CONSTRUCTION MANAGEMENT

LECTURE 2

Project lifecycle
Project Management
Functions of Project Management
PROJECT LIFE CYCLE AND SUCCESS
 Life cycle of a project from a client’s point of view really
starts when there is a formal recognition of project objectives,
generally termed the inception, and through to the delivery of
these objectives – generally called the completion or project
delivery.
PROJECT LIFE CYCLE AND SUCCESS
 There is a need to be flexible in the view of the construction life
cycle, as there are now many different forms of procurement,
which put a different emphasis on different stages of the cycle
such as Design, Build, Finance and Operate (DBFO), which
has a strong contractor provider involvement in the inception,
feasibility and operation phases, which is certainly not the case in
traditional procurement.

 Presented model (in previous slide) is strong enough to cover a

wide variety of procurement approaches, and allows for the
development of innovative approaches to meet client
requirements best.
PROJECT LIFE CYCLE AND SUCCESS
 Conception
 Activities relating to the conception of a project may take place
over an extended period before formal recognition.
 Related activities commissioning the project also take place in
the period after formal completion.

 Inception
 In construction projects, this inception is generally associated
with the commissioning of external consultants.
 Inclusion of a professional to develop the constraints
PROJECT LIFE CYCLE AND SUCCESS
 Feasibility of a Project
 To define the options for project feasibility (investigation of alternative
site locations)
 Financial viability or financial affordability
 Design optional appraisal (evaluation)
 Value enhancement
 Comparative estimates
 Lifecycle costing
 It considers the associated constraints with the project
 Client needs to make critical decision which suits his best
requirements
 Main task is to optimize the VFM under stated constraints. Users
or facilities management groups may be involved at this stage.
PROJECT LIFE CYCLE AND SUCCESS
 Strategy
 How a project is carried out and controlled, such as
 the procurement route that is chosen, the cost, the program, the control
systems, the quality management and the methodology for construction.
 Strategy is a partly parallel activity to feasibility.
 Identification of right procurement method and determine the
organization structure.
 To produce a project execution plan (PEP) that fully analyses
associated risk issues.
 It also specifies how the project is going to be planned and organized
through the subsequent stages of the project life cycle.
 Full understanding of the client’s requirements and the design and
construction strategies need to be coordinated within constraints.
 If a construction manager can be brought in at this stage more
reliable information on construction planning and methodology is
available.
 Outputs include a PEP.
PROJECT LIFE CYCLE AND SUCCESS
 Pre-construction (design and tendering)
 appoints the full design and construction team and includes
the full development of the design scheme, detailed
drawings, tendering and mobilization of resources for
construction.
 To identify a start date for construction which is related to the
handover and occupation of the building.

 Outputs include further legal permissions such as building

regulations, integrated design drawings, tender documents,
contractor appointment, an agreed contract price and a
contract program and a pre-tender health and safety plan.

 Diverse design activity vs. deadlines vs. budget constraints.

PROJECT LIFE CYCLE AND SUCCESS
 The Construction Phase
 Emphasis on the control of time, quality and cost and the
management of many other issues such as supply chain,
health and safety planning, and the environment.

 Outputs include construction stage programs, construction

health and safety plans, method statements, cash flow
forecasts, quality assurance schemes and change orders.

 In taking on a contractor, there is a risk of conflict if information

is not available, if things get changed a lot, or the project is
delayed.
 Conflict management, leadership and team building skills
are used a lot in this stage.
PROJECT LIFE CYCLE AND SUCCESS
 Engineering Phase
 Comes at the latter end of construction.

 Its outputs should include the efficient functioning of the
building or a project.

 The management of the process includes the signing off of

various regulatory requirements such as building
regulations, fire and water certificates, gas and electrical
tests.
PROJECT LIFE CYCLE AND SUCCESS
 Completion and Handover Phase
 Practical completion is certified by the project manager for the
formal handover of the fabric and systems to the facilities team.

 Liability is not limited by occupation and there is a responsibility to

put defects right if and when they occur after handover.

 Documentation and a health and safety file (HSF) are handed over.

 Handover is sometimes called close out, because it suggests a

focused period of preparation to ensure the project and the
documentation are in order and the facilities team and users are
properly briefed and inducted.
PROJECT LIFE CYCLE AND SUCCESS
 The Client’s Occupational Fit Out
 Follows full or sectional completion of the contractor work and
may well involve a new project team.

 This period often has intensive collaboration with user groups

and FM teams.

 During this period there is a need to commission equipment,

move personnel and induct occupiers in the use of the
building and in its emergency procedures.

 Outputs include fitting out and the production of health and

safety policies, user manuals and training programs.
PROJECT LIFE CYCLE AND SUCCESS
 Post-project appraisal and review
 The objective is to evaluate success in meeting the
objectives as set out in the business case/ project brief and
to look at lessons learnt and to carry forward
improvements, where relevant, to the next project or phase.

 Outputs from this stage are client satisfaction surveys,

production incentives and project process reports, which
may inform projects for the future.
PROJECT MANAGEMENT
 The overall planning, co-ordination and control of a project
from inception to completion, aimed at meeting a client’s
requirements in order to produce a functionally and
financially viable project that will be completed on time,
within authorized cost and to the required quality standards.

 OR

 Art and science of coordinating people, equipment, materials,

money, and schedules to complete a specified project on time
and within approved cost.
TYPES OF MANAGEMENT
 Functional management (discipline management)
 Involves the co-ordination of repeated work of a similar
nature by the same people
 Examples: management of a department of design
engineering, surveying, estimating, or purchasing.

 Project management
 Involves the coordination of one time work by a team of
people who often have never previously worked together.
 Examples: are management of the design and/or
construction of a substation, shopping center, refinery unit,
or water treatment plant.
TYPES OF MANAGEMENT
FUNCTIONS OF MANAGEMENT
 Planning
 Organizing

 Staffing

 Directing and

 Controlling
FUNCTIONS OF PROJECT MANAGEMENT
 Planning
 Formulation of a course of action to guide a project to
completion.
 From scope of work to continues throughout the life of a project.
 Establishment of milestones and identification of possible
constraints are major parts of planning.
 All parties involvement required for successful planning.

 Organizing
 Arrangement of resources in a systematic manner.
 Breakdown of the work to be performed into manageable units
 Work breakdown structure (WBS) of a project is a multi-level
system that consists of tasks, subtasks, and work packages.
FUNCTIONS OF PROJECT MANAGEMENT
 Staffing (Human Resource)
 Selection of individuals who have expertise to produce work.
 The persons that are assigned to the project team influence
every part of a project.
 People are the most important resource on a project.
 People provide the knowledge to design, coordinate, and
construct the project. Solution of problems

 Directing
 Guidance of the work required to complete a project.
 Diverse technical expertise must be developed into an effective
team.
 Work must be collectively directed in a common effort and in a
common direction.
FUNCTIONS OF PROJECT MANAGEMENT
 Controlling
 The establishment of a system to measure, report, and
forecast deviations in the project scope, budget, and
schedule.
 The purpose of project control is to determine and
predict deviations in a project so corrective actions can
be taken.
 Project control requires the continual reporting of
information in a timely manner so management can
respond during the project rather than afterwards.
 Control is often the most difficult function of project
management.
ROLE OF THE PROJECT MANAGER
 Project manager works for the project, although he or she may
be employed by the owner, designer, or contractor.
 For large projects a team consisting of a project manager for
the owner, designer, and contractor forms a group of people
who work together to manage the design, procurement, and
construction activities.
 Project manager is to lead the project team to ensure a
quality project within time, budget, and scope constraints.
 Every project has unique scope, and outcomes can’t be
predicted.
 Risks and problems
 Logical sequence, utilization of available resources
 Project manager must be able to perform the five basic
functions of management: planning, organizing, staffing,
directing, and controlling.
PROJECT TEAM ROLES
PROJECT TEAM ROLES
 The construction and design sides need to co-ordinate their
operations right through the life cycle under the supervision of
project manager.
 Project manager is the leader of the project team with a single
point of contact with the client.
 Design manager’s role is to coordinate the various design
functions and if necessary specialist design expertise requested.
 Construction manager’s role is to tender specialist packages,
set up site procedures and integrate the construction program
and the interfaces between specialist packages.

 Conciliation is a key role for the project manager to manage

disputes, omissions and changes so that the team works
smoothly.
Continued
QUESTIONS?
ROLE OF THE PROJECT MANAGER
 Project planning is the heart of good project management.
 Timely planning is much important
 Continuous process and involvement of all concerned people
ROLE OF THE PROJECT MANAGER
 Project organizational chart should be developed by the PM.
 Communication channel for proper working of information.
 Authority of every members need to understand.
 Organized work leads to accomplishments and a sense of pride in
the work accomplished. Unorganized work leads to rework.
 Rework leads to errors, low productivity, and frustrated team
members.
ROLE OF THE PROJECT MANAGER
ROLE OF THE PROJECT MANAGER