Introduction to

Construction Project
Management

Engr. Lito I. Mauro

Project – consists of a temporary
endeavor undertaken to create a
unique product, service or result.
Project – a temporary endeavor, having
a defined beginning and end
undertaken to meet particular goals and
objectives.
The temporary nature of projects stands
in contrast to business as usual (or
operations), which are repetitive,
permanent or semi-permanent
functional work to produce products or
services.
Why project is temporary
Temporary means that every project
has a definite beginning and end.
Why project is unique
Unique means that a project is different
in someway from all other projects.
Distinction between Projects and
Programs
Programs
• Continuous or ‘open-ended’
• Broad
• Often only a means of funding
Projects
• One-off limited
• Technical objectives and
performance criteria defined
• Time-limited: start, duration, and
completion defined
• Resource limited
The planning activities for a typical
project are:
•Construction execution plan – the
master plan for executing the field work,
from bidding to completion and turnover
to the owner.
•Time plan–field schedules – the itemized
working plan for the project
execution, which results in the detailed
construction schedule.
• Money plan – construction budget and
cash flow – consist of a detailed project
budget based on a sound construction
cost estimate. The cash flow plan results
from the budget and the schedule, and
forecasts how the budgeted funds will be
spent.
• Resources plan – people, materials,
systems and money – required to execute
a construction project according to the
master plan and the schedule.
Eight (8) M’s of resources
1. M – anpower 2. M – aterial
3. M – achine 4. M – oney
5. M – ethod 6. M – oment (time)
7. M – anagement
8. M – other nature (environment)
Objective of Construction Project
Management (Golden Rule)
– To finish the project safely, as
specified, within budget and on time.
Corollary to Golden Rule
KISS Principle
Owner/client goals
1. The best facility for the money
2. On-time completion
3. Completion within budget
4. A good project safety record
The design team’s goals
1. Make a profit on each project
2. Finish on time
3. Design within budget
4. Furnish quality per contract
5. Get repeat business
The construction team’s goals
1. Make a profit on each project
2. Finish on time
3. Design within budget
4. Furnish quality per contract
5. Finish the project safely
6. Get repeat business
The construction team’s personal
goals
1. Earn a financial reward
2. Identify with a successful project
3. Finish on time and within budget
3. Maintain one’s reputation in the
business
The Construction Project Phases
•Pre-construction phase – identification
of need by the project owner
The project starts with a conceptual
phase, then passes through a definition
phase into an execution phase.
• Post-construction phase – testing of
functionality of the constructed
physical facilities
The work tapers off into a turnover
phase, and the owner accepts the
project.
The project execution phase accounts
for most of the project resources.
Construction Project Stakeholders
•Client/project owner (either public or
private)
•Design firm (architect/engineers)
•General contractor
•Sub-contractors
Project study – the extensive
analysis and evaluation of potential
solutions to problems facing
organizations consisting of 3
distinct stages: project
identification, project
preparation, and project
appraisal.
Project management – the discipline
of planning, organizing, and
managing resources to bring about
the successful completion of specific
project goals and objectives.
Project objectives – define target status
at the end of the project.
They can be formulated as S.M.A.R.T:
Specific, Measurable achievement,
Achievable, Realistic and Time
bounded.
The evaluation (measurement) occurs at
the project closure.
Construction of a pre-fabricated house
Construction – a process that consists of
the building or assembling of
infrastructure.
– an intricate and time-consuming
undertaking putting together disparate
materials through the use of people and
equipment to come up with a finished
project.
Three types of construction
•Building construction
•Heavy/civil construction
•Industrial construction
Three most common types of
construction procurement
• Traditional (Design-bid-build)
• Design and Build
• Management Contracting
Construction project management
(CPM) – project management that
applies to the construction sector.
The primary challenge of project
management is to achieve all of the
project goals and objectives while honoring
the preconceived project constraints.
Typical constraints are scope, time, and
budget.
The secondary challenge is to optimize the
allocation and integration of inputs
necessary to meet pre-defined objectives.
 Project Management Triangle

Like any human undertaking, projects need to be

performed and delivered under certain constraints. These
constraints are "scope," "time," and "cost". These are
referred to as the "Project Management Triangle,"
where each side represents a constraint. One side of the
triangle cannot be changed without affecting the others.
The time constraint refers to the
amount of time available to
complete a project.
The cost constraint refers to the
budgeted amount available for the
project.
The scope constraint refers to what must be
done to produce the project's end result.
These three constraints are often competing
constraints: increased scope typically
means increased time and increased cost, a
tight time constraint could mean increased
costs and reduced scope, and a tight budget
could mean increased time and reduced
scope.
The discipline of Project Management
is about providing the tools and
techniques that enable the project team
(not just the project manager) to
organize their work to meet these
constraints.
Project managers
A project manager is the person accountable
for accomplishing the stated project
objectives.
Key project management responsibilities
include creating clear and attainable project
objectives, building the project
requirements, and managing the triple
constraint for projects, which is cost, time,
and scope.
A project manager is a professional in
the field of project management.
Project managers can have the
responsibility of the planning,
execution, and closing of any project.
A project manager is often a client
representative and has to determine
and implement the exact needs of
the client, based on knowledge of the
firm they are representing.
The traditional approach
A traditional phased approach identifies a sequence of
steps to be completed.
Typical development phases of a project
•Project initiation stage;
•Project planning or design stage;
•Project execution or production stage;
•Project monitoring and controlling
systems;
•Project completion stage.
Project development stages
Traditionally, project development
includes a number of elements: four
to five stages, and a control system.
Regardless of the methodology
used, the project development process
will have the same major stages.
Project size ratios
The simplest is the ratio between home
office labor-hours and field-labor
hours.
On complex projects, field-labor
hours are from 5 – 7 times the
design hours.
Some natural dividing lines that could be
used to subdivide a megaproject into
workable units
1. Site development – site planning, site
preparation, drainage, roads, utilities,
security, and so on
2. The accelerator tunnel
3. The accelerating equipment and
associated electrical work
4. The control building and operations
center
5. The research center and
laboratories
6. The support facilities – engineering
building, shops, power plant,
food services, and so on
7. Supporting infrastructure, offsite
facilities, and so on
Major stages generally include:
•Initiation
•Planning or development
•Production or execution
•Monitoring and controlling
•Closing
The project development stages
Initiation
The initiation stage should include a plan
that encompasses the following areas:
•Analyzing the business needs/requirements in
measurable goals
•Reviewing of the current operations
•Conceptual design of the operation of the
final product
•Equipment and contracting requirements
including an assessment of long lead time
items
• Financial analysis of the costs
and benefits including a
budget
• Stakeholder analysis, including
users, and support personnel
for the project
• Project charter including costs,
tasks, deliverables, and schedule
Planning and design
The results of the design stage should
include a product design that:
•Satisfies the project sponsor, end user, and
business requirements
•Functions as it was intended
•Can be produced within acceptable quality
standards
•Can be produced within time and budget
constraints
Executing
Executing consists of the processes
used to complete the work defined
in the project management plan to
accomplish the project's
requirements
Monitoring and Controlling
Monitoring and Controlling consists
of those processes performed to
observe project execution so that
potential problems can be identified in a
timely manner and corrective action can
be taken, when necessary, to control
the execution of the project.
Monitoring and Controlling includes:
•Measuring the ongoing project
activities (where we are);
•Monitoring the project variables (cost,
effort, scope, etc.) against the project
management plan and the project
performance baseline (where we should
be);
• Identify corrective actions to
address issues and risks properly
(How can we get on track again);
• Influencing the factors that could
circumvent integrated change
control so only approved changes
are implemented
Monitoring and Controlling cycle
Closing
Closing includes the formal acceptance
of the project and the ending thereof.
Administrative activities include the
archiving of the files and documenting
lessons learned.
This phase consists of:
Project close
Finalize all activities across all of the
process groups to formally close
the project or a project phase.
Contract closure
Complete and settle each contract
(including the resolution of any
open items) and close each
contract applicable to the project
or project phase.