Construction Management

Divya Negi
Faculty, B.Voc., ABIT

Topic : Project Management & Construction Management

Lecture : 01 & 02
 Introduction to Project Management
• A project is temporary in that it has a defined beginning and end in time, and therefore defined scope and
resources.
• Every project is unique in nature such that it is not a routine operation, but a specific set of operations
designed to accomplish a singular goal. So a project team often includes people who don’t usually work
together – sometimes from different organizations and across multiple localities.
• Project management, then, is the application of knowledge, skills, tools, and techniques to project activities
to meet the project requirements.
• Project management is accomplished through the appropriate application and integration of the 47 logically
grouped project management processes, which are categorized into five Process Groups. These five Process
Groups are:
• Initiating,
• Planning,
• Executing
• Monitoring and Controlling,
• Closing
 Underlying Areas of Project Management
The Project Management Body of Knowledge (PMBOK) covers ten elements of managing projects. These areas are:

✓ Project Integration Management

✓ Scope Management

✓ Time Management

✓ Cost Management

✓ Quality Management

✓ Human Resources Management

✓ Risk Management

✓ Procurement Management

✓ Communications Management

✓ Stakeholder Management
 Project Integration Management
The Project integration management is a collection of all processes (combining all knowledge areas) that outline the
project so that the venture is successful. It is the coordination of all elements of a project which includes coordinating
tasks, resources, stakeholders, and any other project elements, in addition to managing conflicts between different aspects
of a project.
The Project integration management consists of majorly seven steps:

• Developing the project charter

• Developing the preliminary project scope
• Developing the project plan
• Executing the project and producing deliverables
• Monitoring the progress of the project
• Integrating change controls in the project
• Closing the project

These integration management processes occur

throughout the entire project lifecycle. This is because
managing project integration is an ongoing task that needs to happen continuously.

Role of a Project manager: These are agents who ensure project goals get achieved. They use their skills and expertise to
manage all different processes of a project and develop systemization in work flow. (Responsible for planning as well)
 Scope, Time, Costs, Quality & HR - Constraints
Managing scope: Projects need to have a defined parameter or scope, and this must be broken down and managed through
a work breakdown structure or WBS. Managing scope is about planning, definition, WBS creation, verification, and control.

Managing time/schedule: Projects have a definite beginning and a definite ending date. Therefore, there is a need to
manage the budgeted time according to a project schedule. Managing time/schedule is about definition, sequencing,
resource and duration estimating, schedule development, and schedule control.

Managing costs: Projects consume resources, and therefore, there is a need to manage the investment with the realization
of creating value (i.e., the benefits derived exceed the amount spent). Managing costs is about resource planning, cost
estimating, budgeting, and control.

Managing quality: Projects involve specific deliverables or work products. These deliverables need to meet project
objectives and performance standards. Managing quality is about quality planning, quality assurance, and quality control.

Managing human resources: Projects consist of teams and you need to manage project team(s) during the life cycle of the
project. Finding the right people, managing their outputs, and keeping them on schedule is a big part of managing a project.
Managing human resources is about human resources planning, hiring, and developing and managing a project team.
 Managing non-Constraints
Managing communication: Projects invariably touch lots of people, not just the end users (customers) who benefit directly
from the project outcomes. This can include project participants, managers who oversee the project, and external
stakeholders who have an interest in the success of the project. Managing communication is about communications
planning, information distribution, performance reporting, and stakeholder management.

Managing risk: Projects are a discovery-driven process, often uncovering new customer needs and identifying critical issues
not previously disclosed. Projects also encounter unexpected events, such as project team members resigning, budgeted
resources suddenly changing, the organization becoming unstable, and newer technologies being introduced. There is a real
need to properly identify various risks and manage these risks. Managing risk is about risk planning and identification, risk
analysis (qualitative and quantitative), risk response (action) planning, and risk monitoring and control.

Managing procurement: Projects procure the services of outside vendors and contractors, including the purchase of
equipment. There is a need to manage how vendors are selected and managed within the project life cycle. Managing
procurement is about acquisition and contracting plans, sellers’ responses and selections, contract administration, and
contract closure.

Managing stakeholders: Every project impacts people and organizations and is impacted by people and organizations.
Identifying these stakeholders early, and as they arise and change throughout the project, is a key success factor. Managing
stakeholders is about identifying stakeholders, their interest level, and their potential to influence the project; and managing
and controlling the relationships and communications between stakeholders and the project.
 Introduction to Construction Management
“Construction management may be defined as the art of
management in which group of people of different categories
work together to plan and execute a construction project,
economically without effecting the quality and in a well
organized manner.”

Construction Project Management: It is a professional service

that uses specialized, project management techniques to
oversee the planning, design, and construction of a project,
from its beginning to its end.

A French Industrialist Henri Fayol’s management theory (also

known as Father of Management studies) defines five functions
of management—planning, organizing, staffing, directing and
controlling. This also holds true for construction management
too. But with the advent of Modern and Scientific management
in construction industry, the approach is now based heavily on
extensive planning and advance analysis of methodologies.
These form of practices has proven more productive and
reliable than traditional ones. Hence, the entire life cycle of a
construction project can be divided into various stages. Stages of construction work
 Construction Teams & their relationship
The construction work requires a team of workers with their specific duties. The roles and functions of each of the
constituents of the team depends upon the size and type of the work and also on the way of its execution. Although there
are numerous agencies involved in a construction project but the main participation is counted on few parties, namely;
❖ Owner or Client
❖ Architect/Designer/Consultancy
❖ Builder or Contractor

These constituents of the team have different interests,

divergent duties and expectations but they offer to work on a
common objective, i.e., to translate the project into reality.

Inter-Relationship: The owner can be an individual or an

organization which promotes work by financing and also
becoming the beneficiary of the project. The owner expects that
the contractor will deliver the project in time, without friction,
within the estimated costs and adequate for intended use. He also expects from the architect/designer or engineer to be
skilled, professional and responsible for safe design and construction as per the proposed work. During the commencement
of the project, the owner may also seek for an expert team or consultant to obtain better advise and best solutions for the
problems that may have been encountered. There can be more players, such as – Subcontractors, dealers, manufacturers,
suppliers/vendors, managers or supervisors, labourers etc.
 Classification of Construction work
At present the construction work in India is one of the most widespread activity involving huge volumes of resources and a
massive range of people at all levels. Many central and state agencies, large private companies and public undertakings are
contributing to the construction industry evolution. Thus, there is a need to categorize each project based on the scale and
the amount of work to be completed. Typical classification is as follows;
❑ Light Construction – This includes the work with light structural members and lesser complex machinery. Example:
Residential buildings, commercial complexes, schools and institutions, village and city roads, water supply systems,
sewage and drainage systems, warehouses and storage, light industrial sheds etc.

❑ Heavy Construction - This includes the work with heavy structural members, heavy machinery and large quantity of
finance and labour. Example: Tunnels, bridges, railways and highways, irrigation systems, Hydropower dams, Thermal
power plants, gas and oil pipelines, docks and harbours, etc.

❑ Industrial Construction - This includes the work with huge structural members, specialized machinery and intricate
techniques. Example: Petrochemical refineries, fertilizers and chemical plants, steel & metal mills, Nuclear or atomic
reactors, etc.

Resources required in construction Industry : Denoted as 5M’s – Money , Material, Machine, Man and Management.
 Need for Construction management…
The following are the factors due to which the management is found
essential for a successful project handling:

o To achieve project’s goal and objectives in an efficient and effective

manner
o To complete the project in best (minimum) possible time
o To keep a check on budget and cashflow
o To improve the quality of work by using modern techniques and
assessments
o To obtain proper coordination among various firms and departments
o To avoid wastage of resources and labour time
o To develop team spirit and workmanship at all levels of managerial staff
o To eliminate unnecessary repetitions and pile of workload
o To reduce chances of disputes at work place and accidents on
construction sites
o To maximize productivity and mitigate risk factors

The End