2. CONSTRUCTION ENGINEERING AND MANAGEMENT
CONSTRUCTION ENGINEERING : Construction engineering concerns the
planning and management of the construction of structures such as highways, bridges,
airports, rail roads, buildings, dams, and reservoirs.
• They are required to plan construction activities, supervise the installation of
structural elements and inspect the building upon completion.
• Construction engineers work with architects and engineering technicians on
building design and on-site problem solving . Construction engineers also compile
reports which detail the cost feasibility and estimation of the project.
CONSTRUCTION MANAGEMENT : Construction management is the process of
planning, coordinating and providing monitoring and controlling of a construction
project. There are few types of construction that use construction management, they
are industrial, civil, commercial, environmental and residential. Each category has its
own way of running projects, but all will follow the construction management
methodology.
Construction management has five stages, where project management has five
phases. The stages are design, pre-construction, procurement, build, and owner
occupancy.
3. • It is a specialized form of project management that oversees all aspects of a
Building project from beginning to end .
• Whether , it is a Residential, commercial or industrial property , construction
manager acts as liaison b/w three key stakeholders , owner, architect and general
contractor .
• The construction manager must oversees all components and ensure cost and time
budgets are met.
• It is a professional service that provides a project’s owner(S) with effective
Management of the project’s schedule, cost , quality , safety, scope and Function.
Construction management is compatible with all project delivery Methods.
• Construction Manager is solely responsible for a successful Manager .
4. CONSTRUCTION ENGINEERING AND MANAGEMENT
Construction Engineering and management involves the application of technical and
Scientific knowledge to infrastructure construction projects.
While engineering focuses on design and construction mangement is concerned with
overseeing the actual construction , CEM often represents a blend of both disciplines,
bridging design and management or project execution .
• Construction Engineering Mangers may have an educational background at both
graduate and undergraduate levels as well as experience in construction management
techniques.
• Construction engineering are often called upon to use computers and construction
management software to produce and analyze designs for their projects . They are
responsible for assembling teams of qualified engineers who can ensure completion of
a given project. Construction engineering managers also need to possess the right
knowledge for controlling estimation and planning of associated costs for a project.
5. JOB RESPONSIBILITES OF CONSTRUCTION
ENGINEERING AND MANAGEMENT
• Construction engineering and managers must posses a thorough
understanding of Laws , regulations and building codes, especially those
that have a direct imapct on the project at hand. They must be able to
estimate the total cost of a given project with consideration to
(i) site inspection
(ii) Drainage , sewage and Elevation level tests
(iii) Equipment & Materials
(iv) Labor
Planning and overseeing the construction operations of a project conducting
site layout:-
• scheduling
• selecting equipment
• organizing the work crew
• Managing Materials
6. • safe guarding the materials
• Building Temporary structures
• Designing both temporary and Permanent structures checking and
modifying plans and specifications for constructability , efficiency &
safety.
• Developing cost estimates and preparing bids
• Utilizing Building information Modelling (BIM) software for 3D modelling
• Managing sub contractor firms
• Working with the owner to ensure that the project meets requirement.
• Solving job site problems , moving b/w the field & office.
• Gaining additional education and Training .
8. Introduction to Construction Projects
CONSTRUCTION PROJECT:-
A construction project, sometimes just referred to as a ‘project’, is the organised
process of constructing, renovating, refurbishing, etc. a building , structure or
infrastructure .
PROJECT :-
“A project is a unique set of coordinated activities with definite starting and finishing
points, undertaken by an individual or organization to meet specific objectives within
defined time Schedule , cost and performance” (BSI, 1996) .
• Every project is unique in its own way; there are certain basics which define most
project work. These are: objectives, constraints, lifecycle.
• The project process typically starts with an overarching requirement which is
developed through the creation of a brief, feasibility studies, option
studies, design, financing and construction.
• Construction projects are typically one off's. That is, a project
team, brief and financing are put together to produce a unique design that delivers
a single project
9. CONSTRUCTION PROJECT MANAGEMENT :-
It is the overall planning, coordination, and control of a project from beginning to
completion. It is aimed at meeting a client's requirement in order to produce a
functionally and financially viable project. The management of construction projects
requires knowledge of modern management principles as well as an understanding of
the design and construction process.
CONSTRUCTION PROJECT OBJECTIVES :-
Objectives are describing what the project is trying to
accomplish, or what business value the project will achieve.
Generally, any project objectives can be described as follows: -
• To ensure finishing and delivering the project on time –
• To ensure the delivery of the project within budget.
• To ensure reaching the required level of quality, through
reducing errors, improving effectiveness, and applying the
appropriate control
10. PROJECT CONSTRAINTS :-
Each project needs to be performed and delivered under certain constraints. These
constraints are typically as shown below:
• Mainly, project management wishes to provide at the end of the project a product which
is delivered on Time with a high Quality and minimum Cost. However, it is practically
difficult to achieve this.
• The reduction of project’s time involves increasing cost (this could mean using extra
labor and equipment), or reducing quality of work.
PROJECT LIFECYCLE (PROJECT DEVELOPMENT STAGES) :-
The project manager and project team have one shared goal to carry out the work of the
project for the purpose of meeting the project’s objectives. Every project has a beginning , a
Middle period which activities move the project toward completion , and an ending ( either
successful or unsuccessful). A standard project typically has the following four major phases
( each with its own agenda of tasks and issues ) : Initiation, Planning & Design, Execution/
Implementation , and Closing . Taken together , these phases represent the path a project
takes from the beginning to its end and are generally referred to as the project “life cycle”.
Initiation
During the first of these phases, the initiation phase, the project objective or need is
identified; this can be a business problem or opportunity. An appropriate response to the
need is documented in a business case with recommended solution options. A feasibility
study is conducted to investigate whether each option addresses the project objective and a
final recommended solution is determined. Issues of feasibility (“can we do the project?”)
and justification (“should we do the project?”) are addressed.
11. • Once the recommended solution is approved, a project is initiated to deliver the
approved solution and a project manager is appointed. The major deliverables and the
participating work groups are identified, and the project team begins to take shape.
Approval is then sought by the project manager to move onto the detailed planning
phase.
Planning Phase
• The next phase, the planning phase, is where the project solution is further developed in
as much detail as possible and the steps necessary to meet the project’s objective are
planned. In this step, the team identifies all of the work to be done. The project’s tasks
and resource requirements are identified, along with the strategy for producing them.
This is also referred to as “scope management.” A project plan is created outlining the
activities, tasks, dependencies, and timeframes. The project manager coordinates the
preparation of a project budget by providing cost estimates for the labor, equipment, and
materials costs. The budget is used to monitor and control cost expenditures during
project implementation.
• Once the project team has identified the work, prepared the schedule, and estimated the
costs, the three fundamental components of the planning process are complete. This is an
excellent time to identify and try to deal with anything that might pose a threat to the
successful completion of the project. This is called risk management. In risk
management, “high-threat” potential problems are identified along with the action that is
to be taken on each high-threat potential problem, either to reduce the probability that
the problem will occur or to reduce the impact on the project if it does occur. This is also
a good time to identify all project stakeholders and establish a communication plan
describing the information needed and the delivery method to be used to keep the
stakeholders informed.
• Finally, you will want to document a quality plan, providing quality targets, assurance,
and control measures, along with an acceptance plan, listing the criteria to be met to gain
customer acceptance. At this point, the project would have been planned in detail and is
ready to be executed.
12. Implementation (Execution) Phase
• During the third phase, the implementation phase, the project plan is put into
motion and the work of the project is performed. It is important to maintain control
and communicate as needed during implementation. Progress is continuously
monitored and appropriate adjustments are made and recorded as variances from
the original plan. In any project, a project manager spends most of the time in this
step. During project implementation, people are carrying out the tasks, and progress
information is being reported through regular team meetings. The project manager
uses this information to maintain control over the direction of the project
by comparing the progress reports with the project plan to measure the performance
of the project activities and take corrective action as needed. The first course of
action should always be to bring the project back on course (i.e., to return it to the
original plan). If that cannot happen, the team should record variations from the
original plan and record and publish modifications to the plan. Throughout this
step, project sponsors and other key stakeholders should be kept informed of the
project’s status according to the agreed-on frequency and format of communication.
The plan should be updated and published on a regular basis.
• Status reports should always emphasize the anticipated end point in terms of cost,
schedule, and quality of deliverables. Each project deliverable produced should be
reviewed for quality and measured against the acceptance criteria. Once all of the
deliverables have been produced and the customer has accepted the final solution,
the project is ready for closure.
13. Closing Phase
During the final closure, or completion phase, the emphasis is on releasing the final
deliverables to the customer, handing over project documentation to the business,
terminating supplier contracts, releasing project resources, and communicating the
closure of the project to all stakeholders. The last remaining step is to conduct lessons
learned studies to examine what went well and what didn’t. Through this type of
analysis, the wisdom of experience is transferred back to the project organization,
which will help future project teams.
Example: Project Phases on a Large Multinational Project
• A U.S. construction company won a contract to design and build the first copper
mine in northern Argentina. There was no existing infrastructure for either the
mining industry or large construction projects in this part of South America. During
the initiation phase of the project, the project manager focused on defining and
finding a project leadership team with the knowledge, skills, and experience to
manage a large complex project in a remote area of the globe. The project team set
up three offices. One was in Chile, where large mining construction project
infrastructure existed. The other two were in Argentina. One was in Buenos Aries to
establish relationships and Argentinian expertise, and the second was in
Catamarca—the largest town close to the mine site. With offices in place, the
project start-up team began developing procedures for getting work done, acquiring
the appropriate permits, and developing relationships with Chilean and Argentine
partners.
14. • During the planning phase, the project team developed an integrated project schedule
that coordinated the activities of the design, procurement, and construction teams. The
project controls team also developed a detailed budget that enabled the project team to
track project expenditures against the expected expenses. The project design team built
on the conceptual design and developed detailed drawings for use by the procurement
team. The procurement team used the drawings to begin ordering equipment and
materials for the construction team; develop labour projections; refine the construction
schedule; and set up the construction site. Although planning is a never-ending process
on a project, the planning phase focused on developing sufficient details to allow various
parts of the project team to coordinate their work and allow the project management
team to make priority decisions.
• The implementation phase represents the work done to meet the requirements of the
scope of work and fulfill the charter. During the implementation phase, the project team
accomplished the work defined in the plan and made adjustments when the project
factors changed. Equipment and materials were delivered to the work site, labour was
hired and trained, a construction site was built, and all the construction activities, from
the arrival of the first dozer to the installation of the final light switch, were
accomplished.
• The closeout phase included turning over the newly constructed plant to the operations
team of the client. A punch list of a few remaining construction items was developed and
those items completed. The office in Catamarca was closed, the office in Buenos Aries
archived all the project documents, and the Chilean office was already working on the
next project. The accounting books were reconciled and closed, final reports written and
distributed, and the project manager started on a new project.
16. PROJECT RESOURCES :-
Any project’s resources can be classified as follows: -
Time - Cost (Money) - Labour (Man-power) - Materials - Equipment (Machines)
In order to improve the application of any of the 4Ms ( Man-power, Machines,
Materials, and Money, ), so that they become more efficient and productive and
therefore finishing the project .
on Time and at the required level of Quality, a control system of each resource should
be prepared.
For Example: -
• To improve Man-power, (motivation, leadership, safety, productivity, and
scheduling) should be improved.
• To improve the application of Machines, (productivity, Scheduling, construction
method, and contracts) should be improved.
• To improve the use of Materials, (scheduling, quality, chemical, suitability, and
purchasing/hiring) should be improved.
• To improve the application of Money, (sources of funds, scheduling, estimating,
and cash-flow) should be improved.
17. PROJECT PARTICIPANTS :-
• Each project, whatever is its type or what kind of construction involves, requires the
participation of three main parties. These participants are the Owner,
Engineer/Designer, and Contract.
• In addition to these main participants, there are other sub-players, such as
Consultants, Suppliers, Sub-contractors, and many others. They are working
together under the role of the Project Manager in order to deliver the project’s final
product.
TYPES OF CONSTRUCTION PROJECTS :-
Construction work mainly includes anything is built and permanently attached to the
ground. This includes different kinds of structures such as, multi-storey buildings,
bridges, dams, roads, etc. Generally, construction work is classified under one of the
following categories:
• Building construction work- [For example, residential complex, commercial
towers,
hospitals, malls, etc.]
• Engineering construction work- [For example, dams, bridges, airports, highways,
etc.]
• Industrial construction work- [For example, petroleum structures, electric-power
plant, water plants, etc.]
• Specialised construction work- [For example, deep tunnels, wind turbines, etc.]
18. • EXISTING CONSTRUCTION PRACTICES :-
The standard and planned practices followed in the construction industry that will
guarantee optimal outcome and profit are regarded as best practices in construction.
These practices can be a policy, procedure or a complete system implemented at a given
period of time. The practices best for one project won’t be very much helpful for a
different project. But in general, there are common practices that when done with
complete excellence will boost any construction project. Looking back, over a decade,
the construction activities have changed, new technologies came up and the way of
project procurement and management too changed.
Best practices in Construction
• Procurement
• Partnering
• Risk Management
• Value Management
• Benchmarking
• Supply Chain Management
• Whole Life Costing
• Health and Safety
• Lean Construction
• Sustainable Construction
19. 1. Procurement
The procurement practice involves:
Selecting Appropriate Method for Construction Management
• Selection of Best team for the design
• Selection of best team to deliver
• Select best team to Operate the facility
Contracting by focusing on lowest price tendering and lump sum contracts is a better
practice. The procurement practice must follow the project life cycle.
2. Partnering
When compared to the traditional approach of working, the partnering is an different
working style. This takes a collaborative approach in working. It has been proved through
great projects that working through partnering helps in achieving
• Greater value of money
• Higher Profits for the company
• Quality Improvement
• Prediction of project completion
The characteristics of partnering are:
• The pricing is open book procedure
• The problem resolution is agreed
• Work is carried out in terms of trust and cooperation
• Continuous improvement is committed throughout the project
• Have a set of mutual objectives
• Partnering is currently a great aspect in the construction industry.
20. 3. Risk Management
Risk in projected are always expected and it is necessary to maintain a “risk register”.
This will help to enter all the risk faced from the starting of the project to its end.
Along the risk encountered, the method used to manage is also recorded. This helps
to be applied in other projects. Risk assessing and analyzing will help to assign
appropriate actions to different project team. The risk assessment is an activity that
have to be performed in a regular basis and in no case be ignored. For all risk residual
items, it is necessary to have some financial allowance. The cost of this item can be
avoided by selecting a best solution for the problem faced.
4. Value Management
This key practice takes into account time, cost and risk constraints, in order to meet
the clients business needs. The method of value management will involve complete
collaboration with the team. The team is in charge of design and delivery of the
project. This team will also include the end-users and the stake holders. The steps in
value management are:
• Identify the need of client in terms of benefits and their priorities
• Different options to satisfy the needs are identified and evaluated
• Options assessed in terms of risk, cost, and satisfaction.
21. Value management is a systematic approach. This helps in generating different options
to satisfy the requirements of the clients. Value management is practiced through the
project life. In parallel the risk management is also followed. At the end of every
project, it is analyzed and found how the value management helps in satisfying the
requirements of the clients and the stakeholders.
5. Benchmarking
This method is practiced by comparing with other completed projects. The performance of
different projects are compared each other. The lessons from each project is used to make
best performances for new projects. Benchmarking is a method that improves the
performance of the project in a logical and systematic way. It determines the following
question:
• Who performs better?
• Why they perform better?
• What action will improve the performance?
The practice of benchmarking will focus on the efforts on successful critical issues. The
basis
of comparison in the benchmarking process is based on the following criteria's:
• Environment
• Time, cost, quality
22. • Safety and Productivity
• Profitability
• Construction Consultants
• M & E contractors
• Construction Products Industry
6. Supply Chain Management in Construction
In construction, this term is new. Here, all the operations of the organizations are
integrated that is associated with the delivery of a product or a service. Hence, from
the primary producer till the end user this is analyzed. Supply chain management in
construction will involve analyzing from:
• Material
• Suppliers
• Manufacturer
• Distributors
• Installation
• Contractors
• Designers
• Client organization
23. • The supply chain management helps in providing prospect for achieving cost saving
and the improvement of value. This will make the company to work effectively
throughout the entire supply chain. Hence, supply chain management is now a
central issue for many construction clients and companies. Two main practices
necessary to make a supply chain work properly are Operation
practices and Management practices. The operational practices monitor, how
materials are ordered and delivered to the site, selection of the trade contractors,
their involvement in design and planning, methods to reduce invoice and
transaction costs. The Management practices will support collaborative methods, in
order to support the working system. It enables systems to ensure proper
accountability, support and incentives to the supply chain partners.
7. Whole Life Costing
Here, the cost of ownership is measured of a building. This will take into consideration
the sum of:
• Initial Capital Cost for making the building
• Cost of maintenance of the building
• Cost of servicing the building
The cost of maintenance of the building is practically more when compared to the
initial capital cost. This make the whole life costing an essential practice in
construction.
24. 8. Health and Safety in Construction
The two main criteria while considering the health and safety in construction are that :
• The right of workers to be protected against risk and save their health.
• Effective planning and managing of the construction site to make it safe thus
gaining productivity and profitability.
The primary step in health and safety practice in construction is proper planning. The
designing stage should also take into consideration that no health and safety issues
are followed in the design. The secondary is planning and scheduling. Thus the
execution process are clearly understood and performed safely. Finally to organize and
control the works on the construction site. Along with we need to ensure that
• Workers are properly trained and competent
• Proper supervision with clear instructions are held
• Right tools, equipment and safety clothing's
• Awareness about health and safety
25. 9. Lean Construction Practice
In this practice, after analyzing a approach, the process that adds cost is reduced or
removed by keeping the process that will add value. Value is given more priority and
cost. Thus, lean construction is a practice to manage the production activity. The 5
main principles of lean construction are :
The value from customer’s perspective is specified
• Identification and integration of process that will deliver value
• Produce the required when it is required
• Earn perfection through continuous improvement
• The value from customer’s perspective is specified
• Value is allowed to flow avoiding bottlenecks and any disruption
10. Sustainable Construction
Sustainable construction focuses to have social, economic and environmental
performance of the industry. The practices focus on:
• Getting maximum profit that help to recognize the business.
• Deliver buildings with greater satisfaction, well-being and value
26. • Respect and fair treatment of the employees. Considering health and safety factors,
welfare conditions etc.
• Protection and enhancement of the environment.
• Waste reduction and pollution during the construction process
• Energy efficient buildings by taking energy from renewable resources.
PROJECT MANAGEMENT SYSTEMS
A project management system is a means of managing a project by planning,
organizing, and managing its different required aspects. Depending on the
sophistication of the project management system, it can include:
• Estimation activities
• Scheduling
• Cost control and budget management
• Resource allocation
• Quality management
• Risk management
• Change control
• Decision-making managing
27. Project management systems fall into two very broad categories: general software
applications and project management software applications.
MAIN COMPONENTS OF A PROJECT MANAGEMENT SYSTEM
A project management system covers a broad range of elements in a project plan. The
system helps you to organize and access this information when needed, including the
following common project plan components:
Scope
Setting a clearly defined scope for a project is important. It defines the expectations
for the project and ensures that all parties understand these expectations. Clearly
outlining your scope within your project management system can help to avoid scope
creep, in which a client or stakeholder attempts to add new elements without
corresponding allowances.
Success measures
Understanding how stakeholders judge the success of a project at its completion is
important when planning and executing that project. This allows for optimized work to
meet those measures and avoids misunderstandings about expectations at the
conclusion of the project.
28. Deliverables
At the end of the project, if stakeholders expect specific deliverables from the project,
it's important to include this in the project management system. This section may also
include details about deliverables, such as quantity and quality information. Listing the
deliverables in the project management system provides a written record of the
expectations for the project to avoid misunderstandings or disagreements at delivery.
Work breakdown structure
The work breakdown structure is a critical component of a project management
system. This section defines the tasks required in order to complete the project and
meet all the goals and expectations for it. It also includes which staff members or
teams are responsible for each task in the project and helps to ensure that staff
understands their roles and expectations during execution.
Schedule
Setting a timeline is an important step for any project plan. The project management
system helps to manage scheduling throughout the execution of a project by providing
timelines for both the overall project and individual elements within its execution.
Project management systems may include incorporation across multiple apps or
pieces of software in order to make it easy for staff to understand their timeline
expectations and to track progress for each task relative to expected delivery dates.
29. Budget
Keeping a project on budget is an important task for a project manager. A project
management system can help you track both the overall spending on a project and help you
allocate your budget efficiently. Project management software within your system may
allow for simplified monitoring of spending of allocated budgets as well. This helps you
determine if departments require reassessments of their funding to move it from a task
that's under budget to one in need of more funding.
Quality control
Quality control is the process of ensuring that deliverables and production on a project
meet the required standards. A project management system may put safeguards into place
to identify when metrics show quality levels have fallen below a set threshold. This allows
you to make prompt changes in order to increase quality levels and meet targets.
Staff management plan
A staff management plan provides guidance for human resources professionals within an
organization. It can be a valuable part of a project management system by helping to
provide structure to human resources staff when working with staff on the project . This
includes managing staff assigned to teams and the hours they work on the project.
Stakeholders
The stakeholders on a project are those who have an invested interest in its success. This
may include both outside investors and ownership within an organization. The stakeholders
section lists who the stakeholders are for a project as well as their levels of control, which
may vary from being an active participant to simply benefiting from the results of a
successful operation. It can also include what the individual stakeholders' goals are for the
project.
30. Communication pipeline
Communication is important on any project, and your project management system can
facilitate this in two ways. First, noting plans for formal communication within the
organization, such as any important events and meetings. The software you use as
part of your project management systems may also help you improve communication
on the project by providing software, such as company chat rooms or messaging
systems, to discuss the project.
Risk assessment
Understanding the risks of a project is a key piece of planning effectively in order to
minimize your exposure. The risk section of a project management system analyzes
both the potential cost of risks you face on the project and the likelihood of encountering
them in order to determine the overall risk they present. Risks you may include in this
component can include time-based, quality-based and financial.
Procurement plan
When working on a project that requires outside resources, it's important to account for
how you intended to obtain the resources. This can refer to the physical resources you need
in order to execute the project. It may also refer to labor resources, such as tasks that
require you to contract out work to another professional or organization.
31. PROJECT SCALE
The project scale is relative to the size and experience of the organization hosting the
project.
project scale is related not just to the size of the project (often measured in terms of
time, money and people) but also to the context of the project’s complexity, risk and
importance.
Organizations should consider developing a yardstick for calibrating the project scale
of their projects.
PROJECT TEAM
In a project, a project team or team is defined as "an interdependent collection of
individuals who work together towards a common goal and who share responsibility
for specific outcomes of their organizations".
• project teams require involvement from more than one department, therefore most
project teams can be classified as cross-functional teams. The project team usually
consists of a variety of members often working under the direction of a project
manager or of a senior member of the organization. Projects that may not receive
strong support initially often have the backing of a project champion. Individual
team-members can either be involved on a part-time or full-time basis. Their time
commitment can change throughout the project depending on the project
development stage.
• Project teams need to have the right combination of skills, abilities and personality
types to achieve collaborative tension. Teams can be formulated in a variety of
ways. The most common method is at the discretion of a senior member of the
organization.
