Construction Supervising Site Engineer

Construction Supervising Site Engineer
Duties and Responsibilities
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- Traditionally from time immemorial, the architect has been saddled with the dual
responsibility of providing technical (design) and administrative roles in the construction
process.
- The challenges posed by modern construction coupled with the dynamism of modern
society had imposed more responsibility on the architect as a project manager hence;
there is the need to separate these dual functions so that an architect can concentrate
well on one (technical) while another architect / professional takes over the other role
(administrative).
- The acceptance of project management as a separate profession indicates that the
application of knowledge, processes, skills, tools and techniques can have a significant
impact on the success of a project and requires someone who possesses the qualities of
a project manager.
-However the project manager must ensure that project management knowledge, skills
and tools be applied to projects so as to improve the chances of success over many
project.
However this paper is being written with the aim of addressing the following
issues
The meaning and concept of project management.

-Project.
-Program
-Relationship between project and program
-Meaning and concept of project management
-What is project management?
The Role of the Project Manager.

-Characteristics of a project manager.
Skill required of a project manager
The Architect as a Construction Project Manager.

-Role / function.
.
LET US EXAMINE THE FOLLOWING:

PROJEC T: This can be defined as follows.
A Project is the use or application of one or more scarce resources of the 3Ms (Man Material and Money). Within a
specific time frame with the hope of achieving an investment return (result). It could further be defined as an
intervention tool designed to influence the direction and speed of development.
A project is a temporary endeavor undertaken to create a unique deliverable (product, service or result). The temporary
nature of a project is that a project has a definite beginning and the end. The end of a project is reached when the
project objectives have been achieved or the project is terminated because its objective cannot be met, when the need
for the project is no more in existence.
A project may also be terminated if the client (customer, sponsor or champion) wishes to terminate the project.
FEATURES OF A PROJECT
-Must have a need
-Must have a beginning and end
-Must have limited resources of the 3Ms
-Must be unique on its own
-Must have potentials, risks and uncertainty
-Must be result oriented
Salient points
Temporary; A definite beginning and end . Also it does not necessarily mean that the duration of the project is short,
rather it refers to the project engagement and its longevity.
Unique; No two projects have exactly the same factors associated with it, although they might have the same repetitive
elements in their deliverables and activities but it does not change the fundamental unique characteristic of the project
work.
However an ongoing work is generally a repetitive process that follows organizations existing procedures. In
contrast, because of the unique nature of projects there may be uncertainties or differences in the products,
services, or result that the project creates. Project activities can be new to a project team which might necessitate
more dedicated planning than other routine work. In addition a project is undertaken at all organizational levels. A
project may involve a single or multiple individuals, as well as single organizations or multiple organizations.
A Project can be;

A finished product or component of another item
A capability to perform a service e.g., a business function
A result e.g., an outcome of a research work
An improvement in the existing product or service lines.
Examples of projects include, but not limited to;

Developing a new product , service or result;
Effecting a change in the structure, processes, staffing, or style of an organization:
Developing or acquiring a new or modified information systems ( hardware or software);
Conducting a research effort whose outcome will aptly recorded;
Constructing a building, industrial plant, or infrastructure;
Implementing, improving, or enhancing existing business processes and procedures.
PROGRAM: Can be defined in the following ways.

It is the use or application of one or more scarce resources of the 3ms (Man Material and Money) in a continuous
manner (No time limit) without any cost benefits.
A program is defined as a group of related projects, subprograms, and program activities managed in a coordinated
way to obtain benefits and control not available from managing them individually.
The relationship among portfolio and projects is such that a portfolio refers to a collection of projects, programs,
sub-portfolios, and operations managed as a group to achieve strategic objectives. Programs are grouped within
a portfolio and are comprised of subprograms, projects, or other work that are managed in a coordinated fashion
in support of the portfolio. Individual projects that are either within or outside of a program are still considered
part of a portfolio. Although the projects or programs within the portfolio may not necessarily be interdependent
or directly related, they are linked to the organizations strategic plan by means of the organizations portfolio.
COMPARATIVE OVERVIEW OF PROJECT AND PROGRAMME MANAGEMENT.

ITEMS PROJECTS PROGRAMS
SCOPE Projects have defined objectives. Scope is Programs have a large scope and provide more
progressively elaborated throughout the project life significant benefits.
cycle.
CHANGE Project managers expect change and implement Program managers expect change from both inside
processes to keep change managed and controlled. and outside the program and are prepared to
manage it.
PLANNING Project managers progressively elaborate high-level Program managers develop the overall program
information into detailed plans throughout the project plan and create high-level plans to guide detailed
life cycles. planning at the component level.
MANAGEMENT Project managers manage the project team to meet Program managers manage the program staff and
the project objectives. the project managers; they provide vision and
overall leadership.
SUCCESS Success is measured by product and Success is measured by the
project quality, timelines, budget degree to which the
compliance and degree of customer program satisfies the needs
satisfaction. and benefits for which it
was undertaken.
MONITORING Project managers monitor and control Program managers monitor

the work of producing the product, the progress of program
services or results that the project was components to ensure the
undertaken to produce overall goals, schedules,
budget and benefits of the
program will be met.
MEANING:
Definition:
Project management is about creating an environment for achievement of defined goals in a controlled manner by
a team of people. In order to compete in a fast paced and high technical world, you need to master the best
practice in project management.
According to (PMBOK) Project Management Body of Knowledge 5th edition, project management is the application
of knowledge, skills, tools, and techniques to project activities to meet project requirement & objectives. Project
Management is however accomplished through the appropriate application & integration of the 47 logically
grouped project management processes, which are categorized into 5 process groups namely;
oInitiating: Develop project charter, identify stake holders
oPlanning : Requirement, Scope, WBS, Sequence, Estimate, Budget, Quality, Communication, Risk, Procurement.
oExecuting: Quality Assurance, Develop and Manage Project Team, Conduct Procurement,
Manage Stake holder engagement.
oMonitoring & control : Validate Scope, Control Scope, Control Schedule, Perform Quality control, Control
Risk, Control Procurement, Control Stake holder.
oClosing out: Close Project and Close Procurement, Lessons learnt.
The Chartered Institute of Building (CIOB) (1998) defined project management as:
The planning control and co-ordination of a project from conception (including commissioning) on behalf of a
client is concerned with the identification of the clients objectives in terms of utility, function, quality, time and
cost and the establishment of relationships between resources. The integration, monitoring and control of the
contributors to the project and their output and the evaluation and satisfaction with the project outcome are
fundamental aspects of construction project management.
A third variant sees project management as encompassing construction management, hence it means acting for the client
in applying professional expertise and experience to do for the client what he would wish to do for himself had he the
time, knowledge, skill and experience to do so. A project manager provides a coordinated service to the client.
A fourth approach in terms of meaning is that project management in the building construction industry is the application
of management functions of planning, organizing, directing and controlling in the combination of resources (human,
plants, materials, capital etc) for the realization of a building or construction project at budget within specified quality and
time frame and in consonance with clients requirements.
Therefore, the scope of project management services is limited to the requirements of the clients or the circumstances of
the employers organization. In the construction industry, the scope may be in any of the following;
Managements of pre-contract operations.
Management of post-contract operations.
Management of both pre-contract and post contract operation.
CONCEPT (THE NEED FOR PROJECT MANAGEMENT SERVICES)

Since the beginning of the 21st century, there has been a new challenge to every current and potential employee or
practice in the job market of what they have to offer The only way out is to have a marketable strategy or edge.
The concept of project management however originated because of some or all of the following needs:
Decreasing quality of professionals work.
Increasing complexity of projects.
Greater degree of financial planning.
Reduction in design and completion time.
Increasing burden or demands of project administration at both pre and post contract stages.
Poor coordination by design professionals who also carryout management functions.
New technology or initiative creates projects that must be
managed.
Project management however benefits organization and
individuals by
Ensuring utilization of limited resources in the right direction.
Ensuring utilization of human resources in achieving desired
goal.
Ensuring management of complex changes in an organized way.
Assessing and managing risk index.
According to the Project Management Body of Knowledge, PMBOK 5th Edition, Project Management is the
application of knowledge, skills, tools and techniques to project activities to meet the project requirements.
Project management is accomplished through the appropriate application and integration of the 47 logically
grouped project management processes, which are categorized into five Process Groups.
These five Process Groups are:
Initiating
Planning
Executing
Monitoring and controlling, and
Closing
Managing a project typically includes, but is not limited to:
Identifying requirements;
Addressing the various needs, concern and expectations of the stakeholders in
Planning and executing the project;
Setting up, maintaining, and carrying out communication among stakeholders that is active, effective,
and collaborative in nature;
Managing stakeholders towards meeting projects requirements an d creating project deliverables;
Balancing the competing projects constraints, which include, but are not limited to:
Scope
Quality
Schedule
Budget
Resources and
Risks.
The specific project characteristics and circumstances can influence the constraints on which the project
management team needs to focus.
The project manager is the person assigned by the performing organization to achieve project
objectives. A project manager must have people- managing and inter-personal skills and general
management skills such as negotiation, leadership and mentoring.
Effective project management requires that the project manager possess the following
characteristics:
Knowledge- what project manager knows about project management?

Performance- what the project manager is able to accomplish.
Personal- how a project manager behaves when performing the project.
Some of the skills that must be possessed by the project manager to deliver organization projects
include:
Communication skills
Organizational skills
Budgeting skills
Problem solving skills
Negotiating skills
Leadership skills
Team building and human resources.
Functional Manager Project Manager
Expert in functional area May not be expert in any
area
Full authority over May have limited
employees
authority over employees
Competes for resources
Competes for resources
with other functional
dept. with other projects
Knows subordinates very May not have known
well subordinates very long
Functional environment Project environment is
is fairly stable & people temporary & people
are comfortable in their expect changes
jobs
www.asia-masters.com Part 2 - Project Managers 13

Manager
oversees and manages the work and the
employees
Facilitator
ensures that all resources and work are available
when needed and that any problems are resolved
Communicator
must effectively communicate with senior
management, client, project team, and other
participants (vendors, dept. managers, etc.) as
needed (which is frequently)

Politician
knows how to get things done, how to work the
system, how to get people to cooperate, how to
influence others
Negotiator
skilled at getting what is needed for the project
to succeed: negotiate with senior mgmt. for
more resources, negotiate with functional
manager to get a particular project team member
or to use a functional resource, negotiate with
vendor for shorter lead time, negotiate with client
about project goal changes

Doing whatever it takes to get the job done
Acquiring resources
Funds, personnel, other resources
Fighting fires and obstacles
Providing leadership
Making tradeoffs between project goals
Negotiating and persuading
Resolving conflicts

1. Understand the problems, opportunities, and
expectations of a project manager.
2. Recognize that project teams will have
conflicts, but this is a natural part of group
development.
3. Understand who the stakeholders are and
their agendas.
4. Realize that organizations are very political
and use politics to your advantage.
5. Realize that project management is leader
intensive but that you must be flexible.
www.asia-masters.com 17
6. Understand that project success is defined by
four components: budget, schedule,
performance criteria, and customer
satisfaction.
7. Realize that you must build a cohesive team
by being a motivator, coach, cheerleader,
peacemaker, and conflict resolver.
8. Notice that your team will develop attitudes
based on the emotions you exhibitboth
positive and negative.

9. Always ask what-if questions and avoid
becoming comfortable with the status of the
project.
10. Dont get bogged down in minutiae and lose
sight of the purpose of the project.
11. Manage your time efficiently.
12. Above all, plan, plan, plan.

Leadership ability Planning skills
Communication Organizational skills
skills Problem-solving
Ability to develop skills
people Administrative skills
Team-building Conflict resolution
skills skills
Interpersonal skills Time management
Ability to handle skills
stress

Strong focus on finishing the job
Good at flexibility and adaptability
Willing to make decisions
Credibility is critical (technical &
administrative)
Strong sense of ethics
Political and personal sensitivity
Effective leadership skills (can motivate)
Participative style of management
Ability to handle stress

LEADERSHIP
THINKING JUDGEMENT,
SKILL
INTEGRITY.
NEGOTIATION KNOWLEDGE
SKILL PROJECT
MANAGER
INTER ACTION
PERSONAL MANAGEMENT
SKILL
COMMUNICATI ORGANIZATIO
ON SKILL NAL
AWARENESS
HOWEVER, EXAMINE THE FOLLOWING ISSUES:
i. Project success: a project is successful if it delivers the expected result on time within
budget limit.
ii. Why projects succeed:
Manage and control scope changes.
Create a detailed plan and track progress against it using progress chart.
Assign correct resources to the specific task.
Manage risk and uncertainty effectively.
Involve stakeholders participation.
Maintain good communication channel.
iii. Successful project:

End-users apparently involved throughout the development.
The project manager had the full backing of the executives.
Specifications were clear cut. There was close ranking between the project team and end-
users.
Project expectations were realistic. All projects constraint were adequately taken care of.
iv. Challenged project:

Users input were inadequate or thoroughly lacking. Passive users got chance to comment
after project was neatly handed over to them
Project specifications were incomplete in the light of the global technological changes.
Hence, specification will keep on changing over period of execution. The project team
keeps on incorporating the changes to satisfy the client or stakeholders.
Executive management showed little or no interest in putting out fires that flared up
during project execution. No proper resolution of issues, approval for payment not
prompt. In-house experts pose threat rather than being an asset.
The technical (project) team was less than competent.
v. Failed project:
Users failed to provide complete requirement.
Users were not involved in the development process.
The project had no resource/ or inadequate resource for its
completion
Executive management did not have any interest.
Planning was a casualty
Specifications were coming due to changes in business environment.
The project was technically incompetent.
Scope management and base lining was absent.
: manager in the executive status provides only management
The project
functions: he is not concerned with technical responsibilities but coordinates
and integrates the contributions of the respective professional consultants.
He merely welds the consultants and contractors (if appointed) and all
selecting consultants and contractors, arranging project briefing and user
requirements, organizing the ultimate project operation and arranging
commissioning.
The executive project manager is involved where the project scope is wide
and complex to ensure operational efficiency.
In performing his functions, the project manager may assume either:
An executive role
A non-executive role.
AN EXECUTIVE PROJECT MANAGEMENT ROLE
This status is also referred to as total project management.
The figure below shows this status.
The project manager here is given a free hand by the

employer/ client to deliver the completed project in
accordance with the agreed objectives. The project manager
would therefore have direct contractual relationship with the
contractor and consultants.
A NON-EXECUTIVE PROJECT MANAGEMENT STATUS (INDEPENDENT FUNCTION)
The project manager here provides management services and operates like one of the consultants. In fact he may be
called a management contractor who performs a management function under a professional services contract with the
employer.
THE STRUCTURE OF NON-EXECUTIVE PROJECT MANAGEMENT ROLE

All the structure consultants have contractual relationship with the employer/ client. In Nigeria, it is
suggested that the non-executive role be carried out by any of the professional members of the design
team. That is, The Architect, Engineer and The Quantity Surveyor.
Under the non-executive structure, the project manager is expected to perform the following roles:
1. Technical supervision:
To earn the respect of clients and co-professionals, the projects manager must be technically competent.
This will also enable him to respond to problems more efficiently.
2. Planning:
The project requirements are divided into elements for effective management. This eliminates unnecessary cases
and anticipating solution to them when they occur.
3. Organizing:
He should be involved where practicable in the selection of the project tam and allocation and management of
responsibilities.
4. Directing:
The project manager must coordinate the activities of the project team and motivate them to achieve results.
5. Controlling: this involves:
Technical quality
Budget
Schedule
Client satisfaction
The project must ensure that the final product is as planned
6. Financial management:
The project manager is most familiar with the project and the client and hence would ensure strict accountability.
7. Marketing assistance:
The project manager is also a firms public relations personnel. He must be able to sell ideas very easily. The
success of the project at hand may attract future projects.
ROLE OF THE PROJECT MANAGER IN SUMMARY:
Responsible for all phases of projects: direction, planning, admin.
Assist in land acquisition.
Obtain planning approval.
Hire labor, plants, machineries, and fund.
Central point of contact for all stakeholders.
Coordinate activities.
Track project schedule.
Significance
Ensure that task is completed on time.
Monitoring
Value for money.
Benefits
Job satisfaction on the path of project despite stress undertaken.
Positive working relations with stakeholders.
Relevance of Project Management to an Architect

Project goal is defined.
Appropriate utilization of limited fund is ensured.
Appropriate utilization of limited time is ensured.
Appropriate utilization of human resource is ensured.
Uniqueness is the sense that every project is a new thing.
To carry out the project management service, the practitioner
is expected to have a project management training so to be at
home with the management, financial and accounting aspects
of the project. The training is better as a mid carrier course
after some years of practice.
Therefore, any of the construction professional with the

required attributes and training can confidently carry-out the
function of project management. Some of the requirement
include knowledge of design and construction, contract law,
programming and progressing, budgetary control, power of
communications, administration, power of persuasion,
diplomacy, energy and drive. Must have a team skill which
includes being able to work with other stakeholders as a
single team
Project manager
Designer
Engineer-of-Record/Permit reviewer
Construction Manager
Inspector
Subdivision Plan Checker
Emergency Responder
Technical Expert
Traffic, structural, civil, hydraulic, etc.
Design Team Leader
Technical Manager
Construction Manager
Project Manager
City Engineer
Director of Public Works
THE ARCHITECT AS A PROJECT MANAGER IN THE TRADITIONAL STRUCTURE
(COMBINED FUNCTION)
The architect traditionally provides both design and management
responsibilities in building projects. As earlier stated, the new fee scale has
recognized and provided a separate fee for the management function originally
provided (free of charge) by the architect.
SHORT COMINGS OF THE TRADITIONAL STRUCTURE

The standard form of building contract has not separated the management
responsibilities from the architects design functions. This by implementation
means that the architect will for a very long time be saddled with the dual role
of a manager and a designer, but they have not done anything to ensure that this
structure is separated.
Many projects are still poorly managed by architect thereby giving room for
criticism by the allied professionals. Architects should improve their knowledge,
general competence in the area of project management to ensure that their
leadership in the industry will not be questioned. Some of the architects
responsibilities under these structures are:
Coordinating and incorporating the work of specialist consultants and
nominated sub-contractors.
Assisting the employer in pre-qualification of contractors and sub-contractors
and advising on suitable prospective tenderers.
Obtaining, analyzing and reporting on open tenders and preparing and advising
on the appointment of works contractors .
Arrange for possessions of site and examination of contractors program
including cash flows.
Arranging insurances and obtaining any other consent required for effective
coordination and execution of the project.
Coordinating site supervision by specialist consultants.
Arranging site meetings and producing and circulating site meeting reports
(minutes of the site meetings).
Issuing interim payment certificates.
Senior Leadership Executive
Serve as champions for the project and Sponsor Advisory or Steering Team
provide high-level direction, authority,
decision-making and resources for the
project.
Sponsor Supports the sponsor(s) and project leader.
Provides high-level direction, input, and
decision making.
Project Leadership
Provides subject matter
expertise and functional Provides project management,
ownership and Project Project process improvement, and change
accountability for project
results.
Leader Manager management process expertise,
tracking, and reporting.
Project Work Teams Core Team

Provides day-to-day
leadership for the
planning, implementation,
and closing of the project.
Resolves issues and
Functional Functional Functional escalates when required.
Team Team Team Assesses change
management needs and
Provides the subject matter expertise and day-to-day planning and develop strategies.
implementation for the respective functional area(s). Resolves issues Implements
and escalates when required. communication plan.
Leads the individual
functional teams.
Project Resources Critical resources that can be brought in
as subject matter experts as needed.
Executive Sponsor Include the most important responsibilities for each of the roles.
Project Sponsor
Has ultimate authority and
responsibility for the project
Advisory or Steering
Team
Supports the Sponsor & Project
Leader
Project/Functional
Leader
Provides subject matter expertise and
functional ownership and
accountability for project results.
Project Manager
Responsible for planning, organizing,
managing, controlling and
communicating on all phases of a
project
Core Team
Provides day-to-day leadership for
the planning, implementation, and
closing of a project
Functional Team
Leader
Manages the sub team and pursues
the teams given objectives (i.e.
project tasks)
Team Member
Responsible for contributing to
overall project objectives and specific
team deliverables
Project Resource
Responsible for providing subject
matter expertise as needed
Executive Sponsor
<Insert Name>
Advisory/Steering Team
<Insert Names> Project Sponsor
<Insert Name>
Project Manager Project Leader

<Insert Name> <Insert Name>
Project Core Team

<Insert Names>
<Name> <Name> <Name>

Functional Team Functional Team Functional Team
<Insert Team Member <Insert Team Member <Insert Team Member
Names> Names> Names>
Project Resources
<Insert Names>
<Insert Team Member <Insert Team Member <Insert Team Member
Names> Names> Names>

1. List responsibilities of 1. List responsibilities of 1. List responsibilities of

this team this team this team
2. Include specific 2. Include specific 2. Include specific
deliverables that this deliverables that this deliverables that this
team should deliver team should deliver team should deliver
Resources Resources Resources
NATURE OF THE
CONSTRUCTION INDUSTRY
Like Manufacturing industry Involves the production of a
physical product
Like Service industry Does not accumulate large amount of

capital
Many small businesses
Success or failure is highly dependent on the qualities of the people

rather than
Technologies protected by patent
or
Availability of capital facilities
PROJECT INTEREST GROUPS
Owner wants to achieve best value for their

investment
Contractors desire to bid low enough to win but
high enough to realize profit on investment
Workers hope to achieve better living standards
and working conditions
INTEREST GROUPS
Owner wants to achieve best value for their

investment
Contractors desire to bid low enough to win but
high enough to realize profit on investment
Workers hope to achieve better living standards
and working conditions
Architect and Engineers are not directly

associated with the above groups
Professional achievement more attractive
Forecast Future Demand
Location
Availability of Resources
Accessibility to transportation
Political and Institutional Factors
Sociological and Economic Impact on Community
Environmental Impact
Overall Technical and Economic
Feasibility
Architectural concepts
Evaluation of technological process alternatives
Size and capacity of facility
Comparative economic studies
Reviews by regulatory bodies for compliance

Zoning regulations
Building codes
Licensing procedures
Safety standards
Environmental impact
Public Hearing
Funding cycles in Legislative and Executive Bodies
3. Detailed Engineering and Design
Design of Architectural Elements

Design of Structural Elements
Site Investigation
Foundation Design
Electrical and Mechanical Design
Preparation of Specifications and Drawings
Preparation of Contract Documents
3. Detailed Engineering and Design
Design of Architectural Elements

Design of Structural Elements
Site Investigation
Foundation Design
Electrical and Mechanical Design
Preparation of Specifications and Drawings
Preparation of Contract Documents
Field Construction Methods

Cost Knowledge
Services
Equipment
Materials
Services
Equipment
Materials
Lump Sum Contract

Cost Plus Fee Contract
Negotiated Contract
Process whereby the Designers Plans and Specifications are converted into
Physical Structures and Facilities
Co-ordination of all resources to complete the project

On Schedule
Within Budget
According to Specified Standard of Quality and Performance
Testing of Components
Warranty Period
Regular Maintenance of Facilities
Architect
Interior Designer
Landscape Architect
Civil Engineer
Environmental Engineer
Electrical Engineer
Mechanical Engineer
Chemical Engineer
Geologist
Environmental Scientist
Economist
General Contractor
Land Surveyor
Formwork Carpenters
Steel Fabricators
Concreters
Bricklayers
Plant and Equipment Operators
Specialist subcontractors
Suppliers
American Institute of Architects
Documents
A101 Standard Form of Agreement between Owner
and Contractor Stipulated Sum
A111 Standard Form of Agreement between Owner

and Contractor Cost of the Work Plus a Fee
A201 General Conditions of the Contract for Construction
B141 Standard form of Agreement between Owner

and Architect
A132 Performance Bond and Payment Bond
ARTICLES
Contract Documents
Architect
Owner
Contractor
Subcontractors
Work by Owner or by Separate Contractors
Time of Completion and Extension of Time
Progress and Final Payments
Substantial Completion
Insurance
Changes in the Work
Uncovering and Correction of Work
Termination of Contract
ORGANIZATIONAL RELATIONSHIPS
Architech/Engineer Owner
General Contractor
General Contractor
Subcontractor Subcontractor Subcontractor
General Contractor
2nd Tier Subcontractor
3rd Tier Subcontractor
General Contractor
Supplier
Specialists General Contractor
Supplier
Specialists Construction Manager
Supplier
Specialists Construction Manager
General Contractor
Supplier
Owner
Architech/Engineer Design Builder
Specialists
Supplier
Specialists
Supplier
Beneficiary Owner Performance Bond
Principal General Contractor Surety
Supplier
Beneficiary Owner Payment Bond
Principal General Contractor Surety
Beneficiary
Supplier
Requirements under AIA A201Contract Documents
Contractors Liability Insurance

Owners Liability Insurance
Property Insurance
Loss of Use Insurance
Workmen Compensation
Disability Benefits
Make Financial Arrangements to fulfill his obligations
Furnish Accurate Contract Specifications and Drawings for the Contractors work
Right to Stop Work
Right to Change Work
Right to Terminate Contract if Contractor Defaults
Architect is the Owners Representative
Architect is the Administrator of the Contract
Visit site at appropriate stages of construction to
familiarize himself generally with the progress and
quality of the Work and to determine whether Work is
proceeding in accordance with Contract Documents.
Advice the Owner on Work Progress
Guard the Owner against Defects and Deficiencies in the
Work of the Contractor
Reviews Contractors Claims and Approves Amount to
be paid to the Contractor
Architect is not responsible for Methods of Construction
or Site Safety
Review Contract documents for Errors and Inconsistencies
Supervise and Co-ordinate all Construction Work
Provide full time Superintendent on Site
Responsible for Site Safety
Indemnify the Owner against any Claims by third parties
Contract is signed between Owner and Contractor
Architect acts as Interpreter of the Contract between Owner

and Contractor
Architect acts as Judge of the Performance of the Owner

and Contractor
All disputes between Owner and Contractor shall be decided

by Architect
Architect shall not show Partiality
Architects Decision on Artistic Effects is Final
Arbitration
Scoping
Planning
Organizing
Controlling
SCOPING
Establishing Realistic and Specific Objectives which states in advance
the Desired Results
PLANNING
Programming
Costing
Scheduling
ORGANIZING
Design of the Organization Structure
Delegation of Responsibilities
Working Relationships between Individuals and Groups
System of Communication to keep everyone informed
Provide Leadership
Feedback Loop
CONTROLLING
Awareness of Current Status of Cost, Schedule and Quality
Performance compared to Project Goals
Regular Inspection and Supervision
Formulate Procedures to Identify Errors in time for

Remedial Works to be made
Manage Disputes
Thank You

Construction Supervising Site Engineer

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Construction Supervising Site Engineer

Duties and Responsibilities

The meaning and concept of project management.

The Role of the Project Manager.

The Architect as a Construction Project Manager.

LET US EXAMINE THE FOLLOWING:

A Project can be;

Examples of projects include, but not limited to;

PROGRAM: Can be defined in the following ways.

COMPARATIVE OVERVIEW OF PROJECT AND PROGRAMME MANAGEMENT.

MONITORING Project managers monitor and control Program managers monitor

CONCEPT (THE NEED FOR PROJECT MANAGEMENT SERVICES)

Knowledge- what project manager knows about project management?

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iii. Successful project:

iv. Challenged project:

Executive management did not have any interest.

Planning was a casualty

Specifications were coming due to changes in business environment.

The project was technically incompetent.

Scope management and base lining was absent.

The project manager here is given a free hand by the

THE STRUCTURE OF NON-EXECUTIVE PROJECT MANAGEMENT ROLE

Relevance of Project Management to an Architect

Therefore, any of the construction professional with the

SHORT COMINGS OF THE TRADITIONAL STRUCTURE

Project Work Teams Core Team

Project Manager Project Leader

Project Core Team

<Name> <Name> <Name>

<Name> <Name> <Name>

1. List responsibilities of 1. List responsibilities of 1. List responsibilities of

Resources Resources Resources

Like Service industry Does not accumulate large amount of

Success or failure is highly dependent on the qualities of the people

Owner wants to achieve best value for their

Owner wants to achieve best value for their

Architect and Engineers are not directly

Reviews by regulatory bodies for compliance

Funding cycles in Legislative and Executive Bodies

Design of Architectural Elements

Design of Architectural Elements

Field Construction Methods

Lump Sum Contract

Co-ordination of all resources to complete the project

A111 Standard Form of Agreement between Owner

A201 General Conditions of the Contract for Construction

B141 Standard form of Agreement between Owner

A132 Performance Bond and Payment Bond

Subcontractor Subcontractor Subcontractor

Subcontractor Subcontractor Subcontractor

2nd Tier Subcontractor

3rd Tier Subcontractor

Subcontractor Subcontractor Subcontractor

2nd Tier Subcontractor

3rd Tier Subcontractor