CONPRO 403

Construction Methods
and
Project Management
Construction methods are the
procedures and techniques that are
used during the building process.
Construction Methods
and
Project Management
Importance Of
Construction
Methods and
Project
Management
In
Construction
❖Construction projects can be time-consuming, expensive
and stressful, even for seasoned builders who are in
business for a long time.
❖That’s why construction projects today, unlike before,
are approached in a different way and every step taken
during the project is strategy managed with a plan.
❖ Construction is the process of constructing a building or
infrastructure.

❖ Construction differs from manufacturing in that manufacturing

typically involves mass production of similar items without a
designated purchaser, while construction typically takes place
on location for a known client.
What are the methods in construction
project?
The six most common project delivery methods in
construction are :
◼ Design-Bid-Build (D-B-B),

◼ Design-Build (D-B),

◼ Construction Manager at Risk (CMAR),

◼ Construction Management Multi-Prime (CMMP),

◼ Public-Private Partnership (PPP or P3),

◼ Integrated Project Delivery (IPD).D

◼ Design-bid-build (DBB)
Is a traditional construction project delivery
method that involves the completion of three
distinct phases in sequence.
Construction does not begin until the design
process is complete (and a bid accepted), so there is no
overlap between design and construction.
◼ Design-build
Is a form of project delivery in which the owner
contracts with a single entity for both design and
construction.

◼ The Construction Manager at Risk (CMAR)

Is a project delivery method in which the owner
hires a construction manager (CM) to oversee the
project from design to construction close-out and deliver
it with a Guaranteed Maximum Price (GMP) provided to
the owner prior to the bid stage.
◼ Multi prime contracts (CMMP)
Are used when a property owner wants to remain
heavily involved, but lacks the resources to manage the
project.
◼ A public-private partnership (P3)

Is a contractual arrangement between a

public agency (federal, state or local) and a private
sector entity. Skills and assets of each sector are
shared, each party shares in the risks and rewards
potential in the delivery of the service and/or facility.
◼ Integrated project delivery (IPD)
Is a construction project delivery method that
seeks efficiency and involvement of all participants
(people, systems, business structures and practices)
through all phases of design, fabrication, and
construction.
The Need for
Project
Management
Project Management
Applications

?
Examples?

◼ A major event like a wedding

◼ Any construction project

◼ Designing a political campaign

 The Need for Project Management
◼ Nowadays the construction industry is the world
largest industry.
◼ The growth in this industry in fact is an indicator of
the economic conditions of a country.
◼ Construction as an industry comprises six to nine
percent (6-9%) of the gross domestic product of
developed countries.
◼ Here in the Philippines, the construction agency, is
now the number one
◼ While the manufacturing industry exhibit high-
quality products, timelines of service delivery,
reasonable cost of service, and low failure rates.
◼ In general, the construction industry is more
challenging than other industries due to:
✓ Its unique nature;
✓ Every project is one-of a kind
✓ Many conflicting parties are involved
✓ Projects are constrained by time, money and
quality
✓ High risk.
 The Construction Project

◼ A project is defined, whether it is in construction or

not, by the following characteristics:
- A defined goal or objective.
- Specific tasks to be performed.
- A defined beginning and end.
- Resources being consumed.
 A DEFINED GOAL OR OBJECTIVE.

◼ The goal of
construction
project is to build
something.
◼ Projects begin with a stated goal established by the
owner and accomplished by the project team.
◼ As the team begins to design, estimate, and plan out
the project, the members learn more about the
project than was known when the goal was first
established.
❑This often leads to a redefinition
of the stated project goals.
 Project Goal Setting

◼ You can’t hit a target if you don’t know what it looks

like.
◼ Similarly, you can’t possibly reach your project’s goal
if you don’t know what it is.
SPECIFIC TASKS TO BE PERFORMED

◼ These parameters help you determine what

tasks to include in your project.
◼ Deliverables: These are tangible products, services,
or results that you’ll produce during your project.
Somewhere in your project should be tasks that
reflect the delivery of each deliverable.
◼ Key Dates: In addition to the project end date, do
you have to meet other key dates along the way?
◼ Completion Criteria: How will you know when
you’re done?
◼ Do you start up the new service and that’s it, or do
you have to test it for a week before your job is
done?
◼ Knowing your completion criteria gives your team
something specific to aim for and helps you create
the last phase of your project.
◼ Expectations: Knowing what you expect from your
team, management, and yourself can help you identify
some tasks.
◼ If you expect your team to hold a quarterly debriefing
meeting and submit a progress report, you might include
such a task in your project.
◼ If you expect management to sign off on a prototype, a
task such as Prototype Approval is logical.
◼ Potential Risks: Identifying potential problem areas can
help you build in some checks and balances to help avoid
or minimize them.
◼ For example, you may create tasks that contain terms
such as Q&A, Testing, Review, Debrief, and Revise to
monitor or fix problems along the way.
 The Project Life-Cycle
◼ The acquisition of a constructed facility usually
represents a major capital investment, whether
its owner happens to be an individual, a private
corporation or a public agency.
Since the commitment of resources for such
an investment is motivated by market demands or
perceived needs, the facility is expected to satisfy
certain objectives within the constraints specified
by the owner and relevant regulations.
 The Project Life-Cycle

◼ The project life cycle may be viewed as a process

through which a project is implemented from beginning
to end.
◼ This process is often very complex; however, it can be
decomposed into several stages
 Project Life Cycle:

◼ There is no single best approach in organizing project

management throughout a project's life cycle.
◼ It is important for the owner to be aware of the
approach which is most appropriate and beneficial for
a particular project.
◼ In making choices, owners should be concerned with
the life cycle costs of constructed facilities rather than
simply the initial Construction costs.
 Five Project Life Cycle Phases

◼ Conception: identify the need

◼ Feasibility analysis or study: costs benefits, and risks
◼ Planning: who, how long, what to do?
◼ Execution: doing the project
◼ Termination: ending the project
◼ In summary the project
phases can be summarized
as follows:
 I. Preconstruction phase
◼ The preconstruction phase of a project can be broken
into:
- conceptual planning
- schematic design,
- design development,
- contract documents.
 Conceptual planning/design:

◼ Very important for the owner.

◼ During this stage the owner hires key consultants
including the designer and project manager, selects the
project site, and establish a conceptual estimate,
schedule,& program.
◼ The owner must gather as much information as possible
about the project.
◼ The most important decision is to proceed with the
project or not.
 Schematic design:

◼ During this phase, the project team investigates

alternate design solutions, materials and systems.
◼ Completion of this stage represents about 30% of
the design completion for the project.
 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.
 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.
 2. Procurement phase
(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.
 3. Construction phase
◼ The actual physical construction of the project stage.
◼ 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.
 4. Closeout phase:

◼ 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.
◼ The 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 updated costs and durations will serve as the basis
for the estimating and scheduling of future projects.
 Major Types of Construction Projects

◼ In planning for various types of construction,

the methods of procuring professional
services, awarding construction contracts, and
financing the constructed facility can be quite
different.
◼ The broad spectrum of constructed facilities
may be classified into four major categories,
each with its own characteristics.
 1. Residential Housing Construction

◼ Residential housing construction includes:

✓ houses and high-rise apartments.

During the development and construction of

such projects, the developers usually serve as
surrogate owners and take charge, making
necessary contractual agreements for design and
construction, and arranging the financing and sale
of the completed structures.
◼ Residential housing designs are usually
performed by architects and engineers, and
the construction executed by builders who
hire subcontractors for the structural,
mechanical, electrical and other specialty
work.
 Institutional and Commercial Building
Construction
◼ Institutional and commercial building
encompasses a great variety of project types
and sizes, such as :
✓ schools and universities
✓ medical centers and hospitals
✓ sports facilities
✓ shopping centers
✓ warehouses and light manufacturing plants
✓ skyscrapers for offices and hotels
 Institutional and Commercial Building
Construction
◼ The owners of such buildings may or may not be
familiar with construction industry practices, but
they usually are able to select competent
professional consultants and arrange the financing
of the constructed facilities themselves.
◼ Specialty architects and engineers are often
engaged for designing a specific type of building,
while the builders or general contractors
undertaking such projects may also be specialized
in only that type of building.
 Specialized Industrial Construction
◼ Specialized industrial construction usually involves
very large scale projects with a high degree of
technological complexity, such as:
✓ oil refineries,
✓ steel mills,
✓ chemical processing plants
✓ coal-fired or nuclear power plants.
 Specialized Industrial Construction
◼ The owners usually are deeply involved in the
development of a project, and prefer to work
with designers-builders such that the total time
for the completion of the project can be
shortened.
◼ They also want to pick a team of designers and
builders with whom the owner has developed
good working relations over the years.
 Specialized Industrial Construction
◼ Although the initiation of such projects is also
affected by the state of the economy, long range
demand forecasting is the most important factor
since such projects are capital intensive and
require considerable amount of planning and
construction time.
◼ Governmental regulation such as environmental
protection can also influence decisions on these
projects.
 Infrastructure and Heavy Construction
◼ Infrastructure and heavy Most of these projects are
publicly owned and
construction includes therefore financed either
projects such as: through bonds or taxes.
✓ highways
This category of
✓ tunnels construction is characterized
✓ bridges by a high degree of
mechanization, which has
✓ pipelines gradually replaced some
✓ drainage systems labor intensive operations.
✓ sewage treatment plants.
 Infrastructure and Heavy Construction
◼ The engineers and builders engaged in
infrastructure construction are usually highly
specialized since each segment of the market
requires different types of skills.
◼ However, demands for different segments of
infrastructure and heavy construction may shift
with saturation in some segments.
 Infrastructure and Heavy Construction
◼ For example:
As the available highway construction
projects are declining, some heavy construction
contractors quickly move their work force and
equipment into the field of mining where jobs are
available.
Construction
Projects
Participants
 1. The Owner (The Client)
◼ The owner is the individual or organization for
whom a project is to be built under a contract.
◼ The owner owns and finances the project.
Depending on the owners’ capabilities, they may
handle all or portions of planning, project
management, design, engineering, procurement,
and construction.
◼ The owner engages architects, engineering firms,
and contractors as necessary to accomplish the
desired work.
 1. The Owner (The Client)
◼ Public owners are public bodies of some kind
ranging from agencies from the country level to
the municipal level.
◼ Most public projects or facilities are built for public
use and not sold to others.
◼ Private owners may be individuals, partnerships,
corporations. Most private owners have facilities
or projects built for their own use or to be sold,
operated, leased, or rented to others.
 1. The Owner (The Client)
◼ In order to achieve success on a project, owners
need to define accurately the projects objectives.
◼ They need to establish a reasonable and balanced
scope, budget, and schedule.
◼ They need to select qualified designers,
consultants, and contractors.
 2. The Design Professionals
◼ Examples of design professionals are:
✓ architects
✓ engineers
✓ design consultants

The major role of the design professional is to

interpret or assist the owner in developing the project’s
scope, budget, and schedule and to prepare construction
documents.
 2. The Design Professionals

◼ Architect:
An architect is an individual who plans
and design buildings and their associated
landscaping. Architects mostly rely on
consulting engineers for structural, electrical,
and mechanical work.
 2. The Design Professionals
◼ Engineer:
The term engineer usually refers to an
individual or a firm engaged in the design or other
work associated with the design or construction.
Design engineers are usually classified as civil,
electrical, mechanical depending upon their
specialty. There are also scheduling, estimating,
cost, and construction engineers.
 2. The Design Professionals
◼ Engineering-Construction Firm:

An engineering-construction firm is a type of

organization the combines both
architect/engineering and construction contracting.
This type of company has the ability of executing a
complete design-build sequence.
 3. The Construction Professionals
◼ The constructions Professional are the parties that
responsible for constructing the project.
◼ In traditional management where the owner,
design professional, and contractors are separate
companies, the contractor would be termed a
prime contractor.
◼ The prime contractor is responsible for delivering a
complete project in accordance with the contract
documents.
3. The Construction Professionals

◼ In most cases, the prime contractor

divides the work among many specialty
contractors called subcontractors
 4. The Project Manager
◼ The project manager is the individual charged with
the overall coordination of the entire construction
program for the owner.
◼ These include planning, design, procurement, and
construction. Among his/her duties:
- 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.
 4. The Project Manager
◼ Construction Manager:
The construction manager is a specialized firm
or organization which administrates the on-site
erection activities and the consulting services required
by the owner from planning through design and
construction to commissioning.
The construction manager is responsible for
design coordination, proper selection of materials and
methods of construction, contracts preparation for
award, cost and scheduling information and control.
◼ References:

*Book-Construction Project Management.pdf

Book-92578022-Construction-Methods-and-Management.pdf
END