UNIT  

2:  PROJECT’S  LIFECYCLE  AND  MANAGING  THE  PROJECT  CONCEPT  

(12  academic  hours)  

I.  SKILL  FOCUS  

Read   the   following   text   and   find   out   the   main   idea   of   each   paragraph   and  
answer  some  questions  as  below  

A.  THE  INTRODUCTION  TO  PROJECT’S  LIFECYCLE  

The   development   of   construction   projects,   irrespective   of   their   type   and   size,  

pass   through   a   number   of   discrete   and   largely   sequential   stages   commonly  
known   as   a   project   lifecycle.   These   may   broadly   be   defined   as   the   concept,  
design,  tendering,  pre-­construction,  construction  and  commissioning      

 
The   effective   management   of   each   these   stages   is   vital   for   project   success.  
Equally  important  is  the  overall  co-­ordination  and  integration  of  the  work  across  
the   entire   lifecycle   of   the   project.   This   function   is   the   domain   of   project  
management.  

A   lifecycle   of   construction   projects   is   relatively   long   and   involves   a   large   team  

of  people  who  are  contracted  to  the  project.  These  range  from  the  principle  (the  
client   for   whom   the   job   is   being   done),   the   financier,   the   project   manager,  
various   consultants   and   designers   to   contractor,   subcontractors   and   suppliers.  
Most   form   a   contract   with   the   client   while   some,   notably   subcontractors   and  
suppliers,   form   a   contract   with   the   main   contractor.   Construction   projects,  

Course:  English  for  Project  Management   Page  13  

 
particularly   those   in   the   building   sector   of   the   industry,   are   characterized   by   a  
multitude  of  individual  contracts.  

A   unique   feature   of   construction   projects   is   the   discontinuity   in   the   team  

membership   across   the   project   lifecycle.   While   some   team   members   such   as  
the   client,   designer   and   project   manager   stay   together   for   the   duration   of   the  
project,   others   such   as   subcontractors   are   a   part   of   the   team   for   only   limited  
time.    

The   project   manager   is   responsible   for   the   overall   management   of   the   project’s  
lifecycle,   the   crucial   aspect   of   which   is   effective   formation   of   individual  
contracts   and   their   administration.   Because   there   are   so   many   individual  
contracts,   a   risk   of   failure   in   at   least   one   of   them   is   quite   high.   It   may   well   be  
that  the  failure  of  only  one  contract  may  seriously  affect  the  project’s  outcomes.    

B.  MANAGING  THE  PROJECT  CONCEPT  

In  the  concept  stage  of  a  project  lifecycle,  there  are  included  many  activities  as  
below.  

-­   Establish   a   client’s   need:   A   client   initiates   a   construction   project   to   meet   a  

specific   need.   Needs   are   diverse   but   must   always   be   specific   to   a   particular  
project.   They   must   be   clearly   defined   since   they   set   in   motion   a   sequence   of  
decisions   on   which   a   strategy   for   developing   a   new   project   is   based.   The  
knowledge   of   a   client’s   real   as   opposed   to   perceived   needs   is   a   condition  
precedent   for   formulating   specific   project   objectives   and   an   appropriate  
business   strategy   for   achieving   them.   It   may   well   be   that   a   client’s   need   to  
achieve   a   maximum   return   on   invested   funds   may   not   be   satisfied   by   investing.  
Another   investment   alternative   may   better   meet   the   client’s   needs   and  
objectives.  

-­  Collect  data:  The  next  task  is  to  generate  and  collect  specific  information  from  
a  client  or  a  client’s  organization  in  support  of  the  defined  needs.  

   

Course:  English  for  Project  Management   Page  14  

 
   Client  initiates  
a  project  
 

 
Establish  a  Client’s  
  needs  
 

  Collect  data  

  Prepare  a  scope  
statement  
 

 
Rework   Feasibility  
  Abandon  a  project  
a  scope  
 
Go  ahead  
 
Develop  a  strategic  
  plan  

  Develop  a  brief  

 
Go  to  the  
  design  stage  

-­   Prepare   a   scope   statement:   A   scope   is   a   written   statement   that   defines  

the   extent   of   work,   formulates   key   project   objectives   of   cost,   time,   quality  
and   function,   provides   the   necessary   supportive   data,   formulates   a  
preliminary   development   strategy   from   the   identified   alternative   schemes  
and   establishes   a   preliminary   cost   budget.   It   forms   a   basis   for   future  
project   decision-­making.   A   scope   statement   is   fundamentally   concerned  

Course:  English  for  Project  Management   Page  15  

 
 with   what   work   wants   to   accomplish   and   why,   while   the   issue   of   how   it   is  
part  of  a  strategic  plan.  
•   Project   objectives:   To   ensure   the   successful   outcomes,   every   attempt  
should   be   made   to   develop   project   objectives   common   to   each   team  
member,   including   the   client.   Cost,   time,   and   quality   are   the   most  
common  project  objectives.  Once  objectives  have  been  defined,  it  must  
carefully  be  prioritized  in  order  of  their  importance.    
•   Setting   a   time-­frame   for   a   project:   Financially   successful   construction  
projects  are  those  that  are  not  only  completed  within  a  cost  budget  but  
also   within   a   defined   time-­frame.   Delays   in   completion   not   only  
increase   the   cost   of   a   project   cost   but   also   delay   its   commissioning,  
the   impact   of   which   is   either   an   extra   cost   to   the   client   or   a   loss   of  
income.   This   is   best   achieved   by   determining   a   date   on   which   the  
client   expects   a   project   to   be   completed.   As   a   project   must   be  
completed   by   a   specified   date,   the   project   needs   to   be   fast-­tracked   by  
overlapping   some   of   its   stages,   particularly   design,   tendering,   pre-­
construction  and  construction.  
•   Formulation   of   a   development   scheme:   The   information   is   enough  
available   to   define   performance   parameters   that   a   proposed   project   is  
required   to   meet   a   project   size,   and   its   main   structural   and  
architectural  features.    
•   A   project   organization   structure:   It   defines   the   roles   and  
responsibilities   of   its   members,   how   that   are   contractually   linked,   and  
how   they   communicate   with   one   another.   Establishing   open   lines   of  
communication   and   empowering   an   organization’s   members   are  
essential   requirements.     Design   of   a   project   organization   structure   is  
then   overlaid   with   an   appropriate   delivery   method   that   will   closely  
match   stipulated   contractual   and   communication   links.   Selecting   an  
appropriate  organization  structure  and  a  method  of  delivery  in  the  very  
early   stage   of   a   project   life   may   seem   premature,   but   it   is   necessary  
for  subsequent  decisions,  particularly  those  affecting  a  project  design.    

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 •   Availability   of   resources:   One   of   the   important   tasks   of   managing   the  
concept   stage   is   to   identify   important   resources   needed   for   a   project  
and   to   assess   their   availability.   The   first   thing   is   site   which   is  
influenced   by   a   number   of   factors,   particularly   the   type   of   project,   its  
size,   and   the   actual   location.   The   aim   is   to   find   a   building   site   with   the  
greatest   propensity   for   future   capital   gains   since   it   would   significantly  
improve   the   overall   project   value.   Other   resources   needed   for   a  
project,   such   as   people,   materials,   and   plant,   are   often   regarded   as  
being   readily   available   when   needed.   This,   however,   is   a   risky  
assumption   to   make   since   available   resources   may   be   limited   in  
quantity  or  quality.  It  is  therefore  necessary  to  ascertain  the  availability  
of  the  important  human  and  physical  resources.  
•   Preliminary   cost   budget:   The   amount   of   money   the   client   is   willing   to  
invest   in   a   project   is   a   sum   that   must   cover   all   the   costs   incurred  
throughout   all   the   stages   of   a   project   lifecycle,   from   inception   to  
completion.   The   client   articulates   to   a   project   team   the   maximum  
amount  of  funds  available  and  whether  or  not  it  includes  a  contingency  
for   risks   and   for   things   that   are   generally   unknown   at   that   particular  
time.   Establishing   a   total   project   cost   in   the   concept   stage   is   a   difficult  
task   since   there   is   not   enough   specific   information,   such   as   the  
project’s   design,   to   arrive   at   an   accurate   estimate.   A   project   will   also  
be   exposed   to   a   wide   range   of   risks,   which   may   increase   its   cost.   It   is  
therefore   necessary   to   quantify   the   risk   and   inaccuracies   in   cost  
estimating,   and   express   them   as   a   contingency   sum.   The   total   project  
cost   is   then   a   sum   of   a   net   project   cost   plus   a   contingency.   While  
difficult,   estimation   of   project   cost   is   vital   for   assessing   it   financial  
viability.   Because   only   sketchy   and   imprecise   information   is   available,  
a  cost  estimate  will  probably  be  inaccurate.  Consequently,  an  estimate  
of  a  contingency  sum  is  likely  to  be  conservative.  For  these  reasons,  a  
project   cost   budget   is   commonly   regarded   as   preliminary   only   at   this  
stage.  

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 -­   Feasibility   analysis:   It   is   the   process   of  assessing  the  financial  viability  of  
proposed   development   schemes.   It   is   an   attempt   to   determine   if   such  
schemes   meet   the   defined   project   objectives.   Feasibility   analysis   may   be  
a   single   activity   or   a   series   of   progressive   appraisals   of   development  
schemes.   It   commonly   involves   technical   and   economic   assessment.  
Technical   feasibility   assesses   different   development   schemes   in   terms   of  
their   performance,   design   features,   particularly   good   practice   features,  
safety,   demand   for   specialized   resources   and   lifecycle   performance.  
Economic   feasibility   is   an   assessment   of   the   likely   financial   performance  
of  proposed  schemes  and  may  use  one  or  more  of  the  following  methods:  
•   Return  on  investment  (r)  
•   Payback  period  (T)  
•   Net  present  value  (NPV)  
•   Internal  rate  of  return  (IRR)  
•   Cost-­benefit  analysis  (B/C)  
-­   Strategic   planning:   It   is   ‘a   discipline   effort   to   produce   fundamental  
decisions   and   actions   that   shape   and   guide   what   an   organization   is,   what  
it   does,   and   why   it   does   it’.   A   strategic   plan   is   a   written   document   that  
describes   in   detail   strategies   and   specific   processes   that   have   been  
formulated   for   achieving   successful   project   outcomes.   These   strategies  
are  based  on  the  client’s  needs,  project  objectives,  and  specific  technical,  
operational,  and  management  requirements.    
-­   Develop   a   brief:   a   brief   is   a   detailed   account   of   the   client’s   requirements  
for   a   new   construction   project   from   which   a   design   consultant   develops   a  
functional,   aesthetically   pleasing   and   economically   viable   design   and  
prepares   the   necessary   documentation.   It   sets   out   in   clear   terms   the  
details   of   a   project   scope,   including   needs,   purpose,   cost,   timing   and  
objectives.  It  also  describes  a  preferred  development  scheme.  
A   brief   is   a   vital   document   which   must   be   complete,   accurate   and   clear   in  
its  description  of  what  is  to  be  built,  why  and  for  what  purpose,  and  how  it  
is   to   be   built.   Information   contained   in   a   brief   must   be   detailed   enough   to  
enable  a  design  team  to  interpret  it  correctly  and  translate  it  into  a  design  

Course:  English  for  Project  Management   Page  18  

 
 concept  that  would  meet  the  required  objectives  and  performance  criteria.  
A   brief   that   is   incomplete,   inaccurate,   vague   or   contradictory   may   be  
misinterpreted   by   a   design   team,   particularly   its   intent.   The   final   design  
may  not  fully  reflect  the  client’s  requirement.  
CONCLUSION:  
The   concept   stage   is   regarded   as   the   most   important   period   in   entire  
lifecycle   of   the   project   because   the   decisions   made   at   that   stage   have   a  
major   impact   on   project   cost   and   schedule.   Effective   management   of   the  
concept   stage   is   therefore   vitally   important.   It   involves   a   systematic  
assessment   of   the   client’s   needs,   which   leads   to   the   formulation   of   a  
detailed   project   scope   and   alternative   development   schemes.   These   are  
then   appraised   through   feasibility   analysis,   after   which   a   strategic   plan   is  
formulated   for   a   preferred   development   scheme.   Finally,   a   brief   for   a  
design   consultant   is   prepared.   The   project   now   moves   to   a   new   stage   of  
its  development.  
 
Questions:  
1.   What  is  project  lifecycle?    
2.   What  is  the  main  purpose  of  developing  a  scope  statement?  What  need  to  
be  contained  in  the  scope  statement?  
3.   What   is   the   main   function   of   a   project   brief?   How   can   it   affect   to   the  
project  success?  
4.   What   is   feasibility   analysis?   How   many   assessment   in   the   feasibility  
analysis?    

Course:  English  for  Project  Management   Page  19  

 
II.  VOCABULARY  FOCUS  

Exercise  1:  Finding  a  word  or  an  expression  in  the  reading  passage  to  describe  
each  stage  in  the  project  lifecycle  

1.   It   is   a   competitive   process.   It   brings   together   a   number   of   bidders   who  

compete   against   each   other.   Each   bidder’s   objective   is   to   win   a   job   by   offering  
as  competitive  price  as  possible………………………………  

2.   The   outcomes   of   this   stage   is   a   set   of   drawings   and   specifications,   a   bill   of  

quantities  (if  required),  and  general  conditions  of  contract.  …………  

3.   The   purpose   of   this   stage   is   to   allow   contractor   to   plan   and   organize  

construction  work  and  to  mobilize  necessary  resources.  The  length  of  this  stage  
is   the   length   of   time   between   the   contract   award   date   and   the   date   for   site  
possession.  This  length  depends  on  project  size  and  its  complexity…………..    

4.   The   aim   of   this   stage   is   to   prepare   a   blueprint   of   important   decisions  

necessary   for   the   development   of   design   and   construction   strategies.   The   work  
in   this   stage   has   the   greatest   ability   to   influence   the   cost,   time   and   quality   of  
the  project  ……………….  

5.   The   stage   starts   on   the   date   when   the   contractor   has   been   given   access   to  
the   site,   and   ends   on   the   date   given   in   the   contract   as   the   date   for   practical  
completion………  

6.   During   this   stage,   the   contractor   must   complete   outstanding   parts   of   the  
project,   must   repair   defects   to   the   satisfaction   and   must   commission   the  
project’s  services  and  ensure  their  satisfactory  performance  

Exercise  2:    

Identify   the   parts   of   speech   of   the   words   in   each   word   family   below   and  
complete  the  sentences  by  filling  the  gaps  

1.  Measurement  –  measured  –  measuring  

a.  The  principal  …………..device  for  distance  is  the  steel  tape  

b.   It   is   difficult   to   make   an   accurate   …………………..with   a   metal   tape   on   a   hot  

day    
Course:  English  for  Project  Management   Page  20  
 
c.   Topographic   survey   is   used   to   ……………   The   evaluation   of   points   on   a  
particular  piece  of  land  and  presents  them  as  contour  lines  on  a  plot.  

2.  attach  –  attachment  –  attached  

a.   Plum   bobs   are   lead   weights   ……………   to   a   line   that   give   the   direction   of  
gravity.  

b.  We  want  to  …………….the  kitchen  to  the  dining  room  with  a  partition  

c.  Houses  which  are  built  in  the  way  of  ……………..  are  called  attached  houses.  
It  means  that  they  share  a  wall.  

3.  indicate  –  indicator  –  indicative  

a.  A  depth  ………..is  a  device  that  provides  specific  information  about  depth  

b.  The  transit  has  plates  that  ……………both  horizontal  and  vertical  angles.    

c.  There  are  ……………signs  on  this  device.    

4.  accurate  –  accuracy  –  accurately  

a.   A   special   telescopic   instrument   that   gives   more   …………readings   of   angles  

than  the  transit  is  known  as  a  theodolite  

b.  All  kinds  of  survey  require  great  ……………  

c.  We  can’t  calculate  the  force  of  wind  imposed  on  the  load  …………….because  
it  is  live  load  

5.  represent  –  representation  –  representative  

a.   The   stadia   hairs   are   fixed   to   ………………….the   distance   that   is   usually   a  

hundred  times  each  of  the  marks  on  the  road.  

b.  This  is  a  …………….survey  for  a  new  project  

c.  Our  firm  needs  more  …………….in  China  

6.  elevate  –  elevation  –  elevator  

a.  An  ……………..takes  you  upstairs    

b.  Can  you  …………….  this  stone?  

Course:  English  for  Project  Management   Page  21  

 
c.   When   the   marks   on   the   plane   table   which   represent   equal   ……………..are  
connected,  the  surveyor  has  made  a  contour  map.  

Exercise   3:   Identifying   errors   involving   word   form   problems?   Put   X   under   a  

word  that  is  not  corrective  and  correct  it.  

1.   Liberal   arts   colleges   cultivate   general   intellectually   abilities   rather   than  

technical  and  professional  skills.  

2.   Goats   are   extremely   destruction   to   natural   vegetation,   and   are   often  

responsible  for  soil  erosion.  

3.   Wild   plants   were   of   considerable   important   to   early   settlers,   and   many   are  
still  used  medicinally  and  as  food.  

4.  One  important  branch  of  linguistics  is  semantics,  which  analysis  the  meaning  
of  words.  

5.   In   most   Western   states,   the   first   major   industry   was   mining,   which   was  
gradually  supplemented  by  farms  and  ranching  

6.   The   Natchez   Trace   was   an   important   commercial   and   military   route   between  
Nashville,  Tennessee  to  Natchez,  Mississippi.    

7.   To   make   candles,   pioneers   twisted   string   into   wicks,   dipped   the   wicks   into  
hot  fat,  then  hung  the  candles  to  cool  and  hard.    

8.   The   giant   squid   is   so   an   elusive   creature   that   at   one   time   it   was   believed   to  
be  purely  mythical.  

9.  Pearls  are  found  in  much  colors,  including  cream,  blue,  lavender,  and  black.  

10.   The   most   important   period   of   physical   growth   in   humans   occurred   during  
their  first  two  years.  

III.  GRAMMAR  FOCUS  

There  are  many  way  to  express  the  language  of  suggestions,  invitations.  

a.   Suggestions  

+  Making  suggestions  

Course:  English  for  Project  Management   Page  22  

 
 -­   Why  do  not  you/we…..   -­  Shouldn’t  you…..  
-­   Why  not….   -­  What  about…..  
-­   Have  you  ever  thought  of…..   -­  What  if  you,  we…..  
-­   Have  you  considered….   -­  How  about…..  
-­   If  I  were  you….   -­  Try……..  
-­   If  I  were  in  your  shoes…..   -­  Maybe  you/we  could  

+  Positive  Responses   Negative  responses  

-­   Why  not!   -­  I  don’t  think  so.  

-­   Good  idea!/  That  is  an  idea.   -­  I  don’t  believe  so.  
-­   Sounds  good  to  me.   -­  I  already  thought  of  that.  
-­   By  all  means!   -­  I  don’t  think  that  will  work.  
-­   Why  didn’t  I  think  of  that?   -­  Don’t  look  at  me!  
-­   That’s  worth  a  try.  

Eg:    

ST1:  I’m  doing  so  poorly  in  physics  class,  I  think  I’m  going  to  have  to  drop  it.  

ST2:   You   know,   Frank.   Why   don’t   you   talk   to   Professor   Marco   before   doing  
anything?  He’s  given  special  help  to  lots  of  students  who  were  having  trouble.    

ST1:  It  sounds  good  to  me.  I  will  talk  to  him  soon.  

b.   Invitation  

+  Making  invitations:  

-­   Shall  we…..   -­  Let’s……..  

-­   Would  you  like/care  to……   -­  Do  you  want  to……  
-­   Would  you  be  able  to…..   -­  Could/can  you…..  

+  Positive  Responses   +  Negative  Responses  

-­   Yes,  let’s.   -­  I’m  sorry,  but…..  

-­   Sure,  thanks.   -­  I’d  like/love  to,  but…..  
-­   Sounds  good.   -­  That  sounds  nice,  but….  
-­   What  a  great  idea!   -­  I’ll  pass.  
-­   Sure.  Thanks  for  inviting  me.   -­  Can  I  take  a  rain  check  

Course:  English  for  Project  Management   Page  23  

 
Eg:    

ST1:   Would   you   like   to   join   us   on   Sunday?   We’re   going   to   go   on   a   picnic   at   the  
lake.  

ST2:  I’d  love  to,  but  I  have  a  test  on  Monday  and  I  have  to  get  ready  for  it.  

   

   

     

   

Course:  English  for  Project  Management   Page  24