goods + service required
▪ The intention is to get the material on best value for project while
managing all risks

9
Implementing Project Organization
▪ To get most needed assistance to be onboard project and doing set-up for the
project
▪ The list of people :
▪ Chief field engineer
▪ Scheduler
▪ Cost estimator
▪ Procurement engineer
▪ Admin project
▪ superintendent
▪ Delegating the job/tasks
▪ The number of staff and labor depend on project size

10
Procedure Manual for field execution
▪ The document required to control the field operations
▪ Tool for People that must be issued at earliest possible
▪ This to govern about submission and approval flow
▪ To set the project ground rules and reduce field administrative activities to
become routine tasks
▪ The Procedure should be completed and issued in final form within 4-6
weeks of project start
▪ IT can be revised subject to progress of project

11
Project Execution Phase

Discovering Quality
Project Handling the Documenting
the critical Control
buildup phase Paper work the Project
areas Procedure

12
Construction Project EXECUTING

 The Purpose of Project

Executing is to complete
the work that is defined in
Project Planning.
 The second thing is to meet
the Project Objective
PROJECT DELIVERABLES
MEET PLANNED
BUDGET, SCHEDULE &
QUALITY

13
Construction Project Execution Actions
❑ Direct and Manage Project Execution
❑ Perform Quality Assurance
❑ Acquire Project Team
❑ Develop Project Team
❑ Manage Project Team
❑ Distribute Information
❑ Manage Stakeholders Expectation
❑ Conduct Procurement

14
What Do you need in Direct & Manage Project ?

WBS

Act-1 Act-2

Project Organisation
Work Work Work Work
Package-1 Package-2 Package-3 Package-4
Person-1
Team-1
Person-2
OBS
Person-3 Work
Team-2 Authorization
Person-4

OBS =Organisational Breakdown Structure 15

WBS = Work Breakdown Structure
Act =Account Group
Project Manager Roles
LEAD People
• Direction
• Communication
• Resources MANAGE
• Coach Proses
• Reinforce
Happy
Feedback Customers
What’s working?
Need to do differently?

Healthy processes lead to customer satisfaction

16
SECTION 8 – CONSTRUCTION PROJECT
MONITORING & CONTROL

17
Construction Project Monitoring & Controlling
Construction Project Monitoring & Controlling covering all process of PM from initiating, planning,
Constructing, until closing the project

Validate & Control

Scope
Control Schedule

Procurement
&
INITIAL Communication
M&C CLOSING
PLANNING Control
Cost

Control Risk
Perform
Quality Control

Result/Output:
1.Work Performance Reports
2.Change Request if available
3.Update Project Management
Plan
Project Monitoring & Controlling

Key Performance Objectives :

Scope
Cost = on
•Scope Budget
Completed

•Time Success

• Cost Time = Quality

Schedule

• Quality

Final…Client Acceptance
19
 Project Performance Reports

▪Measure performance against a defined

scope of work
▪Compare performance against the
baseline
▪Ensure that performance deviation is not
confused with changes in workscope
▪Use performance information to manage
the future NOT bemoan the past!

bemaon =unhappy about something 20

 Verify Scope

Collect Make Scope

Create WBS Verify Scope
Requirement Statement

HOW??? Verification of Scope

Inspection

Actual
Standard Planned Compare
Deliverables

Change
/Correc NOT OK OK Accept
tive
21
 Control Scope

To Control
Scope a PM
must have

What is work
Clear Definition of
completed on
Scope Baseline
Project

Variance Analysis (Compared Planned VS Actual) can be applied to

Control the Scope of Project

22
Control Schedule

Control Schedule means activity to

constantly look anything that might be
affecting schedule. This happend during
Monitoring and Controlling Process , using
Earned Value Management

Example:
SPI in the left side is index of Schedule
Performance. The Project must maintain
the SPI Index > 1

23
 Control Cost

Control Cost is activity to compare

what are project doing compare to
what its plan and Making any
necessary adjustment

A few tools and technique

✓ Earned Value Management
✓ Forecasting
✓ Performance review

24
Construction Project Cost Control - Concept

Purpose of Cost Control:

Project cost control’s purpose is to maintain an

accurate forecast at a specific phase of the
project, based on all the information available at the time the
forecast is made.

The objective is to allow proper decision making

by the Project Manager.

The remit of Cost Control is thus essentially different from the

usual remit of Accounting.
25
 Two Different Disciplines That Need To Work Together
Cost Control
❑Focus on the future
❑Understands the business
❑Follows commitments
❑Focus on project end
point
Accounting /Finance
❑Focus on the past
❑ Same for any business
❑ Follows invoicing and payment
❑Variable exchange rates
❑ Cash flow management
❑Focus on reporting period end
point
26
 CONSTRUCTION PROJECT COST CONTROL - PROCESS

Work
Performance
Information

Control Cost Cost

performance
Traceable Process updates
matrix

Tools: Variance Analysis (EV)

Cost Budget

Earned Value (EV) is the used to measure project

performance
27
 EARNED VALUE TO MEASURE PROJECT COST PERFORMANCE

Today BAC
Original PV
spending
plan

Actual AC
spending
plan

ETC EAC
Forecast
spending
plan
(EAC-AC)

28
 EARNED VALUE ACRONYM, TERM & INTERPRETATION

Acronym Term Interpretation

PV Planned Value As of today, what is estimated value of the work planned to be done

EV Earned Value As of today, what is estimated value of the work actually accomplished

AC Actual Cost (total cost) As of today, what is actual cost incurred for the work accomplished

BAC Budget Actual Cost (the How much did we BUDGET for the TOTAL Work effort ?
budget)

EAC Estimate at Completion What do we currently expect the TOTAL Work to cost (a forecast)

ETC Estimate at Completion Form this point on, how much MORE do we expect it to cost to finish the
Work (a forecast)

VAC Varian at Completion As of today , how much over or under budget do we expect to be at the
(BAC-EAC) end of project

29
 EARNED VALUE, FORMULA AND INTERPRETATION

Name Formula Interpretation

Cost Variance (CV) EV-AC NEGATIVE is over Budget; POSITIVE is under Budget

Schedule Variance (SV) EV-PV NEGATIVE is behind Schedule; POSITIVE is ahead Schedule

Cost Performance Index EV/AC We are getting $____ worth of work out of every $1 spent. Funds are or are not
(CPI) being used efficiently

Schedule Performance EV/PV We are progressing at ____ percent of the rate originally planned .
Index (SPI)

Estimate at Completion BAC/CPI or As of now, how much do we expect the total project to cost? $____
(EAC) AC+(BAC-EV)

Estimate to Complete (ETC) EAC- AC How much more will project cost

30
 TEST YOUR UNDERSTANDING
Case# 1 1.6
You are just new hired as 1.5 1.5

Project Team member in a 1.4 1.4

Real Estate Project in 1.3

South Jakarta. Your 1.2
management give you
1.1 SPI
data in the (next side) for
1.1

the project current 1 1 CPI

performance. Which one
0.93
0.9 0.9

would be your concern CPI 0.8 0.8 0.8

or SPI 0.7
0.6
1st 2nd 3rd 4th
Project Performance - Earned Value Measurement

Study Case
You are a Project Team for a Real Estate Project in
North Jakarta. Your company currently builds – 4
Apartments, each apartment has 10 floor complete with
garden and community facilities. Each Apartment
required 12 months to build and ready to lease/sale . For
1 Apartment t is budgeted US$ 1 million. Each
apartment planned to be completed after the other.
Today is end of month 36. Using below project status
chart, Please calculate : EV,PV, EV, AC, BAC,CV,CPI,SV
,SPI,EAC, and ETC.
The Project Status in the end of 36 months

Project Plan Month 12 Month 24 Month 36 Month 48 Status end of

month 3
Apartment 1 S-----------F Complete, spent
$ 1000 K
Apartment 2 S----------PF -----F Complete, spent
$ 1200 K
Apartment 3 PS---S---PF 50% done,
spent $ 600 K
Apartment 4 PS--------PF Not yet started

Key, S = Actual Start, F = Actual Finish, PS= Planned Start, PF=Planned Finish
Calculate:
What is Calculation Answer Interpretation

PV
EV
AC
BAC
CV
CPI
SV
SPI
EAC
ETC
VAC
Project Performance - S Curve

Study Case
You are a Project Manager for one Property Company. Your
company currently builds 1 Villa 2 Floors. The Villa required 4
months to build and ready to be handed over to customer . The
Villa is budgeted US$ 100 thousand. For simplication, the villa
divided by 4 Main Activities ( Structure Works, Finishing work,
Interior work and landscaping works). Each Activities budgeted
as follow:
-Structure works : US$ 20 K – completed 1 month
- Finishing works : US$ 40 K – completed 1 month
-Interior works : US$ 25 K – completed 1 month
-Landscaping works : US $15K – completed 1 month
 Project Performance - S Curve
The Project Status in the end of month 3

Project Plan Month 1 Month 2 Month 3 Month 4 Status end of

month 3
Structure S-----------F Complete, spent
works $ 20 K
(US$ 20 K )
Finishing S-----F----PF Complete, spent
(US$ 40 K) $ 35 K
Interior S------ PS--------PF 50% done,
works ( US$ spent $ 25 K
25 K )
Landscaping S------ PS--------PF 75% done,
(US$ 15K) spent $ 5K

Key, S = Actual Start, F = Actual Finish, PS= Planned Start, PF=Planned Finish
Calculate:
What is Calculation Answer Interpretation

PV
EV
AC
BAC
CV
CPI
SV
SPI
EAC
ETC
VAC
 S –Curve Form

US$

10K

50K

10K

M1 M2 M3 M4
 Project Performance Reports
▪Measure performance against a defined
scope of work
▪Compare performance against the baseline
▪Ensure that performance deviation is not
confused with changes in work scope
▪Use performance information to manage
the future NOT bemoan the past!

bemaon =unhappy about something

42
 Quality Control

Planning Executing Monitoring & Controlling

Plan Quality Perform QA Perform QC

• What is Quality Defined? • Is the Project following the • Is the result of the
• How the project will ensure procedures and procesess project work meeting
it? that planned? the standars?

Quality Management Plan • Change Request • Change Request

• Updated Standard & • Validated deliverabels
Procedure • Lesson Learned
• Updated Project Document
43
 Perform Quality Control Process

What Do How the Process ? What do you

we need as get as
Inputs? ouputs?
The process is monitored and
1. Quality Management recorded results of executing the 1. Quality control
Plan quality activities to asses measurement
2. Quality Metrics perfoemcnace and recommend 2. Validated changes
3. Quality Check list necessary changes 3. Verified
4. Work performance . deliverables
data The tools & Techniques: 4. Work perforemnce
5. Approved change 1. Seven basics quality tools information
request 2. Stastical sampling 5. Change Request
6. Deliverables 3. Inspection 6. Project
7. Project documents 4. Approved change request review Management plan
8. Organisational updates
process assets 7. Organisationl
process assets
updates

44
 Administer Procurement

Change Request / Change Order

Review Invoice

Authorised Payment to Suppliers/Contractors

Resolve Disputes

Review Claim.

Verify scope of work

45
Project Completion Phase
▪ Project Completion --→ When Project Approaches the point of mechanical completion or
substantial completion
▪Time for owner to take over facility
▪Owner would like to have commercial benefit from the facility
▪The mechanical completion date is important as it will start the warrantee clause for contractor
▪Mechanical completions in industrial → mechanical complete but still minor jobs (painting,
cleaning)
▪Substantial completion in commercial facilities→ there is really not start-up phase involved.

46
Project Closing
❑CLOSING PHASE: Completion and Handover
➢Final control requirement
➢100% complete!!!
➢Retention factors in contracts (related to warranty bond after
delivery)
➢Formal ‘close-out’ notice
➢No further expenditure accepted

❑Close-out Documentation
➢Concessions (end disagreement)
➢Final inspection reports and client ‘sign-offs’ (Obtain
acceptance by customer or project sponsor)
➢Cost/man-hour records
➢Purchased materials records and costs
➢Project correspondence (indexed to WBS)
➢Security BACK-UPS

47
SECTION 9 – CONSTRUCTION SAFETY
AND HEALTH

48
Why HSE Management is Important?
The Reasons:
Data and studies show that effective management of workplace safety and
health can substantially reduce employee fatalities, injuries, and illnesses and
the costs associated with them. (OSHA Shipyard Industry Standards,2015)
HSE Management can be viewed from multi-dimensions : Law, Economic
(productivity,quality, quantity), Employment Protection, Social impact ,
Environment and others
Therefore, many institutions have their own HSE Management
sistem, for example:
◦ Five Stars ( British Safety Council)
◦ BS 8800 Guide to OHS Management System (British Standar)
◦ OHS Management System (OHSA,USA)
◦ Process Safety Management, Applied to Oil and Gas (OHSA,USA)
◦ API 9100 A : Model EHS Management System (API)
◦ API RP 750, Management Process Hazards
◦ ILO-OSH 2001 : Guideline on OHS Management System
◦ International Safety Rating System (SIRS) , from DNV /ILCI (International
Loss Control Institute )
◦ Sistem Manajemen Keselamatan dan Kesehatan Kerja (SK3) from Ministry
of Labour , Indonesia.

All of them have simmilarties in Process and function of Modern Mangement

PLAN-DO-CHECK –ACT (PDCA)
 OHSAS 18000
To Standardise Globally and enable HSE Management to be applied as
Generic application in various industries , in 1999 the OHSAS Project
Group published the OHSAS 18000 (Occupational Health and Safety
Assesment Series ).
The series was updated in 2007
The Series consists of two specifications
◦ 18001 provided requirements for an OHS management system and
◦ 18002 implementation guidelines

As of 2005, around 11091 certificates based on the (equivalent) OHSAS

specification document(s) and use of the documents in 82 different
countries (OHSAS Survey,2005)1

Ref : 1. http://iso14000expert.com/publications/OHSASsurvey.pdf.
OHSAS 18000 Industrial Application

Ref : http://iso14000expert.com/publications/OHSASsurvey.pdf.
OHSAS 18001 Integration

OHSAS
18001 ISO 9001 ISO 14001
(OHS management Quality Environmental
system )
OHSAS 18001 & SMK3
• Both have Common Objective : to manage and control hazard in organisation
operations

HSE
Management

OHSAS 18001 SMK 3

OR

17 elements Comply ? SMK3 Depnaker

163 Audit criteria

Certificates
Rankings Appreciation
Other Models of HSE Management
Other Documents related to creation of OHSAS 18001 Certification
• BS8800:1996 Guide to occupational health and safety management systems
• Technical Report NPR 5001: 1997 Guide to an occupational health and safety
management system
• SGS & ISMOL ISA 2000:1997 Requirements for Safety and Health Management Systems
• BVQI SafetyCert: Occupational Safety and Health Management Standard
• DNV Standard for Certification of Occupational Health and Safety Management
Systems(OHSMS):1997
• Draft NSAI SR 320 Recommendation for an Occupational Health and Safety (OH and S)
Management System
• Draft AS/NZ 4801 Occupational health and safety management systems Specification
with guidance for use
• Draft BSI PAS 088 Occupational health and safety management systems
• UNE 81900 series of pre-standards on the Prevention of occupational risks
• Draft LRQA SMS 8800 Health & safety management systems assessment criteria
 THE MAIN PLAYERS IN CONSTRUCTION SAFETY
Owner of
Contractor Construction Contractor Field
Construction Field Foreman Labor
Project
Management Manager Supervisor
• Prime mover • Accept safety • The executor • Delivering • Delivering • Concerned
of safety operating to implement safety safety people in
program program safety procedures procedures safety
program

Field Safety Home Office Government Trade

Trade Unions Academia
Engineers Safety groups Regulator Associations
• Devote on • Implement & • Regulate the • Support • Support • Analyze,
safety issues unify safety safety practice people in people in Develop,
strategy safety safety research on
safety

57
General Safety Considerations

WHY IS CONSTRUCTION PROJECT AN INHERENTLY HAZARDOUS OPERATION ?

General Safety Considerations
Several Possible Answers / Reasons:
▪Hot work in tanks with explosive or toxic fumes
▪Inflammable liquids
▪Paint and cleaning solvents
▪Electrical hazards - welding cables
▪Scaffolding
▪Shifting loads
▪X-ray works
▪Slip and trip hazards
▪Transfer of liquids on board
OH&S MANAGEMENT SYSTEM
REQUIREMENTS (OHSAS 18001)
1. General Requirements
2. OH&S Policy
3. Planning
4. Implementation and Operation
5. Checking
6. Management Review

60
General Requirements
The organization shall establish, document, implement, maintain and continually improve an
OH&S management system in accordance with the requirements of this OHSAS Standard and
determine how it will fulfill these requirements. The organization shall define and document the
scope of its OH&S management system.

61
OH&S Policy
Top management shall define and authorize the organization’s OH&S policy and ensure that within the defined
scope of its OH&S management system it:
a) Is appropriate to the nature and scale of the organization’s OH&S risks;
b) Includes a commitment to prevention of injury and ill health and continual improvement in OH&S
management and OH&S performance;
c) Includes a commitment to at least comply with applicable legal requirements and with other requirements to
which the organization subscribes that relate to its OH&S hazards;
d) Provides the framework for setting and reviewing OH&S objectives;
e) Is documented, implemented and maintained;
f) Is communicated to all persons working under the control of the organization with the intent that they are
made of their individual OH&S obligations;
g) Is available to interested parties; and
h) Is reviewed periodically to ensure that it remains relevant and appropriate to the organization

62
Planning
1. Hazard Identification, Risk Assessment and Determining Controls
◦ The organization shall establish, implement and maintain a procedure(s) for the ongoing hazard
identification, risk assessment, and determination of necessary controls

2. Legal and Other Requirements

◦ The organization shall establish, implement and maintain a procedure(s) for identifying and accessing
the legal and other OH&S requirements that are applicable to it.

3. Objectives and Programme(s)

◦ The organization shall establish, implement and maintain documented OH&S objectives, at relevant
functions and level within the organization

63
Implementation and Operation
1. Resources, Roles, Responsibility, Accountability and Authority
◦ Top management shall take ultimate responsibility for OH&S and the OH&S management system.
2. Competence, Training and Awareness
◦ The organization shall ensure that any person(s) under its control performing tasks that can impact on OH&S is (are)
competent on the basis of appropriate education, training or experience, and shall retain associated records.
3. Communication, Participation and Consultation
4. Documentation
5. Control of Document
6. Operational Control
◦ The organization shall determine those operations and activities that are associated with the identified hazard(s) where the
implementation of controls is necessary to manage the OH&S risk(s)
7. Emergency Preparedness and Response
◦ The organization shall establish, implement and maintain a procedure(s) to: a) identify the potential for emergency situation;
b) respond to such emergency situation

64
Checking
1. Performance Measurement and Monitoring
2. Evaluation of Compliance
3. incident Investigation, Nonconformity, Corrective Action and Preventive Action
4. Control of Records
5. Internal Audit

65
Management Review
Top management shall review the organization’s OH&S management system, at planned
intervals, to ensure its continuing suitability, adequacy and effectiveness. Reviews shall include
assessing opportunities for improvement and the need for changes to the OH&S management
system, including the OH&S policy and OH&S objectives. Records of the management reviews
shall be retained.

66
 Safety in Construction Project Subject
• Construction Management roles and responsibilities
• Health and safety culture in Construction Project
• Assessing risk in Construction Project
• Managing change during Project
• Excavation in Construction Project
• Demolition in Construction Project
• Mobile plant and vehicles to execute construction
• Working at height to execute construction project
• Work equipment to support construction work
• Electricity in construction project
• Fire Equipment and Fire accident
• Chemical and biological agents
• Physical and psychological health.

67
PERATURAN SMK3
▪ Peraturan Menteri Ketenagakerjaan Nomor
26 Tahun 2014 tentang Penyelenggaraan
Penilaian Penerapan Sistem Manajemen
Keselamatan dan Kesehatan Kerja

▪ Peraturan Menteri Pekerjaan Umum dan

Perumahan Rakyat Nomor 21/PRT/M/2019
Tahun 2019 tentang Pedoman Sistem
Manajemen Keselamatan Konstruksi

68
CHAPTER 10 – PROJECT
COMMUNICATION

69
Construction Project Communication
Management

❑Project Communication Management , topics

covered:
✓Project Communication Plan Scope
✓Identify Stakeholders
✓Plan Communication
✓Distribute Information and Manage Stakeholders
expectation
✓Report Performance

70
Construction Project Communication
Management
Monitoring
Initiating Planning Executing & Closing
Controlling

Identify Distribute Report

Plan
Stakeholders Information Performance
Communication

Manage
StakeHolders
Expectation

71
 Identify Stakeholders

Identify Stakeholders is a process to conduct stakeholders analysis,

stakeholder register and stakeholder management strategy

Stake Holder Register

Project Name:
Project Phase:
Influence on Project
Stakeholder Title Department Role in Project Stakeholder Type Communication Methods Expectations Interests
Outcome

72
 Plan Communication
Because Communication is complex in a Project, Communication Management Plan
Shall be in writing so that it address the requirement of stakeholders.

Communication Plan
Project Name:
Project Phase:
What Requirements to Whom to be Communication Responsible
Communication Types How often
be communicated involved Methods Person

73
 Distribute Information & Manage
Stakeholder Expectation

Distribute Information Manage Stakeholder Expectation

• During Project Execution many

• Appropriate
stakeholders want to know the
communication and
Project Status
information will
• Project Manager is responsible to
manage expectations
distribute the information
of stakeholders

74
 Report Performance

Collecting
Report
Performance
Types of Reports:
• Status Report
Distribute • Progress Report
Report • Trend Report
Performance to • Forecasting Report
Stakeholders • Variance Report
• Earned Value Report
Analysing the
Report
Performance

75
SECTION 11 – HUMAN FACTOR IN
CONSTRUCTION MANAGEMENT

76
Human Factor In Construction Management

▪Qualities of a Successful Construction Manager

▪Human Relations
▪Leadership
▪Negotiation Ability
▪Patience
▪Personal Human Factors

77
 Qualities of a Successful Construction Manager
Effective management/
Patient
administration

Creative & People

The most important personal Imaginative Oriented

traits to manage construction

management Knowledge
Decisive
In Business

Responsive Communicator

Problem Solver

78
 A Successful Construction Manager

These factors that a successful

construction manager must
possess. Multidiscipline Capabilities
& Common Sense

79
 Human Relations

The areas of human relations in

construction management that CM
needs to cover to have
Human
Effective construction project. Relations

Labor Relations

80
Negotiation Ability
▪Know where the law applicable
▪Identify, Asses and Manage Risks know which risks that need to be
transferred
▪Fully understand about Owner (Project Organization requirement
▪Verify and Clarify any change in project and understand change
order process
▪Collaborative with all stakeholders
▪Listen what other parties say
▪Keep priority and watch when there is financial impact

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Patience
▪Control on emotion, recognize the impact if something
conducted in impatience, and what is effect.
▪Stay Objective, do not judge when in emotional condition. Try
to make value judgement
▪Try to do slowly , take away from a complex problem for a while
(pause)
▪Build trust
▪Maintain discipline
▪Dismiss any sense of impatience

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Leadership (Henry Mintzberg,1973)
Skills in unstructured
Peer Skills
decision making

Leadership Skills Resource Allocation skills

Conflict Resolution Skills Enterprenual Skills

Information processing skills Skills Introspection

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Personal Human Factors
▪Selling Organization
▪ Provide good image & reputation to other clients, contractor, vendors etc
▪ Don’t give bad / poor mouth about the company

▪Bending the rules

▪ Knowledge the areas where rule / regulation can be bending
▪ Don’t consider bending safety and risk areas

▪Knowledge of Business
▪ Keep current information about the construction business and conditions
▪ What is external & internal factor influence the business, etc

▪Personal Public Relations

▪ Be personal that can provide right information about company (Assume you are the press agent)

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 SECTION 12 – COMPUTER IN
CONSTRUCTION MANAGEMENT

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Potential Application of Computers
▪to design,
▪drafting,
▪manufacturing,
▪fabrication,
▪quality control and management,
▪the implications of robotics and artificial intelligence

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Current Application Computer
▪Detection and tracking of project equipment
▪Asset Management and Maintenance
▪Quality control in automation mode
▪Dangerous goods recognition (AI)
▪Process tracking
▪Safety and security
▪etc

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 Construction Project Management Software
According to theconstructor.org (2023), the Top Five Digital Software
For Construction Projects
1.Procore
2.Autodesk BIM 360
3.PlanGrid
4.Fieldwire
5.Buildertrend

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END OF ALL SECTIONS

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