CHAPTER ONE; NATURE OF CONSTRUCTION PROJECTS

1.1 Definition of a Construction project

A project is a series of related tasks which when carried out in the correct order will lead to
its completion. Projects are temporary, generally resulting in the creation of a
tangible product or outcome.

A construction project is the organized process of constructing, renovating and refurbishing

a building, structure or infrastructure. The project process typically starts with an overarching
requirement which is developed through the creation of a brief, feasibility studies, option
studies, design, financing and construction.

Projects may be public, or private:

A 'public project' is one that is financed by the government and is typically owned, and may
be operated by the government. This can include major infrastructure works such as roads,
bridges, dams and so on or public facilities such as hospitals, schools, prisons, libraries,
leisure centers, and so on.

A ‘private project’ is one that is financed, controlled or commissioned by a private party, i.e.

one that is not a government. Private parties can include individuals, corporations, charities,
privately-funded institutions, schools and hospitals.

Some projects involve both public and private entities. Public Private Partnerships (PPPs) are
a very broad range of partnerships in which the public and private sectors collaborate for
some mutual benefit, which can include the completion of a construction project.

1.2 Project classification

1.2.1 General classification

This particular classification depends on the function of the project and how it is going to
serve the community. Construction cuts across all fields of human endeavor and this is
diversity is usually reflected in different projects

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1.2.1.1 Building construction
This basically produces building structures ranging from small retail stores to redevelopment
complexes, from grade schools to complete new universities, hospitals, churches, commercial
offices, light manufacturing plants to mention but a few. In building construction, there is
both the residential and non-residential environment. For the non-residential sector, it
economically accounts for 30 to 40 percent of the construction market. Most of these
structures are financed and built by the private sector of the economy. Design is usually
coordinated by architects working with engineering specialists for the structural, mechanical
and electrical subsystems. Construction is usually done by contractors or construction
managers who can as well subcontract substantial portions of work to specialty firms.

1.2.1.2 Industrial construction

This usually involves some of the largest projects and is highly dominated by some of the
largest engineering and construction firms. Such projects include petroleum refineries,
petrochemical plants i.e. synthetic fuel plants, fossil fuel and nuclear plants, steel mills etc.
Under these projects, both design and construction require the highest levels of engineering
expertise, from not only civil, but also chemical, electrical, mechanical and other necessary
disciplines. It should also be noted that all phases of the project are handled by the same firm
on a negotiated design construct or turnkey contractual agreement between design,
procurement and construction. In the western world, most of this work is privately financed.
The major factors in industrial construction consist of large amounts of highly complex
mechanical, electrical, process piping and instrumentation work.

1.2.1.3 Infrastructural construction

This type of construction includes structures such as dams and tunnels which provide
hydroelectric power, flood control and irrigation; bridges ranging from normal footpaths to
internationally famous landmarks. Other structures include railways, airports, highways, ports
and harbors, pipelines etc. Under this sector, the design and construction phases of heavy
construction are done primarily by the civil engineers. The construction phase requires much
more equipment characterized by fleets of large earthmovers, cranes, trucks working with
massive quantities of basic materials such as rock, earth, steel, timer, concrete etc. These

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projects are mainly publicly financed. The construction is done by competitive open bidding
(Barrie, 1992).

1.2.2 Special purpose projects

These usually include high levels of specialization and technical skills in planning,
construction and design. They are carried out for profit or industrial corporations for example
a power generation industry can build nuclear power plants and hydroelectric power plants
which are specialized industrial constructions. These projects are further classified;
i. Based on scope
This describes the reach and scale of the project; it sets the tone of the success of a
project. It also specifies the details of the work to be carried out in a project.

Projects can be big or small depending on the scope and also vary depending on the
number of people involved and the scale of the impact of its outcomes.

ii. Size
Project size is based on the work effort represented by the estimated effort (not
duration) required to complete the work, and on the budget required (if any) to
complete the project.

iii. Based on complexity

Complexity can be defined along various dimensions relevant to projects. Depending
on the definition of complexity used, different elements become important to how a
project is classified during analysis. Complexity can be defined according to
organizational/technological differentiation and connectivity. Differentiation describes
the number of varied elements i.e. components, specialists and tasks while
connectivity expresses the interdependence of these elements. (M. Safa, 2015)
iv. Based on quality
Project results vary among different types of projects depending on each client’s
requests.

v. Based on productivity
Oriented at the production of a product taking into consideration a certain determined

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 objective and how efficiently the product has been delivered. The efficiency can be
measured by taking the input/output.
vi. Based on completion duration time
This is the period during which a project is anticipated to be completed and is defined
from initiation or conception until evaluation. Project can also be defined into smaller
blocks each having their own time frames.
vii. Based on costs
Projects can be expensive or relatively cheap depending on their overall cost.
1.3 Project Characteristics
There are seven main characteristics of a project that define it and are common among the
many different projects. These are;

Objectives
Every project is started with some objective or goal. Objectives are the key characteristics
of the project where you will see the progress of the project and time to time analysis will
show you the result of how much you have achieved. A project has a single definable
purpose, end-item or result. This is usually specified in terms of cost, schedule and
performance requirements (Heerkins, 2002).

Life span
Every project has a time limit beyond which it cannot proceed. A project is an ad hoc
organization of staff, material, equipment and facilities that is put together to accomplish a
goal. This goal is within a specific time-frame. Once the goal is achieved, the organization
created for it is disbanded or sometimes it is reconstituted to begin work on a new goal
(project). Therefore every project is invariably time bound.
Uniqueness
Each project is unique in itself. No two projects are similar even if the type of organization
is the same. The uniqueness of the project can be measured by considering the many factors
like objectives, features of the project, application of the project. Even in what are often
called “routine” projects such as home construction, the variables such as terrain, access,
zoning laws, labour market, public services and local utilities make each project different. A

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project is a one-time, once-off activity, never to be repeated exactly the same way again.
Team work
Team work is required to get the project completed because the project constitutes different
members having different characteristics and from various disciplines. This is because the
project needs to draw from the skills and the talents of multiple professions and departments
within the firm and sometimes even from other organizations. In order to achieve a common
goal harmony, missionary zeal, team work is necessary.
Life Cycle
According to Heerkins, 2002 , each project has a life cycle with different stages like start,
growth, maturity, and decay. A project has to pass through these different stages to get itself
completed. The tasks, people, organizations, and other resources will change as the project
moves from one phase to the next. The organizational structure and the resource expenditures
build with each succeeding phase; peak; and then decline as the project nears completion.
Risk and uncertainty
The project is generally based on forecasting. So risk and uncertainty are always associated
with projects. There will be a high degree of risk in those projects which are not properly
defined. This is because a project differs from what was previously done, it also involves
unfamiliarity. Often times a project also encompasses new technology and, for the
organization/firm undertaking the project, these bring into play significant elements of
uncertainty and risk.
Funds
Every project needs funds to reach the endpoint. Without adequate funds, no project can be
successfully implemented. Cost estimation is one of the essential factors for any
organization. So, calculating in advance the required funds for the project will be very
impactful on the project progress. 
1.4 Participants in a Construction Project

1. Client

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It is a private or public entity that decides to implement a project on its own cost. A client is a
person or an entity that have construction work carried out for them. However a client holds
various responsibilities on construction projects which slightly differ according to the nature
of the project i.e. either public or private which include the following.

On a public construction project

Public projects refers to a project that is financed by a government and is typically owned,

and may be operated by the government. These can include major infrastructure works such
as roads, bridges, dams, railways hospitals among others.

Client roles on public projects

i Client is responsible to source for funds needed to execute a project. This can be
through sourcing for funds from donors, allocation of tax money towards the project,
partnerships among others.

ii Client is responsible for contracting project consultants to help him in project

designing according to their expertise. These include the architects, structural
engineers, and quantity surveyors.

iii Client is also responsible for providing pre-construction information to the designers
and contractors.

iv He also acquires and fulfill all authoritative measures needed for project to commence
for example building certificates among others.

v Client ensures sufficient time and resources are allowed for all stages of the project.

vi He ensures the contracted contractor complies with the regulations established for
public funding such as minimum wage levels, human rights protection among others.

vii Client is also responsible for handing over the project to the contractor on time as
scheduled by the contract.
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 viii He should ensure the contracted contractor has the capability of executing the project.

ix Client should ensure that contracted contractor has made suitable welfare facilities on
site.

x He is also responsible for making payments for works completed on site.

xi Client should also ensure works done on site are as per the design and desired quality.

xii Client should carry out audits on the project for proper accountability.

xiii Client also states the contractor selection method.

Client roles on private projects

Private projects are those financed, controlled by a private entity or private individual. Client
is responsible for financing all works on a construction project.

a. Client is responsible for contracting project consultants to help him in project

designing. These include the architects, structural engineers, and quantity surveyors.

b. Client is also responsible for providing pre-construction information to the designers

and contractors.

c. He also acquires and fulfills all authoritative measures needed for project to
commence for example building certificates among others.

d. Client ensures sufficient time and resources are allowed for all stages of the project.

e. Client is also responsible for handing over the project to the contractor on time as
scheduled by the contract.

f. He should ensure the contracted contractor has the capability of executing the project.

g. He is also responsible for making payments for works completed on site.

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 h. Client should also ensure works done on site are as per the design and desired quality.

2. Project Consultants

Construction Project consultants are contracted by the client to contribute their technical
expertise to projects. Basically project consultants manage projects on behalf of the client where
they perform different roles such as;

i They determine project parameters.

ii They develop project plans in line with project objectives.

iii They assign project tasks and resources.

iv They also monitor the progress of each project stage and facilitate necessary
interventions.

v They concludes contracts with companies and service providers for the execution of
works project manager monitors and controls the quality of materials and services,
supplied to the project.

vi They monitor and control time and quantity of work performed in a given period of
time.

vii They approve payments from the client to the contractor for works completed on site.

viii They ensure project is executed as decided by the contract following the work
schedules and timelines.

ix They coordinate the relationship between clients and contractors.

x They record and pass on all claims and change orders by the client to the contractor
and vice versa.

Project consultant’s team may include;

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 A. Architects

Responsible for;

a. Designing the project.

b. Advising the client on project requirements, design and viability.

c. Ensuring works done on site are in line with project design details.

d. May contract other consultants i.e quantity surveyors on behalf of the client.

B. Quantity surveyors

i He prepares bills of quantities which aid in the tendering process and this helps in
selection of the appropriate bidder.
ii During construction, the quantity surveyor carries out interim valuation of works done
and offers interim certificates for works done.
iii He carries out cost estimations for the project and works done on site.

iv They act as contract administrators.

v They prepare tender documents.
vi They also act as mediators in times of conflict on a project between a client and a
contractor.
vii They may also lead during procurement of materials on a project.

3. Construction Company/ Contractor

These are contracted by clients and it is an entity that will perform the construction process.

Roles of a contractor on a construction project

Their roles and responsibility maybe slightly different from one project to another and
include the following;

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 i Responsible for project execution or construction to clients’ desire.

ii Ensure proper staffing for execution of works on site that is acquire all labor needed
e.g engineers, foremen, quantity surveyors e.t.c for smooth running of activities on
site.

iii Ensure site health and security.

iv Ensure the project is in compliance with legal and regulatory standards.

v Monitor project in terms of time schedule, safety, and work quality delivered by its
workers / masons.

4. Subcontractors

These are entities or personnel contracted to deliver works of specialty on construction sites

such as; electricity, plumbing, carpentry, interior designing works etc on site.

1.5 Stakeholders in construction project management

Stakeholders are those people who usually have interest or concern for the different project
activities. Stakeholders vary depending on the very many factors within the construction
industry and there are a variety of different stakeholders within this industry (Moore, 2022).

A stakeholder is anyone who has an interest in the process or outcome of the project. There
are two classification of stakeholders, direct stakeholders also known as internal stakeholders;
they are directly associated or involved in the project. They include clients, contractors, sub-
contractors etc. indirect stakeholders, they are those that are not directly associated with the
project for example professional bodies, local government etc.

Below are different stakeholders in the construction industry;

i. The client
The clients are also referred to as the project sponsors since they are the project owners and
they have the highest level of interest and influence on the project. They can impact the
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project either positively or negatively causing the project to be successful or to fail of the
project respectively.

ii. The main contractor

The main contractors have a large stake in the project due to their direct link to the project
therefore they have an extremely high level of interest in the project and relatively high level
of influence over it though not as high as the client. The main contract’s responsibility is to
plan and implement the project and all the project activities involved in completion of a
project. He is also therefore responsible for the success and failure of the project.

iii. Consultants
1. Architect
The architect is an individual or company who prepares the architectural drawings and helps
the client to bring together the team that would give specific services such as structural
engineering, quantity surveyor, builder, mechanical and electrical engineer. Etc as a result
they have less influence on the project than the previously mentioned stake holders.

During construction, the architect carries out periodical site inspections to ensure that in
general, the work is being carried out is compliance with architectural design and
specifications.

Regardless, they remain highly interested in the project as its success is a direct and positive
reflection on their business, with the opposite being said for its failure.

2. Quantity surveyor
A quantity is a person whom the client usually consults in the early stages of construction due
to his expertise in the construction industry. The duties performed by a Quantity Surveyor
includes preparing a cost plan, bills of quantities which aid in the tendering process and this
helps in selection of the appropriate bidder. During construction, the quantity surveyor carries
out interim valuation of certificates; he or she also carries out value variations.
iv. Subcontractor
These are individuals or companies who are hired to perform specific tasks at site for

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particular periods of time as stipulated in the contracts.

They are divided into three;

1. Domestic subcontractor
A domestic sub-contractor is one who is selected and appointed by the main
contractor. He is directly answerable to the main contractor.
2. Nominated sub-contractor
This is one who is identified by the main-contractor but approved the client to carry
out a specialized task.
3. Named sub-contractor
This refers to a sub-contractor for a particular package selected from a list of
acceptable sub-contractors provided by the client.
This stakeholder group have a low level of influence over the project as they are simply hired
to undertake work and if dispute, the main contractor will simply find an alternative service
provider. They are just internal stakeholders as they are directly involved within the project
and its success would be a positive reflection of their work resulting into a high level of
interest.

v. Project manager
The project manager is usually an individual appointed by the architectural firm. He/she acts
as a representative for the architect/client/contractor to oversee the progress of site activities,
documents and report back to the firm. He makes visual inspections of works, makes sure
that work is done in compliance to the working drawings and specifications, gives technical
advice to the contractor and then issues formal and written instructions at every stage of
construction. These are internal stakeholders as they are directly impacted by its activities.
They are positive stakeholders as they have a favourable impact on the project, without them
the project activities would not go ahead.

vi. Government authorities;

These include local councils or state regulators would be both extremely interested and
influential in a construction. They are external stakeholders and are often responsible for
approval or denial of planning permission and permits for construction. They are largely
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influential. Government bodies are likely to be positive stakeholders as they have ability to
grant permission means hence have a favourable impact on the project.

vii. Local residents

These are individuals who reside in that area where the construction project is taking place.
They are indirectly impacted by the project. They are likely to have a high level of interest in
the project but unlikely to have much influence over its decisions. However there are some
cases that show the influence of local residents can be powerful.

viii. Activists and lobby groups

This group takes on different forms and is indirectly impacted by the activities within a
construction project as a result of conflict interest. Such groups are negative stakeholders as
their presence is likely to have detrimental impact on the project.

ix. Labour unions

These are indirect stakeholders who don’t directly get involved with the project and its
activities nor are they interested much in individual projects unless they are given reason to
be. Examples in Uganda include; Amalgamated Transport and General Workers Union.

They can therefore be influential to a project should it not be working in accordance with the
law, and have potential to negatively impact the progression of a project until the workers’
rights are protected.

x. Professional bodies
There are different professional bodies throughout the construction industry such as Royal
Institute of Chartered Surveyors (RICS). These are indirect stakeholders as they do not work
on each individual project however are connected as they provide guidance on how different
construction projects should be undertaken.

Professional bodies usually have low interest in individual projects as they outline how a
project should be managed in accordance with guidelines.

xi. End users

These are in different types and include those who purchase the buildings and those who

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occupy the building for whatever purpose. They are likely to have a large influence on
aspects of the project including planning and design without customer demand. The plans for
the projects are therefore influenced by customer requirements. They are direct and positive
stakeholders as the loss of their presence would result into detrimental impact on the project.

1.6 The Construction Project Development Process

The 5 Phases of Construction Project Management
The construction process refers to the detailed steps required to complete your construction
project. This process can be broken down into six phases as shown below; (Gabrieyel, 2021).

For public projects the construction process includes the following;

1. Feasibility stage;
Carrying out a feasibility study ensures that the project will not waste time, money, and
energy.

The main aspects of a feasibility study accounted for include (SEO, 2022);

1. Technical Feasibility; Assesses if the proposed construction project can be

done and finished without any technical issues. This aspect of feasibility
assesses the size of the project site, key access to the area, land topography,
geotechnical information, flooding risks, existing buildings or structures on the
site, and other environmental factors.
2. Economic Feasibility; This assesses the loss and profit considerations of a
project. On this aspect of the feasibility study, consultants have to carry out a
cost-benefit analysis. A construction project is said to be economically feasible
if its profit can outweigh the overall project costs.
3. Legal Feasibility; Is an aspect of the feasibility study that talks about the
legality of the proposed construction project. Through legal feasibility, it
confirms that a project will be constructed based on the current legal state
requirements and conditions.
4. Social Feasibility; This is a detailed study on how acceptable is the project to
the public and its impact. Social impact analysis is an exercise aimed at

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 identifying and analyzing such impacts in order to understand the scale and
reach of the project's social impacts.

In this stage the benefits and dis-benefits of the project are evaluated by carrying out an
investment appraisal. An investment appraisal is a technique used to determine whether a
project is profit making or not. A SWOT analysis is carried out to evaluate the different
project options available.

SWOT analysis is a significant tool for strategic planning, especially useful in the stage of
identifying strategies, in order to eliminate uncertainty and risks. It shall apply for situational
analysis and project management process. The main factors taken into consideration are the
internal components (strengths and weaknesses), as well as the external components
(opportunities and threats) of a construction project.

The deliverable in this stage is a feasibility study report which helps to inform the client on
what investment to undertake and not to undertake.

2. The Pre-Construction Phase;

When the bidding is completed and the contractor has been chosen to do the work, the next
stage of a construction project begins. Preconstruction involves creating a roadmap to assist
you through the construction process. Preconstruction also includes risk assessment and
contingency planning. Things rarely go as planned during a construction. Therefore, project
managers and stakeholders must be prepared for things to go wrong (Rodriguez, 2022).

Most commonly, the following team members are included; Contract administrator, Project
manager, Superintendent, Site engineer and the Health and safety manager.

During this stage, a project team prepares the construction site before the work begins. The
site must be ready for construction, which might mean dealing with environmental issues,
such as soil testing. When the site examination is complete, all plans and findings will be
reviewed by the authorities. Following are some of the most important activities;

a) Define and allocate resources

b) Create mini-budgets

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 c) Make timelines and deadlines
d) Distribute tasks
e) Map out work and activities through work breakdown structures (WBS),
organization breakdown structures (OBS), and other tools.

The deliverable is the strategic plan showing the budget, design and timeline.

3. The Procurement Phase;

During this phase, the project team orders, purchases, or rents all the materials, tools, and
services necessary to complete the project. This stage of the construction project can be more
or less challenging depending on the scope of the project, the resources availability, and the
start date.

4. The Construction Phase;

This is the project execution phase where all the planning will be followed. Before any
construction begins, the project manager, design, and engineering teams have already put a
lot of effort to make a project successful. This stage mainly stage belongs to the contractor
and subcontractors.

5. The Post-Construction/ Closeout Phase;

The project closure phase is the last step in the long process of designing and completing a
construction project. This stage includes the defects liability period. The defects liability
period (or 'DLP') is a fixed period of time, starting from the date of practical completion,
during which the contractor has an express contractual right to return to the site to rectify
defects (McIntosh, 2018).

For private projects the construction process includes the following;

1) The feasibility stage;

This is carried out with the preparation stage and it is at this stage that the consultants are
involved. This phase is one of the most important aspects of construction project
management. It encompasses all of the steps you must take before a project is approved and
any planning begins.

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Usually, there are three different steps in this stage:

i. Programming and feasibility: The planning team outlines the objectives and goals of
the project through a feasibility study or business case. Decisions made at this stage
include how large the building will be, how much space will be used, and how many
rooms will be needed. Once these decisions are made, a project initiation document
(PID) is created.
ii. Schematic design: At this step, the team produces a sketch showing the space as well
as materials, colours, and textures.
iii. Contract documents: These documents contain the final drawings and specifications.
These documents are used by those placing bids to work on the project.

A well-designed and well-planned project feasibility study should determine:

a) Whether or not the project is viable

b) What site remediation need to be made in order to complete the project
c) If another location would be better suited
2) The Development Phase;
In this stage, the design for the project is made with the help of the consultants for example
the architect, structural engineer and quantity surveyor. The procurement of the contractor is
also done in this stage. Preconstruction also includes risk assessment and contingency
planning. Things rarely go as planned during a construction project and frequently owing to
causes beyond your control. Therefore, project managers and stakeholders must be prepared
for things to go wrong (Rodriguez, 2022).

3) The Construction Phase;

Under this stage, the contract manager helps the contractor to manage the project, time, and
execution. The contractor sources equipment, materials and starts work under the supervision
of a consultant. This is the project execution phase where all the planning will be followed.

4) The Post-Construction/ Closeout Phase;

The project closure phase involves handing over the project to the client and marks the start
of the defects liability period. Once the defects liability period has been completed, the

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project is totally handed over to the client ensuring that all defects have been well addressed.
During the defects liability period, the contractor has the right to return to the site to rectify
defects or complete unfinished work (McIntosh, 2018).

5) Operation;
Once a certificate of completion for any part of the work has been issued, and the client
begins to use it, the client becomes responsible for all running costs (heating, lighting, power,
cleaning etc.) and general maintenance.

1.7 Project Management

According to Heerkins, G. R. (2002), Project management reviews the steps in organizing
and managing projects, from how to build a realistic schedule to how to measure both success
and failure. Project management discusses team building, timing, the planning process,
estimating project costs, managing project interfaces, risk management and more.

Project management is the application of knowledge, skills, tools and techniques to a broad
range of activities in order to meet the requirements of a particular project (Siles, 2018).

Benefits of project management

1. Effective communication. Project management ensures that collaboration with

clients and the team members to get all streamlined through timely
communication.
2. Risk management. Project management helps in planning and tracking project
risks in a good time.
3. Managed process. Project management is a proactive process that helps the right
people to do the right tasks at the right time. It helps break down the project into
more manageable pieces.
4. Reduced costs. Project management reduces project costs by improving
efficiency, mitigating risks and optimizing resources.
5. Quality control. Teams are usually under a lot of pressure to finish a project on
tome and on budget and this can lead to rushed work and shoddy execution.

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 Project management helps to manage deadlines and objectives and ensure that
tasks are well executed by defining quality standards.

1.7.1 Construction Project Management

Construction project management is the process of planning, coordinating, monitoring and
controlling a construction project from its ideation to its completion. It is a relatively young
field, however, its impact has been quite remarkable. It has become an important practice for
improving the efficiency of construction operations around the world.
Construction project management is the process of applying project management principles
in managing construction projects leading to their successful execution.

1.8 Key Elements of Construction Project Management

1.8.1 Construction Planning
Planning is the creative and demanding mental activity of working out what has to be done,
how it should be done, by when, by whom and with what i.e., doing the job in the mind.
Plans represent the results of careful thought, comprehensive discussions, decisions and
actions, and commitments made between people and contractual parties (Neale & Neale,
1989).

Construction planning is the specific process construction managers use to lay out how they
will manage and execute a construction project, from designing the structure to ordering
materials to deploying workers and subcontractors to complete various tasks. A construction
plan lists out each step that it will take to achieve the desired result.

1.8.1.1 Objectives of construction planning

1. Analysis which is determining how the job will be done, in what order and with what
resources; reducing the project or part of the project to a number of manageable
activities.
2. Anticipation which is to foresee potential difficulties, to plan to overcome them and to
anticipate risks so that their effects can be minimized. This is because construction is
a fairly high-risk business and the planning of many activities is done with
uncertainty.

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 3. Scheduling resources to enable optimum use to be made of the available and most
economic resources, for each project.
4. Coordination and control to provide a basis for coordinating the work of the parties
and contractors participating in the project and to provide a basis for predicting and
controlling time and cost.
5. Production of data to enable planning data to be acquired for use in the preparation of
future plans.

1.8.1.2 Five steps to perfect the construction planning process

1. Initiate the project.
Every construction project needs to start with a business case that lays out the feasibility of
the project and what it is going to take to get the job done. Create a Project Initiation
Document (PID) that identifies the project scope, resources, budget and other crucial
information in detail (Gupta, 2022).

2. Create the project plan.

The PID is turned into a more concrete construction plan. A project plan defines the overall
goals and specific objectives you want to accomplish from the construction project. This is
done by setting goals that are S.M.A.R.T. (Specific, Measurable, Attainable, Realistic,
Timely) and C.L.E.A.R. (Collaborative, Limited, Emotional, Appreciable, Refinable) you
will take the specific resources. You have listed in the previous step and use that to form a
broader strategy that will actually help you execute the plan.

3. Execute the plan.

Create a high-level timeline for all project activities including the major milestones and key
deliverables to keep everything on track. Once you have a timeline in place, start mapping
out the details of each project stage. Call a team meeting to go over the project plan and
construction schedule. Allow members to give their expectations and ask where they are
confused.

4. Track your progress.

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It is essential that you accurately track the performance of your construction project team and
ensure they are meeting the parameters you have set. Monitor progress, identify potential
risks and issues and take corrective action as needed to close the project on time and within
the budget. Successful construction mangers typically use Key Performance Indicators (KPIs)
to monitor the performance of the project. Some of the KPIs you can track include project
objectives, project performance and quality.

5. Close out and evaluate the project.

Perform the close out tasks such as verifying the acceptance of final project deliverables,
conducting a post-project assessment and documenting the lessons. The lessons learnt and
data gathered from this project will help inform you how to approach your next project.

1.8.2 Controlling
Project control refers to the activities done to ensure that a project is carried out according to
plan. The key elements of project control are cost and time. Once a project is perfectly
controlled, the following are the benefits that a project will enjoy;

a. Reduced project costs through ability to make timely decisions using KPIs
b. Increased project predictability for cost and completion date
c. Increased visibility into the financial health of the project as it progresses
d. Meaningful reference data for future projects via well-structured projects
e. Increased margins when working in a fixed-price environment
f. Skill development for managing and controlling projects

1.8.3 Motivating
Motivation is one of the methods used to induce workers have their work done effectively for
the best results so as to achieve the common objective. Therefore motivation is necessary for
purposes of better performance by the workers. There are two forms of motivation namely;
intrinsic and extrinsic.

Intrinsic motivation is doing something because it feels good to you and you feel internally
rewarded for doing it. Intrinsic motivation can be broken down into the following;
learning/competence, attitude, achievement and creative motivation. Extrinsic motivation is

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doing an activity so as to attain or to avoid a separate outcome. Extrinsic motivation can be
broken down into the following; incentive, fear, power and social motivation.

1.8.4 Organizing/ Staffing

Project organization in construction defines the human infrastructure and identifies roles and
responsibilities of each position that facilitates the coordination and implementation of
project activities. The purposes of project organization are;

1. Project organization encourages participation by each team member and embraces diverse
talents and skills.
2. Team involvement is laid out in an organizational structure chart that graphically shows
where each person is placed in the project structure, the chart are useful tools for
clarifying who does what and setting expectations for everyone.
3. Project organization provides a clear communication about roles and responsibilities and
reduces potential roadblocks.

1.9 Roles of a Construction Project Manager

The project manager is usually an individual appointed by the architectural firm. He/she acts
as a representative for the architect/client/contractor to oversee the progress of site activities,
documents and report back to the firm. He performs the following responsibilities (Maja,
2017);

1. Activity and resource plan

A project manager carries out activity and resource planning by defining the project’s
scope and determining available resources. Good project managers know how to
realistically set time estimates and evaluate the team’s capabilities. They then create a
clear and concise plan to execute the project and monitor its progress.
2. Organizing and motivating a project team
A good project manager puts his team first, they develop a clear and straightforward
plan that stimulate their teams to reach their full potential.
3. Controlling time management

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 A project manager ensures to meet the deadlines of the project since clients usually
judge a project’s success or failure on whether it has been delivered on time. They
then make sure that those deadlines are consistently communicated to their teams.
4. Cost estimating and developing the budget
A project manager knows how to keep a project within its set budget. He keeps
reviewing the budget and planning to avoid massive budget overruns.
5. Ensuring customer satisfaction
He also ensures a project is only a success if the customer is happy. His role is to
ensure that he can minimize uncertainty, avoid and any unwanted surprises, involve
their clients in the project as much as is reasonably possible. Good project managers
know how to maintain effective communication and keep the company’s clients up to
date.
6. Analyzing and managing project risk
A project manager identifies and evaluates potential risks before the project begins.
They know how to then avoid risks or at least minimize their impact.
7. Monitoring progress
During the initial stages, project managers and their teams have a clear vision and
high hopes of producing the desired result. Incase things don’t go according to plan, a
project manager needs to monitor and analyze both expenditures and team
performance and to always effectively take corrective measures.
8. Managing reports and necessary documentation
A project manager knows how essential final reports and proper documentation are.
They present comprehensive reports documenting that all project requirements were
fulfilled, as well as the projects’ history, including what was done, who was involved,
and what could be better in the future.
9. Technical advice
A project manager gives technical advice to the contractor about certain aspects of the
work, particularly when something has gone wrong, but this advice shall not be
interpreted as an instruction.
10. Makes visual inspection
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 He makes sure work is done in compliance to working drawings and specifications.
11. Work measurements

A project manager takes work measurements and checks samples on site to ensure that
work and the materials being used meet the required specifications and quality standards.

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