GROUP 1 - PRE CONSTRUCTION PLANNING

PRE-CONSTRUCTION - creating a strategic plan for the project, creating a design, securing permits or
entitlements, and gathering the labor and resources required for construction.

WHAT DOES A PRE-CONSTRUCTION MANAGER DO?

 Form an understanding of the project

 Assemble a team to do the work
 Create a strategy and schedule
 Develop an understanding of the owner’s business goals, and align the project to match.

The pre-construction process should always start with a meeting between the client and general
contractor.

EXPECTED OUTCOMES OF PRE-CONSTRUCTION

 THE SCOPE
 SCHEDULE
 ESTIMATED COST OF THE PROJECT

OUTPUT OF PRE-CONSTRUCTION

 PROJECT SCOPE
 PROJECT TEAM
 PROJECT BUDGET
 PROJECT DETAILS
 PROJECT MATERIALS
 PROJECT PERMITS AND INSPECTIONS
 PROJECT COMMUNICATION

Project organization- refers to the coordination, communication, and management style employed by a
team during a project's lifecycle.

TYPES OF PROJECT ORGANIZATIONAL

  Projectized Organizational Structure - creates a dedicated project division within an organization. The project
coordination operates vertically under this division. Project managers maintain sole authority for the project and are
assigned dedicated staff who work toward project goals.
 Matrix Organizational Structure - is set up on a grid to demonstrate staff reporting patterns to more than one
authority. It is a hybrid of functional and projectized organizational structures, and project managers share authority
with other program managers in this structure. Depending on the decision-making capacity of the project manager, a
matrix structure is one of three subtypes: weak, balanced, or strong.
 Weak Structure- A weak structure is similar to the functional organization structure, in which coordination occurs
horizontally among staff without a designated project manager.
 Balanced Structure - In a balanced matrix, the project manager also holds staff position and does not utilize the
project manager role to its full capacity. The project manager still has little authority over project decisions, budget,
staff, etc., and primarily serves as the point of contact and coordinator.
 Strong Structure- A strong matrix is most similar to a projectized organizational structure. In it, a dedicated project
manager falls under a functional project management department, has dedicated cross-functional staff, and is
supported by a manager of all the project managers. This subtype offers the project manager the most authority as they
work across a matrixed environment.

PROJECT ORGANIZATION REFERS TO THE STYLE OF COORDINATION, COMMUNICATION AND MANAGEMENT A TEAM USES
THROUGHOUT A PROJECT’S LIFE CYCLE.

WHAT TO CONSIDER WHEN MAKING A PROJECT ORGANIZATIONAL CHART?

 DECISION MAKING
 DESIGN
 BALANCE

DESIGN STRUCTURE MATRIX - Synonyms: Dependency Structure Matrix, Dependency Source Matrix, or Dependency Structure
Method. To represent and analyze system models in a variety of application areas.

A DSM is a square matrix (i.e., # rows = # columns) that shows relationships between elements in a system.

GROUP 4 - PLANNING FOR PROJECT LAYOUT

WHAT IS PROJECT - Is a unique, transient endeavor, undertaken to achieve planned objectives, which could bedefine in terms of
outputs, outcomes or benefits. In construction, it is simply the ‘SITE & Building itself’

WHAT IS LAYOUT - It is the process of setting out material on a page or in a work. t is an arrangement, plan or design.

SITE LAYOUT PLANNING - It is a challenging process in the planning stage of every construction project.

SITE LAYOUT PLANS - It is prepared by contractors as part of their mobilization activities before work on site commences.
GROUP 5- IN THE FIELD
Management - is an important element in every organization. It is the element that coordinates currents
organizational activities and plans for the future.
F.W.Taylor - “Management is the art of “knowing what you want to do” and then seeing that it is done in
the best and cheapest way.
George R. Terry - Management as a process “consisting ofplanning, organizing, actuating and
controlling, performed to determine and accomplish the objective by the use of people and resources.”
Planning means Plan in advance.
Organizing means coordination between human resources and material resources.
Actuating means motivation and giving direction to subordinate.
Controlling means to ensure about implementation of plan without deviation.
POSTDICON - Planning, Organizing, staffing, directing & Controlling (Koontz O’Donnell)
Planning- It is a process of deciding the business objectives and charting out the plan/ method forachieving
the same.

Functions of management
Organizing, Directing, Controlling, Innovation n Representation

Levels of management
Lower level (first line): foremen & white collar supervisor
Middle management: sales managers, personnel managers, other departmental heads
Top management: company presidents, executives, vice presidents

Fayol’s 14 Principles of Management

1. Division of Labor
2. Authority
3. Discipline
4.Unity of Command
5. Unity of Direction
6. Remuneration
7.Subordination of Individual Interest to the Common Good
8. Centralization
9. The Hierarchy
10.Order
11. Equity
12. Stability of Staff
13. Initiative
14. Espirit de Corps

A project - is a temporary endeavor designed to produce a unique product, service or result with a defined
beginning and end (usually time-constrained, and often constrained by funding or deliverables) undertaken
to meet unique beneficial change or added value

Project management - is the discipline of initiating, planning, executing, controlling, and closing the work
of a team to achieve specific goals and meet specific success criteria.

Project Life Cycle/ 5 phases of project management

Project Initiation Phase
Project Planning Phase
Execution Phase
Monitoring and Control Phase
Project Closeout Phase
Precedence Diagramming Method (PDM) - is a strategy for developing a project schedule network diagram that
utilizes nodes to represent activities and associates them with projectiles that illustrate the dependencies.

The critical path (or paths) is the longest path (in time) from Start to Finish; it indicates the minimum time necessary
to complete the entire project.

Gantt Chart- a visual view of tasks scheduled over time.

S-Curve - an s-curve is a mathematical graph that depicts relevant cumulative data for a project—such as cost or
man- hours—plotted against time.

Work breakdown structure - a visual, hierarchical and deliverable-oriented deconstruction of a project.

A project schedule - is a timetable that organizes tasks, resources and due dates in an ideal sequence so that a
project can be completed on time.

Scope creep - may happen due to added features, funding, resources or personnel needed to complete the project in
a satisfactory manner.

Work package - is a sequence of activities that leads to a deliverable when using a work breakdown structure (WBS).
to map your project scope.

2 MAIN TYPES OF WBS

Deliverable-Based Work Breakdown Structure

Phase-Based Work Breakdown Structure

WBS ELEMENTS

Wbs dictionary
Wbs levels
Control accounts
Project deliverables
Work packages
Tasks

COST BREAKDOWN - is like a work breakdown structure (WBS), except that it evaluates a project with
respect to cost rather than work.
Risk analysis - is the process that determines how likely it is that risk will arise in a project.
Qualitative risk analysis- refers to the risk analysis tools and techniques that rely on expert subject matter
opinions, subjective and non-statistical means to assess the likelihood and impact of project risks.
quantitative risk analysis - is a statistical analysis of project risks.

8 PROJECT RISK ANALYSIS TOOLS &TECHNIQUES

Team brainstorming session
Delphi technique
Swot analysis
Risk analysis matrix
Risk register
Decision tree analysis
Bow tie analysis
Swift analysis