MTECH in Construction Technology Management

Major Core

Construction Project Planning and Control

Presented By Dr Abhay Shelar

Leacture No 3
OBJECTIVES OF CONSTRUCTION MANAGEMENT

• An important part of any project, quality

construction management helps ensure
construction projects remain on time, on
budget, and meet all goals for safety, scope,
function, and quality. In order to ensure
success, the Construction Manager must
implement a variety of specialized project
management methods.
 CONSTRUCTION MANAGEMENT GOALS

• After commissioning the project, owners hire

Construction Managers to ensure everything goes as
planned. Regardless of the type of project or the scope
of work, Construction Managers provide an invaluable
service, taking much of the stress off of the owner.
• The main goal of construction management is to
manage and control the progress of construction
projects. The Construction Manager plans, coordinates,
budgets, and supervises the project from start to finish.
They act on behalf of the owner, overseeing every stage
of the project.
 IMPORTANCE OF HIRING AN EXPERIENCED CONSTRUCTION
MANAGER

• In order to ensure the greatest success, owners of construction projects

must consider the prior experience and skills of the Construction
Manager they choose. It takes a wide range of skills and competencies to
ensure sufficient progress and successful completion of even simple
construction projects. Construction Managers must deal with a
multitude of changes including regulations, design, as well as
unforeseen conditions such as extreme weather. It is important the
Construction Manager can maintain stability, regardless of the situation.
• While many project owners mistakenly believe their general contractor
can handle construction management themselves, this is not usually
possible. Project Managers must have a thorough understanding of
multiple skill sets including budgeting, safety, local laws and regulations,
business, and more. Project owners can greatly benefit from hiring an
experienced Construction Manager.
CONSTRUCTION MANAGEMENT GIVES OWNERS MORE CONTROL

• Traditional methods do not allow the owner to take an active role in

the construction project. This can create problems, especially for
owners responsible for projects paid for with taxpayer dollars. While
most people assume owners want nothing to do with the project until
completion, it is becoming more common for owners to want and/or
need access to their projects. Properly implemented construction
management ensures owners maintain access and control, while
concurrently ensuring projects run as smoothly as possible.
• Construction Managers represent the owner’s interests in the project,
helping to ensure the project stays aligned with the owner’s objectives
and priorities. Construction Managers help coordinate between the
owner’s needs and the contractors’ execution to resolve issues during
the life of the project, avoiding disruptive disputes.
 CONSTRUCTION MANAGEMENT GIVES
OWNERS MORE CONTROL
• Construction management is not a one-size-fits-all type of program. The project
owner can decide how much or how little they want the Construction Manager
to be involved. However, it is important to note that the greatest benefits come
when Construction Managers are brought in during the initiation phase of the
project.
• During the initiation, design, and planning phase, the Construction Manager
creates the project plan and develops a comprehensive strategy for completing
each additional phase of the project on time and on budget. This is extremely
important to the project’s overall success.
• The Construction Manager maintains communication and provides guidance to
the project team and ensures the smooth and uninterrupted execution of each
phase. This aspect of construction management is extremely important, as
success depends on the collaboration of all members of the team. Construction
Managers must communicate clearly and in ways that everyone on the team can
understand. They must also be able to listen and accept constructive feedback
from their team.
 6 factors that go into effective retail construction project
management

• Cost management
• Time management
• Scope management
• Risk management
• Communication management
• Quality management
 1. Cost management

• One important objective of a construction

project manager is to keep track of project
budgets and continually monitor them to
avoid going over budget.
• The project manager should identify &
mitigate cost escalations during project
execution to ensure the project is delivered
within the budget.
 2. Time management

• Another objective is to make sure the project

is completed on schedule through effective
time management and execution.Project
managers set milestones and prepare charts
to track task time.
• The manager must take charge of scheduling
activities, timeline tracking, and resource
assignment to ensure that critical are
delivered on time.
 3. Scope management

• The third objective of construction project manager

is to keep the project in scope by monitoring,
identifying, and making the relevant adjustments for
anything that can impact the project´s scope.
• Projects scope identifies the features and
functionalities that must be included and defines the
boundaries of the project. Without a clear scope,
projects may easily go off track.
 4. Risk management

• The fourth objective of construction manager

is to analyse and reduce potential risks.
• Project risk management is the process of
recognizing potential problems that could
cause issues on your project, analysing how
likely they are to occur, and then taking action
to prevent the risks.
 5. Communications management

• Good communications throughout ensures

effective internal and external
communications from project planning
through project closeout; from arranging
meetings and ensuring that all stakeholders
are aware of the project´s progress. Project
managers play a key role in ensuring sub-
contractors understand their responsibilities
and timelines.
 6. Quality management
• Managing quality is one of the fundamental
objectives of a construction project manager
which can be achieved by maintaining the
balance of key objectives.
• Managing quality ensures all key objectives
are met and provides added value by
improving the efficiency of the overall process.
 The process of defining the objectives of a
construction project

• Construction projects are often (but wrongly) deemed a success

if they stay on schedule and under budget. That comes from the
wants or needs of the organization or its stakeholders.
• In the construction industry, compliance with the triple
objective of cost/time/quality is generally considered to be the
criterion for project success (3). From this perspective, on
average, budget compliance accounts for 30% of perceived
success, schedule compliance for 21%, and quality for 17%.
• Factors like safety, stakeholder satisfaction, or environmental
impact make up only one third of the criteria for success… even
though they often motivate or initiate the project!
• The real objectives of a major project must be aligned with the
needs of stakeholders, especially the client and end users. It’s
important to reach a consensus on these objectives from the
beginning of the project in order to achieve satisfaction and
benefits for all (2). Taking everyone’s interests into account also
ensures unity and increases cooperation.
• By basing your project on the stakeholders’ needs and the
organization’s policies, it is possible to:
• Create the project’s goals;
• Define objectives for each goal; and
• Develop key performance indicators (KPIs) to monitor progress
towards achieving these objectives.
Process for defining the objectives of a
construction project
 SMART objectives

• The project’s objectives specify the criteria

that will be used to evaluate its success. In our
experience, the most effective way to do this
is to involve all parties and use a proven
method. We generally recommend that our
clients define SMART objectives.
• These objectives track the progress (or
advances) made during the project using the
criteria presented in the table below.
 Criteria for a SMART objective
A specific objective leads to a specific result ; the objective must
therefore be clear (3), without jargon or acronyms, and present
Specific
as much information as necessary (6). The target value levels
must be precise; avoid giving only a range of acceptable values.
Data must be measurable through easily updated key
Measurable
performance indicators, both qualitative and quantitative .
An objective must be realistic and achievable by the project
Achievable
team.
An objective must be aligned with the interests of the
Relevant
organization .
Schedules should be incorporated independently into each
objective through a deadline, adding interim objectives if
Time-bound
necessary . The resulting schedule must be clear, sensible, and
widely shared with the project team .
 Key Performance Indicators (KPIs)

• Finally, KPIs must be developed for each objective. Inputs,

outputs, and outcomes of management processes need to be
monitored so that the project can better respond to change.
Efforts should be made to create both qualitative and
quantitative KPIs; the former will reflect the progress of the
project, and the latter will identify subjective feelings and
provide feedback from stakeholders.
• Different types of communication may be needed to monitor
KPIs and must be adapted to the parties providing this data.
• The data collected must then be organized into databases (2),
where it can be interpreted to make good decisions during the
project.
Major categories of objectives and best practices

• There are an infinite number of objectives for

construction projects. They depend on factors
like the construction field, the target profits,
the company’s positioning strategy on a
market, and more.
• However, some broad categories of objectives
are recurrent, unifying, and accepted as best
practices.
 Sustainable development
•
• This first category covers the principles of sustainable
development (SD). This concept of social, economic, and
environmental balance (15) is generally agreed upon,
since it affects all stakeholders. It is the prerequisite for
the sustainability of construction projects over their life
cycles (8).
• The construction industry is responsible for 40% of the
world’s annual energy consumption (3). It must find a
compromise between achieving its traditional objectives
and SD considerations (8).
 Quality

• Although it’s difficult to objectively assess the

quality of an engineering design, quality
objectives remain essential to projects, as they
are the main expression of stakeholders’
common expectations.
 Reliability

• Reliability, that is, quality that meets

stakeholders’ identified needs over the entire
life of the structure, is an extension of the
concept of quality over time and is therefore
linked to SD. In this regard, implementing total
quality management processes has definite
advantages for achieving project
objectives (5).
 Health and safety
•
• Finally, occupational health and safety objectives are a key
part of any construction project. While often measured in
terms of safety failures (accident rates, for example), it’s
preferable to create KPIs that address the safety culture in
the organization, such as:
• Consideration of risks;
• Security training for managers;
• Monitoring of risk groups;
• Reporting of near misses and management’s commitment
to following up on them; and more.
 Thank You.
Any Questions?