Ecpmi Ecpmms: 2019: Ethiopian Construction Project Management Manuals Series

© ECPMI 2019 – All rights reserved ECPMI ECPMMS:2019
MAY,2019
WM - 19
ECPMI ECPMMS : 2019

ETHIOPIAN CONSTRUCTION PROJECT MANAGEMENT
MANUALS SERIES:
CONSTRUCTION PROJECT MANAGEMENT MANUAL
USERS GUIDE
WORKING MANUAL
© 2019 All Right Reserved

Ethiopian Construction Project Management Institute
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ECPMI ECPMMS:2019
Construction Project Management Manuals Preparation Working

Groups on
" Construction Project Management Manual Users Guide "
Working Groups Chair

Asmerom Tadesse
Working Groups Coordinator

Abera Awgichew
Original Version Prepared By:

Solomon Sertse
Manual Quality Assurance and Validation Working Group Members
Wubishet Jekale Steering Committee Chair
MulukenTilahun Project Coordinator
Denamo Addissie Technical Committee

Members
Asregidew Kassa
Tadesse Ayalew
Bekele Jebessa
GeremewTarekegn
Release Version Prepared By:
Tadesse Ayalew
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ECPMI ECPMMS:2019
TABLE OF CONTENT
TABLE OF CONTENT............................................................................................................................................................................v
LIST OF FIGURES ................................................................................................................................................................................... vi
LIST OF TABLES...................................................................................................................................................................................... vi
ABBREVIATIONS AND ACRONYMS .....................................................................................................................................vii
NATIONAL FOREWORD ................................................................................................................................................................. xi
PREAMBLE ................................................................................................................................................................................................ xv
SECTION 1 : GENERAL ..................................................................................................................................................................... 1
1.1. Document information................................................................................................................................................................. 2
1.2. Scope and Application ................................................................................................................................................................. 3
1.3. Normative References .................................................................................................................................................................. 4
1.4. Purpose and / or Objectives ..................................................................................................................................................... 5
1.5. Terms and Definitions .................................................................................................................................................................. 6
1.6. Overview .............................................................................................................................................................................................. 7
SECTION 2 : CONSTRUCTION PROJECT MANGEMENT PROCESSE GROUPS And
KNOWLEDGE AREAS....................................................................................................................................................... 8
2.1. Process Group ................................................................................................................................................................................... 9
2.2. Construction Project Management Knowledge Areas ........................................................................................... 10
2.2.1. Construction Project Integration Management Manual (CPIM) .............................................................. 11
2.2.2. Construction Project Scope Management Manual (CPSM) ......................................................................... 12
2.2.3. Construction Project Quality Management Manual (CPQMM) ............................................................... 14
2.2.4. Construction Project Stakeholders Management Manual (CPSMM) .................................................... 15
2.2.5. Construction Risk Management Manual (CPRMM)........................................................................................ 16
2.2.6. Construction Project Procurement Management Manual (CPPMM).................................................... 17
2.2.7. Construction Project Communication Management Manual (CPCMM)........................................... 18
2.2.8. Construction Project Time Management Manual (CPTMM) ..................................................................... 19
2.2.9. Construction Project Human Resources Management Manual (CPHRMM) ................................... 20
2.2.10. Construction Project Materials Management Manual (CPMMM) .......................................................... 20
2.2.11. Construction Project Equipment Management Manual (CPEMM) ........................................................ 21
2.2.12. Construction Project Cost Management Manual (CPCMM) ...................................................................... 23
2.2.13. Construction Project Financial Management Manual (CPFMM) ............................................................. 24
2.2.14. Construction Project Safety Management Manual (CPSMM).................................................................... 25
2.2.15. Construction Project Environmental Management Manual (CPEMM) ............................................... 26
2.2.16. Construction Project Claims Management Manual (CPCMM) ................................................................. 27
2.2.17. Construction Project Organization and Set Up Manual (CPOSMM) .................................................... 28
2.2.18. Construction Project Design Services Management Manual (CPDSMM) .......................................... 30
SECTION 3 : MANUAL ADJUSTMENT, AMENDMENT AND REVISION .................................................. 32
3.1. Manual Adjustment .................................................................................................................................................................... 32
3.2. Manual Amendment .................................................................................................................................................................. 32
3.3. Manual Revision ........................................................................................................................................................................... 32
© ECPMI 2019 – All rights reserved v

LIST OF FIGURES
FIGURE 1: IMCO OR MODIFIED IDEFO ELEMENTS .............................................................................. 10
LIST OF TABLES
TABLE 1; CONSTRUCTION PROJECT MANAGEMENT KNOWLEDGE AREA AND PROCESSES GROUP

INTERACTION .................................................................................................................................. 8
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ABBREVIATIONS AND ACRONYMS
AAU : Addis Ababa University

BOKs : Body of Knowledge
BOQ : Bill of Quantities
CPs : Construction Projects
CPMMs : Construction Project Management Manuals
CPIM : Construction Project Integration Management
CPSMM : Construction Project Scope Management Manual
CPMMUG : Construction Project Management Manual User Guide
CPQMM : Construction Project Quality Management Manual
CPSMM : Construction Project Stakeholder Management Manual
CPRMM : Construction Risk Management Manual
CPPMM : Construction Project Procurement Management Manual
CPCMM : Construction Project Communication Management Manual
CPTMM : Construction Project Time Management Manual
CPHRMM : Construction Project Human Resource Management Manual
CPMMM : Construction Project Materials Management Manual
CPEMM : Construction Project Equipment Management Manual
CPCMM : Construction Project Cost Management Manual
CPFMM : Construction Project Financial Management Manual
CPSMM : Construction Project Safety Management Manual
CPEMM : Construction Project Environmental Management Manual
CPCMM : Construction Project Claims Management Manual
CPOSMM : Construction Project Organization and Setup Management Manual
CPDSMM : Construction Project Design Service Management Manual
ECPMI : Ethiopian Construction Project Management Institute
EIABC : Ethiopian Institute of Architecture, Building Construction and City
Development
IMCO : Input, Mechanism, Constraints and Output
ISO : International Organization for Standardization
OPM : Organizational Project Management
PMBOK : Project Management Body of Knowledge
PMI : Project Management Institute
PMO : Project Management Office
USDOT : US Department of Transportation
WBS : Work Breakdown Structure
WM : Working Manual
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NATIONAL FOREWORD
The proclamation to define the powers and duties of the executive organs of the Federal
Democratic Republic of Ethiopia Proclamation No 1097/2018 empowers the Ministry of Urban
Development and Construction (MUDC) to prepare and issue Standards for design and
construction works, and follow up and supervise their implementation.
This document forms a part of the CPMM Package that enlists Nineteen Manuals of which
Sixteen of them are Construction Project Management Manuals, two of them are general guides
(CPMM Organization and Setup and User Guide), and one of them is operational (Construction
Project Design Services) Manual. The CPMM package was developed with a clear view of the
integration of both the Project Management processes and knowledge areas so as to manage the
project as a holistic single entity. It is thus believed that the package will be instrumental in
creating modern and unified construction project management system in Ethiopian
Construction Industry.
The Ethiopian Construction Project Management Institute (ECPMI) has initiated and led the
overall development of the CPMM Package. The Ministry of Urban Development and
Construction would like to extend its appreciation to Construction Solutions PLC (Consol), and
Ethiopian Institute of Architecture, Building Construction and City Development (EiABC) who
contractually worked with ECPMI in the preparation of the original version of CPMM Package,
while the latter has validated and assured the quality of the original ones and produced the
released version the CPMM Package.
As the CPMM Package constitutes working manuals that are technical documents which, by
their nature, require periodic updating; revised editions will be issued by the Ministry from time
to time as appropriate. MUDC will establish Manuals Preparation and Revision Standing
Committee which collects feedbacks during the manual's three years operation period and
makes the required amendments and revisions accordingly.
The Ministry of Urban Development and Construction as mandated acknowledges this

document as a national resource tool and can serve as an acceptable working manual which
comprises a front cover, an inside front cover, a title page, National Foreword, Preamble, Table
of contents, pages 1 to 32 and a back cover.
Eng. Aisha Mohammed

Minister, MUDC
June 2019, Addis Ababa - Ethiopia
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ECPMI ECPMMS:2019
PREAMBLE
Whereas; Ethiopia Construction Project Management Institute (ECPMI), to partially cater for the
deficiencies of Project Management practices in the Construction Industry; has envisioned the
development of Construction Project Management Manuals (CPMMs) which are Critically
Adapted, Practice Oriented, User Friendly and Responsive to Continuous Improvement that:
1. describe Specific, Supplemental and Standardized Knowledge and Practices that are
generally accepted as "good industry practices" on most construction projects most of the
time,
2. define the Conceptual, Applicable and Technological contents, processes and their What
and How elements sufficiently,
3. reflect the peculiar features of the Construction Industry in Ethiopia and can be
implemented by the resources in practice currently,
4. lay down the policies, principles, processes and procedures in order to effectively
discharge duties and responsibilities, and
5. can be applied to any project nationwide with minor and moderate modifications.
Whereas; ECPMI identifies and enlist Nineteen Manuals of which Sixteen of them are
Construction Project Management Manuals, two of them are general guides (CPMM
Organization and Setup and User Guide), and one of them is operational (Construction Project
Design Services) Manual.
Whereas; ECPMI as the mandated body, to foster the development of Proactive and System
based CPMMs policies and principles and application of modern Construction Project
Management in Ethiopia governed by fundamental and best practices, envisions to cause the
applications of these CPMMs in order to improve the performances of Construction Projects;
Whereas; CPMMs are one among the critical bases for Initiating, Planning, Implementation
including Changes Administration, Monitoring & Evaluation, and Closing of Construction
Projects along the Business ↔ Project ↔ Product Management linkages with respect to their
(1) General Requirements, (2) Process Groups, (3) High Level Process Map (4) Detail Processes,
(5) Procedures or Instructions, and (6) Auxiliary or Annex Documents;
ECPMI has therefore caused the development of one of these CPPMs; namely: “Construction
Project Management Manuals User Guide (CPMMUG)” as a framework to guide and govern
Construction Projects Management in line with the expected level of Construction Projects
Performances Worldwide with respect to ensuring effective Resources by Balancing or
Prioritizing Competing Demands, Tailoring for specific situations, and Managing the
relationships and interdependencies.
ETHIOPIA CONSTRUCTION PROJECT MANAGEMENT INSTITUTE
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ECPMI ECPMMS:2019
SECTION 1 : GENERAL
The CPMMs are one among the focus areas and the cause for deficiencies in the expected
contributions of the Construction Industry in Ethiopia. ECPMI in collaboration with
Construction Solutions Plc. and the Construction Technology and Management Competence
Unit of the EIABC / AAU identified and developed the following nineteen CPM manuals under
three categories:
A. Construction Project Management Manuals

1. CP Integration Management Manual (CPCMMM);
2. CP Scope Management Manual (CPSMM);
3. CP Quality Management Manual (CPQMM);
4. CP Stakeholders Management Manual (CPSkMM);
5. CP Risk Management Manual (CPRMM);
6. CP Procurement Management Manual (CPPMM),
7. CP Communication Management Manual (CPCmMM);
8. CP Time Management Manual (CPTMM);
9. CP HRs Management Manual (CPHRMM);
10. CP Materials Management Manual (CPMMM);
11. CP Heavy Equipment Management Manual (CPHEMM);
12. CP Cost Management Manual (CPCMM);
13. CP Financial Management Manual (CPFMM);
14. CP Safety Management Manual (CPSfMM);
15. CP Environment Management Manual (CPEnMM); and
16. CP Claim Management Manual (CPClMM).
B. General Guiding Manuals
17. CP Organization and Setup Manual (CPOSM); and
18. CPMM User Guide (CPMMUG)
C. Operation or Implementation based CPMMs
19. Construction Project Design Management Manual (CPDMM)
This CPMM User Guide is prepared as part of Ethiopian Construction Project Manuals series
designed for the Ethiopian Construction Industry. It is intended to provide a guide on how to
use the construction project materials management.
© ECPMI 2019 – All rights reserved

1.1. Document information
Document name : Construction Project Management Manual Users Guide
Document number : ECPMMS: WM - 19
Document availability : The hard copy of the document is available at the Ethiopian
Construction Project Management Institute (ECPMI) and the
electronic copy / form is located on the following websites
www.ecpmi.gov.et
Document owner : Ethiopian Construction Project Management Institute

(ECPMI)
Document sponsor : Ethiopian Construction Project Management Institute

(ECPMI)
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ECPMI ECPMMS:2019
1.2.Scope and Application

Working in a construction project environment, which is very dynamic as compared to other
operations, requires a common language for smooth communication among stakeholders within
the project environment.
Accordingly the scope of this users guide is establishing a common vocabulary and terminology
about the basic process and the key roles and responsibilities of projects participants.
However, users should not consider it as a cookbook. For their specific need and better
understanding users are strongly recommended to go dipper into the each of the entire
manuals.
With this understanding the user guide provides a general overview on Project Management in
chapter and its presses groups. Finally it will provide a brief description on each of the project
management knowledge areas and their underlying process for each manuals developed by
ECPMI.
© ECPMI 2019 – All rights reserved 3

1.3. Normative References
Document Number Document Title
ISO 21500 Guidance on project management,
PMBOK Construction Extension to the PMBoK® Guide Third edition, 2017
PMBOK A guide to PMBOK Sixth Edition, 2016
ECMPI Manuals All he 18 manuals developed by ECPMI

ECPMI ECPMMS:2019
1.4. Purpose and / or Objectives

This User Guide is intended to provide a brief overview of the Project Management Manuals
developed by the Ethiopian Project Management Institute (ECPMI) to have a quick
understanding on the background, purpose and key elements of the Manual.
The User Guide briefly describes the management process and procedures to provide an
overview on each of the construction project management manuals. The Guide is prepared
based on a review, consolidation and compilation of each manual and the current general and
construction specific best practice, procedures and guidelines available for management of
construction projects and it is considered to be applicable for construction projects under the
design-bid-build and design-build delivery method.

1.5.Terms and Definitions
The Terms and Definitions given in each of Construction Project Management Manuals shall
apply.

ECPMI ECPMMS:2019
1.6. Overview
According to the Project Management Body of Knowledge (PMBOK) by the Project
Management Institute (PMI) definition a project is “a temporary endeavor undertaken to create
a unique product, service or result.” That means a project has a definite beginning and end. It
can end by reaching its goals or get terminated. Temporary is not necessarily short. Projects can
last for years. The project’s outputs, meanwhile, are not necessarily temporary. They can last for
hundreds of years.
Project management on the other hand is defined as the application of knowledge, skills, tools,
and techniques to project activities to meet the project requirements.” These same components
and processes apply in construction, with additional practices to deliver an end product that is
functional and meets stakeholder needs.
Program: A group of related projects or other (sub) programs to get better results than
managing them individually.
Portfolio: A collection of projects, operations, programs, other portfolios and operations to meet
strategic goals.
Organizational Project Management (OPM): Strategy execution framework using project,
program, portfolio and organizational enabling practices.
A Project Management Office (PMO) standardizes an organization’s project governance. It can
be: Supportive, Controlling or Directive. It coordinates projects to meet the organization’s
strategic objectives. It manages shared resources, coaches and mentors, identifies and
implements best practices, etc.
Organizational Structures can be functional, projectized or matrix (a hybrid). A company with a
weak matrix is most like a functional organization where the Project Manager is more coordinator
or expediter. A balanced matrix acknowledges the need for a PM but they still do not have full
authority. Strong matrixes are most like a projectized organization where the PM is full time and
has considerable authority.

2. SECTION 2 : CONSTRUCTION PROJECT MANGEMENT PROCESSE
GROUPS And KNOWLEDGE AREAS
The most commonly applied project management methods and processes in the construction
industry use generally recognized good practices that are applicable to most projects most of the
time. It is the application of these practices, however, that makes this industry unique. The
Knowledge Areas in each of the project management manuals are applicable to construction
projects. Actions derived from these Knowledge Areas are applied to the construction project at
each distinct project phase. It is important to note that the project manager in construction is
responsible for recognizing not only what the project owner needs, but also how common
practices and specific construction applications should be applied. Table 1 maps the Process
Groups against the Knowledge Areas to assist the practitioner with this responsibility.
Table 1; Construction Project Management Knowledge Area and Processes Group Interaction
Project Management Process Groups
Knowledge Areas Initiating Planning Executing Monitoring & Closing

Process Process Process Controlling Process
Group Process Group Group
1.Construction Project Integration Management √ √ √ √ √
2. Construction Project Scope Management √ √
3. Construction Project Quality Management √ √ √ √
4. Construction Project Stakeholder Management √ √ √ √ √
5. Construction Project Risk Management √ √
6. Construction Project Procurement

√ √ √ √
Management
7. Construction Project Communications
√ √ √ √
Management
8. Construction Project Time Management √ √ √ √
9. Construction Project Human Resources

Management √ √ √ √
10. Construction Project Materials Management √ √ √ √
11. Construction Project Heavy Equipment

Management √ √ √ √
12. Construction Project Cost Management √ √
13. Construction Project Financial Management √ √ √
14. Construction Project Safety Management √ √ √
15. Construction Project Environment

√ √ √
Management
16. Construction Project Claims Management √ √ √
17. Construction Project Organization and Set up √ √ √ √
18. Construction Project Design Management √ √ √ √

ECPMI ECPMMS:2019
2.1. Process Group
Project management is an integrative undertaking that requires each project and product
process to be appropriately aligned and connected with the other processes to facilitate
coordination. Actions taken during one process typically affect that process and other related
processes. For example, a scope change typically affects project cost, but it may not affect the
communications management plan or level of risk. These process interactions often require
tradeoffs among project requirements and objectives, and the specific performance tradeoffs will
vary from project to project and organization to organization. Successful project management
includes actively managing these interactions to meet sponsor, customer, and other stakeholder
requirements. In some circumstances, a process or set of processes will need to be iterated
several times in order to achieve the required outcome.
The Construction Project Management Manuals developed by the ECMPI describes the nature
of project management processes in terms of the integration between the processes, their
interactions, and the purposes they serve. Project management processes are grouped into five
categories known as Project Management Process Groups (or Process Groups):
 Initiating Process Group. Those processes performed to define a new project or a new
phase of an existing project by obtaining authorization to start the project or phase.
 Planning Process Group. Those processes required to establish the scope of the project,
refine the objectives, and define the course of action required to attain the objectives that
the project was undertaken to achieve.
 Executing Process Group. Those processes performed to complete the work defined in
the project management plan to satisfy the project specifications.
 Monitoring and controlling Process Group. Those processes required to track, review,
and regulate the progress and performance of the project; identify any areas in which
changes to the plan are required; and initiate the corresponding changes.
 Closing Process Group. Those processes performed to finalize all activities across all
Process Groups to formally close the project or phase.

2.2. Construction Project Management Knowledge Areas
As listed in page 11 the Ethiopian Construction Project Management manuals are organized in
eighteen volumes. Most of the manuals contain three sections: an introduction, a main body and
annexes, which contain some example and various formats.
In the first section most of the manuals provides some information about the document, its
scope and application. It also describes the purpose of the manuals as well as its objective, list of
normative references, polices and principles and an overview about that specific manuals.
The main body of the manual describes the knowledge area of the specific manual and its
corresponding processes. It also describes the Inputs, Mechanisms, Constraints or Controls and
Outputs of each process. To provide an overview a brief description of Inputs, Mechanisms,
Constraints or Controls and Outputs are presented as follows. However for detail
understanding and specific Inputs, Mechanisms, Constraints or Controls and Outputs on each
manual user’s are recommended to refer each manual.
a. Inputs: terms that refer to any item in the form of information or documents or
resources, whether internal or external to the CPIM processes, that triggers a
CPIM process and required before that process proceeds which may be an output
from a predecessor process
b. Mechanisms including Tools, Techniques and Competencies: Something
tangible; such as tools, techniques and competencies, used in performing an
activity in the CPIM processes to deliver products, services or documents called
Outputs.
c. Constraints or Controls: terms that refer to limiting or dictating factors that affect
the implementations of CPIM processes or the actions of the CPIM Team such as
Enterprise Environment Factors, Project Documents including Risk or Lesson
Learned Registers, Agreements, etc.
d. Outputs: terms that refer to products, services, documents as results generated by
the CPIM processes, which may be an input to a successor process
Constraints
Processes /
Inputs Functions Out puts
Mechanisms
Figure 1: IMCO or Modified IDEFo Elements

ECPMI ECPMMS:2019
In addition to the main bodies, some of the manuals also provide a list of annexes that include
the interactions of the individual processes in each process group mapped to the knowledge
areas, forms and examples
2.2.1. Construction Project Integration Management Manual (CPIM)
The Construction Project Integration Management Manual (CPIMM) is organized in two main
sections. The first sections provide a brief introduction on the manual, the purpose, scope and
the application of the manual respectively. It also provides definition, objectives and basic
considerations. This section also briefly describes the policies and principles of the Construction
Project Integration Management Manual and the knowledge area. In its last part, the section
presents the high-level process map of the CPIMM, which describes the relationship and
interaction among the major processes.
Section two which is the core part of the CPIMM provides a detail description on the main
process of Construction Project Integration Management, the required inputs, mechanisms,
control and constraints and the overall outcome of the processes.
Construction Project Integration Management (CPIM) is the management of construction

projects in a holistic manner, as a single entity or in conjunction with other projects in a
programme or a portfolio. It is the integration of the various CPM Body of Knowledge (BoKs)
and processes to coherently and optimally delivers construction projects or product as an
outcome. The CPIM Manual briefly describes the following eight processes together with the
specific inputs, mechanisms, control and constraints and outputs that is applicable for each
process. To provide an overview for users a brief description is provided here under;
Process name Brief description of the process
Initiate CPIM or Authorize CPOD is undertaken to review the Developed CP Business

Authorized CP Case which is a process outside of the CPM process but a part of the
Outcome Document Generic PMPG to align the Generic PMPG and the Specific CPMPG
Plan CPIM is a process of creating the CPIM / CP Documents that

documents how the CPIM / CP are planned to guide their
Plan CPIM implementation and monitoring services to direct, mange and
validate CP Services and / or Works and perform integrated CP
changes control
Collect CPIM Requirements is the process of determining,

Collect CPIM
documenting and managing stakeholders needs and requirements in
Requirements
order to develop CPIM / CP Documents
Develop and Develop and Authorize CPIM / CP Documents is the process of

Authorize CPIM and developing CPIM / CP Charter, Management Plan and Knowledge
CP Documents Document called CPIM / CP Assumption Log and CP Management
Plan Documents include CP Implementation Plan and Deliverable

Documents
Direct, Manage and Validate CP Services and / or Works is the

Direct, Manage and process of reviewing the Authorized CP Implementation Plan and
Validate CP Services Deliverable Documents including approved integrated changes in
and / or Works order to lead, perform, and verify the Scope CP Services and/ or
Works
Control CPIM as well as CP Services and /or Works is the process of

Control CPIM as
monitoring (tracking, reviewing, and reporting) the overall status of
well as CP Services
the progress of the process (CPIM) and the project (CP) performance
and / or Works
including the authorized integrated changes to their baseline (CPIM
Pan and CPIM / CP Deliverable Documents) in terms of the key
performance indicators
Close CPIM as well Close CPIM as well as CP Services and /or Works is the process of
as CP Services and / finalizing all activities of the process (CPIM) and the project (CP)
or Works including the authorized integrated changes
In section three, the manual provides information about how to adjust, amend and revise the
manual.
2.2.2. Construction Project Scope Management Manual (CPSM)
This Manual is prepared to develop standardized CPSM system that guides the implementation
framework for one among the necessary CPMMs and apply them as a basis to plan, collect
requirements, and use WBS as tool in order to define, authorize / verify, validate and control CP
Scope.
The CPSM Manual describes mainly the processes and sub processes in order to guide
practitioners how to define, authorize / verify, create WBS, validate and control the scope of
works and/ or services called the "Schedule of Requirements" in managing construction
projects.
The Construction Project Scope Management Manual (CPSMM) is organized in two main
Project Scope Management Manual and the knowledge area. In its last part, the section presents
the high-level process map of the CPSMM, which describes the relationship and interaction
among the major processes.
Section two which is the core part of the CPSMM provides a detail description on the main
process of Construction Project Scope Management, the required inputs, mechanisms, control
and constraints and the overall outcome of the processes.

ECPMI ECPMMS:2019
Authorize Construction project business case is a process within the

Authorized Business CPIM knowledge area that define the intended purpose which can be
Case the bases for all the other knowledge areas primarily the CPSM
resulting in the agreed CPS Brief
Plan CPSM is a process of creating the Project Scope and the Product
Requirement Management plans that documents how the project and
Scope Management
Plan product scope will be realized, namely; defined, authorized, validated
and controlled which provides guidance and directions on how the CP
Scope can be managed and monitored throughout the project life time.
Collect CPSM Requirements is the process of determining,

Collect CPSM
Requirements documenting and managing stakeholders needs and requirements in
order to define both the Project and the Product Scope
Define CP Scope is the process of developing detailed description of

Defined Scope
Statement the Scope of the Project and the Product such that the boundaries and
the requirements for their acceptance criteria be set.
Authorize CP Scope is the process of reviewing all relevant schedule

of requirements including the Business Case and Design, if any or
other Employer requirements to ensure the Relevance - Impact Cycle
Authorized Scope
in order to verify and certify the Scope of the Project and the Product
such that Error in the BOQ, Variations, Claims and Disputes can be
minimized if not avoided.
Create Construction
Project WBS Create CP WBS is the process of subdividing project deliverables and
project work into smaller, more manageable components.
Validate
Validate CP Scope is the process of formalizing acceptance of the
Construction Project
completed project deliverables indicated in the Define CP Scope and
Scope
Create CP WBS sub processes at different stages for the different
delivery methods
Control Control CP Scope is the process of monitoring the status of the

Construction Project business case, the project and the product scope and managing
Scope changes to the scope baseline
manual.

2.2.3. Construction Project Quality Management Manual (CPQMM)
The construction project quality management manual has two main parts. The first part consists
of the purpose, scope, quality management principles, and quality control in construction,
project quality management, ISO quality management system, USDOT quality management
system, USACE quality management system and Construction Quality Management
Assessment System (CONQUAS). It also provides a list of normative reference and a brief
overview on construction projects quality management.
Quality planning is the process of identifying quality requirements and/or

Plan Construction standards for the project and its deliverables, and documenting how the
Project Quality project will demonstrate compliance with relevant quality requirements.
Management Quality planning process provides guidance and direction on how quality is
managed and validated throughout the project.
The quality management plan describes how quality assurance is applied and
performed on the project. In construction projects, executing quality
Perform Quality management involves the use of metrics and processes defined in the quality
Assurance management plan to assure quality is being executed as planned. The project
quality management plan provides inputs to the Perform Quality Assurance
process.
Control Quality Control Quality is the process of monitoring and recording results of
executing the quality management activities in order to assess performance
and ensure the project outputs are complete, correct, and meet customer
expectations., and recommend necessary changes. This process is performed
throughout the project. QC consists of inspection, testing and measurement.
Perform Continuous Quality improvement is an organized creation of beneficial change to attain

Quality extraordinary levels of performance. Quality improvement is important to
Improvement organizations that enable to reduce deficiencies that create chronic waste
affecting quality that may consist actions such as, but not limited to (Juran
1999): Increase of the yield of factory processes; Reduction of the error rates in
offices; and Reduction of field (construction project site) failures etc.
The second section presents the main aspect of construction Project Quality Management
Processes. In this section the manual describes the main concepts of the quality management
knowledge areas;
 Plan Construction Project Quality Management

 Perform Quality Assurance
 Control Quality
 Perform Continuous Quality Improvement
 Adaption for Design-Build Projects

ECPMI ECPMMS:2019
In addition to the above main section the manual also presents a list of annexes, which include
various checklists and formats.
2.2.4. Construction Project Stakeholders Management Manual (CPSMM)
The Construction Project Stakeholders Management Manual (CPSMM) is organised in five main
sections. The first section provides an overview on the basic concepts of construction project
stakeholder’s management, the purpose of the manual and its scope of application. The section
also provides a brief introductory on construction project stakeholder’s management and its
corresponding processes.
Section two on provides a detail description on each process of the construction project
stakeholders management knowledge areas and the corresponding specific inputs, mechanisms,
control & constraints and corresponding outputs in the following sequences;
Identifying stakeholders is the first step in the process of

construction stakeholder management. It involves a thorough
assessment of all potential stakeholders, whether individuals
Identify stakeholders or organizations who may have an interest in the construction
project and who may influence its outcomes. These
stakeholders may have a direct or indirect influence on the
project activity, which may vary throughout the life cycle of
the project.
Each stakeholder is bound to have a particular requirement
when it comes to a specific project. These requirements will
have a level of expectation to commensurate with the specific
Plan stakeholder engagement
desire of that particular stakeholder. At this stage of the
stakeholder management process, the specific expectations
must be identified and documented. Besides having a specific
expectation from the project, each stakeholder will have a level
of influence corresponding to its level of authority and
engagement in the project activity.
Following the accomplishment of the previously discussed two
process groups in stakeholder’s management, the stakeholder
management plan is implemented through development of an
Implementing a stakeholder appropriate management strategy. At this stage the project
management plan manager is required to manage stakeholder expectations,
which may at times be conflicting. The project team is also
expected to engage with all stakeholders in a professional and
positive manner.
Monitoring stakeholder Once the stakeholder management plan is set in place, a

management plan process of continually monitoring the plan must be in place to
ensure that the projects objectives are satisfied. In the event the
monitoring plan indicates the need to adjust stakeholder
engagement or any aspect the process then appropriate
steps/measures are taken. The controlling aspect of the
stakeholder management plan includes monitoring the specific
projects stakeholders relationships, identifying key concerns

and addressing them, taking corrective action as needed and
keeping all stakeholders informed as required. This needs to
be carried out throughout the project life cycle
Similar to other manuals, section three of the manual provides information on how to adjust,
amend and revise the manual.
The manual also provides list of annex, which include of stakeholders registration, stakeholder’s
analysis and stakeholders impact assessment.
2.2.5. Construction Risk Management Manual (CPRMM)
The Construction Project Risk Management Manual (CPRMM) is also organized in two main
sections. The first section provides a brief introduction about the manual its purpose and scope
of application. It also describes the basic concepts of risk management and the high-level
process map that describes the interaction of the knowledge area with each process groups.
Section two which are the core part of the manual describes the construction project risk
management knowledge area and its processes. Each sub-section begins with a very brief
introduction and it further describes each of the process together with their associated input,
mechanisms, control and constraints as well as outputs. The following table summaries a brief
description of the main processes of risk management;
Risk Management Risk management planning is the systematic process of deciding how to
Planning approach, plan, and execute risk management activities throughout the life of a
project. It is intended to maximize the beneficial outcome of the opportunities
and minimize or eliminate the consequences of adverse risk events.
Identify Risk Events Risk identification involves determining which risks might affect the project
and documenting their characteristics.
Qualitative Risk Qualitative risk analysis assesses the impact and likelihood of the identified
Analysis risks, and develops prioritized lists of these risks for further analysis or direct
mitigation. Project teams assess each identified risk for its probability of
occurrence and its impact on project objectives. Teams may elicit assistance
from subject matter experts or functional units to assess the risks in their
respective fields.
Quantitative Risk Quantitative risk analysis is a way of numerically estimating the probability
Analysis that a project will meet its cost and time objectives. Quantitative analysis is
based on a simultaneous evaluation of the impacts of all identified and
quantified risks.
Risk Response Risk response is the process of developing options and determining actions to
enhance opportunities and reduce threats to the project’s objectives. It identifies
and assigns parties to take responsibility for each risk response. This process
ensures each risk requiring a response has an “owner.” The Project Manager
and the project team identify which strategy is best for each risk, and then

ECPMI ECPMMS:2019
select specific actions to implement that strategy.
Risk Monitoring & Risk monitoring and control tracks identified risks, monitors residual risks, and
Control identify new risks—ensuring the execution of risk plans and evaluating their
effectiveness in reducing risk. Risk monitoring and control is an on-going
process for the life of the project.
manual.
2.2.6. Construction Project Procurement Management Manual (CPPMM)
The Construction Project Procurement Management Manual (CPPMM) is also organized in two
main sections. The first section provides a brief introduction about the manual its purpose and
scope of application. It also describes the basic concepts of procurement management and the
high-level process map that describes the interaction of the knowledge area with each process
groups.
Section two which are the core part of the manual describes the construction project
procurement management knowledge area and its processes. Each section begins with a very
brief introduction and it further describes each of the process together with their associated
input, mechanisms, control and constraints as well as outputs. The following table summaries a
brief description of the main processes of procurement management;
Plan Procurement The process of documenting project procurement decisions,

Management specifying the approach & strategy, and identifying potential
consultants/contractors.
Conduct The process of approaching and selecting consultants/contractors,

Procurement and contract award process.
Control The process of administering procurement contracts, monitoring

Procurement contract performance and making changes and adjustments as
appropriate.
Close Procurements The process of completing each project procurement
manual.

2.2.7. Construction Project Communication Management Manual (CPCMM)
The Construction Project Communication Management Manual (CPCMM) has seven main
sections. The first sections provide a brief description on the purpose of the manual, its scope
and application. The section also provides the basic concepts of construction project
communication management and it provides a brief introduction on the knowledge areas and
the relation of construction project management manuals with these other knowledge areas.
Section two onwards provides a detail description on each process of the construction project
communication management knowledge areas and its specific inputs, mechanisms, control &
constraints and corresponding outputs in the following sequences;
Plan Construction Project Communications Management

Plan Construction Project
(communications planning) is the process of developing an
Communication
appropriate approach and plan for project communications
Management
based on stakeholder’s information needs and requirements,
and available organizational assets.
Manage Construction Project Manage communications is categorized as an execution
Communication process because it is primarily concerned with executing the
plans developed in Construction project communications
planning. It is basically related to information distribution
that involves making needed information available to project
stakeholders in a timely manner. It also includes
implementing the communications management plan, as well
as responding to unexpected requests for information.
Manage Communications can also be viewd as the process of
creating, collecting, distributing, storing, retrieving, and the
ultimate disposition of project information in accordance to
the communications management plan.
Monitoring Construction Monitor Communications is the process of ensuring the

Project Communication information needs of the project and its stakeholders are met.
Control construction project communications on the other
hand involves controlling the various inputs for
communication such as stakeholder communication
requirements, the time frame of frequency, deliverable status,
progress report, issue log, work data performance and just
about anything that needs to be communicated to the rest of
the stakeholders of the construction project.

ECPMI ECPMMS:2019
2.2.8. Construction Project Time Management Manual (CPTMM)
The Construction Project Time Management Manual (CPTMM) has seven main sections. The
first section provides an overview on the basic concepts of construction project time
management, the purpose of the manual and its scope of application. In this section the manual
describes the fundamental elements of construction project time management manly the project
and project life cycle, project management processes, enterprise environmental factors
organizational process assets and project stakeholders. The section also provides a brief
introductory on construction project time management processes.
Section two onwards provides a detail description on each process of the construction project
time management knowledge areas and their specific inputs, mechanisms, control & constraints
and corresponding outputs in the following sequences;
This is the process of establishing the policies,

procedures, and documentation for planning,
Plan time management:
developing, managing, executing, and controlling the
project schedule.
This is the process of identifying and documenting the

Define activities specific actions to be performed to produce the project
deliverables
This is the process of identifying and documenting

Sequence Activities:
relationships among the project activities
This is the process of estimating the number of work

periods needed to complete individual activities with
estimated resources. This estimation is done based on
Estimate Activity Durations: estimation of activity resources which is the process of
estimating the type and quantities of material, human
resource, equipment or supplies required to perform
each activity.
This is the process of analyzing activity sequences,

Develop Schedule durations, resource requirements, and schedule
constraints to create the project schedule model
Control Schedule This is the process of monitoring the status of project

activities to update project progress and manage changes
to the schedule baseline to achieve the plan

The manual also provides list of annex, which consists of sample project charter, schedule
management plan, scheduling checklist and scheduling principles.
2.2.9. Construction Project Human Resources Management Manual (CPHRMM)
The Construction Project Human Resources Management Manual (CPHRMM) is organized in

main sections. The first three sections provide a brief description on the purpose of the manual,
its scope and application. It also describes the basic concepts of construction project human
resources management, which include project team, project team members and the project
manager. This part also describes the shift in project human resources managements and
characteristics of todays project human resources environment.
Section two provides a detail description on each process of the construction project human
resources management knowledge areas and the corresponding inputs, mechanisms, control &
constraints and corresponding outputs in the following sequences;
The process of identifying and documenting project

Human Resource Management
roles, responsibilities, required skills, reporting
Plan
relationships, and creating staffing management plan.
The process of confirming human resource availability

Human Resource Team
and obtaining the team necessary to complete project
Acquisition
activities.
The process of improving competencies, team member

Human Resource Project Team
interaction, and overall team environment to enhance
Development
project performance.
Human Resource Project Team The process of tracking team member performance,
Management providing feedback, resolving issues, managing changes
to optimize project performance and perform corrective
action as necessary.
2.2.10. Construction Project Materials Management Manual (CPMMM)
The Construction Project Materials Management (CPMMM) has two main sections. The first
sections provide a brief introduction about the manual, its purpose, scope and application. The
section also provides an overview on the basic concept of materials management.

ECPMI ECPMMS:2019
Section two which is the core part of the manual describes the construction project materials
management knowledge areas, and its processes together with their corresponding input,
mechanism, control and constraints and the final output in the following sequence of works;
The process defining how to quantify, acquire, manage

Plan Materials Management
and utilize construction materials
The process of identifying the type of materials,

Develop Materials Requirement
quantifying, and scheduling the acquisition of
Planning
construction materials
Sourcing is one aspect of materials management, which

Develop Materials Sourcing
involves supplier’s registration, development and their
Strategy
performance rating/ evaluation.
Purchasing refers to an attempt to acquire goods or

Purchasing Materials services which enables to accomplish the goals of the
enterprise,
The process of identifying the type of materials,

Transportation and Logistics quantifying, and scheduling the acquisition of
construction materials.
Materials handling is the movement and storage of

Material Handling and Storage
materials which involves handling, storing and
Management
controlling of construction material
The process of ensuring that the construction materials

allocated to the project are available as planned, as well
Materials Management and Waste
as monitoring the planned versus actual use of
Control
resources, and performing corrective action as
necessary
2.2.11. Construction Project Equipment Management Manual (CPEMM)
The Construction Project Equipment Management (CPEMM) has also two main sections. The
first sections provide a brief introduction on the manual, the purpose, scope and the application
of the manual respectively. It also briefly describes the policies and principles of the
Construction Project Equipment Management Manual and the knowledge area. In its last part
the section presents the high-level process map of the CPSMM, which describes the relationship
and interaction among the major processes.

The second section of the Construction project equipment management manual describes the
process of equipment planning to determine construction equipment productivity, construction
equipment cost estimate, construction equipment selection processes, utilization, and
maintenance as well as equipment replacement decision together with their input, mechanisms,
control and constraints and the final outcome of each processes. A brief description of the
common processes of equipment is presented as follows.
Planning for equipment management is not an activity that should be

Plan for equipment done only when project is acquired. The planning process can best be
management achieved through development of an organization level equipment
policy and strategy and the necessary support of the top management.
Preliminary plan shall be made during the tendering stage of the
project
Construction equipment cost is part of the total project cost. Its

accurate estimation leads the Contractor to remain competitive in the
Equipment cost market by keeping other deterministic factors of bid responsiveness
estimation constant. Knowledge on equipment cost also helps to make decisions
on acquisition of new/old equipment or disposal of used equipment.
Rental option is also sought for when comparison is made between
owned and rental equipment rates. Equipment cost is the aggregate of
owning and operation costs.
The productivity of equipment is the volume of work that equipment

performs within a unit of time, which is usually hour. Construction
Equipment
activities may involve more than a single type of equipment. When
productivity
such scenario occurs, the productivity of a crewmember of the
equipment fleet is related to the sub-activity that the equipment
performs. The productivity of the crew is determined by the
productivity of the critical equipment or lead equipment.
Selection of the right equipment for the job is an important function of

Equipment selection
equipment management. This task is the selection of the most
optimum equipment for the operation to be carried out. The success of
a project lies on this part of management decision.
Equipment
Equipment utilization is the process of deciding how and when to
utilization
mobilize and demobilize each equipment, for which type of work will
it be acquired, how efficiently it will be utilized.
Equipment investment involves the transaction of large amount of

Equipment money and breakdown and subsequent idleness, damage or loss of
maintenance part or whole of the asset is a risk that can lead to bankruptcy of the
equipment owner. Hence, minimizing breakdown of equipment and
subsequent stoppage time is one of the critical jobs of the project
manager in particular, and the equipment management personnel of

ECPMI ECPMMS:2019
the organization in general. Therefore, equipment maintenance and

repair ensure healthy utilization of the asset.
As the age of equipment and machinery increases, their breakdown

also increases and the cost of maintenance becomes very expensive.
Therefore, equipment must be replaced at certain stage with new
Equipment
equipment. Equipment replacement analysis is a method employed in
replacement
deciding whether it is worth to continue to use given equipment or
decisions
should it be replaced, and when to replace it. It also helps to determine
the economic life of equipment and provides procedures in selecting
an alternative and timing of replacement.
In its last section the manual provides information on how to adjust, amend and revise the
manual.
2.2.12. Construction Project Cost Management Manual (CPCMM)
The Construction Project Cost Management Manual (CPCMM) is also organized in two sections
sections. The first section describes the purpose of the manual and its scope of application. In
this section the manual also provides an overview on the major objectives of the manual, key
concepts of construction project cost management The section also provides a brief introductory
on construction project cost management knowledge area.
Section two provides a detail description on each process of the construction project cost
management knowledge areas and their specific inputs, mechanisms, control & constraints and
corresponding outputs in the following sequences;
The process that establishes the policies, procedures, and

Plan Cost Management documentation for planning, managing, expending, and
controlling project costs.
The process of developing an approximation of the

Estimate Costs
monetary resources needed to complete project activities
Determine Budget/Allocate Cost The process of aggregating the estimated costs of

individual activities or work packages to establish an
authorized cost baseline.
Control Cost Monitoring the expenditure of cost without regard to the

value of work being accomplished for such expenditures
has little value to the project other than to allow the
project team to stay within the authorized funding.

The manual also provides list of annex, which consists of behavioural competencies list and
definition.
2.2.13. Construction Project Financial Management Manual (CPFMM)
The Construction Project Financial Management Manual (CPFMM) has two main sections. The
first section provides a brief description about the manual and its purpose. In the section the
manual further describes the objective of the manual its structure, scope and application. The
section also provides a brief overview on the fundamental concepts of financial management,
which include consistency, accountability, transparency, validity, integrity, stewardship and
accounting standards. It also provides a brief explanation on management function, which
includes planning, organizing, controlling and monitoring.
Section two which the main section of the manual provides a detail description on each process
of the construction project financial management knowledge areas and the corresponding
specific inputs, mechanisms, control & constraints and corresponding outputs in the following
sequences;
Financial planning is no different than standard project

planning and tasks must be identified, the requirements
Financial Planning placed on a timescale and quantified, resources are also
required to ensure that the financial tasks are completed
timely.
Financial control ensures that the allocated funds are

managed properly and calls for additional funds from
projects are made as needed, and all expenses are paid at
Financial Control
the appropriate times. Financial control and cost controls
are executed in the most effective way to ensure all items
are within budget and the financial cash forecast.
Financial management requires a proper administration

and record keeping of the project’s financial process.
Financial Control Financial administration and records are therefore the
process involves effectively administrating the financial
resources and keeping appropriate records

ECPMI ECPMMS:2019
2.2.14. Construction Project Safety Management Manual (CPSMM)
The Construction Project Safety Management Manual (CPSMM) is organized in two parts. The
first part consists of five sections, which presents introduction, purpose, scope & application,
concepts and core part of the construction safety management manual, which is the safety
management process.
In the second section the manual describes the following four processes, their input,
mechanisms, control and constraints and the outcome of each processes.
Safety initiation shall demonstrate the integration of

Safety Initiation safety requirements with project procedures and practices
of the project.
Safety planning defines the strategy or methodology that

will be utilized in construction projects to implement
Safety Planning safety requirement. Planning safety is a high level
strategic management that deals with the overall intention
and direction of an organization including
The safety assurance details how the safety components

will be handled. Safety execution on construction projects
includes assuring compliance, analyzing results, and
Safety Assurance/Execution evaluating effectiveness of the plan. These activities
provide the means to recognize noncompliance or
variance from the project requirements, identify
ineffective processes and causes of poor safety practice,
and increase the probability of meeting safety objectives.
The safety assurance is sometimes called safety execution
or safety management. Safety assurance includes:
Safety Control
Safety control deals with the monitoring and recording of
results in executing safety activities in order to assess
performance and meet safe protocol. Performing safety
control deals with:

2.2.15. Construction Project Environmental Management Manual (CPEMM)
The Construction Project Environmental Management Manual (CPEMM) has also two main
sections. Like the above manuals the first sections provides a very brief introduction about the
manual. The section also describes the purpose and scope of the manual respectively, the basic
concepts of environment and environmental management system which;
 Establishing policies and objectives

 Planning and analyses
 Implementation
 Monitoring, evaluation and reporting
 Corrective action as necessary
 Management review of the EMS
Sections two describe the core part of construction project environmental management process,
the specific inputs, mechanisms, control and constraints as well as the outcome of each process.
To provide an overview on these processes a brief description of each process is presented
hereunder;
Environmental management During this phase, new work or required actions are identified,
planning: teams are assembled, and the specific details are developed and
evaluated based on factors such as engineering feasibility,
environmental requirements, schedule considerations, and site
needs
Environmental management The environmental management assurance details how the

assurance/execution: environmental management component will be handled.
Environmental management execution on construction projects
includes assuring compliance, analysing results, and evaluating
effectiveness of the plan. These activities provide the means to
recognize noncompliance or variance from the project
requirements, identify ineffective processes and causes of poor
environment management practices, and increase the
probability of meeting required environmental protection.
Environmental management Environmental management control process is performed to

control: measure the completeness, compliance, and ﬁtness for use
procedures, and guidelines. This is done by measuring all steps,
attributes, and variables used to verify conformance or
compliance to the speciﬁcations stated during the planning
stage. While implementing the PEMS, implementers shall
monitor and measure the key characteristics of its operations
and activities on a regular basis.

ECPMI ECPMMS:2019
2.2.16. Construction Project Claims Management Manual (CPCMM)
The Construction Project Claim Management Manual (CPCMM) is also organized in two main
Project Claim Management Manual and the knowledge area. In its last part, the section presents
the high-level process map of the CPCMM, which describes the relationship and interaction
among the major processes.
Section two which is the core part of the CPCMM provides a detail description on the main
process of Construction Project Claim Management, the required inputs, mechanisms, control
and constraints and the overall outcome of the processes. To provide an overview for users a
brief description is provided here;
 General Descriptions
 Initiate CPClM: Authorize CP Remedial Rights
 Plan CPClM
 Collect CPClM Requirements
 Validate CP Claims Administration or Dispute Resolution
 Control CPClM and CP Claims or Disputes
CP Claims or Disputes shall refer to the alignment of the Fair and Balanced Risk Allocations and
the Liabilities on the one hand and the Fulfilment of the Valid Requirements and the
Entitlements on the other hand. The following table provides the a brief description each
processes
Initiate CPClM: Authorize CP Authorize CP Remedial Rights is a process undertaken to

Remedial Rights review the Tender or Contract Documents specifically the
Conditions of Contracts (COCs) and the Schedule of the
Employer Requirements (SERs) to identify and authorize
Claims or Disputes Provisions. It is a process that defines the
Liabilities and Entitlements as prescribed in the Conditions of
Contracts and the Schedule of the Employer Requirements.
Plan CPClM Plan CPCM is a process of creating the schedule and

resources requirements plans that documents how the CP
Claims or Disputes shall be prevented, mitigated, validated
and controlled which provides guidance and directions on
how the CPCM can be administered throughout the CP
lifetime. It is composed of original and subsequent plans such
that the subsequent ones are established when the CPClM
Plans requires revisions. This process begins by scheduling
the CPClM processes along a time frame and defining their

four components (Inputs, Mechanisms, Constraints and
Outputs).
Collect CPClM Requirements: Collect CPCM Requirements is the process of determining,

documenting and managing Causes, Liabilities and
Entitlements of Claims or Disputes, their Valid Requirements,
and Preventive, Mitigation, and Handling Procedures.
Validate CP Claims Manage or Validate CP Claims Administration or Disputes

Administration or Dispute Resolution is the process of preventing, mitigating, or
Resolution: handling Claims or Disputes in order to avoid or minimize or
determining the right liabilities and entitlements. Though it
mainly base on the specific Contract and / or Tender
Documents requirements, deficiencies and contemporary
events happening during CP Executions as the case may be;
shall also depend upon other PMBoKs outputs such as
construction project schedule management etc.
Control CPClM and CP Claims Control CP CPCM and CP Claims or Disputes is the process
or Disputes of monitoring the status of the Performance Data which is the
output of the Validate CA or DR Process.
manual.
2.2.17. Construction Project Organization and Set Up Manual (CPOSMM)
This Manual is prepared in order to develop standardized CPOSM that guides the
implementation framework for one among the necessary CPMMs and apply them as a basis in
managing Construction project responsibilities and organizational functions
This manual has also two main sections. Like the other manuals, the first section of the manual
provides a brief introduction on the manual, the purpose, scope and the application of the
manual respectively. It also provides definition, objectives and basic considerations. This section
also briefly describes the policies and principles of the Construction Project Organizational
Management and Project set up knowledge areas.
The second part of the manual consists of the following four sub-sections;
 Organizational process assets

 Construction Project Set Up from client perspective
 Construction Project Set Up from contractors perspective
 Construction Project Organization Structure and Culture
1. Organizational process assets
Under this section, the manual briefly describes what organization process asset mean and its
relation with the construction project organizational management and project set up. It also

ECPMI ECPMMS:2019
provides an overview on its processes and procedures as well as the Corporate Knowledge Base
of organization process asset.
2. Construction Project Set Up from client perspective
The organization set up from client perspective provides an overview what the client should
mainly perform during pre project phase to set up a construction project. In this regard, the
project owner should decide on two issues the relationships among the various parties and the basis
upon which the contractor will be paid.
To decide on the first the owner should have a brief understanding on project delivery systems
that form the basis for the project’s contractual relationships and dictate the span and duration
of responsibility of each party. In the second case, the owner should identify different types of
contracts that are used to measure how the construction contractor will be paid for completed
construction work.
Accordingly this section of the manual provides a brief description of the various project
delivery system and contract types in construction.
3. Construction Project Set Up from contractors perspective
This section deals with activities that take place between the award of the construction contract
and the beginning of construction work in the field. Some of this work may have begun prior to,
and in anticipation of, the award, and much of it will continue into the days and weeks during
which fieldwork is beginning.
In this regard the construction project organization and set up manual describes the legal and
contractual issues such as bonding and insurances the contractors has to furnish, programing
and scheduling, budgeting and cost system and organizing the construction site which include
construction of temporary service and facilities.
4. Construction Project Organization Structure and Culture
Once management approves a project then the question becomes, how will the project be
implemented? Both the project management structure and the culture of the organization
constitute major elements of the environment in which projects are implemented.
Accordingly this section examines the different project management structures used by firms to
implement projects and what organizational culture is and the impact that the culture of the
parent organization has on organizing and managing projects. In this regard, the manual
describes the various organizational structure of that can be adapted by the performing
companies. Under this section the manual also briefly describe the following;
 Inter-firm coalition formation and the project-firm interface

 Organization Considerations

 Project Considerations
 Organizational Culture
 Implication of Organizational Culture for organizing projects
 Managing Project Teams
 Leadership and
 Managing Project Stakeholders
Finally the manual provides information about how to adjust, amend and revise the manual in
its third section.
2.2.18. Construction Project Design Services Management Manual (CPDSMM)
This design services management manual is intended to provide basic information for project
teams involved directly or indirectly with construction project design services management.
ECPMI has introduced this knowledge area (design services) as part the construction project
management manuals with a view to give direction in such a way to provide sound design
outputs, monitor and control the process during design development. The manual is envisaged
to provide guidelines for design managers for construction projects (design and construction
services). It attempts to set up a design management process as part of ECPMI project
management manual.
The manual is organized in two sections. The first sections provide a brief introduction about
the manual its purpose and scope of application. It also provides basic concepts in design and
design service management, which include;
 Construction project design management

 IMCO model for Design-Management
 The design management staircase
 Construction project design services management process
Section two which is the main part of the manual describes the construction project design
service management knowledge area and its processes. Each section begins with a very brief
introduction and it further describes each of the process together with their associated input,
mechanisms, control and constraints as well as outputs. The following table provides a brief
description on each process;

ECPMI ECPMMS:2019
Planning the Design The process that establishes the policies, procedures, and
Management documentation for planning, managing, controlling and delivering
design works.
The task of the design manager is to set up a process of forming,

managing and controlling an appropriate design process with inputs
from related management manuals such as cost management, time
management, quality management scope management etc… as identified
ECPMI manuals.
Concept / Basic Design Involves the application of a design ‘idea’ to the practical provision
Management of a facility. It represents a phase where sufficient design concepts
are developed for the client to be able to establish the feasibility of the
project, the development potential of a site, or to be able to select a
particular conceptual approach that the client wishes to pursue.
The key component in managing concept design is setting up an

ideal condition for maximum idea creation and communication and
verifying that the scope of work is adhered to and the requirements
of the stakeholders are incorporated in some way or possibilities to
incorporate all requirements are put in place.
Preliminary Design Involves the further refinement of the preferred concept to facilitate
Management testing it or enhancing it against inputs from the team, including cost
estimates and regulatory approval. This may provide sufficient
information for the communication of the design to a third party for
marketing or consultation purposes.
Detail Design Management The detail design phase is where the individual technical experts
prepare the necessary documentation to define the scope of all
construction project elements.
The completion of the detail design is a critical point in a project. The

scope of the project is fully defined. As a result, cost estimates can be
prepared on an elemental basis. Detailed/Developed design
generally provides sufficient information for the client/user to
clearly understand the scope and functionality of the infrastructure.
Close Design Management Provides a level of documentation that clearly defines the design,
specification and extent of all construction project elements. The
design should be comprehensively coordinated with other disciplines.
manual.

3. SECTION 3 : MANUAL ADJUSTMENT, AMENDMENT AND REVISION
3.1. Manual Adjustment
This CPMMUG Manual shall be adjusted to confirm to specific requirements of projects in line
with their contractual obligations.
3.2. Manual Amendment
The CPMMUG Manual may be amended for errata and similar circumstances as and when
recognized.
The correction/improvement of this CPMMUG Manual shall be initiated by Manuals

Preparation and Revision Standing Committee based on the feedbacks collected during the
manual's three years operation period and decision made by the ECPMI.
3.3. Manual Revision
This CPMMUG Manual shall be revised every three years unless otherwise required due to
special circumstances.
The revision of this CPMMUG Manual shall be initiated by Manuals Preparation and Revision
Standing Committee based on the feedbacks collected during the manual's three years operation
period and decision made by the ECPMI.

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ECPMI ECPMMS : 2019

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Construction Project Management Manuals Preparation Working

Working Groups Chair

Working Groups Coordinator

Original Version Prepared By:

Manual Quality Assurance and Validation Working Group Members

Wubishet Jekale Steering Committee Chair

MulukenTilahun Project Coordinator

Denamo Addissie Technical Committee

Release Version Prepared By:

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FIGURE 1: IMCO OR MODIFIED IDEFO ELEMENTS .............................................................................. 10

TABLE 1; CONSTRUCTION PROJECT MANAGEMENT KNOWLEDGE AREA AND PROCESSES GROUP

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ABBREVIATIONS AND ACRONYMS

AAU : Addis Ababa University

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The Ministry of Urban Development and Construction as mandated acknowledges this

Eng. Aisha Mohammed

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ETHIOPIA CONSTRUCTION PROJECT MANAGEMENT INSTITUTE

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A. Construction Project Management Manuals

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Document name : Construction Project Management Manual Users Guide

Document number : ECPMMS: WM - 19

Document owner : Ethiopian Construction Project Management Institute

Document sponsor : Ethiopian Construction Project Management Institute

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1.2.Scope and Application

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Document Number Document Title

ISO 21500 Guidance on project management,

PMBOK Construction Extension to the PMBoK® Guide Third edition, 2017

PMBOK A guide to PMBOK Sixth Edition, 2016

ECMPI Manuals All he 18 manuals developed by ECPMI

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1.4. Purpose and / or Objectives

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Project Management Process Groups

Knowledge Areas Initiating Planning Executing Monitoring & Closing

1.Construction Project Integration Management √ √ √ √ √

2. Construction Project Scope Management √ √

3. Construction Project Quality Management √ √ √ √

4. Construction Project Stakeholder Management √ √ √ √ √

5. Construction Project Risk Management √ √

6. Construction Project Procurement

9. Construction Project Human Resources

10. Construction Project Materials Management √ √ √ √

11. Construction Project Heavy Equipment

12. Construction Project Cost Management √ √

13. Construction Project Financial Management √ √ √

14. Construction Project Safety Management √ √ √