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NEWEST Construction Project Management Lecture Note AUGUST 2019
NEWEST Construction Project Management Lecture Note AUGUST 2019
2019
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PROJECT PLANNING AND SCHEDULING
Two major categories or method exist for project scheduling and planning :
Bar-chart method
Network-diagram method
BAR-CHART METHOD:
In Bar Chart method, the activities or events are represented by a bar, the length of which
they do not highlight interdependence of one activities with others in the same program
i.e. they do not show which activities must finish before another can start
Project planning and scheduling is now one aspect of the general planning activities that forms the
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1.1 CPM/PERT
CPM/PERT is sometimes called Network Analysis
When CPM was first introduced, unproductive time was reduced from 125 hours to 93 hours.
Planning, Scheduling (or organizing) and Control are considered to be basic Managerial functions,
and CPM/PERT has been rightfully accorded due importance. It was found that PERT/CPM provided
a focus around which managers could brain-storm and put their ideas together. It proved to be a
great communication medium by which thinkers and planners at one level could communicate
their ideas, their doubts and fears to another level. Most important, it became a useful tool for
There are many variations of CPM/PERT which have been useful in planning costs, scheduling
Which are the critical activities or tasks in the project which could delay the entire project if
If the project has to be finished earlier than planned, what is the best way to do this at the
least cost?
Essentially, there are six steps which are common to both the techniques. The procedure is listed
below:
Define the Project and all of its significant activities or tasks. The Project (made up of several
tasks) should have only a single start activity and a single finish activity.
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Develop the relationships among the activities. Decide which activities must precede and
which must follow others.
Draw the "Network" connecting all the activities. Each Activity should have unique event
numbers. Dummy arrows are used where required to avoid giving the same numbering to two
activities.
Assign time and/or cost estimates to each activity
Compute the longest time path through the network. This is called the critical path.
Use the Network to help plan, schedule, monitor and control the project.
The Key Concept used by CPM/PERT is that a small set of activities, which make up the longest path
through the activity network control the entire project. If these "critical" activities could be identified
and assigned to responsible persons, management resources could be optimally used by
concentrating on the few activities which determine the fate of the entire project.
Non-critical activities can be replanned, rescheduled and resources for them can be reallocated
flexibly, without affecting the whole project.
Five useful questions to ask when preparing an activity network are:
Is this a Start Activity?
Is this a Finish Activity?
What Activity Precedes this?
What Activity Follows this?
What Activity is Concurrent with this?
Some activities are serially linked. The second activity can begin only after the first activity is
completed. In certain cases, the activities are concurrent, because they are independent of each other
and can start simultaneously. This is especially the case in organizations which have supervisory
resources so that work can be delegated to various departments which will be responsible for the
activities and their completion as planned.
When work is delegated like this, the need for constant feedback and co-ordination becomes an
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Network-diagram method
CRITICAL PATH
C3
1 2 4 6 7
1 A-B-E-H 21
2 A-C-F-H 19
3 A-D-G-H 17
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ACTIVITY PREDECESSOR DURATION (DAYS)
A 0 8
B 0 10
C 0 8
D A 10
E A 16
F D,B 17
G C 18
H C 14
I F,G 9
1
35,44
35,44
5 6
6
TOTAL FLOW = LATEST
START TIME – EARLIST START
TIME
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ACTIVITY PREDECESSOR DURATION (DAYS)
A 3
B A 4
C A 2
D B 5
E C 1
F C 2
ES Act Ef
G D,E 4
Ls dur Lf H F,G 3
7 D 12
12 G 16
3 B 7
7 5 12
3
12 4 16
4 7
16 H 19
16 3 19
5 E 6
0 A 3
11 1 12
0 3 3
3 C 5
9 2 11
5 F 7
14 2 16
CRITICAL PATH
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Industry
What is Industry?
B) Classification By Product :
industry is also classified by product:
Chemical industry
Food industry
Music industry
Software industry
Entertainment industry
Fashion industry
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Paper industry
Oil industry
Fish industry
Textile
Petroleum industry
Industrial society
Industrial society is a situation where industry employs the quasi - totality of the population this
consequently brought about various cartels such as the Labour Unions. The Labour union is an
organization of workers who legally constituted to achieve common goals in the key areas such as
wages, working hours and working conditions. Industrial Revolution brought about a total turn
around in the life of man and a remarkable change in the manufacturing industries.
This revolution brought about the use of machines instead of hands in production. The change
resulted to industrial revolution all over the world but started in Europe and began in England in the
year 1730. The Industrial Revolution was a notable and indelible change in the sense that it affected
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the entire society and reshaped the life of man and how he thinks.. It brought about a system where
peasant farming gave way to large scaled mechanization
BUT Industrial Revolution engendered exodus of people from villages and countryside to big town
and urban areas :
1) It brought about high cost of living .
THOUGH
1) it raises the living standard of people too
2) It fosters trade relationship between nations.
3) Industrial Revolution brings about what is general referred to as the wonders of
science .
4) Along with it surfaced various system of Government e,g Capitalism, Socialism,
Communism.
5) Equally the creation of workers union, social legislation and government regulations.
6) It increases and regulates the working hours of workers
The construction industry is very dynamic, construction activities are highly prone to the
effect of loan and interest rates, Government budget, inflation and economic upswing
and meltdown therefore the construction company which must profit both in good
times and in bad time is that which has learnt to apply strong and sound management
techniques .
The construction manger’s roles vary slightly from company to company. Control over the
construction process
MANAGEMENT STYLES OR STRATEGIES
MANAGEMENT STYLES are characteristic ways of making decisions and relating to subordinates.
Management Styles have been categorized into many parts : we discuss only the following:
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on using experience to act quickly and strategically. Authoritarians who use their leadership
to play up their power as a tactic for motivating or intimidating others are often viewed as
extreme. They are authoritarian leaders who intimidate. These leaders may be known for
yelling, threatening and instilling fear in their followers. Their intention is to ignite people
into action with stern control. These individuals demand respect and have extremely high
standards to which they hold themselves and others.
2) PREDICTIVE STYLE OF MANAGEMENT:
PREDICTIVE MANAGEMENT: Predictive management focuses on reducing the number of
problems that require reactive management. The more problems that can be prevented
through predictive management, the fewer problems will need to be solved through
reactive management.
If you are good at predictive management, you are:
Thoughtful and analytic,
Not likely to go chasing after the current panic,
More aware of the important than the merely urgent issues,
Able to identify patterns in data and patterns of failures,
More focused on "why" did something go wrong, rather than "what" can be done to fix it,
and
Able to keep the big picture in mind when working through the details.
Someone who is good at predictive management is sufficiently detached that they can
identify the conditions that lead to certain problems and can implement procedures to
reduce or eliminate the problems. Rather than being concerned about the immediate
problem, they are able to relate current conditions to earlier information and predict when
problems might arise.
A predictive management style is an important ability for a manager to have. The more problems
that can be prevented through predictive management, the fewer resources will need to be spent
on reacting to problems that have arisen. Predictive management does not replace reactive
management, but it reduces the need for it.
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3) Reactive style of management
Reactive management deals with problems as they come up.
It is a management style that is much admired for its ability to quickly get the resources
back into production, whether those resources are machines or people. If you are good at
reactive management, you are:
Decisive and able to act quickly,
Able to find the root cause of events,
Creative and able to develop many solutions,
Innovative and able to find new ways to solve problems, and
Calm and in control in the midst of a "crisis".
Someone who is good at reactive management is able to remain calm, quickly analyze the
problem, and find its root cause. Rather than getting lost in the symptoms, they are able to
think up many possible solutions, some proven and some new, and select the best choice.
They are equally quick at implementing the solution to resolve the problem.
A reactive management style clearly is a desirable skill set for a manager to have. By quickly
solving problems they are able to get the people and/or machine quickly back to work and
productive again.
However, it's not the best style. Managers should concentrate on improving their ability in
predictive management as well.
NOTE: The successful manager has to be conscious of the managerial styles is consulting
Many Managers believe that their job is to resolve problems that arise. While that is true, it
is only the lesser part of the job. More importantly, a manager's job is to prevent problems.
This is the difference between reactive management, which solves problems as they occur,
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and predictive management, which tries to prevent many problems from arising in the first
place.
The leader is the one others should follows willing and voluntarily
The good leader is the one that is capable of demonstrating most of the following
leadership attributes (qualities, characteristics , traits) i.e can convince others that he:
1. can be believed
6. has the courage and persistence i.e. would not back off from discouragement
7. can be trusted, not using the purse of workers for his own personal advantage
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PRINCIPLE OF MANAGEMENT
TO BE AN EFFECTIVE MANAGER, THE FOLLOWING MUST BE IN PLACE:
2) Authority i.e. the right to give orders and power to instill obedience. Authority is made up
6) Submission of individual interest to general interest i.e. placing the interest of the
9) Line of authority i.e. appropriate channel of authority up, down and across.
13) “Esprit de corps” harmony and unity among employees and managers
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FUNCTIONS OF ENGINEERING MANAGEMENT
1. Planning
2. Organizing
3. Staffing
4 motivating
6. Controlling
PLANNING
Comprehensive preparationn
Forecasting
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MOTIVATING
Motivating involves activities such as:
Guiding employees to meet the establishment performance standard.
Maintaining morals e.g. by caring for them and providing comfort
Specifying the objectives to employees
Rewarding those employees with high achievement
CONTROLING
Controlling is a verification of whether or not everything takes place in conforming with the
plan adopted, the directive issued an d the principled established.
Controlling activities includes:
Monitoring the actual performance of personal
Comparing actual performance of personal against self-standard taking corrective
measures
Facilitate coordination
FUNCTION OF ENGINEERING MANAGEMENT
1. Planning
2. Organizing
3. Staffing
4 motivating
5. Controlling
THE CONSTRUCTION PROJECT MANAGERS (ROLES)
The construction mangers roles vary slightly from company to company. Most prominent ones are:
1. Control over the construction process
2. Preparation of the construction estimate
3. Negotiation of all contracts and sub contract awards
4. Purchasing the materials needed
5. Administrating the construction process
6. Reviewing working drawing and designs
7. Preparing monthly requisitions
8. Following up on payment
THE EFFECT OF I.R:
It has changed the face of nations giving rise to urban centers requiring vast municipal services.
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MANAGERIAL SKILL
To Perform his Functions Successful The Project Manager requires the Following eight Managerial
Skills ( “ACADETIO”) In Addition To Leadership Skills.
1) ADMINISTRATIVE SKILLS: The ability of engineering management to manage in terms of
organization, planning, direction and control. They also involve the ability to balance direction
of subordinates with provision of subordinate independence by setting goals and providing
how to meet such goals.
2) COMMUNICATION SKILLS: The ability of the engineering manager to provide written or oral
information within the organization. This is the most impotant skill as other skills will not have a
chance to function in the absence of communication skills
3) ANALYTICAL SKILL: The ability of the engineering manager to employ analytical techniques and
or tools in analysis work related problem.
4) DECISION MAKING SKILLS: The ability of the engineering manager to make decision that are
associated with the organization and the ability to know whether to reject perfectionism in
favour of action.
5) TECHNICAL SKILLS: the ability of the engineering manager to employee the required technical
knowledge of procedure in doing his works or tasks. The technical skills are required more in
the low-level management position.
6) INTERPERSONAL SKILL: The ability of the engineering manager to get along with other people
and lead them.
7) ORGANISATION SKILL: The ability of the engineering manager to understand the functions of
each group/department in the organization structure. As well as the ability to develop such
organization.
8) ENTREPRENEURIAL SKILLS: the ability of engineering manager to sell ideals and promote new
ideals and product and ability to examine the worst consequences before taking risk.
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CONSTRUCTION PLANNING AND SCHEDULE
The requirement of planning and schedule includes
A. Common sense
B. Sense of logical analysis
C. Thorough knowledge of construction method, material and practice
PLANNING:
Simply means the application of the thought process that must be entered into before actual
scheduling can begin.
of utility services such as H2O, power, gas or other essential services .If so, the utility
owner/agency has to be contacted to determine the maximum length of the outage. The
time of day or week that outage will be permitted or similar restrictive control?
3. TEMPORARY UTILITY: Will temporary utility line be built to by- pass the construction
area, and with temporary roads be required to provide “the four routes” for street traffic.
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5. LABOUR: HAs representative of labour been contacted in the area of construction to
establish the jurisdiction of responsibility of the various trades to the use in the work, as
6. WORK AND STORAGE AREA: HAs provision been made for contractor works and
storage area? In Ado-Ekiti,(for example) have you contracted the town council for permit
construction area be permitted and will special control and flag-men be required to direct
required to provide continue access to residences and places of importance during the
construction period.
9. OTHER CONTRACTORS: Will order contractors be working in the area (site) , this will
10. INTERDEPENDENCY OF TASKS: As some of the tasks in this project dependent upon
the completion schedule of another contractors on utility owner before they can be
started?
what?
12. SPECIAL REGULATION: Are there special regulations, such as NAA, N, requirement
for works at airport that may affect the construction dulling or construction time
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13. SPECIAL CONSTRUCTION EQUIPMENT: Will special equipment be hired for
construction? If so, is it off-road that will require special land routes? What are the load
14. TIME FOR CONSTRUCTION: Is the time allowed to complete the project adequate
for the location and seasons, will it required increases crew sizes or premium times
SCHEDULING:
ADVANTAGES
It plans and guides the work gives early indication, should the project start don from
It guides the contractors ahead regarding the man-power and equipment needed.
WHAT IS MANAGEMENT?
Act of getting people together to accomplish desired goals and objectives using available
resources efficiently and effectively.
CMs are uniquely qualified through combined education and experience to work with the owner,
architect, general contractor, and other stakeholders to determine the best possible sequence of
construction operations and develop a detailed schedule and budget, while also establishing plans for
project safety and security and helping the owner manage risk. This requires using project
management information systems (PMISs) and complex planning techniques, like critical path
method, as well as knowledge of construction methods.
Professional CMs use industry-standard practices to manage projects successfully. The CM Body of
Knowledge and Standards of Practice address all six areas of construction management services:
schedule, cost, safety, quality, function, and scope.
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SIGNIFICANCE OF CONSTRUCTION MANAGEMENT
construction
• The art of construction has slowly developed as a science through ages. In Nigeria, building
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• The relationship between various personnel are established
• The organizational structure of the project is depicted by a flow chart.
3. Staffing
Organizing involves the division of project work into sections and staffing is provision
of people to fill the positions so created
Staffing functions include
1) Recruiting the right people
2) Arranging staff training courses
3) Carryout proper staff assessment
4. Directing
• The directing function is concerned with training subordinates to carryout
assigned tasks, supervising their work and guiding their efforts.
• The essence of directing lies in the ability to motivate people individually and
as groups to utilize their creative efforts in achieving specified objectives
5. Controlling
• Controlling is necessary for ensuring effective and efficient working
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Co-coordinating
• Since authority converges to the top of the organizational pyramid, it is
necessary to bring together and harmonize the work of various departments
and sections
• It requires an efficient system of communication so that each department and
section is aware of its roles and the assistance to be expected from others
• Regular meetings of departmental heads with top management are
fundamental to proper management
• Plans, problems and remedies are discussed for determining best solution
1. Materials
– Aggregate, Cement, Bitumen, Steel …..
2. Manpower
– Unskilled, Skilled, Operators, Engineers, Managers ….
3. Machinery
– Mixing plants, Transit mixers, cranes, boom placers, concrete pumps,
rollers, pavers, graders…….
4. Funds
5. Space
– Govt. land /private land
6.
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Types of Construction
• Light Construction
– Buildings and simple structures
– Residential houses, shopping centers, schools, water resevoirs, culverts,
small bridges
• Heavy Construction
– Weighty plant & Equipment used
– Work scope will be large
– Multi span bridges, tunnels, dams, barrages, highways, railways,
airports, harbors
• Industrial construction
– Special technology, plant & equipment used
– Chemical & fertilizer plants, steel plants, petroleum refineries, atomic
/thermal power plants, automobile & Aircraft industry
Stages in Construction
1. Briefing stage
2. Designing/planning stage
3. Tendering stage
4. Construction stage
5. Commissioning stage
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Construction team
• Owner
– Individual or group of individuals, private or public undertaking
– Ultimate authority with major decision making power
– Controls resources
– Approves changes if any in scope/schedule
– Eg. PWD, NHAI, Indian Army,
• Engineers and Architects
– Civil, mechanical, electrical, Architects, specialists/consultants
– Design, Supervision, Project management consultants
• Contractor
– With a team of planning engineers, site engineers, surveyors, suppliers,
subcontractors
The parties to the contract must be competent, and legally capable of playing their
intended part. The law can not enforce the agreement on someone who has not the legal
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capacity to enter into an agreement. This could be due to infancy, lunacy, drunkenness, or
being restricted from entering into such agreement by a prior in date agreement or scope
of authority.
The subject matter of the contract must be lawful and definite in respect of requirements
and duties of each party. For example a contract violating municipal regulation is not
binding and is void in courts. Also uncertainty in respect of the what is wanted may result in
Proposal and acceptance: There must be a proper proposal by one party and its absolute
and unqualified acceptance by the other party. The proposal is not binding without a clear
Free consent of parties to the contract: Consent is said to be free when it is not caused by
. Breach of Contract
Breach of Contract is the failure to perform it. However, not every failure to perform an
obligation amounts to a true breach, as there are a number of excuses for non performance.
When a contract has been broken without sufficient excuse or justification, the party who
suffers by such breach is entitled to receive from the party in default, a compensation for
Full and satisfactory performance by both parties to their obligations under the contract.
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Breach of contract, when the default of one party releases the other party from the
contractual obligations.
This volume aims to teach effective and practical techniques to improve the overall performance
and outcome of design projects in various industries. It shows how to maximize budgets, reduce life
cycle costs, improve project understanding and create better working relationships.
DEFINITION OF TERMS
Cartel = union , Association , legal body
Construction = building of structures
Contract = An agreement entered into by two parties
under the terms of which one party agrees
to perform a specific job for which the
other party agrees to pay.
CPM = Critical Path Method
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Industry = business
PERT = Programme Evaluation Review Technique
Quasi = virtual
Revolution = uprising
Sector = Segment
Earliest Start = the value in the rectangle near the tail of
each activity
Earliest Finish = Earliest Start + Duration
Latest Finish = the value in the diamond at the head of each activity
Latest Start = Latest Finish – Duration
Construction Management = is the act of planning, organizing, allocating
resources , directing and controlling activities that
are either technical and or industrial in character in
an organization
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