CE7301 Construction Management
1. Introduction to Project Planning
DR. S.W. SENEVIRATNE
DEPARTMENT OF CIVIL AND ENVIRONMENTAL ENGINEERING
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Building the Future
Every person entering the construction industry
should remember that we are in the business of
building things, and the most important thing each of
us will ever build is our own reputation.
(Schexnayder & Mayo, 2002)
Involves doing the right thing and protecting the public (Ethics).
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Definition of a Project
A project is an endeavor that is undertaken to produce the results
that are expected from the requesting party.
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Project Management
The art and science of coordinating
people, equipment, materials,
money, and schedules to complete
a specified project on time and
within approved cost.
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Triple Constraints of a Project
Scope
Project scope defines the work to be accomplished
Should be the first task in the development of a project
Cost/Budget
Establishes the amount of money the owner will spend to obtain the project or
The amount of money that the contractor will be compensated
Time/Schedule
Define the logical sequencing of activities for the project
Forms the base against which all activities are measured
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Triple Constraints of a Project
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Quality
Quality is an integral part of all these components.
Quality is meeting the needs and satisfaction of the ultimate end user of
the project, the owner.
Quality is the responsibility of all participants in a project, including all
levels of management and workers.
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Target Vs Project Success
Cost Quality
Cheapest Best
Economical Adequate
Client
Satisfaction
Reasonable Satisfactory
Client-Contractor
Fastest Safest Relationship
Time Safety
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Performance
Settings Selection of
Resources
Project
Objectives Scope
Time
Quality Cost Decision
Project Management Making
Safety Equipment Risk
Effective People Data
Maximization
Communication of efficient
Resource
Planning, Control and Utilization
Implementation
The Project Life Cycle
Typical Steps:
Inception/Pre-feasibility
Feasibility
Design
Contract/Procurement
Construction/Implementation
Commissioning
Handover
Operation
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The Project Life Cycle
“Stretched-S” pattern of slow-rapid-
slow progress toward the project goal
is common.
Conventional view of the project life
cycle
The life cycle function is unchanged if,
for horizontal axis we use
“Resources” instead.
Life cycle shows the amount of project
completion resulting from inputs of
time or resources.
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Time Distribution of Project Effort
Effort- usually in terms of person
hours or resources expended per
unit time
Eg: no of people working in the
project
Strong correlation between Life
Cycle Progress Curve and Effort
Curve because effort usually
results in corresponding progress.
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Risks during the Life Cycle
Uncertainty as seen at the beginning of the Project
Considerable uncertainty about
our ability to meet project goals
Estimate of Project Cost: Estimate made at project start
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Risks during the Life Cycle
Uncertainty decreases as the project moves toward completion
New forecasts about
cost at fixed intervals
(t0, t1, t2) reduces the
uncertainty related to Uncertainty decreases as the
cost. project moves towards
completion.
Estimates of Project Cost: Estimates made at time t0, t1 and t2
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Discuss
Why is the Life Cycle Curve often S Shaped?
Describe a project whose life cycle would be a
straight line from start to finish.
Describe a project with an inverse-S life cycle.
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Project Initiation
Organizing the work of the project
Acquiring a project manager
Forming a project team are parts of
project initiation.
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Responsibilities of Parties
Three principal parties in a project
Client - responsible for setting the operational criteria for the completed project
Designer - responsible for producing design alternatives, computations,
drawings, and specifications that meet the needs of the client
Contractor - responsible for the performance of all work in accordance with the
contract documents
Team Approach- a cooperative relationship to complete the project in the most efficient manner
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Project Manager
To lead the project team to ensure a quality project within time, budget, and
scope constraints
- 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
-Must be a motivated achiever with a "can do" attitude
-Good communication skills are a must for a manager
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Project Manager
The project manager is at the heart of the project
and must be aware of all activities related to the
initiation, planning, execution, monitoring and
control, and closure of the project.
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Project Team
Team members are vital to the success
of the project.
The project manager must make sure
that the team is focused on the
desired outcome.
The project manager acts as a
facilitator in project communications
for conflict resolution and team
performance.
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Contractual Relationship
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Information Links
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Projects
Projects are about
Communication…....
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Importance of Communication
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Successful Projects
The top 5 factors found in successful projects:
Client Involvement
Executive Management Support
Clear Statement of Requirements
Proper Planning
Realistic Expectations
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Success in your Project
Desired outcomes and results listed in the project agreement are
achieved.
The client’s problem is solved.
The project is finished on time and within budget.
You and your client sustain a high-quality, working relationship.
Your client says that they would hire you again in future projects.
You get paid in full.
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Can you deliver a successful project?
What do you need to do (what is in your top ten list)?
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
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The Vital Dozen for Project Managers
Based on interviews with project managers questioning “What information were you never given as a
novice project manager that, in retrospect, could have made your job easier?”
Twelve points to remember
1) Understand the context of project 6) Understand what “success” means
management
7) Build and maintain a cohesive team
2) Recognize project team conflict as progress
8) Enthusiasm and despair are both infectious.
3) Understand who the stakeholders and what
they want 9) One look forward is worth two looks back.
4) Accept and use the political nature of 10) Remember what you are trying to do.
organizations 11) Use time carefully or it will use you.
5) Lead from front 12) Above all, plan, plan, plan.
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