Cavite State University: Arch. B.E.T. Faustino

REPUBLIC OF THE PHILIPPINES
CAVITE STATE UNIVERSITY

Don Severino de las Alas Campus Indang Cavite, Philippines
College of Engineering and Information Technology

First Semester, Academic Year 2020-2021
INTRODUCTION TO
CONSTRUCTION MANAGEMENT
In partial fullfillment of the requirements for the degree in
Bachelor of Science in Architecture
Construction Management ( ARCH 106 )
Submitted to:
ARCH. B.E.T. FAUSTINO
INSTRUCTOR: Construction Management ( ARCH 106 )
CONSTRUCTION MANAGEMENT | BS-ARCH. 5-1 |

AUDAL | CARBONELL | DE BELEN | LIWANAG | QUIBAN 1
CONTRUCTION MANAGEMENT
• is a professional service
that uses
specialized, project
management techniques
to oversee the planning,
design, and construction
of a project, from its
beginning to its end.
• The purpose of CM is to
control a project's time /
delivery, cost and quality
—sometimes referred to
as a project management
triangle or "triple
constraints.“

PRE-CONTRUCTION PLANNING
WHAT IS PLANNING?
• It means setting up blueprint for the
future.
• The environmental development
through planning is a natural field for
Architects as they are in a better
position because of their training and
experience, and successful planning
must be prepared by those were trained
and qualified Architects.
• The pre-planning stage establishes and
determine the direction and success of
any construction project.

FOUR BASIC OF PRE-PLANNING
CONSTRUCTION RULES
• The Construction Superintendent should be included in the

consultation at the very start of the planning stage.
• Make a job breakdown into components.
• Prepare a construction plan that will be consulted constantly.
• Take advantage for new tools.

PURPOSE OF PLANNING
• Every planning is aimed at achieving the organizational

goals.
• Minimize the cost of performance and eliminate
unproductive efforts.
• Provides basis for teamwork as when the goals are
properly defined, assignments can be fixed and all the
members can start contributing in the achievement of
these objectives.

PLANNING FUNCTIONS AND DIMENSIONS
• Planning is a philosophy
• Planning is integration
• Planning is a process
• Planning is a collection of
procedures
ELEMENTS OF PLANNING
Objectives Rules
Policies Programs
Procedures Strategies
Budget

PRE-CONSTRUCTION PLANNING
• Pre-formulated strategy.
• Outline that show how the job will be done and

how quickly.
• Outline that takes out unknown factors and

risks to the owner.
• Outline that improves project schedule.

HOW PRE-PLANNING SIMPLIFY CONSTRUCTION
PROJECT
“A goal without plan is just a wish”
• Hold a project kick off meeting.

• Manage delays.
• Regulate changes.
• Analyze risks.
• Manage quality.
• Maintain effective communication.
9
FACTORS TO CONSIDER IN PRE-CONSTRUCTION PLANNING
• Logistics
• Manpower
• Form materials
• Equipment
• Lift drawings
• Schedule, sequence & workflow
established

THE CONSTRUCTION MANAGER
• Overseeing and directing construction projects from
conception to completion
• Reviewing the project in-depth to schedule deliverables
and estimate costs
• Overseeing all onsite and offsite constructions to monitor
compliance with building and safety regulations
• Select tools, materials and equipment and track inventory
• Review the work progress on daily basis

THE CONSTRUCTION MANAGER
The reward of the job comes

from:
• Benefits
• Personal Satisfaction
• Challenge of the job
Mission of the Construction
Manager:
• Manage Efficiently
• Coordinate
• Control
• Accomplish
SCHEDULES OF THE CONSTRUCTION PROCEDURE
• goals must be
establish and priorities
are set.
• Different works must
be identified and time
estimate must be
determined.
• Once underway
progress must be
monitored to assure
achievement of the
goal.

WHAT THE CONSTRUCTION MANAGER NEEDS TO KNOW?
• The logical construction

sequence.
• The quantity and the
delivery dates of various
materials to be used.
• How much and what kind
of manpower will be
needed.
• When to start and
complete the job on time.

Worksheet
•represents a plan of action presented graphically by a critical sequence of
functions of subsidiary activities contained within a compact period of
time.
Superintendent’s Review
The construction superintendent must:
• Review the time table thoroughly.
• Raise questions on its overall logic and workability.
• Offer constructive criticism on detailed work functions and interrelated
activities.
Target process of work is presented by:
• Graphical reporting, manpower and percentage of accomplishment is
easier to evaluate.
• Way of one page weekly progress report and weekly payroll report.
• Submission of field man hour report every month.

A daily look at the graph alerts the superintendent to the needs for radical
action such as:
• Manpower reallocation for elaborate re-scheduling.
• For a speedy economic analysis for the whole project to determine
whether extra manpower or two-shift operation may be adjusted.
A periodical visit to the construction site is necessary to audit the program

so that:
• A first hand review of the progress is made and the general status of the
work is compared with the timetable and discussed with the supervisory
staff.
• Home office assistance is offered in pushing particular phases of the
project in such areas as drafting of procurement.
• Suggestions are made and discussed with the field organizations as to
how the progress can be improved.
Discussion and review of construction problems at the site assures a
clearer understanding of the work status for the following actions:
• Alternate solutions may be reviewed.
• Exchanging ideas for a better solution.
• Implement results as agreed in the meeting.

Preliminaries and Site Management
After the contract is awarded, the contactor has to:

• Determine the key personnel to supervise the work.
• Make provision for the equipment to be used.
• Determine location and methods of erecting a temporary work such as:
a)Job office d) Roadway
b)Storage shed e) Bank house for worker and facilities
c)Workshop
Preliminaries in Organizing a Construction Job
Projects undergoes a series of stages which includes:

• Planning
• Execution of major activities
• Project phase out

Preliminaries in Organizing a Construction Job
Succession of personnel or the rotation of personnel who will do the kinds

of job according to specialties:
• Site relocation, preparation and laying of foundation
• Erecting of foundation, column, floor and roof framework
• Constructing walls and partition
• Plumbing, water supply connections, drainage system
• Electrical and communication wiring system
• Mechanical equipment
• Installation of kitchen, bathroom fixtures and appliances
• Interior finishing work
• Doors and windows
• Painting and varnishing work

MAIN OBJECTIVES OF PRELIMINARY
CONSTRUCTION JOB
• Secure Licenses and permits
• Prepare time and progress chart
• Have an access to the site
• Construction of fences
• Cleaning, leveling and excavation of site
• Demolition of existing structure
• Disposal of materials from demolition

de Belen, Marvin C. 20
MAIN OBJECTIVES OF PRELIMINARY
CONSTRUCTION JOB
• Shoring and adjoining structures
• Arrangement of water and electric supply
• Allotment and preparation of space for contractors and
sub-contractors
• Allotment space for borrow pits
• Provision for drains
• General site problems

ORGANIZATION OF WORK
Responsibilities of Contractor:
• Provide access roads for convenience of construction
• Erection of site office to facilitate checking of activities
• Erection of shed with adequate capacity to ensure:
– Protection of materials against damage
– protection of materials against deterioration
– prevent materials from wastage and pilfering

Responsibilities of Contractor:
• Construction of temporary quarters for labor
• Early arrangement for construction equipment
– Scaffolding
– formwork
– ladders
– tools
– instruments and machineries

Responsibilities of Architect or Engineer:
• As representative of owner
– Act as intepreter of plan
• Guardian arbiter between owner and contractor
• Maintain site record documents
– Layout plan
– Contract doucuments
– Time and progress chart
– Work diary
– Contractor's order book
– Record test
– Progress report
– Measurements books
PLANNING PROGRAM AND PROGRESS CHART
Most important part of work organization:
• Preparation of comprehensive time and progress chart for execution of

work
• Periodic revision of chart as circumtances demand

Project manager is required to prepare an approved
time and progress chart:
• It must show analysis of chief elements and types of constrcution in

the project
• Scheduled dates of commencement and completion of every stage
of main and sub-contract.

The chart shows the following information:
• It must show analysis of chief elements and types of constrcution in

the project
• Sequence of operations.
• Target time and date for completion
• Rate which they much be carried out
• Owner's staff and contractor's staff must be familiar with the
• information given.

The chart shows the following information:
• Operations must be notified in advance and given clear

understanding
• Chart also tends to prevent changes and layout with consequent
delays and increase in cost. It also provides information about
materials and plan requirements,

MAINTANING TIME AND
PROGRESS CHART
• Requires consideration of alternative methods and effect of each
event
• The chart should be flexible
• The vertical columns provide space for:
– A description of the items
– target date for letting the sub-contract or purchase order.
– Starting date, expected completion date and total time
completion
– One or two extra columns for possible overrun.

PLANNING AND SCHEDULE WITH
GANTT CHART
• Tools used for planning and scheduling simple projects
• The project manager had to identify the major activities that would
be required.
• The manager would be able to see which activities were ahead and
delaying.
• The advantage of a Gantt chart is its simplicity, making it very
popular.
• Gantt charts are most useful for simple projects.

PLANNING AND SCHEDULE WITH
GANTT CHART

BUYING MATERIALS
A purchase order form should contain all the information such as:
•Description of the materials

•Quantities required
•Time and place of delivery
•Unit price
•Amount
•Purchasing clerk agent of the contractor must be have experience
variety of materials and supplies.
•He must work close liaison

BUYING MATERIALS
• The contractor has to determine the requirements and scheduled
the sequence of it's delivery.
• Contractor should refer the material quotations
• A large number of new quotations may be obtained from the
suppliers,
• A purchasing program for construction materials should be
prepared according to it's priority.
• Delays and confusing will usually result from shortage of materials.

SITE MANAGEMENT OF THE WORK
• It is the duty of the engineer or architect to see throughout the
progress of the work.
• He must issue such instructions as may deem necessary regarding
the execution of the works.
• The contractor must have full control of the entire work.
• It is also incumbent upon the contractor to notify his intention in
writing.

WORK SAFETY
• It must be considered from the mechanical side and from the legal
angles of workmen's compensation.
• Influencing human motivation to work safely is an important
responsibility of the foreman and supervisor.

WORK SAFETY
Safety minded project engineer will make adequate provisions for
safety measures to:
•Minimize material manual handling hazards.
•Will locate control and fuse panel.
•Will install strong and rigid scaffoldings.
•Will insulate all live wires and screen high pressure areas.
•Will adequately guard belting and line shafting even if it is normally
inaccessible.
•Safety minded engineer is one representative of management.
•A complete safety program has to do with promotion of workers
health.

PLANNED MAINTENANCE
• Effective maintenance is prerequisite to efficient operation.
• Machine and equipment likewise, are subject to wear and tear form
use.
• Time is likewise a factor as corossion form in bodies and on various
vital parts if the machine.
• Planned maintenance is an organized attempt to prevent sudden
breakdown in equipment.
• When a failure does occur, investigation is made for the cause.

PLANNED MAINTENANCE
Continuity of operations demands that the following general
procedures should be carried out:
•Down time of each equipment should be planned in advance
•Important items of equipment should be ready at hand for
substitution.
•Records should be maintained and analysis made of repetitive
failure.
•Regular and prescribe inspections should be made for signs of
approaching failure.
•The cost of regular inspections of equipments exceeds the cost of
failures that are thereby prevented.

EQUIPMENT RENTAL
• The trend in construction business is to have equipment rented.
• Whether the long range cost of such rentals compared with
ownership is lower is a debatable point.

PROJECT
ORGANIZATION

AUDAL | QUIBAN | DE BELEN | CARBONELL | LIWANAG 40
PROJECT ORGANIZATION
• Generally, the project

organization is
the structuring,
organization and
configuration as well as
project process according
to the plan. It provides the
teamwork of the
participants proceed as
efficient as possible
according to the inserted
rules, standards and
values of the project.
CONSTRUCTION MANAGEMENT
• Due to the growing complexity of

construction projects, there is a need to have a
more effective cost control and faster project
implementation scheme. The construction
Manager has emerged to fill this need in the
Construction Industry.
• The Construction could be a member of the
staff of the Owner or he could be an
independent individual firm hired by the
Owner to manage the construction of a.
particular project
FULL – TIME - SUPERVISION
• Up to the early fifties when project were

manageable in size, the architect was
assisted by a construction inspector,
traditionally called CLERK-OF
WORKS.
• As project become more complex, there
is an need for a construction supervision
group who will do the fulltime
inspection at the jobsite.
FULL – TIME - SUPERVISION
• The construction supervision group is

normally recommended by the architect
based on their performance ang hired by
the owner.
• And he is the one who is responsible
both to the owner and the architect.

FUNCTIONS OF THE CONSTRUCTION SUPERVISION
GROUP
1. Quality control
2. Evaluation and construction
work
3. Keeping or records, reports
and contract documents

1.) QUALITY CONTROL
• Assist the contractor of interpretation of

contract documents
• Communicating to the architect
additional details or info. If and when
required at the jobsite for proper
execution of works.
• Conduct onsite observation and check
the quality of work, materials and
equipment for consistency with the
contract documents

QUALITY CONTROL
• Notify contractor if any materials or any

portion of the work does not conform
to specifications of if un acceptable in
quality.
• Check that materials are property stored,
handled, and used on the project.
• Inspect safety measures taken by the
Contractor.

QUALITY CONTROL
• Supervise/perform sampling and testing

of materials when necessary. Promptly
report test results to those concerned.
• Check, in the company of Contractor
and others concerned, testing of
plumbing, electrical, air conditioning,
mechanical and other installations,
• Disallow the installation of any material
and equipment for which shop drawings
have not been duly approved by the
Architect.
QUALITY CONTROL
• Forbid the use of materials, tools and

equipment, workmanship which do not
con form with the plans and
specifications.
• Stop any work which is not being done
in accordance with the plans and
specifications and the contract
agreement between the Owner and the
Contractor.
• Before any project nears its completion
stage, make a list of items for correction,
and check each item as it is corrected
49
before final inspection.
AUDAL | QUIBAN | DE BELEN | CARBONELL | LIWANAG
2.) EVALUATION
• Consider and evaluate suggestions or

modifications which may be submitted
by the Contractor to the Architect and
report them with recommendations to
the Architect for final decision.
• Review and verify nature, quantities, and
contractor's prices on change orders.
• Confirm, review and verify
Emergency/extra work orders claimed by
the Contractor.

EVALUATION
• Review with all concerned the

requisitions for payment as submitted by
the Contractor and forward them with
recommendations to the Architect for
disposition.
• Be alert to the various schedules of
completion date and to conditions
which may cause delay in completion
and report same to the Architect. When
the construction work has been
completed in accordance with the
Contract Documents, ad vise the
Architect that the work is ready for
3.) RECORDS
• Review with all concerned the

requisitions for payment as submitted by
the Contractor and forward them with
recommendations to the Architect for
disposition.
• Be alert to the various schedules of
completion date and to conditions
which may cause delay in completion
and report same to the Architect. When
the construction work has been
completed in accordance with the
Contract Documents, ad vise the
Architect that the work is ready for
RECORDS
a) Keep in the field office a file of : COPY

OF THE CONTRACT AGREEMENT, COPY
OF APPROVED PLANS AND
SPECIFICATIONS AND COPIES OF
BUILDING PERMITS AND LICENSES.
b) Make daily Inspection Reports which
include: WEATHER CONDITIONS: sunny,
windy, rainy, and other natural calamities

Make daily Inspection Reports which include:
- Manpower
Availability and • finishing carpenter,
distribution of skills :
• Head Steelman,
• Foreman, • Helper Steelman,
• mason roughing • plumbers,
• mason, • electricians,
• painters,
• finishing & tiling
• welders,
masons,
• timekeepers,
• Head carpenter,
• storage men, etc.
• rough carpenter, (indicate how many)

Make daily Inspection Reports which include:
• Construction Activities : construction

phase (architectural ,structural,
sanitary, etc… )
• Materials Delivered – checking and
monitoring how many materials have
bee delivered or how many is rejected
etc…
• Official Visitors
• Observations/Recommendations
• Equipment utilization: Bulldozers,
concrete mixers, steel bar cutters,
hoists, vibrators, etc,……
RECORDS
c.) Keep in File the following Documents:

•Progress and Accomplishment Reports
•Change Orders
•Payments Processed
•As-Built Drawings/information
•Maintenance and Operation Manuals Of
Equipment; Certifications, guarantees, and
the like for items furnished on the project,

OTHER FUNCTIONS OF THE CONSTRUCTION SUPERVISORY
GROUP
• Conduct regular coordination meetings

with the:
Owner,
Architect,
Engineer Consultant,
the Contractor,
and such other parties as may be required,
or their designated representatives.

OTHER FUNCTIONS OF THE CONSTRUCTION SUPERVISORY
GROUP
• Conduct regular coordination meetings

with the:
Attend conferences called by the Owner
or, the Architect , Engineer Consultant.
 Accompany the Owner, the

Architect/Engineer-Consultant or their
representatives, and government
inspectors during their visits to the project.

LIMITATION OF AUTHORITY
• The construction supervision group shall

not enter into the field of responsibility of
the Contractor's project superintendent.
• He shall not make decisions on matters

that are the sole responsibility of the
Architect and/or Design Engineer.

LEGAL RESPONSIBILITY
• The construction Supervision Group is responsible

to the Owner on administrative matters.
• On Technical matters he is responsible to the
Architect and the Design Engineers.
• He does not have any legal responsibility as far as
the present Civil Code is concerned.
• It is still the Architect and the Design Engineer
who are responsible for their designs while the
Contractor is responsible for his Construction
work.

QUALIFICATIONS
• Full-time Inspectors must be at least a college

graduate who has a degree in Bachelor of Science
in :
1.Architecture,
2.Civil Engineering,
3.Mechanical Engineering
4.Sanitary Engineer
5.Electrical Engineering.

INTRODUCTION TO CONSTRUCTION
MANAGEMENT
DEESIGN STRUCTURE MATRIX

TABLE OF CONTENT
• What is a DSM and why would we use it?

• DSM design
• Relationship within a DSM
• How would we use a DSM as part of process charge?
• Discussion Questions

• WHAT IS A DSM?
•DSM a design structure matrix is a

graphical representation that visualizes the
dependencies between the different sub-
processes within a system; DSM
demonstrate the importance of the
sequence in which task or sub-process are
performed within a process.
WHY WOULD WE USE IT?
•It allows the user to discover flows in

the sequence of current process and
make them more efficient; can be used as
a quick reference on process
dependencies when sub-process changes
are made.

DSM DESIGN
•Always square (Same number of rows and

columns)
•List sub-process on the left (normally)
•Sub-processed are listed in the order of
which they occur
•Relationships indicated through binary or
impact-value numbers
•The diagonal where the (X, Y) columns are
the same is used as a boundary between
forward and iterative dependencies.

RELATIONSHIP WITHIN A DSM
• Parallel- sets of independent task that can be performed at the same time
and do not rely on input from each other.
• Sequential- task that require input from previous task to complete.
• Coupled- tsk that required a “considerable exchange of information” to be

complete (R. Santanam). These task may require the re-work of previous task
once they are completed. For that reason, these task are sometimes referred
to as iterative task.

•The further away from diagonal line, the larger the impact.
•The goal is to keep the majority of the relationships below the diagonal line.

EXAMPLE:

HOW WOULD WE USE A DSM AS PART OF PROCESS CHARGE?
01. TIME IS MONEY • 02. CAN BE USED AS A

REFERENCE ON
• Process optimization
• Allows the user to discover
PROCESS
flows in the sequence of DEPENDENCIES WHEN
current process and make
them more efficient
SUB-PROCESS CHANGES
• Too many task that spawn ARE MADE
feedback loops, or having “When one is designing a new product,
re-engineer sub-processes the different component in the product
can be independently developed as
long as the groups share the design
information with each other. However,
if one group has to change the design
specifications, it can have cascading
effects on the rest of the product
teams.”
CONSTRUCTION MANAGEMENT-R. Santam,

| BS-ARCH.“module
5-1 | Notes: Collaboration
Process”
END OF
REPORTING
BY: GROUP ONE
THANK YOU…
AUDAL | QUIBAN | DE BELEN | CARBONELL |
LIWANAG
70

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REPUBLIC OF THE PHILIPPINES

CAVITE STATE UNIVERSITY

College of Engineering and Information Technology

CONSTRUCTION MANAGEMENT | BS-ARCH. 5-1 |

CONSTRUCTION MANAGEMENT | BS-ARCH. 5-1 |

CONSTRUCTION MANAGEMENT | BS-ARCH. 5-1 |

• The Construction Superintendent should be included in the

CONSTRUCTION MANAGEMENT | BS-ARCH. 5-1 |

• Every planning is aimed at achieving the organizational

CONSTRUCTION MANAGEMENT | BS-ARCH. 5-1 |

CONSTRUCTION MANAGEMENT | BS-ARCH. 5-1 |

• Outline that show how the job will be done and

• Outline that takes out unknown factors and

• Outline that improves project schedule.

CONSTRUCTION MANAGEMENT | BS-ARCH. 5-1 |

“A goal without plan is just a wish”

• Hold a project kick off meeting.

CONSTRUCTION MANAGEMENT | BS-ARCH. 5-1 |

CONSTRUCTION MANAGEMENT | BS-ARCH. 5-1 |

The reward of the job comes

CONSTRUCTION MANAGEMENT | BS-ARCH. 5-1 |

• The logical construction

CONSTRUCTION MANAGEMENT | BS-ARCH. 5-1 |

CONSTRUCTION MANAGEMENT | BS-ARCH. 5-1 |

A periodical visit to the construction site is necessary to audit the program

CONSTRUCTION MANAGEMENT | BS-ARCH. 5-1 |

After the contract is awarded, the contactor has to:

Preliminaries in Organizing a Construction Job

Projects undergoes a series of stages which includes:

CONSTRUCTION MANAGEMENT | BS-ARCH. 5-1 |

Succession of personnel or the rotation of personnel who will do the kinds

CONSTRUCTION MANAGEMENT | BS-ARCH. 5-1 |

CONSTRUCTION MANAGEMENT | BS-ARCH. 5-1 |

CONSTRUCTION MANAGEMENT | BS-ARCH. 5-1 |

CONSTRUCTION MANAGEMENT | BS-ARCH. 5-1 |

CONSTRUCTION MANAGEMENT | BS-ARCH. 5-1 |

• Preparation of comprehensive time and progress chart for execution of

CONSTRUCTION MANAGEMENT | BS-ARCH. 5-1 |

• It must show analysis of chief elements and types of constrcution in

CONSTRUCTION MANAGEMENT | BS-ARCH. 5-1 |

• It must show analysis of chief elements and types of constrcution in

CONSTRUCTION MANAGEMENT | BS-ARCH. 5-1 |

• Operations must be notified in advance and given clear

CONSTRUCTION MANAGEMENT | BS-ARCH. 5-1 |

CONSTRUCTION MANAGEMENT | BS-ARCH. 5-1 |

CONSTRUCTION MANAGEMENT | BS-ARCH. 5-1 |

CONSTRUCTION MANAGEMENT | BS-ARCH. 5-1 |

•Description of the materials

CONSTRUCTION MANAGEMENT | BS-ARCH. 5-1 |

CONSTRUCTION MANAGEMENT | BS-ARCH. 5-1 |

CONSTRUCTION MANAGEMENT | BS-ARCH. 5-1 |

CONSTRUCTION MANAGEMENT | BS-ARCH. 5-1 |

CONSTRUCTION MANAGEMENT | BS-ARCH. 5-1 |

CONSTRUCTION MANAGEMENT | BS-ARCH. 5-1 |

CONSTRUCTION MANAGEMENT | BS-ARCH. 5-1 |

CONSTRUCTION MANAGEMENT | BS-ARCH. 5-1 |

CONSTRUCTION MANAGEMENT | BS-ARCH. 5-1 |

• Generally, the project

• Due to the growing complexity of

• Up to the early fifties when project were

• The construction supervision group is

CONSTRUCTION MANAGEMENT | BS-ARCH. 5-1 |