Construction Managemnt CONSTRUCTION MANAGERS / LEADERS CONSTRUCTION MANAGEMENT PROCESS GROUPS PROJECT MANAGEMENT KNOWLEDGE AREAS PROJECT MANAGEMENT TRIANGLE

1. CONSTRUCTION
MANAGEMENT
PRESENTED BY
OSAMA KHALID
2016-CIV-329
PRESENTED TO
SIR MOHSIN
UET LAHORE

2. CONTENTS
PROJECT MANAGEMENT TRIANGLE
PROJECT MANAGEMENT KNOWLEDGE AREAS
CONSTRUCTION MANAGEMENT PROCESS GROUPS
CONSTRUCTION MANAGERS / LEADERS
WHAT IS CONSTRUCTION MANAGEMENT?

3. WHAT IS A PROJECT
• PROJECT IS THE COLLECTION OF ACTIVITIES, THAT ARE
RELATED OR CONNECTED, FOR DEVELOPING A PRODUCT
OR A SERVICE.
• PROJECTS HAVE ALWAYS START AND END TIMES.
• PROJECTS HAVE ALWAYS A CUSTOMER WHO USES THE
RESULTS.

4. PROJECT MANAGEMENT
• A SET OF SKILLS AND METHODS OF PLANNING,
ORGANIZING, AND MANAGING A PROJECT FROM
INCEPTION TO ITS SUCCESSFUL COMPLETION
• OPTIMIZE THE THREE ATTRIBUTES OF TIME, COST,
SCOPE AND QUALITY
CONSTRUCTION MANAGEMENT
• ACT OF MANAGING THE CONSTRUCTION PROCESS

7. PROJECT MANAGER
• A PERSON IN CHARGE OF OVERALL PROJECT PLANNING AND EXECUTION OF A
PROJECT IS CALLED PROJECT MANAGER.
LEADERSHIP
EFFECTIVE
COMMUNICATION
PLANNING
CONFLICT
RESOLUTION
PROBLEM SOLVING

9. DESIGN MANAGER
• A DESIGN AND BUILD MANAGER MANAGES ALL THE PROCESSES IN RELATION
TO PRODUCING A SET OF DRAWINGS THAT A BUILDING CAN BE BUILT FROM.
MANAGING
DESIGN TEAM
DESIGN
CONSULTANTS
DESIGN
PROCESS
CLIENT
REQUIREMENTS
DESIGN
PROCESS

11. QUANTITY SURVEYOR
• THE QUANTITY SURVEYOR IS THE PERSON RESPONSIBLE FOR FIGURING OUT
JUST WHAT A CONSTRUCTION PROJECT IS GOING TO COST.
FINANCES
CONSTRUCTION
COSTS
INSURANCE
REPLACEMENT
ESTIMATES
PRODUCTION
WITHIN BUDGET

13. SCHEDULAR
• A PROJECT SCHEDULE IDENTIFIES WHAT WORK NEEDS TO BE COMPLETED,
WHEN AND BY WHOM; CONSTRUCTABILITY ISSUES; AND KEY PROJECT
INTERFACES.
THE CREATOR
THE
COORDINATOR
THE
SUPPORTER
IDENTIFYING
ACTIVITIES
IMPACTING
REPORTING ON

15. CONTRACT MANAGER
• CONTRACT MANAGER IS THE PERSON WHO MANAGES THE CONTRACTS MADE
WITH THE CUSTOMERS, VENDORS, PARTNERS OR EMPLOYEES.
OVERSEE
PROJECTS
NEGOTIATING
THE TERMS
ENSURING
COMPLIANCE
DOCUMENTING
AND AGREEING
CHANGES

17. CONSTRUCTION MANAGEMENT PROCESS
GROUPS
ITNITIATING PLANING EXECUTION CONTROLING CLOSING

18. An idea for a project will be
carefully examined to
determine whether or not it
benefits the organization.
During this phase, a
decision making team will
identify if the project can
realistically be completed.
 CONCEPT
 SURVEY
 FEASIBILITY
A project plan, project
charter and/or project
scope may be put in
writing, outlining the work
to be performed.
 PRIORITIZE THE
PROJECT
 CALCULATE A
BUDGET
 SCHEDULE
 DETERMINATION OF
RESOURCES
Resources' tasks are
distributed and teams are
informed of
responsibilities. This is a
good time to bring up
important project related
information.
 CONSTERUCTION
 RESOURCE
MANAGEMENT
Project managers will
compare project status
and progress to the actual
plan, as resources perform
the scheduled work.
During this phase, project
managers may need to
adjust schedules or do
what is necessary to keep
the project on track.
After project tasks are
completed and the client
has approved the
outcome, an evaluation is
necessary to highlight
project success and/or
learn from project history.
 REPORT WRITING
INITIATION PLANNING EXECUTION
CONTROLLIN
G
CLOSING

19. FEASIBILITY REPORT
• A FEASIBILITY STUDY IS AN ANALYSIS OF THE VIABILITY OF AN
IDEA THROUGH A DISCIPLINED AND DOCUMENTED PROCESS OF
THINKING THROUGH THE IDEA FROM ITS LOGICAL BEGINNING TO
ITS LOGICAL END.
• FEASIBILITY STUDY IS CARRIED OUT IN ORDER TO ASSESS THE
VIABILITY OF A NEW PROJECT
• IT IS PRIMARY AND MOST IMPORTANT THING IN DEVELOPMENT
OF A PROJECT

20. REASONS TO DO FEASIBILITY STUDY
IDENTIFIES PROBLEM EARLY
REASONS NOT TO PROCEED
BUSINESS ALTERNATIVES
FOCUS TO THE PROJECT
“GO/NO GO” DECISION

21. PROJECT MANAGEMENT KNOWLEDGE AREA
PROJECT PROCUREMENT MANAGEMENT
PROJECT MATERIAL MANAGEMENT
PROJECT RISK MANAGEMENT
PROJECT HUMAN RESOURCE MANAGEMENT
PROJECT SCOPE MANAGEMENT
PROJECT QUALITY MANAGEMENT
PROJECT COST MANAGEMENT
PROJECT TIME MANAGEMENT

22. PROJECT TIME MANAGMENT
• “THE PROCESSES THAT ARE USED TO HELP ENSURE THE TIMELY COMPLETION OF
THE PROJECT”
PLAN OR
SCHEDULE
DEFINE
ACTIVITIES
SEQUENCE
ACTIVITIES
ESTIMATE
ACTIVITY
RESOURCE
ESTIMATE
ACTIVITY
DURATION
DEVELOP
SCHEDULE
CONTROL
SCHEDULE

23. PROJECT COST MANAGMENT
• “THE PROCESSES INVOLVED IN ESTIMATING, BUDGETING, AND CONTROLLING COSTS
SO THAT THE PROJECT CAN BE COMPLETED WITHIN THE APPROVED BUDGET”
PLAN COST
MANAGEMENT
ESTIMATES
COST
DETERMINE
BUDGET
CONTROL
COST

24. PROJECT QUALITY MANAGEMENT
• “THE PROCESSES INVOLVED IN PLANNING FOR MONITORING CONTROLLING
ASSURING FOR, MONITORING, CONTROLLING, AND THE QUALITY
REQUIREMENTS OF THE PROJECT ARE ACHIEVED”
PLAN QUALITY
MANAGEMENT
PERFORM
QUALITY
ASSURANCE
CONTROL
QUALITY

25. PROJECT SCOPE MANAGEMENT
• “THE PROCESSES INVOLVED IN ENSURING THE PROJECT INCLUDES ALL THE
WORK REQUIRED, AND ONLY THE WORK REQUIRED, FOR COMPLETING THE
PROJECT SUCCESSFULLY”
PLAN SCOPE
MANAGEMENT
COLLECT
REQUIRENMENTS
DEFINE SCOPE CREATE WBS VALIDATE SCOPE CONTROL SCOPE

26. HUMAN RESOURSES MANAGEMENT
• “THE PROCESSES INVOLVED IN THE PLANNING ACQUISITION DEVELOPMENT
AND MANAGEMENT OF THE PROJECT TEAM”
PLAN HUMAN
RESOURCE
MANAGEMENT
ACQUIRE
PROJECT
TEAM
DEVELOP
PROJECT
TEAM
MANAGE
PROJECT
TEAM

27. PROJECT RISK MANAGEMENT
• “THE PROCESSES INVOLVED WITH IDENTIFYING, ANALYZING, AND
CONTROLLING RISKS FOR THE PROJECT”
Plan Risk
Management Identify Risks
Perform
Qualitative
Risk Analysis
Perform
Quantitative
Risk Analysis
Plan Risk
Responses
Monitor and
Control Risks

28. PROJECT MATERIAL MANAGEMENT
• “THE PROCESSES INVOLVED WITH THE MANAGEMENT OF MATERIALS
REQUIRED FOR THE CONSTRUCTION PROCESS”
MATERIAL
PLANNING
PURCHASING
STORE
KEEPING
INVENTORY
CONTROL
INSPECTION
AND
DESPATCHING
DISPOSAL OF
SCRAP AND
PRESERVATION
OF SURPLUS
MATERIAL

29. • “THE PROCESSES INVOLVED WITH PURCHASING OR ACQUIRING PRODUCTS,
SERVICES, OR RESULTS FOR THE PROJECT”
PLAN
PROCUREMENT
MANAGEMENT
CONDUCT
PROCUREMENTS
CONTROL
PROCUREMENTS
CLOSE
PROCUREMENTS
PROJECT PROCUREMENT MANAGEMENT

30. PROJECT MANAGEMENT TRIANGLE
• WHEN IT COMES TO PROJECT
MANAGEMENT, THESE FACTORS
CONSTITUTE THE MOST IMPORTANT
PARAMETERS.
1. TIME
2. COST
3. SCOPE
4. QUALITY
TIME
COST
QUALITY
SCOPE

31. TIME AND COST RELATIONSHIP
• IT IS IMPOSSIBLE TO CHANGE ONE
CONSTRAIN OF THIS TRIANGLE WITHOUT
AFFECTING THE OTHER.

32. 100%
0%
Ability to Influence Construction Costs over Time
LevelofInfluenceonCost
Oper.
Concept &
Feasibility
Design and
Engineering
Procurement and Construction Startup
AbilitytoInfluenceCosts
ConstructionCost

33. • DESIGN TO MINIMIZE REQUIRED LABOR
• SPECIFY LOCALLY AVAILABLE MATERIAL
• ALLOW SUBSTITUTION OF EQUAL QUALITY MATERIAL
• AVOID ONE-OF–A-KIND OR NON-STANDARD ITEMS WHERE
POSSIBLY
• DESIGN STRUCTURES WITH AS MANY REDUNDANT ELEMENTS AS
POSSIBLE
• DESIGN SHOULD ALLOW CONSTRUCTION USING THE PREVAILING
METHODS AND EQUIPMENT
• SPECIFY A QUALITY OF WORKMANSHIP CONSISTENT WITH THE
DESIGN PROFESSIONALS SHOULD

34. EFFECT OF TIME ON COST