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17CE3701

Online class
notes
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One site to get started with this course.

Effective construction project management benefits owners by increasing the

potential for successful project completion—on time, within budget, and free of
financial or legal complications. Construction management is a professional service
that uses specialized project management techniques to oversee the planning,
design and construction of a project. While project oversight services evolve over the
course of the project, construction management is intended to optimize best industry
practices, prudent management decision-making, and effective and transparent
project controls and reporting methods.

Construction management is particularly vital to large-scale projects that have more

potential for problems that could significantly delay the project and cost money. A
construction manager measures each design decision with careful analysis that
calculates the impact that decision will make on the budget and schedule. Without a
professional construction management team, an unforeseen problem risks derailing
the entire project. When a project includes a construction manager early in the
process, the construction manager is not only able to better plan for potential
problems, but the project also benefits from the construction manager’s ability to find
money and time-saving opportunities.

Project management can also provide clear lines of accountability. With a

construction management team in place, there is little confusion about who is the
decision maker or what the project objectives are. The construction manager directs
the focus of the overall project team so that all understand what they are supposed
to be doing and why. The construction manager’s global view of the project enables
agile management of evolving risks as they occur.

Planning and Organizing

The first step in project management is the planning and organizing stage. The
project management function involves creation of plans, processes, budgets, and the
allocation of resources. The construction management function continues, as the
project commences, as the first line of quality control over the execution of the work.
A quality construction manager is often, but not always, an architect or engineer, but
always has a lot of construction knowledge and experience. Project managers will
consider the successes and failures of past projects in making certain that the
current project does not replicate the bad, and benefits from the good.

Pre-construction construction management services include the choice of

construction project delivery system, and bidding and retention of contractors. An
effective construction manager will review the contracts to ensure there is no
duplication among designer, contractor and owner obligations, and perform a
constructability review as well as a schedule review to ascertain appropriate and
realistic time frames for the project.
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Construction Phase

During the construction phase, it is important for the construction management team
to stay closely involved in the project so that there are no surprises. The construction
management team will monitor the progress and quality of the construction. By
keeping tabs on the submittal process, the construction manager may anticipate and
avoid delays by guiding the contractor in timely ordering, fabrication of long lead-time
items, and ensuring proper sequencing of the trades. Attendance of the construction
manager at job meetings and regular reporting are valuable tools for keeping a
project on track and avoiding disputes.

Indeed, troubleshooting is one of the main charges of the project oversight team. If
the project oversight team becomes aware that the project is not adhering to the
schedule or budget planned by the project management team, the oversight team
can make adjustments and improvements to assist in keeping the project on track.

Construction managers also provide centralized communication between

contractors, owners and designers. Having an objective third-party in place that
speaks the language of all of the project participants can result in fewer change
orders and early conflict avoidance. Improved communication can result in better
integration among the parties, and the promotion of useful give and take.

Objectives of Construction Management:

Construction managers, also called general contractors or project managers,

typically do the following:

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.

• Prepare and negotiate cost estimates, budgets, and work timetables

• Select appropriate construction methods and strategies

• Interpret and explain contracts and technical information to workers and other
professionals.

• Report on work progress and budget matters to clients

• Collaborate with architects, engineers, and other construction and building

specialists

• Instruct and supervise construction personnel and activities onsite

• Respond to work delays and other problems and emergencies

• Select, hire, and instruct laborers and subcontractors

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• Comply with legal requirements, building and safety codes, and other
regulations

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 labour, 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.
Advantages of construction management: (sauce)

1. Market insights/ expertise.

2. Communication
3. Point of contacts
4. Efficiency
5. Cost and schedule

4M- Money, Material, Manpower, Machinery-four resources

Types of project:

According to cost:

Major cost >20lakhs, 5<medium<20lakhs, minor<5lakhs

According to nature of work:

Permanent projects: Every new project is project is permanent works.

Temporary works: Works that are done to create place for construction of permanent
project. Like diversion canals, coffer dams.

Repair works: Works that are done after construction of project and are done during
maintenance of project.

According to materials used:

Unique works: These are unique like nuclear projects.

Wood, RCC, Steel.

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 Conception of project is the imagination or having an idea as to what is done

with the land or resources.

Steps in planning a project: (sauce)

1. Identify and meet stakeholders

2. Set & prioritize goals.
3. Define deliverables.
4. Create project schedule.
5. Identify issues and complete risk assessment.
6. Present project plan to stakeholders.

Stages in construction

 Planning and design

 pre construction
 procurement
 construction stage
 post construction stage

Conception is done by the client.

In planning and design stage engineers and contractors come into the project and
design according to codes specified. Tenders are called to choose the best suitable
contractor for completion of project.

Preconstruction contractors deploy team for the project. Team is accountable for the
development of project further.

In procurement stage materials required are acquired from dealers. Resources

include machinery. Availability of machinery/equipment is also taken care in this
stage.

In construction stage a job layout is developed, previous works are office works done
on paper in this work at site started.

Post-construction stage handing project to owner. Before handing over project is

inspected by every team. All the legal matters and bills are settled according to the
agreement done at the start.

Reasons for failure of construction project:

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For commercial contractors, both GCs and subs, a successful project is one
completed on time and within budget. The client is happy with the finished product
and the contractor walks away with a tidy profit. Everybody wins. When a project
fails, it’s typically due to conflicts and issues that cause cost overruns and delays in
the schedule.

If not properly managed, it will eventually lead to going over budget and blowing past
the scheduled date for substantial completion. Going over budget eats into the
contractor’s profit in addition to being hit with liquidated damages for every day past
the agreed upon completion date. It can also impact upcoming projects if a
contractor’s workers and equipment are tied up trying to finish up a failing project.

"Failure is not an option." - Ed Harris as NASA Flight Director Gene Kranz in Apollo
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So, what causes construction projects to fail? Any number of factors can lead to
project failure, but most of the time it boils down to how well the project manager or
project management team performs overseeing the project. Even the most difficult,
issue-laden projects can be successful if properly managed.

Here are five reasons construction projects fail and how to prevent it from happening
on your next project:

Inadequate Planning: Poor planning leads to poor execution. The more time and
effort put into planning out the project, the better off you’ll be when work gets
underway. This starts by carefully reviewing and fully understanding the plans,
specifications, scope of work and client expectations. Good planning involves
working with the client, architect, subcontractors and suppliers to establish
construction schedules and project milestones.

Planning goes beyond just creating a construction schedule. Additional items include
conducting a risk assessment and management strategy, developing site-specific
safety plans, establishing contingency plans, site logistics and lining up the delivery
of materials and equipment. Keep in mind that the plan and schedule are living
documents that will have to be updated and adjusted as work on the project
progresses.
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Failure to Communicate: Good communication is crucial in delivering a successful

construction project. When communication among stakeholders breaks down or is
mishandled, it can lead to delays, accidents, costly rework, and unhappy clients.
Keeping everyone up to date on changes to the work or schedule goes a long way in
preventing major problems from developing that cause projects to fail.

Develop a communication plan and establish document control procedures.

Designate a main point of contact that all communication will flow through. All
communication should be documented and shared with the appropriate
stakeholders. These include meeting notes, submittals, requests for information,
invoices, daily reports, change orders and submittals. All correspondence, whether
it’s emails, phone calls or in-person conversations should be documented and
saved. This goes a long way in settling any disputes or disagreements that might
arise throughout the course of the project.

The flow of communication affects the flow of a construction project. Problems and
delays occur when people stop communicating or responding to inquiries. Projects
run smoother and get completed on time and within budget when everyone is
communicating and collaborating effectively.

Scope Creep & Change Orders: Scope creep is the continuous expansion or
changes to the project’s initial scope beyond what was initially intended. Factors that
lead to scope creep include poorly defined scope, incomplete plans and
specifications, poor communication, mismanagement of change orders and clients
changing their minds about what they want.

Change orders are similar in that they involve changes to plans outside of the
original scope. Change orders differ from scope creep because they can involve both
additions and deletions from the original scope. They can also be initiated by the
owner, but GCs and subs can also request change orders and they don’t always
result in additional costs or deadline extension.

Obviously, you shouldn’t take on a project with a poorly defined scope or incomplete
plans and specs. All construction methods, finishes and materials should be
determined long before you sign a contract and begin work.

The construction contract should clearly state how any work outside of the original
scope should be requested and documented. No additional work should commence
until a written change order has been executed and authorized by the client.
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Additional costs and timeline extensions should be determined and agreed upon.
Don’t forget to work with your subs to determine how change orders might impact
their schedule before signing off on additional work.

Productivity Issues & Delays: We’ll ignore delays caused by events, such as natural
disasters, that can’t be controlled by any of the parties involved. These excused
delays are handled under force majeure clauses in construction contracts and
protect the contractor from having to paying damages due to not performing or
completing the project on schedule.

Project schedules are based on productivity expectations. Each task or job requires
a certain number of man-hours to complete and are used to determine how many
workers you will need to complete each one within a given amount of time.

When workers don’t show up, get injured or goof off on the job, it can lower your
productivity levels, cause delays and throw your schedule out of whack. This could
force you to bring in additional workers or sub out more work which in turn lowers
your profit margins.

Labour shortages and fewer skilled workers have only made the problem of
productivity worse over the past several years. Newer workers don’t have the skills
and confidence to complete tasks at the same speed as experienced veterans on
your crew. Understanding the capabilities of your workers is vital when determining
your project schedule.

Conduct background checks and provide training to your employees to ensure they
have the skills to perform their job. Assign specific roles and responsibilities so that
everyone knows what they should be doing each day. Equip your workers with the
proper tools and equipment needed to complete tasks efficiently. Work with your
subcontractors to determine whether they have the workforce available to perform
their contracted work as scheduled.

Ignoring Red Flags: When projects are running smoothly, it’s easy to ignore early
warning signs that trouble may be brewing. Little issues can quickly snowball into
major problems if left unchecked, causing projects to fail. This can be caused by
workers failing to report issues or not monitoring projects closely.

These minor issues are often put on the back burner while dealing with other aspects
of the project. All problems should be prioritized and handled accordingly when they
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arise. Project managers should be able to analyse and troubleshoot issues as early
as possible to avoid delays. Quick thinking and good decision making are what sets
great project managers apart from good ones.

Functions of construction management

 Time management
 Quality management
 Safety management

Scheduling of project:

Scheduling is Graphical representation of phasing rate of construction activity with

the starting and completion dates and sequential relations among various
activities/operations of project so that work can be carried out in orderly & effective
manner.

Classification of scheduling:

1. Financial scheduling: Amount is released according to work to be done during

that period
2. Material scheduling: Assigning resources to workers
3. Labour scheduling
4. Machinery/ equipment

Uses of scheduling:

 Gives quantity of work involved: how much brick work etc, based on that
workers and money are deployed.
 Actual progress of work can be monitored
 Systematic progress of work smoothly, so that there will be no crashes and
confusion among works.

Advantages: by studying alternative methods we can achieve more effective and

efficient method for construction of project.

Methods of scheduling:
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1. Bar chart: First type of scheduling, Bar graphs are used

2. Mile stone chart
3. Controlling
4. Network analysis: Most advanced Program Evaluation and Review
Techniques (PERT) and Critical Path Method (CPM)

Activity (a construction work that consumes time and resources).

Papa paarijatam enti ee gola.

Event is different from activity. That represents time is termed as event

Network analysis uses arrows to specify the order of work and their order.

Activities in Foundation construction:

1. Earthwork excavation – A - 5days

2. Procurement - B - 2days
3. Bar bending – C - 4days
4. Concrete pouring – D - 1day
5. Curing – E - 7days
6. Refilling – F - 1day

Bar chart method:

C is dependent on completion of activity B so these dependent activities start after

bar of previous activities.

From graph project takes 15 days for completion. This is also called Grantt Chart.

One of the advantages is that one can easily identify which activities are inter
dependent and independent. But is suitable for small projects as size of graph
increases with project size.
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Some points on Bar charts:

1. Bar charts are used for small projects only.

2. If duration is long inter dependencies of various activitites cannot be shown.
3. The monitoring & contrlloing is not possible.
4. Delays of work cannot be detected.
5. It does not indicate critical activities.
6. Financial aspects of projects cannot be estimated.
7. These charts are not useful to take critical decisions for timely action.

Milestone Chart method:

It is a slight modification of Bar chart. Graphical

representation of key events.

Controlling of a project:

Life Cycle curves:

Indicates the percentage of progress of work to be completed with respect to time.

The discrepency b/w actual curve and planned

curve is due to delays in the work.

Critical Activity: Any activity that consumes more resources and time can be
categorized as critical activity.

Job layout: It is a scaled drawing of a

proposed project which shows all the
relevant features such as entry and exit
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lines, boundary lines, storage of materials, contractor’s office, toilets, labor quarters
etc.

Construction engineering and management by S. Seetharaman

Factors affecting job layout

1. Nature of job
2. Construction method
3. Availability of resources
4. Medical facilities
5. Contractor & engineer office
6. Provision for temporary roads &
7. Other facilities

Work breakdown structure: Project is divided into events and events are further
into activities and activities into sub-activities
such that they cannot be divided further.

1. Planning
2. Scheduling
3. Monitoring
4. Controlling

Sauce

Network: A graphical model which lists out the sequence of various operations with
inter dependencies which are required for final achievements of
the project objectives.

Activity in a network is represented by an arrow. Events are

represented with circles.

Series activities: activity starting depends on the completion of previous activities.

Parallel Activities: Multiple activities are done parallel during

same time. Activities are independent or semi-independent.
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Burst activities: multiple activities burst or start after completion of a single activities.

Convergent activities: they converge to a single

activity.

Dummy activity: Which does not consume any

resources and time. It is represented with a dotted
arrow. It is done to adjust time and space for other
activities. It is not executed but it is only for logic
purpose.

Types of networks:

 Activity on arrow method (A-O-A)

 Activity on node method (A-O-N)
 PERT

Critical path: The path determined in network which have all critical activities. (or)
The path connecting all the critical activities.

Rules and Regulations for drawing a Network: Fulkerson rules for network:

1. Every project starts with a node (first

node).
2. All the activities should emerge from first
node.
3. The activities should proceed from left to
right only.
4. In case of any logic or restraints use
dummy activities.
5. There should not be any looping.
6. All the activities should merge at final node.

How to find critical path of a network?

Path 1: 1-2-6-7-------8days

Path 2: 2-4-5-6-7------9days

Path 3:2-4-5-7-----6days

Path 4: 4-5-7------7days

Path 5: 1-3-5-6-7-----9days

Path 6: 1-3-5-7 ------6days

Path 7:1-3-7----10days
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Program Evaluation and Review Technique (PERT):

It’s a management tool used for planning, controlling, reviewing and fixing scheduled
completion time of project.

Used by American navy.

In order to find time duration there are 2 methods:

1. Probabilistic approach
2. Deterministic approach: Time is calculated based on activities carried out.

Optimistic time(to): Is the time taken by any activity under any ideal conditions
(minimum time).

Pessimistic time(tp): The maximum time taken by any activity under normal
conditions.

Most likely time(tm): It is based on experience.

Mean expected time(te)

te = (t0+4tm+tp)/6
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Find the scheduled completion time of a project, the network diagram is given below.

Ts=(Te) of last event

Te1 will always be equal to 0

because first
activity is not
dependent on other
activities for
completion.

Table after completion of the calculation of time.

Even Predecessor Activity (i-j) tij TEi TEj (=tij+TEi)
t Always select maximum
value of time.

sauce
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Home Assignment Questions:

1. Explain briefly importance and necessity of construction management.

2. Explain in detail about classification construction projects.
3. Explain various stages of construction project.
4. Explain the causes of failure of a construction project.
5. What are the objectives of construction management?
6. What are the functions of construction management?
7. Explain steps involved in planning of a project.
8. Explain the objectives, principles and advantages of a construction
management.
9. Explain the limitations of planning.
10. Define scheduling and also explain methods of scheduling.
 Bar charts, mile stone charts, life cycle curves of controlling project.
11. Define job layout and explain in detail of a multi storied building with a neat
sketch.
12. Explain the factors affecting job layout
13. Explain in detail work break down structure.

PERT problems critical path

TL – Latest allowable occurrence time: the time by which

TE – Event will happen within this time

TL – Event should be completed in this time

Find critical path and time for all activities.

For calculation of TL we should move right

to left.

TE8 = 22

TL8 = 22, TL7 = 17, TL5 = TL7 – tij = 11,

If there are 2 or more activities merging at an event while calculating T L, TL is

calculated for every activity and the lowest value is considered.

Slack is positive difference between T L and TE.

By connecting all the events that has zero slack is called Critical path.

 Determine critical path of a project network diagram given below.

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 Determine critical path of the below

network.

Even TE TL Slack
t (TL-TE)
1 0 0,6 0
2 4 10,12 6
3 6 6,7,13 0
4 10 10,11 0
5 10,9 17 7
6 4,9,10 10,15 0
7 13,14 14 0
8 14,16,21 21 0

The path connecting all the events with ‘0’ slack is the critical path of the network.
The critical path is 1-3-4-6-7-8.

Table for events:

 Draw network and find critical path from the following data.

Event Predecessor activity Time duration

1 - -
2 1-2 3
3 2-3 4
4 2-4 3
5 3-5 4
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6 2-6 4
4-6 4
5-6 0
7 5-7 5
6-7 5
4-7 7
8 7-8 5
9 7-9 4
10 8-10 3
9-10 3
11 9-11 5
10-11 6
12 11-12 6

Network diagram:

Event TE TL Slack (TL-TE)

1 0 0 0
2 3 3 0
3 7 7 0
4 6 7 1
5 11 11 0
6 7,10,11 11 0
7 16,16,13 16,17 0
8 21 21 1
9 20 21,25 0
10 24,23 24 0
11 25,30 30 0
12 36 36 0

By connecting all events with zero slack we can obtain critical path.

Critical path: 1-2-3-5-6-7-9-10-11-12.

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 Draw the network using PERT method and also find out the slack and total
duration of project, details are given below.

Activity 1-2 1-3 1-4 2-4 3-4 3-5 4-6 4-7 5-7 6-7
to 4 2 6 1 6 6 3 4 2 2
tm 6 3 8 2 7 7 5 11 4 9
tp 8 10 16 3 8 14 7 12 6 10

te = (t0+4tm+tp)/6

te of events

1-2—6, 1-3—4, 1-4—5, 4-6—5,3-4—7, 3-5—

8, 2-4—2, 4-7—10, 5-7—4, 6-7—8.

Event TE TL Slack
1 0 0 0
2 6 9 3
3 4 4 0
4 11 11 0
5 12 20 8
6 16 16 0
7 24 24 0

Critical path: 1-3-4-6-7.

Mechanization: Reasons for mechanization of the construction field.

 Size of project
 Size of structural elements
 Heavy spans
 Heavy construction
 Quality
 Finishing
 Safety and
 Economy

Classification of Equipment:

1. Earth moving equipment

2. Hauling equipment
3. Hoisting equipment
4. Conveying equipment
5. Concrete and aggregate equipment
6. Pile equipment
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7. Tunneling equipment
8. Pumping and dewatering equipment

Earth moving Equipment:

i. Power shovel
ii. Back hoe
iii. Drag line

Factors effecting selection of construction equipment:

i. Use of equipment available with the organization

ii. Suitable for job condition
iii. Uniformity of type
iv. Size of the equipment
v. Use of standard equipment
vi. Country of origin
vii. Unit cost of production
viii. Availability of spare parts with the manufacturer
ix. Suitability of local labor with the equipment

Factors effecting owning and operating a construction equipment:

i. Investment cost
ii. Depreciation costs
iii. Maintenance and repair cost
iv. Operating costs
1. Repair charges
2. Depreciation cost of tires and tubes
3. labor charges
4. Fuel costs
5. Miscellaneous costs

Down time costs, obsolesce costs, replacement costs.

Earth compaction equipment:

1. Smooth wheeled
2. Sheep footed
3. Pneumatic tyred roller
4.

Hauling equipment: Tractors,dumpers