CPA703:

CONSTRUCTION MANAGEMENT
Construction Management Fundamentals
&
Project Management Methodology
Course Learning Outcomes

CLO 2: Analyse the significance of managing the

quality, safety, value, waste, risks in construction
projects (C4)

CLO 4: Explain the ability of various construction

stakeholders in efficiently applying the value
management, supply chain management and
benchmarking throughout the construction cycles
(A3)
Assessment

1. Assignment: e-report 10%

2. Final Test 25%

Construction Management Fundamentals

• What is Construction Management

(CM) or Construction Project
Management?
• Effective Project Management
• Project Phases / Project Stages
• Issues in Construction Project
https://www.youtube.com/watch?v=Pc40yA0eyZo
Management
• Code of Practice
 Construction Management (CM) or
Construction Project Management (CPM)

(Anon, 2014)

• Construction management or construction project management (CPM) is the overall planning, coordination,
and control of a project from beginning to completion.
• CPM is aimed at meeting a client's requirement in order to produce a functionally and financially viable project
Elements In Effective Project Management
The functions of Construction management typically:

 Specifying project objectives and plans

including delineation of scope, budgeting,
scheduling, setting performance requirements,
and selecting project participants.
 Maximizing the resource efficiency through
procurement of labour, materials and
equipment.
 Implementing various operations through
proper coordination and control of planning,
design, estimating, contracting and
construction in the entire process.
 Developing effective communications and
mechanisms for resolving conflicts

(Ong, 2007)
Common Responsibilities of Construction Manager

CM Professional Practice
CM professional practice includes specific
Cost Management
activities, such as defining the
responsibilities and management
structure of the project management
team, organizing and leading by
implementing project controls, defining
roles and responsibilities, developing
communication protocols, and identifying
• Contract Administration
elements of project design and
• Safety Management
construction likely to give rise to disputes
and claims.
Project Phases

Project Life Cycle - Four Basic Phases (Sources: Fewings, 2005; Sohail & Cavill, 2006; Stansbury, 2005; Uher & Loosemore, 2004)
http://www.maxwideman.com
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Issues Resulting from Construction
 Safety
 Quality
 Risk
 Value Management
 Supply Chain Management
 Benchmarking
 Lean thinking
 Code of Practice
• Code of Practice for Project Management for
Construction and Development, 5th Edition Code of Ethics for
contractors is a voluntary
• Chartered Institute of Building
measure that formulated
• ISBN: 978-1-118-37808-3 and implemented to
• 360 pages outline best practices and
• July 2014, Wiley-Blackwell noble conduct which are
accepted as standard
The Code of Practice will be of practices among
particular value to clients, contractors. It is believed
project management by having the CoE for
professionals and students of contractors, it will
construction, as well as to the inculcate self-regulatory
wider construction and approach of control
development industries. Much mechanism.
of the information will also be
relevant to project
management professionals
operating in other commercial
spheres.
 Project Management Methodology:
Process Improvement
• The Design and
Construction
Process
• Construction
Management
• Process
improvement –
managing service
delivery
 The Design and Construction Process
• In the planning of facilities, it is important to
recognize the close relationship between
design and construction. These processes can
best be viewed as an integrated system.
• Broadly speaking, design is a process of
creating the description of a new facility,
usually represented by detailed plans and
specifications; construction planning is a
process of identifying activities and resources
required to make the design a physical reality.
• Hence, construction is the implementation of a
design envisioned by architects and engineers.
In both design and construction, numerous
operational tasks must be performed with a
variety of precedence and other relationships
among the different tasks.
Several characteristics are unique to the planning of
constructed facilities and should be kept in mind even at the
very early stage of the project life cycle. These include the
following:
1. Nearly every facility is custom designed and constructed,
and often requires a long time to complete.
2. Both the design and construction of a facility must satisfy the
conditions peculiar to a specific site.
3. Because each project is site specific, its execution is
influenced by natural, social and other locational
conditions such as weather, labour supply, local building
codes, etc.
4. Since the service life of a facility is long, the anticipation of
future requirements is inherently difficult.
5. Because of technological complexity and market demands,
changes of design plans during construction are not
uncommon.
(www.cmu.edu)
 The Design and Construction Process
• The ability to influence the course of a design is much greater at the beginning of a project, when the
amount of money being spent is low.
• As the design becomes more detailed, the amount of money invested increases; any change has the
potential to be costly.
• Once project is in construction, any changes can be extremely costly both in time and in actual costs.

Design Construction

As time moves on in the life cycle of a project, influence decreases while costs committed increase
 COST CONTROL (Estimate can occur at any stage of this process)

COST PLANNING
AGREED OUTLINE COST PLAN
COST LIMIT COST PLAN COSTANALYSIS
FINAL COST CHECKS
PRELIMINARY COST ADVICE COST CHECKS

SCEME DESIGN

INFORMATION
PRODUCTION

COMPLETION

TERMINOLOGY
MANAGEMENT
OPERATIONS
FEASIBILITY

QUANTITIES
PROPOSALS

FEED BACK
INCEPTION

PLANNING

HANDBOOK
BILLS OF
OUTLINE

PROJECT
TENDER
ACTION
DESIGN
DETAIL

R.I.B.A.
SITE

M
K
G

H
A

L
B

TERMINOLOGY
PREPARE COST PLAN OF POSSIBLE SOLUTION

SKETCH WORKING

USUAL
BRIEFING SITE OPERATIONS
PLAN DRAWINGS

DETAIL DESIGN
OUTLINE DRAWINGS
CONTRACT RECORD
DESIGN PILOT DETAILS DRAWINGS DRAWINGS
PLANS
CONFIRMATION SCHEME PRODUCTION
OF COST LIMIT DESIGN INFORMATION
PLANS DRAWINGS
 Process Improvements Process Improvement is the
• When an organisation has awarded a contract, it must monitor whether the
proactive task of identifying,
service is being delivered to specification. Managing service delivery involves analyzing and improving upon
gauging services is delivered within time, cost and quality standard specified. existing business processes within
✓ Balancing the trade-off between cost and quality is what is meant by an organization for optimization
ensuring value for money. and to meet new quotas or
✓ Value for money comes from : standards of quality
• Effectiveness: ‘doing the right things’ (www.appian.com)
• Efficiency: ‘doing things right’, comparison between output and
input
• Economy; obtaining alternatives good/services cheaply
• Health and Safety issues are an important considerations for many contracts LEAN THINKING
• Benchmarking is the practice of making comparison with the aim of getting VM

value for money and better performance by identifying areas for

improvement. H&S
• Supply chain management is the management of the flow of goods and
services, involves the movement and storage of raw materials, of work-in- QMS

process inventory, and of finished goods from point of origin to point of

consumption.
• Lean thinking aims to improve quality by reducing waste and facilitate flow in BENCHMARKING SUPPLY CHAIN
work processes
Process Improvement - Discuss

• Ideally when, why, who, where and how should the

requirement for the process improvement for the development of
project should be embodied in the context of construction
management?
• Risk
• H&S
• VM
• Quality
• Benchmarking
• Supply chain and lean thinking