KKH 4194

PROJECT MANAGEMENT

LECTURE 8

24th April 2014

Ir Ishak Arshad

1
 Project Management

Monitoring and Controlling Construction

• Project Progress (scope & time), Cost and
Quality

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 Project Management

CO 2 :
• Able to evaluate elements of project management and cost
for civil engineering work.

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 Project Management
As a contractor for a project, you have to target
your project to complete on time, with
acceptable quality and to get reasonable profit.

How do you control and monitor;

• Project scope
• Project completion time
• Project cost
• Project quality
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 Contractors’ Goals in Implementing
Projects

• Making profit
• Finishing on time - TIME
• Constructing within budgets - COST
• Finishing the projects safely - SCOPES
• Delivering quality projects - QUALITY
• Getting new projects

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 Monitoring & Controlling A
Construction Project
Defn:
Monitoring and controlling are processes
required to track, review and regulate the
progress and performance of the project.
(to track = to follow ,to review = to go over, to regulate = to put in order)

By monitoring and controlling – the project

performance is observed and measured
regularly and consistently to identify
variances from the project management plan
(PMBOK- PMI)
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 Monitoring & Controlling Projects
1. What are to be monitored & controlled?

2. What is monitoring ?

3. What is controlling ?

4. Who does the monitoring & controlling ?

5. What are the project aspects they monitor &

control?

6. What is document used in Monitoring &

Controlling
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 Monitoring & Controlling Projects
1.To monitor & control– project team & work to be done

2.Monitoring - collecting & measuring performance

information & assessing the results

3.Controlling - corrective or preventive action to be done

4.The monitoring & controlling – by Project Manager &

Project Management Team
5. They monitor & control – scope, schedule (time) &
cost + Quality
6. Document used in Monitoring & Controlling – Project
Management Plan

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 Monitoring & Controlling A
Construction Project
To monitor Project Objectives & “Triple
Constraints” :
• Performance – to complete scopes of the
project
• Time
• Cost
With Quality

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 Monitor & Control Project Work
• The process of tracking, reviewing and regulating
the progress to meet the performance objectives
defined in the project m’ment plan.
• Monitoring – collecting , measuring & distributing
performance information . Assessing
measurement & trends for process improvement
• Controlling– determine corrective or preventive
action or preplanning & following up actions to
resolve performance issue (to align with the
expected project performance)
• Monitoring & Control Project Work Process is
concerned with:
- Comparing actual project performance vs the
PMP
- Assessing performance – any corrective/
preventive action need to be done
 Monitoring & Controlling A
Construction Project

1) Performance/scope
Some factors affecting project performance:
• Unexpected technical problems – eg
nature of the project beyond expectation
• Insufficient resources when needed
• Unexpected technical difficulties – eq due
to site condition or soil condition
• Client requires changes –ok with EOT &
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additional cost 11
Performance- Scope Control
Monitoring status of the project and managing
changes to work program
Activities:
• Work performance measurements – variance analysis
• Change requests – need client approval. Avoid implementing
unapproved changes.
• Project Management Plan (Programs) updates with all
approved changes
• Project document updates – updating drawings due to
changes done
Outputs:
• Work performance measurements
• Change requests
• Project management plans
• 4/29/2014
Projects documents updates 12
 Monitoring & Controlling A
Construction Project

2) Time- schedule
• Technical difficulties take longer than planned
to solve
• Initial time estimate is not enough
• Task sequencing is incorrect – incorrect timing
• Required inputs of matl, personnel,
machineries are unavailable when needed –
idling & wasting of time – require extra time
• Client want changes and need rework
• New
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Government regulation 13
Time- Schedule Control
Monitoring status of the project to update
project progress and managing changes to the
schedule baseline
Activities:
• Work performance measurements
• Change requests – thru approved process
• Project Management plan updates
• Project document updates

Outputs:
• Work performance measurements
• Change requests
• Project management plans
• Projects documents updates
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 Monitoring & Controlling A
Construction Project
3) Cost:-aspects that may increase project cost!
• Technical difficulties requires more
resources
• Scope of work increase – VO ?
• Tender price too low -
• Reporting is poor or untimely – can not
monitor !
• Budgeting is inadequate – working capital
is not enough !
•4/29/2014
Price of matl increase 15
Control Costs
Monitoring and controlling status of the project - update the
project budget - managing changes to the cost baseline

Activities
• Ensuring all change requests - approved by the client - do
not proceed unapproved changes – inform client all cost
implication on changes made
• Ensuring that cost expenditure do not exceed permissible
values
• Monitoring cost performance, understand variance – check
std or previous projects
• Monitoring work completed against expenditure – compare
cost between cost in BQ to actual cost spent !
• Taking action to ensure cost overrun within acceptable limit

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Control Costs

Outputs:
• Work performance measurements – check
progress report
• Budget forecasts & actual expenditure
• Change requests
• Project management plans
- cost performance baseline & cost
management plan
• Projects documents updates
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Control Costs

Outputs: ….. continue

- cost performance baseline:
compare actual results to determine if any
change
- cost management plan:
describe how the project costs will be
managed and controlled

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Time- Schedule Control
Monitoring status of the project and managing changes to the
schedule baseline

Activities:
• Determining the current status of the project schedule
• Determining that the project schedule has changed
• Managing the actual changes – how to catch up with the
time!

Outputs
• Work performance measurements – project program
• Change requests – thru approved process
• Project Management plan updates
• Project document updates
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 Monitoring & Controlling A
Construction Project
4) Quality Control
• Quality ?
• Quality Control – depends upon the control of
construction itself
• Quality of finished product is responsibilities of
Designer (Consultants) and Contractors
• Responsibilities of all participants – RE, COW,
Supervisors, Skilled Workers, Workers - right attitude
- let them proud with their work !
• Good design + good materials & workmanship
= Quality product
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 Monitoring & Controlling A
Construction Project
Quality Control
• Inspection of work quality at every part of the work
• Selecting samples of matl to be used – sizes,
appearances, testing the samples
• Testing materials and workmanship at every stage of
construction to make sure the work meets
requirements of the drawings and specifications
• For big project – they have a Quality Control Officer
• Contractor to have A Program of Quality Control
• ISO 9000/9001

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Perform Quality Control

Monitoring and recording results of executing

the quality activities to assess performance
and recommend necessary changes
Activities:
• Perform Quality Control throughout the project
• Quality control = plan quality - perform quality
control - perform quality assurance
• Identify causes of poor process – recommend
and/or take action to eliminate them

Quality Assurance = process of auditing the quality requirements

based
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ensure Quality Standard.
Perform Quality Control

Outputs
• Quality control measurement
• Validated changes
• Project Management plan updates
• Project document updates

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 Monitoring & Controlling A
Construction Project
Who to control ?
• Clients )
• Consultants ) - Have to play their roles
• Contractors )
How ?
• Progress Reports – reporting progress
• Site meetings – check & monitor progress,
time, cost & quality
• Technical meetings
•4/29/2014
Regular site visits by the client, Director of24
the consultant firms
 Management of Changes
Changes sometimes cannot be avoided during
construction
Changes by owner, designer or contractor:
• Owners – changes to better achieve intended use of
the project - caused VOs
• Designer – changes to original drawings or spec –
must get owner’s approval
• Contractor – to change matl, system of work, method
of construction – must get SO approval

Changes – increase/decrease scope, cost and time !

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 Project Organisation
1) Client - management by Client Technical Department
2) Consultant Site Staffs
3) Contractor Site Staffs
Parties in Project.xls
Consultant Site Staffs:
( Number of post and number of Staff depend on the project size)
• Project Director/Project Manager (Head of the team)
• Chief Resident Architect (for Building Project)
• Chief Resident Engineer (Civil & Structure)
• Resident Architect
• Resident Engineers (Civil & Structural, Mechanical and Electrical)
• Resident Quantity Surveyors
• Clerk of Works (Architecture, C&S, M&E, QS)
• General Clerks 26
 Projects Organisation
Consultant Site Staffs:
( For Building Projects RM10mil -RM20 mil )

• 1 Resident Architect (Head of The Team

for building project) = Project Manager
• 1 Resident Engineers (Civil & Structural)
• 1 Clerk of Works (Architecture),
• 1 Clerk of Works (C&S)
• 1 Clerk of Works (M&E)

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 Projects Organisation
Contractor Site Staff:
( Number of post and number of Staff depend on the project size)

• Project Manager (Head of the team)

• Site Architects
• Site Engineers (Civil & Structural, Mechanical and
Electrical)
• Site Quantity Surveyors
• Safety Officer (for project above RM20 mil. require full
time officer at the site)
• Supervisors (Architecture, C&S, M&E)
• Administration
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Staff 28
 Projects Organisation
Contractor Site Staff:
( For Building Projects RM10mil -RM20 mil )

• 1 Project Manager/Site Manager – Head of the team

• 1 Safety Officer (Not based at the site)
• 1-3 Supervisors (Architecture, C&S, M&E)
• Administration Staff

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Project Site Office:

1) Contractor Site Office

• Contractor Project Manager
• Site Engineer
• Admin staff
• Supervisors

2) Consultant Site Office

• Project Director/Project Manager
• Resident Architect ( for building project –as Head of the
team)
• Resident Engineer – C&S, M, E
• Other site staff
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Records at the Site Office:
• Tender Document/Contract Document
(duplicate copy)
• Tender Document/Sub-contract Documents
(duplicate copy)
• Drawings (latest amended drawings) – all
changes are fully recorded
• Site Diaries
• Progress Report – progress chart –
photographs
• Samples Approved
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Site Diaries - Site_diary_work_template.pdf
• Must always be kept at the Site Office
• Daily recording by Consultant Site Staff specialy
assigned eg by Architect Clerk Of Work & to be
endorsed by Contractor’s Project/Site Manager
• Regularly checked by RA/RE & Consultant Project
Manager
• Recording work done, no of workers &
machineries, weather, Consultant Site Staffs’
instructions to Contractors etc
• All information will be used for Contractor’s
Application for Extension of Time & disputes &
claims
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Progress Report :

• Monthly Progress Report by the Main

Contractor
• Progress charts (colouring all completed
work) - percentage of work done on
particular date - photographs - Report
• Submitted & discussed in the project Site
Meetings

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Samples
• Samples Approved & dates
• Kept at the Site Office
• Recorded in “ List Of Sample Approved & Reported in the
Contractor’s Monthly Report

Material Testing
• For quality control
• To check whether materials proposed by the contractors are
in accordance with the contract specifications eg in term of
sizes, strength, contents
• Concrete mix - cube tests for 7 days & 28 days
• Cone test for concrete mix
• Reinforcement tensile tests
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• Timber – chemical contents for tanalised timber
Site Meetings :
• Schedule site meetings eg every 2 weeks or every
month at the Site Office
• Chair by SO (from Client) or RSO (Consultant)
• Attended by all Consultant Site Staff, Main
Contractor’s Representatives, NSC Rep
• Purposes –Progress Monitoring – to discuss all
problems related to the project
• Discussed Project’s Progress – Progress Report
• Minutes of the meetings – prepare by the
consultant’s site staff

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References:
1. Frederick E. Gould and Nancy E. Joyce. 2003. Construction
Project Management. Prentice3 Hall Publisher.
2. Peter G. 1989. Management and Construction Control. New
York: Longman Inc.
3. Oberlender G.D. 2000. Project Management for Engineering
and Construction. McGraw-Hill
4. PMI.2008. A Guide to the Project Management Body of
Knowledge (PMBOK)
5. Twort A.C and Rees J.G .2005, Civil Engineering Project
Management . 4th Edition, UK: Elsevier Butterworth
Heinemann

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