CONSTRUCTION METHODS AND PROJECT MANAGEMENT CHAPTER 1 -MODULE 2

Construction Project Life Cycle This module provides a discussion on the concepts of Construction Project Life Cycle and other relevant concepts

The four most important phases of Construction Project Life Cycle are:

1. Project Initiation

2. Planning Phase

3. Implementation and Execution Phase

4. Project Closure

PROJECT INITIATION

During the first phase, the objective and the feasibility of the project are determined. This is a crucial stage of the whole process since it can indicate whether this project is a good opportunity or not. If necessary, a feasibility study is conducted and based on its results a recommended solution/plan is issued.

Once everything is decided, a project initiation document (PID) is created. The project initiation document provides the groundwork for the construction plan and is one of the most vital artifacts in project management

PLANNING PHASE

The project planning stage is where the team singles out all the work to be done. It’s an ongoing activity almost to the end of the project. The main priority, during the planning phase, is to plan time, costs and resources for the project. Based on those requirements the team is developing the strategy that has to be followed.

This is also known as scope management. Another important document that has to be prepared is a work breakdown structure (WBS), a checklist that divides all the necessary work into smaller more functional categories.

Implementation & Execution Phase

In the execution phase, the construction project management plan is put to work. As a rule, this phase is divided into two main processes: the executing and the monitoring and controlling. The project team makes sure that the required tasks are being performed. At the same time, progress is being monitored and changes are being made accordingly.

As a matter of fact, a project manager spends most of the time in the step of monitoring and depending on the information that he gets to redirect the tasks and maintains the control of the project.

Project Closure

The final stage of the project represents its official completion. The project manager is evaluating what went well and refers to any potential failures. In the end, the team conducts a project report, calculates the final budget and offers information about any tasks that remain unfinished.

The project report in combination with the analysis of the potential failures will be valuable feedback for future construction projects.

PROJECT OBJECTIVE

• To ensure finishing and delivering the project on time

Triple Triangle Constraint in Project Management• To ensure the delivery of the project within budget.

• To ensure reaching the required level of quality, through reducing errors, improving effectiveness, and applying the appropriate control

Triple Triangle Constraint in Project Management

*BUDGET/COST

*SCOPE

*TIME AND SCHEDULE

In the modern corporate landscape, a project is typically “bound” or constrained by three elements, which may be expressed in different ways. The triple constraint theory, also called the Iron Triangle in project management, defines the three elements (and their variations) as follows:

Scope, time, budget

• Scope, schedule, cost

• Good, fast, cheap

While the names of the three elements of the triangle may change, they all measure essentially the same thing: a fixed budget, a fixed schedule or timeline, and a fixed set of expectations or deliverables.

PMBOK MEANS

Project Management Body of Knowledge

Another set of guidelines that project managers can find helpful when weighing the triangle for their project is the “10 knowledge areas” of project management. The Project Management Institute publishes the text, A Guide to the Project Management Body of Knowledge (PMBOK® Guide), which outlines these factors that help inform and shape the project triangle.

1. Integration Management: The overarching plan of managing a project, which takes into account all schedules and process, and identifies the actual deliverables and scope of a project.

2. Scope Management: This element helps focus a project’s scope, which in turn allows project managers and resource managers to plan and assign resources to it.

3. Time Management: This element enables the building of processes and schedules, and ensures time frames are realistic and achievable.

4. Cost Management: Performing this exercise allows you to plan a project’s overall budget, from estimating to financing to controlling costs.

5. Quality Management: This element identifies everything needed to plan and produce a project that is effective and meets or exceeds the stakeholders’ goals.

6. Human Resource Management: This is how team members are assigned their roles and responsibilities on a project, as well as the hierarchy of who oversees who and what.

7. Communications Management: This element guides how stakeholders and project managers communicate, including the communication cadence.

8. Risk Management: Identifies, analyzes, and responds to risk factors during a project.

9. Procurement Management: This element applies to contractors and vendors, and all other third parties that may contribute to a project over time.

10. Stakeholder Management: This element helps project managers design effective stakeholder management strategies and tools.

Integration Management

The overarching plan of managing a project, which takes into account all schedules and process, and identifies the actual deliverables and scope of a project.

Scope Management

This element helps focus a project’s scope, which in turn allows project managers and resource managers to plan and assign resources to it.

Time Management

This element enables the building of processes and schedules, and ensures time frames are realistic and achievable.

Cost Management

Performing this exercise allows you to plan a project’s overall budget, from estimating to financing to controlling costs.

Quality Management

This element identifies everything needed to plan and produce a project that is effective and meets or exceeds the stakeholders’ goals.

HUMAN RESOURCE MANAGEMENT

This is how team members are assigned their roles and responsibilities on a project, as well as the hierarchy of who oversees who and what.

Communications Management

This element guides how stakeholders and project managers communicate, including the communication cadence.

Risk Management

Identifies, analyzes, and responds to risk factors during a project

Procurement Management

This element applies to contractors and vendors, and all other third parties that may contribute to a project over time. Stakeholder Management

Stakeholder Management

This element helps project managers design effective stakeholder management strategies and tools.This element helps project managers design effective stakeholder management strategies and tools.