OBJECTIVES OF COURSE

 To develop ability of students in planning and

management techniques for various construction
projects.
COURSE CONTENTS
 Introduction:
 The construction industry, nature and challenges, key players,
Management issues and need for improved organization and
management structures with particular reference to local
construction industry, project management objectives,
processes and responsibilities, Project Life Cycle (PLC),
value engineering, normal track versus fast track
construction.
 Project scoping, Bidding and Preconstruction
Planning:
 Defining project scope, pre-qualification process, bidding
process, overview of pre-construction planning aspects
including area and site investigation, constructability review,
site layout planning, contractor’s team organization chart,
preliminary schedules, mobilization plan.
COURSE CONTENTS
 Project Planning, Scheduling and Controlling by
Deterministic Models:
 Work breakdown structure (WBS), Project activities and
their types, Estimating activity durations, Establishing
activity sequencing, Arrow Diagramming Method (ADM)
overview, Precedence Diagramming Method (PDM),
Scheduling using rectangular bar chart, CPM
scheduling, determining the minimum total cost of a
project. Resource scheduling and leveling, cost loaded
schedule, Cash flow analysis, Project control during
construction, Record Keeping, Project Supervision,
Schedule and cost control
COURSE CONTENTS
 Project Planning, Scheduling and Controlling by
Probabilistic Models:
 Program evaluation and review technique (PERT),
Statistical tools including mean, variance, and standard
deviation. Probability distribution, Beta Curves and
center limit theorem
REFERENCE BOOKS
 Managing the construction process: estimating,
scheduling, and project control by Frederick E.
Gould.
 Construction planning and scheduling by Jimmie W.
Hinze (3rd edition)
 Construction jobsite management by William R.
Mincks and hal Johnston (3rd edition)
 Constriction contracts by Jimmie Hinze (3rd edition)

 Construciton project management: An integrated

approach by Peter Fewings. (2nd edition)
EVALUATION
 Mid-term exams
 Final exam

 Quizzes

 Final exam

 Assignments/ class projects

 Attendance (80%)

 …etc.
INTRODUCTION
 Definition of a Project
 A project is an venture that is undertaken to produce the
results that are expected from the requesting party. OR

 A project is defined as “a unique set of co-ordinated

activities with definite starting and finishing points,
undertaken by an individual or organization to meet
specific objectives within defined schedule, cost and
performance parameters”.

 A project may refer to design only, construction only, or

a combination of both.
INTRODUCTION
 A project generally consists of three
components:
 scope,
 budget, and
 schedule.
 “Scope” represents the work to be accomplished, i.e., the
quantity and quality of work
 “Budget” refers to costs, measured in PKR.
 “Schedule” refers to the logical sequencing and timing of the
work or activities to be performed.
 Quality of a project must meet the owner's satisfaction and is
an integral part of project management .
INTRODUCTION
 Balanced approach i.e. equilateral triangle
 Increase in scope requires increase in other two items
and vice-versa

Quality is an integral
part of scope, budget,
and schedule
INTRODUCTION
 Balanced concept is sometimes not fully recognized
during early project development as well as during
design and construction.
 Failure in defining the scope of project.

 Too often the focus is on budget or schedule.

 Connectivity is much important in project

management. Simultaneous approach
INTRODUCTION
 Budgeting
 Amount of money the owner will spend to obtain the project
 Amount of money that the design and construction
organizations will be compensated for performing work.
 Each party is concerned about project cost.

 Scheduling
 It brings together project definition, people, cost, resources,
timing, and methods of performing work to define the logical
sequencing of activities for the project.
 Final product of scope definition, budgeting, and planning and
forms the base against which all activities are measured.
 Project tracking and control cannot be accomplished without
a good plan and schedule.
INTRODUCTION
 Project definition is the development of the project scope
up to the planning application stage, so that the risks have
been identified and the value for money (VFM) has been
optimized to suit the business needs.

 Quality
 Quality is meeting the needs and satisfaction of the
ultimate end user of the project, the owner or public.
 Responsibility of all participants in a project.
 An attitude of achieving quality must be instilled in everyone.
 The attitude should be "what can we do to improve our work
and what is the best way we can furnish a project that
meets the needs and satisfaction of the owner?"
THE ENGINEERING PROJECT

Project

Architectural Civil Mechanical Electrical

Works works Works Works
Types of Construction Projects :

- Building construction
- Roads Construction
- Bridges (flyovers), and underpasses
- Dams and barrages construction
- Irrigation projects (canal lining)
- Water supply Systems
- Sewerage and Storm water systems
- Transmission and telecommunication towers
- Seaports, harbors and docks construction
PROJECT CYCLE

Studies, design,
Taking- over,
tendering
and operation

Implementation
& supervision
MAIN STAGES IN CONSTRUCTION PROJECT
1. Concept : identify the project needs, and objectives
2. Technical studies as feasibility study, possibility of implementation,
primary cost, and possibility of financing …..etc.
3. Preliminary design
4. Detailed design including architectural, structural, electrical, mechanical.
5. Tender documents.
6. Tendering
7. Contract Award
8. Contract agreement
9. Starting construction
10. Preliminary handing over the project
11. The operation of the project
12. Maintenance period
13. Project final handing over.
 CONSTRUCTION PROJECT CYCLE
Full
Operations

Installation Substantially
Percent Complete

Com plete

Major Contracts
Let

Project "GO"
Decision

Stage II Stage III Stage IV

Stage I
F e a s a bilit y P la nning & D e s ign C o ns t ruc t io n T urno v e r
- P ro ject Fo rmulatio n - B ase Design - M anufacturing & S t a rt Up
- Feasabiltiy Studies - Co st & Schedule - Delivery - Final Testing
- Strategies Design & - Co ntract Terms & - Civil Wo rk - M aintenance
A ppro val Co nditio ns. - Installatio n
- Detailed P lanning - Testing

Figure 1.1 : Construction Projects Life-Cycle (Ref: PMBK, 2000)

THE PROJECT PARTIES
 The Employer /Owner / Client
 The consultant: who appointed by the
employer to do the design and bidding
documents and supervise the construction
work.
 The contractor: who was approved by the
employer to implement the works according to
the submitted bid.
OTHER PARTIES

 Municipalities, ministries,
 suppliers, technicians

 Subcontracts, workers,

 Insurance companies

 Banks and other financing agencies.

CONSTRUCTION PROJECT TEAMS

Main tasks for engineering teams in the project are :

- design
- Implementation / construction
- supervision
CONSTRUCTION PROJECT TEAMS
RESOURCES OF CONSTRUCTION INDUSTRY
 Money
 Insufficient money vs. delay in completion vs. escalation
 Man
 Skilled and unskilled manpower
 Material
 Cost of material is usually 50% of the project cost
 Local availability of material is much important
 Machine and equipment
 Economical as per requirements of specific projects
 Management
 Function is to plan, organize, control and coordinate the
use of different resources to achieve the desired goal.
ASSIGNMENT # 1
 Kindly manage yourself and friends
QUESTIONS?