ARC7025 CONSTRUCTION MANAGEMENT

Prof. Dr. Esin Kasapoğlu

BUILDING
PRODUCTION
(CONSTRUCTION)
PROJECTS
PROJECT
IN CONTEMPORARY
BUSINESS AND
SCIENCE, A PROJECT
IS A COLLABORATIVE
ENTERPRISE,
INVOLVING
RESEARCH OR
DESIGN, THAT IS
CAREFULLY
PLANNED TO
ACHIEVE A
PARTICULAR AIM.
PROJECT
PROJECTS CAN BE
FURTHER DEFINED AS
TEMPORARY RATHER
THAN PERMANENT
SOCIAL SYSTEMS OR
WORK SYSTEMS THAT
ARE CONSTITUTED BY
TEAMS WITHIN OR
ACROSS ORGANIZATIONS
TO ACCOMPLISH
PARTICULAR TASKS
UNDER TIME
CONSTRAINTS.
PROJECT
 ONE-TIME
 LARGELY UNIQUE
EFFORTS OF LIMITED
TIME DURATION
THAT INVOLVE
WORK OF A
NONSTANDARDIZED
AND VARIABLE
NATURE.
CONSTRUCTION PROJECT
 INTRICATE, TIME-
CONSUMING
UNDERTAKINGS
 TYPIFIED BY THEIR
COMPLEXITY AND
DIVERSITY AND BY
THE
NONSTANDARDIZED
NATURE OF
PRODUCTION.
CONSTRUCTION PROJECT
ALL THE  SUBSOIL CONDITIONS
COMPLEXITIES  SURFACE
INHERENT IN TOPOGRAPHY
DIFFERENT  WEATHER
CONSTRUCTION  TRANSPORTATION
SITES ARE AN  MATERIAL SUPPLY
INNATE PART OF  UTILITIES AND
CONSTRUCTION. SERVICES
 LOCAL
SUBCONTRACTORS
 AVAILABLE
TECHNOLOGIES
CONSTRUCTION PROJECT
PARTICIPANTS
1. CLIENT
2. ARCHITECT-
ENGINEER
3. PROJECT
CONTROLLER
4. SPECIALIST
PLANNERS
5. EXPERTS
6. DEPARTMENTS AND
AUTHORITIES
7. CONTRACTORS
1. CLIENT (OWNER)
THE INSTIGATING a) PUBLIC CLIENT
PARTY THAT GETS b) PRIVATE CLIENT
THE PROJECT
FINANCED,
DESIGNED AND
BUILT
a) PUBLIC CLIENT
 PUBLIC BODIES OF
SOME KIND
 RANGE FROM THE
FEDERAL
GOVERNMENT
DOWN THROUGH
MUNICIPAL
ENTITIES TO A
MULTIPLICITY OF
LOCAL BOARDS,
COMMISIONS, AND
AUTHORITIES.
b) PRIVATE CLIENT
 ADDRESS ECONOMIC AIMS
WHEN DETERMINING A
COSTING FRAMEWORK.
 INDIVIDUALS,
PARTNERSHIPS,
CORPORATIONS OR
VARIOUS COMBINATIONS
 FOR THEIR OWN USE,
BUSINESS, HABITATION,
OR OTHERWISE
2. ARCHITECT-ENGINEER
 DESIGN
PROFESSIONAL
 THE PARTY OR FIRM
THAT DESIGNS THE
PROJECT
 GENERALLY A
PRIVATE AND
INDEPENDENT
DESIGN FIRM THAT
ACCOMPLISHES THE
DESIGN UNDER
CONTRACT WITH
THE OWNER
3. PROJECT CONTROLLER
 TAKES OVER THE
TECHNICAL,
FINANCIAL AND
LEGAL CLIENT
FUNCTIONS THAT
CAN BE DELEGATED.
 HE OR SHE IS ALSO A
CLIENT’S ADVISOR
BUT DOES NOT
USUALLY HAVE THE
AUTHORITY TO
REPRESENT THE
CLIENT LEGALLY.
4. SPECIALIST PLANNER
 SURVEYOR
 BUILDING
SERVICES
 INTERIOR
DESIGNER
 LANDSCAPE
ARCHITECT
 FACADE PLANNER

 LIGHTING
DESIGNER
5. EXPERTS
 SOIL EXPERTS  ACT IN AN
 GEOLOGISTS ADVISORY
CAPACITY,
 BUILDNG
HISTORIANS  PREPARE REPORTS
DESCRIBING
 TRAFFIC
PLANNERS CONDITIONS OR
ESTABLISHING
 FIRE PREVENTION CAUSES
EXPERTS
 SUGGEST
 HEAT AND SOUND SOLUTIONS FOR
INSULATION PROBLEMS
EXPERTS ARISING
 ACCOUSTICIANS
6. DEPARTMENTS AND
AUTHORITIES
 MUNICIPAL  THEIR PERMISSION IS
AUTHORITIES REQUIRED AT VARIOUS
 LOCAL AUTHORITIES
STAGES
 LAND REGISTRY AND
SURVEYING
DEPARTMENT
 LAND HOLDINGS
OFFICE
 TOWN PLANNING
DEPARTMENT
 MONUMENT
PRESERVATION
AUTHORITIES
7. CONTRACTORS
THE TRADESPEOPLE
AND BUILDING a) PRIME (GENERAL)
FIRMS ARE THE CONTRACTOR
PEOPLE WHO b) SUBCONTRACTOR
IMPLEMENT
PLANNING ON SITE,
USING REALIZATION
PLANS AND SERVICE
DESCRIPTIONS
a) PRIME (GENERAL)
CONTRACTOR
THE FIRM THAT IS IN i. SINGLE PRIME
PRIME CONTRACT CONTRACTOR
WITH THE OWNER ii. SEVERAL
FOR THE SEPERATE PRIME
CONSTRUCTION OF A CONTRACTORS
PROJECT, EITHER IN
ITS ENTIRETY OR
FOR SOME
DESIGNATED
PORTION THEREOF.
a) PRIME (GENERAL) CONTRACTOR

i. SINGLE PRIME CONTRACTOR

THE OWNER AWARDS
CONSTRUCTION OF
THE ENTIRE
PROJECT TO ONE
PRIME CONTRACTOR.
a) PRIME (GENERAL) CONTRACTOR
ii. SEVERAL SEPARATE
PRIME CONTRACTORS
WHEN SEPERATE
CONTRACTS ARE
USED, THE PROJECT
IS NOT
CONSTRUCTED
UNDER THE
CENTRALIZED
CONTROL OF A
SINGLE PRIME
CONTRACTOR.
b) SUBCONTRACTOR
WHEN THE PRIME
CONTRACTOR
ENGAGES A
SPECIALTY FIRM TO
ACCOMPLISH A
PARTICULAR
PORTION OF THE
PROJECT, THE TWO
PARTIES ENTER
INTO A CONTRACT
CALLED A
SUBCONTRACT.
 OVERHEAD COSTS CAN BE
LOWER SUBCONTRACTORS
 CONSTRUCTION COSTS (SPECIAL TRADE CONTRACTORS)
CAN BE KEPT LOWER
 THE CONTRACTOR CAN OVERHEAD COSTS: The
RESPOND TO VOLATILE indirect costs or fixed
WORK LOAD expenses of operating a
business (that is, the costs not
 SUPERVISION PROBLEMS
directly related to the
CAN BE REDUCED manufacture of a product or
 EQUIPMENT AND
delivery of a service) that
range from rent to
INVESTMENT COSTS ARE administrative costs to
LOWER marketing costs. Overhead
 THE CONTRACTOR HAS THE refers to all non-labor
expenses required to operate
FLEXIBILITYT TO WORK IN your business.
DIFFERENT GEOGRAPHICAL
LOCATIONS
 THE RISK OF SEASONALITY
ARE REDUCED
CONSTRUCTION PROJECT
MANAGEMENT

PROJECT MANAGEMENT
CONSTRUCTION MAGEMENT
PROJECT MANAGEMENT
CHARACTERISTICS
BUSINESS CONSTRUCTION
MANAGEMENT PROJECT
MANAGEMENT
IS ESSENTIALLY A APPLIES TO A GIVEN
CONTINUING AND PROJECT, THE VARIOUS
INTERNAL ACTIVITY PHASES OF WHICH
INVOLVING THAT USUALLY ARE
COMPANY’S OWN ACCOMPLISHED BY
PERSONNEL, FINANCES, DIFFERENT
PROPERTY, AND OTHER ORGANIZATIONS.
RESOURCES.
PROJECT MANAGEMENT
PROJECT MANAGEMENT IS A SET OF
PRINCIPLES, METHODS AND TECHNIQUES
FOR EFFECTIVE PLANNING OF OBJECTIVE-
ORIENTED WORK, THEREBY ESTABLISHING
A SOUND BASIS FOR EFFECTIVE
SCHEDULING, CONTROLLING AND RE-
PLANNING IN THE MANAGEMENT OF
PROGRAMS AND PROJECTS.
PROJECT MANAGEMENT IS FITTING THE
MANY COMPLEX PIECES OF THE PROJECT
PUZZLE TOGETHER, BOTH HUMAN AND
TECHNICAL, BY USE OF:

 SCHEDULES
 BUDGETS,
INCLUDING
RESOURCE
ALLOCATION
 SCOPE (PRODUCT)
DEFINITION
PROJECT MANAGEMENT
KNOWLEDGE AREAS
1. SCOPE MANAGEMENT
2. TIME MANAGEMENT
3. COST MANAGEMENT
4. QUALITY MANAGEMENT
5. HUMAN RESOURCES MANAGEMENT
6. COMMUNICATIONS MANAGEMENT
7. RISK MANAGEMENT
8. PROCUREMENT MANAGEMENT
9. INTEGRATION MANAGEMENT
CONSTRUCTION (PROJECT)
MANAGEMENT
THE TERM
«CONSTRUCTION
MANAGEMENT» IS
APPLIED TO THE
PROVISION OF
PROFESSIONAL
MANAGEMENT SERVICES
TO THE OWNER OF A
CONSTRUCTION PROJECT
WITH THE OBJECTIVE OF
ACHIEVING HIGH
QUALITY AT MINIMUM
COST.
CONSTRUCTION (PROJECT)
MANAGEMENT
CONSTRUCTION
MANAGEMENT
SOMETIMES DOES NOT
INCLUDE DESIGN OR
CONSTRUCTION
SERVICES, BUT INVOLVES
MANAGEMENT,
DIRECTION AND CONTROL
OVER DEFINED DESIGN
AND CONSTRUCTION
ACTIVITIES.
CONSTRUCTION (PROJECT) MANAGEMENT
GENERAL CONDITIONS AND
AIMS
 COSTS
 DEADLINES

 QUALITY
CONTRACTOR
SELECTION PHASE
BID AND AWARDS PROCESS
CONTRACTOR SELECTION PHASE

AT THIS POINT, IT IS
ASSUMED THAT THE
OWNER IS FULLY
COMMITTED TO THE
PROJECT, HAS THE
NECESSARY
FUNDING AND THE
COMPLETED DESIGN.
CONTRACTORS

 are responsible by core activities in the process.

In addition, selecting suitable suppliers
significantly reduces material purchasing cost,
improves the competitiveness of businesses,
increases flexibility and product quality and
helps with speeding up the process of material
purchase.
BID PHASE
CONSTRUCTION
BIDDING IS THE
PROCESS OF
SUBMITTING A
PROPOSAL (TENDER)
TO UNDERTAKE OR
MANAGE THE
UNDERTAKING OF A
CONSTRUCTION
PROJECT.
FACTORS CONTRACTORS CONSIDER IN
DECIDING WHETHER OR NOT TO BID A
PARTICULAR PROJECT

 LOCATION OF THE WORK

 IDENTITY OF THE OWNER

 AVAILABILITY OF KEY COMPANY

PERSONNEL
 EXPERIENCE IN THE TYPE OF WORK
SOLICITED
 WHETHER OR NOT THERE IS FINANCING
FOR THE PROJECT
 SIZE OF THE PROJECT
BID PHASE
IF THE CONTRACTOR
VIOLATE ONE OF
THE CRITERIA OF
LOCATION, OWNER,
KEY PERSONNEL
AVAILABILITY, KIND
OF WORK, OR
PROJECT SIZE, THE
CONTRACTOR’S RISK
IS INCREASED.
 ❑ IF A CONSTRUCTION
COMPANY DECIDES TO
BID PHASE BID THE PORJECT, THE
PROCESS OF
ESTIMATING ITS OWN
WORK AND
COLLECTING
QUOTATIONS FROM
SUBCONTRACTORS
AND MATERIAL
SUPPLIERS BEGINS.

❑ THE PROCESS STARTS WITH A COST

ESTIMATE FROM BLUE PRINTS AND
MATERIAL TAKE OFFS.
BID PHASE
BID PREPARATION IS A GENERAL
EXPENSIVE AND CONTRACTOR WILL
COMPANIES DO NOT COLLECT
MAKE A BID/NO BID QUOTATIONS FROM SUB-
DECISION CONTRACTORS AND
CASUALLY. MATERIAL
SUPPLIERS, AND
ESTIMATE THE COSTS
OF THE PORTION
OF THE WORK IT WILL
BUILD ITSELF.
BID PHASE
IN PREPARATING A
BID, CONTRACTORS
MUST CONSIDER
THE COST OF
EQUIPMENT, LABOR,
MATERIALS,
SUBCONTRACTORS,
JOB AND COMPANY
OVERHEAD,
CONTINGENCY, AND
PROFIT.
THE OWNER HAS SOME CHOICES IN
ITS APPROACH FOR SELECTING A
CONTRACTOR?
 WILL ANY AND ALL INTERESTED
CONTRACTORS BE PERMITTED TO SUBMIT
PROPOSALS?
 WILL THE LIST BE LIMITED TO A
SELECTED GROUP OF CONTRACTORS?
 IF SO, HOW WILL THE LIST BE IDENTIFIED?

 WILL THE OWNER NEGOTIATE WITH ONLY

A SINGLE CONTRACTOR?
 WILL SOME SORT OF PRE-QUALIFICATION
OR POST-QUALIFICATION BE USED?
BID PROCESS
 GOVERNMENT PROJECTS MUST BE
ADVERTISED AND ARE NORMALLY
AWARDED TO THE LOWEST RESPONSIVE
BIDDER.
 PRIVATE PROJECTS DO NOT NEED TO BE
ADVERTISED AND ARE USUALLY
NEGOTIATED, WITH ONLY A LIMITED
NUMBER OF SELECTED CONTRACTORS
INVOLVED IN THE NEGOTIATION.
ADVERTISE, BID AND AWARD
BIDDING
 THE SUCCESS OF ANY CONSTRUCTION
PROGRAM DEPENDS UPON UTILIZATION
OF REPUTABLE, SKILLED, AND
FINANCIALLY SOUND CONTRACTORS.
 PREQUALIFICATION OF ALL CONTRACTORS
PRIOR TO ISSUING BIDDING DOCUMENTS
IS BY FAR THE BEST WAY TO ACHIEVE THIS
OBJECTIVE.
 THIS IS DONE ONLY IN
BIDDING CASES WHEN THE
ADEQUECY OF THE
 BIDS ARE PROJECT FUNDING IS
SOMETIMES QUESTIONABLE, AND
ADVERTISED WITH THE AGENCY
A BASE BID AND WANTS TO MAXIMIZE
ALTERNATES, THE PROBABILITY OF
WHICH CAN BE RECEIVING AN
ADDITIVE OR AWARDABLE BID BY
DEDUCTIVE. ACCEPTING ENOUGH
ALTERNATES TO BRING
THE TOTAL PRICE
BELOW THE PROJECT
PROGRAMMED
AMOUNT.
 USED FOR PROJECTS
BIDDING THAT MAY BE IN
DANGER OF
BASE BID EXCEEDING THE
CAPITAL BUDGET.
PROVIDES A
MECHANISM FOR
THE OWNER TO
ACCEPT BIDS ON A
PORTION OF THE
FACILITY, AND NOT
CONSTRUCT SOME
OF THE FEATURES
THAT WOULD CAUSE
THE BUDGET TO BE
EXCEEDED.
BIDDING
AMOUNTS THAT ARE
ADDITIVE ADDED TO OR
OR SUBTRACTED FROM
THE BASE BID ON A
DEDUCTIVE PROJECT TO ENSURE
THE BID IS WITHIN
THE CAPITAL
BUDGET.
 METHODS FOR
CONTRACTOR
SELECTION
1) COMPETITIVE BIDDING
2) FEE-BASED BID
3) NEGOTIATION
4) COMBINED BIDDING AND NEGOTIATION
5) OPEN TENDER
6) INVITED TENDER
COMPETITIVE BIDDING
WHEN BIDDING A
PROJECT, THE
CONTRACTOR
ESTIMATES HOW MUCH
THE STRUCTURE WILL
COST USING THE
ARCHITECT-
ENGINEER’S DRAWINGS
AND SPECIFICATIONS
AS A BASIS FOR THE
CALCULATIONS.
COMPETITIVE BIDDING
THE CONTRACTOR
THEN ADDS A
REASONABLE
PROFIT TO THIS
COST AND
GUARANTIES TO DO
THE ENTIRE JOB FOR
THE STATED PRICE.
FEE-BASED BID
SOMETIMES THE
FEES PROPOSED BY
THE DIFFERENT
BIDDERS CAN BE
USED AS THE BASIS
FOR CONTRACT
AWARD.
NEGOTIATION
AT TIMES IT CAN BE ADVANTAGEOUS FOR
AN OWNER TO NEGOTIATE FOR THE
PROJECT WITH A PRESELECTED
CONTRACTOR OR SMALL GROUP OF
CONTRACTORS.
NEGOTIATION
AWARDED
THROUGH A
NEGOTIATION
PROCESS RATHER
THAN THROUGH A
BID PROCESS
NEGOTIATION
IF THE NEGOTIATION
IS SUCCESSFUL, AN
AGREEMENT FOR
CONSTRUCTING THE
PROJECT IS
EVENTUALLY SIGNED;
IF IT IS NOT, ANOTHER
CONTRACTOR MAY
THEN BE ASKED TO
OFFER A PROPOSAL
AND THE PROCESS IS
REPEATED.
NEGOTIATION
 IN ITS PUREST FORM, AN OWNER
WILL ASK A CONTRACTOR FOR A
PROJECT PRICE
 A NEGOTIATION PROCESS WILL
ENSUE, CULMINATING IN AN
AGREEMENT TO BUILD THE
PROJECT AT AN AGREED ON,
NEGOTIATED PRICE.
NEGOTIATED CONTRACTS
 WORKS ESPECIALLY WELL WHEN PRIVATE
OWNERS ARE NEGOTIATING THE
EXPENDITURE OF THEIR OWN MONEY
AND
 ARE WORKING WITH CONTRACTORS WITH
WHOM THEY HAVE A PREVIOUS WORKING
RELATIONSHIP.
NEGOTIATED CONTRACTS
 THE PROCESS CALLED
COMPETITIVE NEGOTIATION
INVOLVES THE TAKING OF BIDS,
AFTER WHICH THE FINAL PRICE IS
THEN NEGOTIATED.
 THERE ARE NORMALLY TWO OR
MORE CONTRACTORS INVOLVED IN
THE NEGOTIATION PROCESS.
NEGOTIATED CONTRACTS
 MAY BE FAST-TRACKED, A SYSTEM
THAT ALLOWS WORK TO BEGIN
BEFORE ALL DESIGN WORK IS
COMPLETE.
 IN THAT CASE, THE DRAWINGS
NEEDED FIRST, SUCH AS SITE
DRAWINGS AND FOUNDATION
DESIGN, WILL BE COMPLETED AND
GIVEN TO THE CONTRACTOR.
COMBINED BIDDING AND
NEGOTIATION
ONE SUCH PROCESS IS
TO HAVE A BID WHERE
THE COMPETING
CONTRACTORS ARE
REQUIRED TO SUBMIT
THEIR
QUALIFICATIONS
ALONG WITH THEIR
BIDS AND ARE
ENCOURAGED TO
TENDER SUGGESTIONS
AS TO HOW THE COST
OF THE PROJECT
COULD BE REDUCED.
COMBINED BIDDING AND
NEGOTIATION
THE OWNER THEN
INTERVIEWS THOSE
CONTRACTORS
WHOSE PROPOSALS
APPEAR MOST
FAVORABLE AND
NEGOTIATES A
CONTRACT WITH
ONE OF THEM.
OPEN TENDER
 AN INVITATION TO
TENDER IS ISSUED
AND TENDERS ARE
RECEIVED AND
EVALUATED.
 THE CRITERIA FOR
SELECTION CAN BE
BASED ON PRICE
OR
MEASUREMENTS
OF QUALIFICATION
CAN BE A PART OF
THE PROCESS.
INVITED TENDER
 A LIMITED NUMBER OF
FIRMS INVITED TO
OFFER PROPOSALS TO
CARRY OUT THE
CONSTRUCTION WORK.
 ONCE THE TENDERS
ARE RECEIVED, THEY
ARE EVALUATED IN A
FASHION SIMILAR TO
THOSE RECEIVED
THROUGH THE OPEN
TENDER PROCESS.
AWARD PHASE
 AFTER EVALUATION OF THE BIDS,
INCLUDING ALTERNATES, A
RECOMMENDATION FOR AWARD IS MADE
TO THE OWNER.
 AFTER APPROVAL BY THE OWNER, ACTUAL
AWARD CAN BE MADE EITHER BY THE
MANAGER OR DIRECTLY BY THE OWNER.
AWARD PHASE
THE AWARD PHASE CONSISTS OF TWO
KINDS OF ACTIVITIES,
 THOSE THAT ARE OWNER REQUIREMENTS

AND
 THOSE THAT THE SUCCESSFUL BIDDER
NEEDS TO ACCOMPLISH TO PREPARE FOR
THE WORK.
OWNER REQUIREMENTS
 EVIDENCE OF INSURANCES (RISK
INSURANCE, WORKER’S COMPENSATION
AND RISK INSURANCE)
 SUBMITTING A LIST OF
SUBCONTRACTORS
 A DETAILED PROJECT SCHEDULE
CONTRACTOR’S PREPERATIONS
 CONTRUCTORS USE THE TIME BETWEEN
BID OPENING AND CONTRACT AWARD FOR
DETAILED PRE-PROJECT PLANNING
 PRE-PLANNING THE JOB MEANS
PLANNING THE DETAILS OF HOW WORK
WILL PROCEED AND IN WHAT SEQUENCE
CONTRACTOR’S PREPERATIONS
 DECISIONS ARE MADE ON MATTERS SUCH
AS CONSTRUCTION PROCEDURES,
 TYPE OF EQUIPMENT TO BE USED,

 JOB ACCESS

 LOCATION OF THE FIELD OFFICE

 STORAGE AREAS

 SELECTION OF SUBCONTRACTORS AND

SUPPLIERS
CONTRACTOR’S PREPERATIONS
 A CASH FLOW ANALYSIS SHOULD BE
COMPLETED TO DETERMINE HOW MUCH
CASH IS NEEDED AND ON WHAT
SCHEDULE
 A DETAILED PROJECT SCHEDULE IS
PREPARED, USUALLY USING COMMERCIAL
SCHEDULING SOFTWARE, AND THE
SCHEDULE MUST BE SUBMITTED TO THE
OWNER APPROVAL
 THE WORK BREAKDOWN AND PAY
SCHEDULE ARE ALSO PLANNED.
AWARD PHASE
 THE AWARD PHASE DOES NOT END UNTIL
BOTH PARTIES HAVE SIGNED THE
CONSTRUCTION CONTRACT.
 THE OWNER HAS AN OBLIGATION TO
PROVIDE THE CONTRACTOR WITH PLANS
AND SPECIFICATIONS THAT DESCRIBE THE
PROJECT IN SUCH DETAIL THAT
COMPLETION OF THE PROJECT IN
ACCORDANCE WITH THE PLANS AND
SPECIFICATIONS WILL PRODUCE A
PROJECT THAT MEETS THE OWNER’S
NEEDS AND EXPECTATIONS
CONSTRUCTION PHASE
 THE SIZE OF THE CONTRACTOR’S ON-SITE
PROJECT MANAGEMENT ORGANIZATION IS
A FUNCTION OF THE SIZE AND
COMPLEXITY OF THE PROJECT.
 A SMALL, UNCOMPLICATED PROJECT,
SUCH AS A SEWER LINE INSTALLATION OR
A SMALL BRIDGE REPAIR PROJECT WITH A
VERY LIMITED NUMBER OF
SUBCONTRACTORS, MAY HAVE ONLY A
PROJECT SUPERINTENDENT AND ONE
FOREMAN.
CONSTRUCTION PHASE
A LARGE PROJECT SUCH AS A MULTI-
STOREY OFFICE BUILDING OR A LARGE
SHOPPING MALL, MAY HAVE A LARGE
MANAGEMENT TEAM CONSISTING OF
 A PROJECT MANAGER,

 ASSISTANT PROJECT MANAGERS,

 FIELD ENGINEER,

 SEVERAL PROJECT ENGINEERS,

 SCHEDULER,

 MATERIALS EXPEDITER,

 CLERICAL STAFF

 SUBCONTRACTORS

 MATERIAL SUPPLIERS
CONSTRUCTION PROJECT
ORGANIZATION FOR A LARGE PROJECT