CONSTRUCTION PROJECT

MANAGEMENT: MEDIUM SIZE

PROJECTS

PARTHA AJGAONKAR, 2024

Definition of a PROJECT?

• A project is a temporary endeavour undertaken to create a unique product,

service, or result.

• The temporary nature of projects indicates that a project has a definite beginning
and end.
• The end is reached when the project’s objectives have been achieved or when
the project is terminated because its objectives will not or cannot be met, or
when the need for the project no longer exists.

Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide)
Aspects of CONSTRUCTION
• Application of art and science

• Inherently dangerous

• Organized chaos

• Not performed in controlled conditions, therefore highly impacted by weather

and other environmental conditions

• Each project is unique

• Costs can vary according to conditions

• Liability and legal considerations

What is PROJECT MANAGEMENT?

Project management is the application of knowledge, skills, tools, and techniques

to project activities in order to meet the project requirements.

Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide)
History of PROJECT MANAGEMENT
2570 BC: The Great Pyramid of Giza Completed

Ancient Records suggest that when Pharaohs built the pyramids, there were
managers assigned for each of the four faces of the Great Pyramid, responsible for
overseeing their completion. Hence we deduce that here was some degree of
planning, execution and control involved in managing this project.
208 BC: Construction of the Great Wall of China

The Qin Dynasty (221BC-206BC) began the construction of the Great Wall which
was a large project. According to historical data, the labor force was organized into
three groups: soldiers, common people and criminals. The involvement of millions
of people to finish this project would certainly have involved management of the
project.
1917: The Gantt chart Developed by Henry Gantt (1861-
1919)
Considered one of the forefathers of modern project management, Henry Gantt, is
best-known for creating his self-named scheduling diagram, the Gantt chart. It was
a radical idea and an innovation of worldwide importance in the 1920s. One of its
first uses was on the Hoover Dam project started in 1931. Gantt charts are still in
use today and form an important part of the project manager’s toolkit.
1956: The American Association of Cost Engineers (now
AACE International) Formed

Early practitioners of project management and the associated specialties of

planning and scheduling, cost estimating, cost and schedule control formed the
AACE in 1956. It has remained the leading professional society for cost estimators,
cost engineers, schedulers, project managers and project control specialists since.
1957: The Critical Path Method (CPM) Invented by the
Dupont Corporation

Developed by Dupont, CPM is a technique used to predict project duration by

analyzing which sequence of activities has the least amount of scheduling flexibility.
Dupont designed it to address the complex process of shutting down chemical
plants for maintenance, and then with maintenance completed restarting them.
The technique was so successful it saved the corporation $1 million in the first year
of its implementation.
1958: The Program Evaluation Review Technique (PERT)
Invented for the U.S. Navy's Polaris Project

The United States Department of Defense's US Navy Special Projects Office

developed PERT as part of the Polaris mobile submarine-launched ballistic missile
project during the cold war. PERT is a method for analyzing the tasks involved in
completing a project, especially the time needed to complete each task and
identifying the minimum time needed to complete the total project.
1962: United States Department of Defense Mandate the
Work Breakdown Structure (WBS) Approach

The United States Department of Defense (DOD) created the

WBS concept as part of the Polaris mobile submarine-
launched ballistic missile project. After completing the
project, the DOD published the work breakdown structure it
used and mandated the following of this procedure in future
projects of this scope and size. WBS is an exhaustive,
hierarchical tree structure of deliverables and tasks that
need to be performed to complete a project. Later adopted
by the private sector, the WBS remains one of the most
common and useful project management tools.
1965: The International Project Management Association
(IPMA) Founded

IPMA was the world's first project management association, started in Vienna by a
group as a forum for project managers to network and share information.
Registered in Switzerland, the association is a federation of about 50 national and
internationally oriented project management associations. Its vision is to promote
project management and to lead the development of the profession. Since its birth
in 1965, IPMA has grown and spread worldwide with over 120,000 members in
2012.
1969: Project Management Institute (PMI) Launched to
Promote the Project Management Profession

Five volunteers founded PMI as a non-profit professional organization dedicated to

advance the practice, science and profession of project management. In 1969, PMI
held its first symposium in Atlanta, Georgia and had an attendance of 83 people.
Since then, the PMI has become best known as the publisher of, 'A Guide to the
Project Management Body of Knowledge (PMBOK)' considered to be an important
tool in the project management profession today.
1987: A Guide to the Project Management Body of
Knowledge (PMBOK Guide) Published by PMI

First published by the PMI as a white paper in 1987, the PMBOK Guide was an
attempt to document and standardize accepted project management information
and practices. The first edition was published in 1996, followed by a second in
2000, and the current fifth in 2013. The guide has become the global standard for
the industry.
1998: PMBOK Becomes a Standard

The American National Standards Institute (ANSI) recognized PMBOK as a standard

in 1998, and later that year it was accepted by the Institute of Electrical and
Electronics Engineers (IEEE).
2012: ISO 21500:2012 Standard for Project Management
Released

In September 2012, the International Organization for Standardization published

"ISO 21500:2012, Guidance on Project Management". It was the result of five
year's work by experts from more than 50 countries. The standard is designed for
use by any organization, including public, private or community groups, and for any
project, regardless of complexity, size and duration.
Definition of PROJECT MANAGEMENT

Project management is the application of knowledge, skills, tools, and techniques

to project activities in order to meet the project requirements.

Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide)
Managing a Project typically includes
• Identifying requirements;
• Addressing the various needs, concerns, and expectations of the stakeholders in
planning and executing the project;
• Setting up, maintaining, and carrying out communications among stakeholders
that are active, effective, and collaborative in nature;
• Managing stakeholders towards meeting project requirements and creating
project deliverables;
• Balancing the competing project constraints, which include, but are not limited
to:
o Scope,
o Quality,
o Schedule,
o Budget,
o Resources, and
o Risks.
Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide)
Project Management Stages
• To Initiate. to define a new project by obtaining authorization to start the project
i.e. LOA, Contract, Building Permit …
• To Plan. to establish the scope of the project, refine the objectives, and define
the course of action required to attain the objectives that the project was
undertaken to achieve. i.e. Schedule, Staffing, Budget, Resources….
• To Execute. to complete the work defined in the project management plan to
satisfy the project specifications. i.e. Construction
• To Monitor and Control. to track, review, and regulate the progress and
performance of the project; identify any areas in which changes to the plan are
required; and initiate the corresponding changes. i.e. HSE, CVRs, MIS reports
• To Close . to finalize all activities across all stages to formally close the project.
i.e. Handover, snags, close out documents..
Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide)
Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide)
Role of a Project Manager

The project manager is the person assigned by the performing organization to lead
the team that is responsible for achieving the project objectives.

Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide)
Competencies of the Project Manager

• Knowledge—what the project manager knows about project management.

• Performance—what the project manager is able to do or accomplish while

applying his or her project management knowledge.

• Personality—how the project manager behaves when performing the project or

related activity.

Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide)
• Leadership,
• Team building,
• Motivation,
• Communication,
• Influencing,
• Decision making,
• Political and cultural awareness,
• Negotiation,
• Trust building,
• Conflict management, and
• Coaching.

Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide)
Building Blocks of PROJECT MANAGEMENT
• Fair & Reasonable Contract Clauses
• Well Defined Scope
• Activity based Budget Allocation
• Efficient Mobilization Plan
• Schedule using optimum activity breakup and team buy-in
• Resource / Productivity loaded schedule
• QA/QC plan tied to Specifications
• HSE Plan tied to Subcontracts
• Risk Management Register
WBS

The Work Breakdown Structure (WBS) is the

foundation for defining the project’s work as
it relates to the objectives and establishes a
structure for managing the work to its
completion.
WBS is an exhaustive, hierarchical tree
structure of deliverables and tasks that need
to be performed to complete a project.
Function of WBS

• Partition the major project deliverables into smaller components to improve the
accuracy of cost estimates
• Provide a mechanism for collecting actual costs
• Provide a mechanism for performance measurement and control
SCHEDULE
Critical Path Method Advantages

• Identifies activities that control the project length

• Determines shortest time for completion
• Identifies activities that are critical (i.e. cannot be delayed)
• Shows available float for non-critical activities
• Allows evaluation of “what-if” scenarios
• Allows monitoring & control of fast-track projects
• With software can be resource loaded and leveled
Critical Path Method Disadvantages

• Only as good as the effort put forth to properly model the plan
• Can be difficult to properly update
• Can be easily misused
• May lead to a false sense of security
• Actual conditions may necessitate significant modifications to model in order to
accurately reflect reality
MONITORING

If you can’t plan it, You can’t do it

If you can’t measure it, you can’t manage it

Monitoring Methods
• Productivity Allocation and Calculation
• Commercial Reports – CVRs
• Planning Reports – Look Ahead Schedules
• QA/QC Audits
• HSE Audits
• Progress Meetings: OACM, Subcontractor, Construction Update
• Daily Reports: Plant and Equipment, Labor & Supervision, Activities
• Quantity Measurement & Reconciliation
• Store Inventory and Material Requisition
• Biometrics, Security Logs and Goods Received Notes
• Contract Administration: Submittals, Shop Drawings, RFIs, CORs
 Director - Construction

Planning Manager Head Construction Head QA, QC Ajay Head HSE

Design Coordinator

Planning Engineer Sr.QA, QC Engineer

Project Manager Safety Advisor

Commercial
Head MEP Head

Quantity Construction
Surveyor MEP Coordinator Doc
Manager
Controller

Store Keeper QA QC
Time Keeper Surveyors Site Engineers Safety Officer
Engineer

Legend
Foremen Corporate office Support

ORGANIZATION Site Office Operations

 THANK YOU

Resources :
• Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide)
• Web published articles by Sandro Azzopardi & Duncan Haughey
• Video recording of IPD talk by Ron Price
• Introduction to Project Management by complied by AlNik Solutions
• The Far Side Gallery 4 – by Gary Larson