PRINCIPLES OF PROJECT CONSTRUCTION

MANAGEMENT

OVERVIEW
WHAT IS PROJECT MANAGEMENT?

ACCORDING TO DR. A (2022), PROJECT MANAGEMENT INVOLVES APPLYING KNOWLEDGE,

SKILLS, TOOLS, AND TECHNIQUES TO EXECUTE PROJECT ACTIVITIES EFFECTIVELY,
ENSURING THAT PROJECT REQUIREMENTS AND OBJECTIVES ARE MET. IN TODAY'S
WORLD, PROJECT MANAGEMENT IS AN ESSENTIAL SKILL. A PROJECT IS CHARACTERIZED
AS A UNIQUE, NON-ROUTINE ENDEAVOR WITH SPECIFIC TIME, RESOURCE, AND
PERFORMANCE CONSTRAINTS, AIMED AT FULFILLING CUSTOMER NEEDS. IT IS A
TEMPORARY UNDERTAKING WITH A CLEARLY DEFINED START AND OBJECTIVES, TYPICALLY
INTENDED TO DRIVE POSITIVE CHANGE. PROJECT MANAGEMENT ENCOMPASSES THE
PLANNING, ORGANIZING, SECURING, AND OVERSEEING OF RESOURCES TO
SUCCESSFULLY ACHIEVE PREDETERMINED PROJECT GOALS AND OBJECTIVES.

MEETING OR EXCEEDING STAKEHOLDER NEEDS AND EXPECTATIONS INVARIABLY

INVOLVES BALANCING COMPETING DEMANDS AMONG:

 SCOPE, TIME, COST, AND QUALITY.

 STAKEHOLDERS WITH DIFFERING NEEDS AND EXPECTATIONS.

TO MANAGE AND BALANCE COMPETING NEEDS AND EXPECTATIONS, WE MUST FIRST

KNOW WHAT THEY ARE OR FROM WHOM THEY COME, L. W. (2002)

AS STATED BY (ITC INFOTECH INDIA LTD.) THE TERM “PROJECT MANAGEMENT” IS

SOMETIMES USED TO DESCRIBE AN ORGANIZATIONAL APPROACH TO THE MANAGEMENT
OF ONGOING OPERATIONS. THIS APPROACH TREATS MANY ASPECTS OF ONGOING
OPERATIONS AS PROJECTS TO APPLY PROJECT MANAGEMENT TECHNIQUES TO THEM. A
DETAILED DISCUSSION OF THE APPROACH ITSELF IS OUTSIDE THE SCOPE OF THIS
DOCUMENT.
NINE KNOWLEDGE AREAS

CONSTRUCTION MANAGEMENT

REFERS EITHER TO THE STUDY AND PRACTICE OF THE MANAGERIAL AND

TECHNOLOGICAL ASPECTS OF THE CONSTRUCTION INDUSTRY (INCLUDING
CONSTRUCTION, CONSTRUCTION SCIENCE, CONSTRUCTION MANAGEMENT, AND
CONSTRUCTION TECHNOLOGY), OR TO A BUSINESS MODEL WHERE ONE PARTY TO A
CONSTRUCTION CONTRACT SERVES AS A CONSTRUCTION CONSULTANT, PROVIDING
BOTH DESIGN AND CONSTRUCTION ADVICE, WIKIVERSITY, (2019).

MANAGEMENT FUNCTIONS OR OBJECTIVES

PLANNING - IS THE ONGOING PROCESS OF DEVELOPING THE BUSINESS' MISSION AND
OBJECTIVES AND DETERMINING HOW THEY WILL BE ACCOMPLISHED PLANNING
INCLUDES
BOTH THE
BROADEST
VIEW OF THE
 ORGANIZATION, E.G., ITS MISSION, AND THE NARROWEST, E.G., A TACTIC FOR
ACCOMPLISHING SPECIFIC GOAL.

ORGANIZING - IS ESTABLISHING THE INTERNAL ORGANIZATIONAL STRUCTURE OF THE

ORGANIZATION. THE FOCUS IS ON DIVISION, COORDINATION, AND CONTROL OF
TASKS AND THE FLOW OF INFORMATION WITHIN THE ORGANIZATION. IT IS IN THIS
FUNCTION THAT MANAGERS DISTRIBUTE AUTHORITY TO JOB HOLDERS.

STAFFING - IS FILLING AND KEEPING FILLED WITH QUALIFIED PEOPLE ALL POSITIONS IN
THE BUSINESS. RECRUITING, HIRING, TRAINING EVALUATING AND COMPENSATING
ARE THE SPECIFIC ACTIVITIES INCLUDED IN THE FUNCTION. IN THE FAMILY BUSINESS,
STAFFING INCLUDES ALL PAID AND UNPAID POSITIONS HELD BY FAMILY MEMBERS
INCLUDING THE OWNER/OPERATORS.

LEADING OR DIRECTING - IS INFLUENCING PEOPLE'S BEHAVIOR. THROUGH MOTIVATION,

COMMUNICATION, GROUP DYNAMICS, LEADERSHIP AND DISCIPLINE. THE PURPOSE OF
DIRECTING IS TO CHANNEL THE BEHAVIOR OF ALL PERSONNEL 10 ACCOMPLISH THE
ORGANIZATION'S MISSION AND OBJECTIVES WHILE SIMULTANEOUSLY HELPING THEM
ACCOMPLISH THEIR OWN CAREER OBJECTIVES.

CONTROLLING - IS A FOUR-STEP PROCESS OF ESTABLISHING PERFORMANCE STANDARDS

BASED ON THE FIRM'S OBJECTIVES MEASURING AND REPORTING ACTUAL
PERFORMANCE, COMPARING THE TWO AND TAKING CORRECTIVE OR PREVENTIVE
ACTION AS NECESSARY.

EIGHT M’S OF MANAGEMENT

MANPOWER (MEN) – SKILLS, TALENTS, TEAM

MONEY – COST, BUDGET, FINANCE

MACHINES – TOOLS, EQUIPMENT, SYSTEMS

MATERIALS – FACILITIES, SUPPLIES METHODS – TRADITIONAL, SCIENTIFIC

MOMENT – TIME

MANAGEMENT – MANAGEMENT INFORMATION SYSTEMS

MOTHER NATURE – ENVIRONMENT

PROJECT

IS DEFINED AS AN ENDEAVOR WHEREIN PEOPLE, SUPPLIES, AND MONEY ARE

COORDINATED IN AN UNUSUAL WAY TO UNDERTAKE A UNIQUE SCOPE OF WORK OF A
GIVEN STANDARDS AND SPECIFICATIONS, WITHIN CONSTRAINTS OF COST AND TIME, SO
AS TO ACCOMPLISH BENEFICIAL CHANGE DEFINED BY QUANTITATIVE OBJECTIVES. THIS
CONNOTES THAT A PROJECT HAS SPECIFIC OBJECTIVES, TIME BOUNDARIES, AND AN
EXPLICIT BUDGET THAT LIMITS THE AMOUNT OF HUMAN, FINANCIAL AND MATERIAL
RESOURCES THAT CAN BE USED TO COMPLETE A UNIQUE VENTURE.

THE SIX MAIN CHARACTERISTICS OF A PROJECT ARE:

1. IT IS A TEMPORARY ENDEAVOR WITH A SPECIFIED BEGINNING AND END AND IT
INVOLVES DEFINABLE SEQUENCES OF STEPS OF ACTIVITIES

2. IT USES RESOURCES LIKE MANPOWER, EQUIPMENT, AND MONEY THAT HAVE BEEN
SPECIFICALLY APPORTIONED TO EACH PHASE OF THE PROJECT.

3. IT PRODUCES A UNIQUE OUTCOME, WHEREIN SUCH OUTCOME ALSO HAS SPECIFIC

GOALS OF QUALITY AND PERFORMANCE.

4. IT FOLLOWS A PLANNED AND ORGANIZED SCHEME TO MEET THEIR GOALS AND

OBJECTIVES

5. IT DEPENDS LARGELY ON A GROUP OF PEOPLE CALLED PROJECT TEAM TO GET IT

DONE.

6. IT ALWAYS HAS A UNIQUE SET OF STAKEHOLDERS.

PROJECT SUCCESS CAN BE MEASURED AS FOLLOWS:

1. STAKEHOLDER NEEDS AND CUSTOMER SATISFACTION. CUSTOMERS ARE SATISFIED
WHEN YOU PROVIDE A DELIVERABLE THAT MEETS THEIR NEEDS AND EXCEEDS THEIR
EXPECTATIONS. THE PROJECT TEAM MUST IDENTIFY EARLY THE PROJECT STAKEHOLDERS,
DETERMINE THEIR REQUIREMENTS AND FIND WAYS IN MANAGING AND INFLUENCING
THOSE REQUIREMENTS IN ORDER TO ENSURE A SUCCESSFUL PROJECT.

2. ORGANIZATIONAL APPROVAL. IDENTIFYING AND SATISFYING THE NEEDS OF THE

ORGANIZATION, WHEREIN THESE NEEDS WILL RESULT IN MAKING A PROFIT OR
DEVELOPING CAPABILITY IN A NEW AREA OF TECHNOLOGY.

3. GAINED EXPERIENCE AND KNOWLEDGE BY THE PROJECT TEAM AND THE

ORGANIZATION. THE TEAM AND THE ORGANIZATION LEARN SOMETHING AS A RESULT OF
THE PROJECTS SO THAT NEXT TIME THEY CAN BUILD THEIR SUCCESS AND AVOID
MISTAKES. THE SUCCESS OF PROJECTS VARIES ACCORDING TO THE NATURE OF THE
PROJECT, AND CULTURE OF THE ORGANIZATIONS THE PERSON INVOLVED.

KEY SUCCESS FACTORS FOR PROJECT IMPLEMENTATION:

1. PROJECT MISSION
PROJECT MISSION REPRESENTS THE OVERALL GOAL OF THE PROJECT. GOALS AND
OBJECTIVES MUST BE CLEAR AND CONCISE WHERE ALL TEAM MEMBERS KNOW AND
FULLY UNDERSTAND. WITHOUT CLEAR GOALS AND AGREEMENT AMONG ALL
STAKEHOLDERS, IT WILL CREATE CHAOS AND DEVASTATING EFFECTS.
NO PROJECT CAN BE SUCCESSFUL UNLESS EVERYBODY CONCURS THAT THEY WANT THE
SAME THING DONE. THE AIM OF IDENTIFYING THE MISSION OF THE PROJECT IS TO: SET
DIRECTION FOR THE PROJECT IDENTIFY EXPECTED OUTPUTS ENSURE THAT THE FINAL
DELIVERABLES WILL SATISFY THE CUSTOMER DEFINE CONSTRAINTS ON THE PROJECT

2. TOP MANAGEMENT SUPPORT

DEVELOPING AND MAINTAINING A GOOD RELATIONSHIP WITH THE TOP MANAGEMENT IS
A KEY TO MAKING THE OVERALL PROJECT AND ITS EXECUTION SUCCESSFUL. THE
PROJECT MANAGERS NEED THE SUPPORT FROM THE TOP MANAGEMENT TO SUPPLY ALL
RESOURCES NEEDED AND REMOVE ORGANIZATIONAL OBSTACLES, SINCE THEY RARELY
HAVE ENOUGH AUTHORITY OF THEIR OWN TO EXECUTE THE DECISIONS AND POLICIES
NECESSARY TO COMPLETE A PROJECT.

THE TOP MANAGEMENT IS:

AN IMPORTANT ALLY IN THE PROJECT THE TOP MANAGEMENT IS: SHARES THE TEAM TO
BE SUCCESSFUL PROVIDES AUTHORITY FOR THE PROJECT TO PROCEED GIVES APPROVAL
TO CHANGES ASSIST IN OVERCOMING ORGANIZATIONAL AND POLITICAL OBSTACLES

3. PROJECT SCHEDULE/PLAN.
PROJECT PLANNING AND SCHEDULING ORGANIZES AND SUMMARIZES THE TASKS
NECESSARY TO COMPLETE THE PROJECT.

THE FOLLOWING CRITERIA ARE TO BE CONSIDERED BEFORE THE PROJECT

SCHEDULE/PLAN IS MADE:

CHARTER OF THE PROJECT

SCOPE, GOALS, AND OBJECTIVES OF THE PROJECT
MAJOR MILESTONES
DETAILED PLAN LISTING THE MAJOR ACTIVITIES NEEDED TO BE COMPLETED FOR
EACH MILESTONE
OUTLINE OF THE RISKS AND CONCERNS

4. CLIENT CONSULTATION AND ACCEPTANCE

PROJECTS EXIST TO SATISFY A CUSTOMER. PROJECT TEAMS OFTEN HAVE DIFFICULTY
IDENTIFYING THE CUSTOMER, UNDERSTANDING CLEARLY WHAT THE CUSTOMER NEEDS
AND WANTS, AND THEN TRANSLATING THAT SET OF WANTS INTO CUSTOMER
REQUIREMENTS THAT THE CUSTOMER CAN UNDERSTAND AND AGREE TO.

THE BEST WAY TO ENSURE THAT THE DELIVERABLE FROM THE CUSTOMER MEETS THE
CUSTOMER NEEDS AND WANTS IS TO INVOLVE THE CUSTOMER IN PROJECT PROCESS,
PARTICULARLY IN THE EARLY STAGES WHEN THE SCOPE OF THE PROJECT IS BEING
DEFINED. THIS HELPS TO AVOID DISSATISFIED CUSTOMERS, CONTINUAL CHANGE TO
SCOPE, AND IT ALSO CREATES CUSTOMER BUY-IN AND OWNERSHIP FOR THE PROJECT
AND ITS RESULT.

5. PROJECT TEAMS AND TECHNICAL TASKS

PROJECT TEAMS ARE RESPONSIBLE IN ACCOMPLISHING THE TECHNICAL TASKS IN THE
PROJECT. THESE TASKS ARE THE MAJOR ACTIVITIES THAT WILL MAKE SURE THAT THE
MISSION OF THE PROJECTS ARE REALIZED. TEAM TYPICALLY GO THROUGH A TEAM
BUILDING PROCESS.

THE FIVE STAGES OF TEAM BUILDING ARE:

FORMING STAGE – WHEREIN TEAM MEMBERS ARE HIRED AND GET TO KNOW EACH
OTHER
STORMING STAGE – TEAM MEMBERS KNOW AND QUESTION PROJECT OBJECTIVES
NORMING STAGE – PROJECT POLICIES AND PROCEDURES ARE IN-PLACE
PERFORMING STAGE – TEAM MEMBERS WORK EFFECTIVELY
DISBANDING STAGE – TEAM MEMBERS ARE RELEASED FROM THE PROJECT

6. MONITORING AND FEEDBACK

MONITORING THE CURRENT STATUS OF THE PROJECT ALLOWS THE PROJECT MANAGER
TO TRACK THE PROGRESS OF THE PROJECT AGAINST THE PROJECT PLAN. TRACKING AND
GETTING FEEDBACKS IS NOT ONLY DONE IN THE TEAM MEETINGS BUT ALSO IN THE
REVIEW MEETINGS WITH KEY STAKEHOLDERS.

A NEED FOR CONTINUOUS MONITORING OF THE ENVIRONMENT WITHIN AND AROUND

THE PROJECT WILL ENSURE THAT THE :
FINAL DELIVERABLES MEET THE CUSTOMER ACCEPTANCE CRITERIA

PROJECT IS ON TIME AND BUDGET

7. COMMUNICATION
IS A CHALLENGE IN PROJECT IMPLEMENTATION, BUT IT IS PARTICULAR CHALLENGE WHEN
IT INVOLVES MANY PEOPLE WORKING IN THE ORGANIZATION. LINES OF COMMUNICATION
BETWEEN THE TEAM, CUSTOMER AND OTHER STAKEHOLDERS MUST BE ESTABLISHED.

THERE ARE TWO KIND OF COMMUNICATION.

INTERNAL COMMUNICATION
INTERNAL COMMUNICATION HAPPENS PRIMARILY THROUGH TEAM MEETINGS, VOICE
MAIL AND E-MAIL. THE PROJECT MANAGER MUST ESTABLISH A SCHEDULE FOR A TEAM
MEETING USING GOOD MEETINGMANAGEMENT TECHNIQUES. EFFECTIVE MEETINGS GO A
LONG WAY TO ESTABLISH PRODUCTIVE LINES OF COMMUNICATION.

EXTERNAL COMMUNICATION.
EXTERNAL COMMUNICATIONS ARE THOSE BETWEEN THE PROJECT MANAGER, SPONSOR,
AND CUSTOMER. IN ADDITION TO THE INTERACTIONS THAT OCCUR IN DEVELOPING AND
APPROVING THE PROJECT, THE SPONSOR AND CUSTOMER NEED ON-GOING UPDATES ON
PROJECT STATUS AND CHANGE REQUESTS.

8. TROUBLE-SHOOTING
ALL PROJECTS EXPERIENCE PROBLEMS DURING THE IMPLEMENTATION STAGES. THE
PROCESS OF HANDLING THESE PROBLEMS IS A BIG CHALLENGE FOR THE PROJECT
TEAMS. A PROJECT MANAGER IS INFORMED ON PROBLEMS BEING ENCOUNTERED IN THE
PROJECT AND HE ALLOCATES IT TO THE PERSON THAT HE THINKS IS RESPONSIBLE.

PROJECT MANAGEMENT KNOWLEDGE AREAS

1. PROJECT INTEGRATION MANAGEMENT
GIVES A DETAILED ACCOUNT ON THE PROCESSES REQUIRED TO ENSURE THAT THE
VARIOUS ELEMENTS OF THE PROJECTS ARE PROPERLY COORDINATED. IT CONSISTS OF
PROJECT PLAN DEVELOPMENT, PROJECT PLAN EXECUTION, AND INTEGRATED CHANGE
CONTROL.

2. PROJECT SCOPE MANAGEMENT

GIVES DETAILED ACCOUNT ON THE PROCESSES REQUIRED TO ENSURE THAT THE
PROJECT INCLUDES ALL WORK AND ONLY THE WORK REQUIRED, TO COMPLETE THE
PROJECT SUCCESSFULLY. IT CONSISTS OF INITIATION, SCOPE PLANNING, SCOPE
DEFINITION, SCOPE VERIFICATION, AND SCOPE CHANGE CONTROL.

3. PROJECT TIME MANAGEMENT

GIVES DETAILED ACCOUNT ON THE PROCESSES REQUIRED TO ENSURE TIMELY
COMPLETION OF THE PROJECT. IT CONSISTS OF ACTIVITY DEFINITION, ACTIVITY
SEQUENCING, ACTIVITY DURATION ESTIMATING, SCHEDULE DEVELOPMENT, AND
SCHEDULE CONTROL.

4. PROJECT COST MANAGEMENT

GIVES A DETAILED ACCOUNT ON THE PROCESSES REQUIRED TO ENSURE THAT THE
PROJECT IS COMPLETED WITHIN THE APPROVED BUDGET. IT CONSISTS OF RESOURCE
PLANNING, COST ESTIMATING, COST BUDGETING, AND COST CONTROL.

5. PROJECT QUALITY MANAGEMENT

GIVES A DETAILED ACCOUNT ON THE PROCESSES REQUIRED TO ENSURE THAT THE
PROJECT WILL SATISFY THE NEEDS FOR WHICH IT WAS UNDERTAKEN. IT CONSISTS OF
QUALITY PLANNING, QUALITY ASSURANCE, AND QUALITY PLANNING, QUALITY
ASSURANCE, AND QUALITY CONTROL.

6. PROJECT HUMAN RESOURCE MANAGEMENT

GIVES A DETAILED ACCOUNT ON THE PROCESSES REQUIRED TO MAKE THE MOST
EFFECTIVE USE OF THE PEOPLE INVOLVED WITH THE PROJECT. IT CONSISTS OF
ORGANIZATIONAL PLANNING, STAFF ACQUISITION, AND TEAM DEVELOPMENT.

7. PROJECT COMMUNICATIONS MANAGEMENT

GIVES A DETAILED ACCOUNT ON THE PROCESSES REQUIRED TO ENSURE TIMELY AND
APPROPRIATE GENERATION, COLLECTION, DISSEMINATION, STORAGE, AND ULTIMATE
DISPOSITION OF PROJECT INFORMATION. IT CONSISTS OF COMMUNICATIONS PLANNING,
INFORMATION DISTRIBUTION, PERFORMANCE REPORTING, AND ADMINISTRATIVE
CLOSURE.

8. PROJECT RISKS MANAGEMENT

GIVES A DETAILED ACCOUNT ON THE PROCESSES REQUIRED CONCERNED WITH
IDENTIFYING, ANALYZING, AND RESPONDING TO PROJECT RISK. IT CONSISTS OF RISKS
MANAGEMENT PLANNING, RISK IDENTIFICATION, QUALITATIVE RISK ANALYSIS,
QUANTITATIVE RISK ANALYSIS, RISK RESPONSE PLANNING, AND RISK MONITORING AND
CONTROL.

9. PROJECT PROCUREMENT MANAGEMENT

GIVES A DETAILED ACCOUNT ON THE PROCESSES REQUIRED TO ACQUIRE GOODS AND
SERVICES FROM OUTSIDE THE PERFORMING ORGANIZATION. IT CONSISTS OF
PROCUREMENT PLANNING, SOLICITATION PLANNING, SOLICITATION, SOURCE SELECTION,
CONTRACT ADMINISTRATION, AND CONTRACT CLOSE-OUT.

KEY ELEMENTS OF A CONSTRUCTION PROJECT PLAN

A COMPREHENSIVE CONSTRUCTION PROJECT PLAN SHOULD COVER SEVERAL CRUCIAL

ELEMENTS:
  PROJECT SCOPE: CLEARLY DEFINING THE PROJECT SCOPE IS PARAMOUNT. THIS
INCLUDES DETAILING ALL DELIVERABLES, THE PROJECT OBJECTIVES, AND THE
OVERALL VISION FOR THE PROJECT.
 TIMELINE: ESTABLISHING A REALISTIC TIMELINE IS ESSENTIAL. THIS SHOULD
OUTLINE ALL MAJOR MILESTONES AND DELIVERABLES, ENSURING EACH PHASE OF
THE PROJECT IS ALLOCATED ADEQUATE TIME FOR COMPLETION.
 RESOURCE ALLOCATION: IDENTIFYING THE RESOURCES NEEDED, INCLUDING
LABOUR, MATERIALS, AND EQUIPMENT, IS VITAL FOR SEAMLESS PROJECT
EXECUTION.
 BUDGET: A DETAILED BUDGET PLAN SHOULD ENCOMPASS ALL EXPECTED COSTS,
PROVIDING A CLEAR FINANCIAL FRAMEWORK FOR THE PROJECT.

TOOLS AND TECHNIQUES FOR EFFECTIVE PROJECT SCHEDULING

UTILISING ADVANCED TOOLS AND TECHNIQUES CAN SIGNIFICANTLY ENHANCE PROJECT

SCHEDULING:
 GANTT CHARTS: THESE VISUAL TOOLS PROVIDE AN EASY-TO-UNDERSTAND
TIMELINE OF PROJECT TASKS, HELPING MANAGERS TRACK PROGRESS AND ADJUST
SCHEDULES AS NECESSARY.
 CRITICAL PATH METHOD (CPM): CPM HELPS IDENTIFY THE MOST CRUCIAL
TASKS THAT DIRECTLY IMPACT THE PROJECT COMPLETION DATE, ALLOWING
MANAGERS TO PRIORITISE THESE TASKS.
 BUILDING INFORMATION MODELLING (BIM): BIM SOFTWARE FACILITATES
DETAILED PLANNING AND VISUALISATION OF CONSTRUCTION PROJECTS, HELPING
ANTICIPATE AND RESOLVE POTENTIAL ISSUES BEFORE THEY ARISE.

METHODS TO ENSURE CLEAR COMMUNICATION AMONG

STAKEHOLDERS

 REGULAR MEETINGS: HOLDING REGULAR MEETINGS WITH STAKEHOLDERS,

INCLUDING CLIENTS, CONTRACTORS, AND TEAM MEMBERS, ENSURES EVERYONE
IS UPDATED ON PROJECT PROGRESS AND ANY CHANGES.
 DETAILED DOCUMENTATION: KEEPING THOROUGH RECORDS OF ALL
COMMUNICATIONS, DECISIONS, AND CHANGES HELPS MAINTAIN CLARITY AND
ACCOUNTABILITY.
 TRANSPARENT REPORTING: PROVIDING TRANSPARENT PROGRESS REPORTS
HELPS KEEP STAKEHOLDERS INFORMED AND ENGAGED, FOSTERING TRUST AND
COLLABORATION.
USE OF TECHNOLOGY AND TOOLS TO FACILITATE COMMUNICATION

IN TODAY’S DIGITAL AGE, LEVERAGING TECHNOLOGY CAN SIGNIFICANTLY ENHANCE

COMMUNICATION:
 PROJECT MANAGEMENT SOFTWARE: TOOLS LIKE PROCORE, ACONEX, AND
PLANGRID STREAMLINE COMMUNICATION, DOCUMENTATION, AND REPORTING,
MAKING IT EASIER TO MANAGE COMPLEX CONSTRUCTION PROJECTS.
 MOBILE COMMUNICATION APPS: APPS LIKE SLACK AND MICROSOFT TEAMS
FACILITATE REAL-TIME COMMUNICATION, ENSURING TEAM MEMBERS CAN
COLLABORATE AND RESOLVE ISSUES PROMPTLY.
 DOCUMENT SHARING PLATFORMS: PLATFORMS LIKE DROPBOX AND GOOGLE
DRIVE ENABLE EASY SHARING AND ACCESS TO PROJECT DOCUMENTS, ENSURING
EVERYONE HAS THE INFORMATION THEY NEED WHEN THEY NEED IT.

STRATEGIES FOR EFFECTIVE COST MANAGEMENT

SEVERAL STRATEGIES CAN HELP MANAGE COSTS EFFECTIVELY:

 DETAILED COST ESTIMATION: CONDUCTING THOROUGH COST ESTIMATIONS AT
THE PROJECT OUTSET HELPS IDENTIFY ALL POTENTIAL EXPENSES, REDUCING THE
LIKELIHOOD OF UNEXPECTED COSTS.
 REGULAR FINANCIAL MONITORING: CONTINUOUSLY MONITORING FINANCIAL
PERFORMANCE AGAINST THE BUDGET HELPS IDENTIFY VARIANCES EARLY,
ALLOWING FOR CORRECTIVE ACTION TO BE TAKEN.
 VALUE ENGINEERING: THIS PROCESS INVOLVES EVALUATING PROJECT
COMPONENTS TO IDENTIFY COST-SAVING OPPORTUNITIES WITHOUT
COMPROMISING QUALITY OR FUNCTIONALITY.

DENTIFYING POTENTIAL RISKS IN CONSTRUCTION PROJECTS

CONSTRUCTION PROJECTS ARE INHERENTLY RISKY, WITH NUMEROUS POTENTIAL
HAZARDS, INCLUDING:
 WEATHER CONDITIONS: ADVERSE WEATHER CAN CAUSE SIGNIFICANT DELAYS
AND DAMAGE TO MATERIALS AND EQUIPMENT.
 SITE CONDITIONS: UNFORESEEN SITE CONDITIONS, SUCH AS UNSTABLE SOIL
OR HIDDEN CONTAMINANTS, CAN LEAD TO COSTLY DELAYS AND ADDITIONAL
WORK.
 LABOUR ISSUES: LABOUR SHORTAGES, DISPUTES, AND SAFETY INCIDENTS CAN
SIGNIFICANTLY IMPACT PROJECT TIMELINES AND COSTS.

TECHNIQUES FOR RISK ASSESSMENT AND MITIGATION

SEVERAL TECHNIQUES CAN HELP ASSESS AND MITIGATE RISKS EFFECTIVELY:

 RISK ASSESSMENT MATRIX: THIS TOOL HELPS IDENTIFY AND PRIORITISE RISKS
BASED ON THEIR LIKELIHOOD AND POTENTIAL IMPACT, ALLOWING FOR TARGETED
MITIGATION EFFORTS.
 SWOT ANALYSIS: CONDUCTING A SWOT (STRENGTHS, WEAKNESSES,
OPPORTUNITIES, THREATS) ANALYSIS HELPS IDENTIFY POTENTIAL RISKS AND
DEVELOP STRATEGIES TO ADDRESS THEM.
 SCENARIO PLANNING: DEVELOPING AND EVALUATING DIFFERENT SCENARIOS
HELPS PREPARE FOR POTENTIAL RISKS AND IDENTIFY APPROPRIATE RESPONSES.

EFFICIENT ALLOCATION OF HUMAN AND MATERIAL RESOURCES

RESOURCE ALLOCATION INVOLVES DISTRIBUTING THE NECESSARY HUMAN AND
MATERIAL RESOURCES TO VARIOUS PROJECT TASKS. EFFICIENT ALLOCATION ENSURES
THAT EVERY ASPECT OF THE PROJECT HAS THE RESOURCES IT NEEDS WHEN REQUIRED:
 LABOUR MANAGEMENT: ENSURING THE RIGHT NUMBER OF SKILLED WORKERS
ARE AVAILABLE FOR EACH TASK IS CRUCIAL. THIS INVOLVES COORDINATING WITH
LABOUR UNIONS, SCHEDULING SHIFTS, AND SOMETIMES HIRING TEMPORARY
WORKERS TO MEET PEAK DEMANDS.
 MATERIAL MANAGEMENT: EFFICIENT MATERIAL MANAGEMENT INVOLVES
TIMELY PROCUREMENT, PROPER STORAGE, AND DISTRIBUTION OF MATERIALS.
THIS ENSURES MATERIALS ARE AVAILABLE WHEN NEEDED, PREVENTING DELAYS
CAUSED BY SHORTAGES.

ENSURING COMPLIANCE WITH BUILDING STANDARDS

MAINTAINING COMPLIANCE WITH INDUSTRY STANDARDS INVOLVES ADHERING TO

ESTABLISHED GUIDELINES AND BEST PRACTICES:
 QUALITY STANDARDS: ENSURING THAT ALL CONSTRUCTION WORK MEETS
QUALITY STANDARDS SUCH AS NBC THAT HELPS MAINTAIN CONSISTENCY AND
RELIABILITY.
 SAFETY STANDARDS: ADHERING TO SAFETY STANDARDS SUCH AS THOSE SET
BY FIRE CODE OF THE PHILIPPINES ENSURES THAT CONSTRUCTION SITES ARE
SAFE FOR WORKERS AND THE PUBLIC.
 ENVIRONMENTAL STANDARDS: COMPLYING WITH ENVIRONMENTAL
STANDARDS SUCH AS THOSE OUTLINED IN THE BERDE OF THE PHILIPPINES
GUIDELINES HELPS MINIMISE THE ENVIRONMENTAL IMPACT OF CONSTRUCTION
PROJECTS.

COMMON CHALLENGES IN CONSTRUCTION PROJECT MANAGEMENT

CONSTRUCTION PROJECTS CAN FACE NUMEROUS CHALLENGES:

 UNEXPECTED DELAYS: DELAYS CAUSED BY WEATHER, SUPPLY CHAIN ISSUES,
OR UNFORESEEN SITE CONDITIONS CAN DISRUPT PROJECT SCHEDULES.
 BUDGET OVERRUNS: INACCURATE COST ESTIMATIONS OR UNEXPECTED
EXPENSES CAN LEAD TO BUDGET OVERRUNS.
  DESIGN CHANGES: LAST-MINUTE DESIGN CHANGES CAN IMPACT PROJECT
TIMELINES AND COSTS.

APPROACHES TO EFFECTIVE PROBLEM SOLVING

SEVERAL APPROACHES CAN HELP ADDRESS PROBLEMS EFFECTIVELY:

 ROOT CAUSE ANALYSIS: IDENTIFYING THE UNDERLYING CAUSE OF A PROBLEM
HELPS DEVELOP EFFECTIVE SOLUTIONS.
 BRAINSTORMING: INVOLVING THE PROJECT TEAM IN BRAINSTORMING SESSIONS
CAN GENERATE INNOVATIVE SOLUTIONS.
 SWOT ANALYSIS: CONDUCTING A SWOT ANALYSIS HELPS EVALUATE POTENTIAL
SOLUTIONS’ STRENGTHS, WEAKNESSES, OPPORTUNITIES, AND THREATS.

REFERENCES
https://designkeybuilders.com/construction-project-management-key-principles-for-
success/
https://ccr.work/principles-for-construction-project-management-success/
https://biblus.accasoftware.com/en/construction-project-management-principles/
https://edukedar.com/what-is-project-management/#gsc.tab=0
https://www.supras.biz/pdf/Smith-LW_2000_ProjectClarity.pdf
https://www.giorgiogiussani.it/project-managemet_EN
https://en.wikiversity.org/wiki/Construction_management
https://www.pmi.org/about/what-is-a-project#