Essentials of Project and Construction Management: Korea Land Corporation

Strictly
Confidential
Essentials of Project and
Construction Management
Land is Life
Korea Land Corporation

(KLC)
In association with
Hill International, Inc.
1
THE PROJECT
Session 1
2
The Project
• A Discrete, Planned Undertaking

having
– A Defined Scope
– A Start and a Finish
• The “Project Approach” Has
Evolved to be a Management
Buzzword
• Origins in the EPC Industry
3
The Project
• Traditionally EPC industry was loose conglomerate of designers,
financiers, builders, suppliers, contractors, etc.
• Complexity, computerization, and failures brought forward the
need for a “Project Approach”
• The “Project Approach” has now become the rule rather than the
exception
• “Project Management” concept has evolved, defined as
“The management of an organized set of activities towards
defined objectives using limited resources applying specialized
management structures and techniques.”
4
The Project Life Cycle
5
• All projects exhibit similar life cycles

• Four primary “seasons”
– Concept
– Development
– Implementation
– Termination/Completion
6
Concept Development Implementation Termination
L
e
v
e
l
o
f
E
f
f
o
r
t
7
Concept Phase
• Gather data • Guesstimate Resources
• Identify need • Identify Alternatives
• Establish • Present proposal
– goals, objective • Obtain Approval for next
– basic economics, phase
feasibility
– stake holders
– risk level
– strategy
– potential team
8
Development Phase
• Appoint Key Team • Establish
Members • master plan
• Conduct Studies • budget, cash flow
• Develop Scope • WBS
Baseline • policies and
• end product(s) procedures
• quality standards • Assess risks
• resources • confirm justification
• activities • Present project brief
• Obtain approval to
proceed
9
Implementation Phase
• Set Up • Procure Goods and Services
• Organization • Execute Work Packages
• Communications • Direct/Monitor/Forecast/Co
• Motivate Team ntrol:
• Detail Technical Req.'s • Scope
• Establish • Quality
• Work packages • Time
• Information • Cost
Control Systems • Resolve Problems
10
Termination Phase
• Finalize Products
• Review and Accept
• Final Settlements
• Transfer Product Responsibility
• Evaluate Project
• Document Results
• Release/Redirect resources
• Reassign Project Team
11
The Project Organization
12
• Various Forms of Project Organizational

Structures
– Project-Based
– Functional/Division-Based
– Pure Matrix
– Modified Matrix
13
T h e P r o j e c t - B a s e d O r g a n iz a t io n
T h e B ig C h e e s e
P r o je c t 1 P r o je c t 2 P r o je c t 3
O il R e fin e r y O ffic e B u ild in g H o te l
D e s ig n D e s ig n D e s ig n
E n g in e e r in g E n g in e e r in g E n g in e e r in g
P ro c u re m e n t P ro c u re m e n t P ro c u re m e n t
C o n s t r u c t io n C o n s t r u c t io n C o n s t r u c t io n
14
The Project-Based Organization

• Advantages:
– Focus is on delivering the PROJECT
– Better interface between Project Team members
– Teamwork
– Better Communication Flow
– “One Stop Shopping” for Management
15
The Project-Based Organization

• Disadvantages:
• Corporate Goals not always priority
• Tunnel Vision
• Redundant Staffing
• Lack of Consistency, Procedures among
different projects
16
T h e F u n c t io n a l O r g a n iz a t io n
M a r k e t in g P r o d u c t io n A c c o u n t in g
D iv is io n D I v is io n D iv is io n
P r o je c t X P r o je c t X P r o je c t Z
P hase 1 P hase 3
P r o je c t Y
P hase 3
17
The Functional Organization

• Advantages:
– Consistency in Particular Disciplines/Areas
– Corporate Goals are considered
– Cross-utilization of Staff
18
The Functional Organization

• Disadvantages:
– Lack of focus on the PROJECT
– No independent central coordinator for
managing the project
– Corporate/Division Politics often dictate
– Projects often suffer from inadequate or
untimely staffing
19
P u r e M a t r ix O r g a n iz a t io n
E n g in e e r in g P r o d u c t io n A c c o u n t in g
D iv is io n D iv is io n D iv is io n
R e f in e r y
P ro je c t
H o te l
P ro je c t
O f f ic e
B u i l d in g
20
The Pure Matrix Organization

• Advantages:
– Best of both worlds
– Balance between corporate/division needs and
those of individual projects
– Central coordinator(s)/Project Manager(s)
– Ideal for multi-project organizations
21
The Pure Matrix Organization

• Disadvantages:
– Conflicts for resources among projects
– Smaller projects suffer
– Some staffing inefficiencies
22
M o d if ie d M a t r ix O r g a n iz a t io n
E n g in e e r i n g P r o d u c t io n A c c o u n t in g M a r k e t in g P ro je c t
D iv is io n D iv is io n D iv is io n X
R e f in e r y
P ro je c t
O f f ic e
B u il d in g
23
The Modified Matrix Organization
• Advantages:
– Tailor-made organization
– Balance between corporate/division needs
and those of individual projects
– Central coordinator(s)/Project Manager(s)
– Ideal for multi-project organizations
– Provision for Special or small projects
24
The Modified Matrix Organization
• Disadvantages:
– Better suited for managing multiple projects
– Some staffing inefficiencies
25
The Project Team
26
The Project Team
Purpose of the Project Team
– To effectively implement the objectives of the

Project within a set of restraints
– Objectives can include Quality, Efficiency,
Environmental, Public Factors
– Restraints are usually Cost, Schedule, Impact
on Environment, Impact on Public
27
The Project Team
Qualities of an Effective Project Team
• Technical Qualifications KNOW THE JOB

• Interpersonal Factors TEAMWORK
• Effective Organization PLAN, PLAN, PLAN
• Effective KNOW WHAT GOES ON
Communication
• Adequate Authority and ABILITY TO GET THE
Responsibility JOB DONE
28
The Project Team
T y p ic a l P r o j e c t T e a m O r g a n iz a t io n C h a r t
O p e r a t io n s P la n n in g
O w n e r / C lie n t E n v ir o n m e n t a l
G o v t R e la t io n s
O th e r
P r o je c t M a n a g e r
D e s ig n / P r o je c t
E n g in e e r in g C o n t r o ls
P r o d u c t io n /
F a b r ic a t io n C ost Q u a lit y D ocum ent
S c h e d u le C o n tro l C o n tro l
C o n s t r u c t io n / C o n tra c ts /L e g a l
I n s t a lla t io n
C o m m is s io n in g
29
The Project Team
The Owner
ACTIVE PASSIVE
• Maintains Day to • Not involved in Day
Day Control to Day Affairs
• Conflict with Project • Sets Overall
Manager Direction
• Better Product ? • Lack of Control ?
30
The Project Team
The Project Manager
• The Conductor of the Project Orchestra

• Facilitator, Liaison, Go-Between
• Responsibility = < Authority
• Right Combination of Technical and
Interpersonal Skills
31
The Project Team
Project Controls
• Critical Tools of the Project Manager
– Cost/Schedule
Control/Contracts/Legal
– Quality Control
– Document Control
• Provide the Checks and Balances for the
Project
• The “Police”
32
The Project Team
Other Project Team Members
• Design/Engineering
• Construction/Installation
• Commissioning/Closeout
• Operations
• Ancillary Bodies
33
PROGRAM, PROJECT, CONSTRUCTION
MANAGEMENT AND OVERSIGHT
Session 2
34
What is Project Management?
Project Management for Design/
Construction can be defined as:
“the process of professional
management applied to the planning,
design and construction of a project
from inception to completion for the
purpose of controlling time, scope,
cost and quality.”
35
What is Project Management?
The 4 core elements:
Scope Quality
Management Management
Time Cost
Management Management
36
What Is Project Management ?
CORE 1
SCOPE MANAGEMENT:
• Defining objectives
• Determine activities necessary to achieve the obje
ctives
• Monitor and control scope vs. objectives
• Quantify the resources
• Manage (inevitable) changes
37
What Is Project Management ?
CORE 2
QUALITY MANAGEMENT:
• Establish the standards of quality
required to meet the investment
objectives;
• Then manage the project to meet
these standards using Quality
Assurance and Quality Control. 38
What is Project Management ?
CORE 3
TIME MANAGEMENT:
• Plan the activities
• Schedule the activities
• Monitor and control actual
• Resolve impacts to
schedule/time
39
CORE 4
COST MANAGEMENT:
• Define investment
• Prepare estimates
• Establish budgets
• Control actual vs. budget
40
Project Management requires special skills to

achieve the four core elements
• Managing People
• Effective Communications
• Resource Management
• Risk Management
• Technical Knowledge
41
• Managing People - because people are at the center of the

project;
• Communications - providing leadership and direction;
obtaining feedback and then adjusting actions to match actual
events;
• Resource Management - obtaining the necessary resources
and commitments in the most efficient manner;
• Risk Management - avoiding or minimizing risks to project
success by identifying quantifying the risk, allocating the risk
to the project and managing it;
• Technical Knowledge - because you can’t manage what you
don’t understand.
42
What Brought About Project Management?

• The traditional separation of Owner, Designer,
Contractor often caused conflicts because
each has different objectives;
• Increased complexity of modern projects;
• Owner’s desires for faster completion - time
equals money:
43
What Brought About Project Management?
(continued)
• Increased cost of resources
• Development of management
skills, tools and systems that could
be adapted to construction;
• Effective management found
to increase productivity
44
What are the Benefits of Project Management?
• Better planning of projects
• More productive use of resources
• Better control of risk
• Improved communications and teamwork
MORE SUCCESSFUL PROJECTS!

On Time - Within Budget - Right Quality
45
Several Delivery Methods for construction projects:
(1) The Traditional Approach
(2) Clerk of Works/Architect-Engineer Administration
(3) Design-Build
(4) Project/Construction Management
(5) Program Management
(6) Project Management Oversight
46
Why So Many Different Delivery Methods?

• Different Needs of Owners
• Different Capabilities of Owners
• Nature and Complexity of Project
• Amount of Time for Project
47
However, no matter what method you use,
every construction project requires the following:
Plan What You Want
Design What You Plan
Build the Design
MANAGEMENT OF THE ENTIRE PROCESS

48
Traditional Approach
Advertise Occupancy
Planning Design Construction
& Award Start-up
O w ner
A r c h it e c t / G eneral
E n g in e e r C ontractor
S ubcontractors
49
Traditional Approach
• Project Phases in sequence

• Contractor does not participate in design
• Complete design before construction
• Owner must manage entire process
• A/E and General Contractor independent
• Owner has maximum control
50
Clerk of Works/ A/E Administration
Advertise Occupancy
& Award Start-up
O w n e r
A rc h it e c t - G e n e ra l
E n g in e e r C o n tra c to r
S u b c o n tra c to r
V e n d o rs
51
Clerk of Works/ A/E Administration
• Similar to traditional approach.

Difference is expanded role of A/E
• A/E performs basic administration,
inspection during construction
• Owner manages all other aspects
52
Design/Build
Planning Design
Occupancy
Construction
Start-up
O w n e r
D e s ig n -B u ild
C on trac to r
D e s ig n e r s S u b c o n trac to r
V e n d ors
53
Design/Build
• Single firm responsible for design and

construction
• Owner defines performance, D-B Contractor
determines design
• Owner has less control, less responsibility
• Design often controlled by construction, not
independent
• Usually faster than traditional
• Allows construction expertise into design
54
Project/Construction Management
Advertise Occupancy
& Award Start-up
OR
Planning Design
Award Construction
Award Construction
Award Construction Occupancy
Start-up
55
O wner
OR O wner
A r c h it e c t T rade Proje ct
E n g in e e r C ontractor C o n s t r u c t io n A rc h it e c t G e n e ra l C o n s t ru c t io n
M anager E n g in e e r C o n t ra c t o r M anager
T rade S u b c o n t ra c t o r
C ontractor
T rade
C ontractor
56
• CM is Owner’s agent and performs many

responsibilities for Owner
• CM role is to manage design and/or construction
• All contracts with Owner
• Brings construction expertise to design
• Permits fast-track projects
• Allows multiple prime trade contractors, or one
general contractor with subcontractors.
57
Program Management
Project “A”
Project “B”
Project “C”
58
Program Management
O w ner
Program
M anager
A /E G .C C /M A /E G .C A /S G .C
Pro je c t "A " Pro je c t "B " P roje ct "C "
O wner
Program
M anager
A /E G .C C/M A .E G .C
Proje ct "A " Proje c t "B " A .E G .C
P ro je ct"C "
59
Program Management
• Management of multiple
projects
• Single Management firm
• Provides consistent standards,
controls and reporting on all
projects
• Effective management of
project interfaces
60
Project Management Oversight
(PMO)
O wner
PM O
C o n s u lt a n t
A r c h it e c t G eneral A r c h it e c t C ontractors/ Proje ct/ D e s ig n -B u ild

E n g in e e r C ontractor E n g in e e r s S ubcontractors C o n s t r u c t io n C ontractor
M anagers
Proje ct "A " Proje ct "B " D e s ig n e r S ubcontractor
P roje ct "C "
61
Project Management Oversight
(PMO)
• PMO is independent consultant to Owner
• PMO focus is top management
• PMO surveys, evaluates, reports on all aspects:
planning, design, construction
• No direct responsibility to manage project
• Can work with any other project delivery methods
• Good at identifying potential problems, facilitating
resolutions
• Most effective for large projects
• Most often used by Top management or funding agencies
not directly involved, e.g. Banks, Governments
62
Comparison of Delivery Methods
Traditional Clerk of Works Design- Program Project/ Project
A/E Build Construction Management
Administration Management Oversight
Principal -Owner has -Similar to -Fastest- -Applies Independent,
Advantages greatest control traditional allows fast- management experienced
-Design -A/E assists track expertise to project consultant to help
complete before Owner to -Owner deals -PM/CM is identify, solve
construction manage, which with 1 entity independent-focus problems
-Most common reduces Owners -Less is on project’s -Keeps top
system, familiar responsibility, responsibility success management
to Owners, many staff on Owner, -Brings informed,
contract forms less staff construction involved
available -Less expertise to design -Inexpensive
-Can be cheaper adversarial -Allows fast- (1%)
because less -Combines tracking and multi- -Assists all
consultants construction contracting parties to
expertise into -Gives Owner a establish effective
design wide, flexible controls,
range of services to reporting
select
-Less adversarial
-Owner has less
responsibility, less
staff
-Independent
inspection and
quality control 63
Comparison of Delivery Methods
Traditional Clerk of Design-Build Program Project
Works A.E Project/ Management
Administra Construction Oversight
tion Management
Principal -Slowest -Similar to-Less control -Owner has -May raise
Dis- -More traditionalby Owner less control potential
advantages responsibility on -Does not -Limited -Adds costs of conflict with
Owner, requires provide full
access to PM/CM Owner staff
larger staff management design team -Not always
-Price not known -A/E’s -Design often cost effective
till design interests subordinated to on smaller
complete can be construction projects
-Most adversarial- biased to -Requires
competing design careful
interests planning by
-No construction Owner
input to design -Not as many
-Difficult for firms who can
large, multi- do D.B
contractor projects
64
Planning for the
Success of the Project
Session 3
65
Planning is Essential
for a Successful Project
• Planning defines and quantifies the
measure of success
• Through planning, the project team defines
how it will organize to achieve this success
• Planning defines and develops the tools that
are needed to manage to success
• Planning defines the risks and establishes
the measures to avoid or manage the risks
66
Why Do We Need to Plan?
• Studies and case histories have shown
planning to be the single most important
factor for successful projects
• Planning is done at the very start, when we
have the most control
• Enables the project team to apply the
benefits of experience
• Anticipates problems and their solutions
67
Types of Planning
• First step of planning is to identify the
project mission:
• What is the project ?
• Who is the project for (the market) ?
• Why is the project being built ?
(short and long term projection)
68
Three Types of Planning
• Strategic planning
• Operational planning / construction master

plan
• Project scheduling
69
Strategic Planning
• High level selection of the

project objectives
• Target investment level
• Projected date of
completion
• Desired market
penetration
70
Operational Planning/Construction
Master Plan
• Analysis of available construction resources
within the company
• The impact of the new project
on existing work load
• Identification of the
required resources and
where to be acquired
71
Operational Planning/Construction
Master Plan (continued)
• Organize and control major work activities
to meet project goals
• Project budget/estimate
• Resource plan (people, material, systems)
• Project schedule
• Procurement plan (subcontracting, etc.)
72
Elements to Effective Planning
of Construction Projects
• Hill’s experience has shown seven (7) elements to
be necessary to construction project plans
(1) Clear Definition of Project Goals and Objectives
(2) Well Defined Project Organization
(3) Comprehensive Work Breakdown Structure (WBS)
(4) A Written Project Management Plan (PMP)
(5) Development of the Necessary Tools and Systems for
Managing the Project
(6) A Master Schedule
(7) An Effective Risk Management Program
73
Project Goals & Objectives
(1) Clear Definition of the Project Goals

and Objectives
• Project Goals and Objectives include:
– The desired function or output
– The desired cost or investment
– The desired duration to complete
– The desired quality
74
Project Goals & Objectives
(continued)
• The Goals and objectives define the

value(s) for the project
• The project values define the balance
between cost, schedule, quality and
function
75
Project Organization
(2) Well Defined Project Organization
• Organizing the Project team early permits pro-active management and
establishes proper relationships of work and responsibilities.
• The project Organization should define the members of the project team
and outside parties affecting the project, for example:
Project Team Outside Parties
Owner - Banks and Financing
Operator - Insurers
Designers - Surety/Bonding
Contractors - Government and Regulatory
Project Manager
Consultants
76
Project Organization
• The Project Organization defines the roles
and responsibilities of the project team:
This includes:
• Scopes of Work (SOW)
• Responsibility/approval authority
• Reporting and communication matrix
• Interfaces between the project team members
77
Work Breakdown Structure
(3) Comprehensive Work Breakdown Structure

(WBS)
Definition: A tree of activities which organizes,
defines and graphically displays the total work to be
accomplished in order to achieve the final objectives
of a project. Each level of the WBS represents an
increasing detailed definition of the project
activities. The WBS is a system for subdividing a
project into manageable work packages.
78
(continued)
• Purpose of WBS:
(1) Organizes the work into detailed packages
(2) Assures that all necessary activities are
identified and organized
(3) Shows relationships of work packages
(4) Defines how the cost and schedule are to be
developed and integrated
(5) Assigns responsibility for all project work
79
(continued)
Break the Scope Allow Development

of Work Down of Integrated
Into Know Tasks Costs and Schedules
Provide Resource What Track Cost

Planning Information Can a WBS and
for Manager Schedule
Do For You
Identify End Products Assign Responsibility

and for Work
Deliverables Performance
80
(continued)
W o r k B r e a k d o w n S tr u c tu r e E x a m p le
P r o je c t A
N e w C e n te r
AA AB AC
H o u s in g C o m p le x O f f ic e C o m p le x R e t a il C o m p le x
AAB AAA ABA ABB

H ouses A p a rtm e n ts B e lo w G r a d e L e v e ls 1 -2 0
A AB 01 A A A01
D e s ig n D e s ig n
81
Project Management Plan
(4) A Written Project Management Plan
(PMP)
• A written document designed to cover all
project activities through project completion.
• Written by the Project Management Team
• Updated throughout project as elements of
the project change
82
Project Management Plan (continued)
Example: Table of Contents of one of Hill’s PMP Manuals:
PART 1 – Preliminary Design
1 Introduction
2 Summary
3 Objectives, Goal and Constraints
4 Assumptions/Anticipated Conditions
5 Organisation and Staffing
6 Preliminary Design Program
7 Permit Requirement
8 Project Control
9 Appendices
PART 2 – FINAL DESIGN & CONSTRUCTION PHASE
1 Assumptions/Anticipated Conditions
2 Final Design & Construction Phase
3 Scope of Professional Services
4 Project Organisation & Management
83
Tools & Systems
(5) Development of the Necessary Tools and Systems for

Managing the Project
• The Essential Tools for Managing the Project Cover:
– Scope
– Cost
– Quality
– Schedule
– Documentation/Communication
84
Tools & Systems
Scope (1) Design documents - drawings, specifications,

conceptual, schematic, design development,
construction documents
(2) Contract Packaging
(3) Change Order Management
(4) Configuration Management
(5) As-built documentation - drawings, warranties,
O&M Manuals
85
Tools & Systems(continued)
Cost 1) Target Investment

2) Budgets
3) Estimates
4) Cost Control
5) Accounting
6) Commitments
7) Changes
8) Forecasting and Trending
86
Tools & Systems (continued)
Quality 1) Quality Standards
2) Quality Assurance Program 3) Regulatory Requirements
e.g. CTMA 4) Quality Control and Inspection 5) Change Control
6) Non-Conformance and Corrections 7) Record-keeping
Schedule 1) Planning 2) Master Schedule 3)

Detailed Schedules 4) Elemental Schedules - Design,
Construction, Procurement, other 5) Updating and
Reporting6) Variation and Impact Evaluations 7) Risk Analysis
87
Tools & Systems (continued)
Communication/Documentation
1) Document Management 2) Logs and Reports e.g. -
submittals, RFIs, Change Orders 3) Management Information
System 4) Meetings 5) Procedures Manual
6) Approval and Reporting Matrices
88
Master Schedule
(6) A Master Schedule
• Summary of all major activities to achieve project
completion
• Defines overall time for project and the duration
for each major activity
• Confirms the feasibility of the overall project
duration
• Defines major milestones
• Identifies major interfaces with outside entities
89
Risk Management Program
(7) An Effective Risk Management Program

– Purpose of Risk Management Program:
• Identify and evaluate risks to project
• To plan how to handle and manage each risk
• To implement the plan and to monitor all potential
risks
– Identification and Evaluation of Risks should cover:
• technical risks
• cost, financial & Schedule
• political, governmental and regulatory
90
Risk Management Program
(continued)
– Plan How to Handle and Manage Each Risk

– Techniques for risk management
• Avoid the risk by taking measures to eliminate the risk:
– e.g. pre-qualification of contractors
• Reduce the risk - by taking measure to continually re-evaluate the
risk and developing fall back positions:
– e.g. contingency planning and allowances
• Retain the risk - accept the consequences if the risk occurs
• Transfer the risk - sharing or completely transferring the risk to
another party.
– e.g. specifying the risk in the construction contract and making the
contractor responsible
– e.g. obtaining insurance to protect if the risk occurs
– e.g. performance bonds. 91
Creating and Implementing
PM/CM Tools
Session 4
92
PM/CM Tools
Successful management is like magic, it’s easy
if you have the tools. All you need are:
– Work Break Down Structure (WBS)

– Design/Scope Management
– Cost management
– Schedule
– Quality control
– Document control
– Field management control
93
PM/CM Tools
Work Break Down Structure (WBS)

• Task-oriented family tree which organizes,
defines and graphically displays project
• Descending levels represent detailed
definition of the objectives
• Relates elements of work to each other and
end product
94
PM/CM Tools
WBS (continued)
The WBS allows for the following:
• Estimates, costs, budget, schedule can be
established from detail level (bottom-up)
• The total program can be described as a
summation of subdivided elements/tasks
• Potential problems are detected at low level
early enough to be pro-active
95
PM/CM Tools
W o r k B r e a k d o w n S t r u c t u r e E x a m p le
P r o je c t A
N e w C e n te r
AA AB AC
H o u s in g C o m p le x O ffic e C o m p le x S h o p p in g M a ll
AAB AAA ABA ABB

V illa s A p p a rtm e n s B e lo w G r a d e L e v e ls 1 - 2 0
AAB1 AAB2
V illa 1 V illa 2
A A B 1 0 2 -1 6 AAB101
C o n s t r u c t io n T r a t e s D E S IG N
A A B 1 0 2 S it e w o r k AAB1011 C o n c e p t D e s ig n
A A B 1 0 3 C o n c re te AAB1012 D e s ig n D e v e lo p m e n t
A A B 1 0 4 M a s o n ry AAB1013 S c h e m a t ic
A A B 1 0 5 M e t a ls AAB1014 C o n s t r u c t io n D r a w in g s
A A B 1 0 6 W o o d & P la s it ic
A A B 1 0 7 T h e r m a l& M o is t u r e P r o t e c
A A B 1 0 8 D o o r s & W in d o w s
A A B 1 0 9 F in is h e s
A A B 1 1 0 S p e c ia lit ie s
A A B 1 1 1 E q u ip m e n t
A A B 1 1 2 F u r n is h in g s
A A B 1 1 3 S p e c ia l c o n s t r u c t io n
A A B 1 1 4 C o n v e y in g S y s t e m
A A B 1 1 5 M e c h a n ic a l
A A B 1 1 6 E le c t r ic a l
96
PM/CM Tools
Design/Scope Management
• At each level of design a validation
estimate needs to be conducted and
if higher than budget re-design
• Value engineering to be part of
design team during all design
stages
• Design to be frozen prior to
contractor award
97
PM/CM Tools
Design/Scope Management (continued)
A common danger for cost overruns arises through“scope
creeps”and changes after the design has been frozen and
released to the contractor. These changes need to be
traceable and tightly controlled.
Changes after design is frozen must be:
• Estimated separately
• Analyzed for schedule impact
• Approved by Management
• Negotiated and settled with contractor ASAP
98
PM/CM Tools
What is Cost Management?
Cost management is a function which
includes the processes that are required
to maintain effective financial control of
projects:
• Estimating, Budgeting and Cost control
• Scheduling, Evaluating and Monitoring
• Analyzing and Adjusting
• Reporting
99
PM/CM Tools
Estimating
• Methods of estimating:
– Detailed bottom-up estimate
– Conceptual judgmental estimate
– Parametric historical cost parameters
– Firm Quotes from potential vendors
100
PM/CM Tools
Estimating (continued)
The estimating effort should be continuous on
the project. Recommended levels are:
• Conceptual estimate
• Schematic Estimate
• Design Development estimate
• Construction drawing estimate
• Field Changes and Change Order Estimates
101
PM/CM Tools
• A contingency provision is to be included in
the various estimates, due to the percentage of
accuracy available at each level of design
• Concept/Feasibility 25%-40%
• Obtain project Funding 15%-25%
• Capital cost/budget 10%-15%
• Definitive/In field 7%-5%
102
PM/CM Tools
• By establishing a contingency the project
team has the ability to manage problems
and changes without alarming higher
management.
• Contingency usage monitoring is a good
indication on the performance of the project
team by Management.
103
PM/CM Tools
Budgeting
The project budget sets a realistic projection for
material, labor, subcontractor and indirect costs on the
total project.
• A poor estimate/budget leads to an unrealistic budget
causing cost overruns and loss of control.
• The project budget is the baseline for cost control
104
PM/CM Tools
Budgeting (continued)
At the capital stage the budget has to be
frozen and serves as baseline with costs and
future commitments.
• Budget breakdown in accordance with the
WBS
• Contingency usage is tracked and managed
105
PM/CM Tools
Schedule
In construction projects there are usually two
schedules:
• Owners schedule - macro schedule stressing the
strategic planning goals including design
• Contractors schedule - fully detailed operational
schedule covering all the construction work
activities within the owner’s end date
106
PM/CM Tools
Schedule (continued)
Two scheduling methods
• Bar Charts
• Logic-diagram-based schedules
Both have advantages and disadvantages
and are sometimes interchangeable
107
PM/CM Tools
Bar charts
• Advantages:
– Inexpensive and simple to prepare
– Easy to read and update
• Disadvantages:
– Inability to show enough detail to cover all Activities on
large projects
– Do not show the interrelation of activities
108
PM/CM Tools
Logic-diagram-based schedules
• Advantages
– Reveals interdependence of activities
– Calculates project completion dates
– Enables “what if” analyses
– Highlights critical activities
– Evaluates performance
109
PM/CM Tools
• The logic diagramed based

schedule is the right tool as the
project schedule
• Provides the ability to organize
schedule at the lowest level of
WBS
110
PM/CM Tools
• Contractor schedule can be used to
electronically update the Owner’s schedule
based on approved completion for each
period
• The ability to cost load the schedule and
produce earned value analysis
• Allows management of project float
111
PM/CM Tools
Quality Control
• Conformance to requirements
• Doing it right the first time
• Fitness for the purpose
112
PM/CM Tools
Quality Control Plan includes

• Quality assurance
• Quality Control
• Quality Management
113
PM/CM Tools
Quality Control Plan - Quality Assurance
• QA procedures
• Quality Systems Verification
• Identify& analyze issue
• Audits/observation
• Rework reporting
• Corrective action
• Training
114
PM/CM Tools
Quality Control Plan - Quality Control

• Tests/inspection plan
• Design/technical reviews
• Fabrication & installation inspection
• Material control and inspection
• Calibration control
• Contractor & subcontractor control
115
PM/CM Tools
Quality Control Plan - Quality Management

• Quality based client relations
• Quality skills training
• Project execution strategy
• Work process improvement
• Obstacle identification & removal
• Project information feedback
116
PM/CM Tools
Document Control
Integrated system based on the WBS for all
documents of the project.
• Organized filling facilitates team to work
• Engineering drawing tracking
• Correspondence tracking
• One stop shop for historical data
117
PM/CM Tools
Field Management Control

• All field changes initiated by owner must be
approved in writing by the PM/CM; no
verbal authorization
• Contractor field change request must be
approved by PM/CM prior to initiation
• To avoid disputes all field changes should be
negotiated bi-monthly
118
PM/CM Tools
OPEN DOOR POLICY
• Communication failure can
neutralize all tools, no matter how
well they are established
• Common reasons are:
negative mode, not accepting
other peoples ideas, impatient,
assuming others have the same
information, reacting without
analyzing the facts
119
The Project Manager
Session 5
120
The Project Manager
• What Makes a Successful Project Manager?

– Must cross organizational boundaries
– Must develop the Project Team into a cohesive
group
– Combination of technical, administrative and
people skills
– Must create environment which motivates
people to deliver a quality project
121
The Project Manager
• Project Manager’s Directive:

– Accomplish what cannot be done;
– Predict the Unknown;
– Develop a Plan to Address it;
– Implement the Plan
– With People who do not report to you
– And with resources which you can’t control
– In an unreasonable time frame
– And for an unreasonable budget
122
The Project Manager
Functional/Matrix Organization Balance of Power
Project Functional
Organization Organization
Balance of Project Manager Influence

Power/
Influence
in Decision
Making
Functional Manager Influence
Strong Matrix Weak Matrix

123
The Project Manager
• Skills of the Ideal Project Manager (1)
– Team-Building
• Empathy
• Motivation
– Leadership
• Sets Examples
• Energetic
• Big Picture Vision
• Delegates
• Ethics/Morals
124
The Project Manager
– Communication
• Listening
• Understanding
• Persuasion
– Planning/Organizing
• Flexibility
• Common Sense
• Positive Approach
• Goal-Setting
125
The Project Manager
– Problem Solving Skills
• Analyzing and Problem Solving
• Negotiating
• Conflict Management
• Removing Obstacles
• Creativity
– Technical Skills
• Expertise/Experience/Credibility
• Current Knowledge
• Technical Problem Solving
126
The Project Manager

– Coping Skills
• Persistence
• Patience
• Crisis Handling
• Stress Management
– Estimation/Scheduling
– Administration
– Computer Skills
127
The Project Manager
• Responsibilities of the Project Manager (1)

– Organize, coordinate and direct the Project
– Resolve Conflicts between team members
– Lead the Project Team in developing the PMP, the
Quality Assurance Guidelines, Design Standards and
Requirements, etc.
– Communicate project goals and objectives to the
Project Team
– Ensure requirements of Owner are met
128
The Project Manager
– Lead the Project in:
• Acquiring Resources
• Selecting Team Members
• Developing user requirements
• Defining Scope and Quality
• Defining Budgets
• Determining Schedules
– Maintain control to assure the project is completed in
accordance with the requirements set forth
129
The Project Manager
– Report project status on a regular basis
– Ensure the completeness and adequacy of project
records and documentation
– Ensure that appropriate QA/QC procedures are set in
place and applied
– Specify testing requirements and ensure appropriate
tests are carried out so that the project meets design
requirements
– Maintain successful ongoing operations and
maintenance
130
The Project Manager
• Must be an Effective
Communicator
– Most of the working hours of a
Project Manager will be spent in
some type of communicator activity
– Conferences, meetings, writing,
memoranda, issuing and reading
reports, communicating with team
members, communicating with
management, talking to
customers/clients, talking with
contractors, subcontractors, and
suppliers
131
Reviving A Troubled Project
Session 6
132
Reviving a Troubled Project
I. WARNING SIGNS
II. FINDING THE REASONS
III. DETERMINING ALTERNATIVES
IV. IMPLEMENTING THE REVIVAL PLAN
V. REACTION AND FEEDBACK
133
Advanced Tools and
Techniques in Construction
Management
134
Value Engineering
135
Value Engineering
VE Potential Cost Savings
• Studies have shown $4.40 of

savings for every $1.00 spent on
Value Engineering
• Value Engineering can achieve 10-
20% cost savings while
maintaining value objectives
136
Value Engineering
• Resultant VE Cost Savings over Project Life
Schematic
Potential
Design
for
Savings
from Design
Value Development
Engineering Contract
Documents
Construction
Time
137
Partnering
138
Partnering
• New term based on old concept
• Established 1988 by Army Corps of Engineers
• Each of the contractual parties respects the rights
and responsibilities of the other(s)
• Recognizes that every contract has an implied
good faith covenant
• Does not change the terms of the signed contract
139
Partnering
Army Corps of Engineers’ Definition
– ...“the creation of a relationship between Owner and Contractor that
promotes achievement of mutual and beneficial goals.”
Construction Industry Institute Definition
– ...”a long term commitment between two or more organizations for the
purpose of achieving specific business objectives by maximizing the
effectiveness of each participant’s resources. The relationship is based
upon trust, dedication to common goals and understanding each other’s
individual expectations and values. Expected benefits include
improved efficiencies and cost effectiveness, increased opportunity for
innovation and continuous improvement of quality products and
services.
• Eliminate “Us” vs.. “Them” attitude.
140
Partnering
Keys to Success
• Concept
• Begin early in process
• Establish mutual recognizance
• Select Independent facilitator
• Commitment from Corporate Management
• Continuously evaluate
• Properly allocate risk
141
Partnering Workshop
Partnering Workshop
• Signed Charter to Guide the Partnership
• Written Mission Statement and Objectives
• Specific Program to Measure Objectives
• Action Plan for Key Problems
• Establish Dispute Resolution Process
• Address Individual Roles and Concerns
• Team Evaluation Process with Facilitator
142
Partnering
Goals of Partnering
• On Time Completion
• Completion within Owner and Contractor budgets
• Deliver required quality or better
• Establish realistic, achievable schedule
• Reduce paperwork
• Avoid litigation or arbitration
• Eliminate lost/unproductive time
• Eliminate accidents
143
Partnering
Benefits of Partnering
• Owner
– Reduced Exposure to Litigation
– Better Quality
– Lower Risk of Cost Overruns and Delays
• Contractor
– Reduced Exposure to Litigation
– Increased Productivity
– Lower Risk of Cost Overruns and Delays
144
Partnering
Essential Elements of Partnering

Recapitulation
• Commitment
• Equity
• Trust
• Communication
145
FOR EXAMPLE
CLARK LEISURE HILLS

RESIDENCE & RESORT COMPLEX
DEVELOPMENT PLAN
 Our Approach & Process

 Things to Know
 The Key Factor
 Management Structure
The Palm Jebel Ali / The Palm Jumeriah/ The world Islands
Hill is managing design and construction of Palm Islands, two man-made,

palm-shaped islands in Dubai, UAE. The first island, Palm Jumeirah, will HILL
include 2,400 homes, 30 hotels, aquatic themed entertainment and
tourist attractions. The larger island, Palm Jebel Ali, will include 3,200 Hill International
homes, 40 hetels and commercial as well as retail properties.
The Project Team
- 추진방향
 The Conductor of
the Project Orchestra 구분 내용 비고
 Facilitator, Liaison, - 사업성 분석

Go-Between 사업 관리 - 인허가 조기확정 사업성 분석
- 분양관련 검토
 Responsibility = < Authority
- Master plan 검토
- 기획 / 계획 / 기본 / 실시설계 관리
 Right Combination of Technical 설계 관리 - 설계 일정 관리
설계도에 의한
and Interpersonal Skills - 설계 VE 검토 경제성검토
- 설계 도서 성과품 관리
- 시공사 Proposal Evaluation

- Technical Evaluation
시공비 검토
입찰 관리 - Cost Evaluation
- 분할 발주 항목 파악 설계변경사항검토
- 직발주 사항 점검
- 기성 관리
품질관리
- 공사비 분석
시공 관리 안전관리
- 추가공사 분석
- 민원사항 파악 준공지원
The Project
- 운영체계
구 분 내용
용역 수행 주체 Hill International + Hill Korea
Hill International + Hill Korea CM 전문가 그룹

용역 수행 방법 ( 건축 , 토목 , 설비 , 전기 , 계약관리 등 ) 의 중심체제로 관리하고
현장 상주 및 본사지원
용역 기간 용역착수일로부터 사업완료 시 까지
설계단계 - 설계사관리 , 설계도서 , 시방서 검토 ,

경제성검토 (Value Engineering), 시공성 검토
발주단계 – 시공사 입찰 및 선정
용역 범위 시공단계 – 프로젝트관리 , 사업비검토 , 공정관리 , 품질관리 ,
계약관리 , 안전 및 환경관리 ,
클레임 예방 및 분쟁방지 , 시공사 관리
준공단계 – 입주관리 , 하자관리 , 시설물 운영관리 점검 (O&M)
Advanced Tools and Techniques
in Construction Management
- 엔지니어링 주요 검토사항 (I)
지반검토 ( 현지지질정보 검토 및 반영 / 적용 )
설계도서에 대한 엔지니어링 검토
시공사 도급공사비 제출제안에 대한 분석
사업비 전반에 관한 사항검토
시공감리 시스템 구축 (QPMS)
VE 활성화 방안 연구
O&M (Operation & Maintenance) 구축

- 엔지니어링 주요 검토사항 (II)
설계도서에 대한 엔지니어링 검토 시공사 도급공사비 제출안에 대한 분석

설계도서에 대한 엔지니어링 검토 시공사 도급공사비 제출안에 대한 분석
- 공사비 내역검토
- 평면도 적정성 검토 - 공사비 관련 Nego
- 마감자재의 적정성 검토 - 공사조건 및 기타사항
- 외관 및 입면 활성화 방안검토 - 계약관련 일체의 사항
- 인 / 허가 관리 및 현황 파악 - 향후 변경 사항 검토
- 주 / 출입구에 대한 분석 - 공사기간에 대한 분석
- 외부 및 조경 / 옥상 등에 대한 특화설계 기획 - 사업참여조건 분석
- 최적의 분양성과 수익성을 고려한 설계검토 - 활성화 제안 사항분석
- 변경 설계에 대한 검토 - 공사비 기성 납부 시기 및 비율검토
- 고급화 확보방안 검토
사업비 전반에 관한 사항검토 시공감리에 대한 검토

사업비 전반에 관한 사항검토 시공감리에 대한 검토
- 사업비 전반에 걸친 사업비 분석
- 사업예산작성 및 관리 - 품질 / 안전 / 공정에 관한 전반적 관리
- 분양에 대한 계약관리 - 감리 및 Quality Control 의 운영관리 파악
- 기타 사업전반에 관한 리스크 관리
- 세부 단계별 수행 방침
단계 구분 주요내용
1) 설계도서검토 및 보완
프로젝트관리 2) 사업예산 및 사업일정 수립
1) 설계내역서 분석
원가관리
1) 프로젝트 Master Schedule 수립 및 일정관리
설계단계 일정관리 2) 설계일정 및 시공일정 관리
1) 품질목표 설정 및 설계도서 관리
2) 설계제출물 검토 및 설계조건 변경관리
설계품질관리 3) 시공성 검토 및 VE ( 원가절감 )
4) 설계검토 및 보완과 설계검토 회의 주관
1) 입찰참여업체 P.Q 검토및 참여업체 선정

2) 입찰금액 평가 및 Nego
입찰단계 계약관리 3) 도급계약서 작성 협의 및 계약체결 지원
1) 자재 검토 및 품질시험 확인
2) 시공계획서 및 시공상세도 접수 검토 승인
품질관리 3) 설계도서 이행 확인
1) 설계변경 내역 검토 및 확정
2) 기성검사 및 확인
시공단계 원가관리 3) 준공정산
1) 공정표 검토 및 조정
2) 주간공정회의 실시
공정관리 3) 지연공정의 만회대책 수립
4) 준공일정 관리
입주관리 1) 준공예비검사 실시
준공단계 2) 사용승인신청서 제출확인
하자관리 3) 인수인계서 작성 및 입회 (O&M Manual 작성지원 )
Design/ Build
설계 계약관리의 중요성 (20/80 법칙 : 초기 20% 가 80% 의 효과 )
• 설계비는 초기단계 비용절감 요인의 70% 이상이 설계단계에서 수정 보완

• 설계의 부실에서 제 문제점이 기인되고 있으므로 설계사의 책임을 명확히 함
• 설계 완성도를 100% 향상시켜 설계로 인한 시행착오 및 클레임발생을
사전에 예방하는데 중요성이 있다 . ★
설계 계약관리수행 지침
• 계약일반조건 / 계약특수조건 / 제반 계약 서류
• 기획설계 , 계획설계 , 기본설계 , 실시설계 등 단계별 설계에 대한 지침의 작성 및 운영을 검토
• 설계도서의 작성 , 제출 및 승인절차 , 진도율 관리 , 기성지급기준을 명확하게 관리
• 설계자 오류로 발생한 시공단계의 클레임에 대한 책임 및 처리 방안에 대한 설계자의 책임 강화
설계 도서 성과품 관리
• 설계관리지침에 의한 설계납품도서 ( 도면 , 시방서 , 내역서 등 ) 의 적정성 검토

• 설계도서 상의 일관성 오류 , 누락 여부 등 완성도 검토 확인
• 설계지침 및 발주자의 요구사항 준수 여부 확인
• 설계의 경제성 , 시공성 및 공법적정성 검토
• 건물 전 과정의 Life Cycle Cost, Facility Management System 등의 반영 여부 검토
PM/CM Tools
시공사 선정 목표
• 기본방향 : 공사의 특성에 따른 경험과 공정성 , 투명성이 확보된 시공자 선정을 기본으로 함
• 선정심사기준
시공경험 평가 항목 및 배정 비교
기술능력 평가 항목 및 배정 비교
경영상태 평가 항목 및 배정 비교 ( 부도 / 부실 / 벌점 / 재해율 등 )
신인도 평가 항목 및 배정 비교 ( 신기술 / ISO/ 협력업체관리 / 환경관리 등 )
시공자 입찰시 중점 점검사항
• 공사 특성에 맞는 발주방식 검토를 통하여 공사비의 최소 및 최적화

• PQ ( 입찰참가자격사전심사 ) 조건의 엄격한 검토로 적격업체의 선정
• 입찰서류의 세분화 / 원가절감 및 공사수행의 효율성 향상
( 원가절감 /, 주요공법 / 현장세부계획서 )
• 입찰지침서 , 계약일반조건 , 계약특수조건 및 물량산출 , 도면 , 시방서의 사전검토 / 효율적인
입찰설명회 개최
• 입찰서류에 대한 면밀한 검토 및 제출서류의 오류검토
PM/CM Tools
시공사 선정 입찰지원
• 입찰양식 / 서류 / 보증 관련 일체의 업무지원

• 현장설명주관 / 기술 및 가격제안서 검토
• 계약관련 서류 및 체결지원
시공사 계약시 중점 점검사항
• 계약서 / 기술도서 / 계약이행조건 / 보험 / 변경 / 분쟁조항 검토

• 계약도서의 적용 우선순위 결정 / 클레임 청구 대비 요건 관리
• 계약도서 적정성 검토 ( 내역서 / 지침 / 일반시방 및 특기시방 / 계산서 / 도면 / 질의응답 )
분리발주 및 직발주 도입
• 전문성을 필요로 하는 공종을 분리 발주하여 관리함으로써 공사비 절감 및 효율성 증대
( 토목 / 철골 및 외부 판넬 / 건축 / 전기 etc)
• 발주자의 직접 계약으로 보다 책임감 있는 업체 선정 / 계약
• 건설사업관리자의 효율적인 업체관리로 양질의 성과물 확보
• 경제자유구역내 Procurement 무관세 사항 파악
PM/CM Tools
Schedule Two scheduling methods 공정관리 계획 및 관리
• Bar Charts • 최적의 관리기준공정표 작성 및 관리

• Logic-diagram-based schedules • 공정관리 정보를 명확하게 파악 , 공기 준수 및 단축 시도
• 주기적 진도관리로 지연공정 조기발견 및 대책수립
Both have advantages and • 각 자원의 투입시기 및 소요량을 예측하고 , 최소의
Disadvantages and are sometimes 자원투입과 최대의 효율성으로 원가절감 시도
interchangeable
• Fast Track 기법활용
공정관리 관리 Point Fast Track 도입
• Master Schedule 에 의한 Mile Stone 관리 • 조기 인허가 및 사전 착공 방안강구

• 주요 인허가 일정관리 • Fast Track 주요 일정점검
• 주요 공정 착수 / 완료 시점 중점 관리
• Long-Lead Item 조기 구매 조달
• Long Lead Item 별도관리 및 조달 공정표 관리
• 공기 단축공법 및 동시가능공정 연구검토
• 주간단위 자료입력 / 월간공정표 조절관리
• EVMS SYSTEM
( 공정 / 공사비 통합관리 :
Earned Value Management System)
• 4 계절에 따른 동절기 / 하절기 / 우천 계획 수립
PM/CM Tools
준공관리 FMS 도입 (Facility Management System)

• 사업승인 조건 / 인허가 조건 검토 • 유지보수 비용 최소화
• AS-Built 도면 , 시방서 및 준공도서 준비 • 유지관리 인원 최소화
• 관련 사진 , Sample, Spare Part List, O&M Manual • Zone 별 관리 및 예방 장비 관리
준비 • 체계적인 시설물 관리 / Data 축척 및 활용
• 공공기관과의 협력 ( 전기 , 전화 , 가스 , 수도 , • 에너지 비용절감 / 에너지 절약형장비 및 System
기타 등등 ) • 첨단 유지관리 System (Operation & Maintenance SYS)
도입
A/S SYSTEM 구축 LCC 도입 (Life Cycle Cost: 생애주기비용 )
• 입주청소 • 설계 , 시공 , 유지관리비를 포함 전 사업비를

• 인수인계준비 및 목록 비취 장기적 관점에서 운영 , 관리 , 유지비용을 검토 / 분석
• 관리업체 입주 System 구축 • 년간 관리비 , 유지보수 , 청소 , 임대비 분석
• A/S SYSTEM 체제 구축 • 건설비 , 유지관리비 (Total Cost) 의 전체운영비 분석 /
• 사후 관리 SYS 구축 경제성 검토
• Feed-Back System 활용 • 건물의 효율적 유지관리 유도
PM/CM Tools
사업승패 요소 효율적인 PM & CM
Successful management is like magic,

It’s easy if you have the tools.
All you need are
– Design/Scope Management
– Cost management
– Schedule
– Quality control
– Document control
– Field management control
Creating and Implement PM/CM Tools
열린경영 / 투명경영 / 윤리경영
PM/ CM 윤리
OPEN DOOR POLICY
• Communication failure can
전문가윤리
neutralize all tools, no
matter how well they are [Professional Ethic]
established 공학윤리
• Common reasons are: (Engineering Ethic)
negative mode, not
기업가윤리
accepting other peoples
ideas, impatient, assuming ( 앙티프러션 )
others have the same 장인정신
information, reacting
(Workmanship]
without analyzing the facts
THE KEY FACTOR
THE TECHNICAL ‘BIG FIVE’
1. Risk Management
2. Project Procedures
3. Project Control Systems
4. Quality Management
5. HSE Management
THE COMMERCIAL ‘BIG TWO’
Often undertaken in cooperation and coordination with the Cost

Consultant and the Employer’s Representative are the following
Two further PROGRAM MANAGEMENT elements:
6. Contract Packaging, Drafting and Management

7. Claims Avoidance or Management
CRITICAL ELEMENTS FOR CLH
While all seven PROGRAM MANAGEMENT elements are important

for CLH, arguably the most critical for early appreciation and
application are those relating to:
• RISK MANAGEMENT
• PROJECT PROCEDURES
PROJECT TEAM
PROJECT DIRECTOR Business Planner

Hill International U.S.A
(ALBERT CABELLON / 상주 )
Urban Designer
Golf Course
Designer
Architecture
PROGRAM
CONTRACTS & ADMIN PCS Golf Course & Sitework Resort&Auxiliary Facilities
MANAGEMENT
MANAGER MANAGER CONST.MANAGER CONST.MANAGER
ANALIST
Hill Korea / 상주 Hill Korea / 상주 Hill Korea / 상주 Hill Korea / 상주
Hill Korea / 비상주
CONTRACTS SCHEDULE SENIOR SENIOR PLANNING

ADMINISTRATOR ENGINEER CONST. MANAGER CONST. MANAGER ENGINEER
P P P K / 비상주
P
DOCUMENT COST GEOTECHNICAL / ELECTRICAL
ENGINEER CIVIL ENGINEER ENGINEER DESIGN
CONTROLLER MANAGER
P P P
P K / 비상주
UTILITIES/ CIVIL
ARCHITECT
ENGINEER MARKETING
P
P EXPERT
LANDSCAPE MECHANICAL K / 비상주
ENGINEER ENGINEER
P P
HILL INTERNATIONAL HILL KOREA / 상주 HILL KOREA / 비상주 LOCAL STAFF

1人 4人 4人 12 人
Profile of Project Director
• Name : Mr. Albert Cabellon (Nationality: USA)
• Current position: Project manager, Hill International, Philippines
• Education: California Polytechnic State University, San Luis Obispo (B.Sc. In

Architecture)
• Career Highlight: 30 years in Project Management, New town, High-rise Mixed-

use Development, Hospitality, Shopping Centers
• Projects:
- UAE: 60story x 9buildings Mixed-use Development (Hotel, Residental,
Office towers)(US$2.5 billion) / 복합 콤플렉스 개발 PM
- USA: 700 unit Condominium Towers, two 40 story tower (US$ 300 Million) /
콘도미니엄 PM
International Cruise Terminal, San Francisco / 국제 크루즈 터미널 PM
Two 5-star Hotel and Golf Resorts, 717 Acres (US$ 120 Million) /
5 성급 호텔 및 리조트 PM
Mega scale Power Center (Shopping Malls) / 쇼핑몰
New Town Development / 신도시 개발
165
Prepared By Hill Korea CM ㈜
미국 Hill International Inc 합작법인
대표이사 차준석 / 공학박사 ( 건설경
영 /CM)
Tel : 02-849-5660
Mobile : 010-9251-9365
E-Mail : jsa 2100 @naver.com

Essentials of Project and Construction Management: Korea Land Corporation

Hochgeladen von

Dokumentinformationen

Originalbeschreibung:

Originaltitel

Copyright

Verfügbare Formate

Dieses Dokument teilen

Dokument teilen oder einbetten

Freigabeoptionen

Stufen Sie dieses Dokument als nützlich ein?

Sind diese Inhalte unangemessen?

Copyright:

Verfügbare Formate

Essentials of Project and Construction Management: Korea Land Corporation

Hochgeladen von

Copyright:

Verfügbare Formate

Strictly

Korea Land Corporation

• A Discrete, Planned Undertaking

• All projects exhibit similar life cycles

Concept Development Implementation Termination

• Various Forms of Project Organizational

The Project-Based Organization

The Project-Based Organization

The Functional Organization

The Functional Organization

The Pure Matrix Organization

The Pure Matrix Organization

The Modified Matrix Organization

Purpose of the Project Team

– To effectively implement the objectives of the

• Technical Qualifications KNOW THE JOB

• The Conductor of the Project Orchestra

Other Project Team Members

The 4 core elements:

Project Management requires special skills to

• Managing People - because people are at the center of the

What Brought About Project Management?

MORE SUCCESSFUL PROJECTS!

Why So Many Different Delivery Methods?

MANAGEMENT OF THE ENTIRE PROCESS

• Project Phases in sequence

• Similar to traditional approach.

• Single firm responsible for design and

• CM is Owner’s agent and performs many

Pro je c t "A " Pro je c t "B " P roje ct "C "

Proje ct "A " Proje c t "B " A .E G .C

A r c h it e c t G eneral A r c h it e c t C ontractors/ Proje ct/ D e s ig n -B u ild

Proje ct "A " Proje ct "B " D e s ig n e r S ubcontractor

P roje ct "C "

• Operational planning / construction master

• High level selection of the

(1) Clear Definition of the Project Goals

• The Goals and objectives define the

(3) Comprehensive Work Breakdown Structure

Break the Scope Allow Development

Provide Resource What Track Cost

Identify End Products Assign Responsibility

AAB AAA ABA ABB

(5) Development of the Necessary Tools and Systems for

Scope (1) Design documents - drawings, specifications,

Cost 1) Target Investment

Schedule 1) Planning 2) Master Schedule 3)

(7) An Effective Risk Management Program

– Plan How to Handle and Manage Each Risk

– Work Break Down Structure (WBS)

Work Break Down Structure (WBS)

AAB AAA ABA ABB

• The logic diagramed based

Quality Control Plan includes

Quality Control Plan - Quality Control

Quality Control Plan - Quality Management

Field Management Control

• What Makes a Successful Project Manager?

• Project Manager’s Directive:

Functional/Matrix Organization Balance of Power

Balance of Project Manager Influence

Strong Matrix Weak Matrix