Project Managment

Construction Project
Management

By RAHUL KATRE
Structure

I. Basics
II. Introduction to the management
system
III. Pre-construction planning: planning,
organizing, and staffing
IV. Pre-construction planning: developing
the project plan
V. Pre-construction planning: planning for
production and support
Structure (Cont’d)

VI. Cost and risk control

VII. Policies and procedures
VIII. Purchasing and receiving
IX. Subcontractor managment
X. Project layout
XI. Project start-up and closed-out
I. Basics

A. Selection of management Style

B. Project management definition - the art of
directing and coordinating human and
material resources throughout the life of a
project by using modern management
techniques to achieve predetermined
objectives of scope, cost, time, quality,
and participant satisfaction.
I. Basics (Cont’d)

C. Five M’s of project management

1. Material
2. Money
3. Manpower
4. Machines
5. Management
I. Basics (Cont’d)

D. Functions of project management for construction

❙ Specifying project objectives and plans which include
the delineation of scope, budgeting, scheduling, setting
performance requirements, and selecting project
participants
❙ Maximizing efficient resource utilization through
procurement of labor, material, and equipment
according to the prescribed schedule and plan
I. Basics (Cont’d)

❙ Implementing various operations through

proper coordination and control of planning,
design, estimating, contracting, and
construction in the entire process
❙ Developing effective communication and
other mechanisms for resolving conflicts
among the various project participant
I. Basics (Cont’d)

F. Seagull Management
❙ Fly in
❙ Make a lot of noise
❙ Dump on everybody
❙ Fly off somewhere
II. Introduction to the
management system

A. A management system is an orderly

arrangement of functions through which
managers get things done
B. Functions
❙ Planning - Working out a course of action
❙ Organizing - Putting together interdependent parts
❙ Staffing - Locating, placing, training, promoting
personnel
❙ Controlling - Checking for deviations, corrective action
❙ Directing - Giving orders and instructions
II. Pre-construction planning:
Planning, Organizing, and Staffing

A. Introduction to planning
❙ Construction projects vary so much that
each project must be planned individually
❙ Planning is accomplished in three steps
❘ Establishing goals
❘ Determining what must be done to achieve the
goals
❘ Effective use of resources
II. Pre-construction planning:
Planning, Organizing, and Staffing

B. Pre-construction planning
C. The planning meeting(s)
D. Organizing and staffing

-See Attachment #4
IV. Pre-construction planning:

Developing the project plan

A. Developing the project plan

B. Developing the project schedule
V. Pre-construction planning:
Planning for production and support

A. Initial Crew Analysis

B. Test models and pilot studies
C. Planning for support activities
VI. Cost and risk control

A. Introduction to control and control

systems
B. Labor cost control
C. Risk control: the importance of
documentation
VII. Policies and procedures
A. Help establish how thing which have to
be done are going to be done
B. Developing policies and procedures for a
jobsite
C. Developing policies and procedures for
administering paper work
D. Project filing procedures
VIII. Purchasing and receiving

A. Procuring - Locating, buying, ordering, and

receiving materials, supplies, and equipment
❙ Purchasing - involves locating and buying of
materials, supplies, and equipment; there is a
great need for discipline in the purchasing
process
❙ Purchase orders
❙ Responsibility for purchasing
VIII. Purchasing and receiving
(Cont’d)

❙ Terms and conditions of the purchase to

be specified in the purchase order
❙ Purchase control system
❙ Office and field purchasing
❙ Short form P.O. (used mostly for field
purchases)
VIII. Purchasing and receiving
(Cont’d)
B. Expediting - Coordinating the ordering and
receiving of purchased items
❙ Responsibility for expediting must be clearly defined
❙ Expediter must have ALL information required
❙ Expediting is a key coordination function; it requires
experience and skills
VIII. Purchasing and receiving
(Cont’d)

C. Receiving materials and supplies - 5

steps
❙ Jobsite unloading - be careful to minimize
handling
❙ Material inventory - count!
❙ Material inspection - for damages,
conformance with the order
❙ Delivery receiving report
❙ Logging in delivery
IX. Subcontractor management

A. Issuing a subcontract
A contract creates obligations for
both parties; to deal effectively with
all contractual obligations, all team
members must fully know and
understand the contract
IX. Subcontractor management
(Cont’d)

B. Subcontractor management: a big part of

the job - 5 major areas
❙ Analyzing bids and issuing subcontracts
❙ Review of subcontractor site requirements
❙ Processing submittals and change orders
❙ Scheduling and coordinating
❙ Controlling quality, safety, and payments
IX. Subcontractor management
(Cont’d)

C. Subcontractor coordination meetings

❙ Purpose
❘ Keep communications between GC and subs
open and candid
❘ Maintain communications among the subs
❘ give all contractors an opportunity to discuss
their problems and learn about the problems
others are facing
❘ Help to schedule and coordinate the project
IX. Subcontractor management
(Cont’d)
❙ Types of meetings
❘ Management meetings
• Monthly or bi-monthly meetings with a set
agenda for an in-depth status review of job
progress, schedule, submittals, quality, and
safety, and any special problems
• Attendance - Owner, A/E, project manager,
superintendent, and major subs
• Minutes should be taken and sent to all who
attended plus everybody involved in the subjects
discussed
IX. Subcontractor management
(Cont’d)
❘ Weekly project meetings
These meetings are centered primarily on
scheduling and coordination, but can also
cover cleanup, quality, safety, etc.
❘ Pre-construction planning meetings
To discuss scope of work, long lead time
items, material handling and storage
requirements, and activity duration
IX. Subcontractor management
(Cont’d)

D. Subcontractor default
❙ Be sensitive to early warning signs
❙ Follow notification requirements if
subcontractor performance falls below
acceptable standards
❙ Follow contract provisions exactly for
termination procedures
❙ Try to work problems out with banks,
bonding company, etc., so no new
subcontractor has to be employed
X. Project layout

A. Organizing the project layout

❙ Proper placement of yard, office, roads,
material storage and fabrication
❙ 60% to 70% of all labor cost to install
materials is spent to get the materials
to the location where it is installed
X. Project layout (Cont’d)

❙ Items to consider
❘ Site access and security, number and location
of entrances
❘ On-site access roads: materials, drainage,
maintenance, etc.
❘ Job office: location and layout
❘ material storage areas: include subs!
❘ Stockpiling of dirt for backfill
❘ Fabrication areas
❘ Trash removal
X. Project layout (Cont’d)

B. Material storage and protection

❙ Storing materials so they can be found;
record the location
❙ Protection from weather; follow
manufacturers instructions
❙ Allow for mechanized handling
❙ Protection from theft; lights, locks,
security devises
❙ Controlling its use; define
responsibilities for control
X. Project layout (Cont’d)

C. Controlling small tools and supplies

❙ Limit access to small tools and supplies
❙ Limit the way they can be obtained
D. Material handling and fabrication
❙ Mechanize when possible
❙ Use assembly line techniques: plan the
location, plan the flow of materials, plan
the special tools and equipment needed
X. Project layout (Cont’d)

❙ The “secrets” of efficient prefabrication

❘ Minimize the moves for materials and
workers
❘ Minimize the hand labor
❘ Remember that the shortest distance
between two points is a straight line
XI. Project start-up and
closed-out

A. Start-up
❙ Pre-construction planning, organizing and
staffing have been completed and the
necessary permits have been obtained
❙ Mobilization: the initial ordering and
receiving of material, equipment and
manpower, and the locating of the offices and
trailers to get the project under way
❙ Use start-up checklists!!
XI. Project start-up and
closed-out (Cont’d)

B. Close-out
Closing out a project is an essential
activity of project management. A job is
not closed out until it is 100% accepted by
the owner. Momentum and efficiency
established in the construction phase
should not be lost to complacency and
inefficiency when it comes to close out the
project