CONSTRUCTION MANAGEMENT

PRESENTED BY
OSAMA KHALID
2016-CIV-329
PRESENTED TO
SIR MOHSIN
UET LAHORE
 CONTENTS
WHAT IS CONSTRUCTION MANAGEMENT?

CONSTRUCTION MANAGERS / LEADERS

CONSTRUCTION MANAGEMENT PROCESS GROUPS

PROJECT MANAGEMENT KNOWLEDGE AREAS

PROJECT MANAGEMENT TRIANGLE

 WHAT IS A PROJECT

• PROJECT IS THE COLLECTION OF ACTIVITIES, THAT ARE RELATED OR

CONNECTED, FOR DEVELOPING A PRODUCT OR A SERVICE.
• PROJECTS HAVE ALWAYS START AND END TIMES.
• PROJECTS HAVE ALWAYS A CUSTOMER WHO USES THE RESULTS.
 PROJECT MANAGEMENT
• A SET OF SKILLS AND METHODS OF PLANNING, ORGANIZING, AND
MANAGING A PROJECT FROM INCEPTION TO ITS SUCCESSFUL
COMPLETION

• OPTIMIZE THE THREE ATTRIBUTES OF TIME, COST, SCOPE AND

QUALITY

CONSTRUCTION MANAGEMENT
• ACT OF MANAGING THE CONSTRUCTION PROCESS
 PROJECT MANAGER
• A PERSON IN CHARGE OF OVERALL PROJECT PLANNING AND EXECUTION OF A PROJECT
IS CALLED PROJECT MANAGER.

LEADERSHIP

PROBLEM EFFECTIVE
SOLVING COMMUNICATION

CONFLICT PLANNING
RESOLUTION
 DESIGN MANAGER
• A DESIGN AND BUILD MANAGER MANAGES ALL THE PROCESSES IN RELATION TO PRODUCING A
SET OF DRAWINGS THAT A BUILDING CAN BE BUILT FROM.

MANAGING
DESIGN TEAM

DESIGN DESIGN
PROCESS CONSULTANTS

CLIENT DESIGN
REQUIREMENTS PROCESS
 QUANTITY SURVEYOR
• THE QUANTITY SURVEYOR IS THE PERSON RESPONSIBLE FOR FIGURING OUT JUST WHAT A
CONSTRUCTION PROJECT IS GOING TO COST.

FINANCES

CONSTRUCTION
WITHIN BUDGET
COSTS

INSURANCE
PRODUCTION REPLACEMENT
ESTIMATES
 SCHEDULAR
• A PROJECT SCHEDULE IDENTIFIES WHAT WORK NEEDS TO BE COMPLETED,
WHEN AND BY WHOM; CONSTRUCTABILITY ISSUES; AND KEY PROJECT
INTERFACES.

THE CREATOR

THE
REPORTING ON
COORDINATOR

IDENTIFYING
THE
ACTIVITIES
SUPPORTER
IMPACTING
 CONTRACT MANAGER
• CONTRACT MANAGER IS THE PERSON WHO MANAGES THE CONTRACTS MADE WITH THE
CUSTOMERS, VENDORS, PARTNERS OR EMPLOYEES.

OVERSEE
PROJECTS

DOCUMENTING
AND AGREEING NEGOTIATING
THE TERMS
CHANGES

ENSURING
COMPLIANCE
 CONSTRUCTION MANAGEMENT PROCESS GROUPS

ITNITIATING PLANING EXECUTION CONTROLING CLOSING

 INITIATION PLANNING EXECUTION

An idea for a project will be A project plan, project Resources' tasks are
carefully examined to
charter and/or project scope distributed and teams are
determine whether or not it
benefits the organization. may be put in writing, informed of responsibilities.
During this phase, a decision outlining the work to be This is a good time to bring
making team will identify if performed. up important project related
the project can realistically be ❖ PRIORITIZE THE PROJECT information.
completed. ❖ CALCULATE A BUDGET ❖ CONSTERUCTION
❖ CONCEPT ❖ SCHEDULE ❖ RESOURCE
❖ SURVEY ❖ DETERMINATION OF MANAGEMENT
❖ FEASIBILITY RESOURCES
CONTROLLING CLOSING

Project managers will After project tasks are

compare project status and completed and the client has
progress to the actual plan, approved the outcome, an
as resources perform the evaluation is necessary to
scheduled work. During this highlight project success
phase, project managers may and/or learn from project
need to adjust schedules or history.
do what is necessary to keep
the project on track. ❖ REPORT WRITING
 FEASIBILITY REPORT

• A FEASIBILITY STUDY IS AN ANALYSIS OF THE VIABILITY OF AN IDEA THROUGH

A DISCIPLINED AND DOCUMENTED PROCESS OF THINKING THROUGH THE
IDEA FROM ITS LOGICAL BEGINNING TO ITS LOGICAL END.
• FEASIBILITY STUDY IS CARRIED OUT IN ORDER TO ASSESS THE VIABILITY OF A
NEW PROJECT
• IT IS PRIMARY AND MOST IMPORTANT THING IN DEVELOPMENT OF A
PROJECT
REASONS TO DO FEASIBILITY STUDY
“GO/NO GO” DECISION

FOCUS TO THE PROJECT

BUSINESS ALTERNATIVES

REASONS NOT TO PROCEED

IDENTIFIES PROBLEM EARLY

PROJECT MANAGEMENT KNOWLEDGE AREA
PROJECT TIME MANAGEMENT

PROJECT COST MANAGEMENT

PROJECT QUALITY MANAGEMENT

PROJECT SCOPE MANAGEMENT

PROJECT HUMAN RESOURCE MANAGEMENT

PROJECT RISK MANAGEMENT

PROJECT MATERIAL MANAGEMENT

PROJECT PROCUREMENT MANAGEMENT

 PROJECT TIME MANAGMENT

• “THE PROCESSES THAT ARE USED TO HELP ENSURE THE TIMELY COMPLETION OF
THE PROJECT”

PLAN OR DEFINE SEQUENCE ESTIMATE ESTIMATE DEVELOP CONTROL

SCHEDULE ACTIVITIES ACTIVITIES ACTIVITY ACTIVITY SCHEDULE SCHEDULE
RESOURCE DURATION
 PROJECT COST MANAGMENT

• “THE PROCESSES INVOLVED IN ESTIMATING, BUDGETING, AND CONTROLLING COSTS

SO THAT THE PROJECT CAN BE COMPLETED WITHIN THE APPROVED BUDGET”

PLAN COST ESTIMATES DETERMINE CONTROL

MANAGEMENT COST BUDGET COST
 PROJECT QUALITY MANAGEMENT
• “THE PROCESSES INVOLVED IN PLANNING FOR MONITORING CONTROLLING ASSURING FOR,
MONITORING, CONTROLLING, AND THE QUALITY REQUIREMENTS OF THE PROJECT ARE
ACHIEVED”

PLAN QUALITY PERFORM QUALITY CONTROL

MANAGEMENT ASSURANCE QUALITY
 PROJECT SCOPE MANAGEMENT
• “THE PROCESSES INVOLVED IN ENSURING THE PROJECT INCLUDES ALL THE WORK REQUIRED,
AND ONLY THE WORK REQUIRED, FOR COMPLETING THE PROJECT SUCCESSFULLY”

PLAN SCOPE COLLECT DEFINE SCOPE CREATE WBS VALIDATE SCOPE CONTROL SCOPE
MANAGEMENT REQUIRENMENTS
 HUMAN RESOURSES MANAGEMENT

• “THE PROCESSES INVOLVED IN THE PLANNING ACQUISITION DEVELOPMENT AND

MANAGEMENT OF THE PROJECT TEAM”

PLAN HUMAN ACQUIRE DEVELOP MANAGE

RESOURCE PROJECT TEAM PROJECT TEAM PROJECT TEAM
MANAGEMENT
 PROJECT RISK MANAGEMENT

• “THE PROCESSES INVOLVED WITH IDENTIFYING, ANALYZING, AND CONTROLLING RISKS FOR
THE PROJECT”

Plan Risk Perform Perform Plan Risk Monitor and

Management Identify Risks Qualitative Quantitative Responses Control Risks
Risk Analysis Risk Analysis
 PROJECT MATERIAL MANAGEMENT

• “THE PROCESSES INVOLVED WITH THE MANAGEMENT OF MATERIALS REQUIRED FOR THE
CONSTRUCTION PROCESS”

DISPOSAL OF
MATERIAL STORE INVENTORY INSPECTION SCRAP AND
PLANNING PURCHASING KEEPING CONTROL AND PRESERVATION
DESPATCHING OF SURPLUS
MATERIAL
 PROJECT PROCUREMENT MANAGEMENT

• “THE PROCESSES INVOLVED WITH PURCHASING OR ACQUIRING PRODUCTS, SERVICES, OR

RESULTS FOR THE PROJECT”

PLAN CONDUCT CONTROL CLOSE

PROCUREMENT PROCUREMENTS PROCUREMENTS PROCUREMENTS
MANAGEMENT
 PROJECT MANAGEMENT TRIANGLE

• WHEN IT COMES TO PROJECT MANAGEMENT,

THESE FACTORS CONSTITUTE THE MOST
IMPORTANT PARAMETERS.
TIME
1. TIME
2. COST QUALITY

3. SCOPE
4. QUALITY COST SCOPE
 TIME AND COST RELATIONSHIP

• IT IS IMPOSSIBLE TO CHANGE ONE CONSTRAIN OF

THIS TRIANGLE WITHOUT AFFECTING THE OTHER.
 100% Construction Cost

Level of Influence on Cost Ability to Influence Costs

0%

Concept & Design and

Procurement and Construction Startup Oper.
Feasibility Engineering

Ability to Influence Construction Costs over Time

 DESIGN PROFESSIONALS SHOULD
• DESIGN TO MINIMIZE REQUIRED LABOR
• SPECIFY LOCALLY AVAILABLE MATERIAL
• ALLOW SUBSTITUTION OF EQUAL QUALITY MATERIAL
• AVOID ONE-OF–A-KIND OR NON-STANDARD ITEMS WHERE POSSIBLY
• DESIGN STRUCTURES WITH AS MANY REDUNDANT ELEMENTS AS POSSIBLE
• DESIGN SHOULD ALLOW CONSTRUCTION USING THE PREVAILING METHODS
AND EQUIPMENT
• SPECIFY A QUALITY OF WORKMANSHIP CONSISTENT WITH THE QUALITY OF
THE PROJECT
EFFECT OF TIME ON COST