Republic of the Philippines

POLYTECHNIC UNIVESITY OF THE PHILIPPINES

College of Engineering and Architecture
City of Manila

Faculty Marked Assignment No. 3

Construction Project Management

In Partial Fulfillment
of the Requirements for the Course
CIEN 40012: On-The-Job Training 1

SUBMITTED TO:
Engr. Kwin Juvy U. Cruz
OJT Coordinator

SUBMITTED BY:
Atanacio, Christine Mae DG.
Inocencio, Kita Jairus C.
Pesigan, Armando III, T.
Punzalan Billy James John C.
Tan, Vicente Miguel L.

BSCE II-4
Prepare mitigation strategies to resolve common causes of people failure. Propose 3-5 strategies for each failure
item.
Common causes of project failure
Lack of clear links between the project and the
organization’s key strategic priorities, including
agreed measures of success.
Lack of clear senior management and the higher ➢
level ownership and leadership.
➢ Hire a competent project manager with the necessary
Lack of effective engagement with
stakeholders.
Mitigation Strategies
➢ Have a clear mission and vision for the organization.
Identify the priorities of the organization and have a
clear scale or standard to measure the organization’s
success.
➢ Inform the members about the goals of the organization
and what their part is in attaining the organizational
goals.
➢ Before taking a project, it must be carefully studied first
to make sure that it fits the organization’s capabilities,
its goals, and objectives.
➢ Never take projects that the organization can’t handle.
➢ The organization must have an individual (Project
Manager) that have an in-depth knowledge of the
organization’s agreed measures of success who will
manage and oversee the project to make sure that it
always align with the organization’s priorities.
Create an organizational structure that is easy to
understand.
skills and understanding of how to manage a project.
The PM must also know how to properly handle his/her
people and have good leadership skills.
➢ Every key person of the project that will be entrusted to
manage specific department or the project itself as a
whole must be briefed of the scope and limitations of
his/her power.
➢ Inform the people about the organizational hierarchy. It
is also important that the members of the organization
know what department they belong to and to whom they
have to report.
➢ Conduct a thorough stakeholder analysis to identify your
stakeholders.
➢ Identify and examine key factors including proximity to
your project, demographics, interest in the project, needs
and concerns, expectations of your project and any
previous public statements.
➢ Correlate your stakeholder list with potential known
triggers, such as loud or dusty construction works, visual

Lack of skills and proven approach to project
management and risk management.
Lack of understanding of, and contact with the
supply industry at senior levels in the
organization.
Too little attention to breaking development and ➢ Pay attention to breaking developments and
implementation into manageable steps.
➢ Assess how potential hazards to your firm will affect your
➢ Have adequate review points put in so that the project can
amenity impacts or disruptions to their normal patterns
then estimate the impact that these reactions may have to
your project or strategies and identify whether targeted
communication, mitigation or an alternative solution is
required.
➢ Identify these stakeholders and investigate opportunities
to leverage their positive perception as project advocates.
➢ Use checklists of potential risks and evaluating the
likelihood that those events might happen on the project.
➢ To explore the potential risk of the project, categorize
the potential risk that may happen throughout the
project. That way, it is easier to manage the risks.
➢ Identify the existing and possible threats that you might
face. These can come from many different sources.
➢ Share the risk to other people or with your team so you
can discuss and share your knowledge to each other to
ensure better results of the project that you are making.
➢ Pay attention and realize at that emotions that are part of
the workplace and that negative emotions can fuel the
conflict. Acknowledge your emotion and then determine
its source.
➢ Brainstorm creative options. By involving the other
person in resolving the conflict, you gain his or her
commitment and develop a stronger working
relationship. Being open-minded to solutions expands
the universe that can bring you relief.
➢ Make good eye contact and keep your facial and body
expressions in check. Listening is hard when emotions
are high. Cool down first. Do not listen only to hear
what you expect the other person to say or to confirm
your viewpoint. Listen with an open mind.
➢ Try to recognize the difference between positions and
interests to assist in creative problem solving
➢ To identify interests of the other person, you need to ask
questions to determine what the person believes he or
she truly needs. When you ask, be sure to clarify that
you are not asking questions for justification of their
position, but for a better understanding of their needs,
fears, hopes, and desires.
implementation into manageable steps.
ability to offer products and services to create a business
continuity plan. Define hazards ahead of time and plan
how to mitigate them. Make arrangements for backup
vendors or suppliers to provide vital resources or
commodities.
be discontinued if the commercial advantages are no
longer possible or no longer represent good value for
money due to changing circumstances.

Evaluation of proposals driven by initial price
rather than long-term value of money
(especially securing business benefits).
Lack of understanding of and contract with
supply industry at senior levels in the
organization.
Lack of effective project team integration
between clients, the supplier and the supply
chain.
➢ Make a sufficient time built-in to allow for planning
applications in property and construction projects for
example.
➢ Evaluate proposals based on long-term value rather than
price to secure delivery of business benefits.
➢ Propose an evaluation approach that allows us to balance
financial factors against quality and security of delivery.
➢ The evaluation should be based on whole-life value for
money, taking account of capital, maintenance, and
service costs.
➢ The evaluation approach should always take account of
business criticality and affordability.
➢ Maintain connectivity with the industry at senior levels.
➢ Understand the dynamics of the industry to determine
whether our acquisition requirements can be met, given
potentially competing pressures in other sectors of the
economy.
➢ Ensure that all parties have a clear understanding of their
roles and responsibilities, and a shared understanding of
desired outcomes, key terms, and deadlines.
➢ The senior management should engage with the industry
to be able to assess supply-side risks.
➢ Establish compliance standards for all third-party
vendors, including manufacturers, suppliers, and
distributors.
➢ Work with vendors in your supply chain network to
develop a unified disaster recovery plan to ensure
business continuity.
➢ Map out your supply chain to get a clear understanding
of which entities are most vulnerable to risk.
➢ Develop solid communications channels so that your
employees know what their responsibilities are in the
event of supply chain disruption.