CE168P-2 .

CONSTRUCTION METHODS
AND PROJECT MANAGEMENT

MODULE 1

SCHOOL OF CIVIL, ENVIRONMENTAL, AND GEOLOGICAL ENGINEERING

 CE168P-2 .

CONSTRUCTION METHODS
AND PROJECT MANAGEMENT

INTRODUCTION TO PROJECT MANAGEMENT

SCHOOL OF CIVIL, ENVIRONMENTAL, AND GEOLOGICAL ENGINEERING

SCHOOL OF CIVIL, ENVIRONMENTAL, GEOLOGICAL ENGINEERING

OVERVIEW OF CONSTRUCTION PROJECTS

What is PROJECT?
 A unique set of coordinated
activities with definite starting and
finishing points, undertaken by an
individual or organization to meet
specific objectives within defined
schedule, cost and performance
parameters.

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OVERVIEW OF CONSTRUCTION PROJECTS

What is CONSTRUCTION PROJECT?

 A construction project meanwhile is a complex, multi-step process that
involves the planning, design, financing, and building of infrastructure or
buildings. This process typically includes several phases, from conception
and planning to design, execution, and completion.
 It also involve renovating, refurbishing, retrofitting, or adapting an existing
building or other built assets such as tunnels, bridges, and infrastructure.

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OVERVIEW OF CONSTRUCTION PROJECTS

Are projects really UNIQUE?

• Differences may arise due to several factors, including:
 variations in location (such as soil type, weather conditions, and
local labor markets);
 adherence to different building codes;
 unforeseen conditions encountered during the project; and,
 differences in management types and levels of experience.

• Each of these factors can significantly impact the project's

approach and execution.

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ENTITIES INVOLVED IN CONSTRUCTION

Project Owner / Developer

• One who has the legal right or title to a piece of property. The client who
funds the project according to the structure or facility they envision for their
land.
SCHOOL OF CIVIL, ENVIRONMENTAL, GEOLOGICAL ENGINEERING

ENTITIES INVOLVED IN CONSTRUCTION

General Contractor
• One who undertakes responsibility for the performance of construction
work, including the provision of labor and materials, in accordance with
plans and specifications and under a contract specifying cost and schedule
for completion of the work;
• The person or organization responsible for performing the work.
SCHOOL OF CIVIL, ENVIRONMENTAL, GEOLOGICAL ENGINEERING

ENTITIES INVOLVED IN CONSTRUCTION

Engineering Design Professionals (Consultants)

• An individual or organization engaged by the owner or the
architect/engineers to render professional consulting services
complementing or supplementing the architect/engineer’s services.
SCHOOL OF CIVIL, ENVIRONMENTAL, GEOLOGICAL ENGINEERING

ENTITIES INVOLVED IN CONSTRUCTION

Subcontractor
• A person or organization who has a direct contract with a general contractor
to perform a portion of the work at the site.
• They usually undertake supply or specialty services.
SCHOOL OF CIVIL, ENVIRONMENTAL, GEOLOGICAL ENGINEERING

CONSTRUCTION PROJECT CLASSIFICATION

VERTICAL / HORIZONTAL PROJECTS

 Vertical projects are those that primarily involve the construction
of buildings or structures that grow upwards. This includes:
 Residential Buildings: Apartments, condominiums, houses.
 Commercial Buildings: Offices, shopping malls, hotels.
 Industrial Buildings: Factories, warehouses.
 Institutional Buildings: Schools, hospitals.
 High-rise Structures: Skyscrapers, towers.

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CONSTRUCTION PROJECT CLASSIFICATION

VERTICAL / HORIZONTAL PROJECTS

 Horizontal projects involve the construction and development of
infrastructure that extends horizontally across large areas. This
includes:
 Transportation Infrastructure: Roads, highways, railways,
bridges.
Utilities Infrastructure: Water supply systems, sewage
systems, pipelines, power lines.
Land Development: Parks, recreational areas, agricultural
land development.
Environmental Projects: Dams, levees, flood control systems.
Linear Structures: Canals, tunnels, airport runways.

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PROJECT DEVELOPMENT LIFE CYCLE

LIFE CYCLE OF CONSTRUCTION PROJECTS

 The life cycle of a project from a client’s point of
view really starts when there is a formal
recognition of project objectives – generally
called the completion or project delivery.

 However, before a project can be completed, it

must go through several critical phases, each
essential to its success. These phases are
initiation, planning, execution, and closure.

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PROJECT DEVELOPMENT LIFE CYCLE

[1] INITIATION
 During the initial phase of the project, the project
objective or need is identified.
 Many questions regarding feasibility, such as:
 What should we do?
 should we do the project?
 can we do the project?
 what are the needed resources?
 how long will it take?
 would it be sustainable?
 Once a solution is approved, the project is initiated to
implement the chosen solution. This is when the project
team begins to take shape.

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PROJECT DEVELOPMENT LIFE CYCLE

[1] INITIATION
PROJECT IDENTIFICATION
 Attempts to determine the community’s NEEDS for service supply, as well as the quantity,
duration, and best procurement technique for meeting those needs.
1. Expression of Project Need
 Political Commitments
 Master Plans
 Need to fulfil public service or economic development requirements of the
general public or a specific community

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PROJECT DEVELOPMENT LIFE CYCLE

[1] INITIATION
PROJECT IDENTIFICATION
 Attempts to determine the community’s NEEDS for service supply, as well as the quantity,
duration, and best procurement technique for meeting those needs.
1. Expression of Project Need
 Political Commitments
 Master Plans
 Need to fulfil public service or economic
development requirements of the general
public or a specific community

Clark Green City Phase 1 Master Plan

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PROJECT DEVELOPMENT LIFE CYCLE

[1] INITIATION
PROJECT IDENTIFICATION
 Attempts to determine the community’s NEEDS for service supply, as well as the quantity,
duration, and best procurement technique for meeting those needs.
2. Need Analysis
 Overall need assessment should be carried out, taking into account the types
of services users will need, total user demand for those services, and all
sources of existing and planned delivery of services.

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PROJECT DEVELOPMENT LIFE CYCLE

[1] INITIATION
PROJECT IDENTIFICATION
 Attempts to determine the community’s NEEDS for service supply, as well as the quantity,
duration, and best procurement technique for meeting those needs.
3. Options Analysis
 Options analysis would include listing out all the available options to address
the need, evaluation of the merits and demerits of each option and selecting
the optimum option which best suits/addresses the need.
 A feasibility study could be conducted to examine each option’s alignment
with the project objective, leading to a final recommended solution.
 Feasibility study aims to evaluate the options based on numerous factors
starting from economic factors, technical factors, operational factors or any
other factor such as schedules, resources, etc.

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PROJECT DEVELOPMENT LIFE CYCLE

[1] INITIATION
PROJECT IDENTIFICATION
 Attempts to determine the community’s NEEDS for service supply, as well as the quantity,
duration, and best procurement technique for meeting those needs.
3. Options Analysis
 Demand and cost projections
 Estimation of Life Cycle Costs (concept, preliminary design estimates)
 Service delivery models and performance requirements
 Technical information, for example, topographical and geological data
 Permits/consents/approvals
 Site characteristics and constraints
 Any revenue expectations
 Suitability, performance/condition of any relevant existing infrastructure

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PROJECT DEVELOPMENT LIFE CYCLE

[2] PLANNING
 The planning phase involves detailed development of the
project to achieve its objective. The team identifies all the
necessary tasks and resources, along with the production
strategy.

 Tool that project managers use to break a large, complex

project into smaller steps.

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PROJECT DEVELOPMENT LIFE CYCLE

[2] PLANNING
 Project planning requires gaining an understanding of exactly what the final desired
project outcome is and defining the steps that will be required to achieve that outcome.
 Define the work tasks of each entity involved in the project or develop a
Work.
 Work Tasks – Define all work tasks. This includes the work for all teams on the
project, from design and engineering team members to the general contractor
and subcontractors.
 Development of the Work Breakdown Structure (WBS) – decomposition of
the total work into smaller project deliverable component.

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SCHOOL OF CIVIL, ENVIRONMENTAL, GEOLOGICAL ENGINEERING

PROJECT DEVELOPMENT LIFE CYCLE

[2] PLANNING
 Project planning requires gaining an understanding
of exactly what the final desired project outcome
is and defining the steps that will be required to
achieve that outcome.
 Define the work tasks of each entity
involved in the project or develop a Work.
 Development of the Work Breakdown
Structure (WBS) – decomposition of the
total work into smaller project deliverable
component.

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SCHOOL OF CIVIL, ENVIRONMENTAL, GEOLOGICAL ENGINEERING

PROJECT DEVELOPMENT LIFE CYCLE

[2] PLANNING
 Project planning requires gaining an understanding of exactly what the final desired
project outcome is and defining the steps that will be required to achieve that outcome.
 Define the work tasks of each entity involved in the project or develop a Work.
 Illustrate the relationship between different work tasks and the individual
entities that are performing those tasks.
 Sequence – Determine the order in which each work must be accomplished.
Tasks can be performed concurrently or sequentially. Although this may appear
easy, if done wrong, it can lead to project delays and lost hours of effort.

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SCHOOL OF CIVIL, ENVIRONMENTAL, GEOLOGICAL ENGINEERING

PROJECT DEVELOPMENT LIFE CYCLE

[2] PLANNING
 Project planning requires gaining an understanding of exactly what the final desired
project outcome is and defining the steps that will be required to achieve that outcome.
 Define the work tasks of each entity involved in the project or develop a Work.
 Illustrate the relationship between different work tasks and the individual entities
that are performing those tasks.
 Use the plan to arrive at a timeline and budget for the project.
 Duration – The project manager must estimate the duration it will take to finish
each task. Schedule is the time frame to complete a project.

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SCHOOL OF CIVIL, ENVIRONMENTAL, GEOLOGICAL ENGINEERING

PROJECT DEVELOPMENT LIFE CYCLE

[2] PLANNING
 Project planning requires gaining an understanding of exactly what the final desired
project outcome is and defining the steps that will be required to achieve that outcome.
 Use the plan to arrive at a timeline and budget for the project.
 Duration – The project manager must estimate the duration it will take to finish
each task. Schedule is the time frame to complete a project.
 Budget – It is defined as the amount of money needed to complete a project.
 Budget serve as a baseline estimate or forecast of expenses.
 Both the Schedule and Budget should be approved by the Management
(owner) before the start of the project.
 Key metrics for monitoring the progress of the project (Actual vs Budget).

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PROJECT DEVELOPMENT LIFE CYCLE

[2] PLANNING
 Project planning requires gaining an understanding of exactly what the final desired
project outcome is and defining the steps that will be required to achieve that outcome.
 Make decisions about which resources will be used to bring about the
successful completion of the project.
 Required Resources – Accurately analyzing the resources necessary for a
work will result in a more accurate budget and ensuring that the appropriate
amount of each resource is ordered, as well as that additional factors have
been accounted for.

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SCHOOL OF CIVIL, ENVIRONMENTAL, GEOLOGICAL ENGINEERING

PROJECT DEVELOPMENT LIFE CYCLE

[2] PLANNING
 Project planning requires gaining an understanding of exactly what the final desired
project outcome is and defining the steps that will be required to achieve that outcome.
 Make decisions about which resources will be used to bring about the successful
completion of the project.
 Provide a comprehensive assessment of all resources required to complete a
project.

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SCHOOL OF CIVIL, ENVIRONMENTAL, GEOLOGICAL ENGINEERING

PROJECT DEVELOPMENT LIFE CYCLE

[3] EXECUTION
 The execution/implementation phase puts the project
plan into action, with practical work being performed on-
site.
 Progress is tracked through regular project team
meetings, and the plan is updated regularly.
 Status reports highlight the expected outcomes in terms
of cost, schedule, and quality.

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PROJECT DEVELOPMENT LIFE CYCLE

[3] EXECUTION
PROJECT IMPLEMENTATION
(TYPICAL PROJECT STRUCTURE DIAGRAM)

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PROJECT DEVELOPMENT LIFE CYCLE

[3] EXECUTION
PERFORMANCE & MONITORING
 Measuring progress and performance to ensure alignment with the project management
schedule. It occurs simultaneously with the execution phase.
 Continuous monitoring of progress.
 Manage and monitor the use of resources
 Monitor the tools and processes used in the project
 Monitor the project performance
 Manage and mitigate the impact of risks
 Organize meetings and produce reports
 Update the project schedule
 Modify project plans as necessary

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PROJECT DEVELOPMENT LIFE CYCLE

[3] EXECUTION
PERFORMANCE & MONITORING
 Each deliverable is reviewed for quality and compared to acceptance criteria. Once
the customer approves the final solution, the project is ready for closure.
 If any deviations from the defined plan are identified, corrective measures are taken. The
initial action should be to realign the project with the original plan.
 If that's not feasible, variations from the original plan are recorded and modifications are
communicated.

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PROJECT DEVELOPMENT LIFE CYCLE

[4] CLOSURE
 During the final closure, the focus is on delivering the final
project deliverables to the customer.
 This includes ending supplier contracts, demobilization of
project resources, and handing over project
documentation.

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PROJECT DEVELOPMENT LIFE CYCLE

[4] CLOSURE
PROJECT EVALUATION
 Project evaluation is a strategy used to determine the success and impact of projects,
programs, or policies.
 Project evaluation prompts changes in internal workflow, detects patterns in the target
audience of the project, plans for upcoming projects or reports the value of projects to
external stakeholders.
 Tracks team performance
 Highlights the areas that need improvement
 Measures the tangible impact of the project
 Incorporates stakeholders in the process
 Facilitates team reflection and accountability
 Sharpens the planning process based on past evaluations

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PROJECT DEVELOPMENT LIFE CYCLE

[4] CLOSURE
PROJECT EVALUATION
 After the project is complete, it is important to analyze the outcomes and impacts of the
project.
 Outcomes help measure how effective the project was in meeting the objectives and
goals set at the beginning.
 Impacts may determine how successful the project was in creating a tangible change for
the target audience.

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PROJECT DEVELOPMENT LIFE CYCLE

Typical Cost and Staffing Levels Across a Generic Project Life Cycle Structure

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SCHOOL OF CIVIL, ENVIRONMENTAL, GEOLOGICAL ENGINEERING

INTRODUCTION TO PROJECT MANAGEMENT

What is PROJECT MANAGEMENT?

 Defined as the overall planning, coordination and control of a project from
inception to completion, aimed at meeting a client’s requirements in order
to produce a functionality and financially viable project that will be
completed on time, within authorized cost and to the required quality
standards.

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INTRODUCTION TO PROJECT MANAGEMENT

PROJECT MANAGEMENT 10 KNOWLEDGE AREAS

 Project Scope Management
 defining and controlling what is and is not included in the project

 Project Time Management

 managing timely start and completion of the project

 Project Cost Management

 establishing cost of resources needed to complete the project, including the effect of
project decisions on the subsequent recurring cost of using, maintaining, and
supporting the product, service, or result of the project

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INTRODUCTION TO PROJECT MANAGEMENT

PROJECT MANAGEMENT 10 KNOWLEDGE AREAS

 Project Quality Management
 determining quality policies, objectives, and responsibilities so that the project will
satisfy the needs for which it was undertaken

 Project Human Resource Management

 organizing, managing, and leading project team

 Project Communications Management

 creating a bridge between diverse stakeholders involved in a project, connecting
various cultural and organizational backgrounds, different level of expertise, and
various perspectives and interests in the project execution or outcome

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SCHOOL OF CIVIL, ENVIRONMENTAL, GEOLOGICAL ENGINEERING

INTRODUCTION TO PROJECT MANAGEMENT

PROJECT MANAGEMENT 10 KNOWLEDGE AREAS

 Project Risk Management
 increasing the probability and impact of positive events, and decreasing the
probability and impact of negative events in the project

 Project Procurement Management

 managing contract and change control processes required to develop and
administer contracts or purchase orders issued by authorized project team
members

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SCHOOL OF CIVIL, ENVIRONMENTAL, GEOLOGICAL ENGINEERING

INTRODUCTION TO PROJECT MANAGEMENT

PROJECT MANAGEMENT 10 KNOWLEDGE AREAS

 Project Stakeholder Management
 includes the processes required to identify all people or organizations impacted by
the project, and developing appropriate management strategies for effectively
engaging stakeholders in project decisions and execution.

 Project Integration Management

 making choices about resource allocation, making trade-offs among competing
objectives and alternatives, and making the interdependencies among the project
management knowledge areas.

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SCHOOL OF CIVIL, ENVIRONMENTAL, GEOLOGICAL ENGINEERING

THREE(3) DIMENSIONS OF PROJECT MANAGEMENT CONTROL

It is the project manager’s

What work duty to balance these three
will be done?
often-competing goals.

How much How long should it

would it cost? take to complete?

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