CONSTRUCTION

METHODS & PROJECT

MANAGEMENT

CE168P-2
Engr. Glenn Quiachon
PROJECT DEVELOPMENT
CYCLE
 1. Identification

2. Planning

5 PHASES 3. Implementation

4. Monitoring & Control

5. Closeout
PROJECT IDENTIFICATION
Seeks to identify the needs of the community for provision of services along with its quantum, duration and
the best procurement approach to fulfilling those needs.
1. Expression of Project Need
• Political Commitments
• Master Plans
• Need to fulfil public service or economic development requirements of the general public or a specific
community

2. Need Analysis
• Overall need assessment should be carried out, taking into account the types of services users will need, total
user demand for those services, and all sources of existing and planned delivery of services.

3. Options Analysis
• Options analysis would include listing out all the available options to address the need, evaluation of the
merits and demerits of each option and selecting the optimum option which best suits/addresses the need. It is
at this stage; the public entity looks into the pros and cons of several options by which the current need could
be addressed.
4
 Key Activities:

1. Feasibility Study
2. Demand and cost projections
3. Estimation of Life Cycle Costs (concept, development concept or preliminary design estimates)
4. Service delivery models and performance requirements
5. Technical information, for example, locality plans, topographical and geological data
6. Site characteristics and constraints
7. Any revenue expectations
8. Suitability, performance/condition of any relevant existing infrastructure

5
PROJECT PLANNING
• In the Planning Phase, the Project Manager works with the project team to create the design, task
list, resource plan, communications plan, budget, and initial schedule for the project, and establishes
the roles and responsibilities of the project team and its stakeholders.

• Project planning is an iterative process which may occur consistently throughout the project. The
level of planning detail required for work more than 2 – 3 months in the future may not need the
same precision as work required in the next two months. However, these plans should be reviewed
and revised every month until completion of the project.

6
PROJECT PLANNING
• Key Activities in Project Planning

• Delivers a project plan

• Defines the detailed project schedule, budget, and resource assignments
• Provides the baseline to execute and manage the project
• Approves the project to begin work
• Concludes with the project kickoff meeting

7
PROJECT PLANNING
• Project Plan - A detailed task list of all activities necessary to be done to complete the project, may
include prior and post construction activities

• Each task should contain:

• Resources – who will do the work (Materials, Labor, Equipment)

• Schedule – the dates the work will be done (Start and End, Duration)
• Dependencies – which tasks depend on the start or completion of another task
• Milestone – if the activity is a milestone activity

8
PROJECT IMPLEMENTATION
1. PRECONSTRUCTION
• Develop a plan for the actual construction of the project. It will deal with budgets, schedules, and
other factors essential to completing the project.
• Analyze the project’s budget, look for ways to enhance the value of the building with value
engineering.
• Develop a schedule that will plan for all required work, taking into account any logistical or phasing
requirements. They will begin to create a job site safety plan and will also establish communication
methods to relay information between the team for the duration of the project.
• Permits, Preliminary Surveys, and Investigations are also done in this phase.

9
2. PROCUREMENT
• The construction team will issue invitations to bid. They’ll select the best firm to complete the
project. While they’ll certainly take price into account, they’ll also consider important factors such
as experience, reputation, and overall ability to do a good job.

• PH Government Procurement – RA 9184

• Internationally Accepted Procurement Guidelines – FIDIC Suite of Contracts

3. EXECUTION
• The construction team will be on-site to manage subcontractors, ensure work is being performed
correctly, keep the site safe, and keep the team on schedule.

10
• The following activities can form part of the construction process:
• Excavation
• Preconstruction Plans • Installation of foundations
• Call for Bid Submissions • Frame construction
• Contract Award • Cladding installation
• Mobilization • Fitting out
• Demolition • Landscaping and highways.
• Site clearing
• Setting out

11
MONITORING & CONTROL
Project monitoring and controlling occur in tandem with the implementation phase in the project life cycle.
Dedicated to measuring project performance and making sure that it adheres to what’s been set in the project
plan. Project managers will closely track the progress and performance of the project, review project status,
identify potential problems and implement corrective actions when required to keep the project on schedule and
within budget.

KEY ACTIVITIES
• Report key performance indicators (KPIs)
• Control costs, quality, and risk

• Checklist Accomplishment
• Punchlisting
• Monitor change requests/variation orders
• Keep track of scope
12
PROJECT CLOSEOUT & EVALUATION
• Project Closeout
• During this stage of the project, the team will wrap up the project’s punch list, ensuring the building is turned
over with all the finishing touches realized. The project owner will receive all the project closeout information,
which includes equipment warranties and manuals, and as-builts.
• This stage includes the Testing & Commissioning Phase
• Testing and commissioning is to be carried out on installations to ensure that they are safe and meet the design
requirements. The witnessing of tests on and off site shall be defined by: Design specifications - Mechanical and Electrical.

• Additionally, your team will need to apply for and receive a certificate of occupancy before you can fully
occupy your new space. A building inspector from your city’s building department will conduct several
inspections, including fire, electrical, plumbing, and general building.
• Upon finalization of all the deliverables under the contract, a release of the retention (if any) can be requested
by the contractor.

13
PROJECT CLOSEOUT & EVALUATION
Project evaluation is a strategy used to determine the success and impact of projects, programs, or policies. It requires the evaluator to
gather important information to analyze the process and outcome of a certain project. Project evaluation prompts changes in internal
workflow, detects patterns in the target audience of the project, plans for upcoming projects or reports the value of projects to external
stakeholders.
• Tracks team performance

• Highlights the areas that need improvement

• Measures the tangible impact of the project

• Incorporates stakeholders in the process

• Facilitates team reflection and accountability

• Sharpens the planning process based on past evaluations

After the project is complete, it is important to analyze the outcomes and impacts of the project. Outcomes help measure how effective
the project was in meeting the objectives and goals set at the beginning. Impacts may determine how successful the project was in
creating a tangible change for the target audience.

14
END OF DISCUSSION . . .