Course Unit: CONSTRUCTION PROJECT MANAGEMENT

Course Code: BCE 3202

Course Level: YEAR III, SEMESTER II
Credit Units: 3
1.0 What is Project Management?
A project is defined in BS 6079:2000 Guide to Project Management [7] as:
A unique set of co-ordinated activities with definite starting and finishing points, undertaken
by an individual or organisation to meet specific objectives within defined schedule, cost and
performance parameters.

The British Standard BS 6079: 2000 defines project management as the planning, monitoring,
and controlling of all aspects of a project and the motivation of
all those involved in it to achieve the projective objectives on time and to the specified cost,
quality, and performance.

Project management, according to ISO 10006: 1997(E), includes: the planning, organising,
monitoring, and controlling of all aspects of the project in a continuous process to achieve its
objectives.

Project management may be defined as:

The overall planning, co-ordination and control of a project from inception to completion,
aimed at meeting a client’s requirements in order to produce a functionally and financially
viable project that will be completed on time, within authorised cost and to the required quality
standards.

1.1 General Management Functions

A. Planning.
• It involves deciding in advance what is to be done, how and in what order it is to be done
in order to achieve the objectives.
• Planning aims at deciding upon the future course of action. A plan shows the committed
course of action. Schedule depicts when and in what sequence the planned activities are to
be carried and puts the plan on a calendar date scale. In brief, planning and scheduling
involves the following:
o Crystallising objectives.
o Collecting and synthesising information;
o Developing alternative courses of action within the specified constraints;
o Comparing alternatives in terms of objectives, feasibility and consequences;
o Selecting and scheduling the optimum course of action; and
o Establishing policies, procedures, methods, schedules, programmes, systems,
standards, and budgets for accomplishing project objectives.
B. Organising.
• It is the process of establishing a structural relationship among functions of people, so as
to streamline the achievement of assigned objectives. Organising involves the following
main tasks:
o Dividing the work into component activities;
o Designing job structures;
o Defining performance targets and responsibilities;
o Allocating resources;
o Delegating authority commensurate with responsibility; and
o Establishing structural relationship to secure coordination.
C. Staffing and provisioning resources.
• It implies managing and keeping the positions created by the organisation structure manned
and providing them the right quality resources at the right time. These resources include

Construction Project Management Page 1 of 15

Course Unit: CONSTRUCTION PROJECT MANAGEMENT
Course Code: BCE 3202
Course Level: YEAR III, SEMESTER II
Credit Units: 3
people, materials, machinery, and money. The connected management tasks include the
following:
o Preparing resource procurement schedules;
o Developing specifications for required resources;
o Deciding appropriate sources of procurement;
o Budgeting resources and arranging approvals and purchases;
o Preventing wastage during resource holding at site; and
o Supplying on time the required quality and quantity of resources.

D. Directing or leading.
• It involves influencing people so as to enable them to contribute to organisational goals
efficiently and effectively. Direction implies the following tasks:
o Providing effective leadership;
o Motivating the participant’s behaviour;
o Communicating instructions and orders; and
o Providing a suitable climate for subordinates’ development.

E. Controlling.
• It involves monitoring of the performance and applying corrective measures in case of
deviations from the plan. The process of control can be sub-divided into the following
stages:
o Specifying the factors to be controlled;
o Stating the methods of measuring control factors;
o Evolving systems for generating performance data;
o Monitoring data received and formulating corrective options;
o Applying corrective measures to put a plan on the scheduled path; and
o Replanning, when necessary.

2.0 CONSTRUCTION PROJECT CHARACTERISTICS

2.1 Construction Project Definition

Construction implies designing building, installation, and commissioning of items of civil,

mechanical, electrical, telecommunication and other utility works, necessary for building a
specified construction-related facility or service.

A ‘construction project’ is a high-value, time bound, special construction mission of creating

a construction facility or service, with predetermined performance objectives defined in terms
of quality specification, completion time, budgeted cost and other specified constraints.

2.2 Construction Project Development Phases

A construction project concept analysis starts with feasibility analysis, and it is followed by
go-ahead.
decision. It is completed when its specified product/facility is ready to perform its designed
function.

The period between the start and completion of the facility is called Construction Project
Development Cycle.

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Course Unit: CONSTRUCTION PROJECT MANAGEMENT
Course Code: BCE 3202
Course Level: YEAR III, SEMESTER II
Credit Units: 3
A generic construction project development cycle can be divided into generally sequential four
phases or stages determined by the control needs of the project. These phases are Concept
Analysis, Planning and Procurement, Implementation or Execution, and commissioning after
completion.

Commencing from the concept analysis phase to its completion phase, a typical construction
project’s four sequential stages or phases are shown in Figure below: -

Table 1 Highlight on Program, Project, and process.

Parameter Project Program Processes
Objectives One Vary Multiple e.g. Finance,
Marketing, etc.
Timelines Limited with known start Limited but longer Going concern
and predictable end. than the project
Purpose Produce change; a unique Sustainable response Maintaining growth
and new product/service through a mission
HR Temporary and transient Temporary and Permanent
because the project is transient
temporary. People will come
and go, not stay throughout
the project.
Measure of Completion How the problem was Permanent level of
Success addressed. progress compared to set
targets.

2.3 Project characteristics

a) Temporary with a known start and foreseeable end.
A project is a temporary endeavour or mission undertaken to create a unique products
or services or results. Temporary nature of project means that it has well defined
beginning and end.
b) Unique and aimed at creating change.
Each project is unique in itself, and no two projects are ever alike. Even two similarly
designed projects may differ from each other in one or more influencing factors such
as: client and contractors, quality specifications, resources required, responsibilities
assigned and the project environments. Each one of these factors may have a decisive
effect on the development of the project.
c) Temporary and transient
d) Progressive elaboration

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Course Unit: CONSTRUCTION PROJECT MANAGEMENT
Course Code: BCE 3202
Course Level: YEAR III, SEMESTER II
Credit Units: 3

• The works carried out in any organisation can be divided into two categories i.e. new unique
endeavour and routine operations.
• The completion time for a unique endeavour can vary from a few hours to many years, and
the cost can range from low to very high.
• A project is a new unique endeavour undertaken to achieve specified objectives. ‘New’
implies that it is different from the management of routine operations, ‘unique’ means that
it is not done before (at the same location and with the same resources) and it is subject to
risks and uncertainties.
• Transient endeavour implies that it is a temporary organisation created to attain specified
objectives of completion time, budgeted costs, and development specifications.
• A project is a temporary endeavour or mission undertaken to create a unique products or
services or results. Temporary nature of project means that it has well defined beginning
and end.
• A project aims at accomplishing a development objective like creating a product or service
or a specified outcome.
• Each project has a specified mission or a purpose to be achieved. It ceases after the mission
is accomplished.

2.4 Construction Project Classification

Broadly, depending upon nature of construction facility, the major construction projects are
grouped into ‘Building construction’, ‘Infrastructure construction’, ‘Industrial construction’
and ‘Special purpose’ projects.
a) Building construction projects.
• Building works include all types of buildings such as: residential and
commercial complexes, educational and recreational facilities, hospitals and
hotels, estates and offices, warehouses and shelters.
• ‘Buildings’ constitute the largest segment of construction business.
• The building business serves mankind by providing shelter and services for its
habitation, educational, recreational, social and commercial needs. The building
works are mostly designed by the Architects and Engineers and are financed by
governments, public and private sectors.
b) Infrastructure construction projects.
• Economic development needs infrastructure services.
• These services are broadly divided into physical and social services.
Infrastructure physical services include: electricity, transport, irrigation,
housing, water supply, sanitation etc.
• Infrastructure social services cover education, health care, recreation, banking,
financial institutions etc.
• Infrastructure of physical construction services has a direct impact on the
growth and overall development of an economy.
• These are capital intensive and heavy equipment-oriented works, which involve
the movement of a large quantity of bulk materials like earth, steel and concrete.
• These works include dams and canals, highways and airports, railways and
bridges, oil/gas pipelines and transmission lines, large water supply and sewage
disposal networks, docks and harbours, nuclear and thermal power plants, and
other specialist construction activities which build-up the infrastructure for the
growth of the economy.

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Course Unit: CONSTRUCTION PROJECT MANAGEMENT
Course Code: BCE 3202
Course Level: YEAR III, SEMESTER II
Credit Units: 3
• These works are designed by the specialist engineers.
c) Industrial construction projects.
• These works include construction of manufacturing, processing and industrial
plants like steel mills, petroleum refineries and consumer-goods factories.
• These works involve heavy investment and are highly specialised.
• Industrial Constructions are financed by government, public and private enterprises.
d) Special-purpose construction-related projects.
• These include environmental protection works, emergencies, remedial works,
utility services, and complex key operations.

Construction projects come in many forms with varying purposes. There is no simple method
to classify them. These projects can be categorised by the nature of construction works, the
mode of execution, cost and time constraints, the inherent uncertainty (maturity level) or a
combination of these, as given in table below: -

Classification of Construction Projects

Project Classification Basis Breakdown Classification
1. Nature of construction facility • ‘Building construction’,
• ‘Infrastructure construction’,
• ‘Industrial construction’ or
• ‘Special-purpose projects.
2. Nature of work Repetitive Works or Nonrepetitive Works
3. Mode of execution Departmental or Contractual
4. Nature of construction contract Cost plus, Item Rate, Lump-sum, Turnkey or
BOT (Build Operate, Transfer)
5. Completion time • Long duration program (over 5 years)
• Medium duration projects (3–5 years)
• Normal duration projects (1–3 years)
• Special short-term projects (less than 1 year)
6. Budgeted cost • Mega value programme/projects
• Large value projects
• Medium value projects
• Small value project
7. Maturity level • Insignificant risk,
• Low value risk,
• Medium value risk,
• High value risk.
8. Need based projects • Public need projects,
• Corporate need projects,
• Commercial projects,
• Re-engineering projects.

2.5 Construction Project Performance Objectives

There are many factors that determine the outcome of a construction project but the five main
parameters that can sufficiently define a construction project are: scope, quality, resources,
completion time and cost.

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Course Unit: CONSTRUCTION PROJECT MANAGEMENT
Course Code: BCE 3202
Course Level: YEAR III, SEMESTER II
Credit Units: 3

1. Scope defines the deliverables. The deliverables are measured in terms of the quantities
of work and the nature of the tasks involved in the execution of the project. The quantity
of work is surveyed from the design and drawings. Nature of tasks determines the
complexity of the work. Complexity increases as the number of dissimilar tasks
increase and it decreases if the tasks are repetitive (or similar in nature).
2. Quality of the product to be achieved in accomplishing tasks is stated in terms of
construction design, drawings, and specifications.
3. Resources are necessary to perform the work. Resource productivity measures the
efficiency with which the resources are utilised.
4. Completion time depends upon the speed with which the project is to be executed.
5. Cost is the budgeted expenditure, which the client has agreed to commit to
creating/acquiring the desired construction facility.

The above five parameters are interactive, that is, each parameter is a function of the other. In
addition to the above five parameters, there are many other features/variables that are
associated with project performance. These additional parameters include: project
organisation, culture, stakeholder’s interest, contractor’s performance capability, etc.

These parameters are interlinked and must be kept in balance to achieve project objective
efficiently and effectively within the changing environments.

The project planning, scheduling and controlling methodology employed for managing scope,
time, resources and cost, within the changing environments, is loosely called the ‘project
management techniques’.

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Course Unit: CONSTRUCTION PROJECT MANAGEMENT
Course Code: BCE 3202
Course Level: YEAR III, SEMESTER II
Credit Units: 3
3.0 CONSTRUCTION PROJECT DEVELOPMENT:
3.1 PHASES AND PROCESSES
3.1.1 Construction Project Phases and Processes
Phases-
• In a construction project, works are divided into phases for exercising control. A typical
construction project comprises of four phases, i.e.
1. project concept analysis phase,
2. planning and construction procurement phase,
3. construction (execution and control) phase and
4. close-up (including demobilisation) phase.
• These phases are generally sequential but may overlap in some situations as shown
below: -

Figure 1 Project Construction Management Phases

Processes-
• Each phase, depending upon its deliverables, contains a single or a group of processes.
• A process is an action or a set of actions that are performed to bring about a desired
result.
• Each process is fed with inputs; these inputs are processed using tools and techniques
to produce outputs.
• The output of a process is generally followed with the start of one or more of the
subsequent generally sequential processes. The phases with processes in a typical
construction project are outlined below; generally, these project processes overlap.

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Course Unit: CONSTRUCTION PROJECT MANAGEMENT
Course Code: BCE 3202
Course Level: YEAR III, SEMESTER II
Credit Units: 3

Figure 2 Processes in a Construction Project Life Span

• The processes in a construction project can be generally divided into two categories,
i.e.
1. Project management-related processes and
2. technical management related processes.
• Project management processes have similarities, but the technical management process
differs from project to project.
The development phases and processes, relating to project phases, given in subsequent
paragraphs, are concerned with management of projects and exclude the technical management
related processes.

Figure 3 Project Formulation, Planning and Design, Execution and Control, and Close-up Phases

3.1.1.1 Processes in Construction Project Concept Analysis Phase

The following Processes are included in project concept analysis: -
1. Need analysis
2. Feasibility study
3. Project investment analysis and appraisal

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Course Unit: CONSTRUCTION PROJECT MANAGEMENT
Course Code: BCE 3202
Course Level: YEAR III, SEMESTER II
Credit Units: 3
4. Project implementation strategy
Project Concept Analysis of a project is a complex process. It involves developing the concept
of the project, conducting feasibility study, undertaking investment appraisal and making the
decision to invest in the project.
A. Project needs analysis.
• The needs of construction projects arise for various reasons. Some of these ‘needs’
include development of the infrastructure, setting-up an industry, expanding or
diversifying the existing business activity, meeting the needs of society, an investment
in real estate and so on.
• In the construction business, the key to success lies in getting into the right business at
the right time. Identification of such opportunities requires:
1. Generation of ideas. Brainstorming or similar techniques can facilitate in
stimulating the flow of ideas.
2. Monitoring the environment. Basically, a promising investment idea enables a
firm (or an entrepreneur) to exploit opportunities in the environment, by drawing
on its competitive strengths.
3. Corporate appraisal. The important aspects to be considered under this include
market image, market share, condition and capacity of plant and machinery,
location advantage, track record, cash flows and liquidity, and dynamism of top
management. A realistic SWOT appraisal of corporate strengths and weaknesses
is essential for identifying investment opportunities, which can be profitably
exploited.
B. Feasibility study.
• The objective of the feasibility study, invariably, is to analyze the factors affecting the
viability of a project and to present the findings with recommendations in the form of
a project feasibility report for implementation.
• A feasibility report forms the basis for the investment decisions made by the project
promoters, for the support extended by the financial institutions, for the clearance given
by the appropriate approving authorities, and for giving an insight to the project
manager into the techno-economic basis on which the project is approved.
• The feasibility study evaluates project potential by examining the technical feasibility,
economic viability, and financial implications.
1. Proposed facility/product features.
2. Demand survey: It includes prospective customers, consumption pattern,
existing market, government policy, demand forecast and sale potential.
3. Technical studies: These cover production process selection, construction
methodology, location study, power and local resource availability, means of
transportation, scope of work, wastage disposal arrangement, construction cost
estimates, preliminary time plan, resource forecasts, outline project
organization, and statement of project time and cost objectives.
4. Financial implications: They contain sales forecast, project budget, capital
costs, profitability trend, payback period, net present worth, cash flow forecast,
and sources of financing.
5. Economic viability: It highlights social implications and cost benefit analysis.

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Course Unit: CONSTRUCTION PROJECT MANAGEMENT
Course Code: BCE 3202
Course Level: YEAR III, SEMESTER II
Credit Units: 3
6. Summary of recommendations.
C. Project investment analysis and appraisal.
• The feasibility report, if found acceptable, is followed up with an investment appraisal.
The purpose of the appraisal is to conduct an objective assessment for making the
investment decision. It involves a critical examination of the technoeconomic analysis
of the feasibility findings, with particular reference to:
o Demand analysis,
o Technical specification feasibility,
o Strength, weakness, opportunity and threat (SWOT) analysis,
o Environment implications,
o Financial analysis, and
o Economic analysis.
• Appraisal of the feasibility stage enables a client to:
a. Decide on the project concept, time and costs;
b. Outline the approach needed to take the project;
c. Appoint key persons like construction project managers or project coordinators
to act as his representatives; and
d. Nominate specialist associated agencies such as the architect, designer, and
consultants, as per the requirements.
• The process of formulation of needs, collection of information, critical examination of
concepts and re-examination of needs, and feasibility of the project may have to be
repeated several times over before a project's inception finally takes shape.
D. Project scope formulation and implementation strategy.
• In case the project is financially viable, and the client decides to go ahead and develop
the implementation strategy. This strategic plan or charter or work operation order
generally includes the following:
o Broad scope of work including WBS, and functional and technical specifications
of the work;
o Project objectives;
o Outline execution methodology;
o Preliminary milestone accomplishment;
o Critical resource forecasts;
o Cash flow pattern and sources of funding;
o Outline organization and responsibility assignment matrix; and
o Potential risks and problem areas.
• The project strategic plan or project charter is issued by the client in the form of an
executive order or the project operation order. It is supported with the outline plan,
policy and procedures, and it is circulated to all the persons concerned with the
decision-making and management of the project.
• This strategic plan forms the basis for the start of the project management process and
actions of the project management.
3.1.1.2 Processes in Construction Project Planning Phase
• Processes in project planning phase are as follows:
o Designs and drawings planning;

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Course Unit: CONSTRUCTION PROJECT MANAGEMENT
Course Code: BCE 3202
Course Level: YEAR III, SEMESTER II
Credit Units: 3
o Time planning;
o Resource planning;
o Cost planning and budgeting;
o Communications planning;
o Quality assurance planning;
o Organizational planning;
o Construction contracts procurement planning;
o Resources mobilization planning;
o Site administration and layout planning;
o Workers’ safety, health and environment protection plan; and
o Risk response planning.
• Planning is the process of developing the project plan. The plan outlines how the project
is to be directed to achieve the assigned goals. It specifies a predetermined and
committed future course of action, based on discussions and decisions made on the
current knowledge and estimation of future trends. Planning aims at formulation of a
time-based plan of action for coordinating various activities and resources to achieve
specified objectives.
• Planning, in its broader perspective, involves advance thinking; as to what is to be done,
what are the activities, how it is to be done, when it is to be done, where it is to be done,
what is needed to do it, who is to do it and how to ensure that it is done; all of this is
channelized to generate and evaluate options for evolving an action plan aimed at
achieving the specified goals.
• The construction planning process is stimulated through a study of project documents.
These documents include, but are not limited to, the available technical and commercial
studies and investigations, designs and drawings, estimate of quantities, construction
method statements, project planning data, contract documents, site conditions, working
regulations, market survey, local resources, project environment and the client’s
organisation. The planning process takes into account the strengths and weaknesses of
the organization as well as the anticipated opportunities and risks.
• Planning the entire project from its inception to completion requires vast coverage,
varied skills, and different types of plans. The development of types of plans
encountered in a typical construction project is indicated below: -
Inception or formulation phase Client project conceptual plan
Engineering and planning phase Client project strategic or preliminary plan
Implementation phase Client and contractor project detailed
construction plan
Note. Due to gradual development of scope and stakeholders requirements in complex projects,
the above plans are progressively developed /elaborated.
Client project conceptual plan.
• Planning by the client begins as soon as he gets the idea about developing a facility to
fulfill certain motives. His early thought process gives him the indication of the cost,
time and benefit. Only when he is convinced about the soundness of his idea, he decides
to go ahead with the feasibility studies.

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Course Unit: CONSTRUCTION PROJECT MANAGEMENT
Course Code: BCE 3202
Course Level: YEAR III, SEMESTER II
Credit Units: 3
• The feasibility study team, after evaluating the technical feasibility, economic viability
and financial implications, conceptualize the overall scope of work and breaks it down
into various task groups.
• It analyses, in outline, the scope of work and assesses the time and costs of
accomplishing the project.
• This outline conceptual plan, developed by the feasibility team during the inception
stage, forms the basis for identifying the project direction of work and its milestones.
Client project strategic plan.
• Acceptance of the feasibility studies marks the commencement of the strategic or
preliminary plan-making process.
• Its main aim is to provide direction to the client managers and staff employed during
the development phase of the project.
• The project preliminary plan forms the basis for developing the project construction
plan. The preliminary plan may include the following: -
o A project time schedule and the skeleton network to highlight the work
dependencies, project milestones and the expected project completion time;
o The project is designed, and preparation schedule is drawn;
o Breaking down of project works into contracts, along with a schedule of
contracting activities, including the tender preparation period, tender
finalization period, and the contracted works commencement and completion
dates;
o A resources preliminary forecast indicating the phased requirement of men,
important materials, plant and machinery;
o Resources procurement system;
o Project organisation and staffing pattern; and
o A preliminary forecast of funds required.
• In this planning phase, the project manager, performs the key functions. These include,
but are not limited to, the following:
1. Participate in the finalization of design, drawings and specifications so as to
formulate construction methodology.
2. Prepare project execution preliminary plan and formulate the schedule for
processing various contracts.
3. Advise the client on an early purchase of the items of plant and equipment
needing a long lead time for procurement.
4. Evolve the pre-tender construction plan for each tender package.
5. Scrutinise the tender packages, including drawings and specifications, so as to
minimise the discrepancies.
6. Conduct the pre-tender briefing to contractors to ensure that the bidders
understand the tender documents and the work involved in each tender.
7. Evaluate project costs and compile project budget including preliminary
allocations for the various heads of expenditures.
8. Compile a project directive covering the scope of work, work plan, organisation,
and the policies and procedures for implementing the project.

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Course Unit: CONSTRUCTION PROJECT MANAGEMENT
Course Code: BCE 3202
Course Level: YEAR III, SEMESTER II
Credit Units: 3
Client and contractor detailed construction plan.
• The client entrusts the construction of project facilities to the project management team
headed by the project manager or the resident engineer.
• This team may be from the client’s own construction agency or from a client-appointed
construction management consulting firm or from a suitably organised combination of
these. The planning chief, who is a member of the project management team, is
entrusted with the task of developing the project construction plan.
• This plan includes the contracted work plans and the commissioning plan, as applicable.
The work programmes are derived from the targets set out in the preliminary project
plan.
• The project construction plans as well as the contracted work plan follow a systematic
approach.
• Various planning techniques are employed to systematize and transform the mental
thought process into the project plans listed above.
• A plan, prepared well before the commencement of construction. in a project, can be
instrumental in formulating directions, coordinating functions, setting targets,
forecasting resources, budgeting costs, controlling performance, and motivating people.
3.1.1.3 Processes in Project Construction Phase
• Processes relating to project construction are as follows:
o Project site organisation,
o Resource mobilization,
o Scope quality assurance team development,
o Information distribution, and
o Contract administration.
• This phase concerns with coordinating and managing people and other resources to
carry out the project plan. In the construction phase, execution and control are
concurrent processes.
• Construction at the site of the contracted projects is supervised and carried out by two
separate agencies. These are: the client team led by the project manager, and the
contractor workforce managed by his construction manager. Both teams have the
common goal of completing the project in time within the specified costs and quality
specifications. However, their roles differ.
• At the site, the contractor’s construction managers execute their assigned work. They
operate to achieve the contractor’s objectives, which include optimizing profit. Client
project manager manages the contractors employed at site with the help of his
supervisory team that reports to him for decisions.
• It is the client project manager who plays a dominant role. He represents a client and
acts as the boss at the site. He manages the contractors employed at site, and the site
activities, with the help of his supervisory team that reports to him for decisions. It is
he who is accountable to the client for the construction of the project.
The main functions of the construction supervision team are outlined below:

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Course Unit: CONSTRUCTION PROJECT MANAGEMENT
Course Code: BCE 3202
Course Level: YEAR III, SEMESTER II
Credit Units: 3
1. Scrutinize the contract documents to ensure that all amendments are
incorporated into the drawings, specifications and bill of quantities held at site.
2. Scrutinise the contractor’s plan of work, the mobilization plan, the construction
procedures and the quality control measures to ensure that they are in order.
3. Scrutinise the pre-work preparation of work to ensure a smooth start of
construction activities.
4. Scrutinise the work programmes to ensure that they are realistic and monitor
their progress regularly.
5. Scrutinise the quality of materials to ensure that they meet the contract
specifications and also report any deviations.
6. Scrutinise the geotechnical investigations conducted by the contractor to ensure
the adequacy of design parameters.
7. Scrutinise the field work regularly to ensure proper layouts, work conformity as
per drawings and specifications, and good standards of workmanship.
8. Scrutinise the safety measures and working conditions to ensure healthy
environments and prevention of accidents.
9. Hold review meetings to monitor progress, communicate observations, resolve
problems, and plan future works.
10. Scrutinise the payment of monthly bills of contractors to ensure correctness.
11. Exercise cost control and cost reduction measures.
12. Maintain project records, monitor the progress and submit management
information reports at the predetermined frequency.
13. Report immediately to the project manager all cases amounting to breach of
contract, nonadherence to specifications, slow progress, and lack of co-
operation.
14. Take the project to completion, as per the contract stipulations.
3.1.1.4 Processes in Performance Controlling
• Various steps of performance controlling processes are as follows: -
o Scope change control,
o Resources control,
o Schedule control,
o Cost control,
o Quality control,
o Risk response control, and
o Earned value performance control.
• Project plan indicates the path to achieve objectives. During the construction phase, the
project control aims to track the progress of work as per the planned schedule and take
corrective actions including re-planning, when necessary, to achieve the project
objectives.
• Planning and controlling are inseparable. Infact during the execution stage, it is the
planning team that takes over the control function. Project control follows a system
concept. Each organizational unit in a project usually referred to as Responsibility
Centre, can be viewed as a sub-system. These sub-systems are highly interdependent

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Course Unit: CONSTRUCTION PROJECT MANAGEMENT
Course Code: BCE 3202
Course Level: YEAR III, SEMESTER II
Credit Units: 3
and interactive. Each sub-system accounts for its performance and reports the deviation
between the actual and the planned to the Project Control Centre.
3.1.1.5 Processes in Construction Project Closing Phase
• The closing phase processes are as follows: -
o Maintenance close,
o Administrative close,
o Contract closeout, and
o Lessons learnt report.
• This phase formalizes the acceptance of the project work and brings it to an orderly
end. After completion by the contractor, it is the project team of the client that hands
over the project to the client.
• The main focus of the project team in closing the project is to ensure that the project’s
product meets the stipulated requirements and functions satisfactorily after it is handed
over to the client.
• The team prepares a project manual which may include the project history, the
important events, the scope and schedule of work, the salient features of the contract(s)
executed, the addresses of the suppliers of materials and equipment, the equipment
operational and maintenance manual, the as-built drawings and the final costs. It may
also include the problems encountered during execution, the lessons learnt, the minor
defects noticed at the time of handing over and post-completion maintenance
requirements.
• In most cases, the contractor responsible for the construction is given a one-year
maintenance responsibility after completion.
• This aspect is generally included in the scope of the work of the contract. In addition,
the staff and workers necessary for operating and maintaining the facility are trained
prior to its taking over and the project is cleared of the remaining unwanted materials.
The project team fully safeguards the client’s interest before making the final payments.
• A properly closed project is an invaluable asset to the organisation and stakeholders
who participated in the accomplishment of the project. Project closing is important but
often a neglected phase of a project.
• The various reasons that lead to neglect in the closing phase of a project include
insufficient time, extra effort, lack of enthusiasm after completion of the project, etc. In
cases, where the project performance is not satisfactory, the project team may have
inhibitions about discussing the shortcomings that made it unsuccessful.

Construction Project Management Page 15 of 15