MANAJEMEN

KONTRUKSI

Alvin Rizki Nabiel

2110922005
 PROJECT MANAGEMENT IN THE
CONSTRUCTION INDUSTRY OVERVIEW AND
ADVANCEMENTS
1. Project Management Knowledge Areas, Process Groups, and
Processes
This Construction Extension introduces two additional
Knowledge Areas that are applicable to construction projects:
• Project Health, Safety, Security, and Environmental (HSSE)
Management; and
• Project Financial Management
A. Project Integration Management

Project Integration Management in construction is uniquely positioned to address fast-paced,

time-sensitive, and cost-sensitive projects. Project Integration Management begins at the
project’s front end, when an owner makes a business decision to renovate an existing facility
or build a new one.

B. Project Scope Management

Project Scope Management for construction is an interesting but complex topic where the
priorities vary depending upon which stakeholders are managing the project. Project Scope
Management begins early in the project life cycle and evolves constantly during the early
stages.
D. Project Schedule Management

Project Schedule Management is critical for a successful project. Schedule

management plays a large role since a typical construction project often
involves a large number of individual contracts (sellers) that are
sequenced and coordinated over the project life cycle.
Project Schedule Management includes the processes required to manage
the timely completion of the project. In the Planning Process Group,
activities are defined, activity sequencing is established, activity duration
and resources are estimated, and activity weights are defined.
The Monitoring and Controlling Process Group plays an important role in
establishing mechanisms to signal deviations from the baseline and the
need for preventive or corrective actions to get back on schedule.
Integrated schedules pose unique challenges, but are critical for a
successful project. Records, such as site diaries, are an important tool in
schedule control.
E. Project Cost Management

Project Cost Management is of vital importance to a construction project’s

success as it impacts the organization’s profitability. y. Project Cost
Management entails managing the day-to-day project costs and poses unique
challenges due to the multitude of stakeholders. Estimating and budgeting
occur within the Planning Process Group.
The Monitoring and Controlling Process Group plays a pivotal role in
improving cost predictability and containing costs. The construction industry
is fragmented and many complex and ambitious megaprojects run the risk of
project cost overruns due to ineffective cost control.
F. Project Quality Management

Project Quality Management seeks to satisfy the owner’s needs as outlined in the
contract requirements and specifications. It is integral to risk, safety, and
environmental management, and applies to all attributes of project management.

G. Project Resources Management

Project Resources Management includes aspects such as acquiring, handling,

storing, and monitoring validity terms for particular goods, as well as staffing, team
building, and honing interpersonal skills.
H. Project Communications Management

The efficiency and effectiveness of the construction process strongly depend on the
opportunity for, and quality of, communications.
performing Project Communications Management, the Executing Process Group and
Monitoring and Controlling Process Group activities help to ensure the effective and
efficient generation and distribution of information.

I. Project Risk Management

Project Risk Management in construction deals with the possibility of positive

and negative events arising between others from the design and construction
process, the interests of various project stakeholders, and project context. When
performing risk management in construction, conditions may involve unique
situations regarding stakeholders, international law, or international financial
institutions
Risk monitoring and control as part of the Monitoring and Controlling Process
Group should be developed proactively and continually during the project life
cycle, particularly for large construction projects or those in dynamic
environments.
J. Project Procurement Management

Construction projects are almost entirely based on the procurement of

contractual arrangements between the multitude of sellers and buyers, and
include the procurement of capital and project equipment and materials.
The results from this effort lead to all other procurement for engineering,
design services, and construction work, for the purpose of moving
contractors, suppliers, and consultants toward achieving the owner’s
objectives.
The basic foundation that all projects are unique is especially true in
construction and extends to the various project delivery methods and
contract arrangements.
K. Project Health, Safety, Security, and Environmental Management (HSSE)

While HSSE is applicable to all industries, the unique hazards in construction

projects intensify the need for additional measures. In addition to employee
health and site security, a comprehensive health, safety, and environmental
management plan is developed to address specialized stakeholders, reporting
requirements, documentation and record storage requirements, training, and
additional government requirements.

L. Project Financial Management

Project Financial Management covers important aspects and considerations with

an explanation of industryspecific documents, tools, and techniques to better
understand and navigate the financial decisions of construction projects.
 Advances and Societal Influences in
Construction Project Management

1. Advances
The construction industry is evolving due to advances in technology,
management techniques, and project delivery methods. The
following advances in the construction industry are not necessarily
new, but their use is becoming more prevalent.
2. Technology

• Machines equipped with geospatial positioning, sensing, and measurement

equipment that offer real-time data for machine diagnostics, real-time work
progress monitoring, and project site security.
• Construction collaboration technologies (CCT) software that enables
geographically dispersed, fragmented, multidisciplinary, and
multiorganizational project team members to share data through central
repositories.
• Mobile technology (e.g., data-capable mobile, portable, and connected
hardware, and wireless networks) and mobile apps facilitate project team
connectivity by providing two-way access to real-time project information.
• 3-D printing technologies that create faster and more accurate three-
dimensional components for use in the construction process. Through 3-D
printing labor costs and waste can be reduced, and dangerous—not suitable
for human workforce—environment construction can be undertaken.
3. Building Information Modeling (BIM)
Building information modeling (BIM) is an information-based system of
processes involving the generation and management of digital
representations of physical and functional characteristics of construction
projects creating long-term value and enhancing the possibility of
innovation.

4. Modern Methods of Construction

Modularization facilities typically follow manufacturing processes under
controlled conditions where worker productivity is not impacted by
external conditions such as weather, quality is better controlled, and
workplace safety is better managed as compared to a construction site.
4. Emerging Management Techniques:
Alternative Project Delivery Methods,
Integrated Project Delivery (IPD), Lean, and
Agile

Alternative project delivery methods are

becoming more prevalent in the construction
industry as a response to the need to improve
efficiency and profitability, and many of them
use an IPD approach. A few examples are:
• Design-build,
• Public-private partnerships (PPPs), and
• Multinational joint ventures.
Societal Influences in Construction
1. Sustainability and Social Responsibility
2. Skilled Human Resources
3. Global and Regional Recessions (Global Economies)
4. Global Markets and Future Projects
5. Ethics