Republic of the Philippines

Science City of Muñoz, Nueva Ecija

CENTRAL LUZON STATE UNIVERSITY
College of Engineering

DEPARTMENT OF CIVIL ENGINEERING

CENGR 4210 - Construction Methods and Project Management

CONSTRUCTION PROJECT
ORGANIZATION

LORNA G. BACLIG
MARK RUSSEL BUMATAY
BSCE4-2

ENGR. RITCHIE C. MALASAN

Instructor

Date: February 17, 2022

 ABSTRACT

Construction projects are becoming increasingly large and complex in terms of

physical size and cost. In today's world, successfully completing a project requires the
management of scarce resources; manpower, materials, money, and machines must all be
managed. Each project is unique, and the construction project's organization should also
be highly considered.

A well-structured construction project management team or construction project

organization is critical to the success of any project team; a well-structured organization
provides support for the work being performed. Misaligned project organizations have a
detrimental effect on the project's outcome. This is simply because the organizational
structure has an effect on the project manager's authority, which has an effect on how
projects are run. It goes without saying that unstructured project management teams
frequently lack guidance, whereas a guided team is more likely to complete projects
successfully.

The organization of the construction project will be discussed in detail in this

written report. Additional information, such as the definition of organization, structure
elements of an organization, major elements of organizational structure, organization and
staffing, and organizational structure are all taken into consideration. Additional topics
covered include position charts, a functional chart, training, and construction management
plans, among other things.
 INTRODUCTION

Project construction has always been regarded as a unique one-time operation

designed to accomplish as specific set of objectives. Comparatively, project construction
management differs much from management of more traditional activities because of its
limited time framework.

The majority of projects share certain characteristics. They frequently involve a

significant financial investment and a large number of activities that must be carefully
planned and coordinated if the project is to be completed within the specified time, cost,
and performance constraints. Goals must be defined, priorities established, tasks
identified, and a time estimate created. It is necessary to forecast resource requirements
and create a budget. Once the project has begun, progress must be closely monitored to
ensure that the objective is met.

To carry out the aforementioned tasks effectively and efficiently, and to ensure
that the tasks associated with a construction project flow smoothly, it is necessary to
organize people according to their tasks, duties, and responsibilities. By establishing an
organization, the management of the business will become more effective, and work
distribution within the business will become easier.

The organizational structure of a construction company refers to the arrangement

of job roles as well as the reporting and operational relationships between and within
these roles. Every organization's management team is the primary driving force behind
the organization. Its primary objective is to foster interactions among team members with
the fewest possible disruptions, overlaps, and conflict. Different teams employ a variety
of tactics to achieve their goals. There is no universally accurate management system that
can be used to determine which is the best. It is only the concept that explains why some
operations have been managed successfully in the past that can be used to suggest what
should be done to ensure future success. The organizational structure that will be used for
the project is a critical decision in project management.
 The organizational environment, the characteristics of the projects in which it will
operate, and the level of authority delegated to the project manager should be considered
in designing the structure of the organization. There’s no ideal form of the construction
project organization, it can take many forms as long as it is applicable for the betterment
and effectivity of the management within the company.
 DISCUSSION

Construction Project Organization

The driving force behind every organization is its management team. Different
teams operate in different ways. There is no universal accurate management to define the
one that is best. Just the concept that explains why some operations were managed
successfully in the past to suggest what can be done for future success.

Certain companies have demonstrated steady, if not spectacular, growth in order

to maintain their conservative reputation. Others have an enviable reputation for rapid
growth accompanied by impressive earnings. Their reputations attest to the effectiveness
of their disparate management philosophies in practice.

The organizational structure of small enterprise may be very simple. The owner is
usually the manager. He has daily contact with all the people of his organization. He is
the one who establishes the as his company grows bigger, the problem of organization
from grouping, supervising and serving operations become more complex.

The company have the most modern plant and equipment, a highly skilled and
experienced labor force, ample materials and financial resources, yet become failure in its
purpose of making profit. There may be many reasons and circumstances responsible
behind this failure, bet the most frequent reason is poor management.
What is Organization?

Organization is a group of individuals who are cooperating willingly and

effectively for a common goal. It is nothing more than the mechanism by which
administration directs, coordinates and controls its business. It is indeed, the very
foundation of administration. To be specific, organization seeks to know who us to do and
what is to be done.

Organization are structured to promote better management. However, it is the

performance of the people who fill the positions that determines the success of the
enterprise and not the organizational design itself.

A good executive may be able to secure good results with a poor organization, and
the good organization may produce results from a poor executive. But the ideal set uo is,
a combination of a good organization and a good executive.

When an organization is structurally ill designed, when it passes for a makeshift

arrangement, administration is made difficult and ineffective. On the other hand, when its
logical, clear-cut and streamlined, the paramount need of administration has been met.

Apparently, there is no ideal organization designed to emulate. A management

structure is only a vehicle used to attain the objectives and goals of an institution,
therefore, must be realistic and responsive to the call for a change of those needs.
The Structural Organization

Structural organization is the formal arrangements that are established to

coordinate all activities in order to implement a given strategy. Thus, structure reflects the
anatomy of a firm through its focus on mechanism and processes that link both vertically
and horizontally the various parts of an organization.

The following are the structural elements of an organization.

 Men
These are the different members of the organization starting from the very
top of the last workman on the enterprise. Appropriate personnel for the
appropriate position ensures an organization's effectiveness and efficiency.
There are no two ways about it. Thus, tardiness and absenteeism, unsafe
acts, alcoholism, inadequate training, and incompetence are just a few of
the characteristics of man at work that can upend business ventures.
Human resources dictate how the other four fundamental business
resources operate. Individuals ensure that materials, machines, minutes,
and money are used productively to accomplish the goals or objectives of
organizations and enterprises. Poor employment practices jeopardize the
viability of such ventures. When the right man is in the right job, a
significant portion of effective business management is accomplished.

 Materials
Represents the materials necessary in the distribution of functions
or in the attainment of its objectives. Without materials, human resources
become obsolete. Thus, every rational and well-planned organization
understands that the materials necessary to conduct any business or
provide a service must be in place before ‘man' can participate in any
business activity. Supply chain departments evolved from this philosophy
and have proven to be an extremely beneficial and effective aspect of
business management. A group of cement factory workers awaiting the
 arrival of limestone may find themselves with little to do for as long as the
supply is delayed. Even if it does arrive, but in substandard condition, the
production is almost certain to fail. When quality is compromised, a
business becomes impoverished. Materials of poor quality have the
potential to destroy entrepreneurship.

 Machine
The tools necessary in producing its desired output. The metal
contraptions known as machines have enabled man to almost effortlessly
realize his various dreams of creating things that add value to our
existence. Tilling, planting, and harvesting are now performed by
machines. In cotton and fabric processing, men have been supplanted by
looms. Numerous other endeavors requiring physical exertion have been
supplanted by gears, bolts, nuts, and conveyor belts. Computers have
recently joined the race to increase production and decrease man's time
spent manufacturing and producing goods and services. Machines, on the
other hand, will be ineffective in the absence of man and materials. They
require human operation and material replenishment.

 Methods
The procedures and ways used in the course of its actions. Each
thing has a proper way to do it, and this proper way is referred to as a
Method in management. In a nutshell, it refers to the art of doing. A
method is a collection of procedures and instructions. To obtain a credit
card, a customer must complete the following steps: filling out a credit
card application, attaching required documents, and submitting the
application to a bank representative. while the credit card application is
being processed The form completed by the customer is validated.
Documents are verified, and the customer is verified. Credit cards are
distributed to a courier company for final delivery to the customer via a
generated pin, and records are maintained. All of these standard operating
procedures are referred to as management methods.
  Money
Without money, no venture or enterprise can motivate employees,
procure sufficient and high-quality materials, acquire the necessary
machines and maintain them, or even ensure that time is managed
properly. Money management, when not properly organized, has been the
most well-documented cause of enterprise failure throughout history. The
amount and quality of money invested in ventures has a direct correlation
with their long-term viability. Man has revolutionized the accounts
department over the years to ensure the maximum operation of surviving
business organizations. Without sufficient funds, no qualified workers,
materials, or machines can be hired, purchased, or acquired. In other
words, such a venture will be squandering its time even existing.

There are major elements of organizational structures too.

 Distribution of Functions
The tasks to be performed, their groupings, and their vertical and
horizontal task relationships. This element is frequently used to assess how
tasks have been assigned to individuals within an organization, as most
jobs cannot be completed by a single person. Each organization has its
own system for categorizing work activities. The division of departments
can have an effect on the efficiency of work and the growth of the
business. Thus, selecting the most appropriate compartmentalization
model is critical.
It also involves the objectives and goal of the organization.
Without a clear purpose or mission, an organization quickly begins to drift
and disorganize. A shared purpose unites employees or members and
clarifies the organization's direction for everyone. Managers' primary
responsibility is to ensure that the common purpose is effectively
communicated across organizations (particularly large organizations with
numerous moving parts). Managers accomplish this goal by educating all
employees about the organization's overall strategy, mission statement,
values, and short- and long-term objectives.
 Vertical and Horizontal Authority Relationships
It depicts the power hierarchy as it descends from the upper to the
lower levels. It is the complete layout of authority and serves as a guide for
those who question who. This element is critical because it dictates how
many people each manager can manage and how many management
circles an organization can have. It has the potential to shape the entire
organizational structure.
The hierarchy of authority is essentially the chain of command—a
mechanism for ensuring that the appropriate people do the appropriate
things at the appropriate times. While organizational structures vary
considerably—some have a greater degree of centralization of authority
than others—hierarchy in decision-making is critical for success.
Organizations can be more agile when they know who will make decisions
under what circumstances, whereas ambiguity of authority frequently
slows the decision-making process. Authority enables organizations to
chart their own course and select strategies, which in turn facilitates the
achievement of a common goal.

 Communication and Decision Processes

The manner in which formal decisions are made and by whom.
Wherever there is something, whether it is a relationship, a business, or a
job, there must be communication. Because when communication is
insufficient, decision-making processes may fail. There is a possibility that
we will make a decision without sufficient information, which will harm
our project.
Communication also entails collaborating in order to maximize
available resources. The organization's common purpose is accomplished
through the concerted effort of all individuals and groups. The diverse skill
sets and personalities of the broader group must be leveraged in a way that
adds value. Coordination of organizational effort is perhaps the most
critical function of managers because it motivates and distributes human
 resources in order to capture value, and decision making is
straightforward.

 Policies
The decisions, rules or guidelines established. Policies define how
an organization operates and provide direction, consistency,
accountability, efficiency, and clarity. This document establishes
guidelines and principles for co-operative members to follow.
Policies and procedures are critical components of any business.
Policies and procedures work in tandem to provide a road map for day-to-
day operations. They ensure that laws and regulations are followed,
provide direction for decision-making, and streamline internal processes.
Project Organization and Staffing

Project organization and staffing is the part where organization structure,

individual positions and functions are developed, duties and responsibilities are defined,
teams are formed and training programs are formulated.

Establishing an organization for construction project implementation is an

important function of a project manager. Staffing is one of the first tasks that must be
completed after the organization's plan has been established. Because he must complete
the work through others, the project manager requires specific personnel to carry out the
various tasks and functions. A team that will work in harmony and efficiently must be
assembled. Considerable thought and effort is required, especially on large projects, to
achieve the right chemistry between the excellent staff members. There are no ideal
formulas for successfully staffing a project. Staffing failures frequently result in casualties
and ruined careers. A fundamental requirement for key-personnel selection is that the
project manager is intimately familiar with the candidates and their capabilities.

Staffing is the most critical aspect of project management. The staff is ultimately
responsible for the project's completion. Additionally, the majority of the project's cost
will be incurred by staff. As a result, it is critical to be extremely precise in planning and
acquiring the appropriate staff at the appropriate time and for the appropriate duration.
Additionally, it is critical to maintain staff motivation and to ensure their safety and well-
being. The staffing management plan assists in precisely capturing all of these factors in
order to effectively manage the project's staff.
Organizational Structure

Imagine a business that has no organizational structure. Instantly, questions arise

about the systems and processes. Who makes the decisions? How are employees held
accountable? What are the company’s goals? These questions are practically impossible
to answer without a functional organizational structure.

Organizational structure is necessary for running a successful business because it

improves workflow and efficiency, promotes communication, identifies company needs,
and aligns employees with company goals. It directly affects how a business operates
daily. When a company establishes a structure that works, the combined efforts of its
employees, in conjunction with its systems and processes, allow the company to make
better decisions for its future.

Organizational structures are essentially blueprints for how businesses are run and
managed, as well as how information is communicated within the organization. An
organizational structure is a chart or diagram that illustrates a company's logistical
organization.

Organization is developed based on certain parameters, such as determination and

grouping of activities, assigning of activities to department, decisions and actions
defining hierarchy of relationships among the department, divisions and sections; and
providing coordination lines among people and tasks. Each project is organized to
accomplish the work effectively and efficiently. Several factors influence the
organizational approach to execute a project. The complexity profile of a project, the
culture of the parent organization, the preferences of the project manager, the knowledge
and skills of the team, and a parent organization with a project management office are
examples of factors that influence the project’s organization.

In developing the project organizational structure, the project manager considers

the span of control for each manager. The span of control represents the number of people
reporting to a manager. For example, the project manager does not want all the engineers
on a project reporting to the engineering manager and assigns senior engineers to report to
the engineering manager with other engineers reporting to the senior engineers.

The engineering manager can organize the engineering reporting structure so that
the various engineering discipline managers would report to him or her. For example, the
structural, electrical, and mechanical engineering team leaders would report to the
engineer manager. On a larger, more complex project, the engineer manager may
establish area team leaders and have the structural, electrical, and mechanical engineers
report to an area team leader. If the project is geographically dispersed, with the
engineering office staff in different cities working on the project, then structuring the
engineering function by area provides better coordination and control.
 The diagram above illustrates an example of an organizational structure found in
large projects. The project manager is either at the top or in the middle of large projects.
For instance, a construction firm will have a general owner or CEO, but the project
manager will oversee numerous projects throughout the area, such as the entire province
of Nueva Ecija. The project manager with whom he communicates is either the home
office support group or the central office administration. He may also contact the project's
designer and construction management consultant. The project manager will supervise the
project engineer, and the project engineer will oversee the various sites throughout Nueva
Ecija. Various departments report to the project engineer, including the administrative
department (site management), the finance department (billing, and cash management),
and the procurement department (materials procurement). Additionally, there are also
engineering professionals supervised by project engineers. For example, civil engineers
work in the structural department; architects work in the architectural department (on
designs); sanitary engineers work in the sanitary department (on plumbing and sanitary
layout); electrical engineers work in the electrical department (on electrical layout and
wiring); and mechanical engineers work in the mechanical department (on machineries).

Any large project, regardless of how it is managed, has an inherent requirement

for bringing the resources of various separate departments together to work cooperatively
in the project's best interests. To ensure that projects run as smoothly as possible, it is
critical for top management to provide continuous and visible support. Functional or
divisional managers must be convinced that collaboration with their respective project
managers is the only way to ensure that work is completed with minimal friction.
Additionally, these individuals must be assured that the project's executive support will
not jeopardize their authority or diminish their sphere of influence. Gaining support from
top management, functional division managers, and all other project personnel is critical
for launching a successful team effort.

Before committing its support to the project manager, top management must be
clear about the portion of its own authority it wishes to delegate and the extent to which it
wishes to limit the project manager's authority. In a pure project management
organization, top management must expect to delegate complete authority to the project
manager; otherwise, the project manager will be incapable of performing the job for
which he or she was hired. In any case, when top management names a project manager
to be accountable for the project's success or failure, it must delegate sufficient authority
to this individual to carry out the project. A project manager who lacks the authority that
the position requires is doomed to fail and become a scapegoat for spineless top
management.

The project manager is responsible for resolving issues that arise in each section.
Additionally, the project manager must ensure that each section completes its assigned
tasks without impeding the work of any other section. The project manager should have
complete control over all aspects, enabling him to complete the job without direct
intervention from the owner.

When it comes to small projects, the organizational structure chart must be

succinct and comprehensive so that the entire company can move forward normally and
smoothly. The figure depicted a small project's organizational structure. Because he
manages only one site, the project manager is also the project engineer. The technical and
administrative finance groups are subordinate to the home office support group, which is
headed by the project engineer. Personnel, foremen for masonry, carpentry, plumbing,
electrical, and steelworks are included in the technical group. Administrative and
financial services, including accounting, cashiering, and procurement. As can be seen,
simple organizational structures are appropriate for small projects. Because the
organization only has a few projects, it does not require a large number of employees or
members.

In terms of the organizational structure of project participants, consider that

the project includes not only a general contractor, but also a subcontractor and a specialty
contractor. Thus, the owner of the project or the client communicates with the planner,
designer, and construction management consultant. The contractor is subordinate to the
project owner, and the owner communicates his or her suggestions or comments to the
contractor regarding the design and execution of the plan. There is a project manager who
reports to the contractor, but the project manager can also communicate with the planner
and consultant. If the project owner is not present and the designer or consultant notices
something is wrong, they can inform the project manager directly, who will immediately
fix or correct the error. There are departments and divisions reporting to the project
manager. The project manager is also responsible for the subcontractor and specialty
contractor. Subcontractors and specialty contractors are hired when a task falls outside the
scope of the general contractor.
 Because the organization chart only depicts the hierarchical relationships between
team members and not how the project organization will function, the design should
consider factors that will facilitate the structure's operation, such as communications,
information flows, coordination, and collaboration among its members.

A well-designed organizational chart is critical to the success of any project. An

organizational chart depicts the position of each individual in the project's hierarchy. A
pyramidal organization chart is one in which members at the top have more authority and
responsibility than those at the bottom. The working relationships are specified by the
individuals' relative locations on the organization chart, and the lines connecting the
boxes denote formal supervision and lines of communication between individuals.

A team's success is contingent upon its organizational structure. When employees

have a clear understanding of their role within an organization, they can move
comfortably, confidently, and efficiently. Because structure types vary by business, it's
critical to remember that these structures are not one-size-fits-all. While not all of them
will work for your organization, chances are that one of them will. Determine which
organizational structure works best for you using this post, and then the real work begins.
Position Chart B

(Small Project)

A position chart lists employee names or titles, the positions they hold and the
reporting relationships between them and their superiors. Position charts are popular in
smaller organizations, but are also used by individual groups within larger organizations.
A position chart is also referred to as a billet assignment chart, and may change frequently
as personnel moves throughout the organization.

Project Engineer/ Project Manager

Civil Engineer Administrative / Finance Group

Foreman Personnel Officer

Mason
Accounting

Carpenters Cashiering

Plumbers Procurement Officer

Electricians
Project Manager

The success of a construction project is the responsibility of the project manager.

Planning, execution, monitoring, control, and closure are all overseen by them. The goal
of a project manager is to make sure that the deadlines and budgets are met. It's also
crucial to keep a solid working relationship with the client throughout the project.

Civil Engineer

Buildings, structures, and significant public works projects that make

contemporary living possible are the responsibility of civil engineers. Civil engineers
frequently work both in the office and on the job site. To begin, they must carefully
design the technological systems and materials for each project in order to guarantee that
they are both efficient and safe. Then, both during and after construction, civil engineers
must keep an eye on the project's structural and environmental elements on the job site.

Foreman

On a construction site, the Foreman is in charge of making sure everything runs

well. They are in charge of ensuring that the construction workers and supervisors have a
direct line of communication. A foreman's key responsibilities include coordinating day-
to-day chores, creating worker schedules, overseeing the site's quality, and managing the
budget. They must also keep their superiors informed about the project's development.
Construction supervisor and construction manager are two possible job titles for a
foreman.

Mason

One of the most significant men in the building industry is a mason. Tiles, bricks,
and other cement-based products are installed by them. They also have to deal with a lot
of heavy equipment and are frequently given a lot of responsibilities.

Plumbers

Plumbing fixtures for drainage and water systems are installed, modified,
maintained, and repaired by plumbers. The installation and maintenance of sanitary
systems such as bathtubs, showers, toilets, and sinks is part of their job description. They
also take care of household appliances like dishwashers and water heaters to make sure
they work properly.

Electricians

The electrical systems in new homes and buildings are assembled, installed, and
wired by electricians. Electrical systems are used to provide light, heat, power, air
conditioning, and refrigeration. After the building has been partially constructed,
electricians normally install the wiring. Schematics and wiring diagrams are followed by
them. Aside from that, they set up electronic equipment and signaling systems.

Construction accountants

Construction accountants are responsible for calculating and overseeing all

aspects of a project's finances. Budget planning for building projects, cost analysis, and
review of purchase orders, invoices, and supplier contracts are among their
responsibilities. Their purpose is to keep track of and manage all construction
expenditures that have been projected.

Finance manager

In a construction business, the finance manager is in responsible of correctly

recording income and expenses, monitoring budgets, reporting on the company's and
project's financial status, and managing cash flow.

Procurement manager

To ensure that the construction company's projects are completed in the most cost-
effective and acceptable manner possible, the procurement manager obtains all of the
essential materials. In addition, the procurement manager ensures that the materials arrive
on time and on budget.
Functional chart

(Large Project)

Function Chart defines in words and statements the task and responsibilities of the
departments, divisions and sections.

B C D E F G

A.
1. Manage day-to-day activities
2. Provide overall direction
3. Responsible for the technical performance & successful completion of the
Project
4. Engineer project expenses are within budget
5. Conduct periodic coordination meetings
 6. Administer periodic evaluation of project activities and the productivity of the
project participants
7. Carry out responsibilities for preparing the procedure for the turnover of the of
the project when completed.
B.
1. Recruit, select, hire, place competent workers
2. Handle timekeeping
3. Monitor attendance, tardiness and absences
4. Update personnel records
5. Responsible for security services and management
6. Secure necessary licenses and permits
7. Provide messenger services

C.
1. Design and adopt appropriate accounting procedures and standards
2. Record all financial transactions
3. Summarize the “Book” on a monthly, quarterly and annual basis
4. Responsible for payroll services
5. Undertake Billing and Collection
6. Issue Receipts of Payments
7. Responsible for timely payments of SSS, Pag-Ibig and Philhealth dues
D.
1. Responsible for procurement of construction materials, supplies, equipment,
etc.
2. Handle Property and supply management including inventory of materials,
equipment, vehicles, tools and other properties of the company.
E.
1. Responsible for technical operations including field investigation, surveys and
project managements services depending on the specialization like: civil
works, architecture, sanitary and plumbing, electrical works and mechanical
works
2. Undertake the actual physical execution of works called for in the project
3. Handle the repair and maintenance of vehicles, heavy equipment and
machineries of the company
 F.
1. Depending on assigned tasks, responsible in implementing and commissioning
certain jobs called for in the project
G.
1. Normally, specialty contractor (e.g., plumbing, glass works, air conditioning,
elevator installation) perform tasks that require skills not commonly available.
Thus, specialty contractors handle the installation, testing and commissioning
of the air conditioning unit, elevators, glass works (claddings), and the like.

Training

Training is a process of acquiring and enhancing skills (introductory or

supplemental), knowledge, attitudes, and behaviors necessary for the trainees (engineers
and workers) to efficiently perform their task better.

The objectives of training are varied depending on the requirements of the project.
Enumerated below are the typical objectives of training:

a. To orient new recruits or workers;

b. To ensure that the project engineers and workers know exactly their task;
c. To improve skills, productivity, job performance and aptitude based on
acceptable standards.

The approaches of training are: on the job type; classroom setting, conference
method; group discussions; supervisory training, case method; and role playing. Higher
and more formal orders of training are attendance to seminars (local or international) and
going through forma school degree programs (national, doctoral, designers).
 Construction Management Plans

PROFORMA CONSTRUCTION MANAGEMENT PLAN

a. Project Title - Project titles make you to understand the main goal of the Project
work and deliverables. A project name can be the product name when it
completed.
b. Location - A location plan provides an illustration of a development in its
surrounding context. This enables the planning authority to properly identify the
land to which the application refers, and is typically based on an up-to-date
Ordnance Survey (or similar) map.
(Note: Attach Vicinity Map/ Location Map)
c. Project Description - A project description is a high-level overview of why you’re
doing a project. The document explains a project’s objectives and its essential
qualities.
(Highlight the Technical Features of the project)
d. Client - The Client is the person or company, with the controlling interest in the project.
Generally, the Client will retain a significant level of control over the assessment and
appointment of Designers and Contractors for a project.
(Identify your client)
e. Objective
“Ensure the completion of the project following sound engineering practices and
standards, at the desired time and within budget”
f. Scope of Construction Management Services - The primary purpose of CM is to
control project time, cost, and quality. CM is compatible with all project delivery
systems. To serve the clients' best interest first is an owner's representative.

1. Planning and Scheduling

a. Formulate Work plan– Bar Chart and S-Curve
 As necessary, develop a PERT/CPM. Otherwise, Bar Chart and S-Curve will
suffice.
b. Determine and schedule resources
i. Manpower - in construction industry is the working force that
committed to building constructions, such as planning, erecting and
modelling the buildings.
ii. Equipment – it refers to a set of tools or other objects commonly used
to achieve a particular objective.
iii. Materials – in construction industry the materials are needed to be
ready on time or to produce in the ahead of time.
iv. Financial/Budget - is the amount of money allotted for a specific
building or remodeling project. Construction budgets are used to
anticipate all costs and expenses of the building process. A budget is
usually tracked through a form or spreadsheet.
c. Formulate “construction methods”
d. Ensure all pertinent data/ information are available
(e.g., Topographic Map, Possible Sources of Construction Materials, Local
Labor)
e. Develop a “Rebar Cutting List”

2. Organization and Staffing

a. Develop an organization structure of the project team and other major project
participants.
b. Devise a functional chart.
c. Prepare a position chart of the project team.

3. Direction, supervision and reporting (construction)

a. Direct daily project activities (job assignments, canvassing, etc.)
Give instructions
b. Supervise project execution
c. Prepare monthly accomplish report or progress report including weather
reports. This includes statements of problems encountered and recommended
solutions.
(Note: Develop and undertake progress reports or accomplishment reports)
 d. Prepare project incident reports, as appropriate.
e. Accomplish and maintain project logbook.
f. Prepare project completion report (Note: Draft a sample form).

4. Project Monitoring and Evaluation

a. Conduct monthly monitoring of project activities, materials consumption,
equipment utilization and disbursements.
b. Undertake project evaluation every three (3) to (6) months depending on the
magnitude and complexity of the project, and assess the impact of the
accomplishments to the overall attainment of the project objective.

5. Financial Management/ Project Accounting and Auditing

a. Prepare monthly budget.
b. Control Disbursement.
c. Maintain project accounting and auditing system.

6. Contract Administration
a. Provide assistance to the client in the documentation and execution of
contracts (i.e., materials, equipment’s/machineries; consultants).

7. Project Coordination/ control

a. Conduct periodic meetings (defines specific dates for regular meeting)
b. Coordinate and/or collaborate with the client and the project designers/
consultants.
c. Coordinate with suppliers, sub-contractors and equipment lessors, as
appropriate.
d. Ensure effective coordination among project participants.
 CONCLUSION

The construction project management, it increases the likelihood of a project

being completed on time, on budget, and without any financial or legal issues. A
professional service that manages the planning, design, and construction of a project
using specialist project management techniques is known as construction management.
Construction management is meant to optimize best industry practices, prudent
management decision-making, and effective and transparent project controls and
reporting techniques, while project oversight services grow with time.

Overall, the construction project organization need to give importance, because

when the task done correctly, it improves the efficiency of every aspect of the firm. It
frees up your team's time to concentrate on the important job instead of being distracted
by wrong duties or out-of-control finances. The benefit of good construction project
organization are save time and money, make better business decisions, learn from your
past projects and finally the better project planning the better projects will come.

`
 RECOMMENDATION

This Construction Project Organization is based on a sound principle that aids the
organization's work organize. So, in my opinion, the notion of it is not only applicable to
organizations whose work entails the construction of various structures such as buildings,
bridges, and roads. Our own community is one of the subjects that needed the principle of
the Construction Project Organization due to the fact that we have so many works in our
community and sometimes it is not organized in a way that every now and then there is a
trouble and problems happened.

I recommend it to various parties and organizations that may use or apply it to

their cooperatives, company or business, schools, universities, and even hospitals because
it assists the organization in assigning who will handle this work and what profession will
be required to complete their work on time and in the best way possible. the major
element of organizational structure which is the distribution of functions is one of the
most topics that may be applied to a variety of association. For example, in a school
setting, it is critical that you allocate teachers to subjects in which they have studied or
graduated in order for them to perform well, rather than subjects in which their career is
unrelated. Another instance is the government in which we must assign or vote for a
candidate who is well equipped for the post in order for him to function successfully.
They are capable of taking on the responsibilities of their post, and at the end of their
term, they will have demonstrated that they have contributed to the well-being of the
people of their country.
 REFERENCES

Fajardo M., (N.D.). Project Construction Management. Retrieved from

https://pdfcoffee.com/project-construction-management-max-b-fajardopdf-pdf-
free.html
AHURA H. (1994). Project Management: Techniques in Planning and Controlling
Construction Projects. Retrieved from
https://www.academia.edu/36248222/PROJECT_MANAGEMENT_Techniques_i
n_Planning_and_Controlling_Construction_Projects_Second_Edition.
PM4DEV (2016). Project Management Organizational Structures. Retrieved from
https://www.pm4dev.com/resources/free-e-books/3-the-project-management-
organizationalstructures/file.html#:~:text=A%20project%20organization%20is
%20a,of%20disruptions%2C%20overlaps%20and%20conflict.