WELCOME EVERYBODY

To a seminar on Construction Management by

Manish Gupta

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 Overview of Contents

 Construction management
 Aspects of construction management
 Planning and Scheduling techniques
 Management software
 Conclusion
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 Construction Management

Sticking to convention, it may defined broadly as:

 The “Science and art of planning, organizing,

scheduling and executing the work”.

 “Use of integrated systems and procedures by a team

of professionals during project design and

construction.” – given by the CMAA.
 “It takes a discipline uniquely tailored to the

planning design and construction process of capital

projects”.
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 Importance of Management

The importance of Management can be viewed

through the following prisms
 Increase in the productivity by combining human

resources and machinery in the right ingredients.

 Increase in the reliability in the modern age, so

important a factor in the success of a project.

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 Consideration

The factors that require prudent management can

be summarily stated as
 Material Resources
 Manpower Resources

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 M’Power In Management

1. Man
2. Methods
3. Money
4. Materials
5. Machines
6. Marketing

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 Requisites Of A Manager

 Adaptability
 Intelligence
 Humility
 Ambitious

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 Project Delivery Methods

 Traditional design-bid-build
 At-Risk construction management
 Multiple-Prime contracting
 Design-Build

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 Basic Aspects

1. Contract management

2. Resource management

3. Time management and scheduling

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 Contract Management

Contract - An agreement between the owner and

the contractor for the completion of the work
within the scheduled time, following drawings,
designs and workmanship as given by the
consultant.
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 Contracting Process
1 VISUALISATION/CONCEPT

2 MARKET SURVEY

3 APPOINTMENT OF CONSULTANT

4 PRELIMINARY REPORT

5 LAYING DOWN PROJECT PARAMETERS

6 LOCATIONS (SITE SURVEY)

6a SITE SURVEY
7 PROJECT REPORT

8 EVALUATION OF PROJECT REPORT

9a FORMATION OF COMPANY
9 DECISION TO IMPLEMENT PROJECT
9b RAISING FUNDS

9c LOANS EQUITY
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 Contracting Process Contd..
10 APPOINTMENT OF ARCHITECTS
11a NOTIFICATION
11 APPROVAL OF SITE 11b PAYMENT

11c POSSESSION
12 LAND ACQUISITIONS (FENCING)

13 APPROVAL FROM LOCAL/STATUATORY BODIES

14 SELECTION OF MODE OF EXECUTION

DEPARTMENTAL OUTSIDE AGENCIES

15 PREPARE DRAWING 15 INVITATION FOR REGISTRATION

16 PREPARE ESTIMATES 16 PRE QUALIFICATION

17 SELECT SUPPLIERS 17 REGISTRATION

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 Contracting Process Contd..
18 SELECT CONTRACTORS 18 PRE-BID CONFERENCE

19 INVITATION FOR TENDER

19 BUDGET SANCTIONS
20 SUBMISSION OF TENDER

20a DRAFT CONTRACT

21 TENDER OPENING

22 SCRUTINY OF TENDERS

TABULATION OF RATES
23

24 CLARIFICATION/FREAK RATES

25 SELECTION OF MAIN CONTRACTOR

26 ISSUE OF WORK ORDER

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 Contracting Process Contd..
27 SIGNING OF CONTRACT 27a DETAILED SITE SURVEY

27b DETAILED PLANNING

28 APPOINTMENT OF SITE/PROJECT MANAGER 27c FINALISE EQUIPMENT ORDERS

29 APPOINTMENT OF STAFF

29a DELIVERY OF CONSTRUCTION EQUIPMENTS

30 SITE DEVELOPMENT 30a CLEARING SITE - LEVELLING/FILLING/MARKING

30b INFRASTRUCTURE/LAYING SERVICE

30c SUPPLY OF MATERIALS

31 START OF CONSTRUCTION
31a STAFF RECRUITMENT/TRANSFER

31b APPOINTMENT OF SUB-CONTRACTORS FOR FORM

32 CO-ORDINATE SERVICES WORK/SHUTTERING, REINFORCEMENT, FOUNDATIONS,
PRESTRESSED CONCRETE, FABRICATION 14
 Contracting Process Contd..
33 PROGRESS REVIEW (MONTHLY)

33a BILLING/COLLECTIONS

34 RECONCILLIATION AND CORRECTIVE STEPS

35 COMPLETION

36 CLEAN-UP/FINISHING TOUCHES

37 HANDING OVER

38 FINALISATION AND BALANCE SHEET

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 Resource Management

The basic objective of resource management is

to supply and support the field operations.This
includes:
 Labour management
 Material management
 Equipment management

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 Time Management and Scheduling

 The planning involves a listing of tasks that must be

performed to bring about the project’s completion.
 Scheduling is the laying out of the actual jobs of the
project in the time order in which they have to be
performed.
 Control is “Underlying managerial function”, begins
with reviewing the difference between the schedule
and actual performance once the project has began.
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 Planning and Scheduling Techniques

The various planning and scheduling methods

used for management of a project can be divided
into the following two groups:
 Conventional methods
 Network methods

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 Conventional Methods
1. Gantt or Bar chart : A project is divided into
different jobs which are represented by horizontal
bars on a time scale.
2. Milestone chart : Similar to bar chart except that it
shows important events in the form of vertical arrows
on the horizontal bars representing the activity.
3. Flow chart : A brief and simple graphic
representation showing relationship between
activities.

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 Gantt or Bar Chart
SR MAR
DESCRIPTION APR MAY JUN JUL AUG SEP OCT
NO

1 FOUNDATIONS

2 SUPER STRUCTURE

3 ROOF

4 FABRICATE DOOR &

WINDOW FRAMES

5 FIX DOOR & WINDOW

FRAMES

6 INTERNAL SERVICES & DATE OF REVIEW

FINISHING OF PROGRESS
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 Milestone Chart
SR MAR
DESCRIPTION APR MAY JUN JUL AUG SEP OCT
NO
1 2 3
1 FOUNDATIONS 4 5 6
2 SUPER STRUCTURE
7 8
3 ROOF
9 10 11
4 FABRICATE DOOR &
WINDOW FRAMES 12 13
5 FIX DOOR & WINDOW
FRAMES
INTERNAL SERVICES & DATE OF REVIEW 14 15
6
FINISHING OF PROGRESS

MILESTONES:
1. COMPLETE EXCAVATION 15. COMP. PAINTING

2. COMP. LEAN CONCRETE ………..

SCHEDULED MILESTONE
LEGEND
COMPLETED MILESTONE 21
14. COMP. WHITE WASH
 Network Method

This includes:
1. Critical Path Method (CPM) : Generally used for
repetitive projects where one has a fairly accurate
assessment of time.
2. Program Evolution and Review Technique (PERT) :

Generally used for research and development projects

which are not repetitive in nature.

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 How to Develop a Network ??

1. Analyse and make a note of all the activities

required for the completion of the project.
2. Arrange these activities in their correct logical
sequence.
3. Contemplate the sub-dividing of different activities
into phases or sections to introduce the concept of
performing jobs simultaneously or concurrently.
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 Network for a Building Project
5 CONST. SUB STRUCTURE 12

ONS SECTION I CO
2 5 NS
TI T
A 7W B N II SE . SU
U ND I 9 U
S IO CT PE
T 16
FO ION C CT IO R
E U
R SE N ST
T CT T I A RU
A
V SE S RE ND CT
5W 5W

7W
A ON U
C C C T II UR
EX 0 RU
E
T 23
S
EXCAVATE FOUNDATIONS 6
START SECTION II AND III COMPLETE
CO

4
WORK WORK
ER N
NS S

6W 7
P
T. EC 3W

O
1 11 SU TI
SU TI
EX ND ION
FO SEC

C
CT SE 23
B ON

0
CA AT IV
U T

U
ST II

E
TR UR IV
VA IO

RU I

S
N CT II &
TE NS

CT

O
C RU I 8W
5W

UR

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E

5 CONST. SUB STRUCTURE 15

SECTION IV
3 6 24
5 10W 15
 CRITICAL PATH ??

It is the path along the network, which

requires the longest time from start to completion of
the project.

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 Identification Of Critical Path

 By closer examination of the activity duration time

for different activities along critical path and
reducing them wherever possible in a feasible
manner.
 By re-planning the network by introducing number
of parallel or concurrent activities on the critical
path.

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 Identification of Critical Path Contd..

 Transfer of resources from non-critical activities to

the critical activities to reduce the duration of activity
time along the critical path.
 Addition of more resources to the critical activity to
effect reduction in activity duration
 Reduction in the scope of work or by changing or
lowering of the performance requirements of some
activities- which are relatively few as compared to
numerous activities in the project.
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 Management Software
Project management involves lots of computer
work. Numerous software are available for complete
management activities. Some can be listed as:
1. PRISM (TCS)
2. MS-PROJECT (MICROSOFT)
3. INSTAPLAN (WIPRO)
4. HARVARD PROJECT MANAGER (NIIT)
5. PRIMAVERA (PRIMAVERA INSTITUTE, USA)
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 Conclusion
The study of Construction practices in the industry today
leads me to conclude that
 Vital as it is to be fundamentally strong, it is just as

pertinent to have excellent managerial skills.

 In the years to come, the success or failure of any

project will be determined by how good the utilization

of resources has been.
 Responsibility in the use of the available resources,

will ensure that the structures of tomorrow are far

better built to handle natural disasters in addition to
those engineered by man.
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 Acknowledgements

 Firstly I’d like to thank our HOD for enabling us to

avail of the multimedia facility.
 Our faculty who’ve had the patience to sit through
all of this! 
 My knowledgeable audience who’ve been
tremendously encouraging today.

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 References
 “Manual of Construction Project Management” by S K
GUHA THAKURTA and K R SHAH
 A text book on “Construction Management and Planning”
by B SENGUPTA and H GUHA
 “A Management Guide to PERT/CPM” by JEROME D
WIEST and FERDINAND K LEVY
 A text book on “Building Construction” by SUSHIL
KUMAR
 A paper presented on “Construction Management” by K N
NARAYANA IYENGAR
 WWW.CMAA.COM
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