CM Lecture Handout_Prelim Period

Project

— in construction management is a temporary endeavor with a defined beginning and end, aimed at creating a unique building, structure, or infrastructure

Project Management

— is the application of knowledge, skills, tools, and techniques to project activities to meet the project requirements.

Scope

Schedule (Time)

Cost

The Objectives PM are:

Scope

What the project includes (the deliverables, features, and work to be done).

Schedule (Time)

How long the project takes (deadlines and milestones).

Cost

The budget or resources available for the project (money, labor, materials).

Triple Constraint

Scope, Schedule, Cost, are the Project Management Triangle, also known as the…

Project Management

Definition

A broad discipline that involves planning, executing, and closing any kind of project (in any industry).

Construction Management

Definition

A specialized branch of project management focused specifically on managing construction projects.

Project Management

Scope

Can apply to any industry: IT, healthcare, engineering, finance, marketing, etc.

Construction Management

Scope

Applies only to the construction industry (buildings, infrastructure, roads, etc.)

Project Management

Focus

Manages overall project lifecycle: initiation, planning, execution, monitoring, and closing

Construction Management

Focus

Manages physical construction process: site coordination, safety, contractors, materials, inspections.

Project Management

Responsibilities

Budgeting, scheduling, stakeholder management, risk analysis, team coordination, documentation.

Construction Management

Responsibilities

Overseeing site work, labor, subcontractors, permits, materials, safety, inspections, quality control.

Project Management

Expertise Required

General project management knowledge (e.g., PMP certification, communication skills).

Construction Management

Expertise Required

Construction-specific knowledge (e.g., engineering, site safety, local codes, contractor coordination).

Project Management

Tools Used

MS Project, Asana, Trello, Primavera, risk registers.

Construction Management

Tools Used

AutoCAD, BIM, Primavera, Procore, MS Project, Gantt charts, site logs.

Project Management

Reports To

Often reports to clients, project sponsors, or senior leadership.

Construction Management

Reports To

May report to the project manager or directly to the owner/client depending on the structure.

Project Life Cycle

This is the big picture of the project that dictate the outcome of the project.

Initiation

Planning

Execution

Monitoring & Controlling

Closure

Phases

Initiation

Define the project at a broad level, identify stakeholders, justify the project through a business case.

Planning

Develop the roadmap: define scope, schedule, resources, risk, and communication strategies.

Execution

Carry out the work as per the plan, coordinate people and resources, manage stakeholders.

Monitoring & Controlling

Track performance, compare against the plan, make adjustments.

Closure

Finalize all activities, hand over deliverables, release resources, complete documentation.

Concept/Feasibility

Site selection, budgeting

Design

Drawings, engineering plans

Procurement

Tendering, contractor selection

Construction

On-site execution

Commissioning & Handover

Testing, training, final approval

Integration

Coordination, change management

Scope

What is included

Schedule

Timelines

Cost

Budgeting

Quality

Standards, QA/QC

HR

Team management

Communication

Info sharing

Risk

Identification & response

Procurement

Contracts, buying

Stakeholder

Stakeholder engagement

Owner/Client

Finances and defines the project

Project Manager

Leads and coordinates the entire project

Project Team

Engineers, architects, planners, etc.

Consultants

Provide expert services

Contractors/Subcontractors

Execute construction work

Suppliers

Deliver materials and equipment

Regulators

Ensure legal and code compliance

End Users

Will occupy or use the finished product

complex

time-bound

resource-intensive

Construction projects are…

organization

effective management

Successful execution depends on well-structured — and —.

Organization

— is a structured group of people working together to achieve specific objectives. In construction, this includes clients, consultants, contractors, suppliers, and regulators.

Client Organizations

Consultant Organizations

Contractor Organizations

Supplier Organizations

Types of Organizations in Construction

Client Organizations

Initiate and finance projects.

Consultant Organizations

Professionals and Allied Services like Architects, Engineers, Project Managers, Landscape Architects, etc.

Contractor Organizations

Execute physical work on-site to built.

Supplier Organizations

Provide materials, equipment, and services.

Organizational Structure

— refers to the way in which tasks, responsibilities, and authority are distributed within an organization.

Importance of Organizational Structure

• Clarifies roles and responsibilities

• Facilitates communication and coordination

• Supports project control and accountability

• Enhances efficiency and adaptability

Importance of Organizational Structure

• Clarifies roles and responsibilities

• Facilitates communication and coordination

• Supports project control and accountability

• Enhances efficiency and adaptability

Functional

Project-based

Matrix

Common Structures in Construction

Functional

Organized by departments (e.g., HR, Procurement)

Clear roles, specialization

Poor cross-functional coordination

Project-based

Structured around specific projects

Strong project focus, flexibility

Duplicated resources, less specialization

Matrix

Combines functional and project structures

Balanced resource use, collaboration

Conflicting authority, complex management

Management

— refers to the systematic process of planning, coordinating, and controlling a construction project from inception to completion, ensuring that the project:

• Meets client requirements,

• Is delivered on time,

• Stays within budget, and

• Maintains quality and safety standards.

Planning

Organizing

Leading

Controlling

Key Management Functions

Planning

Defining objectives and methods

Creating work schedules

Organizing

Arranging resources and tasks

Allocating labor and materials

Leading

Motivating and directing people

Supervising site activities

Controlling

Monitoring performance and making adjustments

Tracking costs and time

Top-level

Middle-level

Lower-level

Different Levels of Management

Top-level

Strategic decisions (e.g., CEO, President, Directors)

Middle-level

Tactical decisions (e.g., project managers)

Lower-level

Operational decisions (e.g., foremen, supervisors)

Authority and Responsibility

Delegation

Coordination

Efficiency vs. Effectiveness

Key Management Concepts

Authority and Responsibility

Right to make decisions vs. obligation to perform

Delegation

Assigning tasks to subordinates

Coordination

Synchronizing activities across teams

Efficiency vs. Effectiveness

Doing things right vs. doing the right things

Quality Control (QC)

Cost Control

Schedule Control
Risk Management

Control Mechanisms in Construction Management

Quality Control (QC)

Ensuring work meets standards

Cost Control

Keeping the project within budget

Schedule Control

Ensuring timely completion

Risk Management

Identifying and mitigating risks

Decision-Making

— is the process of selecting the best course of action among alternatives to achieve project goals.

Strategic

Tactical

Operational

Types of Decisions

Strategic

Selecting a project delivery method

Tactical

Choosing between subcontractors

Operational

Adjusting daily work schedules

Identify the problem

Gather Information

Generate Alternatives

Evaluate Alternatives

Choose the Best Option

Implement the Decision

Monitor and Evaluate the Outcome

Tools for Decision-Making

The Eight Process of Decision-Making

Identify the problem

Recognize and clearly define the issue or challenge that needs to be addressed

Gather Information

Collect relevant data, facts, and input from stakeholders to fully understand the problem and context.

Generate Alternatives

Brainstorm or identify all possible courses of action or solutions to the problem.

Evaluate Alternatives

Assess each alternative based on its feasibility, cost, risk, time, and impact on other project elements.

Choose the Best Option

Select the alternative that best addresses the problem with minimum risk and maximum benefit.

Implement the Decision

Put the chosen solution into action through planning, resource allocation, and communication.

Monitor and Evaluate the Outcome

Track the results of the decision and assess whether the desired objective has been achieved.

Tools for Decision-Making

Decision-making in construction management involves choosing the best course of action among alternatives. The following tools help evaluate options, assess risks, and justify decisions.

Strengths

— are internal factors that you do well and that separate you from your competition. They are things within your control that enable you to create and sustain success.