Saint Louis College

COLLEGE OF ENGINEERING AND ARCHITECTURE

DEPARTMENT OF ARCHITECTURE

ELECTIVE 1
CONSTRUCTION MANAGEMENT

PR – RSW – 01
1. WHAT IS CONSTRUCTION MANAGEMENT?
2. HISTORY OF CONSTRUCTION MANAGEMENT
3. PRE-CONSTRUCTION PLANNING
4. PROJECT ORGANIZATION

STUDENT

ANDRADE, DEANNE MAURICE S.

BS ARCHITECTURE 5

INSTRUCTOR:

ARCH. ALVIN PADUA, UAP

 WHAT IS CONTRUCTION MANAGEMENT?
CONSTRUCTION MANAGEMENT
Construction management or construction project management (CPM) is the overall planning,
coordination, and control of a project from beginning to completion. CPM is aimed at meeting a client's
requirement in order to produce a functionally and financially viable project. The construction industry
is composed of five sectors: residential, commercial, and heavy civil, industrial, and environmental. A
construction manager holds the same responsibilities and completes the same processes in each sector.
All that separates a construction manager in one sector from one in another is the knowledge of the
construction site. This may include different types of equipment, materials, subcontractors, and possibly
locations.

FUNCTIONS
The functions of construction management typically include the following:
1. Specifying project objectives and plans including delineation of scope, budgeting, scheduling,
setting performance requirements, and selecting project participants.
2. Maximizing the resource efficiency through procurement of labor, materials and equipment.
3. Implementing various operations through proper coordination and control of planning, design,
estimating, contracting and construction in the entire process.
4. Developing effective communications and mechanisms for resolving conflicts.

According to CMAA, construction management is ‘a service that implements specialized, project

management methods to manage the design, construction and the planning of a project, from its start
to its end‘. The project management process in construction can be extremely perplexed but its main
core is always the same.

The coordination, planning, and completion of a project regardless of its type (e.g. commercial,
residential, industrial, agricultural, heavy civil). Solid construction management requires good real-time
communication between the various project stakeholders.

What makes construction management so challenging is the need for a thorough knowledge of
a vast number of areas such as budgeting, business, law, and mediation. At the end of the day, though,
the only thing that matters is the delivery of a successful construction project to the client.

CONSTRUCTION MANAGEMENT 101: THE KEY FUNCTIONS

Every construction project has certain objectives that need to be met. It goes without saying
that many times these objectives may overlap. In such cases, the role of a construction manager is
fundamental. S/he is the one who will have to provide clarity in regard to the given objectives and
prevent costly disputes that could hinder the uneventful progress of the project. With this in mind, we
could summarize the key construction management functions to the following four:
 1. Clearly setting the objectives and the scope of the project. Planning also a massive number of
different parameters such as scheduling, establishing performance standards, budgeting, and
choosing the participants of the project.
2. Improving resource allocation by ameliorating the procurement process and equipment
management.
3. Executing numerous operations as a result of the effective coordination and monitoring of the
entire process (eg. design, contracting, planning, etc).
4. Building strong communication channels in order to either avoid or resolve project conflicts.

CONSTRUCTION MANAGER: DUTIES AND RESPONSIBILITIES

WHAT DO CONSTRUCTION MANAGERS DO?

Essentially a construction manager helps to ensure that a construction project is effectively completed
for their employer. They plan, coordinate, budget, and supervise the project from the initial concept to the final
steps. In most cases, a construction manager will work closely with engineers and management alike, serving as
the individual who helps bring the various components of the project together.

In addition, construction management specialists will work with federal, state and local authorities in
order to ensure that the project conforms to all relevant laws. For example, a construction manager would be in
charge of ensuring that his or her project complied with all relevant environmental regulations. In other cases,
the manager would work to ensure that the building project was in compliance with state and local earthquake
safety laws.

Given the wide range of construction projects within America, many construction managers choose to
specialize in certain fields. For example, many construction managers only work with projects involving the
construction of factories or other commercial buildings. By specializing, the manager ensures that he or she is
fully aware of all aspects of the construction project.

For larger projects, there may be several management specialists, each one supervising a specific part
of the project and answering to a manager who is in overall charge of the operation. Even if there is only one
manager, he or she will be working with a large number of employees. For this reason, a construction manager
needs to be able to effectively and positively interact with other project members.

EDUCATIONAL REQUIREMENTS

A construction manager is usually someone with both a college degree and construction experience. As
construction becomes a more complex and automated process it is likely that formal educational requirements
will continue to increase. Most construction managers are expected to have a bachelor’s degree in engineering,
construction science or architecture. Some managers may have obtained an associate’s degree at a community
college, which would prepare them to work on smaller projects.

Even after graduating with a degree, most construction managers will spend several years working
under an experienced manager. This provides the individual with valuable practical experience in this field and
will prepare the manager for supervising projects on his or her own.

Finally, while there are no federal licensing requirements for this field, some states do require that
construction managers obtain a license in order to practice within the state. Other managers may obtain
certification from professional management organizations in order to improve their skills and demonstrate
their commitment to potential employers.
 HISTORY OF CONSTRUCTION MANAGEMENT

The Construction Management Program at the University of Nevada, Las Vegas, is a stand -
alone program within the Howard R. Hughes College of Engineering. The program originated in 1988
as the Construction Administration option in the architectural studies degree within the architecture
studies unit of the College of Engineering.

Courses were taught primarily by part-time instructors during the late afternoons and
evenings. In August 1989, the first full-time construction faculty members were hired, and shortly
thereafter, the program name was changed to Construction Management. In May 1990, the
Construction Management Program graduated its first class.

In 1998, the Construction Management Program applied for accreditation from the American
Council for Construction Education (ACCE). Accreditation was granted to the Construction Management
Program in 1999. The program is a member of the Associated Schools of Construction (ASC). On July 1,
2006, the Construction Management Program was granted permission to relocate from the Department
of Civil and Environmental Engineering to the College of Engineering as a stand-alone program. In 2008,
the program completed its second fully successful accreditation.

Currently, construction management students receive instruction in their building structures

course work in the School of Architecture. All other technical classes are located exclusively within the
Howard R. Hughes College of Engineering. Presently, the enrollment in our undergraduate program is
approximately 125 students.

In 1998, the program developed its master's degree program in Construction Management. The
master's program has an enrollment of approximately 20 students.

The Construction Management Program continues to receive successful accreditation from ACCE.
 PRE-CONSTRUCTION PLANNING
Good construction starts with a solid foundation. That’s true of the work itself, but also the
planning that goes into any construction job.
The planning period of construction is known as pre construction, and sounds planning will be
imperative to the success of the finished project. There are many pre construction planning stages that a
contractor will need to work through to ensure that a project goes smoothly. The point of pre
construction planning is to think of everything, including the pre construction costs and pre
construction services, then go over it again.
The pre construction checklist should include every possible scenario and contingency that the
team may encounter during a project. This plan is formed through a mix of expertise and experience,
but the final plan will be completely unique to the specific job.
To take the guesswork out of what is happening behind the scenes during this pre construction
phase, here is a quick primer on the many pre construction planning stages.

THE PLANNING STAGES OF PRE CONSTRUCTION

First, we should note that the following stages are not necessarily in any kind of order. All of
them happen fairly simultaneously unless otherwise noted, but are all important cogs in the wheel to
make the whole project roll along cohesively.

Of course, now that we say that, the first step is ALWAYS the one that will happen first.

 INITIAL MEETING BETWEEN CLIENT & CONTRACTOR

It all starts with an initial meeting. The contractor will meet face-to-face with the owner or client
to go over their goals for the construction project. An initial budget will likely be discussed as well as
when the client hopes the job will be completed.
The initial meeting is more about learning the client’s vision for the project than discussing any
hard details. The contractor will then take all of the information he or she gathers at this meeting
and start to put together the rest of the pre construction plan. The contractor and client will stay
closely tied at the hip during the entire process and have many follow-up meetings to stay updated
and make changes.

 DEFINE THE OBJECTIVES OF THE PROJECT

During the initial stage of pre construction planning, you will outline the overall project. This will
include looking over blueprints and architectural designs, as well as the big picture goals of the
client. The client should submit any questions they have to the contractor during this time, including
any issues with the planning, placement, or design that the client thinks may become a problem
during construction.

This evaluation will lay the groundwork for the rest of the pre construction planning process.
Knowledgeable contractors will have all the answers a client needs and should be able to determine
if the client’s vision is feasible for construction in the intended location.
From here, the contractor will move on to the main three objectives of the pre construction
planning process: the scope of work, setting a budget, and creating a schedule.
THE SCOPE, SCHEDULE & BUDGET

A DETAILED PROJECT SCOPE

To better envision the client’s objectives and get on the same page for the big picture of the
project, the greater scope will need to be understood.

The “scope” of a construction project is essentially a description of the work that will be
performed during the construction job. The contractor will need to outline the scope from start to finish,
and determine what types of workers are needed for each phase, as well as what equipment and
materials will be required to complete the job. Combined, all of these elements will form the overall
scope of the project.

This is perhaps the single most important part of the pre construction planning process, as it will
act as a roadmap for the entire job. The scope will go from a broad outline to a step-by-step definition of
each item that needs to be checked to reach the project goal. It should be clearly described for the client
to understand and will need to be agreed upon by all stakeholders involved in the process.

SETTING A BUDGET
Every construction project will begin with an initial budget or a price that the client had in mind
to spend on a given project. However, this number is typically uninformed and with no consideration
given to how much a construction project costs.

Often, this is simply the initial number that a client has to spend on the project. The contractor
can attempt to see if the project is feasible within this budget, or make suggestions to either change the
project within those confines or stretch the budget to accommodate the client’s goals.

The budget is a vital component of realizing the actual project scope and will help determine
what materials are needed, what subcontractors will need to be hired, as well as the site for
construction. The early budget estimates will be rather fluid, as contractor and client work together to
reach an agreement on price and goals for the construction.

The budget should not be aspirational, rather based on previous experience with similar jobs as
well as an in-depth knowledge of what certain materials and components will cost. During this budget-
setting period, the contractor will look into potential issues that may arise, and come up with
contingencies in the budget to cover them. They will also search for opportunities to save money in
every part of the job.

The contractor will create this budget and evaluate savings opportunities using two tools of the
trade: cost estimating and value engineering/optimization.

 COST ESTIMATING - early cost estimates will be important to create an accurate budget for the
project. Realistic budgeting based on facts instead of feelings will accurately document these
cost estimates, which can help the client maximize their budget. These cost estimates will be
provided up front during the pre construction planning stage, as well as during design
development and the construction document stages should there be any changes. However, the
initial budget should have built in contingencies to prepare for any of those changes that do
happen to occur
  VALUE OPTIMIZATION - during this stage of pre construction, the contractor will look to not
only cut costs, but also improve the overall value of the project. They will need an
understanding of what the client considers “valuable” to reach these conclusions, as well as
have a firm grasp on value engineering. This value optimization is most effective early in the
planning of a construction project when the team can look into the scope of the project and find
opportunities for both cost savings and value improvement, whether that be via life-cycle cost
analysis or using more sustainable materials and efficient LEED components.

A common unfortunate pitfall for construction projects is to go over budget, but careful evaluation
during the pre construction planning process can help to avoid this problem. The team should continue
to review the estimates and make adjustments throughout the project so everyone is aware of any
budget changes. With a sound plan in place, none of these changes will put costs far beyond the original
budget.

SETTING A SCHEDULE
The schedule of a construction project will be another vital component of the pre construction
planning stages. High on the pre construction checklist will be the due date for when the project needs
to be done. Perhaps the client has a hard end date that they absolutely need the job done, while others
may be more flexible.

Knowing ahead of time can make all the difference, and staying on task with a clearly outlined
schedule will ensure all contractors and subcontractors are held accountable for their portion of the job.
To keep things moving toward the goal, an initial schedule will be created.

Key milestones will be outlined in this early schedule, and the team will form start and finish
dates for each different portion of the project to see that it is finished in its entirety by the given date.
With so many moving parts, it is a big help to have everyone working together along the same timeline.

From this early baseline, subcontractor input will be given to see what is feasible, and tweaks
will be made to the initial schedule. Everyone involved in the project will need to add their input to
avoid falling behind schedule. The tasks, milestones, and completion dates will need to be agreed upon,
and all responsibilities will need to be clearly defined.

It’s often a good idea to build check-in dates into the schedule to keep the client updated on
progress and adjust any scheduling issues. Staying ahead of problems in the timeline allows for things to
move around more easily.

The scope, budget, and schedule are the main three elements of pre construction planning that
will drive a construction project. At times, one component may cause certain decisions to be made more
than another, but overall they should all be developed in unison to have a more cohesive project.

The construction team will encounter scenarios that may challenge the budget or timeline
during construction, but contingencies will be in place to handle them. This pre construction phase
enables wiggle room for things to happen, and it is likely that something will, but good preparation
means that it likely won’t set the project back too far.

By anticipating problems, the scope, budget, and schedule will likely stay close to its original
plan throughout the project. They will be sufficiently detailed and correspond with each other to make
the project move smoothly. An item in the schedule will have a corresponding budget value that will be
factored into the overall scope.

There are other key items that fall under this trio of pre construction planning stages that will
require special attention from the construction team.

THE INITIAL SCHEMATIC DESIGN

Sometimes created during the initial evaluation, the schematic design will serve as the first
visual to the client and will be what the rest of the project is drawn from. The client will offer feedback
and other circumstances will force changes to be made, but it is likely that this initial schematic will help
to form the final product.

ANALYSIS OF THE CONSTRUCTION SITE

Construction can’t move forward if the site is found to be unsuitable for the client’s goals. The
contractor will visit the site to look into its’ feasibility and see whether or not the work required can be
done on site. This will include an evaluation of the site’s soil to ensure it can provide a solid foundation,
as well as keeping in mind things like traffic flow, parking, landscaping, capacity, and more.
The contractor will take this information back to the client to offer suggestions on how to make the site
work, otherwise, a new site will have to be found.

PROCUREMENT MANAGEMENT
An often-overlooked part of pre construction is long lead times. This refers to when a material
may take a long time to acquire. Careful pre-planning will build this lead time into the schedule so no
time is lost waiting for it to arrive. Other aspects of the job can continue while the material is on its way
and senseless delays can be easily avoided.

ACQUIRING THE PROPER APPROVALS

Naturally, every construction job requires the proper approvals and building permits before it
can move forward. These are items that should be acquired by the contractor during the pre
construction phase to ensure that construction can move forward. Once this phase is completed, your
project will move to the building stage, and eventually post construction. Read more in our related
article about the post construction phase and what to expect.
PROJECT ORGANIZATION

A project organization is a structure that facilitates the coordination and implementation of

project activities. Its main reason is to create an environment that fosters interactions among the team
members with a minimum amount of disruptions, overlaps and conflict. One of the important decisions
of project management is the form of organizational structure that will be used for the project. Each
project has its unique characteristics and the design of an organizational structure should consider the
organizational environment, the project characteristics in which it will operate, and the level of
authority the project manager is given. A project structure can take on various forms with each form
having its own advantages and disadvantages.

One of the main objectives of the structure is to reduce uncertainty and confusion that typically
occurs at the project initiation phase. The structure defines the relationships among members of the
project management and the relationships with the external environment. The structure defines the
authority by means of a graphical illustration called an organization chart.

A properly designed project organization chart is essential to project success. An organization

chart shows where each person is placed in the project structure. An organization chart is drawn in
pyramid form where individuals located closer to the top of the pyramid have more authority and
responsibility than members located toward the bottom. It is the relative locations of the individuals on
the organization chart that specifies the working relationships, and the lines connecting the boxes
designate formal supervision and lines of communication between the individuals.

Creating the project structure is only a part of organizing the project; it is the actual
implementation and application that takes the most effort. The project organization chart establishes
the formal relationships among project manager, the project team members, the development
organization, the project, beneficiaries and other project stakeholders. This organization must facilitate
an effective interaction and integration among all the major project participants and achieve open and
effective communication among them.
 The project manager must create a project structure that will meet the various project needs at
different phases of the project. The structure cannot be designed too rigid or too lose, since the project
organization's purpose is to facilitate the interaction of people to achieve the project ultimate goals
within the specified constraints of scope, schedule, budget and quality. The objective in designing a
project structure is to provide a formal environment that the project manager can use to influence team
members to do their best in completing their assignment and duties. The structure needs to be designed
to help develop collaboration among individual team members; all in a cost effective way with a
minimum of duplication of effort and overlaps.

The organization chart has a limited functionality; it only shows the hierarchical relationship
among the team members but does not shows how the project organization will work, it is for that
reason that the design should consider factors that will facilitate the operation of the structure; these
include communications, information flows, coordination and collaboration among its members.

FACTORS IN DESIGNING A PROJECT STRUCTURE

There are two design factors that significantly influence the process of developing a project
management structure. These are the level of specialization, and the need for coordination. The project
manager should consider these factors at the moment of designing the project organization in order to
maximize the effectiveness of the structure.

SPECIALIZATION affects the project structure by the degree of specialty in technical areas or
development focus; projects can be highly specialized and focus on a specific area of development, or
have different broad specializations in many areas of development. For large projects that have multiple
specializations or technical areas, each area may have a different need; from differences in goals,
approaches and methodologies, all of which influence the way the project will implement its activities. A
project that has two components, a reconstruction and education, will need to manage different
approaches based on the specialization of each one. In the education component, the needs is for a
structure more open and informal, where the time horizon is longer, with more emphasis on sharing and
generation of new ideas in order to achieve innovation and creativity. In a reconstruction component,
there are specific goals, a need for a rigid, hierarchical structure, and there is a defined time horizon
with little sharing of ideas. While specialization allows each project component to maximize their
productivity to attain their departmental goals, the dissimilarities may lead to conflict among the
members or leads of each component. In general, the greater the differences, the more problems
project managers have in getting them to work together.

COORDINATION is required to bring unity to the various elements that make up a project. The project
work is organized around a work breakdown structure (WBS) that divides the overall project goals into
specific activities or tasks for each project area or component; the project manager must design an
organizational structure that ensure that the various components are integrated so that their efforts
contribute to the overall project goal. Integration is the degree of collaboration and mutual
understanding required among the various project components to achieve project goals. Most projects
are characterized by the division of labor and task interdependencies, creating the need for integration
to meet project objectives. This need is greatest when there are many project components that have
different specializations. The goal of the project management structure is the achievement of harmony
of individual efforts toward the accomplishment of the group goals. The project manager's principal
responsibility is to develop integrating strategies to ensure that a particular component or activity is
organized in a way that all of the components, parts, subsystems, and organizational units fit together as
a functioning, integrated whole according to the project master plan.

TYPES OF PROJECT ORGANIZATIONS STRUCTURES

Of the several factors to consider when deciding on the design of project organizational
structures, especially within an existing organization, the factor that has a significant is the extent of
authority and responsibility top management is prepared to delegate to the project manager. An
important function of the organizations’ top management is to design an organization that fully
supports project management. This is done by redesigning the organization to emphasize the nature of
the projects and adapting how roles and responsibilities are assigned.

The organization needs to define the project manager’s job, degree of authority and autonomy,
and relationship to both the organization, other projects and to other units in the organization. Upper
management also should specify communication channels, methods of conflict resolution between the
project and the rest of the organization. Development organizations are usually organized around
programmatic focus areas such as health or education. These areas are usually called program units and
are centered on a specific development field. In this environment a project has three organization
structures available for design and all are defined by the level of organizational authority given to the
project manager:
 Programmatic based, in which project managers have authority only within the program focus
or area
 Matrix based,, in which the project manager shares responsibility with other program unit
managers
 Project based, in which project managers have total authority

PROGRAMMATIC BASED
The programmatic focus refers to a traditional structure in which program sector managers have
formal authority over most resources. It is only suitable for projects within one program sector.
However, it is not suitable for projects that require a diverse mix of people with different expertise from
various program sectors. In a programmatic based organization, a project team is staffed with people
from the same area. All the resources needed for the project team come from the same unit. For
instance, if the project is related to the health area, the project resources come from the health unit.
 The most obvious advantage of programmatic based projects is that there are clear lines of
authority, in large projects the project managers tend to also be the program unit manager. There is not
need to negotiate with other program units for resources, since all of the staff needed for the project
will come from the same program area. Another advantage of this type of organization is that the team
members are usually familiar with each other, since they all work in the same area.

A major disadvantage of the programmatic based organization is that the program area may not
have all of the specialists needed to work on a project. A nutrition project with a water component, for
instance, may have difficulty acquiring specialty resources such as civil engineers, since the only people
available will work in their own program unit. Another disadvantage is that project team members may
have other responsibilities in the program unit since they may not be needed fulltime on a project. They
may be assigned to other projects, but it is more typical that they would have support responsibilities
that could impact their ability to meet project deadlines.

MATRIX BASED
Matrix based project organizations allow program units to focus on their specific technical
competencies and allow projects to be staffed with specialists from throughout the organization. For
instance, nutrition specialists may report to one program unit, but would be allocated out to work on
various projects. A health specialist might report to the health unit, but be temporarily assigned to a
project in another project that needs health expertise. It is common for people to report to one person
in the programmatic unit, while working for one or two project managers from other projects in
different programmatic units.

The main advantage of the matrix based organization is the efficient allocation of all resources,
especially scarce specialty skills that cannot be fully utilized by only one project. For instance, monitoring
and evaluation specialists may not be utilized full-time on a project, but can be fully leveraged by
working on multiple projects.

The matrix based organization is also the most flexible when dealing with changing
programmatic needs and priorities. Additional advantages to matrix management are: it allows team
members to share information more readily across the unit boundaries, allows for specialization that
can increase depth of knowledge and allow professional development and career progression to be
managed. It is easier for a program unit manager to loan an employee to another manager without
making the change permanent. It is therefore easier to accomplish work objectives in an environment
when task loads are shifting rapidly between programmatic units.

The main disadvantage is that the reporting relationships are complex. Some people might
report to programmatic unit managers for whom little work is done, while actually working for one or
more project managers. It becomes more important for staff members to develop strong time
management skills to ensure that they fulfill the work expectations of multiple managers. This
organization also requires communication and cooperation between multiple programmatic unit
managers and project managers since that all be competing for time from the same resources.

Matrix management can put some difficulty on project managers because they must work
closely with other managers and workers in order to complete the project. The programmatic managers
may have different goals, objectives, and priorities than the project managers, and these would have to
be addressed in order to get the job done. An approach to help solve this situation is a variation of the
Matrix organization which includes a coordinating role that either supervises or provides support to the
project managers. In some organizations this is know as the Project Management Office (PMO),
dedicated to provide expertise, best practices, training, methodologies and guidance to project
managers.

The PMO unit also defines and maintains the standards of project management processes within
the organization. The PMO strives to standardize and introduce economies of scale in the
implementation of projects. The PMO is the source of documentation, guidance and metrics on the
practice of project management and implementation. The PMO can also help in the prioritization of
human resources assigned to projects.
PROJECT BASED
In this type of organization project managers have a high level of authority to manage and
control the project resources. The project manager in this structure has total authority over the project
and can acquire resources needed to accomplish project objectives from within or outside the parent
organization, subject only to the scope, quality, and budget constraints identified in the project.

In the project based structure, personnel are specifically assigned to the project and report
directly to the project manager. The project manager is responsible for the performance appraisal and
career progression of all project team members while on the project. This leads to increased project
loyalty. Complete line authority over project efforts affords the project manager strong project controls
and centralized lines of communication. This leads to rapid reaction time and improved responsiveness.
Moreover, project personnel are retained on an exclusive rather than shared or part-time basis. Project
teams develop a strong sense of project identification and ownership, with deep loyalty efforts to the
project and a good understanding of the nature of project’s activities, mission, or goals.

Pure project based organizations are more common among large and complicated projects.
These large projects can absorb the cost of maintaining an organization whose structure has some
duplication of effort and the less than cost-efficient use of resources. In fact, one major disadvantage of
the project based organization is the costly and inefficient use of personnel. Project team members are
generally dedicated to one project at a time, even though they may rarely be needed on a full-time basis
over the life cycle of the project. Project managers may tend to retain their key personnel long after the
work is completed, preventing their contribution to other projects and their professional development.

In this type of organization, limited opportunities exist for knowledge sharing between projects,
and that is a frequent complaint among team members concerning the lack of career continuity and
opportunities for professional growth. In some cases, project personnel may experience a great deal of
uncertainty, as organization’s or donor’s priorities shift or the close of the project seems imminent.

One disadvantage is duplication of resources, since scarce resources must be duplicated on

different projects. There can also be concerns about how to reallocate people and resources when
projects are completed. In a programmatic focus organization, the people still have jobs within the
program unit. In a project-based organization it is not always clear where everyone is reassigned when
the project is completed. Another disadvantage is that resources may not be needed as a full time for
the entire length of the project, increasing the need to manage short term contracts with consultants
and other subject matter experts.
 A variety of this pure project approach is temporarily project-based organizations. This
organization consists of a project team pulled together temporarily from their program unit and led by a
project manager that does not report to a programmatic unit. The project manager has the full authority
and supervision of the project team.

Another design is based on a mixed structure that includes a matrix, programmatic focus and
project based; this mix reflects the need for more flexibility in a development organization to
accommodate different requirements. For example a health program may have a couple of projects
short term and long term all reporting to the program manager. An education project may be organized
on a matrix using resources part-time from other units, and a large water project organized as a fully
project-based were all staff report to the project manager. It is not unusual to find this type of mixed
designs on development organizations.

REFERENCES:

 https://www.letsbuild.com/blog/construction-management-the-ultimate-guide
 http://www.engglib.upd.edu.ph/pathfinders/construction_management.pdf?fbclid=IwAR1I7tu2
3Lm5GaxB6hOU0J654gE0_V9vUZQW8MnW9Jm1rrDEIDt6LVfIK90
 https://www.bestcollegereviews.org/faq/what-is-construction-management/
 https://proest.com/pre-construction-planning-stages/
 https://www.pm4dev.com/resources/free-e-books/3-the-project-management-organizational-
structures/file.html#:~:text=A%20project%20organization%20is%20a,of%20disruptions%2C%20
overlaps%20and%20conflict.