The document provides an overview of construction management covering its aims, objectives, and the roles of architects and project managers. It emphasizes the importance of effective planning, organizing, and resource management to ensure construction projects are completed on time, within budget, and to the required quality standards. Key aspects include managing costs, safety, quality, and communication throughout the project lifecycle.

1. Building Construction
Management
Module 1: Introduction

2. Syllabus

3. Contents
Construction Management
Aim, objectives and functions of
construction management.
Role of Architect & Construction/Project
Manager in Construction Management.
Resources of construction Industry.

4. Construction
Construction means any physical change or change in the
method of operation with the process of building, altering,
repairing, remodeling, or improving an infrastructure facility.

5. Management
Management is a process of planning, decision making,
organizing, leading, motivation and controlling the human
resources, financial, physical, and information resources of an
organization to reach its goals efficiently and effectively.

6. Construction
Management
 Construction Management is the discipline/process
of Planning, Organizing, Securing And Managing
Resources to deliver specific objectives. A project is
a temporary endeavour, having a defined beginning
and end undertaken to meet specific objectives and
benefits, as defined in a business case
 Construction management (CM) is a professional
service that uses specialized, project management
techniques to oversee the planning, design, and
construction of a project, from its beginning to its end.

8. The purpose of Construction
management is to control a
project's time / delivery, cost and
quality—sometimes referred to as
a project management triangle or
"triple constraints.“

9. Aimof
Construction
Management
The main aim of construction management is to
manage and control the progress of construction
projects.
Through Construction Management, planning, coordination,
budgeting, and supervisor of the project from start to finish
can be monitored to ensure construction projects remain on
time, on budget, and meet all goals for safety, scope,
function, and quality.
Properly implemented construction management also
ensures clients to maintain access and control, while
concurrently ensuring projects run as smoothly as possible.

10. Optimum utilization of
Human
Material
Finance and time resources for Economica
Construction
Safe and timely completion of construction project
Planning and scheduling
Organizing
Organization
Staffing
Aimof
Construction
Management

11. Objectives of
Construction
Managemet
All of the objectives of construction management can cover six
principal fields of construction management: quality, safety, function,
scope, schedule and costs. These objectives are presented in the list
below:
• Supervise and instruct all of the personnel on-site about the proper
procedures and activities;
• Calculate and negotiate budgets, schedules and cost estimates;
• Keep in mind various legal and safety requirements, along with
other regulations;
• Create an educated choice on which construction strategies and/or
methods to work with;
• Make regular work progress reports and present them to the client;
• Hire and instruct various subcontractors, laborers and so on;
• Work through the terms of the contract and different technical
nuances with your employees;
• Initiate collaborations with specialists from other departments, like
engineers, architects, and so on

12. Roleof Project
Manager
Cost management: Maintain awareness of all costs
associated with a project; budget management; anticipate any
changes to project scope that could impact cost.
• Contract administration: Create contracts for
subcontractors and suppliers; manage payments to contractors;
source materials and suppliers.
• Health and safety management: Ensure everyone on-
site follows health and safety regulations; prepare health
and safety documentation; implement suitable protocols for
ongoing practices and regular monitoring.
• Quality management: Deliver projects that meet clients'
specifications; ensure all work complies with quality
standards; facilitate regular checks throughout the project
lifecycle; use a total quality management approach
(TQM) to help reduce costs in remedial work; minimize delays;
maintain relationships with clients, contractors, and
staff.

13. Roleof Project
Manager

14. TimeManagementstrategiesforCPM

15. • Communication skills: This position involves maintaining
relationships with clients and contractors, as well as writing
reports and reviews. Being able to speak professionally to a
variety of stakeholders and explain complex concepts to
stakeholders with limited knowledge of technical language
is key.
• Problem-solving skills: These project managers must be able to
quickly assess a problem and devise solutions that positively
impact or reduce the negative impacts. They use critical
thinking, analysis and decision-making to do so.
• Computer-aided design: To complete the design components of
the job, these professionals must be proficient at using industry-
standard software, particularly Revit, a building modeling
software, and AutoCAD, a commercial design and drafting
software.
• Knowledge of building and zoning codes: The architectural
project manager helps ensure compliance with local building
codes, so they need to know both geographic codes and relevant
industry standards.
Commonskillsfor
architectural
projectmanagers

16. Roleof
Architect
Project Discussion
• Initially understanding the client’s requirement through a detailed discussion.
• Discussion about the expected budget, site characteristics, and other planning
regulations of that area.
• Understanding the strengths and weaknesses of the site.
• Bringing and presenting the feasibility study
Preparation of Drawings
• The different drawings an architect can render includes floor plans, site plan,
elevations, structural drawings, 3D models and 3D views.
Cost Estimation
• Calculation of the capital required for the project completion.
Construction Stage
• Once construction begins, the architect performs site visits and meetings, negotiations
with contractors.
• Some of the documentation that takes place during construction phases will require
the architect’s signature and approval.

17. • Creation of progress reports between different parts of a project
• Subcontractor selection and hiring process
• Estimates and negotiations for timetables and budgets
• Monitoring of compliance with various legal requirements and
other regulations
• Construction personnel and on-site activity supervision
• Be ready to respond to various problems or emergencies that
might result in work delays
• Choosing the right construction strategy or method for the
situation
• Explaining technical nuances and contract terms to employees or
professionals in different fields
• Team up with various specialists in the field, such as engineers,
architects, and so on
Summary

18. • Project management: An architectural project manager needs to
have the organizational and logistic skills to follow a project
start to finish, which can include scheduling, budgeting, planning,
design and cost control.
• Personnel management: This position involves managing
others by supervising specific employees or acting as a
mentor to other team members.
• Architectural experience: This position spends considerable time
managing the construction of buildings, so knowledge of the
general process is crucial.
• Drafting and architectural engineering knowledge: These skills
involve reviewing the technical elements of a project and checking
and approving plans.
•
Commonskillsfor
architectural
projectmanagers

19.  Traditional methods do not allow the owner to take an
active role in the construction project. While most people
assume owners want nothing to do with the project until
completion, it is becoming more common for owners to
want and/or need access to their project. Properly
implemented construction management ensures
owners maintain access and control, while
concurrently ensuring projects run as smoothly as
possible.
 Construction Managers represent the owner’s interests
in the project, helping to ensure the project stays aligned
with the owner’s objectives and priorities. Construction
Managers help coordinate between the owner’s needs
and the contractors’ execution to resolve issues during
the life of the project, avoiding disruptive disputes.
Construction
Management
givesOwners
morecontrol

20. •

21. •
Resourcesof
construction
industry
Money
Time
Quality
Scope
Safety
Procureme
nt
Contract
Communic
ation
Material
Equipment
Workforce
/ Human
Technolog
y
Environme
nt

22. Construction
resource
management
Construction resource management is a comprehensive
process that entails proactive planning, scheduling, and
managing of enterprise-wide resources for the construction
industry. It helps to accomplish every task with precision and
meet the project objectives within time. It allows managers
to deliver projects successfully by fulfilling project resource
demands on time. Effective resource management also
maximizes productive utilization.

24. StagesofConstructionManagement

25. •

26. •

28. •
Collaborative
approach

29. DEFINITIONS

30. Planning
Planning involves deciding in advance what is to be done, how and in what
order it is to be done in order to achieve the objectives. Planning aims at
deciding upon the future course of action. A plan shows the committed
course of action. Schedule depicts when the planned activities are to be
carried, it puts the plan on calendar date scale. In brief, planning and
scheduling involves the following:
A. Crystallizing objectives
B. Collecting and synthesising information
C. Developing alternative course of action within specified constraints
D. Comparing alternatives in terms of objectives feasibility and
consequences
E. Selecting and scheduling the optimum course of action.
F. Establishing policies, procedures, methods, schedules, programmes,
systems, standards and budgets for accomplishing project objectives.

31. Organizing
Organizing is the process of establishing a structural relationship
among functions of people, so as to formulate an effective machinery
for streamlining the achievement of assigned objectives. Organizing
involves the following main tasks:
A. Dividing the work into component activities.
B. Designing job structures.
C. Defining performance targets and responsibilities
D. Allocating resources
E. Delegating authority commensurate with responsibility
F. Establishing structural relationship to secure coordination.

32. Procuring
It implies managing and keeping manned, the positions created by
organization structure and providing them the right quality resources
at the right time. These resources include people, materials,
machinery and money. The connected project management tasks
include the following:
A. Preparing resource procurement schedules
B. Developing specifications for required resources
C. Deciding appropriate sources of procurement
D. Budgeting resources and arranging approvals and purchases
E. Preventing wastage during resources holding at site
F. Supplying on time required quality and quantity of resources to
project construction

33. •
Divyanshi Srivastava
divi11555@gmail.com