Department of Architecture.

Project and Construction Management

15ARC8.6
Seventh Semester
Architecture.

Prof.Bhavani R Kulkarni_ Assistant Professor.

[email protected]
Mob no:7204885392
What Is Construction Project Management?

Construction project management handles the planning, coordination, and

execution of a construction project, whether in the agricultural, residential,
commercial, institutional, industrial, civil, or environmental industries.

Construction projects typically include hundreds of tasks and multiple phases

that require a deep knowledge of the building process and an ability to
problem-solve to keep the project on track. Due to the complex, often
shifting nature of construction projects, the role of a construction project
manager is to keep the project moving according to plan.

The goal is to manage the project so that it finishes on time and on budget,
while still delivering a final product that meets codes, plans, and
specifications. Some of the construction project manager’s responsibilities
include project management planning and cost, quality, and safety
management.

To learn more about what construction project management is including the

history, project management principles, and advice from the experts
The Role of a Project Manager in Construction
Management
The Construction Management Association of America states
that there are seven categories that all the responsibilities of a
construction project manager fall into:

1. Project management planning

2. Cost management
3. Time management
4. Quality management
5. Contract administration
6. Safety management
7. Construction management professional practices
Project Management Principles and Process
1. Initiation

2. Planning

•Scope statement and scope documentation

•Work breakdown structure (WBS):
•Communication plan:
•Risk management plan

3. Execution
4. Performance and Monitoring
5. Closure
Types of Construction Companies

Depending upon the job they perform, construction companies are

classified into following types,

1. Small Renovation Contractors

Small renovation contractors generally work on jobs requiring small amounts of capital
and the type of work that does not require much estimating or a large construction
organisation. They usually perform home alterations or small commercial and office
work. Many small renovation contractors have their offices in their homes and perform
the ‘‘paper work’’ at night.

2. General Contractors

These companies often are experts in either new buildings or alteration work. Many
building contractors subcontract a major portion of their work, while alteration
contractors generally perform many of the trades with their own forces. Some general
contractors specialise in public works.
3. Owner-Builder

The company that acts as an owner-builder is not a contractor in the strict sense of
the word. Such a company builds buildings only for its own ownership, either to
sell on completion, or to rent and operate. Many owner-builders, on occasion, act in
the capacity of general contractor or as construction manager as a sideline to their
main business of building for their own account .
4. Real Estate Developer

This is a type of owner-builder who, in addition to building for personal ownership, may also
build to sell before or after completion of the project. One- and two-family home builders are
included in this category.

5. Professional Construction Manager

A professional construction manager may be defined as a company, an individual, or a group

of individuals who perform the functions required in building a project as the agent of an
owner, but do so as if the job was being performed with the owner’s own employees. The
construction management organisation usually supplies all the personnel required. Such
personnel include construction superintendents, expediters, project managers, and accounting
personnel. The manager sublets the various portions of the construction work in the name of
the owner and does all the necessary office administration, field supervision, requisitioning,
paying of subcontractors, payroll reports, and other work on the owner’s behalf, for a fee
6. Program Manager

A general contractor or construction manager may expand services by undertaking

program management.

Such services will include, demolition of existing buildings on the site, devising and
providing financial analyses of new buildings.

The acquisition of a new site, hiring an architect and other design professionals on behalf
of the owner. Supervising their services, performing pre construction services during the
planning stage, advertising for and receiving bids from contractors for the new work,
consulting on financing and methods of payment for the work, supervising the contractor,
obtaining tenants, whether commercial, residential, or industrial for the completed project,
helping to administer and manage the complete project.
7. Package Builders

Such companies take on a contract for both design and construction of a building. Often
these services, in addition, include acquisition of land and financing of the project.

Firms that engage in package building usually are able to show prospective clients
prototypes of similar buildings completed by them for previous owners.

Package builders often employ their own staff of architects and engineers, as well as
construction personnel. Some package builders subcontract the design portion to
independent architects or engineers.

It is important to note that, when a package builder undertakes design as part of the
order for a design-construction contract, the builder must possess the necessary
professional license for engineering or architecture, which is required in most states for
those performing that function.
8. Sponsor-Builder

In the field of government-aided or subsidised building, particularly in the field

of housing, a sponsor-builder may be given the responsibility for planning
design, construction, rental, management, and maintenance.

A sponsor guides a project through the government processing and design

stages.

The sponsor employs attorneys to deal with the various government agencies,
financial institutions, and real estate consultants, to provide the know-how in
land acquisition and appraisal.

On signing the contract for construction of the building, the sponsor assumes
the builder’s role and in this sense functions very much as an owner-builder
would in building for its own account
Project Management Principles and Process
After the bidding process is finished, the construction phase can then start.

1. Initiation
Before the project starts, a project manager must develop and evaluate the business
case to determine if the project is feasible and worth undertaking. Stakeholders may
be asked to do their due diligence and to conduct feasibility testing, if needed. When
all parties agree to proceed with the project, the project manager writes a project
charter or project initiation document (PID), which includes both the business needs
and the business case.

2. Planning
Next, the project team develops a road map for all involved. This includes the project
management plan (PMP), a formal, approved document created by the project
manager to guide execution and control, as well as set baselines for scope, cost, and
schedule. You can also expect to see these documents in the planning phase:

Scope statement and scope documentation: This defines the project’s business need,
benefits, objectives, deliverables, and key milestones.

Work breakdown structure (WBS): This document breaks down the scope of the project
into visual, manageable chunks.
Communication plan:
This outlines all aspects of communication, from goals and objectives to roles to
tools and methods. The communication plan creates a common framework that
everyone can work from to avoid misunderstandings or conflict.

Risk management plan: This helps project managers identify risks beforehand,
including time and cost estimates that may not be met, potential budget cuts,
shifting requirements, and a shortage of committed resources.

3. Execution
Now the work begins. Typically, all parties hold a kickoff meeting, then the project
team begins the crucial work of assigning resources, implementing project
management plans, setting up tracking systems, completing tasks, updating the
project schedule, and if necessary, modifying the project plan.

4. Performance and Monitoring

The monitoring phase often happens concurrently with the execution phase. This
phase is necessary to measure progress and performance and to ensure that items
are in line with the overall project management plan.

.
5. Closure
This final phase marks the project’s completion. To mark the conclusion,
project managers may hold a post-mortem meeting to discuss what parts of
the project did and didn’t meet objectives. The project team then creates a
punch list of any lingering tasks, performs a final budget, and issues a project
report

Organizing and Scheduling a Construction Project

With RFPs, contracts, invoices, blueprints, and more, it can be hard to keep track of
all the necessary documents in a construction project. Because construction
projects are so large and involve complex information, organization is key to
staying on schedule.

1. Organization Strategies

2. Records Management

3. Contract Management

4. Contract Procurement Planning

Organization Strategies
There are several streams of information that need organization and management in
any construction project. These are the most business-critical.

Records Management
Record management controls the distribution, storage, and retrieval of project
records, both hard copies and electronic, in a safe, secure manner. Project managers
must make sure that all incoming and outgoing documents are transmitted through
the records management specialist, who uses software to track the records (this
method will also create a central library of all project documents and information).

Contract Management
It is important to clearly define the roles and responsibilities for the project team
members who are managing the project and the project staff responsible for
managing contracts and documents. The contract management plan is designed to
set expectations and procedures around this by addressing who has the authority to
direct and approve the contractors to work, how the contractor’s work is monitored
and reported, how they are paid and approved, how contracts are modified, which
financial audits are necessary, etc.
Contract Procurement Planning

Project managers also have to ensure that procurement activities fit with
the project plan. Some of the tasks they have to manage include:
Setting expected contract price
Creating the scope of work (SOW) for each contract
Standardizing procurement documents and any other necessary
documents
Adding completion dates to contracts that align with the project schedule