Technological and Higher Institute of Hong Kong SCE5381 – Project Management

2020-
2021

SCE5381
Project Management
PROPOSED DESIGN AND CONSTRUCTION OF COMPREHENSIVE RESIDENTIAL DEVELOPMENT PROJECT IN TUEN MUN
FONG PAK HEI (200019629)
Technological and Higher Institute of Hong Kong SCE5381 - Project Management

Content
1 Background.............................................................................................................................2
2.1 Organization in the Construction Industry...........................................................................3
2.2 responsibility of different parties.........................................................................................4
2.2.1 The Client......................................................................................................................4
2.2.2 Consultants....................................................................................................................4
The consultants will assist the owner in developing a design schedule. The schedule should
prioritise work according to the needs of the owner and it should develop with extensive
input from all consultants which will have a key role in the design process.........................4
2.2.3 Construction Contractor................................................................................................4
2.3 Leadership style...................................................................................................................4
2.4 Management Mode...............................................................................................................5
2.5 Span of control.....................................................................................................................5
3.1 Resource changes.................................................................................................................5
4 Overcome constraints in resources..........................................................................................7
4 Conclusion...............................................................................................................................7
5 Main task.................................................................................................................................8

List of figure
Figure 1......................................................................................................................................2
Figure 2......................................................................................................................................2
Figure 3......................................................................................................................................2
Figure 4......................................................................................................................................3
Figure 5......................................................................................................................................6

List of table
Table 1......................................................................................................................................11
Table 2......................................................................................................................................13

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Technological and Higher Institute of Hong Kong SCE5381 - Project Management

1 Background

Figure 1 Photo source: Self-Painting

Figure 2 Photo source: Self-Painting

Figure 3 Photo source: Question

This building project aims to construct four residential blocks (30 storeys), two podium
levels, a ground floor landscaped area and a 15m wide waterfront promenade. The site is
approximated to be 30800 meter square. The surrounding elements near the site include
residential areas, secondary schools, a power plant and industrial buildings.

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Technological and Higher Institute of Hong Kong SCE5381 - Project Management

2.1 Organization in the Construction Industry

Figure 4 Photo source: Self-Painting

As our construction projects are large in scale, many different construction processes need to
be carried out simultaneously. Moreover, the organisation and resources of our company are
limited. Functional organisations are suitable for large company organisations with four
different types of project members in each functional organisation; project organisations are
also suitable for large companies with four functional members in each organisation. We
have therefore chosen matrix organisations, which combine the advantages of functional and
departmental organisations. The matrix organisation is suitable for small companies because
the system enables the best use of resources. Matrix organisations can bring together
knowledge from different backgrounds and training into problem solving teams to improve
the quality of decision making and problem solving.
When using matrix organisations, problems can occur when a person does not report to
multiple bosses and receives instructions from multiple managers. Matrix organisations are
difficult and costly to manage because their structure does not have a clearly defined
hierarchy of authority and responsibility.

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Technological and Higher Institute of Hong Kong SCE5381 - Project Management

2.2 responsibility of different parties

2.2.1 The Client
The client is the person owning the entire building site and is willing to finance the
construction of his own building with his own wish organisation. He determines the target
date for the completion of the project, which determines the work schedule of the designers
and contractors. He should set priorities for the components that make up the project.
2.2.2 Consultants
The consultants will assist the owner in developing a design schedule. The schedule should
prioritise work according to the needs of the owner and it should develop with extensive
input from all consultants which will have a key role in the design process.
2.2.3 Construction Contractor
Construction contractors must establish a time schedule for all construction events that meets
the contract specification. It should include the purchasing and delivery of materials required
for work, the co-ordination of labour and equipment required for work and the coordination
of all subcontractors' work. The aim of the schedule should be to manage the work effectively
in order to produce the greatest quality of project for the client. Also, The aim of the schedule
of progress must not be to resolve conflicts relating to project, so that the project is managed
in the most efficient manner.1
The detail relationship figure shows as below:

Figure 5 Photo source: Google2

1
https://www.dlapiperrealworld.com/law/index.html?t=construction&s=forms-of-contract-procurement-
methods&q=parties-to-a-construction-or-engineering-contract
2
https://www.pinterest.com/pin/662873638884921041/

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Technological and Higher Institute of Hong Kong SCE5381 - Project Management

2.3 Leadership style

In terms of leadership style I would choose the democratic leadership style for the following
reasons. Firstly, the leadership style is conducive to solving complex problems because it
draws on the creative resources around it to find innovative ways of making their own
decisions that may not be easily found.
Secondly, in practice, a democratic leadership style builds relationships on a team basis and
employees have a closer and more relatable relationship with their leaders. Because there is
no team dependency. Therefore, everyone works hard to ensure that everyone gets the most
out of it.
Thirdly, a democratic leadership style allows team members to see the bigger picture.
Through a democratic leadership style, it is easier for employees to understand what is going
on or what problems are arising. Even though employees may have internal disagreements,
there is also common ground because everyone is working for the good of the company. This
way there is more choice and a more stable bond for achieving future goals.
Fourthly, a democratic leadership style creates a higher level of employee self-satisfaction.
This in turn increases the quality and efficiency of employees' work.34

2.4 Management Mode

It is essential that as a manager or owner you relinquish power and control in order to
improve the performance, efficiency, results and productivity of your construction team.
Don't let pressure achieve less. When power and control are relinquished, employees are
motivated, inspired, accomplished and enthusiastic about working together as a capable team
to meet or exceed goals and achieve higher results. When you are in control, employees feel
helpless and stop trying their best.
Everyone would like to be in charge and make a difference, but a boss who is controlling
doesn't let them do this and can leave them feeling overwhelmed. When employees are told
what to do, they will only do what they are told at the minimum acceptable speed.
Delegation means team members working together without a dictator constantly telling them
what to do. The team leader becomes the problem solver and takes responsibility for the
outcome as they examine the situation at hand, explore the options and then decide on a plan
of action based on the team's input. This makes team members feel valued. When employees
are involved in decision-making, they feel empowered and want to succeed. This leads to
improved performance and productivity.

3
https://ascelibrary.org/doi/pdf/10.1061/%28ASCE%291532-6748%282003%293%3A1%2856%29
4
https://core.ac.uk/download/pdf/54198899.pdf

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Technological and Higher Institute of Hong Kong SCE5381 - Project Management

2.5 Span of control

For span of control, it is recommended to use larger span of control. This type of control will
have a speed of decision making because the fewer layers in the organisation, the faster the
decision making and the opportunity for subordinates to take responsibility. In addition, this
mode of control will reduce budgets due to the proportion of the organisation with a smaller
span of control to the number of staff it requires and therefore the number of managers can be
reduced. At the same time this type of span of control can improve communication as
communication between managers and staff gives employees the possibility to interact with
senior managers and managers the possibility to understand organisational issues. This
control model has a measure of freedom, which allows employees to focus on empowerment,
autonomy and self-direction and helps prevent workforce disengagement. In order to reduce
the shortcomings and impact of the larger span of control, the number of managers at each
level will be limited to no more than five employees.

3.1 Resource changes

Process plant management.
With a wide range of manufacturing plants and equipment used in the business, including
tractors, tractors, boring machines, hydraulic breakers, pressure driven shears, blowers,
cranes, tower cranes, aerial work stages etc., project personnel are faced with the difficulty of
purchasing or leasing. Project personnel can therefore purchase or rent the management rights
to the plant as if it were land, or they can purchase or rent the equipment through the
guidelines of a subcontractor. The plant should be located as close to the construction site as
possible so as to reduce transport costs.
In addition, material storage will also have an impact on costs. Different materials are used in
building destinations, cleaning hardware, electrical installations, materials and heating,
ventilation and cooling (HVAC) frameworks. They are more expensive and vulnerable to
damage. For this reason, materials for building destinations are often stored in rooms or
covered yards. This reduces the risk of damage to the materials, so it is safe to store them in
close proximity. This allows labourers to move materials faster and speeds up project
completion.
At the station level, maximum costs mainly include job costs. Mechanical office costs;
material costs and logistical costs. For organisations, the basic costs are material costs.
Establishing an asset plan will improve asset utilisation. The asset necessity of each operation
can be summarised and introduced as a histogram of responsibilities. As a result, project staff
can allocate assets to complete construction projects without much effort. This strategy is
called asset smoothing and is used to represent the best asset requirements, such as labour
prerequisites.
Development projects require a large number of assets. Government departments usually
endorse an agreement to be added to the contractor. In addition, the business is expanding at a
rate of 4.5% per annum. This is a factor that should not be overlooked, as the cost of
materials largely represents half of the cost at risk. The project officer should assess his

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Technological and Higher Institute of Hong Kong SCE5381 - Project Management

income in order to set the furthest possible range of acquisition at each stage. Gradual cost
reduction is the objective of the agreement and the client but should not conflict with the
natural safety objectives of the task.
The assessment department should not later ignore the unavoidable support costs that are
essential for the organisation to reach its full capacity. The costs of maintenance, heating,
lighting and cleaning will affect the true financial estimate of the structure used. The cost of a
three-year period of work should therefore be 1 / (1 + 4. 5%) ^ 3 = 0.876.

Figure 6 Photo source: Google5

5
https://www.constructiontuts.com/life-cycle-costing/

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Technological and Higher Institute of Hong Kong SCE5381 - Project Management

4 Overcome constraints in resources.

The first part of the process is to define the need and its impact when the project is under-
resourced, and once the reasons for this have been identified, the next part is to define the
impact on the project.
Secondly, the committee should be used to communicate the situation and your impact on
cost, time, scope and quality. Then provide the committee with some options of what you
want to address and wait for the committee's recommendations. Once you have identified the
course of action given by the committee, help streamline the decision and make the necessary
adjustments the committee will need to make during the resolution process. Even with the
help of the committee, it may not be possible to make the adjustments alone to meet the need
for more resources. It is then up to the committee to decide whether to allocate more
resources and allow itself to redefine the basic project requirements.
Thirdly, pay attention to, as well as control, project resources. To reduce the chance of
resource shortages, it is important to keep an eye on project resources throughout the project.
Better still, use resource tracking software to control project resources.

Fourthly, where there are insufficient resources to complete a project, it is important to ensure
that the resource management plan is as comprehensive and detailed as possible. This means
identifying the full and complete resource requirements, calculating and estimating the
amount of each resource required, and meeting the planned deadline. This means that if you
do not have enough resources to complete the project, you should prepare all the people,
equipment and materials needed to complete the project well in advance.

Once the list is complete, we should prepare a schedule of the resources required to complete
the project. It is important to know how long each resource will take to prepare so that you
can understand their impact on the project. This will allow us to know how much and how
often certain specific resources will be required each day, so that we can change the daily
requirements of the resources and thus prepare them in advance in case there is a shortage of
resources when we are ready to start the project. Add to this the need to identify assumptions
and constraints associated with resources. Therefore preparing a good resource management
plan in advance will not change the number of resources you have, but it will expand the
scope of resources to maximise their use to meet the needs of the project.

4 Conclusion
In the organisation and refinement phase of a management assumption, this establishes a
good leadership style and a management framework that reduces differences and builds
consistent values towards the goal. At the same time, it can be seen that an initial survey and
management framework can increase adaptability, flexibility and staff efficiency. The above
conditions should also be taken into account as they are important for controlling the cost,
time and quality of the project schedule.

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Technological and Higher Institute of Hong Kong SCE5381 - Project Management

5 Main task
1.) Site design and surveying.
2.) Site preparation.
3.) Site clearance.
4.) Hualing of heavy equipment.
5.) Temporary work.
6.) Site Excavation.
7.) Foundation work.
8.) Prepare suitable place for placing the power distributor.
9.) Refill the excavation.
10.) Prepare for tower crane.
11.) site preparation for A2.
12.) form the column preparation work (formwork, steel fixing).
13.) Receive building materials.
14.) Fabricate precast concrete blocks (seal with cement mortar).
15.) Installation of lift.
16.) Installing building service.
17.) Building the green roof.
18.) Fitting out / decoration.
19.) Landscape engineering.
21.) Installing Vertical Green wall along TUEN HING ROAD.
22.) Complect the Project.

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 Technological and Higher Institute of Hong Kong SCE5381 - Project Management

Activity Predecessor Description Duration ES EF LF TT=LF-EF

(week)

1-2 A - Site design and 1 0 1 1 0

surveying

2-3 B A Site preparation 1 1 2 2 0

3-4 C B Site clearance 2 2 4 4 0

4-5 D C Hualing of heavy 1 4 5 5 0

equipment

5-6 E D Temporary work 1 5 6 6 0

6-7 F1 E Site Excavation 2 6 8 8 0

6-8 F2 E Site Excavation 2 6 8 14 6

7-9 G F1 Foundation work 7 8 15 15 0

8-9 H F2 Prepare suitable place 1 8 9 15 6

for placing the power
distributor

9-10 I G,H Refill the excavation 1 15 16 16 0

10-11 J1 I Prepare for mobile 1 16 17 17 0

crane

10-12 J2 I Prepare for mobile 1 16 17 18 1

crane

10-13 J3 I Prepare for mobile 1 16 17 18 1

crane

11-12 K J1 site preparation for A3 1 17 18 18 0

(Four residential
building block and
Two stories podium )

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 Technological and Higher Institute of Hong Kong SCE5381 - Project Management

12-14 L K, J2 form the column 1 18 19 19 0

preparation work
(formwork, steel
fixing)

13-14 M J3 Receive building 1 17 18 19 1

materials

14-15 N1 L, M Fabricate precast 20 19 39 39 0

concrete blocks(seal
with cement mortar)

14-16 N2 L, M Fabricate precast 20 19 39 40 1

concrete blocks(seal
with cement mortar)

14-17 N3 L, M Fabricate precast 20 19 39 46 7

concrete blocks(seal
with cement mortar)

15-16 O1 N1 Installation of lift 1 39 40 40 0

15-17 O2 N1 Installation of lift 1 39 40 46 6

16-18 P O1, N2 Installing building 9 40 49 49 0

service

17-18 Q1 O2, N3 Building the green 3 40 43 49 6

roof

17-19 Q2 O2, N3 Building the green 3 40 43 57 14

roof

17-20 Q3 O2, N3 Building the green 3 40 43 59 16

roof

17-21 Q4 O2, N3 Building the green 3 40 43 57 14

roof

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 Technological and Higher Institute of Hong Kong SCE5381 - Project Management

18-22 R Q1, P Fitting out / decoration 13 49 62 62 0

19-22 S Q2 Landscape 5 43 48 62 14
engineering

20-22 T Q3 Road Engineering 3 43 48 62 14

21-22 U Q4 Installing Vertical 5 43 48 62 14

Green wall along
TUEN HING ROAD
Table 1

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Technological and Higher Institute of Hong Kong SCE5381 - Project Management

Figure 7 Photo source: Self-Painting

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Technological and Higher Institute of Hong Kong SCE5381 - Project Management

Duration
Description (week) ES EF LF Float
Site design and surveying 1 0 1 1 0
Site preparation 1 1 2 2 0
Site clearance 2 2 4 4 0
Hualing of heavy equipment 1 4 5 5 0
Temporary work 1 5 6 6 0
Site Excavation 2 6 8 8 0
Site Excavation 2 6 8 14 6
Foundation work 7 8 15 15 0
Prepare suitable place for placing the power
distributor 1 8 9 15 6
Refill the excavation 1 15 16 16 0
Prepare for mobile crane 1 16 17 17 0
Prepare for mobile crane 1 16 17 18 1
Prepare for mobile crane 1 16 17 18 1
site preparation for A3 (Four residential building
block and Two stories podium) 1 17 18 18 0
form the column preparation work (formwork,
steel fixing) 1 18 19 19 0
Receive building materials 1 17 18 19 1
Fabricate precast concrete blocks (seal with
cement mortar) 20 19 39 39 0
Fabricate precast concrete blocks (seal with
cement mortar) 20 19 39 40 1
Fabricate precast concrete blocks (seal with
cement mortar) 20 19 39 46 7
Installation of lift 1 39 40 40 0
Installation of lift 1 39 40 46 6
Installing building service 9 40 49 49 0
Building the green roof 3 40 43 49 6
Building the green roof 3 40 43 57 14
Building the green roof 3 40 43 59 16
Building the green roof 3 40 43 57 14
Fitting out / decoration 13 49 62 62 0
Landscape engineering 5 43 48 62 14
Road Engineering 3 43 48 62 14
Installing Vertical Green wall along TUEN HING
ROAD 5 43 48 62 14
Minimum
time = 62 weeks
Table 2

Assuming we start construction on 1 July 2021, we will complete construction by 30 October

2022.
62/4/12=1.29~1.3year < 3 years

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Technological and Higher Institute of Hong Kong SCE5381 - Project Management

6 Reference
ConstructionTuts, 2019, Life Cycle Costing in Construction, [online] Available at:
<https://www.pinterest.com/pin/662873638884921041/> [Accessed 27 March 2021].
Method Statement HQ, Construction Project Job Descriptions and Organization Chart
<https://www.constructiontuts.com/life-cycle-costing/> [Accessed 27 March 2021].
DLA PIPER, Parties to a construction or engineering contract, [online] Available at:
<https://www.dlapiperrealworld.com/law/index.html?t=construction&s=forms-of-contract-
procurement-methods&q=parties-to-a-construction-or-engineering-contract >[Accessed 27
March 2021].
Leader Manage, 2003, The construction Manager as a Leader, [online] Available at:
<https://ascelibrary.org/doi/pdf/10.1061/%28ASCE%291532-
6748%282003%293%3A1%2856%29 >[Accessed 27 March 2021].
Authentic Leadership. International Journal of Project Management, Vol. 26 pp., 1986,
Leadership styles of construction project leaders – A theoretical perspective [online]
Available at: <https://core.ac.uk/download/pdf/54198899.pdf >[Accessed 27 March 2021].

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