Construction Project

Management

INTRODUCTION
Lecture # 1a

Self-Introduction by Class
Participants

Rules to be Observed

Do listen to lectures very attentively

and carefully.
Do ask questions or bring up relevant
points for discussion in the classroom
Be inquisitive, analytical, critical and
creative in your approach to learning
project management!
Do read the prescribed course literature
Dont be late to class
Dont ask me to mark you present if
you are going to be absent in that class

Rules to be Observed

Dont use cell phones in my class

Dont chit-chat among yourselves,

distract
the
attention
of
other
participants
Dont miss out on your assignments
and examinations
Dont cheat in the sessional, Quizzes,
Assignments or final examinations

Recommended Course Books

Project Management Body of Knowledge, 5th Ed

Recommended Ref Books

Barrie and Paulson. (1992). Professional Construction Management:
Including C.M, Design-Construct, and General Contracting. McGraw-Hill.
Griffith, A. and Watson, P. (2004). Construction Management: Principles
and Practice. Palgrave Macmillan, New York.
Schexnayder, C. J. and Mayo, R. E. (2003). Construction Management
Fundamentals. McGraw-Hill
Harris, F. and McCaffer, R (2001) Modern Construction Management. 5th
Edition, Blackwell Publishing Company, London, UK.
Fellows, R. Langford, D. Newcombe, R. and Urry, S. (2002). Construction
Management in Practice. Blackwell Science Ltd.
Levy, M. Sidney. (2000). Project Management in Construction. McGrawHill.

Recommended Ref Books

Hendrickson C. and Tung Au (1989). Project Management for
Construction. Prentice Hall, New Jersey.
Frisk, E. R., (1988). Construction Project Administration. Wiley.
Dunham C. W. and Young R. D. (1986). Contracts, Specification and Law
for Engineers. McGraw-Hill.
Roy Plicher (1992). Principle of Construction Management. McGraw-Hill.
Oberlender, D. Garold. (1993). Project Management for Engineering and
Construction. McGraw-Hill.
PMI. (2000). A Guide to the Project Management Body of Knowledge.
Project Management Institute, USA.
Kerzner, Harold (2000). Project Management: A System Approach to
Planning, Scheduling, and Controlling. John Wiley & Sons, Inc.

Basic Terminology

Basic Terminology

Projects
Subprojects
Programmes
Portfolios
Processes
Project Management

Many definitions for

these words have been
proposed.
Sample definitions along
with practical examples
are contained in the
following slides.

What is a Project? (Definition #1)

A project is a temporary
endeavour undertaken
to create a unique product,
service, or result
(Guide to the Project Management Body of Knowledge,
the Project Management Institute, 4th. Ed., 2008, p. 5)

What is a Project? (Definition #2)

A project is a sequence of
unique, complex and connected
activities having one goal or
purpose that must be completed
by a specific time, within budget
and according to specification
(Robert Wysocki / Robert Beck Jr. / Daniel B. Crane:
Effective Project Management, John Wiley & Sons,
2002, p.65)

What is a Project? (Definition #4)

A project is an endeavour in which

human, material and financial resources
are organized in a novel way, to undertake
a unique scope of work of given
specification, within constraints of cost
and time, so as to achieve unitary,
beneficial change, through the delivery of
quantified and qualitative objectives
(J.R. Turner, The Handbook of Project-Based
Management: Improving Processes for Achieving Your
Strategic Objectives, Mcgraw Hill: New York, 1992)

What are Subprojects?

Subprojects
are
smaller,
more
manageable components of larger,
more complex projects
Subprojects have their own goals and
outputs
or
deliverables
which
together
constitute
the
final
deliverable. Subprojects, analogous
to the main project in which they are
integrated, have their own scope,
schedules, costs, human resources,
risks etc.
Subprojects are comprised of project team members and are
headed by subproject managers who, similar to the project
manager, must have excellent decision-making, communication
and other requisite skills, and be in a position to manage the
implementation of the subproject work effectively and efficiently.

Class Exercise

Write down five types of projects

with example like road
construction project e.g M2 etc.

Subprojects
Example: The Sydney Olympic Games 2000
Events
Events

Human
Human Resources
Resources
and
Volunteers
and Volunteers

Venues,
Venues, Facilities
Facilities
Accommodation
Accommodation

Cultural
Cultural Olympiad
Olympiad

Transport
Transport

Pre-Games
Pre-Games Training
Training

Media
Media Facilities
Facilities
and
and Coordination
Coordination

IT-Projects
IT-Projects

Telecommunications
Telecommunications

Opening
Opening and
and Closing
Closing
Ceremonies
Ceremonies

Security
Security
Arrangements
Arrangements

Public
Public Relations
Relations

Medical
Medical Care
Care

Financing
Financing

The Sydney Olympic

Games 2000 was a
highly complex
project which
comprised several
distinct work areas,
each of which could
be considered as
subprojects, in their
own right, and which
all had to be
integrated and
coordinated within
the framework of the
overall olympic
project.

What is a Programme?

A programme is basically a group of

related
projects
managed
in
a
coordinated way to obtain benefits and
control not available from managing
them individually
Project A
Project
Project B
B
Project C

Project
Project D
D
Programme
X

Project E
Project F

Class Exercise

Write down five

examples of
Programmes
Project A
Project
Project B
B
Project C

Project
Project D
D
Programme
X

Project E
Project F

What is a Programme?

Program examples

Electrification
Electrification
Immunization
Immunization

O FF
O

Poverty
Poverty Alleviation
Alleviation

P LL E
ES
S
EX
XA
AM
MP
E

Primary
Primary Education
Education Promotion
Promotion

Privatization
Privatization

Urban
Urban Regeneration
Regeneration
Water
Water Resource
Resource Development
Development
Weaponization
Weaponization

ME
ES
S
GR
RA
AM
MM
PR
RO
OG
P

Space
Space Exploration
Exploration

Example of a Programme
Project
Projectfor
forUpgrading
UpgradingEquipment
Equipment
A CAPITAL
INVESTMENT
PROGRAMME FOR
UPGRD AND
EXPANSION

may
comprise
following
projects

Project
Projectfor
forTraining
TrainingPersonnel
Personnel

Project
Projectfor
forExpanding
Expanding
Production
ProductionLines
Lines

Project
Projectfor
forAcquiring
AcquiringLarge-Scale
Large-Scale
Funding
Funding

Programmes & Projects: Similarities

Programmes and projects have goals and objectives

which define their purpose of existence

Programmes and projects have life-spans defining a
starting and ending point in time
Programmes and projects consume resources and
necessarily incur a cost
Programmes and projects require application of a
methodology and must be managed properly to
bolster their chances of success
Programmes and projects aim at helping
organizations achieve their mission and adding
value to them.

Programmes & Projects: Differences

X Programmes may have multiple overarching goals

whereas projects have one prime goal

X A programme has a comparatively longer lifespan, and obviously costs more than the
combination of all the projects which constitute it
X A programme is inherently more complex than a
constituting project it has a broader scope and
may require extensive coordination between its
various constituting projects
X Whereas a project results in the creation of an
output and is then ended, a programme must
integrate and maintain the operationality of that
output for a specified period of time

The Project Portfolio

The project portfolio is

the set of programs and
projects which an
organization is
undertaking. Projects
usually differ in their
type, complexity, cost,
time requirement, risk
level, priority, etc.
Some portfolios may be
quite large, comprising
dozens or hundreds of
single projects,and
consume a large chunk
of an organizations
resources
The projects comprising
the portfolio may be in
various stages of
initiation, planning, and
implementation

The Project Portfolio

Portfolios are dynamic.
Their composition will
change over time as
some projects end or are
prematurely terminated
and new projects are
added

A major challenge for

organizations is to
devise a system for
identifying, selecting
and monitoring projects
which are aligned with
its mission, goals and
objectives and add
value to them

What is a Process?
According to the Project Management Institute,
a process can be defined as:

a set of interrelated actions and

activities that are performed to
achieve a prespecified set of
products, results, or services

Class Exercise

Write down five

examples of
Processes

What is a Project Management

Project
management
is
the
application of knowledge, skills,
tools, and techniques to project
activities to meet the project
requirements.
(Guide to the Project Management Body of Knowledge,
the Project Management Institute, 4th. Ed., 2008, p. 6)

Essential Functions of
Project Management
Project

Management

helps

organizations tackle the pressure of

change in environments

global,

economic, market, social, political,

regulatory, technological and others
which are characterized by a high
and increasing degree of complexity,
dynamism and uncertainty

Essential Functions of Project Management

Project Management offers a focused,

systematic, integrated and processdriven framework of application of an
organizations resources for effective
and

efficient

realization

of

its

projects, and to achieve its goals,

objectives and mission. It is, hence,
an

important

indispensible

for

strategic
an

tool

organizations

Essential Functions of Project Management

Project

Management

practices
experience

based
with

teaches
on

years

projects

fields across the globe.

best

in

of

diverse

It should be

kept in mind, though, that what works

well in one project situation may not at
all work well in another.
Use good judgement and always be
cognizant of the context-sensitivity of

Essential Functions of Project Management

Using Project Management is no

guarantee that the project will be
sucessful i.e. that it achieves its
goal within time and allocated
budget to the satisfaction of all
stakeholders
concerned.
What
Project
Management
essentially
does, though, is offer a systematic
but flexible framework which can
increase the chances of the project

Construction Engineering and Management

Literature
A huge number of printed publications on the subject of
construction engineering and management exists. This
includes books, (research-based and non-research based)
articles, doctoral theses, white papers, reports and case
studies.
Most of the publications on construction management are in
English, but there is a growing body of publications in other
languages. Much of the published material on construction
engineering and management can be downloaded from the
internet free of cost or commercially.

A number of construction engineering and management

research centres, institutes, associations and consulting
firms around the world sponsor and publish research on
construction management themes.

Journal

Journal of Construction Engineering and

Management

Journal of Management in Engineering

Journal of Professional Issues in
Engineering and Practice

Safety Science
Risk Analysis
Journal of Performance of Constructed
Facilities

Journal

Construction Management and Economics

Journal of Construction in Developing
Countries

Journal of Safety Research

Accident Analysis and Prevention
Journal of Occupational Health
International Journal of Project
Management

Journal

Journal of Construction Research

The International Journal of Construction
Management

International Journal Management Review

Work and Stress
Professional Safety
Construction Innovation
Practice Periodical on Structural Design

The Project Management Institutes

Publications

The PMI has published numerous very insightful books on

project management and its areas which are available from
its bookstore along with other publishers books (samples
below):

End Note

Project Management does not

guarantee the success, But it
increases the likelihood of the
success of the project.

THANK YOU!