CLIENT
• TWO STOREYED HOUSE • A BEAUTIFUL LAWN
• 4 BEDROOMS
• CAR PORCH • SLOPING ROOF
• ATTACHED TOILETS
CLIENT
OBJECTIVES
DESIGN
PROFESSIONAL
• ARCHITECT
•
ENGINEER
• MEP CONSULTANTS
CLIENT
CONSTRUCTION
•
CONTRACTOR
• LABOURERS
• PRODUCT DISTRIBUTORS
COMPLETION
Project is a unique process, consist of a set of coordinated and controlled activities with start and finishdates, undertaken to
achieve an objective confirming to specific requirements, including the constraints of
time cost and resource.PROJECT ?
PROJECT CHARACTERISTICS ?
Projects share the following common characteristics.
• Unique in nature.
• Have definite objectives (goals) to achieve.
• Requires set of resources.
• Have a specific time frame for completion with a definite
start and finish.
• Involves risk and uncertainty.
• Requires cross-functional teams and interdisciplinary
approach.
“Quality triangle”
• Construction management is the process of planning, coordinating and providing monitoring and
controlling of a construction
project. • Construction project management could be defined as the direction, regulation, and supervision of a
project from early development to completion. The ultimate goal of construction projectmanagement is the full satisfaction of
the client’s demands for a viable project both in terms of
functionality and budget. DEFINITIONS FOR PROJECT
MANAGEMENT
• Project management approach will help in handling complex, costly and risky assignments by providing
interdisciplinary
• Project management approaches help in handling assignments in a specified time
approach in handling the assignments.
frame with definite
start and completion points.
• Project management approaches provide task orientation to personnel in an organization in handling
NEED OF PROJECT MANAGEMENT ?
assignments.
• Project integration management to ensure that the various project elements are effectively• Project scope management to
ensure that all the work required (and only the required work) is• Project time management to provide an effective project
schedule.
• Project cost management to identify needed resources and maintain budget control. • Project quality management to
ensure functional requirements are met. • Project human resource management to development and effectively employ
project personnel. • Project communications management to ensure effective internal and external communications. •
Project risk management to analyze and mitigate potential risks.
• Project procurement management to obtain necessary resources from external sources.
SUB DIVISIONS OF PROJECT MANAGEMENT ?
coordinated.
included.
WHAT DO PROJECT MANAGERS DO ?
• Review design documents
• Create and maintain the project schedule
• Put together the budget and negotiate cost estimates • Choose the most
efficient construction method and strategies • Participate in quality control
• Stay in touch with the clients for work or budget-related issues • Discuss technical and
contract details with workers and other professional parties. • Keep an eye on the personnel
in construction onsite • Cooperate with building and construction specialists
Before the project starts, a project manager must develop and evaluate the business case to determineif the project is feasible
and worth undertaking. Stakeholders may be asked to do their due diligence andto conduct feasibility testing, if needed. When
all parties agree to proceed with the project, the projectmanager writes a project charter or project initiation document (PID),
which includes both the business
needs and the business case. INITIATION / CONCEPTUALIZATION / PRE
DESIGN PHASE
The team that is in charge of the design, led by an architect or an engineer, will need to make sure thateach of the state
regulations and codes is met while respecting the vision of the project owner as well as
ensuring that the newly built structure
will be usable.
There are normally four different steps within the design stage and they include programming and
feasibility, schematic
design, design development, and contract documents. DESIGN PHASE
Next, the project team develops a road map for all involved. This includes the project management plan(PMP), a formal,
approved document created by the project manager to guide execution and control, as
well as set baselines for scope, cost,
and schedule. Scope statement and scope documentation: This defines the project’s business need, benefits, objectives,
deliverables, and key milestones.
Work breakdown structure (WBS): This document breaks down the scope of the project into visual, manageable chunks.
Communication plan: This outlines all aspects of communication, from goals and objectives to roles totools and methods. The
communication plan creates a common framework that everyone can work from Risk
to avoid misunderstandings or conflict.
management plan: This helps project managers identify risks beforehand, including time and costestimates that may not be
met, potential budget cuts, shifting requirements, and a shortage of
committed resources. PLANNING PHASE
This phase of the project witnesses the concentrated activity where the plans are put into operation. Each activity is
monitored, controlled and coordinated to achieve project objectives. Typically, all partieshold a kickoff meeting, then the
project team begins the crucial work of assigning resources,
implementing project management plans, setting up tracking systems, completing tasks, updating the
project schedule, and if
necessary, modifying the project plan. EXECUTION PHASE
• Communicating with stakeholders
• Reviewing progress
• Monitoring cost and time
• Controlling quality
• Managing changes
The monitoring phase often happens concurrently with the execution phase. This phase is necessary tomeasure progress and
performance and to ensure that items are in line with the overall project
management plan. PERFORMANCE AND
MONITORING
• This phase marks the completion of the project wherein the agreed deliverables are installed and
project is put in to
operation with arrangements for follow-up and evaluation.
• This final phase marks the project’s completion. To mark the conclusion, project managers may hold apost-mortem meeting
to discuss what parts of the project did and didn’t meet objectives. The project
team then creates a punch list of any lingering
tasks, performs a final budget, and issues a project
TERMINATION / CLOSURE PHASE
report.
CLASS - 2
CONSTRUCTION AND PROJECT MANAGEMENT
• Vendors - Materials & Equipment
PARTICIPANTS ?
• Owner
• Project Manager
• Architect/Engineer (A/E)
• Prime Contractor (General Contractor) • Sub Contractor
(Specialty Contractor)
• Regulators (Banks, Insurance, Inspectors, etc.)
CLIENTS
• set clear objectives
• consider objectives carefully when choosing a
• subject objectives initially set to careful trade-off analysis procurement
• communicate objectives clearly to other involved parties • ensure
method and avoid conflicting guidance to different parties
that reaction to unexpected events involves
proper revision and consideration of client objectives• provide clear direction and
• must assist the project management teamto drive to a
timely decisions successful conclusion. RESPONSIBILITIES
• The Individual client • The
Corporate Client • The Public
client
Lump-sum: The most popular kind of agreement. The owner and the contractor set afixed price for the whole project. The
price remains the same even if the total cost of the
project is proven to be higher lower than the agreed amount. Unit price:
this method is preferred. The project owner offers
When there are objective difficulties in deciding the final price in advance,
materials with a particular unit price in
order to reduce spending. Cost-plus fee: A cost plus fee contract is the best contract
On top of the project’s total cost and the agreed fixed fee for the contractor, any
agreement for contractors.
other Guaranteed maximum price: The last type of
unpredictable expenses have to be covered by the owner after in the end.
contract doesn’t differ much than theprevious one. The key difference is the maximum set price which can’t be surpassed
in
this case. TYPES OF CONTRACTS
analysed through probability of occurrences.
through sensitivity analysis. It is therefore necessary to analyse these dimensions during • Economical- pertains to market,
cost, competitive environment, change in policy,
RISK and UNCERTAINITY
• Socio-political- includes dimensions such as labour, stakeholders etc.
Risk: Risk is related to occurrence of adverse consequences and is quantifiable. It is • Environmental – factors could be
level of pollution, environmental degradation etc.
Uncertainity: uncertainty refers to inherently unpredictable dimensions and is assessed formulation and appraisal phase of
the programme.
Factors
• Technical –relates to project scope, change in technology, quality and quantity of inputs, activity times, estimation errors
etc.
exchange rate etc.
A client need to build a guest house at Wayanad to spend his holidays. The site is
located at a hilly terrain. As a Project
manager you have to give a brief about theRequirements :
1. Sitout
2. Living room with open kitchen
3. Bedroom
4. Toilet
•
• Prepare a plan and a sketch of elevation • Explain the steps involved in the project which includes initial discussion to key
Make a schedule of construction process (site clearance to occupation) assuming
duration for each activity.
EXERCISE
project.
handling.
