Republic of the Philippines

Northwest Samar State University

College of Engineering and Architecture

Bachelor of Science in Architecture

AR 523 – CONSTRUCTION MANAGEMENT

WRITTEN REPORT
(SYSTEM MANAGEMENT MATRIX AND S-CURVE)

Submitted by:

KYLA MARIE M. CAJEME

Reporter, BS Architecture - 5

Submitted to:

AR. VANESSA R. AYLLON, UAP

Instructor
 The System Management Matrix and S-Curve are both tools used in project management and
organizational analysis to understand and visualize different aspects of project progress and
performance.

SYSTEM MANAGEMENT MATRIX

This matrix is a tool used to assess and manage various elements within a system, typically
applied in the context of organizational management or project management. The matrix often
consists of rows and columns where rows represent different components or aspects of the system,
and columns represent different stages or levels of management. By filling in the matrix with relevant
information, such as the current status, goals, resources, risks, and strategies for each component at
each stage, managers can gain a comprehensive understanding of the system's functioning and
progress.

TYPES:

A. Risk Assessment Matrix: This is used to assess and manage risks within a system. It typically
categorizes risks based on their likelihood and impact, allowing
organizations to prioritize and allocate resources for risk mitigation
activities.
Qualitative risk analysis is done on all risks and for all projects. It measures both the possibility
of a specific risk event happening during the project life cycle and the impact it will have on the overall
schedule if it happens.
In general, qualitative risk analysis is more subjective. The benefit is that it allows you to
estimate the probability and prioritize risk in an easily digestible way to present it to stakeholders.
Another benefit is that it can be used to manage risk at any stage of the project.
PROCESS:

Step 1: Recognize hazards. Think about all potential risks that could have a negative impact
on your construction project.
Risk Identification: What risks does your construction project pose?
In a nutshell, the risk management process is a sequence of steps that identify the risks for
the successful completion of a project. Construction projects can pose many internal and external
risks that may include:

 Financial risks: Fluctuating material costs, incorrect estimation, payment delays, or

financial inexperience of the contractor are just some of the financial risks in a project.

 Environmental risks: These include severe weather conditions, natural disasters such as
earthquakes, pollution, and seasonal implications.
 Technical risks: These include incomplete design, inadequate site investigation,
unavailability of materials, design errors, or changes in project scope or requirements.

Step 2: Evaluate the severity of the risk. Describe the possible damage or impact of risks,
then grade them on a scale:
1=none or slight
2=Minimal
 3=Significant
4=Major
5=Catastrophic

Step 3: Evaluate the likelihood of the risk. Assess the probability of certain risks occurring
during your project lifecycle and grade them on the following scale:
1=Rare
2=Unlikely
3=Possible
4=Probable
5= Almost Certain

Step 4: Prioritize the risks. Compare varying levels of risk and create internal rules,
procedures, or policies to prevent or deal with the risks. High impact, high probability risks
should be managed first, while low-impact, low probability risks are less urgent.

Step 5: Identify Risk Ownership. This would be the person or a team that ensures that the risk
will be managed properly.
The risk owner will oversee any steps to manage each identified risk. In the construction
industry, both the project owner and the contractor make efforts to control risk. It’s important to assign
a risk owner because this helps ensure that a risk response plan is developed, maintained, and
quickly acted upon.
Risk Ownership: Who is responsible for managing each risk?

Step 6: Identify Risk Response. This would be the person or a team that ensures that the risk
will be managed properly.
Risk Response Planning: How should people act if a risk occurs?
  Risk avoidance: Even though the project team can never eliminate all risk events, some
specific risks may be avoided. For example, you may reduce scope to avoid high-risk
activities, increasing resources or time, or avoiding an unknown subcontractor.
 Risk transfer: Shift the consequence of a risk to a third party. Transferring the risk does not
eliminate the risk itself. Risk transfer nearly always involves payment of a risk premium to the
party taking on the risk, for example, insurance, performance bonds, warranties, and
guarantees.
 Mitigation: Reduce the probability or consequences of an adverse risk event to a satisfactory
threshold. Taking early action is more effective than trying to repair the consequences. A risk
mitigation strategy could include using fewer complex processes, conducting more seismic or
engineering tests, or choosing a more stable supplier.
 Risk acceptance: Your project team may decide not to change the project plan and deal with a
risk or is unable to identify any other suitable response strategy. In this case, a contingency
plan is required in case a risk occurs.

Step 5: Identify Risk Ownership. This would be the person or a team that ensures that the risk
will be managed properly.
Risk Monitoring: How will you monitor risks throughout your project?

 Looking for identified and new risks.

 Taking quick corrective action when a risk materializes.
 Planning preventive actions when you identify a trend of a new risk.
 Measuring the effectiveness of risk responses.

APPROACHES:

 Continuously reassess project risks: As the project progresses, you find out that some of the
risks are not relevant, or the probability or priorities of few risks can change, and new risks are
identified. This reassessment is usually done regularly as a team exercise while keeping
stakeholders in the loop, and the results are added to the risk register.
 Outside audit for risks: A team outside of the project team should examine how effectively
risks have been managed, including the way root causes are analyzed, and corrective or
preventive actions are taken.
 Analyze risk trends: By looking at project performance over a period of time, you can study the
trends of costs, project schedules, and scope changes, and then try to forecast if there is a
risk of any derailment in the near future. If the trend shows that any of the risks can
materialize, then plan and put in place the preventive actions.
 Reserve budget: Use this reserve only when certain risks materialize and you need to deal
with them. As the project progresses, a project manager needs to keep an eye on the cost
reserves and schedule buffers, if needed.
B. Quality Management Matrix: This helps organizations ensure that quality standards are met
throughout the system's lifecycle. It outlines the quality assurance
tests made and persons involved as well as what actions to take to
ensure quality of the project.

QUALITY PERSON QUALITY CONTROL

OBJECTIVES INCHARGE ASSURANCE MEASURES
ACTIVITIES

Structural Integrity Engineer Ensure material Corrective Action

testing

Safety Standards Safety Officer Regular inspection Preventive Action

Aesthetic Appeal Project Hire skilled Corrective Action

Manager workers

Sustainability Project Review of design Corrective Action

Manager documents

1. Quality Objectives: Define the overall quality goals for the project. This could include aspects
such as structural integrity, safety standards, aesthetic appeal, sustainability, etc.
2. Key Quality Parameters: Identify specific quality parameters or criteria that need to be met for
each objective. For example:

 Structural Integrity: Strength of materials, adherence to building codes, structural stability

under various conditions.
 Safety Standards: Compliance with safety regulations, implementation of safety measures on-
site, training for personnel.
 Aesthetic Appeal: Design conformity, visual attractiveness, finishing quality.
 Sustainability: Use of eco-friendly materials, energy efficiency, waste management practices.
3. Responsibilities: Assign responsibilities for ensuring quality at various stages of the project. This
may involve different stakeholders such as managers, engineers, contractors, subcontractors, and
quality control inspectors.

 Project Manager: Ensuring design specifications meet quality standards, communicates with
contractors, other managers and the client.
 Engineer: Overseeing structural integrity and technical aspects.
 Contractor: Implementing construction according to plans and specifications.
 Quality Control Inspectors: Conducting inspections at different stages to ensure compliance.
4. Quality Assurance Activities: Outline specific activities or processes that will be carried out to
assure quality:

 Regular inspections and audits

 Material testing
  Peer reviews of design documents
 Training programs for personnel
5. Quality Control Measures: Define measures that will be taken if quality standards are not met:

 Corrective actions for non-compliance

 Preventive Action
 Documentation of issues and resolutions
6. Monitoring and Reporting: Establish a system for monitoring quality throughout the project and
reporting on progress:

 Frequency of inspections and audits

 Reporting mechanisms for identified issues
 Documentation of quality metrics and trends
7. Review and Continuous Improvement: Schedule periodic reviews of the quality management
processes to identify areas for improvement and implement corrective actions.

C. RACI Chart: This is used to allocate and manage resources efficiently within a system. It identifies
the resources required for each task or activity, including human
resources, equipment, and materials, and helps optimize
resource utilization.

RACI (Responsible, Accountable, Consulted, Informed)

1. Responsible: People or stakeholders who do the work. They must complete the
task or objective or make the decision. Several people can be jointly Responsible.

2. Accountable: Person or stakeholder who is the “owner” of the work. He or she

must sign off or approve when the task, objective or decision is complete. This
person must make sure that responsibilities are assigned in the matrix for all related
activities. Success requires that there is only one person Accountable, which means
that “the buck stops there.”

3. Consulted: People or stakeholders who need to give input before the work can be
done and signed-off on. These people are “in the loop” and active participants.

4. Informed: People or stakeholders who need to be kept “in the picture.” They need
updates on progress or decisions, but they do not need to be formally consulted, nor
do they contribute directly to the task or decision.
D. Communication Management Matrix: This matrix outlines communication channels,
stakeholders, and key messages within a system. It helps
ensure that relevant information is communicated to the
right people at the right time, facilitating effective
collaboration and decision-making.

It provides an overview of all your comms in an easily accessible visual format. Key
milestones
and objectives are highlighted alongside dates, responsibilities, and audiences. When it comes to
timely communication, it helps ensure all your bases are covered.

 Content: What is the message that you need to deliver? Perhaps it’s a one-off update or
regular communication like a monthly project status report.

 Purpose: Include a short description of the communication’s purpose. It might be to inform,

educate, or even entertain. Perhaps it requires some action or invites feedback.

 Frequency: Is it a one-off message? Or perhaps it’s daily, weekly, or monthly.

 Audience: This will vary widely. However, try to be as specific as possible. Maybe the
audience is just project team members. Perhaps it’s an organization-wide message or is
relevant to managers only or a particular department.

 Deliverable: What is the output? Possibilities here include a slide deck, status report etc.

 Communication Channel: What format will the message take, and how will it be delivered?
There is an extensive choice of mediums, so consider this carefully. A good rule of thumb is to
include a mix of options to reach all workers, whether office-based, remote, or on the go. Here
are some ideas to inspire you.
 - Offline channels: Here, think posters, flyers, or displays in social spaces in the workplace
like the kitchen and meeting rooms. For example, you want printed copies of the new
marketing plan or staff newsletter available for staff to browse through on a break.
- Online channels: Email, intranets, videos, podcasts, and blogs are great choices. And they
are the perfect platforms for connecting with remote workers, contractors, and deskless
employees.
- Interactive channels: Promote feedback and two-way communication with interactive
platforms. From social media to surveys, polls, blogs, and team chat, give your people a
voice with two-way channels.
- Live events: Options here include in-person or online meetings, town halls, and focus
groups. Break down communication barriers in the hybrid workplace with webinars or
online lunch and learns.

 Owner: Finally, identify who has responsibility for delivering the communication. Is it the
project leader, head of marketing, or the internal comms manager?
You can add other elements such as:

 Budget – you can use your matrix to monitor budget implications

 Approval and sign-off process – include details of any editorial or managerial
approvals
 Success measures – you may want to identify data metrics such as downloads, likes,
click-throughs, or intranet page views

DELIVERABLE COMMS
CONTENT PURPOSE FREQUENCY AUDIENCE OWNER
S CHANNEL
Introduce project Project
Kickoff Set objectives sponsor, In-person or Project
One-off Agenda
meeting Assign roles & leader & team online sponsor
responsibilities members
Status updates &
review progress
Project team Status reports In-person or Project
Address any Weekly Project team
meetings Project schedule online leader
problems &
agree solutions
Project Email &
Project Track progress,
sponsor, Status report intranet Project
status budget, timelines Monthly
project team & Project schedule project leader
reports & deliverables
stakeholders workspace

E. Change Management Matrix: This matrix helps organizations manage changes within a system,
such as changes to processes, technologies, or organizational
structure. It outlines change objectives, impact assessments, and
implementation plans to minimize disruption and maximize
benefits.
Change Management Models

1. Process Focus
- Kottler’s 8-step Change Model
- Lewin’s Change Model
- Deming Cycle / PDCA
- McKinsey 7S Model

2. People Focus
 - ADKAR Model of Change
- Nudge Theory
- Satir Change Model
- Bridge’s Transition Model
- The Change Curve
- Maurer 3 Levels of Resistance

KOTTER’S CHANGE
MODEL
Step 1: Create a
sense of urgency.
Communicate the
need for change and
why it's urgent. This
helps to motivate
people to support the
change effort.

Step 2: Form a powerful coalition. Build a team of influential individuals who can support and drive
the change initiative forward. This coalition should include leaders from various levels of the
organization.
Step 3: Create a vision for change. Develop a clear and compelling vision for what the future will look
like after the change is implemented. This vision should inspire and guide the organization throughout
the change process.
Step 4: Communicate the vision. Effectively communicate the vision for change to all stakeholders.
Ensure that everyone understands the vision and the reasons behind the change.
Step 5: Remove obstacles. Identify and address any barriers or obstacles that may hinder the
change process. This may involve restructuring processes, policies, or systems that are no longer
aligned with the desired change.
Step 6: Create short-term wins. Celebrate and recognize small victories or milestones along the way.
This helps to build momentum and maintain enthusiasm for the change effort.
Step 7: Build on the change. Use the momentum from the short-term wins to drive further change.
Continue to implement new initiatives and improvements that align with the overall vision.
Step 8: Anchor the changes in corporate culture. Ensure that the changes become part of the
organization's culture and are sustained over the long term. This may involve embedding new
behaviors, practices, and norms into the organization's way of operating.
LEWIN’S CHANGE MODEL
Lewin's Change Model is often
represented visually as a three-stage process,
depicted as an iceberg analogy: unfreezing
represents melting the existing state (the visible
tip of the iceberg), changing represents moving
the iceberg to a new location, and refreezing
represents solidifying the iceberg in its new
position.
This model emphasizes the importance of
preparing for change, actively managing the
change process, and consolidating the changes to ensure long-term sustainability. It is widely used in
organizational change management because of its simplicity and effectiveness in guiding change
efforts. While originally formulated for organizational change, the principles of Lewin's Change Model
can also be applied to various contexts, including construction projects, to facilitate smooth transitions
and improve project outcomes.

1. Unfreezing: In this stage, the status quo is disrupted to prepare the organization for change. This
involves creating awareness about the need for change, breaking down existing behaviors, attitudes,
and norms, and fostering a sense of dissatisfaction with the current state. Unfreezing is crucial for
overcoming resistance to change and creating a receptive environment for the upcoming changes.
2. Changing: Once the organization is unfrozen, the actual change initiatives are implemented. This
stage involves introducing new processes, systems, behaviors, or structures to achieve the desired
outcomes. Change efforts may involve training, communication, involvement of stakeholders, and
other interventions aimed at transitioning from the old ways to the new ways of operating.
3. Refreezing: In the final stage, the changes are stabilized and integrated into the organization's
culture and practices. This involves reinforcing the new behaviors, norms, and systems to ensure
they become the new status quo. Refreezing helps to solidify the changes and prevent regression
back to the old ways of doing things.

DEMING / PDCA CYCLE (Plan, Do, Check, Act)

1. Plan: Identify and plan for the desired improvement or
change. This involves setting specific goals and
objectives, determining the actions needed to achieve
them, and developing a detailed plan for implementation.
For construction projects, this could involve planning for
quality improvements, cost reductions, or schedule
optimization.
2. Do: Once the plan is developed, it's time to execute it.
This involves implementing the planned changes or
improvements according to the established guidelines.
During this stage, construction activities are carried out
according to the project plan, specifications, and any new
procedures or methodologies introduced for improvement.
3. Check: After implementing the changes, it's essential to monitor and evaluate their effectiveness.
This involves collecting data and metrics to assess whether the desired goals and objectives are
being met. In construction projects, this could include quality inspections, progress tracking, cost
analysis, and performance measurements.
4. Act: Based on the evaluation in the previous step, appropriate actions are taken to adjust and
improve the process further. This may involve refining the initial plan, making corrections to the
implementation, or scaling up successful changes to other areas of the project. The key is to
continuously learn from the feedback gathered and make necessary adjustments to drive ongoing
improvement.

MCKINSEY 7S MODEL
Hard elements are easily identified and influenced by management, while soft elements are
fuzzier, more intangible, and influenced.
 1. Strategy: This refers to the
organization's plan for achieving its
objectives and goals. It involves
decisions regarding the allocation of
resources, market positioning,
competitive advantage, and long-term
direction.
2. Structure: Structure refers to the
organizational hierarchy, roles,
responsibilities, and reporting
relationships. It determines how tasks
are divided, coordinated, and controlled
within the organization.
3. Systems: Systems encompass the
processes, procedures, and routines
that govern how work is performed
within the organization. This includes
both formal systems (such as
performance management, information systems, and financial controls) and informal systems (such
as communication channels and decision-making processes).
4. Shared Values: Shared values represent the organization's core beliefs, principles, and culture.
They shape the organization's identity, guide behavior, and influence decision-making at all levels.
5. Skills: Skills refer to the competencies, capabilities, and expertise possessed by individuals within
the organization. This includes both technical skills related to specific tasks or functions and soft skills
such as leadership, communication, and problem-solving.
6. Style: Style relates to the leadership style and management practices prevalent within the
organization. It encompasses the leadership behaviors, norms, and attitudes exhibited by senior
executives and managers.
7. Staff: Staff refers to the employees and their characteristics, including their experience,
qualifications, and demographics. It also encompasses factors such as recruitment, training,
development, and retention strategies.

F. S-Curve: The s-curve is a graphical report which displays the cumulative progress of a project, and
is a tool which construction companies use to track a specific metric over time.
Applicable to all types of project management, the purpose of a construction s-curve is
to make sure that the project is tracking according to what was planned, so that it
finishes on time and on budget.
The reason for an S-curve being called an 'S-curve' is because the shape/line of the graph
typically resembles an S shape when plotted. This is because projects are 'slow to start', ramps up
with all types of activity during the middle part of project delivery, and slows towards the end as
companies are tying up loose ends and closing things like defects out.
PURPOSE
The S curve in construction management serves several purposes:
1. Performance Tracking: It provides a visual representation of the project's progress, allowing
project managers to compare actual progress against the planned schedule.
2. Schedule Management: Project managers can identify any deviations from the planned schedule
and take corrective actions to keep the project on track.
3. Cost Control: By tracking cumulative expenditure, the S curve helps in monitoring project costs
and ensuring that expenditures align with budgetary constraints.
4. Communication: The S curve is a valuable communication tool, allowing project stakeholders to
understand the project's progress at a glance and facilitating discussions on project performance.