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CHAPTER 1

INTRODUCTION

1.1 Introduction

Construction project management is a complex discipline that requires

addressing many important concerns, including cost control, scheduling,

procurement, and risk assessment. Project managers interact with all team

members involved in a construction project, from architects to owners to

contractors. Construction managers typically must have a bachelor's degree, and

learn management techniques through on-the-job training. Large construction

firms increasingly prefer candidates with both construction experience and a

bachelor's degree in a construction-related field. While it is not hard to become a

construction manager, this career is a lot of hard work, which requires a person

who is really eager to dig in to be successful.

Construction management requires a lot of responsibility and hard work,

which can make for a high-stress environment. Construction management can

be highly stressful because the manager must keep projects on schedule and

within the approved budget. Achieving this requires constant supervision and

hands-on involvement in the day-to-day running of a project site. Thus,

construction managers are often overstressed. Construction project management

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could be defined as the direction, regulation, and supervision of a project from

early development to completion. The ultimate goal of construction project

management is the full satisfaction of the client's demands for a viable project

both in terms of functionality and budget.

1.2 Aims and Objectives

The Construction Manager plans, coordinates, budgets, and supervises the

project from start to finish. They act on behalf of the owner, overseeing every

stage of the project. The main goal of construction management is

 to manage and control the progress of construction projects

 to plan and manage a project to successfully complete its listed goals and

deliverables

 to know about the risks and opportunities coming ahead

 to ensure the entire construction process goes smoothly and according to

plan

 to ensure construction projects remain on time, on budget, and meet all

goals for safety, scope, function, and quality

 to know the role of a contractor

 to should begin with a vision statement

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CHAPTER 2

THE ROLE OF A CONTRACTOR

2.1 Introduce the Role of a Contractor

Contractors are assigned to a construction project during the design or

once the design has been completed by a licensed architect or a licensed civil

engineer. This is done by going through a bidding process with different

contractors. The contractor is selected by using one of three common selection

methods: low-bid selection, best-value selection, or qualifications-based

selection.

A construction manager should have the ability to handle public safety,

time management, cost management, quality management, decision making,

mathematics, working drawings, and human resources.

The functions of construction management typically include the following:

1. Specifying project objectives and plans including delineation of scope,

budgeting, scheduling, setting performance requirements, and selecting

project participants.

2. Maximizing the resource efficiency through procurement of labor,

materials and equipment.

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3. Implementing various operations through proper coordination and control

of planning, design, estimating, contracting and construction in the entire

process.

4. Developing effective communications and mechanisms for resolving

conflicts.

The Construction Management Association of America (CMAA) states the

most common responsibilities of a Construction Manager fall into the following 7

categories: Project Management Planning, Cost Management, Time Management,

Quality Management, Contract Administration, Safety Management, and CM

Professional Practice. CM professional practice includes specific activities such as

defining the responsibilities and management structure of the project

management team, organizing and leading by implementing project controls,

defining roles and responsibilities, developing communication protocols, and

identifying elements of project design and construction likely to give rise to

disputes and claims.

2.2 What is Construction Project Management?

The management of construction projects requires knowledge of modern

management as well as an understanding of the design and construction

process. Construction projects have a specific set of objectives and constraints

such as a required time frame for completion. While the relevant technology,

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institutional arrangements or processes will differ, the management of such

projects has much in common with the management of similar types of projects

in other specialty or technology domains such as aerospace, pharmaceutical and

energy developments.

Generally, project management is distinguished from the general

management of corporations by the mission-oriented nature of a project. A

project organization will generally be terminated when the mission is

accomplished. According to the Project Management Institute, the discipline of

project management can be defined as follows:

Project management is the art of directing and coordinating human and

material resources throughout the life of a project by using modern management

techniques to achieve predetermined objectives of scope, cost, time, and quality

and participation satisfaction.

By contrast, the general management of business and industrial

corporations assumes a broader outlook with greater continuity of operations.

Nevertheless, there are sufficient similarities as well as differences between the

two so that modern management techniques developed for general management

may be adapted for project management.

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2.3 The Basic Ingredients for Construction Project Management

The basic ingredients for a project management framework may be

represented schematically in the figure below. A working knowledge of general

management and familiarity with the special knowledge domain related to the

project are indispensable. Supporting disciplines such as computer science and

decision science may also play an important role. In fact, modern management

practices and various special knowledge domains have absorbed various

techniques or tools which were once identified only with the supporting

disciplines. For example, computer-based information systems and decision

support systems are now common-place tools for general management.

Similarly, many operations research techniques such as linear programming and

network analysis are now widely used in many knowledge or application

domains.

Specifically, project management in construction encompasses a set of

objectives which may be accomplished by implementing a series of operations

subject to resource constraints. There are potential conflicts between the stated

objectives with regard to scope, cost, time and quality, and the constraints

imposed on human material and financial resources. These conflicts should be

resolved at the onset of a project by making the necessary tradeoffs or creating

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new alternatives. Subsequently, the functions of project management for

construction generally include the following:

 Specification of project objectives and plans including delineation of

scope, budgeting, scheduling, setting performance requirements, and

selecting project participants.

 Maximization of efficient resource utilization through procurement of

labor, materials and equipment according to the prescribed schedule and

plan.

 Implementation of various operations through proper coordination and

control of planning, design, estimating, contracting and construction in the

entire process.

 Development of effective communications and mechanisms for resolving

conflicts among the various participants.

2.4 Seven Types of Construction

 Agricultural: Typically economical buildings, and other improvements, for

agricultural purposes. Examples include barns, equipment and animal

sheds, specialized fencing, storage silos and elevators, and water supply

and drains such as wells, tanks, and ditches.

 Residential: Residential construction includes houses, apartments,

townhouses, and other smaller, low-rise housing, small office types.

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 Commercial: This refers to construction for the needs of private

commerce, trade, and services. Examples include office buildings, "big

box" stores, shopping centers and malls, warehouses, banks, theaters,

casinos, resorts, golf courses, and larger residential structures such as

high-rise hotels and condominiums.

 Institutional: This category is for the needs of government and other

public organizations. Examples include schools, fire and police stations,

libraries, museums, dormitories, research buildings, hospitals,

transportation terminals, some military facilities, and governmental

buildings.

 Industrial: Buildings and other constructed items used for storage and

product production, including chemical and power plants, steel mills, oil

refineries and platforms, manufacturing plants, pipelines, and seaports.

 Heavy civil: The construction of transportation infrastructure such as

roads, bridges, railroads, tunnels, airports, and fortified military facilities.[2]

Dams are also included, but most other water-related infrastructure is

considered environmental.

 Environmental: Environmental construction was part of heavy civil but is

now separate, dealing with projects that improve the environment. Some

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examples are water and wastewater treatment plants, sanitary and storm

sewers, solid waste management and air pollution control.

2.5 Issues Resulting from Construction

When construction vehicles are driving around a site or moving earth, a lot

of dust is created, especially during the dryer months. This may cause disruption

for surrounding businesses or homes. A popular method of dust control is to

have a water truck driving through the site spraying water on the dry dirt to

minimize the movement of dust within and out of the construction site. When

water is introduced mud is created. This mud sticks to the tires of the

construction vehicles and is often lead out to the surrounding roads.

A street sweeper may clean the roads to reduce dirty road conditions.

During the pre-construction stage, a site investigation must take place. A site

investigation takes place to discover if any steps need to be implemented on the

job site. This is in order to get the site ready before the actual construction

begins. This also includes any unforeseen conditions such as historical artifacts

or environment problems. A soil test must be done to determine if the soil is in

good condition to be built upon.

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2.6 Role and Responsibility of Contractor

The responsibility of a contractor in construction is the execution of the

work activities that are required for the completion of the project. The roles and

responsibilities of contractors manifest themselves in various aspects of the

project for instance project planning, management, monitoring, construction site

safety, and legal issues. The contractor also appoint subcontractor, who have

special expertise, to execute certain parts of the project that cannot be

constructed by the contractor. Subcontractors involve in construction processes

based on services that they provide in the course of a construction project.

A contractor is a person or an organization hired by the client to complete

the project. In summary, the roles and responsibilities of contractors have many

different levels since they carry out broad range of tasks and manage numerous

individuals. The roles and responsibilities of contractors may be slightly different

from a project to another, but a general roles and responsibilities of contractors

are nearly the same which are presented below:

 Plan important project development and implementation in advance.

 Determination and estimation of various issues in the project such as

needed materials, equipment.

 Anticipation of any potential modification in the project.

 Making sure that health and safety specifications are followed.

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 Practicing excellent communication between all parties involved in the

construction such as client and subcontractors.

 Determine legal and regulatory requirements.

2.7 Common Pains for a Contractor

It’s evident that being a contractor is extremely demanding. You need to

have full control over your projects and be able to quickly identify any problem

source. Only then, you will be able to act fast and prevent costly mistakes from

happening. All in all, here are some of the most common obstacles that

contractors need to overcome:

 Managing the team on site: Keeping a strong connection between the site

and the office can be tough. Especially, in cases where a contractor has to

stay on top of numerous projects at the same time. That is where digital

tools can bring great value today.

 Task delegation: The better connection between office and site the easier

it becomes to delegate tasks and keep everyone on the same page. The

advent of interactive systems has made things in that direction much

simpler.

 Programme reviews and updates: As construction expert, Matt Ghinn said,

“Programme is king”! That being said, contractors need always to be on

top of the latest project updates. Tracking changes to the programme can

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be easier today with the help of construction software but it can still be a

big challenge if a contractor works simultaneously on multiple projects.

2.8 Contractors as Specialists

There is a lot of discussion about the diverse role that a contractor has in

a project. There are many examples of contractors who spread themselves too

thin in an effort to satisfy different types of projects and clients. Interestingly

enough, an essential shift in that direction has started to emerge. The

specialization of contractors could be a smart strategy moving forward for the

benefit both of the construction industry and the contractors per se.

A construction manager is normally hired in the design phase so that they

can help the team in developing the project based on their rich experience. In

some cases, a construction manager can initiate the construction phase before

the design process is over. In such cases, construction managers must be

perfectly sure that they have all the information they need in order to kick off the

project and keep it running within the agreed deadlines and budget. Otherwise,

there is a serious possibility that the efficiency and quality of the project will

plummet.

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CHAPTER 3

WHAT’S INVOLVED IN BEING A CONSTRUCTION MANAGER?

Construction managers are responsible for overseeing building and

construction projects from the early planning stages, right through to the

implementation and final result. Not only is it their role to hire and supervise

workers, but they must also coordinate schedules and subcontractors, estimate

project costs, report progress to clients and superiors, ensure safety codes are

being met and keep the project running to a set timeframe.

It is not uncommon for a construction manager to be on-call 24/7 and

work extended hours, especially when project deadlines are approaching.

Majority of their time is spent within an office as opposed to on the worksite

itself, although some construction managers may have a site office as well, which

they travel between depending on the project. For larger scale projects, a

construction manager may be required to travel between sites quite regularly on

a day-to-day basis.

3.1 What Skills Are Required?

To become a construction manager, certain knowledge, abilities and skills

are needed to ensure you can carry out the associated obligations to a

satisfactory standard. While having an understanding of the worksite and specific

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trades is important, there are other characteristics that a candidate must have.

Some of these skills, just to name a few, include:

 Time management – the ability to efficiently manage your own time and

the time of those you’re responsible for.

 Active listening – taking the time to absorb what others are saying to best

utilize the information provided and understand the situation.

 Critical thinking – utilizing logic and reasoning to evaluate the strengths

and weaknesses of certain actions and weigh the approaches to problems

strategically.

 Verbal communication – conveying information to others in a clear and

concise manner.

 Coordination – structuring schedules and workflows to account for the

actions of others.

 Monitoring – keeping a close eye on the performance of yourself and

others to ensure goals are being met, and implementing corrective actions

if they are not.

3.2 How Can I Become a Construction Manager?

Unlike some building and construction trades which don’t necessarily

require qualifications, becoming a construction manager typically means

obtaining a bachelor’s degree in a construction-related field, a Diploma of

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Building and Construction, or a Certificate IV in Building and Construction. These

qualifications are designed to familiarize yourself with the theory side of building

and construction as opposed to the actual skills and hands-on knowledge

required to work solely in specific trades. Whilst being familiar with all aspects of

building and construction is an essential component of being a manager, having

firsthand experience with each trade is not.

It is still possible to become a construction manager without formal

qualifications if the individual has extensive experience and the necessary

skillsets, however these workmen are usually qualified to then become self-

employed general contractors. A worthwhile point to keep in mind is the fact

that to successfully manage and oversee a worksite, a construction manager

needs the cooperation and respect of the workers themselves. If a manager has

not had hands-on experience themselves, and doesn’t know enough about each

trade to do their job effectively, this will make it difficult to tell more experienced

tradies what to do. Many successful construction managers opt to work in a

particular trade for a number of years before pursuing the necessary course

qualifications to up skill into a managerial role.

3.3 Level of Investment in Modern Methods of Construction

The next graphic is a very interesting visualization of the choices made by

developers in terms of investment. A non-surprising, but very positive finding,

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has to do with the fact that research and development are attracting more and

more investment activity. This will allow the industry to evolve further and adopt

new revolutionary methods of construction. Labour skills shortage, sustainability,

and standardization are also indispensable drivers for embracing innovation in

the industry and potentially a clear message that a decisive change is required.

Establishing strategic partnerships and supply chains is another area of

great interest for the sector stakeholders as illustrated by the current research.

What’s also eye-catching is that 29% of the respondents have already invested in

a manufacturing facility which is a decision of great strategic importance as it

will allow developers to accelerate and gain better control over the building

process.

3.4 Important Qualities

 Analytical skills. Construction managers plan project strategies, handle

unexpected issues and delays, and solve problems that arise over the

course of the project. In addition, many managers use cost-estimating and

planning software to determine costs and the materials and time required

to complete projects.

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 Business skills. Construction managers address budget matters and

coordinate and supervise workers. Choosing competent staff and

establishing good working relationships with them is critical.

 Customer-service skills. Construction managers are in constant contact

with owners, inspectors, and the public. They must form good working

relationships with these people and ensure their needs are met.

 Decision-making skills. Construction managers choose personnel and

subcontractors for specific tasks and jobs. Often, these choices must be

made quickly to meet deadlines and budgets.

 Initiative. Self-employed construction managers generate their own

business opportunities and must be proactive in finding new clients. They

often market their services and bid on jobs, and they must also learn to

perform special home improvement projects, such as installing mosaic

glass tiles, sanding wood floors, and insulating homes.

 Leadership skills. Construction managers must effectively delegate tasks to

construction workers, subcontractors, and other lower level managers.

 Speaking skills. Construction managers must give clear orders, explain

complex information to construction workers and clients, and discuss

technical details with other building specialists, such as architects. Self-

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employed construction managers must get their own projects, so the need

to sell their services to potential clients is critical.

 Technical skills. Construction managers must know construction methods

and technologies, and must be able to interpret contracts and technical

drawings.

 Time-management skills. Construction managers must meet deadlines.

They ensure that construction phases are completed on time so that the

next phase can begin as scheduled. For instance, a building’s foundation

cannot be constructed until the land is completely excavated.

 Writing skills. Construction managers must write proposals, plans, and

budgets, as well as document the progress of the work for clients and

others involved in the building process.

3.5 Modern Methods of Construction

The construction industry, and especially the house building sector, seem

to take on the challenge and gradually transform the way they design,

collaborate, and build. The NHBC Foundation, in collaboration with Mark Farmer,

just published a very interesting report on this new reality that is emerging in the

sector. The first report findings are very encouraging. It appears that the industry

stands united under the goal of improving predictability with regards to quality,

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time and cost. That is extremely important if we take into account that the

construction industry is under substantial pressure at the moment due to a

number of reasons.

More specifically, the lack of a skilled workforce, Brexit, and global

urbanization are some of the factors that have a strong impact on the industry

and stimulate risk. Executive and Board Member at Lets Build, analyzed recently

four megatrends that he believes will shape the construction industry in the near

future.

The good news is that the report revealed some very promising activity in

the sector in terms of addressing these challenges through strategic partnerships,

better collaboration across the supply chain, and vertical integration of the

manufacturing capability. The quest for innovative techniques in the sector isn’t

new. For decades, the construction industry tries to accelerate delivery, minimize

labour costs and improve the quality of construction. But it appears that at the

moment there is a more conscious effort in that direction. And the results of the

report can be an encouraging indication for that.

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CHAPTER 4

PRINCIPLES OF CONSTRUCTION MANAGEMENT

Principles of Construction Management teaches students about the

methods and procedures used to successfully manage construction projects from

contract execution to close out and warranty work. It demonstrates how

successful contractors and subcontractors complete their scope of work on time

and on budget. This course also describes the role of support services, including

accounting, payroll, purchasing and so on in successfully managing construction

projects. In this course,

 Will become familiar with methods used to manage keys aspects of

construction projects, including scope, schedule, budget, and quality

 Understand key construction management support processes such as

communications, procurement, materials management, and document

management

 Learn the importance of managing change from both the technical and

business perspective

 Understand how to manage issues and disputes effectively

 Become familiar with the relationship between construction project

management and business management issues such as risk management,

financing, regulatory compliance, human resources etc.

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4.1 How to Support Construction Management?

It is also useful for people who support construction management in roles

such as accounting human resources, information technology etc. and who want

or need a better understanding of the business. Finally, estimators and other

persons who help to prepare bids and proposals should also take Principles of

Construction Management to more fully understand the requirements for

“project overhead”. As noted, this course is intended for construction

professionals working for both general contractors and sub-contractors.

The principles of project management are the fundamental rules that

should be followed for the successful management of projects. Principles of

Construction Management teaches students about the methods and procedures

used to successfully manage construction projects from contract execution to

close out and warranty work. It demonstrates how successful contractors and

subcontractors complete their scope of work on time and on budget.The Project

Management Book of Knowledge (PMBOK) does not currently contain an official

list of principles for successful projects. However, PMI’s annual pulse survey

highlights the principles that successful project managers and companies are

following. Here are the nine principles of project management:

 Formal project management structure

 Invested and engaged project sponsor

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 Clear and objective goals and outcomes

 Documented roles and responsibilities

 Strong change management

 Risk management

 Mature value delivery capabilities

 Performance management baseline

 Communication plan

Though the course primarily targets students of civil engineering in

colleges, other engineering students may also find it interesting. The course

seeks to present a rounded view of the divers issues involved in the management

of construction projects, and includes aspects like construction economics,

quality and safety management, and contract management, apart from time

management and scheduling, estimation. It is hoped that engineers working in

contracting, consulting and other organizations related to construction projects

will also find the course useful.

4.2 Create a Flow of Communication

Communication is essential to every phase of any construction project.

Establish a flow of communication with everyone on the ground — and every

stakeholder and supplier in the plan. This transparency will make the process

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smoother and will reduce the number of emails and phone calls whenever a

problem arises.

One of the simplest ways to create a flow of communication is a work

execution platform. By syncing comments, photos, documents, and calendars in

a single location, you can monitor updates, budgets, and scheduling changes as

they occur.

A robust platform also allows you to relay these changes to other

managers and accounting offices in real time through instant alerts, automated

actions, and easy-to-visualize dashboards, providing a nearly email-free and

paperless method of project management. That means more time for you to

spend at the construction site meeting contractors to coordinate the next stage

of work.

4.3 Embrace Automated Reporting Systems

No construction project manager has the time to reply to hundreds of

emails a day or use the phone to call and address every question about budgets

and progress. In addition to concentrating comments and schedules, you can cut

down further correspondence by implementing automated reporting systems.

Construction project management requires the weekly distribution of

various spreadsheets and status reports, and automated delivery tools will save

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significant time over the span of the build. This automation will ensure the right

reports go to the right people on time, allowing you to focus on other tasks and

communication. Other reporting systems, such as safety and health

management, can prevent hazards, track incidents, and streamline worksite

analysis when issues do arise.

4.4 The Importance of Construction Management

Construction management brings in leadership and direction to projects.

The same way every project needs a manager to oversee the functions of a

business, construction projects need a manager to carry the vision, motivation,

tackle roadblocks, coach and inspire the team. Construction management is

particularly vital to large-scale projects that have more potential for problems

that could significantly delay the project and cost money.

A construction manager measures each design decision with careful

analysis that calculates the impact that decision will make on the budget and

schedule. Construction is a vital industry, creating buildings and spaces that

connect communities, providing jobs, and improving society. The construction

process has 6 phases: the site is prepared; the foundation is laid; the frame and

roof are built; the walls, windows, and doors are added for lock-up stage; the

interior is fitted out; and the practical completion stage allows a check by the

owners and any final changes to be made. After obtaining your initial building

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permits, your construction project will commence by clearing and excavating the

land upon which you want to build.

This includes removing any trees, boulders or other obstacles that are in

the way of your building, and leveling or grading the ground. In order for project

management to be effective, project information must be accessible across the

enterprise and available to different firms, particularly if taking on a project

spanning both public and private contractors and across state lines.

Project management training should be provided to all members of the

firms working on a project, to ensure that they understand the importance of

project management and are able to utilize tools such as construction project

management software. Firms that consistently find themselves behind on

projects should also look into the use of best of breed project controls. By

making this knowledge, and these tools, available to all members who are

associated with the project; firms can minimize the risk of projects getting

derailed which minimizes their risk, maximizes their efficiencies and profitability,

and sets their organization apart from their competitors.

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CHAPTER 5

CONCLUSION AND RECOMMENDATION

Project management is not a panacea, but rather a critical tool in the

never-ending process of growth and renewal of the business. Project

management helps to detail what tasks will be accomplished, who will be

involved in completing the tasks, and when tasks should start and finish.

Typically, projects progress in steps or incremental stages; however, other

approaches for rapid, interactive project management are also widely used. The

project life cycle consists of phases that are necessary to successfully complete a

project. The project life cycle shows the levels of consistency in project

management and each stage must be approved or it will not go on.

5.1 Conclusion

Changes are inevitable in construction projects. And, during a construction

project, many decisions have to be made, often based on incomplete

information, assumptions and personal experience of the construction

professionals. Change is a common denominator in all construction projects,

though the size, scope, and complexity of projects may vary significantly from

case to case. Change management is a critical problem faced by the construction

industry. The effort of managing change orders has imposed a huge burden on

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project management. Changes are identified as the major cause of project delay,

cost overruns, defects, or even project failure. More seriously, playing games on

changes cause serious ethical problems and disputes in the industry. Changes in

construction projects are very common and likely to occur from different

sources, by various causes, at any stage of a project, and may have considerable

negative impacts.

This paper addresses the types the changes, as well as their stakeholders,

causes, impacts and correction actions in the context of typical stages/phases in

a construction project. Effectively managing change orders in construction

processes is not trivial because change orders are a part of contract and they

need to be strictly traced in terms of contracts, documents, approval process,

payment claim, etc. Based on a synthesis of several change process models

reviewed in the literature and the characteristics of computational environments,

a generic change process model is proposed having five stages in a sequence:

identify, evaluate & propose, approve, implement and review. Building an

effective construction change management system is very challenging, and one

can hardly find a mature software tool on the market, that deals with this issue.

Existing change management module, that some software claimed to have, is

mostly a feature for change information recording and document approval.

Change estimation, impact analysis, post-change analysis, statistics, and more

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importantly, change traceability are lacking in these solutions. An integrated

change management system requires technical supports from different

technologies, including collaborative workflow, system integration and

collaboration technologies, nD modeling, web-based collaborative project

management tools, and online document management tools. We have not

arrived at a full solution for construction change management yet. More work

will have to be undertaken to develop innovative and practical solutions that are

adoptable by the industry.

5.2 Recommendation

There are intended to ensure that there is department-wide accountability

for and ownership of accomplishing project management objectives. The

recommendations provide the department-wide leadership with direction to

strengthen the departmental project management culture. Construction project

managers get pulled in lots of directions every day. Project managers are

involved in almost all aspects of a project so being able to effectively manage

your time is vital. If you can’t effectively manage your time, it’s unlikely you’ll

fare any better at managing a construction project. Prioritize your day by

determining the items that need immediate attention and those that can be

handled later. Don’t waste time on things that don’t need to be addressed

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immediately if there are more pressing tasks that need your attention.

Remember, not every email needs to be answered the moment you receive it.

Learn to delegate tasks to other members of the project team. If you have

the right people on your team, you don’t need to micromanage every little thing.

As long as you are communicating with your team, you should trust their

expertise to make decisions and handle what you’ve assigned them to do.

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