Introduction to Construction Methods and Project Mangement

• The Construction Process

  
  

  I. Definition

  II. Planning

  III. Scheduling

  IV. Monitoring and control
• I. DEFINITION

  Business case

  Scope management

  Requirements management

  Stakeholder management

  Construction management
• II. PLANNING

  • Introduction to planning Planning
  • Breakdown structures
  • Dependency management
  • Cost estimating
  • Budgeting
  • Document management
• III. SCHEDULING

  • Introduction to scheduling
  • Types of schedule
  • Schedule design
  • Building the schedule
  • Communicating the schedule
  • Schedule review
  • Handover and closeout
• IV. MONITORING AND CONTROL

  • Baseline
  • Performance reporting
  • Cost control
  • Short-term planning
  • Change management
  • Risk management
  • Forensic analysis
  • Record keeping
  • Lessons learned
• Business Case


  justification for undertaking a project, in terms of evaluating the benefit, cost and risk of alternative options and rationale for the preferred solution.
• Scope Management


  process of developing the description of the project and its deliverables.
• What to avoid in Scope Management

  • Scope Creep- any scope na dinagdag na hindi navalidate or naauthorize via project scope definition and change control process. Need magbayad ulit kasi nga out of scope na sya.
  • Change control process- pagmamanage ng mga nadadagdag at nababawas na scope kapag nasa project execution na.
• Requirements Management


  the process of capturing, assessing and justifying stakeholders’ wants and needs. Requirements become the principal project deliverables
• Stakeholder Management


  The formal management of stakeholders’ interests, including the management of the relationships and monitoring the delivery of commitments made to the Stakeholders.
• Stakeholders


  organizations or people who have an interest or role in the project, or are impacted by it.
• Record Keeping


  formal and disciplined process for capturing this information
• Records maintained in Record Keeping

  Actual start and finish dates of every activity in the schedule

  Percent completion of activities during that point of time

  Time issues

  Time sheets/ manpower report

  Material records
• Baseline schedule – original schedule

  As built schedule – nadedevelop although out the project pace/ project lifecycle
• CONSTRUCTION MANAGEMENT


  how the resources available to the manager can be best applied
• 4 M's of Construction

  • Manpower
  • Indirect Direct – contributing in the site
  • Machines
  • Materials
  • Money
• CONSTRUCTION MANAGEMENT IS _ _.

  RESOURCE DRIVEN
• Primary Layers

  The three principal layers in any construction project are the:

  owner

  designer (architects and engineers)

  contractor
• Owner

  The driving force behind construction industry.
• Owner


  is accountable for four primary duties:

  -Developing the program and outlining the needs and requirements of the end users

  -Determining the quantity, extent, and character of the project by defining the scope of work

  -Creating the overall budget for the project, including land acquisition (if necessary), development, design, and construction costs

  -Providing the funding for the project and making periodic payments to the designers and the contractor
• Design Professionals


  Architects and Engineers are the two types of professional designers are engaged in the construction process and each deal with different parts of the project design.

  They typically work together to complete the design function with one or the other taking the lead, depending on the type of facility being constructed.
• Construction Professionals/ Constructor


  the professional responsible for all construction activities whether they work as a general contractor, a construction manager, or a specialty contractor.
• Self-performed work


  construction work that is performed with the general contractor's own forces or labor. This is work that is not subcontracted.
• Secondary Players


  layers of influence, are beyond the immediate control of any of the primary players
• First-Level Players


  this level of influence includes subcontractors, material suppliers, and equipment vendors.

  
  

  This layer directly influences the outcome of a job in a serious way.
• Second-Level Players


  – this level of influence includes insurance companies, utility companies, bonding companies building code officials, zoning, labor unions, and manufacturers.

  -no contractual connection or obligation to any of the three primary parties, they hold great influence over the project
• Third-Level Player


  -includes the courts and attorneys, local government, state and federal government, trade associations, education and training, bankers, and others.

  -like the second level mentioned previously, these parties do not have a direct link to the primary players but do influence construction projects on a regular basis.
• TOPICS

  CONTRACTS AND SPECIFICATIONS

  CONSTRUCTION PROJECT ORGANIZATION

  PLANNING & SCHEDULING

  CONSTRUCTION ESTIMATES & VALUES ENGINEERING