The document discusses the key characteristics of construction projects including defined goals, tasks, schedules, and resources. It describes the typical project life cycle stages of preconstruction, procurement, construction, and closeout. It also outlines the main types of construction projects and identifies the main project participants including the owner, design professionals, construction professionals, and project manager. Their typical roles and responsibilities in a project are explained.
The document discusses project planning and provides information on several key aspects of developing a project plan including:
1) Conducting a SWOT analysis and ensuring objectives are SMART to guide planning.
2) Breaking the project into work packages and activities with a work breakdown structure (WBS) and assigning unique codes to each.
3) Defining the logical relationships and sequence of activities using project networks in either an activity-on-arrow (AOA) or activity-on-node (AON) format.
4) Estimating the duration and direct cost of each activity based on resources, productivity, and method statements.
This document outlines a construction project management course taught by Emad Elbeltagi. It provides details on the course structure, resources, assessment, and ground rules. The course aims to teach students how to estimate project costs and duration, prepare schedules and plans, manage resources, and control projects. Construction project management is made challenging by its one-of-a-kind nature, involvement of many specialties, location/weather risks, availability of resources, and need to finish on time and budget while considering social/environmental impacts. The mission is to help organizations achieve project objectives within the surrounding natural, social, and political contexts.
The document discusses project finance and contract pricing. It explains that total project cost is made up of fixed, time-related, and quantity-related costs. It also discusses project expenses, income, and how to calculate cash flow by looking at the difference between income and expenses over time. Cash flow can be impacted by payment delays, retainage, and whether payments are lump sum or based on completed work.
Addressing Project Capital Efficiency through a Business Basis of Design
Large capital construction projects in both the industrial and infrastructure sectors are challenged today in three significant ways:
Capital efficiency of the project – this considers both first costs as well as life cycle costs
Capital certainty – reflecting execution efficiency, predictability and effective risk transfer through appropriate contracting strategies
Time to market – perhaps best thought of as schedule certainty but also accelerated delivery of projects, often an essential ingredient in capital efficiency
This paper focuses on achieving improved capital efficiency in large capital asset projects through the adoption of an expanded basis of design that considers all aspects of a capital asset’s life cycle. In many projects today the basis of design (BOD) largely encompasses the engineering parameters which are required to meet the owner’s project requirements.
Constructability and maintainability are often treated as review items to confirm that the developed design is both constructible and maintainable and to suggest improvements at the margins. Effective constructability and maintainability reviews add value to the project but do not fundamentally act to shape the design itself in most instances.
The premise of this paper is that more, much more, is required to develop effective designs that are developed with construction and maintenance as fundamental project requirements. In this sense construction and maintenance considerations are not items to be reviewed but rather fundamental requirements to be satisfied together with other project requirements established by the owner. The change suggested is about a shift in mindset and perspective as well as in our design work processes.
The document discusses various project delivery methods and construction contract types. It describes the traditional Design-Bid-Build approach where design and construction are separated. Alternative approaches discussed include Design-Build where a single entity handles both design and construction. Turnkey project delivery methods add operation and maintenance responsibilities. Contract types covered are Lump Sum, Unit Price/Admeasurements, and Cost Plus, outlining their advantages and disadvantages for allocating risk between the owner and contractor.
Dimitris Kakaletris is a civil engineer with over 12 years of experience in the UK, Czech Republic, and Cyprus. He has worked on various construction projects specializing in areas like project management, site supervision, design, and health and safety coordination. Currently he works as a contract engineer for MWH Global in Cyprus, supervising a sewerage project.
This document discusses different methods of project delivery between an architect and client, focusing on design-build services. It defines design-build services as a method where the architect is responsible for both design and construction of a project. There are three main types of design-build services discussed: 1) Design-Build by Administration, where the architect directly oversees all construction; 2) Design-Build on a Guaranteed Maximum Cost, where the client is given a maximum cost and the architect manages construction; 3) Design-Construct, where the architect is responsible for design and construction management. The roles and responsibilities of the architect are outlined for each type. Advantages of design-build services include compressed timelines, guaranteed costs, and
The document discusses project planning and provides information on several key aspects of developing a project plan including:
1) Conducting a SWOT analysis and ensuring objectives are SMART to guide planning.
2) Breaking the project into work packages and activities with a work breakdown structure (WBS) and assigning unique codes to each.
3) Defining the logical relationships and sequence of activities using project networks in either an activity-on-arrow (AOA) or activity-on-node (AON) format.
4) Estimating the duration and direct cost of each activity based on resources, productivity, and method statements.
This document outlines a construction project management course taught by Emad Elbeltagi. It provides details on the course structure, resources, assessment, and ground rules. The course aims to teach students how to estimate project costs and duration, prepare schedules and plans, manage resources, and control projects. Construction project management is made challenging by its one-of-a-kind nature, involvement of many specialties, location/weather risks, availability of resources, and need to finish on time and budget while considering social/environmental impacts. The mission is to help organizations achieve project objectives within the surrounding natural, social, and political contexts.
The document discusses project finance and contract pricing. It explains that total project cost is made up of fixed, time-related, and quantity-related costs. It also discusses project expenses, income, and how to calculate cash flow by looking at the difference between income and expenses over time. Cash flow can be impacted by payment delays, retainage, and whether payments are lump sum or based on completed work.
Addressing Project Capital Efficiency through a Business Basis of Design
Large capital construction projects in both the industrial and infrastructure sectors are challenged today in three significant ways:
Capital efficiency of the project – this considers both first costs as well as life cycle costs
Capital certainty – reflecting execution efficiency, predictability and effective risk transfer through appropriate contracting strategies
Time to market – perhaps best thought of as schedule certainty but also accelerated delivery of projects, often an essential ingredient in capital efficiency
This paper focuses on achieving improved capital efficiency in large capital asset projects through the adoption of an expanded basis of design that considers all aspects of a capital asset’s life cycle. In many projects today the basis of design (BOD) largely encompasses the engineering parameters which are required to meet the owner’s project requirements.
Constructability and maintainability are often treated as review items to confirm that the developed design is both constructible and maintainable and to suggest improvements at the margins. Effective constructability and maintainability reviews add value to the project but do not fundamentally act to shape the design itself in most instances.
The premise of this paper is that more, much more, is required to develop effective designs that are developed with construction and maintenance as fundamental project requirements. In this sense construction and maintenance considerations are not items to be reviewed but rather fundamental requirements to be satisfied together with other project requirements established by the owner. The change suggested is about a shift in mindset and perspective as well as in our design work processes.
The document discusses various project delivery methods and construction contract types. It describes the traditional Design-Bid-Build approach where design and construction are separated. Alternative approaches discussed include Design-Build where a single entity handles both design and construction. Turnkey project delivery methods add operation and maintenance responsibilities. Contract types covered are Lump Sum, Unit Price/Admeasurements, and Cost Plus, outlining their advantages and disadvantages for allocating risk between the owner and contractor.
Dimitris Kakaletris is a civil engineer with over 12 years of experience in the UK, Czech Republic, and Cyprus. He has worked on various construction projects specializing in areas like project management, site supervision, design, and health and safety coordination. Currently he works as a contract engineer for MWH Global in Cyprus, supervising a sewerage project.
This document discusses different methods of project delivery between an architect and client, focusing on design-build services. It defines design-build services as a method where the architect is responsible for both design and construction of a project. There are three main types of design-build services discussed: 1) Design-Build by Administration, where the architect directly oversees all construction; 2) Design-Build on a Guaranteed Maximum Cost, where the client is given a maximum cost and the architect manages construction; 3) Design-Construct, where the architect is responsible for design and construction management. The roles and responsibilities of the architect are outlined for each type. Advantages of design-build services include compressed timelines, guaranteed costs, and
This document contains three exercises related to construction project management. The first exercise provides cost and schedule data for a small project and asks to develop a time-cost curve and minimum contract duration. The second exercise provides activity duration, cost, and indirect cost data for a pipeline contract and asks to calculate minimum cost for a 102 day contract duration. The third exercise provides precedence data for a set of activities and asks to draw the precedence diagram and calculate additional cost for compressing the schedule to 65 days.
This document contains instructions and information for six exercises related to construction project management. It provides details on activities, costs, schedules, cash flows, and calculations to determine things like maximum cash needs, financial charges, profit margins, and rates of return for several small building and infrastructure projects.
This document contains an assignment on construction project management. It includes questions about network scheduling, resource planning, and developing work breakdown structures and precedence diagrams for construction projects. The assignment requires analyzing activities, durations, resources, and logic relationships to plan and schedule mock construction projects.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise boosts blood flow, releases endorphins, and promotes changes in the brain which help enhance one's emotional well-being and mental clarity.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise boosts blood flow, releases endorphins, and promotes changes in the brain which help enhance one's emotional well-being and mental clarity.
This document contains information and questions related to construction project management. It includes examples of precedence networks, resource requirements for activities, and questions about scheduling and leveling resources for multiple construction projects. Students are asked to develop resource schedules and histograms that satisfy limited resource availability and project duration constraints.
This document contains an exercise for a construction project management class. It includes 17 multiple choice and short answer questions about construction project management topics like the project life cycle, types of construction contracts, roles of project team members, and challenges with different project delivery approaches. The document provides guidance to civil engineering students on construction project management concepts and terminology.
This document contains three questions related to construction project scheduling:
1. The first question provides a table of activities, durations, and crew sizes needed to build 12 houses over 60 days. It asks to create a line of balance schedule and determine when the first roofing team will leave the site.
2. The second question provides a network diagram of activities needed to build a single house. It asks to determine the number of crews needed for each activity to build 5 houses over 24 days and create a schedule showing crew entry and exit dates.
3. The third question provides durations for activities to build a house. It asks to calculate a weekly target rate to complete 30 houses in 85 days, determine the number of
This document contains instructions and questions for an exercise on project management concepts including critical path method (CPM) and program evaluation and review technique (PERT). It asks students to perform calculations for various networks and project schedules, including determining float, drawing time-scaled diagrams, and identifying critical activities. It also provides a multi-step case study of a gas station construction project and asks students to model it using CPM.
The document provides instructions for an assignment asking civil engineering students to submit a 3-5 page report on a mega construction project. The report must include: a summary of the project, stages of construction, type of project and contract, planned vs. actual duration and cost, obstacles faced, and construction methods used. Students are encouraged to use a variety of sources for their research such as engineering magazines, newspapers, books, and websites. Plagiarism is prohibited.
"How to avoid rework phenomena in construction projects by maintaining a reliable organizational profile? The application of LEAN-6 SIGMA methodology minimizes time variability in construction phase."
The document discusses the design and construction process for civil engineering projects. It begins by describing the four major categories of civil engineering projects: 1) residential housing construction, 2) institutional and commercial building construction, 3) infrastructure and heavy construction, and 4) specialized industrial construction. It then outlines the typical phases of a construction project, including programming, schematic design, design development, construction documents, bidding or negotiation, construction, and project closeout. The phases involve forming a planning team, developing requirements, preliminary designs, detailed designs, contractor selection, building, and completion.
Contract Specification and Quantity Surveying.docxDejeneTsegaye6
This document provides an introduction to civil engineering design and construction processes. It discusses the relationship between design and construction, noting that construction implements a design. It also outlines the typical phases of a construction project: programming, schematic design, design development, construction documents, construction, and pre-occupancy/commissioning. Finally, it discusses the relationship between construction documents, which include technical drawings and specifications, and their role in clearly defining the project scope and contractual obligations.
Contract Specification and Quantity Surveying.docxDejeneTsegaye6
This document provides an introduction to civil engineering design and construction processes. It discusses the relationship between design and construction, noting that construction implements a design. It then describes four major categories of civil engineering projects: (1) residential housing construction, (2) institutional and commercial building construction, (3) infrastructure and heavy construction, and (4) specialized industrial construction. The document also outlines the typical phases of a construction project including programming, schematic design, design development, construction documents, construction, and pre-occupancy/commissioning. Finally, it discusses the relationship between construction documents, which are made up of drawings and specifications.
Contract Specification and Quantity Surveying.docxDejeneTsegaye6
This document provides an introduction to civil engineering design and construction processes. It discusses the relationship between design and construction, noting that construction implements a design. It then describes four major categories of civil engineering projects: (1) residential housing construction, (2) institutional and commercial building construction, (3) infrastructure and heavy construction, and (4) specialized industrial construction. The document also outlines the typical phases of a construction project including programming, schematic design, design development, construction documents, construction, and pre-occupancy/commissioning. Finally, it discusses the relationship between construction documents, which are comprised of drawings and specifications.
The document provides an overview of construction project management. It discusses [1] the characteristics of construction projects, [2] the need for project management in construction due to its complex nature, [3] the typical project life cycle from conceptual planning to closeout, and [4] the major types of construction projects and participants including owners, design professionals, contractors, and project managers.
IRJET- Effect of Pre-Planning in High Rise Building for Time ManagementIRJET Journal
This document discusses the importance of pre-planning for high-rise building projects and time management. It analyzes two case studies of metro projects in Delhi and Mumbai to study their environmental management plans and mitigation methods. The study aims to understand whether the plans mentioned in literature are actually followed at construction sites. It identifies 20 causes of delays in construction projects in India, categorized into owner-contributed and contractor-contributed factors. Some major causes include delayed payments, design changes, and lack of experience. The effects of delays include time and cost overruns, disputes, and damage to reputation. The objective is to describe the importance of pre-planning and identify key parameters requiring focus to complete projects successfully and on time.
The construction industry is important for economic growth and development. It involves various types of civil and building works. The industry faces problems like lack of trained manpower, poor quality control, and failure to complete projects on time. Key organizations that regulate the industry are the Construction Industry Development Board (CIDB) and Pusat Khidmat Kontraktor (PKK or Contractor Service Centre). The PKK handles contractor registration and provides support to Bumiputera contractors. Contractors must meet requirements like minimum capital, technical qualifications, work experience, and equipment to register with the PKK.
7 Design Phases in Architectural Design Processarananeust
The document outlines the typical 7 phases of an architectural design process: 1) Pre-design/programming phase to understand client needs and research the project, 2) Schematic design phase to develop preliminary concepts and layouts, 3) Design development phase to refine the design with more detailed drawings and specifications, 4) Construction documents phase to produce legally binding drawings and specifications to guide construction, 5) Building permit phase where plans are submitted for approval, 6) Bidding/negotiation phase where contractors are solicited, and 7) Contract administration phase where the architect oversees construction to ensure it aligns with the design intent.
Study on the analysis and evaluation of delays in public sector construction ...IRJET Journal
This document summarizes a study on the analysis and evaluation of delays in public sector construction projects in Kerala, India. A questionnaire survey was conducted with project owners, contractors, and designers to identify the main causes of delays. The data collected through questionnaires was analyzed using statistical software. The results showed that the top causes of delays included changes to the project by the owner, delayed financing and payments by the owner, delays related to subcontractors' work, shortage of construction materials, and weather effects. The study aims to help minimize and control delays in public construction projects in Kerala by identifying the key reasons for delays.
This document provides lecture notes on construction project management. It begins with an introduction to construction projects, describing their types, life cycle, and major participants. It then covers various topics related to managing construction projects, including contract strategy, project planning, scheduling, resource management, time-cost tradeoffs, project finance, and project control. Each chapter provides concepts, examples, and exercises on the given topic. The document is intended as teaching material for engineering students, providing knowledge to manage construction projects from preliminary stages through handover.
This document contains three exercises related to construction project management. The first exercise provides cost and schedule data for a small project and asks to develop a time-cost curve and minimum contract duration. The second exercise provides activity duration, cost, and indirect cost data for a pipeline contract and asks to calculate minimum cost for a 102 day contract duration. The third exercise provides precedence data for a set of activities and asks to draw the precedence diagram and calculate additional cost for compressing the schedule to 65 days.
This document contains instructions and information for six exercises related to construction project management. It provides details on activities, costs, schedules, cash flows, and calculations to determine things like maximum cash needs, financial charges, profit margins, and rates of return for several small building and infrastructure projects.
This document contains an assignment on construction project management. It includes questions about network scheduling, resource planning, and developing work breakdown structures and precedence diagrams for construction projects. The assignment requires analyzing activities, durations, resources, and logic relationships to plan and schedule mock construction projects.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise boosts blood flow, releases endorphins, and promotes changes in the brain which help enhance one's emotional well-being and mental clarity.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise boosts blood flow, releases endorphins, and promotes changes in the brain which help enhance one's emotional well-being and mental clarity.
This document contains information and questions related to construction project management. It includes examples of precedence networks, resource requirements for activities, and questions about scheduling and leveling resources for multiple construction projects. Students are asked to develop resource schedules and histograms that satisfy limited resource availability and project duration constraints.
This document contains an exercise for a construction project management class. It includes 17 multiple choice and short answer questions about construction project management topics like the project life cycle, types of construction contracts, roles of project team members, and challenges with different project delivery approaches. The document provides guidance to civil engineering students on construction project management concepts and terminology.
This document contains three questions related to construction project scheduling:
1. The first question provides a table of activities, durations, and crew sizes needed to build 12 houses over 60 days. It asks to create a line of balance schedule and determine when the first roofing team will leave the site.
2. The second question provides a network diagram of activities needed to build a single house. It asks to determine the number of crews needed for each activity to build 5 houses over 24 days and create a schedule showing crew entry and exit dates.
3. The third question provides durations for activities to build a house. It asks to calculate a weekly target rate to complete 30 houses in 85 days, determine the number of
This document contains instructions and questions for an exercise on project management concepts including critical path method (CPM) and program evaluation and review technique (PERT). It asks students to perform calculations for various networks and project schedules, including determining float, drawing time-scaled diagrams, and identifying critical activities. It also provides a multi-step case study of a gas station construction project and asks students to model it using CPM.
The document provides instructions for an assignment asking civil engineering students to submit a 3-5 page report on a mega construction project. The report must include: a summary of the project, stages of construction, type of project and contract, planned vs. actual duration and cost, obstacles faced, and construction methods used. Students are encouraged to use a variety of sources for their research such as engineering magazines, newspapers, books, and websites. Plagiarism is prohibited.
"How to avoid rework phenomena in construction projects by maintaining a reliable organizational profile? The application of LEAN-6 SIGMA methodology minimizes time variability in construction phase."
The document discusses the design and construction process for civil engineering projects. It begins by describing the four major categories of civil engineering projects: 1) residential housing construction, 2) institutional and commercial building construction, 3) infrastructure and heavy construction, and 4) specialized industrial construction. It then outlines the typical phases of a construction project, including programming, schematic design, design development, construction documents, bidding or negotiation, construction, and project closeout. The phases involve forming a planning team, developing requirements, preliminary designs, detailed designs, contractor selection, building, and completion.
Contract Specification and Quantity Surveying.docxDejeneTsegaye6
This document provides an introduction to civil engineering design and construction processes. It discusses the relationship between design and construction, noting that construction implements a design. It also outlines the typical phases of a construction project: programming, schematic design, design development, construction documents, construction, and pre-occupancy/commissioning. Finally, it discusses the relationship between construction documents, which include technical drawings and specifications, and their role in clearly defining the project scope and contractual obligations.
Contract Specification and Quantity Surveying.docxDejeneTsegaye6
This document provides an introduction to civil engineering design and construction processes. It discusses the relationship between design and construction, noting that construction implements a design. It then describes four major categories of civil engineering projects: (1) residential housing construction, (2) institutional and commercial building construction, (3) infrastructure and heavy construction, and (4) specialized industrial construction. The document also outlines the typical phases of a construction project including programming, schematic design, design development, construction documents, construction, and pre-occupancy/commissioning. Finally, it discusses the relationship between construction documents, which are made up of drawings and specifications.
Contract Specification and Quantity Surveying.docxDejeneTsegaye6
This document provides an introduction to civil engineering design and construction processes. It discusses the relationship between design and construction, noting that construction implements a design. It then describes four major categories of civil engineering projects: (1) residential housing construction, (2) institutional and commercial building construction, (3) infrastructure and heavy construction, and (4) specialized industrial construction. The document also outlines the typical phases of a construction project including programming, schematic design, design development, construction documents, construction, and pre-occupancy/commissioning. Finally, it discusses the relationship between construction documents, which are comprised of drawings and specifications.
The document provides an overview of construction project management. It discusses [1] the characteristics of construction projects, [2] the need for project management in construction due to its complex nature, [3] the typical project life cycle from conceptual planning to closeout, and [4] the major types of construction projects and participants including owners, design professionals, contractors, and project managers.
IRJET- Effect of Pre-Planning in High Rise Building for Time ManagementIRJET Journal
This document discusses the importance of pre-planning for high-rise building projects and time management. It analyzes two case studies of metro projects in Delhi and Mumbai to study their environmental management plans and mitigation methods. The study aims to understand whether the plans mentioned in literature are actually followed at construction sites. It identifies 20 causes of delays in construction projects in India, categorized into owner-contributed and contractor-contributed factors. Some major causes include delayed payments, design changes, and lack of experience. The effects of delays include time and cost overruns, disputes, and damage to reputation. The objective is to describe the importance of pre-planning and identify key parameters requiring focus to complete projects successfully and on time.
The construction industry is important for economic growth and development. It involves various types of civil and building works. The industry faces problems like lack of trained manpower, poor quality control, and failure to complete projects on time. Key organizations that regulate the industry are the Construction Industry Development Board (CIDB) and Pusat Khidmat Kontraktor (PKK or Contractor Service Centre). The PKK handles contractor registration and provides support to Bumiputera contractors. Contractors must meet requirements like minimum capital, technical qualifications, work experience, and equipment to register with the PKK.
7 Design Phases in Architectural Design Processarananeust
The document outlines the typical 7 phases of an architectural design process: 1) Pre-design/programming phase to understand client needs and research the project, 2) Schematic design phase to develop preliminary concepts and layouts, 3) Design development phase to refine the design with more detailed drawings and specifications, 4) Construction documents phase to produce legally binding drawings and specifications to guide construction, 5) Building permit phase where plans are submitted for approval, 6) Bidding/negotiation phase where contractors are solicited, and 7) Contract administration phase where the architect oversees construction to ensure it aligns with the design intent.
Study on the analysis and evaluation of delays in public sector construction ...IRJET Journal
This document summarizes a study on the analysis and evaluation of delays in public sector construction projects in Kerala, India. A questionnaire survey was conducted with project owners, contractors, and designers to identify the main causes of delays. The data collected through questionnaires was analyzed using statistical software. The results showed that the top causes of delays included changes to the project by the owner, delayed financing and payments by the owner, delays related to subcontractors' work, shortage of construction materials, and weather effects. The study aims to help minimize and control delays in public construction projects in Kerala by identifying the key reasons for delays.
This document provides lecture notes on construction project management. It begins with an introduction to construction projects, describing their types, life cycle, and major participants. It then covers various topics related to managing construction projects, including contract strategy, project planning, scheduling, resource management, time-cost tradeoffs, project finance, and project control. Each chapter provides concepts, examples, and exercises on the given topic. The document is intended as teaching material for engineering students, providing knowledge to manage construction projects from preliminary stages through handover.
Early contractor involvement (eci) procurement approach spm talk 2016teohwooisin
The document outlines an agenda and process for an Early Contractor Involvement (ECI) technical talk. It discusses current norms in construction procurement, the evolution of ECI, ECI drivers and benefits, pre-qualification of contractors, case studies, timelines and processes for ECI. It provides details on 4 models of ECI involvement - Design & Build, Design Development & Build, Design Bid Build with ECI, and Design Bid Build with Progressive Project Information. The document summarizes contractor deliverables and evaluation criteria for ECI tenders.
I apologize, upon further reflection I do not feel comfortable altering or adding fictional details to established stories without the creator's consent.
Construction involves the building or assembling of infrastructure through a complex, multistep process. It requires effective planning and coordination between design teams, financial advisors, and contractors to ensure projects are completed safely, on budget, and meet environmental standards. There are two main types of construction - building construction which includes homes and commercial buildings, and industrial construction for specialized facilities. Large projects require managing numerous interdependent tasks and integrating input from various experts.
The document describes the typical process for construction projects, which involves several key stages:
1) A need is identified, initial plans are developed, and a designer is selected.
2) Conceptual and final designs are created along with cost estimates. Bids are solicited from contractors.
3) A contractor is selected and construction begins according to the project plans.
4) Once completed, the facility is used and maintained over its lifespan.
Lecture 1 introduction to construction procurement process.Aszahari Aie
This document provides an overview of construction procurement processes at Universiti Tun Hussein Onn Malaysia. It discusses the key stages in the procurement process including:
1) Pre-construction stages such as project initiation, feasibility studies, design, and tendering.
2) Construction stages including the construction and commissioning/handover phases.
3) Important elements of a project brief which outlines the client's requirements and a feasibility study which develops preliminary designs and cost estimates to determine if a project is viable.
The procurement process aims to satisfy client needs through acquiring construction projects using various procurement methods and contract types while considering factors like costs, schedules, and quality.
The document discusses procurement methods in the construction industry. It provides details on traditional procurement methods like fixed price contracts and remeasurement contracts. It also discusses management contracting and the risks and benefits of different contract types. Key points covered include competitive selection helping ensure accountability and quality, while management contracts allow for design changes during construction.
WHAT DOES CONSTRUCTION PROJECT MANAGEMENT (CPM) MEAN?
THE UNIQUE FEATURES OF CONSTRUCTION IN INDIA
THE DIFFERENT TYPES OF CONSTRUCTION PROJECTS
FEATURES OF A CONSTRUCTION PROJECT
PHASES OF PROJECT
AGENCIES INVOLVED AND THEIR METHODS OF EXECUTION
The document discusses modern methods of construction (MMC), specifically off-site and on-site construction. Off-site construction involves prefabricating building elements or modules in a factory setting and transporting them to the construction site for assembly. Key benefits of off-site construction include time savings, improved quality control, addressing skills shortages in the industry, and potential cost reductions. Common forms of off-site construction are volumetric construction (three-dimensional modules assembled on site), modular construction, and panelized construction.
The Building Information Modeling (BIM) is a technology that is rapidly gaining popularity in the world of of Architecture Engineering and Construction. This presentation shows a complete history of the BIM and highlights its applications during Building Life Cycle and finally provides its advantages and limitations.
This document discusses construction contracts and equipment costs for an excavation project.
The document contains information about a building project that requires 2000 cubic meters of excavation work. The equipment crew consists of one excavator rented at 700 LE per day and two trucks rented at 300 LE per day each. The crew's production rate is 200 cubic meters per day.
The document then provides an example calculation to estimate the equipment cost per cubic meter for this excavation project. It calculates the contractor's fee under different total project cost scenarios for a target cost construction contract.
This document outlines the process and steps for construction cost estimating. It begins by defining estimating and differentiating it from calculation. It then describes the key steps in the estimating process: planning and scheduling, project study and data collection, preparing method statements, assessing resource outputs, and calculating direct, overhead and total costs. The document provides examples of calculating labor, equipment and material rates. It also discusses different estimating methods and includes an example cost estimate calculation for a bridge project.
This document discusses the tendering process for construction projects. It defines tendering as including: 1) inspecting contract documents, 2) estimating costs, 3) adjusting bids, and 4) submitting tenders. The key components of contract documents are identified as instructions to bidders, drawings, specifications, bills of quantities, contract conditions, and bid forms. The document also outlines the process of estimating tender prices, including calculating direct costs, indirect costs, overhead, and profits. It provides an example of preparing a balanced versus unbalanced bid.
The document discusses various topics related to construction project management. It begins by outlining the key points to include in a curriculum vitae for a job fair, such as personal details, academic progress, interests in civil engineering, and future goals. It then differentiates between construction management and construction project management. Several other construction management topics are defined and discussed, including the parties involved in construction projects, types of construction projects and companies, the project cycle, and project delivery systems.
This document summarizes a study group session on communication management. It discusses communication methods that should be used to provide different types of information to stakeholders, as well as tools that can be used for information distribution and what should be included in a communications management plan. The document contains sample multiple choice questions and answers related to communication management best practices.
This document provides an overview of a PMP study group session on human resource management. It includes 16 multiple choice questions related to topics like recruitment guidelines/policies being constraints, McGregor's Theory X and Theory Y, management styles, types of power, conflict handling approaches, organizational charts, evaluating team effectiveness, establishing ground rules, responsibilities assignment matrices, and challenges of managing virtual teams. The questions are intended to help participants learn about key aspects of human resource management as it relates to project management.
The document provides information on cost management for a project management study group session. It includes questions and answers on topics like estimating activity costs, cost baselines, variance analysis, and earned value management.
Order of Magnitude (+- 25% - 50%)
Reference: PMBOK Third Edition, Page Number: 150
So the given estimate range falls under Order of Magnitude estimate.
17. You are developing the schedule for your project. Which of the following is NOT a
technique used for estimating activity durations?
A. Analogous Estimating
B. Parametric Estimating
C. Three-Point Estimating
D. Schedule Network Analysis
17. You are developing the schedule for your project. Which of the following is NOT a
technique used for estimating activity durations?
A. Analogous Estimating
B. Parametric Estimating
The document discusses scope management in project management. It covers key topics like:
1. Scope management means constantly checking that all required work is completed and not allowing unauthorized changes to scope.
2. The main processes of scope management are scope planning, scope definition which includes creating a project scope statement, developing a work breakdown structure (WBS), scope verification, and scope control.
3. Scope management differentiates between product scope which are requirements related to the project deliverables, and project scope which is the work required to deliver the product.
The document summarizes key points from a session on risk management:
1. The session discussed tools and techniques for risk response planning, including strategies for negative risks and contingent response planning.
2. It provided examples of different types of risks like secondary risks that can arise from implementing a risk response plan.
3. Residual risks that remain after risk responses have been implemented were also explained.
The document summarizes an agenda for a PMP study group session covering professional responsibility and integration management. The session will discuss responsibilities of project managers, key concepts of integration management including the seven processes, and take participant questions. Study group questions will then be presented and answered as a group, covering topics like contract change control systems, addressing inaccurate financial statements, project closure due to lack of funding, documenting risks in the project plan, and using knowledge gained from previous employers.
This document provides an agenda and overview for a Project Management Professional (PMP) study group session on the project framework and project management processes. The agenda includes a summary of the focus on the project framework and processes, an open forum for participant questions, study group questions, and a wrap up. The overview discusses key concepts of the project management framework, including the triple constraint of scope, time and cost, areas of PM expertise, the project management office, and differences between projects and programs. It also discusses project management processes, including the five process groups of initiating, planning, executing, monitoring and controlling, and closing as well as the Plan-Do-Check-Act cycle and the process interactions template.
In 3 sentences
The document discusses critical path method (CPM) network computation and provides examples of activity-on-arrow and activity-on-node network diagrams. It also explains the different relationship types used to define dependencies between activities, including finish-to-start, start-to-start, finish-to-finish, start-to-finish, and start-to-start/finish-to-finish relationships. Lead and lag times are discussed as constraints that can be applied to relationships.
The document appears to be a course syllabus or outline for a construction contracts class taught by Dr. Khalid Al-Gahtani at King Saud University in spring 2008. It includes standard syllabus elements like the course title, instructor information, and page numbers but does not include any other contextual information.
- The document discusses factors that impact contractor cash flow, including payment schedules, materials, mobilization, monthly payments, and final payment.
- It also discusses contractor cash disbursements for labor, equipment, materials, subcontractors, insurance, permits, mobilization, and overhead.
- Methods to minimize a contractor's negative cash flow are presented, such as front-end rate loading, reducing delays in receiving revenue, adjusting work schedules, and coinciding materials deliveries with payment estimates.
The document discusses activities, projects, and bar charts for project scheduling. An activity has a defined start and end time and uses resources. A project is a set of activities with defined objectives, completion date, and budget. A bar chart is a common project scheduling tool that displays activities as horizontal bars placed sequentially according to duration and dependencies. It can identify critical paths where delays could impact the overall project schedule.
This document defines key terms and formulas used in critical path method (CPM) network computation. It discusses the forward and backward pass computations used to calculate the earliest and latest start and finish times of activities. The forward pass uses the earliest start time of predecessor activities to calculate the earliest finish time of each activity. The backward pass uses the latest finish time to calculate the latest start time. Several examples are provided to demonstrate applying CPM calculations to activity networks. Key outputs include identifying the critical path and activities that dictate the minimum project duration.
- The document discusses network scheduling techniques for project management, focusing on the Critical Path Method (CPM).
- CPM uses arrow diagrams to graphically display the planned sequence and dependencies of a project's activities in order to determine the critical path for efficient resource use and project completion.
- The Activity-on-Arrow (AOA) drawing scheme is presented as the original CPM network scheduling technique, with nodes representing start and finish points and arrows representing activities.
The document discusses various topics related to project management functions and motivation. It covers planning, organizing, directing, controlling, and motivation as key project management functions. It also discusses several motivation theories including Maslow's hierarchy of needs, Herzberg's two-factor theory, and John Hunt's goal-based theory. Additionally, it covers leadership styles, teamwork, creativity, problem solving techniques, and decision making processes.
1. The document discusses reasons and methods to reduce project durations, including to earn incentive pay, avoid penalties, and fit contractual timelines. It then describes four common methods: using overtime, adding workers, better equipment, and subcontracting labor.
2. The optimal project duration balances minimizing total project costs, including direct costs from activities as well as indirect overhead costs. The network compression algorithm is used to iteratively shorten the critical path by accelerating individual activities until no further reduction is possible without increasing total costs.
3. An example construction project is provided to demonstrate calculating the least cost project duration using crash costs, indirect costs, and shortening cycles to optimize the project schedule.
1. Introduction
Introduction
Project Characteristics
Defined goal or objective stated by the owner and accomplished by
the project team
Specific tasks to be performed
Defined beginning and end
Resources being consumed. The 4 Ms (Manpower, Machinery,
Materials, and Money,)
As the project progresses, the project team learns more about the
project
Information Time
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2. Introduction
Project Life Cycle
The project life cycle may
be viewed as a process
through which a project is
implemented from
beginning to end
From the owner’s Perspective
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Introduction
Project Life Cycle (Project stages)
Preconstruction
Procurement
Construction
Closeout
As the construction
progresses, the
cost increases while
the influence
decreases
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3. Introduction
Project Life Cycle (1. Pre-construction)
1. Conceptual planning 2. Schematic Design
3. Design Development 4.Contract Documents
Conceptual planning
Very important for the owner (e.g., big store chains)
During this stage the owner hires key consultants including the
designer and project manager, selects the project site, and
establish a conceptual estimate, schedule, and program
The owner must gather as much reliable information as possible
about the project
The most important decision is to proceed with the project or not
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Introduction
Project Life Cycle (1. Pre-construction)
1. Conceptual planning 2. Schematic Design
3. Design Development 4.Contract Documents
Schematic Design
During this phase, the project team investigates alternate design
solutions, materials and systems.
Apply Value Engineering
Completion of this stage represents about 30% of the design
completion for the project
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4. Introduction
Project Life Cycle (1. Pre-construction)
1. Conceptual planning 2. Schematic Design
3. Design Development 4.Contract Documents
Design Development
Designing the main systems and components of the project.
Good communication between owner, designer, and construction
manager is critical during this stage because selections during this
design stage affect project appearance, construction and cost.
This stage takes the project from 30% design to 60% design
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Introduction
Project Life Cycle (1. Pre-construction)
1. Conceptual planning 2. Schematic Design
3. Design Development 4.Contract Documents
Contract Documents
Final preparation of the documents necessary for the bid package
such as the drawings, specifications, general conditions, and bill of
quantities
All documents need to be closely reviewed by the construction
manager and appropriate owner personnel to decrease conflicts,
and changes
With the contract documents are almost complete; a detailed and
complete cost estimate for the project can be done Designing the
main systems and components of the project
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5. Introduction
Project Life Cycle (2. Procurement)
Also called Bidding and award phase
The project formally transits from design into construction
This stage begins with a public advertisement for all interested
bidders or an invitation for specific bidders
In fast-track projects, this phase overlaps with the design phase
If the project is phased, each work package will be advertised and
bid out individually
It is very important stage to select highly qualified contractors. It
is not wise to select the under-bid contractors
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Introduction
Project Life Cycle (3. Construction)
The actual physical construction of the project
This stage takes the project from procurement through the final
completion
It is the time where the bulk of the owner’s funds will be spent
It is the outcome of all previous stages (i.e., good preparation
means smooth construction)
The consultant will be deployed for contract administration and
construction supervision
Changes during construction may hinder the progress of the
project
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6. Introduction
Project Life Cycle (4. Closeout)
Transition from design and construction to the actual use of the
constructed facility
In this stage, the management team must provide documentation,
shop drawings, as-built drawings, and operation manuals to the
owner organization (as-built drawings are the original contract
drawings adjusted to reflect all the changes that occurred)
Assessment of the project team’s performance is crucial in this
stage for avoiding mistakes in the future.
Actual activity costs and durations should be recorded and
compared with that was planned. This will serve as the basis for
the estimating and scheduling of future projects
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Introduction
Types of Construction Projects
Most designers and contractors tend to focus their efforts within
specialty areas
Four Categories are identified:
1. Residential Housing 2. Building Construction
3. Industrial 4. Infrastructure
This classification is based on:
The way the projects are funded
The technologies involved
The way the owner, designer, and builder interact
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7. Introduction
Types of Construction Projects
1. Residential Housing 2. Building Construction
3. Industrial 4. Infrastructure
Residential housing
Include: homes, apartments, and low and high-rise buildings
Funded by individual owners for their own use or by developers for
profit
They use fairly low technologies and requires little investment
Large number of small designers, builders, and suppliers
1/3 of construction spending is on residential construction
The builder or the owner can design
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Introduction
Types of Construction Projects
1. Residential Housing 2. Building Construction
3. Industrial 4. Infrastructure
Non-residential Building Construction
Office buildings, large apartment buildings, malls, theaters,…..
It depends on the economy of a specific region
Most of these projects are privately funded
Designed by architect and engineer, and built by general
contractor
These buildings use technical support more than that in residential
buildings
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8. Introduction
Types of Construction Projects
1. Residential Housing 2. Buildings Construction
3. Industrial 4. Infrastructure
Industrial
Examples include: factories, petroleum refineries…..
It is defined more by the production activities within the facility
In capitalism countries, most of these facilities are privately
funded
Only few designers and builders are qualified to bid in these
projects
These projects are the most technical of all
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Introduction
Types of Construction Projects
1. Residential Housing 2. Buildings Construction
3. Industrial 4. Infrastructure
Infrastructure and Heavy Construction
Examples: roadways, bridges, water and sewer systems
Designed by civil engineers and built by heavy construction
contractors
Publicly funded and affected by the government policy
Long in duration
Less sensitive to the ups and downs of the economy
Heavy use of equipments
Build Operate Transferee (BOT)
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9. Introduction
Project Participants
Different classifications and many participants are involved in a
construction project
Main Project Participants
1. The Owner
2. Design Professionals
3. Construction Professionals
4. Project Manager
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Introduction
Project Participants
1. The Owner 2. Design Professionals
3. Construction Professionals 4. Project Manager
The Owner or the Client
Is the person or organization that will pay the bills
Owner Organizations
Public (e.g., government agencies)
Private: individual, corporations, partnership
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10. Introduction
Project Participants
1. The Owner 2. Design Professionals
3. Construction Professionals 4. Project Manager
Responsibilities
What the project will include (scope and objectives)
When the project can begin and when must end (schedule)
How much can spend (budget)
Formation
Large companies have divisions to set up these tasks
Small business can hire project manager, consultants, etc…..
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Introduction
Project Participants
1. The Owner 2. Design Professionals
3. Construction Professionals 4. Project Manager
Design Professional
Examples are: architects, engineers, consultants
Depending on the owner size, they can be part of the owner’s
organization or hired
In some cases, the design professional & construction
contractor together form a design-build company
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11. Introduction
Project Participants
1. The Owner 2. Design Professionals
3. Construction Professionals 4. Project Manager
Design Professional Responsibilities
Assist the owner in developing the project scope, budget, and
schedule
Prepare construction documents for bidding and construction
Architect
Is an individual who plan and design buildings. Sometimes they
define and provide the whole envelope of the whole project
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Introduction
Project Participants
1. The Owner 2. Design Professionals
3. Construction Professionals 4. Project Manager
Engineer
An individual or a firm who perform specialized work associated
with the design or construction
They usually classified as civil, mechanical, electrical
Engineering-Construction Firm
An organization that combines both architect/engineering and
construction
Has the capability of performing of what called design-build
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12. Introduction
Project Participants
1. The Owner 2. Design Professionals
3. Construction Professionals 4. Project Manager
Construction Professional
Named as the contractor
Responsible for physical construction of the project
In traditional system where the owner, design, and contractors
are separate, the contractor named a prime contractor
The prime contractor may divide the work among sub-
contractors
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Introduction
Project Participants
1. The Owner 2. Design Professionals
3. Construction Professionals 4. Project Manager
Owner
Contract
Prime contractor
Contract
First Sub- Civil Mechanical Electrical
contractor
Contract
Second Sub- Plumbing Elevators
contractor
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13. Introduction
Project Participants
1. The Owner 2. Design Professionals
3. Construction Professionals 4. Project Manager
Project Manager
Named by the owner
Responsible for the overall coordination of the project
Clear definitions of the goals of the project.
Investigate alternative solutions for the problems.
Develop a detailed plan to make the selected program reality.
Implement the plan and control the project
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