CENG 101-Project Construction and Management

Procurement - Civil Works

LECTURE 1
 Infrastructure Projects – “Civil Works” or “Works”
o Civil engineering is the oldest branch of
(R.A 9184, Sec. 5 u)
engineering which is growing right from the stone
 Include the following:
age of civilization.
• Construction
The Functions of the Engineer • Improvement
• Rehabilitation
• Since prehistoric times, mankind has benefited • Demolition
from the various tools, equipment, and projects • repair
developed by engineers. • restoration or
• Stone Age Shelters • maintenance
 water supply,
• Irrigation systems to promote crop growth  roads & bridges, sanitation,
• Pyramid of Egypt (3000-600 BC)  railways,  sewerage and solid
 Built by the ancient Egyptians  airports, waste management
 Symbol of their power in their time  seaports, systems,
period and their strong religious beliefs.  communication  shore protection,
 Pyramid texts found inside facilities,  energy/power &
of pyramids are made specifically for  civil works components electrification facilities,
religious purposes concerning the of information  national buildings,
journey the pharaohs took in the technology projects,  school buildings,
afterlife.  irrigation, hospital buildings, and
 flood control and  other related
o Projects are becoming progressively larger. drainage, construction projects
o more complex in terms of physical size and cost. of the government.
o In the modern world, the execution of a project
requires the management of scarce resources. Construction Management
o Scarce Resources: 5Ms “It is an arrangement whereby the tasks of Planning,
 Materials Designing and Constructing may be integrated by a
 Manpower project team comprising the owner, the designer and
 Money the construction management contractor, working
 Machines together from the beginning of design to project
 Methods completion, with the common objective of best
o 5Ms must be managed throughout the life of the serving the owner’s interest.”
project – from conception to completion.
 Construction Managers must be both…
What is a project? …business and technically oriented
• A project is an endeavor that is undertaken to Responsibilities of Parties
produce the results that are expected from the
requesting party. • Owner is responsible for setting the operational
criteria the completed project.
• A project consists of three components:
• Designer is responsible for producing design
SCOPE --- BUDGET --- SCHEDULE
alternatives, computations, drawings, and
specifications that meet the needs of the owner.
Components of Project Management
 SCOPE – works to be accomplished • Construction management contractor is
 BUDGET – refers to cost responsible for the performance of all work in
 SCHEDULE - Logical sequencing and timing of accordance with the contract documents that
the work performed have been prepared by the designer.
Overall Objectives in Construction Project
 Quality is an Integral Part of Scope, Budget and Management
Schedule
• To complete the project properly (quality) on
schedule (time) and within budget (cost).
• To maintain tight control over every phase of
work.
• To achieve higher levels of project productivity.
• To establish reputations for quality work and time
performance.
• To establish reputations as a results-oriented
professional individual or company.
CPM
“Managers had better assume that the skills,
knowledge, and tools they will have to master and
apply fifteen years hence are going to be different and
new. Only they themselves can take responsibility for
the necessary learning and relearning, and for
directing themselves.” - Peter F. Drucker
A. A management system is an orderly arrangement
of functions through which managers get things done
B. Functions
• Planning - Working out a course of action
• Organizing - Putting together interdependent
parts
• Staffing - Locating, placing, training, promoting
personnel
• Controlling - Checking for deviations, corrective
action
• Directing - Giving orders and instructions
LECTURE 2
Project Management techniques are important
tools in planning, implementing and controlling
physical structures and infrastructure as they
denote tracking of constructing activities,
preparing and properly allocating resources,
clearly defining the roles of project participants,
ensuring transparent and efficient operations,
engineering economy, cost effectiveness, and
safe work environment.
Project Development Cycle
 PRE-INVESTMENT PHASE
Consulting Services
o Project Identification / Initiation
o Project Preparation
o Project Appraisal & Financing
 INVESTMENT PHASE
o Engineering / Detailed Design
o Project Implementation
 POST NVESTMENT PHASE
o Operation & Maintenance
o Post Project Evaluation
1. Project Identification or Initiation
• Projects are identified or initiated in numerous
ways.
• It may take off from the “felt need” or personal
desire of a private project owner;
• a request from concerned groups and
individuals;
• an identified deficiency by government and
funding institutions; or as part of a
development program of government.
• The initiation process dictates the nature and
scope of a project. However, it is of primary
importance to understand clearly the business
environment including the socio-economic
condition of an area covered by the project.
Basic purpose of preparation:
• to identify the resources needed;
• estimated costs;
• plan time schedules, define work needed; and
• Identify potential risks during the project
execution.
2. Project Preparation
Project preparation is comprised basically of
the following:
• determining the scope of work and coverage;
• identifying deliverables or outputs;
• visualizing the project team composition;
• estimating the resource requirements for the
various activities;
• forecasting project costs;
• preparing projected cash flow;
• estimating time vis-à-vis logical sequence of
activities;
• formulating budget;
• planning risks; and
• defining quality standards.
 Usually, pre-feasibility studies are formulated
at the preparation stage. There are times
when Industry Studies are also undertaken.
 For simple projects, a Project Profile is
sufficient.
3. Appraisal and Financing
• If the project requires external financing
sources, the process of application, appraisal
or evaluation, negotiations, and financing is
inevitable.
• The project owner then must be meticulous
and patient in complying with the
requirements as the lending institution (e.g. a
bank) conducts appropriate due diligence in
assessing the project and its principals prior to
approval of financing.
• For huge and complex projects,
appraisals are conducted.
4. Engineering and Detailed Design
 Investment Phase commences with the
preparation of Engineering and Detailed
Designs.
Plans and designs are developed after
considering various factors like:
• owner’s preference,
• local conditions; and
• amount of investment to be allotted.
Depending on the type of project, many aspects
are considered in the development of the plans
and designs. Among them are:
 land use
 Zoning
 development plan
 architectural works
 civil works
 structural
 sanitary
 electrical
 mechanical
 environmental and
 cultural considerations.
5. Implementation/Construction
• Capital outlay is poured in during
implementation or construction of an
envisioned project.
6. Operation and Maintenance
• When the constructed structures are
completed and turned over to the project
owner, they are then operated and
maintained.
• Allied to these activities are repairs,
rehabilitation, redevelopment and expansion.
7. Post-Project Evaluation
• When the project is completed and in
operation, a post-project evaluation is
undertaken.
pre- • The objective is to compare plans and
targets with the actual completed structure. If
necessary, improvements are made.
LECTURE 3
Management functions
 Planning/organization
o Plan time, cost and activities sufficient to
estimate the work needed and to
effectively manage risks.
o Set project organization
o Define and explain the scope of work of
each group/individual.
o Assign responsibility areas
o Determine resources (materials, eqpt.)
needed.
o Establish milestone targets/deliverables
(activities, time, costs).
o Set levels of performance.
o Disseminate expected outputs
 o Formulate project management
tools/techniques.
 Direction/supervision
o Direct periodic project activities.
o Ensure logbooks are accomplished
periodically.
o Ensure that weekly progress reports are
prepared and submitted by all concerned.
o Ensure schedules and performance levels
(quantity and quality) are met.
o List construction deficiencies and blunders
and indicate in the logbook. List also the
recommended remedial actions.
 Control
o Conduct weekly coordination meetings
o Administer one-on-one meetings, as
appropriate.
o As necessary, engage in consultation
meetings
o Follow-up field notes/instructions and the
like as indicated in the logbook and ensure
compliance to agree solutions.
o As appropriate, ensure letters to
construction personnel and/ or sub-
contractors if deficiency are noted.
o Check quality of material and work.
oPrepare Equipment Repairs &
Maintenance
o Prepare Consumption Report on Fuels &
Lubricants.
o Formulate other reports that might be
needed.
 Coordination
o Coordinate effectively with all project
participants for smooth project execution.
 Review
o Compare completed structures to plans
and programs. Check deviation, if any.
RESOURCES Management
• Resources Management chiefly concerns
the administration of physical resources from
origin to final consumption.
• It encompasses materials management,
purchasing, physical distribution and
installation.
• Resources are quantified, sourced, and
scheduled.

 Monitoring & evaluation

o Observe and monitor progress of work
and disbursements
o Evaluate the work, accomplished in the
progress.
o Accomplish the punch list form if
necessary.
o Identify potential deficiencies in a timely
manner and corrective action can be
taken, when necessary.
o Subsequently check compliance to
corrective/remedial measures set.
o Project performance is observed and
measured regularly to identify variances.

 Reporting
o Review progress reports submitted by
project participants.
o Prepare weekly physical and financial
accomplishment reports
o Prepare weather reports.
o Prepare monthly employment report.
 A-ctive D-edicated

E-nthusiastic R-esourceful

2. strong leadership skills;

3. excellent human relations skills;

4. adequate experience managing similar projects

over time;

5. working knowledge of Project Management

techniques and procedures;

6. exercises a distinct sense of fairness;

7. has the ability to compromise or negotiate non-

offensively;

8. knows how to handle or arbitrate personnel

concerns among project participants

9. maintains a good project-oriented outlook.

LECTURE 5 10. possesses a strong confidence in handling

and managing projects
MANAGEMENT SKILLS
11. possesses the ability to concentrate both in
Technical Skill
project details, as well as the overall picture of the
• Technical Skill pertains to the competence in projects;
using the engineering tools, procedures,
12. knows how to delegate certain responsibilities
quantitative techniques and construction
at certain points of project implementation;
methodologies.
13. able to develop effective feedback
Human Skill
mechanisms
• Human Skill refers to the ability to work with
14. must be well-informed on most project
people; to understand and motivate them as
activities;
individuals or groups.
15. willing to face risks, make decisions, and take
• The approaches involved are team-building,
responsibility for decision made.
coordination meetings, pep talks, company
events, group parties, Facebook networking, 16. an effective communicator
mobile phone texting; messenger; zoom and
17.dependable; loyal and honest
etc.
18. unafraid of healthy confrontations with project
Conceptual Skill
participants; and
• Conceptual Skill is the mental ability to
19. must be healthy to perform the assigned
coordinate and integrate all project activities.
duties and handle the challenges of the position.
This is acquired through proper academic
preparation and vast experience.

TASKS OF THE PROJECT MANAGEMENT

TEAM
QUALITIES OF EFFECTIVE PROJECT
MANAGERS AND ENGINEERS There are 21 identified major tasks of the Project
Management team. These are enumerated below:
1. A LEADER must be:
1) Plan and schedule project activities.
L-earned E-nergetic
 This entails:
a. the development of detailed
Implementation Plan;
b. setting of targets; and
c. development of Bar Chart or Gantt
Chart and PERT-CPM with S-curve.
2) Design organizational structure, prepare
functional and position chart, and
administer human resource development
program.
Outputs of these tasks include:
a) organizational structure; and
b) functional chart
c) position chart
d) formulation and conduct of training
programs.
3) Develop a budget and undertake financial
management. The task involves:
a) preparing budgets;
b) arranging the timely provisions of funds;
c) controlling costs;
d) maintaining effective bookkeeping and
accounting systems;
e) establishing financial accountability.
4) Recruit, assign, and supervise project
staff.
These tasks mean:
a. Recruiting the personnel necessary to
staff the project organization;
b. Assigning qualified persons in the jobs
that suit them.
5) Prepare lists of materials, equipment, vehicles
and other items to be procured and/or leased
and study the procurement methods to
applied.
6) Prepare tender documents and issue tender
invitations. (canvassing). Where applicable,
prepare Purchase Orders
7) Evaluate bids, negotiate contracts and award
contracts.
8) Inspect goods delivered.
9) Implement, direct, supervise, monitor, and
control project activities.
This task involves:
 Managing the various project activities;
 Implementing cost, schedule, and
technical performance; ang
 Executing control mechanism and
reporting procedures
10) Prepare periodic project status or
progress reports. Parts of this are the:
a. formulation of needed Forms; and
b. duty accomplishing the relevant Forms.
11) Execute sound quality control practices.
Quality standards must be established.
12) Maintain project records and files.
13) Coordinate project activities and project
participants.
The task entails:
a. ensuring a smooth working group by
integrating and aligning the work of all project
participants, including suppliers, specialty
contractors, and construction workers; and
b. synchronizing project activities and
coordinating occasionally with head office
staff.
14) Manage conflicts.
This task involves:
a. identifying, analyzing, and resolving conflicts
among the project participants; and
b. as necessary, handles mediation, litigation and
arbitration.
15) Identify potential project risks, record
them, regularly review and manage them.
16) Conduct post-construction review.
Be reminded of two things:
a. prepare a “punch list”; and
b. discuss comprehensively with project owners
the results of construction and project
components requiring operation and
maintenance.

17) Formulate appropriate project safety

measures and implement the same.

18) Turn-over the project and secure a

“Certificate of Project Acceptance.”

The management team needs to:

a. Prepare a procedure for project turnover; and

b. Develop a “Certificate of Project Acceptance”

form.

19) Undertake research work, if warranted.

20) Check project after a year or during the

warranty period. Rectify or repair any defect as
appropriate and compliant with the terms of loans.

21) Perform other related functions as may be

assigned by the higher authorities or the project
owner.