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BLDG BLDG 6571 : PROJECT

MANAGEMENT
LECTURE 1
Instructor: Monica Bialski
Department of Building, Civil, and
Environmental Engineering
Concordia University

Copyright 2010. All rights reserved.

 COURSE OUTLINE
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• General Information
– Lecture time: TH 17:45 – 20:15
– Location: H – 410
– Instructor: Monica Bialski

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 INFORMATION
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• Course web site: Moodle

– Access from www.myconcordia.ca

– Use netname and password to access portal

• mbialski@emanagepro.com

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 COURSE DESCRIPTION
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• Fundamentals of Project Management

– Construction contracts
– Project delivery systems
• Project Management Areas
– Project planning and scheduling
– Monitoring, controlling, and measuring projects
– Cash-flow analysis
– Claims management
– Project risk management
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 COURSE MATERIALS AND WEBSITE
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• Textbook
– “Construction Management”, 4th Edition by Daniel
W. Halpin and Bolivar A. Senior ISBN: 978-0-470-
44723-9
• Course website: Moodle

5
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 COURSE MATERIALS
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• Reference
• “A Guide to the Project Management Body of
Knowledge”, 4th Edition by Project
Management Institute (PMI), PA, USA
• “Project Management for Construction”,
http://pmbook.ce.cmu.edu/
• Additional reading materials will be
announced or posted on the course website

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 COURSE EVALUATION
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Criteria Weight
1. Class participation and assignments 10%
2. Case study 10%
2. Term project 25%
3. Final 55%
Total 100%

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 HOMEWORK AND EXAM POLICY
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• Assignments
– Groups of 5 and presentation
– Collected on due date in class (late
submission is not acceptable)
– Solutions will be discussed in class, if
necessary

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 ACADEMIC CODE OF CONDUCT
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• Plagiarism
– the presentation of the work of another person as
one’s own or without proper acknowledgement
– written work
– computer assignments
– artistic works
• Do not copy, paraphrase or translate
anything from anywhere without saying
where you obtained it!
• http://provost.concordia.ca/academicintegrity/
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 EXAMS
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– Cover lectures, handouts, slides, and

homework
– Closed-book and closed notes
– No makeup exam

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 ATTENDANCE POLICY
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• Regular attendance is expected and

encouraged. Participation is important.

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 ABOUT YOU?
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• Where from
• Degrees have, headed for
• Construction courses taken
• Professional/Academic goal
• ……

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 13

INTRODUCTION – CONSTRUCTION
INDUSTRY AND PROJECT
MANAGEMENT

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 CONSTRUCTION INDUSTRY FACTS
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(Image courtesy of Kleinfeldt

Consultants Ltd.)
• One of the largest and most valuable
components in Canada’s economy
– Revenue ~ $100 billion
• 12% of Gross Domestic Product (GDP)
– More than 1 million employed
• Ontario (39%), Quebec (18%), and British Columbia and
Alberta (16%).
– Over 260,000 firms in the construction
(Data from:industry
http://www.kcl.ca/projects/926-
– Small size kleinfeldt-articles/100-importance-
of-construction-in-canada.html)
• Residential: 90% ≤ 5 employees
• Non-residential: 70% ≤ 5 employees
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 CONSTRUCTION INDUSTRY IN QUÉBEC
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• 14% of GDP
• 230,000 direct jobs annually
• $46 billion yearly

Commission de la Construction du Quebec

http://www.ccq.org/B_IndustrieConstruction.aspx?sc_lang=en&profil=GrandPublic

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 16

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 TYPES OF CONSTRUCTION PROJECTS
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• Building construction
– Residential or non-residential
– Designed by architects or
architects/engineers (A/E)
– Heavily subcontracted
– Private and public owners

(Images courtesy of Montreal 2025)

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 TYPES OF CONSTRUCTION PROJECTS
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• Engineering construction
– Bridges, canals, tunnels, pipelines, etc.
– Designed by professional civil engineers
– Constructed by general contractors
– Primarily public owners

(Images courtesy of Wikipedia) (Images courtesy of Montreal 2025)

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 TYPES OF CONSTRUCTION PROJECTS
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• Industrial Construction
– Nuclear power plant, manufacturing plant, etc.
– Designed by process engineers
• Chemical engineers, mechanical engineers, etc.
– Design and construction by the same firm
– Constructed by general contractor with few
large subcontractors

(Images
courtesy of
Wikipedia)

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 BREAKDOWN OF CONSTRUCTION
PROJECTS
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Engineering
construction
(20-25%)

Building
construction
(65-75%)

Industrial
construction
(5-10%)

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 CONSTRUCTION PROJECTS IN MONTREAL
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• Le Concorde
– $36 million
• Highway 25 Bridge
– $500 million

(Image courtesy of Montreal 2025)

(Image courtesy of Montreal 2025)

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 CONSTRUCTION PROJECT DEVELOPMENT
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• Typical life of a project - linear nature

Need Conceptual Preliminary &
Established Design Final Design

Disposal Operation Construction

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 Owner Designer KEY PLAYERS
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Contractor
• Owner
– The party that pays for the facility and will own it
after construction is completed
– Public (government) or private (individual or
business)

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 Owner Designer KEY PLAYERS
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Contractor
• Constructor/Contractor
– The party who contracts to perform the construction
– Prime (general) contractor, sub contractor

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 Owner Designer KEY PLAYERS
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Contractor
• Designer, A/E
– The professional entity that designs the facility
– May oversee the construction as owner’s agent
– Identified in construction contracts

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 NATURE OF CONSTRUCTION PROJECT
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• Each project is unique

– No mass production and batch production
• Very customer-oriented
– Not purchasing items “off-the-shelf”
• High potential for encountering unforeseen
conditions
– Not performed in controlled conditions
– Process is not as predictable
– Success is highly dependent upon the quality
of people
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 CONSTRUCTION ENGINEERING AND
MANAGEMENT
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• Construction engineering Focus on Task

– What technique or method field action &
technological
should be selected for processes

placing construction Operation/Process

• Construction management
– How the resources Project
available can be best
applied to realizing a Focus on
project Organizational
constructed facility attributes

• Acceptable quality
• On time
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 PROJECT MANAGER
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• Conductor of an orchestra in which every

musician is in a different union
• A strong ability in many areas
General Project Special
Management Manager Knowledge
Domain

Supporting
Disciplines

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 PROJECT
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A Project is a temporary endeavor

undertaken to create a unique product,
services or result.

PMI

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 PROJECT
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• Temporary
– Definite beginning and definite end.
– End is reached when:
• Project objectives are achieved.
• It’s clear that project objectives can not be met.
– Temporary is not short

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 PROJECT
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• Unique
– Has not been done before.
– Even if projects are identical.
(Ex. Office buildings: owner, location, design, ….etc.)

S. El-Omari
BLDG 6571 Lecture 1 31
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 PROJECT MANAGEMENT
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Project Management is the application of

knowledge, skills, tools and techniques to
project activities to meet project requirements.
Project management is accomplished through
the application and integration of the project
management processes of initiating, planning,
executing, monitoring and controlling, and
closing.

PMI
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 PROJECT MANAGER
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The Project Manager is the person responsible

for accomplishing the project objectives.

PMI

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 PROJECT MANAGEMENT OBJECTIVES
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To deliver a project on target:

Time, Cost, Quality

• Triangle of Values Time

Cost Quality
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 PROJECT MANAGEMENT
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• Knowledge & skills in:

– Project integration management
– Project scope management
– Project time management
– Project cost management
– Project quality management
– Project human resource management
– Project communications management
– Project claims and changes management
– Project risk management
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 Project Management Knowledge Areas

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S. El-Omari
BLDG 6571 Lecture 1 36
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 PROJECT MANAGEMENT KNOWLEDGE AREAS
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• Project Integration Management

Processes required to ensure proper
coordination of various project elements and
includes:
– Project Plan Development
– Project Plan Execution
– Integration Change Control

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 PROJECT MANAGEMENT KNOWLEDGE AREAS
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• Project Scope Management

Processes required to ensure that project
includes all the work required and includes:
– Initiation
– Scope Planning
– Scope Definition
– Scope Verification
– Scope Change Control

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 PROJECT MANAGEMENT KNOWLEDGE AREAS
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• Project Time Management

Processes required to ensure timely completion
of the project and includes:
– Activity definition
– Activity Sequencing
– Activity Duration Estimation
– Schedule Development
– Schedule Control

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 PROJECT MANAGEMENT KNOWLEDGE AREAS
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• Project Cost Management

Processes required to ensure the project is
completed within the planned budget and
includes:
– Resource Planning
– Cost Estimating
– Cost Budgeting
– Cost Control

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 PROJECT MANAGEMENT KNOWLEDGE AREAS
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• Project Quality Management

Processes required to ensure the project
satisfies the needs for which it was
undertaken and includes:
• Quality Planning
• Quality Assurance
• Quality Control

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 PROJECT MANAGEMENT KNOWLEDGE AREAS
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• Project Human Resource Management

Processes required to ensure most effective use
of people involved and includes:
– Organizational Planning
– Staff Acquisition
– Team Development

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 PROJECT MANAGEMENT KNOWLEDGE AREAS
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• Project Communications Management

Processes required to ensure timely and
appropriate handling of project information
and includes:
– Communications Planning
– Information Distribution
– Performance Reporting
– Administrative Closure

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 PROJECT MANAGEMENT KNOWLEDGE AREAS
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• Project Risk Management

Processes concerned with identifying, analyzing,
and responding to project risk and includes:
– Risk Management Planning
– Risk Identification
– Qualitative Risk Analysis
– Risk Response Planning
– Risk Monitoring and Control

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 PROJECT MANAGEMENT KNOWLEDGE AREAS
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• Project Procurement Management

Processes required to acquire goods & services
from outside organization and includes:
– Procurement Planning
– Solicitation Planning
– Solicitation
– Source Selection
– Contract Administration
– Contract Closeout
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 PROJECT PHASES / PROJECT LIFE CYCLE
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• Projects are divided into several phases to

ensure management control.

• All project phases represent the Project Life

Cycle

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 PROJECT PHASES
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• Inception – by investor / owner – where the project is first

visualized.
• Planning and Definition - by investor / owner – rough estimate
of the project duration, budget and plan are developed.
• Design – by Architect / Engineer – components of the project
are designed.
• Procurement and production – by contractor – purchasing
necessary good and (Ex. Construction).
• Start up and commissioning – by contractor – where project is
delivered to the owner

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 48

S. El-Omari
BLDG 6571 Lecture 1 48
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 49

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 50

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 ASSIGNMENT #1
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• Give an example of any project ( either in

your experience or from the internet)
• Explain in 10 points or less, how this project
has been - or is - managed.
• Groups of 4-6 students. Hard copy of the
presentation and the presentation due next
week.

Copyright 2010. All rights reserved.