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CONSTRUCTION PROFESSIONAL STUDIES

ASSIGNMENT- 02

ACKNOWLEDGEMENT This study has been made possible thanks to the many persons in my surroundings. It began with the Construction Professional Studies assignment no 02. A big thank should be given to Lecturer who helped me from the beginning of this project and the Sustainability subject area. All the academic staff of SHU and International College of Business and Technology should also be praised for the excellent support they offered me in making this a success. Last, but not least, I express my immeasurable thanks to my parents, relations and my colleagues for their priceless support to make this study a success.

22nd September 2012

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EXECUTIVE SUMMARY This report is discussing the value of project management for construction. This main aim is owners, who desire completion of projects in a timely,
Excellence in Project Management is achieved through a structured process that includes multiple phases: Initiating Planning Executing Monitoring and Controlling Closing.

The process balances the key project constraints and provides a tool for making decisions throughout the project based on stakeholder values, performance metrics, established procedures and project goals.

Effective project management includes strategies, tactics, and tools for managing the design and construction delivery processes and for controlling key factors to ensure the client receives a facility that matches their expectations and functions as it is intended to function. Improvements in building quality directly contribute to reduced operational costs and increased satisfaction for all of the stakeholders. Successful project delivery requires the implementation of management systems that will control changes in the key factors of scope, costs, schedule, and quality to maximize the investment. This section offers guidance for the entire team to successfully and effectively carry out a high performance building project.

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It is critical to establish the qualities of the project that are necessary to satisfy client and end user needs and expectations, once it is delivered and in use. Value for the money in construction requires completing a project on time, on budget and to a level of quality that meets the determined needs. A wellprogrammed project will

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TABLE OF CONTENTS

ACKNOWLEDGEMENT ................................................................................................. 1 EXECUTIVE SUMMARY ............................................................................................... 2 TABLE OF CONTENTS ................................................................................................... 4 INTRODUCTION ............................................................................................................. 6 Definition of a Project ........................................................................................................ 7 Construction Project Management ..................................................................................... 7 Project Management Objectives ........................................................................................ 8 Project Management Process ............................................................................................. 8 Project Managers Role...................................................................................................... 9 Importance Of Project Management For Successful Project ............................................. 9 The Keys to Success Construction Project ...................... Error! Bookmark not defined. Project Phases .................................................................................................................. 12 Major Functional Responsibilities Of Project Management ............................................ 12 Project Control Cycle ....................................................................................................... 13 Plan - ................................................................................................................................ 13 Organize -......................................................................................................................... 13 Execute - .......................................................................................................................... 13 Monitor and Control - ...................................................................................................... 13 The Essentials of Project Management range of cost-effective tools for planning and controlling a project. ........................................................................................................ 14 Project Risks .................................................................................................................... 14 1. 2. 1.1. Conclusion and Recommendation ............................................................................ 16 Bibliography ............................................................................................................. 16 Book ...................................................................... Error! Bookmark not defined.
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1.2.

Web ....................................................................... Error! Bookmark not defined.

List of Figure Figure-1: Project Life Span: Four Basic Periods 12

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INTRODUCTION The context of the construction industry, many of us would acknowledge that successful construction projects are often attributed to those that achieve the clients requirement s and project t objectives set out at the outset of the project. Such objectives may include delivery within the stipulated TIME period, construct within the budgeted COST and meet the QUALIT Y standard set. Other objectives, equally important, may include meeting functional requirements and satisfaction of the clients and or end users. Notwithstanding such requirements and objectives, t h e construction industries around the world still suffer from numerous setbacks and problems, in particular those associated with the construction process. The common issues and problems associated with construction process lie in the ill considered procurement selection, traditional separation of design from construction, lack of integration/organization of the project members and poor communication channels, uncertainties in design and construction, changing internal and external environment, project complexity and characteristics, as well as contractual and commercial matters. In order to overcome those issues and problems so as to achieve excellence in managing construction project, it is therefore paramount that the elements or ingredients in project managing effectively are well understood and practiced. Project Management is defined as the overall planning, co-ordination and control of a project from inception to completion aimed at meeting a clients requirements in order to produce a functionally and financially viable project that will be completed on time within authorized cost and to the required quality standards.

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DEFINITION OF A PROJECT A project is made up of a group of interrelated work activities constrained by a specific Scope, budget, and schedule to deliver capital assets needed to achieve the strategic Goals of project.

CONSTRUCTION PROJECT MANAGEMENT Construction management demands an understanding of the construction and design process as well as knowledge of modern business management. The construction project has a finite time frame and an outcome-oriented planning process for project completion with very specific objectives. A successful project must start with a clear justification and definitions of the project proceed according to a detailed strategic plan, and deliver demonstrable outcomes. Certain elements in the strategic planning process will differ from project to project, such as the size, scope and location, but as a rule, project management for construction has much in common with other project types.

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PROJECT MANAGEMENT OBJECTIVES The objectives of project management are to execute a project so that deliverables can meet scope requirements on budget and schedule, and at acceptable risk, quality, safety, and security levels. Project Management has developed in order to plan, co-ordinate and control the complex and diverse activities of modern industrial and commercial projects. All projects share one common characteristic - the projection of ideas and activities into new endeavors. Project management can involve the following activities: planning - deciding what is to be done; organizing - making arrangements; staffing - selecting the right people for the job; directing - giving instructions; monitoring - checking on progress; controlling - taking action to remedy hold ups; innovation - coming up with new solutions; representing - liaising with users

Construction project management process The purpose of the Projects Management Process is to provide guidelines for the development of the Project Management Process for design and construction projects. It is the responsibility of the Project Manager to create a project specific document. It is to be reviewed, approved, and signed by;

Establish the framework and process for the management and execution of the procurement, design, and construction.

Outline the project scope, budget, construction resource requirements, roles, responsibilities, authorities of and other stakeholders.

Outline the technical performance requirements for the management and control of the project from initiation of concept design through construction, and final delivery to the customer/user.

Establish decision rules for the review of inquires and proposals for changes.

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PROJECT MANAGERS ROLE The role of a project manager is to lead the project team to ensure a quality project within time, budget, and scope constraints. A project is a single, non-repetitive enterprise, and because each project is unique, its outcome can never be predicted with absolute confidence. A project manager must achieve the end results despite all the risks and problems that are encountered. Success depends on carrying out the required tasks in a logical sequence, utilizing the available resources to the best advantage. The project manager must perform the five basic functions of management: planning, organizing, staffing, directing, and controlling. Project planning is the heart of good project management. It is important for the project manager to realize that he or she is responsible for project planning, and it must be started early in the project

A project organizational chart should be developed by the project manager for each project. The chart should clearly show the appropriate communication channels between the people working on the project. Project team members must know the authority of every other team member in order to reduce miscommunications and rework. Organized work leads to accomplishments and a sense of pride in the work accomplished. Unorganized work leads to rework. Rework leads to errors, low productivity, and frustrated team members. Project staffing is important because people make things happen. Most individuals will readily agree that people are the most important resource on a project. They create ideas, solve problems, produce designs, operate equipment, and install materials to produce the final product. Because each project is unique, the project manager must understand the work to be accomplished by each discipline. The project manager should then work with his or her supervisor and appropriate discipline managers to identify the persons who are best qualified to work on the project.

Importance of Project Management for Successful Project

As projects become larger and more complex, the effective management of them becomes proportionally more significant. For these projects, the consequences of decisions
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on, essentially, how well the project is to be managed, with commitment to communication and coordination, will generally far outweigh the consequences of how well a specific technical role is performed. The tighter the schedule, the more this need is magnified. The required skills are thus quite different from the technical design, engineering or construction skills usually associated with most projects. Indeed, on a large complex project there are aspects outside of the scope of these technical areas that have to be well managed, if the project objectives are to be met. For this reason, great emphasis must be placed on the project management team approach, backed by broad based specialized resources.

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Project Management Areas

i.

Integration management - Unifying the activities and resources of the project to complete.

ii.

Scope management - Ensuring that the project includes all the work required, but only the work required to meet the project requirements.

iii.

Time management -

Ensuring timely completion.

iv.

Cost management project budget.

Ensuring that the project can be completed within the

v.

Quality management - Ensuring that the project product will satisfy the project requirements.

vi.

Procurement management - Managing the purchasing and acquisition of outside goods and services required to complete the project.

vii.

Risk management - Identifying and managing project risks.

viii.

Communications management - Ensuring timely and appropriate project communication.

ix.

Human resource management - Organizing and managing the project team.

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Project Phases As shown in Figure 1, there are four distinct project periods which make up the typical project life span.

Figure 1 Project Life Span: Four Basic Periods These four basic periods are: Concept - for developing the project parameters in outline Development - of the plan and design and definition of the facility Execution of the plan Transfer of the completed facility over to operations.

MAJOR FUNCTIONAL RESPONSIBILITIES OF PROJECT MANAGEMENT The management functions involved in a project typically includes scope, quality, time, cost, risk, procurement of human and material resources, and communications management. Each represents a separate discipline calling for special training, and the require-

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ment for each function depends on the size and nature of the project in question. These functions are now considered to be part of the "Modern Project Management.

Project Control Cycle The basic cycle of management control can easily be remembered by the mnemonic Plan, Organize, Execute, and Monitor-and-control.

Plan - The first step is to plan the project with respect to scope, quality, time and cost. What precisely is to be done? Why? If it is, say, a new plant, what is the purpose and process in the plant? How is the job to be done? Why should the project be done one way rather than another? Indeed, why should it be done at all? Where is it to be built? Who will design and construct it? What resources in terms of materials, manpower, finances and time are required? What risks are involved? What strategies are required to deal with unplanned occurrences?

Organize - The second basic step is an extension of the first. A careful analysis must be made of the various activities required in planning and executing a project, to provide a closely related project team structure. For every project activity (e.g. programming, estimating, design, planning, procurement, construction) there must be a very clear definition of who is responsible, and who has the authority to execute that activity. Execute - The methods by which the Plan is executed or implemented are critical. No project manager (or other member of the project team) will be successful unless he understands the basic needs of human beings, their strengths and weaknesses, mental and social abilities, and how to weld a complex mixture of humans into a dynamic and productive team. The single most important characteristic of a successful project manager is his ability to manage people.

Monitor and Control - Continued monitoring, reporting and fore casting must take place during project implementation, and the forecasts compared to the Plan. Deviations must immediately receive management attention.

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The Essentials of Project Management range of cost-effective tools for planning and controlling a project. The most successful manager will be capable of choosing and using those techniques that best suit the particular project. But there is obviously far more to managing a project of any significant size than the application of a few sophisticated techniques and procedures. It involves a whole framework of logical and progressive planning and decisions, perceptiveness, the liberal application of common sense, proper organization, effective commercial and financial management, painstaking attention to documentation, and a clear grasp of proven and long-established principles of management and leadership.

Time, cost and quality Aim of a good project manager must be to achieve success in all aspects of the project. But it is occasionally necessary to identify one of the three primary objectives (quality, cost or time) as being of special importance. This will affect the priority given to the allocation of scarce resources and the way in which management attention should be concentrated. It might also influence the choice of project organization structure .

Project Risks The third essential element is to have a proper and structured appraisal and management of project risks Risk as a combination of the probability, or frequency, of occurrence of a defined hazard and the magnitude of the consequences of the occurrence. In construction project terms, RISK is the likelihood of negative occurrences adversely affecting the project, so that its objectives become more difficult or impossible to achieve. Managing risks effectively facilitates the achievement of project objectives, improves project performance, increases productivity and the eventual profitability. Hence, specific considerations need to be given in the appraisal of risks, namely; Identification of risks (the cause) e.g. hazards - what, where, when, how, why, etc.

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Analysis of risks identified (the analysis) e.g. likelihood and nature of occurrences, etc. Assessment of risks analyzed (the effects) e.g. consequences and extent of injuries, damages,disruptions, delays, etc

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1. CONCLUSION AND RECOMMENDATION Construction industries around the world suffer from numerous setbacks and problems, in particular those associated with the construction process. There is therefore the need to ensure that the setbacks and problems are eliminated or mitigated by effective management of the construction process in order for the projects to be successful. In order to achieve excellence in the management of construction projects, it is paramount to appreciate, understand and practice the twelve essential elements or ingredients necessary in formulating and facilitating effective project management for construction projects.

Effective Project Management, which essentially is about managing the people in the project, ensures that the planning, organizing, coordination, monitoring and control of the project from inception to completion will satisfy the clients requirements and project objectives to achieve project success.

2. Bibliography

1.1. Book Sidney M. Levy (2006). Project Management. 5th ed. London: McGraw-Hill. 150-190. George J. Ritz (1994). Total Construction Project Management. United States of America. McGraw -Hill. 85-145 F. Lawrence Bennett (2003). The Management of Construction. Burlington: Butterworth-Heinemann publications. 101-205 Dennis Lock (2001). The Essentials of Project Management. 2nd ed. Burlington: Gower Publishing Company. 05-225. N.J Smith (2002). Engineering Project Management. 2nd ed. Oxford: Blackwell Science. 20-225.
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1.2. Web

R. Max Wideman. (1990). Total Project Management of Complex Projects. Available: http://www.maxwideman.com/papers/performance/performance.pdf. Last accessed 17 th September

National Institute of Building Science. (2012). Project Planning, Delivery and Controls. Availa September ble: http://www.wbdg.org/project/pm.php. Last accessed 15th

Modern Construction Group Pty Ltd. (2011). Project Management. Available: http://www.modernco.com.au/index.php. Last accessed 17 th September

http://smallseotools.com/plagiarism-checker/ http://www.fta.dot.gov/documents/Construct_Proj_Mangmnt_CD.pdf

http://www.mbam.org.my/mbam/images/@CIOB%20Spore%20(Eff%20Project%20Mg mt%20(60-67).pdf

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