Const MGMT Process Systems

Construction Management Process System
THESIS FOR UNDER GRADUATE PROGRAM (Bsc)
TITLE: CONSTRUCTION MANAGEMENT PROCESS

SYSTEM (CMPS)
PREPARED BY:
Adiam Atfraw
Fasika woubishet
Momona Belay
August 4, 2006
Thesis by: Adiam, Fasika & Momona -1- AAU, August 2006
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Thesis by: Adiam, Fasika&, Momona -2- AAU, August 2006

Abstract
This study is conducted to enhance understandings on the relation ships and

improvement of methods for construction management process system on dam
and reservoir construction. The study has develops its research framework through
combining methodological as well as conceptual framework. This is because
conceptual framework developed nations which can be a good improvement for
the developing countries. Therefore, it first asses the understanding and
knowledge of the developed nations around this concept. Then it tries to
investigate the problems and their causes in Ethiopia as well as its good parts
which have to be encouraged.
The study involves clients, consultants and contractors who participate in the
projects.

Acknowledgements
Research work is indeed a very hard and which needs understanding of many
ideas especially for those who are writing their study for Bsc stage like us which is
their first.
Hence, acknowledgements should be forwarded for those who help us to come

across these difficult times in doing this study.
Therefore, we first and above all would like to thank our advisor and also teacher
Dr. Woubishet Jekale Mengesha for his support and encouragement through out
the life time of this study.
Ato TAddese Yemane who works at Sur construction for every advice that he gave
us regarding the context of the study as well as general idea how to write our
study.
To all those who gave their support by answering our questions and give us their
precious time to let us interviewed them.
Further more, but not the least and last, special thanks and love should go to our
families for their encouragement mentally as well as financially, because, the study
as much as its being difficult and time taking it was also an expensive task.
Therefore it was almost impossible to go through this study with out their support.

Summary
The construction industry has developed an image of being the least developed
sector of the economy in our country. On this study we focused on the construction
management process system of the water works projects. The study, therefore, is
expected to address the main problems on this sector, and will try to make
recommendations so as to narrow the gap.
The study starts with the main fundamental problems and challenges facing water
work sectors by applying the better CMPS .The study assesses and examines the
impact of CMPS on the water works project. The study received and analyzed
survey responses from fifteen companies involves in the construction sector
including clients, constructors and consultants.
The study reviews that, the level of CMPS in Ethiopia is not that much satisfactory,
therefore, it strongly recommends a more effective guide to make better CMPS.
In addition, the study tries to benchmark the bottlenecks practiced in the

construction of dams and reservoirs in Ethiopia. Since the nature of such projects
is large and complex, project financing, most of the time is from foreign countries.
The bilateral agreement usually favors the donors. It gives them the right to use
foreign (usually the donor country’s) contractors. They want to get their fund
indirectly back to themselves. Ethiopian contractors can only involve in this
projects as sub contractors.
The other point is that there are very few contractors who are fully equipped and
skilled to take the whole contract by themselves.
Strategic problems in the sector are pinpointed and possible remedy tools are
recommended on how to improve the CMPS.

Conclusively, the study paves the way to us on how to conduct a study in real
world cases of practices after five years of academic stay. It helps us to
understand what the world out of the learning process looks like and prepare
ourselves for every challenges that might face us, and to overcome it and improve
the use of CMPS. It also shows that there are lots of untouched and further refine
tasks construction sectors should accomplish in order to adopt or develop
concepts for their consumptions.

Table of Content
Abstract ---------------------------------------------------------------------------------------I
Acknowledgement --------------------------------------------------------------------------II
Summary --------------------------------------------------------------------------III
Table of content --------------------------------------------------------------------------V
List of Tables and figures -------------------------------------------------------------------VII
Chapter 1
1. Introduction
1.1. Background --------------------------------------------------------------------------1
1.2. The research purpose -------------------------------------------------------------2
1.3. The scope and Limitation -------------------------------------------------------- 2
1.4. Methodology -------------------------------------------------------------------------3
1.5. Thesis Layout -----------------------------------------------------------------------5
Chapter 2
2. Conceptual Frame Work of Literature Review

2.1. Overview ---------------------------------------------------------------------------6
2.2. Process Definition ------------------------------------------------------------------6
2.3. Project Definition -------------------------------------------------------------------6
2.4. Project Life cycle -------------------------------------------------------------------7
2.5. Project Management Process --------------------------------------------------13
2.5.1. Project Management -----------------------------------------------------13
2.5.2. Project Process ------------------------------------------------------------16
2.5.3. Process Management ----------------------------------------------------17
2.5.4. Construction Process -----------------------------------------------------17
2.6. Characteristics ----------------------------------------------------------------------22

2.6.1. Project characteristics ----------------------------------------------------22

2.6.2. Project Process Characteristics ---------------------------------------22
Chapter 3
3. Research Methodology
3.1. Introduction --------------------------------------------------------------------------28
3.2. Methodology -------------------------------------------------------------------------28
Chapter 4
4. Research analysis and discussion ---------------------------------------------------30

4.1. Application of CMPS in Construction Project in Ethiopia -----------------31
4.2. Phases where most problems arises ------------------------------------------33
4.3. Category of Different Phases ----------------------------------------------------35
4.4. Rating of CMPS in Construction projects -------------------------------------42
4.5. Revising and improving along CMPS ------------------------------------------43
4.6. Core and Facilitative process ----------------------------------------------------44
4.7. Effect of CMPS in Construction Projects -------------------------------------46
Chapter 5
5. Conclusion and recommendation ---------------------------------------------47
References ------------------------------------------------------------------------------------49
Appendices
-Questioner Survey ---------------------------------------------------------------------------51

-Interview questions --------------------------------------------------------------------------55
-Thesis Proposal ------------------------------------------------------------------------------56

List of Tables and Figures
List of tables
Table 1 Project Management Process or Project Cycle Phase ---------12
Table 2 Project Process --------------------------------------------------------- 23
Table 3 Response Rate --------------------------------------------------------- 31
List of figures
Figure 1 Representative Construction Project Life Cycle----------------------8
Figure 2 The Project Process as dynamic reduction of uncertainties -------16
through time
Figure 3 Project life cycle ---------------------------------------------------------------9
Figure 4 Sample of project life cycle ------------------------------------------------11
Figure 5 Basic ingredient in project management -------------------------------14
Figure 6 Tendering process ------------------------------------------------------- 19
Figure 7 The project framework, concept and tools -----------------------------21
Figure 8 project Cycle ----------------------------------------------------------------- 23
Figure 9 Project phases, Divergent and convergent with over -------------- 24
Overlapping
Figure 10 The project management process ---------------------------------------25
Figure 11 Modified construction project management process ----------------26
Figure 12 Information verses its influence along project management ------ 35
Phases

Chapter1. INTRODUCTION
1.1. Background
The construction industry is one of the major development contributors in

developing countries. This is mainly because developing countries are
considerably dependent on the growth and development of their physical
infrastructures; because it’s linkage to both their economic and social sectors are
very significant [26]
As a result, they consume unprecedented budgetary resources or foreign fund

towards developing these infrastructures. Among these infrastructures we focused
mainly on dam and reservoir construction. The constructions of these
infrastructures have greater impact on the development of Ethiopia. Because there
is a need:
To distribute sufficient water supply to the society.
To provide energy using hydropower generation.
To create investment opportunities for foreign as well as local
investors.
Even though these constructions meant a big deal for development, their
performances partly depend on the understanding and applications of appropriate
construction management process system.
This research, has therefore aimed at identifying appropriate construction

management process system for dam and reservoir projects as part of the
planning – implementation - monitoring management functions based on the
assessment of impacts in current practices.
As we know construction projects in our country follows different process system
depending on their financiers and these processes if harmonized could minimize
wastages due to different reporting requirements.
Thesis by: Adiam, Fasika&, Momona - 10 - AAU, August 2006

This thesis is intended to assess these processes together with their impacts for
successful performance and aimed at producing a guideline for stakeholders
involved in construction projects. It has therefore been conducted to deal with this
issue using semi-structured questionnaire and interview. The questioner is
prepared to know the different understandings of CMPS among stakeholders
namely contractors, consultants and also clients.
1.2 The Research Purpose
The purpose of this project is to identify problems related to construction projects

management process system specially focused on water works construction. The
starting point in any research is the definition of the research issues or the problem
statement.
1.3 The Scope and Limitations of the research
The scope of this project is to carry out the concept of theoretical review on
construction project management process system. As construction projects are
financed from different sources such as budget, donor financing, and credit from
banks, etc; there process systems also varies. These variations create multiplicity
of management requirements such as planning, administering and monitoring
projects. If these variations can be harmonized which is a recent practice in
developing countries, it can minimize wastages. The thesis, as a result, takes this
context into consideration to develop the CPMS to come up with a researchable
problem, its methodology together with identifying information sources for the
thesis.
The limitation of this project is that, it is conducted using the survey of semi
structure interview only. Because it is difficult to get cases such that desk study

can be incorporated. On the other hand absence of fund restricted the study to
involve other methods.
1.4 Methodology
The method is purely based on semi structured interview emphasising the

following resource areas:
¾ Information gathered from books, doctoral and master’s thesis and web
sites for literature reviews.
¾ By direct conducting a face to face interview with the professionals.
It also uses interview as resources or data to carry out the analysis.
This method is chosen for the following reasons:
¾ To know the application of the construction management process system in

the real world and to compare it with the theoretical management system.
¾ The interview helps to minimize misunderstanding of ideas.
The project uses the research questions to conduct this study. The research
questions contain the following ideas
¾ Does your firm follow all construction management processes properly?

¾ If not, are there any problems which occur in the construction process due to
this?
¾ In which phase of the planning do the problems usually occur?
These questions are used to discuss the CMPS that construction project stake
holders use for their projects and to asses the problems occur.
Finally, researchable problems were identified and find the better CMPS for
construction projects.

Accordingly the following procedures were followed through out the research:
1. Research proposal is developed.
2. Literature is reviewed and variables are identified.
3. Questioners were prepared and distributed.
4. Interviews were done while collecting the questioners.
5. The responses are analysed, discussed and Findings are drawn out

1.5 Thesis Layout
The thesis covered five Chapters. Chapter one provided the background of this
project together with methodology and its scope and limitations.
Chapter two reviewed the theoretical development for the concept related to
Construction Management Process System. It covered what a project is and used
project life cycle versus the project management processes to identify clearly what
the CMPS is applied for.
Chapter three covered the research over view and research methodology.
Chapter four covered the discussion and results part of this thesis. This chapter
followed the questions developed to clearly establish the researchable problem for
the study. It covers the application of CMPS in construction project of Ethiopia,
phases where most problems arises, rating of CMPS in projects, revising and
improving along CMPS, core and facilitative process and effect of CMPS in
projects.
Chapter five provided the conclusion and recommendation that is obtained from
the result of the study.

Chapter 2
2. Conceptual Framework of Literature Review
2.1. Overview
Construction Management Process System (CMPS) is defining the different

phases of the overall construction process from its inception to its completion.
Identifying these phases will help to properly define the scope of works and
services in construction projects and develop the Construction planning
appropriately. That is; the development of Construction Management Process
System is the bases for defining scope of works and services for appropriate
Construction Planning. This Thesis focuses on the General Framework of the
Construction Process which covers the Management level only.
In order to develop CMPS Conceptually, the following four perspectives are

reviewed:
Process Definition
Project Life Cycle
Project Management Process, and
Characteristics of Process.
2.2 Process Definition
A Process is defined as a series of action bringing a result; in general, a process

uses resources to transform inputs in to out puts. [11]
2.3 Project Definition
PM-BOK defines project as a temporary endeavor undertaken to create a unique

product or service. [28] Wubishet referring PMI 1996 & 2000 and Davidson 1987

affirmed that almost all organizations perform works generally involving either
projects or operations. Besides they argued that the definition of a project was born
out of differences between these two undertakings. The IPMA researchers and
.practitioners in the field share this view. How ever, it is not easy to clearly identify
between these two. This is because they may often overlap and they share many
similar characteristics.
Project is the process of working to achieve a goal, during the process project pass
through several distinct phases, called project life cycle. The tasks, people,
organizations, and other resources change as the project moves from one phase
to the next. The organization structure and resource expenditures slowly build with
each succeeding phase and then decline as a project near completion. [13]
A project is undertaken by different but interrelated phases called project life cycle.
2.4. PROJECT LIFE CYCLE
(PM-BOK) [18] describes the project life cycle which serves to define the beginning
and the end of a project. The project life-cycle definition will determine whether the
feasibility study is treated as the first project phase or as a separate, standalone
project. The project life-cycle definitions will also which transitional actions at the
beginning and the end of the project are included and which are not. In this
manner, the project life-cycle definition can be used to link the project to the on
going operations of the performing organization.
Deliverables from the preceding phase are usually approved before work starts on
the next phase. However, a subsequent phase is some times begun prior to
approval of the previous phase deliverables when the risks involved are deemed
acceptable. This practice of overlapping phases is often called fast tracking.
Project life cycle generally defines:
o What technical work should be done in each phase?

o Who should be involved in each phase?
Construction, Adapted from (PMBOK 2000 referring Morris2000) [19] describes a

construction project life cycle as illustrated in next figure. The process is defined as
follows;
o Feasibility - Project formulation, feasibility studies, and strategy design and
approval.
o Planning and design- base design, cost and schedule, contract terms and
conditions, and detailed planning. Major contracts are let at the end of this
phase.
o Construction- manufacturing, delivery, civil works, installation, and testing.
The facility is substantially complete at the end of this phase.
o Turnover and startup – final testing and maintenance. The facility is in full
operation at the end of this phase.
Figure 1: Representative Construction project life cycle, [19]

The Project life cycle has also five main phases, as shown in the Figure
below. For all operations the cycle highlights three common principles:
Programming stage: - it is the stage in the project cycle that produces the strategic
program.
Identification stage: -is a stage where pre-feasibility study will be conducted to

determine whether the major constraints identified in the project during the
programming stage and help to identify needs and interests of the different
stockholders and analyse them to determine what further and detailed study
required for project formulation.
Implementation: - is the process by which the actual work is executed with proper
organization system together with monitoring quality, time and cost of the works.
Evaluation: - The gap between what was intended and what is actually happening and
looking at operational and strategic options to make changes.
Programming
Evaluation Identification
Financing Decisions
Implementation Formulation
Figure 3: Project life cycle. [7]

i. Decision making criteria and procedures are defined at each phase

(including key information requirements and quality assessment criteria);
ii. The phases in the cycle are progressive - each phase should be completed
for the next to be tackled with success; and
iii. New programming and project identification draws on the results of
monitoring and evaluation as part of a structured process of feedback and
institutional learning.
According to (KK Chitkara, 2004) [14] life cycle of a typical construction project
can be broadly divided in to:
a) Formulation stage - this includes

¾ Project idea conception
¾ Feasibility studies
¾ Investment appraisals
¾ Project definition
b) Mobilization stage - this covers preparation of

¾ Project preliminary stage
¾ Design and drawings
¾ Specifications and contract finalization
¾ Resources mobilization and earth marking funds
c) Construction stage - this includes:

¾ Panning and controlling execution
¾ Inducting resources
¾ Construction and commissioning
¾ Final handling over to the client.

Although some participants may separate out in one stage, the other moves on the
next one. The project manager is the key participant in all these stages and act as
a catalyst who motivates the participant for achieving the stage objectives.
Most projects life cycle descriptions share a number of common characteristics:
Y Cost and staffing levels are law at the start, higher towards the end, and
drop rapidly as the project draws to a conclusion.
Y The probability of successfully completing is lowest, and hence risk and
uncertainty are highest, at the start of the project. The probability of
successful completion generally gets progressively higher as the project
continues.
Y The ability of the stakeholders to influence the final characteristics of the
project’s product and the final cost of the project is highest at the start and
gets progressively lower at the project continues. A major contributor to this
phenomenon is that the cost of changes and error connection generally
increases as the project continues.
The above three characteristics of a project life cycle will be illustrated below in
Figure 4.
C
O Intermediate Final phase
Initial
S phase
phase
T
& Series1
S
T
A
R
T
Start Time Finish
Figure 4: Sample Project life cycle. Source [18]

Many project life cycles have similar phase names with similar deliverable
required, few identical. Most have four or five phases, but some have nine or more.
Table 1 will illustrate this idea.
Table 1: Project Management Processes or Project Cycle Phases. [19] & [28]
Items Project Management Processes Authors

1 Identify a need, Develop a proposed Solution, Gido & Clements,
Perform the Project, and Terminate the project 1999 [7]
2 Initiating, Planning, Executing, Controlling, and PMIBoK, 2000 [5]
Closing
3 Feasibility, planning and design, construction, Morris (2000)
Turn over and start up.
4 Feasibility or Conceptual, Definition, Execution Laufer, 1995 [8]
and Close out
5 Conceptualization, Planning, Execution and Meredith & Mantel,
Termination 2000 [4]
6 Early or Front - End Assessment, Implementation Knut Samset, 2001 [6]
7 Concept (Conceive), Planning (Design, Plan and Chapman & Ward,
Allocate), Execute, Termination (Deliver, Review 1997: Eight stages [9]
and Support).
8 Planning, Appraisal and Design; Selection, Goodman, 1984: 11
Approval & Activation; Operation, Control and stages [10]
Hand over; and Evaluation and Refinement.

2.5. Project management process
2.5.1 Project management
In every construction process, project management (PM) is the basic and most
important of all tasks, for the successful completion of the project [26]. PM is also
described as ensemble of activities (such as tasks) concerned with successfully
achieving a set of goals. This includes planning, scheduling and maintaining
progress of the activities that comprise the project. Reduced to its simplest project
management is the discipline of maintaining the risk of failure at as low a value as
necessary over the lifetime of the project. Risk of failure arises primarily from the
presence of uncertainty at all stages of a project. An alternate point of view is that
project management is the discipline of defining and achieving targets while
optimizing the use of resources (time, money, people, space, etc).
The management of construction projects requires knowledge of modern

management as well as 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, 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.
[18] 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, quality and
participation satisfaction.
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. General management

encompasses planning, organizing, staffing, executing, and controlling the

operation of an ongoing enterprise. General management also includes supporting
disciplines such as law, strategic planning, logistics, and human resource.
Gener al Speci al
Management Knowl edge
Domai n
Pr oj ect
Management
Suppor t i ng
Di sci pi l i nes
Figure 5 Basic Ingredients in Project Management [6]
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 new alternatives.
Subsequently, the functions of project management for construction generally
include the following:
1. Specification of project objectives and plans including delineation of scope,

budgeting, scheduling, setting performance requirements, and selecting project
participants.

2. Maximization of efficient resource utilization through procurement of labor,

materials and equipment according to the prescribed schedule and plan.
3. Implementation of various operations through proper coordination and control
of planning, design, estimating, contracting and construction in the entire
process.
4. Development of effective communications and mechanisms for resolving
conflicts among the various participants.

2.5.2 The project process
The project process is, in essence, a process of the progressive reduction of

uncertainty through time, and is one of the fundamental business processes in
many industrial sectors, including construction. This process can be divided into
five first-order business processes and many more second-order ones. [5]
Our concern here is with the management of the project process as a whole. This
idea is presented in Figure 2, showing how the project starts with very high levels
of uncertainty at inception, which are reduced until all the information required for
the project is embodied in the constructed product. This process of uncertainty
reduction is also a process of value adding.

2.5.3 Process Management
Process management as definition Wikipedia, the free encyclopedia 2006[9] is the

ensemble of activities of planning and monitoring the performance of the
application of knowledge, skills, tools, techniques and systems to define, visualize,
measure, control, report and improve processes with the goal to meet customer
requirements profitability.
ISO 9000 [11] mandates the process approach to managing an organization a

process, especially in the sense of business process often confused with
reengineering
2.5.4 The construction process
In any form of construction, there are only two fundamental activities [12]
a) The handling of material and equipment and,

b) By the skill of the work force, the positioning of materials and equipment
(assembly) in other words good management to produce the desired
completed work.
Since planning is the basic process for every construction S.W Nunnally (1998)
[22] suggested that planning is utilizing for many different phases of the
construction process, from master planning through facility construction to facility
operation and maintenance. In the construction phase itself, planning is useful for a
number of purposes before starting a project and after completion of the project as
well as during the actual conduct of construction work.
The major steps in the construction process include bid solicitation, bid
preparation, bid submission, contract award, and contract administration
[22].Before the bidding process can take place, the owner must determine the
requirements for the project and have the necessary plans, specifications, and

other documents prepared. These activities make up the project development

phase of construction.
For major projects, steps in the project development process include:
3 Recognition of the need for the project.

3 Determination of the technical and finance of the project.
3 Preparation of detailed plans, specification and cost specification
and cost estimates for the Project.
3 Approval by regulatory agencies. This involves ascertaining
compliance with zoning regulation, building codes, environmental
and other regulation.
For small projects, many of these steps may be accomplished on a very informal
basis. However, for large or complex projects this process may require years to
complete.
S.W Nunnally, (1998) [22] also stipulates tendering process that has to be followed
before construction on going. (Figure 6)

Should include
adequate pricing Based on
for temporary available
Pre- tender information at
works planning the time
Contract won
1. Pre- appraisal
Site manager’s of information
chance to available.
disagree with Contract 2. Changes in
tendering but planning what has to be
changes made done.
must not 3. Changes in
increase tender. site condition.
On going to contact
completion
Figure 6 Tendering process, source [22]
Construction Management
The term construction management may be confusing since it has several meanings. It
may refer to the contractual arrangement under which a firm supplier construction
management serves to an owner, however, in its more common use; it refers to the act of
managing the construction process, poor construction management practices, on the
other hand, often results in one or more of the following:

project delay which increase labor and equipment cost as well as borrowed
funds
High material costs due to poor purchasing procedures, inefficient handling,
and/or loss.
Increased sub contractor cost and poor contractor relations.
High insurance costs resulting from material and equipment loss or damage or
poor safety record.
Low profit margin or loss on construction volume such poor management
practices, if long continued will inevitably lead to contractor failure.
While the principal objectives of every construction manager should be to complete the
project on time and within budget, he or she has a number of other important
responsibilities, these include safety, worker moral, public and professional relations,
productivity improvement, innovation, and improvement of technology. The following
figure illustrates the way to manage the construction process.

Managing the
Construction
Process
Project Project Project Project Project

Organization Planning Monitoring Control Learning
C - Organizational - CMP - Earned value -Earned Value - System

O
N Structures - PDM analysis Analysis Dynamics
C -PDT s - PERT - Risk -Project Crashing - Project
E Management - Critical chain Reviews
P - Distributed DTs - GERT -Quality Assurance - Project
T -Design structure - Q-GERT -Conflict Termination -Project
S Matrix - SLAM Management Audits
-DMP
- Resource - Project
Loading Closeout
S
Y
S
T - Primavera -Microsoft - Expedition -Vensim
E Project
M - Monte Carlo - Crystal ball - Timberline
E - Pro chain
S
Figure 7: The project framework, concepts and tools. [6]

2.6 Characteristics
2.6.1 Project Characteristics
[26] Projects are understood to be parts of the main business of organizations with
the following identifying characteristics:
• Unique, involving innovative characteristics;
• Temporary, for it has a definite ending – constrained by time, finance & other
borrowed resources;
• A component of a certain business, requiring predetermined goals and
courses of actions; and
• Complex (if applicable), associated with size, variety, handling difficulty,
importance, urgency, changes or a combination of two or more of them. It is
also related to inter related and numerous activities involved, the context in
which their management processes were built in and their decision making
procedures.
Among these characteristics, the first two are most acknowledged in several
project management literatures. For instance, PM-BoK (2000) [18] uses these two
characteristics as the main elements to define a project. However, it is also
acknowledged that the degree of uniqueness varies among different projects.
2.6.2 Project Process Characteristics
Construction projects as it posses its unique characteristics from other projects, its
project cycle exhibited contextual phases. [27] (Woubishet 2004) referring SIB
3010 Compendium ; defined the construction process as all processes which
guides towards or is a presupposition for the planned construction works. This
means that the construction process as a concept covers sub processes having
different characteristics. These sub processes can be grouped under three major

classifications: Core processes, Administrative processes and Public regulatory

processes. These processes are termed Project Processes. (Table 2)
Project Project Project Project

Definition Development Implementation Closing
Figure 8: Project cycle
Core Processes Concept Concept Design of Maintenance

Definition Development buildings, Roads, Period and
etc & Physical Defect
construction works Remedies
Administrative Concept Evaluation Monitoring, Acceptance,
Processes Project Approval Procurement and Hand Over
Budget Allocation Other Processes and
Public Right-of-way (if Tender award Final
Regulatory necessary) and Approval,
Processes and Changes and and
Regulatory Permits Variation User Permit
Table 2: Project Process
Project processes have different characteristics, these are Divergent & convergent,
linear, parallel, overlapping and cyclic. Woubishet (2004) [26] defines these
characteristics as follows
Figure 8 clearly shows the relationship between the three main project processes
and the four phases of the project cycle. All these phases can be diverging and
converging (Figure 9) with overlaps to each others and cyclic with in phase (Figure
10) and integrated within phases.

Figure 9 shows that project management processes adopt a pattern of diverging

and converging processes where overlaps exhibited for transition among the
identified project phases of the project cycle. Each phase starts with the intention
of investigating the range of scenarios and possibilities hence encountered
divergence. At the start of this divergence, objectives are uncertain and
preliminary; problem boundaries are unstable; and preconceived solutions need to
be tested and evaluated. These stages could be understood as the definition and
development of concepts.
Diverging
Converging
Overlaps
Feasibility / Conceptual Definition Execution Closeout
Figure 9 Project phases, diverging and converging with overlaps
These divergence stages reached its optimum limit when either the project team
reached a consensus and decided the collected information and developed
alternatives are sufficient or due to constraints such as time, cost or top
management decisions and pressure for its end. This will then bring in the
converging stage where project teams start to evaluate the project concept defined
and developed during the diverging stage. The converging stage uses both
objective and subjective tools to first reduce the range of possibilities and select

one option, and if necessary further develop the different scenarios for possible
future uncertainty mitigation.
Figure below shows that the Project management process includes two separate
elements. The first includes two processes which were meant for one of the
elements that PM BoK [18] used to define a project. That is, a project is temporary
and hence has a definite beginning and a definite end. The initiating and closing
processes shown in figure 10 were meant for these characteristic of a project.
Initiating Planning
Executing Controlling
Closing
Figure 10: The Project Management Process [23]
The second one is built upon the bases of the three well known traditional
management functions. These are; Planning, Executing and Controlling. At the
same time these processes are made cyclic. This is because each and every
project involves a different degree of uniqueness which requires innovative or
learning practices within them. Besides, predictions could not be certainly
objective. That is, there is a need for progressive corrections which required such a
cyclic nature to the three management functions.
Woubishet, (2004) [26] in his dissertation combined these characteristics and

came up with a modified project management process using a three by two matrix.

The horizontal axis shows the three columns of the matrix based on three major
project Management phases called Project Definition, Project Implementation and
Project Completion Processes. And the vertical axis shows the two rows of the
matrix built upon two major tasks: Core Activities and Facilitating or Supporting
Tasks. He called them Main Processes and Regulatory Processes.
His argument for such a modification is to acknowledge the need for a two way
approach to planning such that planning undertaking during the project definition
phase was called ‘Basic Planning’ and planning carried out throughout the project
life time was termed as ‘Administrative Planning’. In his view plan and
implementation need to be integrated using the ‘Administrative Planning Process
because Uncertainties could not be fully revealed during Project Definition. What
this study called it ‘Early Phase of the Project’.
Project Project-Product
Design Transfer
C
O Project Formulation Project
R & Basic Planning Construction
E
Project Definition Project Implementation Project Completion
S
U
P
P
O
R Administrative Monitoring & Planning
T
Contract Administration
Figure11: Modified Construction Project Management Process [26]

Besides, he included administrative monitoring as a continuous process to gauge

progresses and identify uncertainties and changes which caused re-planning
necessary. Therefore administrative monitoring and planning processes are vital in
dealing with uncertainties revealed during project implementations. Furthermore,
he included contract administration process as vital in the supporting process
because most public construction projects were undertaken with contractual
agreements and relationships and such uncertainties will involve variations and
other requirement implications (cost, time, or scope or a combination of them).
Generally Construction Management Process System is a process which is applied

to any goal oriented construction activities which recognizes the project life cycle
and project management process nature of the systems. The common theme
among project life cycle is the CMPS that divides the project cycle into four
phases, and construction process which covers sub process having different
characteristics and also the sub process are divided under three major
classification as briefly described previously.

Chapter 3
3. Research Methodology
3.1 Introduction
The purpose of the questioner were to know / identify the different understanding
of individuals or firms around water work construction who are local/international
contractors, clients and consultants about the construction management process
system. This questioner strengthens our desktop and archival research by knowing
the idea of the parties towards the construction management process systems in
respect to the real practice. We made the questioner to be semi-interview in order
to understand farther about how they can manage the construction management;
how they categorize the different phases, the phases they usually practice and the
problems that mostly occur while using the CMPS. We think the final result we
obtained from this questioner identified the problems caused due to not
implementing the CMPS properly and it let us obtain the solution for the problems.
Generally, this thesis is the out come of three months study and research which
started on May 18, 2006. In the research we tried to asses and examine based on
two main research questions
weather the construction firms follow construction management process
systems as planned and if not , what are the problems due to this
In which phases of the management processes most problems occur.
3.2 Methodology
We use semi-structured interview method of questioner for our research. Our

population frames were on construction project stock holders such as,
contractors

consultants
regulatory bodies
higher institutions and
Other interested stock holders.
We focused on water work projects especially on dam and reservoir constructions.

And the three parties (client, consultant and contractors / local and international)
who participate on these constructions are all included.
There were 6 focused populations of clients. Since dam and reservoir are very
expensive projects, the clients are government or public sector; but we try to find
different people who participate in different construction being a part of the client.
Our sample of population from the consultant side was 18. They were selected
from both public and private sectors.
Eleven contractors from the public and private contractors were our targeted
population.
Generally, we distributed 35 questioners. The questioners contain a covering letter

and brief description and definition of some concepts to avoid miss understanding
of the ideas. The participants have been asked to respond on questions requesting
for factual data, practice or custom, opinion and view of their own as practitioners
on the construction management process system of Dam and Reservoir
construction. The interview also helps us to know the understanding of the
participants towards different ideas about the construction management process
system. All parties try to describe their practices on the CMPS and give their
personal suggestion how to improve the traditional practice.

CHAPTER 4
4. Research Analysis and Discussion
The study identified that most construction sectors in Ethiopia reveal that CMPS
should be improved. This has been identified from questioner and interview data
distributed and collected from the different stakeholders.
Based on the snow ball method of selecting the different samples, thirty-five
questionnaires were distributed to different sectors which participate in water works
construction, especially dams and reservoirs construction (see the table below).
The number of the questioner distributed is limited because the construction

sectors which participate in dams and reservoirs are few due to large investment
requirements. The questioners are dispatched and collected in different times.
Some of the questioners are returned with in three days and the others take more
than twenty days. Of these, nineteen questioners are returned. Four of them are
not fully answered by the respondents but those answered are considered.
Therefore data from all collected nineteen respondents (54.29%) out of which four
respondents (11.4 %) have given incomplete papers and fifteen (42.85 %) have
answered for all the semi-structured questions. The data therefore are checked,
edited, coded and analyzed.

Respondent Sent out Returned Usable percentage

responses
Clients 6 4 4 66.67%
(public)
Consultants
(public) 5 1 1 20.00%
(Private) 13 7 7 53.84%
Contractors
(public) 3 2 2 66.67%
(private) 8 5 1 12.50%
Total 35 19 15 42.45%
Table 3 Response Rate
4.1 Application of CMPS in Construction Project in Ethiopia
According to the idea we obtained from the literature review CMPS is defined by
different authors. Most of them put the same processes in the CMPS but their way
of describing is different. Even though it is known that implementing all processes
help to finish the project at the desired time, cost and quality, few projects in our
drawn out follow the traditional system.
From the result of data we get, 50% of the consultants responded that they
practice all the construction management processes in their projects. 25% of the
consultants implement all including the supervision of the construction and the
12.5% responded that they include all except project definition. The rest
consultants practice only construction administration, evaluation and supervision
activities.

In cases of contractors, all the contractors except one include project definition in
their construction management process. The exceptional contractor responded
that they use resource organization and procurement instead of project definition.
The respondent suggests that project definition and design are the tasks of the
consultant and client.
On the client side, all the clients use all of the construction management
processes.
100%
90%
80%
Only Constract
70% Adm inistration,
Evaluation&
60% Supervision
50% All +
Supervision
40%
30% Except Project
20% Definition
10%
All
0%
Cl
Co
Co
ie
n
nt
su
tr
s
ac
lta
to
nt
rs
s
CMPS is highly related with the procurement system used for their project. The
stockholders only implement those CMPS processes which are more hierarchal to
them.

4.2 Phases Where Most Problems Arise
Construction projects are not easy; it requires efficient planning, coordination,

monitoring and controlling activities.
The areas where construction problem arise differ from project to project. We try to
asses these areas where most problems occur.
75% consultants agreed that contract administration is one of the major problem
area.12.5% of them responded major problems arise during construction
(implementation). On the other hand, 12.5% of the respondents suggest;
evaluation is also the major concern area.
Like the consultants, the contractors also agreed that problems are observed on
contract administration. 66.67% of them categorize the administrative planning as
problem area. 33.33% of the contractors respond administration, controlling,
construction and completion as most important parts. Only one contractor takes
design as part of the above.
75% of the clients believe that problems arise due to poor tender evaluation
process in selection of consultants and contractors. They generally indicate the
main problems are those related to cost, time, and quality. Then they conclude as
design and construction are the major areas where problems arise.

120
Design &
100 Construction
Tender
80 Evaluation
Admistrative
Planning
60
Evaluation
40 Construction
Contract
20 Administration
0
C
C
C
on
lie
on
nt
su
tr
ac
s
lta
to
nt
rs
s
From this outcome we can see that most stockholders think implementation is the
part where problems occur. But the reality emphasize that project definition has to
be the area where problem can be occur. From Figure 12 we can see that
uncertainty is higher at the project definition and it gradually decreases when goes
to completion. On the other hand information is low at the project definition phase
and increases as the project is to be completed. Therefore, due to these reasons
project definition is the phase where problems occur.

Influence and Information

Uncertainty
Cost
Project Project Project

Definition Implementation Completion
Phase Phase Phase
Figure: 12 Information versus its influence along project management phases,

Source [26]
4.3 Category of different Phases
Different stakeholders consider the phases of CMPS differently, as we can see

from the literature review. This is again noticed from the response of our
questioner as will be illustrated below.
Design
60.1% of the participants suggest design to be considered as one phase and it

should be place in between project definition and implementation phase. But the
other 33.3% place it in project definition. The rest 13.2% of the participants place
design in the implementation phase.

100
90
80
70
60
50
40
30
20
10
0
Pr Im Co
oj le m
e ct m pl
en iti
D ta on
ef tio
in
iti n
on
We can see from the chart that most of the participants pace design in between
project definition and implementation phases. This is a good indication that design
should be considered as a plan in both phases.
Evaluation
53.33% of our respondents believe that every stage should be evaluated, While
20% of the respondents categorize it under implementation and completion.
26.67% place it under implementation only.

60
50
40
30
20
10
0
Im
A
Im
tE
pl
pl
ve
im
im
ry
en
en
Evaluation
St
ta
ta
tio
tio
age
n
n&
C
om
pl
iti
on
These response shows that evaluation has to be made at every stage and most
projects follow Parallel, Linear and Cyclic characteristics of a process.
Tendering
Tendering places in the implementation according to 53.3% of the participants.20%

of the participants place tendering in all phases and said ‘tendering places at
study, design, and construction phases. Some times it is places at re habitation
phase’. The rest 26.6%, which are all clients, prefer to place it before all processes
to carry out the services works by defining the tendering as an advertising process
to procure services or works.

Before all Proceses

At Every Phase
Implimentation
Administration Planning
66.67% of consultants, contractors and clients placed administration planning in

the implementation phase.26.67% of the parties, which are all consultants, believe
that it should be done through out the construction management processes. The
rest 6.67% suggest it should also have to be placed in the project definition in
addition to the implementation.
70
60
50
40
30
20
10
0
Im
A
Pr
tE
oj
pl
ec
ve
im
Administration
tD
ry
en
Planning
Ph
ta
ef
tio
&
as
im
e
pl
m
n.

Any project should take administrative planning at every phase, from start to finish
of the project life. In the reverse 66.67% of our participants use it at implementation
phase only. This indicates that they have to practice using administrative planning
starting from project definition to completion.
Administrative Monitoring
Administrative monitoring is suggested to be at all phases by 60% of the

participants. The other 20% placed it under implementation and completion. The
rest categorize it under implementation but some of these suggest it should also
have to be placed under project definition in addition to implementation.
60
50
40
30
20
10
0
Im
A
Im
tE
Administrative Monitoring
pl
pl
ve
im
.&
co
ry
en
Ph
ta
pl
tio
as
it
n
io
e
n
Using administrative monitoring at every phase indicates that most projects in

Ethiopia follow parallel characteristics of processes.

Construction
60% of the parties categorize construction under implementation. The 40% placed
it under implementation and completion and, most of these are known to be the
contractors.
60
50
40
30
20
10
0
Definition
Implementation
Implementation
Project
& Complition
Construction
Contract Administration
Contract administration was placed in the implementation phase by 46.67% of the

contractors and consulatants.20% of the other contractors and consultants said
that it should be included on both the implementation and completion phases.
Besides these the rest clients, which are 26.67%, suggest to be placed under
project definition and implementation and the rest think to be in the project
definition only.

100
90
80
70
60
50
40
30
20
10
0
Contract
Im
C
Pr
om
oj
pl
Administration
ec
em
pl
tD
iti
en
o
ef
n
ta
in
tio
iti
n
on
Completion
40% of the participants think completion should be included in the completion

phase but others 20% of them don’t consider completion as a phase. These said ‘it
is just a one day work’; it is known that most of these are consultants.13.33%
which are all contractors suggest to place it in both implementation and completion

phase. And the rest, which are clients suggest there is completion at every phase.
45
40
35
Complition
30
25
20
15
10
0
Every Phase
Implimentatin
Complition
None
& Complition
4.4 Rating of CMPS in Projects
Two consultants rate their construction management system of their projects as

‘Very Good ‘and the other 4 as ‘Good' and the rest as ’Fair’. When we come to the
contractors 50% of them rate it as ‘Fair’ and the rest as ‘Bad’.

35
30
25
Bad 20
15
10
0
Very Good
Good
Fair
Bad
4.5 Revising and Improving along CMPS
Although revising CMPS at every stage of the construction process helps to

improve many defects which occur while implementation, the organizations which
revise their management process at every phase are only 26.67%. 33.33% of the
participants tell us they revise it some times but 40% of the participants tell us
frankly that they don’t revise the management process of their work at every work.
40% of the participants don’t try to improve their management but 33.33% try to
improve it well. The rest percentage of the participants said that they sometimes try
to improve the management process system.

Revise Some times

Improve Some Times Do Not Improve
Do Not Revise
4.6 Core and Facilitative Processes
In the literature review some processes are considered as core and some as
facilitative (Chapter 2, Table). The three stock holders categorize the following
processes as ‘Core’ or ‘Facilitative’ processes.
Core Facilitative
Project design Consultants 75% 25%

Contractors 100% 66.67% - 50.0%
clients 25% 75%
Project formulation and basic Consultants 75% 25%
planning Contractors 66.67% 63.89% 33.33% 36.11%
clients 50% 50%
Project construction Consultants 12.5% 87.5%
Contractors 100% -
clients 75% 62.5% 25% 56.25%

Project product transfer Consultants 62.5% 37.5%

Contractors 100% 70.8% - 43.75%
clients 50% 50%
Tendering Consultants 87.2% 12.5%
Contractors 66.67% 84.62% 33.33% 22.92%
clients 100% 0.00%
Administrative monitoring and Consultants 62.5% 37.5%
planning Contractors 66.67% 76.39% 33.33% 35.42%
clients 100% -
Contract administration Consultants 62.5% 37.5%
Contractors 100% -
clients 75% 79.17% 25% 31.25%

4.7 Effect of CMPS on projects
20% of the participants recommended the right construction management process

system enhance the quality of the work. In the other hand, other 20% said that it is
more useful to finish the project with in the right time. The 33% also believe it
enhance both the time and the quality of a project. But the rest 46.67% believe that
the triple constraints, time, cost and quality, can’t be separated so by using the
right construction management process system any project can be more beneficial
than it can be believed.
35
30
25
20
15
10
0
Ti
Q
Ti
A
ll
ua
m
m
e&
e
lit
y
Q
ua
lit
y

Chapter 5
5 Conclusion and Recommendations
1. The result of this thesis study examines the impact of the CMPS on the
water works project and found that the industry is on its infant stage with
respect to the CMPS applications.
2. 40 % of the respondents don’t apply the CMPS.
3. Of those which apply, 26.67% revise their construction management
regularly.
4. Based on this research it is observed that the construction management
processes system is not equally understood by all stakeholders.
5. The misconception is caused due to insufficient knowledge and skill of
individuals who are working in the construction industry.
6. It is known that, the CMPS has not been implemented well.
7. Most of the time, projects which are financed by the government, are given
to public contractors and consultants with out tendering.
8. The public firms are incapable to control the projects management as they
usually have more projects at different sites at a time. As a result of this;
they subcontract it to private contractors. This subcontracting leads to weak
management, wastage of time and are very costly. Above all subcontracting
without proper coordination and monitoring activities will lead to projects
which do not satisfy the standards set during the project definition.
9. Another problem observed in the sector is, lack of efficient information
management system and lack of skilled manpower in the areas of dams and
reservoir construction.
10. Inadequate fund is also the crucial problem which hinders the familiarization
of CMPS.

Therefore, from this study we recommend a more effective way to improve and
solve problems that occur due to lack of implementation and misunderstanding of
the stakeholders towards the CMPS in the construction industries.
These can be improved by:
Developing the awareness of the individuals and raising the management

skill of the professionals who participate in the construction industry.
Introduce proper CMPS for the stakeholders so as to develop multi-view
skills and pave way for future practices.
The stakeholders should develop code of conduct and acceptable practices
for their counterparts with regard to the working relationships.
Project coordination and monitoring activities during subcontracting should
be given at most attention.
Tender evaluation by considering least bidder should be improved.
Training of staff to use CMPS efficiently should also be considered.

Reference:
1. Edward R. Fisk ( 2006), Construction Project Administration
2. E. Sarah Slaughter(1998) Assessment of construction processes and

innovations through simulation, Department of Civil and Environmental
Engineering, Massachusetts Institute of Technology USA
3. Fredrick E Gould – Nancy E. Joyee (2000), Construction Project Management
4. Frederick E. Gould, (2002) Managing the Construction Process
5. Graham M. Winch :( 2001) governing the project process: a conceptual

Framework. Department of Civil and Construction Engineering
6. http://WWW.ssi.net pdf accessed (June 2006), Project management.
7. http://WWW.method.com pdf accessed (June 2006), Project life cycle.
8. http://WWW.maxwideman.com accessed (July2006), Project life cycle.
9. http://en.wikip.edia.org/wiki/, Wikipidia (2006), the free encyclopedia,

project management.
10. ISO (1997): Quality Management guide line to quality in project management,
ISO 9000 series: (July 2006) process definition
11. ISO 9000: (July 2006) Project management.
12 .R Illingworth: construction process.
13. John.M Nicholas (2004); Project definition. Project management for business
and technology.
14. KK Chitkara (2004), Project life cycle.
15. Knut Samset (1998): Project Management in a high uncertainty situation

16. Nathaniel Osgood,(2004) Department of Civil and Environmental Engineering
17. Matthew J. Liberator, Bruce Pollack-Johnson, and Colleen A. Smith:

(2001) Project management in construction: software use and research directions.
18. PMI (2000) A guide to the project management body of knowledge. (PMBOK)

19. PMI (2000) A guide to the project management body of knowledge. Referring
Morris 2000.Poject life cycle.
20. R.M Wideman ”The PMBOK report PMI body of knowledge standard” Project
management journal Vol.17.no.3August 1986.pp.15-24
21. Sakari Riihela: (1996) Conducting projects like music,

Department of civil Engineering, University of OULU
22. S.W Nunnaly (1998), construction process II edition.
23. Tigist T. Teshale (2003): Project process characteristics, report for project
work, Norwegian University of Science and Technology, Norway
24. United State Patent and Trade mark Office, Life Cycle Manual
25. Vladimir Voropajev:( 1998) Change management-A key

Integrative function of PM in transition economies
26. Wubishet J. Mengesha (2004): Performance for public construction projects in

developing countries, Doctorial Thesis at NTNU.
27. Wubishet J. Mengesha (2004): Referring SIB 3010 compendium
28. Wubishet J. Mengesha (2004); Referring PMI 1996& 2006 and Davidson
1987.

Appendices
A. Questionnaire survey
Date 22/06/06
Dear Respondents
The questionnaire, attached with this letter, is designed to study the construction
management process system on dam and/or reservoir construction as part of fulfilling
the requirement for B.Sc. degree in Construction Technology and Management.
The information you provide will help to better understand those aspects and enhance the
construction industry in Ethiopia. Hence, we kindly request you to respond to the questions
frankly and honestly.
Your response will be kept strictly confidential. It will be used for academic purpose
and exclusively for the research only.
Thank you very much for your time and cooperation. We greatly appreciate your
help in furthering this research endeavor and your timely response.
Yours faithfully,
Adviser Dr. Wubishet Jakele
Adiam Atfraw
Fasika Woubshet
Momona Belay
Name of respondent:
Date: Profession:
Name of company/organization:
Title or position of respondent:
Address of respondent:
Type of projects:

1. Which of the following construction management processes are used for your
construction projects? Select all that are applicable.
Project definition Evaluation Design
Tendering Administrative planning Construction
Contract administration Administrative controlling Completion
If other; Please specify
Administrative planning is planning carried out throughout the project life time.
Administrative controlling is evaluation carried out through the project life time.
2. Which of the following process you don’t apply on your construction projects?
Tendering Construction Completion
Administrative planning
Contract administration Administrative controlling If
other; Please specify
3 What is the possible reason for not using the above processes?
4. Which of the activities or phases indicated below are major areas where most problems
arise?
Tendering Administrative planning Construction
Contract administration Administrative controlling Completion

5. In your opinion, where do you place Design?

Project definition Implementation Completion
If other, please specify
6. In your opinion, where do you place Evaluation?
7. In your opinion, where do you place Tendering?
8. In your opinion, where do you place Administrative planning?
9. In your opinion, where do you place Administrative controlling?
10. In your opinion, where do you place Construction?
11. In your opinion, where do you place Contract administration?
12. In your opinion, where do you place Completion?
13. In your opinion; how do you rate the construction process system in your construction
projects?
Very Good Good Fair Natural
Not bad Bad Worst

14. Does your organization revise the management process at every phase?
Yes No Sometime I do not know
15. Does your organization try to improve its management process?

Yes No Sometimes I do not know
16. Which of the following professionals participate in construction processes and
management cycle of construction projects?
Project manager Construction manager
17. In your own opinion, which of the following characteristics of construction process
recognized?
Divergent and convergent Linear Parallel
Overlap Cyclic
18. What do you think these processes are, core or facilitative?
Core means main process.
Facilitative means regulatory process.
Core Facilitative
Project design
Project formulation and basic planning
Project construction
Project product transfer
Tendering
Administrative monitoring and planning
Contract administration
19. Which of the following triple constraints can be more enhanced by using the right
construction management process system (CMPS)?
Time Cost Quality
Thank you again for your cooperation!
Please check all the questions are answered.

B. Interview Questions
1. Have your firm had ever taken dam or reservoir projects fully?
2. What is the problem for not taking the whole project by local contactors?
3. What is the reason for not implementing construction management process
effectively?
4. In the water works construction how is the acceptance for local contractors
by the clients
5. Did the clients give special chance for local contractors?
6. In what way do you try to improve the CMPS?

C. Thesis Proposal
i.Research Title
Construction management process system
Thesis Background
Most construction projects follow similar process systems. However, these

processes can be enhanced if their impact is assessed and appropriate
Construction process management system is devised. This thesis is
intended to assess these processes together with their impacts for
Successful Performance and aimed at producing a guideline for
stakeholders involved in Construction Projects. The thesis work will be
further focused depending on cases made available among the Building,
Road or Water Works sectors.
Thesis Goal:
The main goal of this thesis proposal is to prepare a guideline on how to

plan implement and monitor Construction projects called Construction
Process Management System. This guideline can be useful for construction
projects stakeholders such as
Contractors Higher Institutions

Consultants Other interested
Regulatory Bodies stakeholders
Context

As Construction projects are financed from different sources such as

Budget, Donor financing, and Credit from Banks, etc; their process systems
also varies. These variations create multiplicity of management
requirements such planning, administering and monitoring projects. If this
variation can be harmonized which is a recent practice in developing
countries, it can minimize wastes due to different requirements. This thesis
is conducted with this context into consideration to develop the CPMS.
Concept
The title CPMS has basically two major conceptual keywords; namely
Process and Construction Projects. This thesis therefore will review
concepts related to these two key words. So far, the following concepts are
found related and appropriate for review:
¾ Process: Definitions and Characteristics
¾ Project Management Cycle
¾ Project Management Processes
¾ Construction Projects Processes
Method
-Desk Study and Survey

-Quantitative and Qualitative (Mixed)
-Research Instrument;
-Semi Structured Interview
-Archival Records
Thesis Objective
The main objective of this thesis is to reduce non-value adding and wasteful
processes, which occurs due to inefficient construction planning,
implementation, administration and monitoring.
Process
Thesis by: Adiam, Fasika & Momona -5 - AAU, August 206

Topic Æ Proposal Æ Theoretical Review Æ Context

Development Æ Research Instrument Æ Sample
Identification Æ Data Collection Æ Analysis Æ Theses
Writing
Problem Statement
The Problem Statement is Identification of CPMS for their successful

completions. The following research questions are considered in this thesis:
¾ What are the management processes for Construction Projects?
¾ How do we optimize processes to reduce waste and consequential
impacts?
Action Plan
ACTIVITY
ITEM DURATION COMPLETION
DESCRIPTI
NO IN WEEKS DATES
ON
1 Topic - May 18, 2006
May 29, 2006
Proposal May 20,
2006
Guidance May 23,
2 Student 2 weeks 2006
Pres May 27,
Approval 2006
Submittal May 29,
2006
Theoretical
May 23,
Review
2006
June 6,
Guidance
3 2 weeks 2006
Student
June 13,
Pres
2006
Go
June 13, 2006
Ahead
4 Presentation June 13, 2006
Contextual May 30,
Developmen 2006
5 t 2 weeks June 6,
2006
Guidance June 10,

Student 2006
Presentation June 13, 2006
Go
Ahead
Research
Instrument
and Sample
Identification June 13, 2006
June 13,
6 5 weeks
Guidance 2006
Student July 4, 2006
Presentation July 18, 2006
Go
ahead
Data
July 4,
Collection &
2006
Analysis
July 18,
2 weeks & 2006
7 Guidance
4days July 18,
Student
2006
Presentation
July
Go
22,2006
Ahead
Presentation July
8 -
25,2006
Theses
9 2 weeks
Writing
August
10 Presentation -
4,2006
Financial Resource Requirements
ITEM ACTIVITY DESCRIPTION AMOUNT

NO IN BIRR
1 Transportation Cost /Site Visits/ 800.00
3 Secretarial Works 100.00
4 Photo Copies and Prints 300.00
5 Compilation of Documents 100.00
TOTAL ESTIMATED COST 1300.00
Other Financial Support
NONE



Construction Management Process System.
Thesis by, Adiam, Fasi.ka & Momona VIII AAU, August, 2006.

Const MGMT Process Systems

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Construction Management Process System

THESIS FOR UNDER GRADUATE PROGRAM (Bsc)

TITLE: CONSTRUCTION MANAGEMENT PROCESS

APPROVED BY BOARD OF EXAMINERS

EXTERNAL EXAMINER: __________________

INTERNAL EXAMINER: ___________________

Thesis by: Adiam, Fasika&, Momona -2- AAU, August 2006

This study is conducted to enhance understandings on the relation ships and

Thesis by: Adiam, Fasika&, Momona -3- AAU, August 2006

Hence, acknowledgements should be forwarded for those who help us to come

Thesis by: Adiam, Fasika&, Momona -4- AAU, August 2006

In addition, the study tries to benchmark the bottlenecks practiced in the

Thesis by: Adiam, Fasika&, Momona -5- AAU, August 2006

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2. Conceptual Frame Work of Literature Review

Thesis by: Adiam, Fasika&, Momona -7- AAU, August 2006

2.6.1. Project characteristics ----------------------------------------------------22

4. Research analysis and discussion ---------------------------------------------------30

5. Conclusion and recommendation ---------------------------------------------47

-Questioner Survey ---------------------------------------------------------------------------51

Thesis by: Adiam, Fasika&, Momona -8- AAU, August 2006

List of Tables and Figures

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The construction industry is one of the major development contributors in

As a result, they consume unprecedented budgetary resources or foreign fund

This research, has therefore aimed at identifying appropriate construction

Thesis by: Adiam, Fasika&, Momona - 10 - AAU, August 2006

1.2 The Research Purpose

The purpose of this project is to identify problems related to construction projects

1.3 The Scope and Limitations of the research

Thesis by: Adiam, Fasika&, Momona - 11 - AAU, August 2006

The method is purely based on semi structured interview emphasising the

This method is chosen for the following reasons:

¾ To know the application of the construction management process system in

¾ Does your firm follow all construction management processes properly?

Thesis by: Adiam, Fasika&, Momona - 12 - AAU, August 2006

Thesis by: Adiam, Fasika&, Momona - 13 - AAU, August 2006

1.5 Thesis Layout

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2. Conceptual Framework of Literature Review

Construction Management Process System (CMPS) is defining the different

In order to develop CMPS Conceptually, the following four perspectives are

2.2 Process Definition

A Process is defined as a series of action bringing a result; in general, a process

2.3 Project Definition

PM-BOK defines project as a temporary endeavor undertaken to create a unique

Thesis by: Adiam, Fasika&, Momona - 15 - AAU, August 2006

2.4. PROJECT LIFE CYCLE

o What technical work should be done in each phase?

Thesis by: Adiam, Fasika&, Momona - 16 - AAU, August 2006

o Who should be involved in each phase?

Construction, Adapted from (PMBOK 2000 referring Morris2000) [19] describes a

Figure 1: Representative Construction project life cycle, [19]

Thesis by: Adiam, Fasika&, Momona - 17 - AAU, August 2006

Identification stage: -is a stage where pre-feasibility study will be conducted to

Figure 3: Project life cycle. [7]

Thesis by: Adiam, Fasika&, Momona - 18 - AAU, August 2006

i. Decision making criteria and procedures are defined at each phase

a) Formulation stage - this includes

b) Mobilization stage - this covers preparation of

c) Construction stage - this includes:

Thesis by: Adiam, Fasika&, Momona - 19 - AAU, August 2006