Module 1: Pre-Construction Planning LESSON 1: Pre-construction planning

1. As an “Architect" means a person professionally and academically qualified, registered

and licensed under this Act with a Certificate of Registration and Professional
Identification Card issued by the Professional Regulatory Board of Architecture and the
Professional Regulation Commission, and who is responsible for advocating the fair and
sustainable development, welfare and cultural expression of society’s habitat in terms of
space, forms and historical context;

a. "Architect-of-record" means the architect registered and licensed under this Act,
who is directly and professionally responsible for the total design of the project for the
client and who shall assume the civil liability for the plans, specifications and contract
documents he/she has signed and sealed;

b. "Architecture-in-charge of construction" means an architect registered and licensed

under this Act, who is directly and professionally responsible and liable for the
construction supervision of the project;

c. "Consulting Architect" means the architect registered and licensed or

permitted to practice under this Act, who is professionally and academically qualified
and with exceptional or recognized expertise or specialization in any branch of
architecture;

2. "Architectural Firm" means a sole proprietorship, a partnership or a corporation

registered with the proper government agencies;

3. "Integrated and Accredited Professional Organization" means the existing official

national organization of all architects of the Philippines in which all registered Filipino
architects shall be members without prejudice to membership in other voluntary
professional associations;

4. "Continuing Professional Development" refers to a sustaining and progressive learning

process that maintains, enhances, or increases the knowledge and continuing ability of
architects;

5. Architectural Design Competition (ADC) is used for civic or monumental projects. The
competition may either be an idea competition, design or design build competition.
Various Architects or architectural firms (AFs) submit plan/design solutions to a particular
design problem and are judged on the basis of comparative excellence.

6. "DTI" shall mean the Department of Trade and Industry;

a. Scope: Primarily focuses on trade, industry, and consumer protection.

b. Registration: Sole Proprietorship

 c. Functions:

⚫ Business Registration: Assists in the registration of sole proprietorships.

⚫ Trade Regulation: Implements policies to promote trade and industry.

⚫ Consumer Protection: Ensures consumer rights and product standards.

⚫ Export and Investment Promotion: Encourages foreign investments and promotes

Philippine products internationally.

⚫ Support for MSMEs: Provides assistance to micro, small, and medium enterprises.

7. "SEC" shall mean the Securities of Exchange Commission.

a. Scope: Focuses on the securities and capital markets.

 b. Registration: Partnership, and Corporation

c. Functions:

⚫ Company Registration: Registers corporations, partnerships, and associations.

⚫ Regulation of Securities: Oversees the issuance and trading of securities to

protect investors.

⚫ Corporate Governance: Ensures transparency and accountability in corporate

practices.

⚫ Investor Protection: Implements measures to safeguard investors' interests.

⚫ Monitoring Compliance: Enforces compliance with securities laws and

regulations.

8. CEC - Codes of Ethical Conduct

a) Architect's Responsibilities:

i. In Relation to the People:

1. Respect and help conserve the community's values and heritage.

2. Strive to improve the environment and quality of life through sustainable

practices.

ii. In Relation to the Client:

1. Provide unbiased professional advice

2. Act as a mediator between the client and contractor with impartiality.

3. Maintain confidentiality and integrity in all dealings.

iii. In Relation to the Contractor:

1. Ensure fair and transparent interactions.

2. Promote ethical practices and adherence to project specifications.

iv. In Relation to Manufacturers, Dealers, and Agents:

1. Avoid conflicts of interest and maintain professional independence.

2. Ensure that recommendations are based on merit and suitability.

v. In Relation to Colleagues and Subordinates:

1. Foster a collaborative and respectful work environment.

2. Encourage professional development and mentorship.

9. Department of Labor and Employment (DOLE) is responsible for promoting gainful

employment opportunities, developing human resources, protecting workers, and
maintaining industrial peace.
10. Registered and Licensed Architect (RLA), a natural person under Philippine law and
jurisprudence with a valid certificate of registration and a valid professional identification
card (representing the renewable 3-year license) for the lawful practice of the State-
regulated profession of architecture. Depending on the SPP, the term Architect may also
refer to Architect-of-record (Aor), Architect in charge of construction (Aicc), Consulting
Architect (CA) as provided for under R.A. No. 9266.

PRE-CONSTRUCTION PLANNING

1. Project definition phase

a) This phase involves the definition of the requirements of the project by the Owner. The
Architect in turn informs the Owner of the technical requirements of the project and
the concomitant professional fees.

2. Schematic design phase

a) This phase consists of the preparation of schematic design studies derived from the
Project Definition Phase, leading to conceptual plans.

3. Design development phase

 a) Based on approved schematics and conceptual plans, the Architect prepares: the

Design Development documents consisting of plans, elevations, sections and other drawings,
outline specifications to fix and illustrate the size and character of the entire project as to type
of materials, type of structural, electrical, mechanical, sanitary, electronic and
communications systems. diagrammatic layout of construction systems, and an updated
SPPCC for submission to the Owner.

4. Contract document phase

a) Based on the approved Design Development Documents, the Architect: prepares the
complete Contract Documents consisting of detailed designs and construction
drawings, setting forth in detail the work required for the architectural, structural,
electrical, plumbing/ sanitary, mechanical, electronic and communication works
prepared by the Architect and the respective professionals involved.

5. Bidding or negotiation phase

a) In this phase, the Architect: prepares the Bid Documents such as forms for contract
letting, documents for construction, forms for invitation and instruction to bidders,
forms for bidders’ proposals, general / specific conditions of contract, and assists the
Owner from the early stage of establishing a list of prospective Contractors to
awarding of the construction contract.

6. Construction phase

a) In this phase, the Architect performs the following: makes decisions on all claims of
the Owner and Contractors on all matters relating to the execution and progress of
work or the interpretation of the Contract Documents.

b) Prepares change orders, gathers and turns over to the Owner written guarantees
required of the Contractor and Sub-Contractors.

c) Makes periodic visits to the project site to familiarize himself with the general progress
and quality of work and to ascertain that the work is proceeding in accordance with
the Contract Documents.

Method of selection (Architect)

⚫ Direct selection

⚫ Comparative selection

⚫ Architectural design competition

Method of compensation

⚫ Multiple of direct

⚫ Personnel expenses

⚫ Professional fee + expenses

 ⚫ Lump sum (fixed fee)

⚫ Per diem / honorarium

⚫ Mixed compensation

⚫ Methods

Four (4) Elements of Project Management

a) Risk management

i. Potential risks and uncertainties

 ii. Associated with the project.

iii. Risk mitigation strategies

iv. Protocols for monitoring and Managing risks

b) Schedule development

i. Detailed project schedule

ii. Activities and allocate resources

iii. Lead times, dependencies, and critical

iv. Path analysis

c) Logistics planning

i. Plan for site logistics

ii. Transportation and delivery

iii. Schedules for materials and Equipment.

iv. Address any logistical challenges

d) Safety planning

i. Comprehensive safety plan in compliance with OSHA regulations and industry best
practices.

ii. Potential hazards and implement measures to mitigate risks.

iii. Safety training for workers and establish protocols for reporting incidents.

Module 2: Introduction to Construction Management

Lesson 1: Obligations

under Republic Act 386 Civil Code of the Philippines

Art. 1156- An obligation is a juridical necessity to do or not to do.

This article outlines the fundamental concept of obligations in Philippine civil law. It defines an
obligation as a legal duty that can involve giving something (such as money or property),
performing an action, or refraining from doing something. In essence, it establishes the basis for
legal responsibilities between parties under Philippine law.

Art. 1157- Obligations arise from:

1. Law- Obligations can arise from the provisions of law, whether they are statutes
enacted by the legislative body or principles derived from judicial decisions
(jurisprudence).

2. Contracts- Obligations can also arise from contracts, which are agreements
between parties that create legal obligations. These obligations are based on the
terms and conditions agreed upon by the parties.

3. Quasi-Contracts- are legal constructs that create obligations even in the

absence of an actual contract. These obligations arise to prevent unjust
enrichment or to ensure fairness in certain situations where one-party benefits
at the expense of another without any legal basis.

4. Acts or Omissions Punished by Law- Obligations can arise from acts or

omissions that are punishable by law. In other words, legal obligations can be
imposed as a consequence of violating laws or regulations.

5. Quasi-Delicts- also known as torts or civil wrongs, refer to wrongful acts or

omissions that cause harm or injury to another person. Obligations arise from
quasi-delicts to provide compensation for the damages incurred by the injured
party, even if there was no intent to cause harm.

Different Kinds of Obligations:

A. Pure and Conditional Obligations

• Pure Obligations

▪ A pure obligation is one that is not subject to any condition for its
performance. In other words, it is an obligation that must be fulfilled
without any preconditions or contingencies. The obligation is
straightforward and unconditional.

• Conditional Obligations

▪ A conditional obligation is one that is dependent on the occurrence or

non-occurrence of a certain event or condition. In these types of
obligations, the performance or fulfillment of the obligation is contingent
upon the happening or non-happening of the specified condition. If the
condition is met, the obligation becomes enforceable; if not, the
obligation may not need to be fulfilled.
 B. Obligation With a Period

• Pure Obligation with a Period

▪ This refers to an obligation that must be fulfilled within a specified

timeframe but is not contingent upon any conditions other than the
passage of time.

• Conditional Obligation with a Period

▪ This type of obligation is subject to both a specific timeframe and certain

conditions that must be met for the obligation to become enforceable.

C. Obligations with a Penal Clause

• Purpose

o The primary purpose of including a penal clause in a contract is to

incentivize the party to fulfill their obligations within the agreed-upon
terms. It serves as a form of security for the performance of the contract.

• Penalty

o The penal clause typically specifies a predetermined penalty that the

party must pay if they fail to meet their obligations. This penalty can be a
fixed sum of money, a percentage of the contract value, or any other
agreed-upon form of compensation.

• Enforceability

o Penal clauses are generally enforceable in court, as long as the penalty is

reasonable and does not amount to a penalty that is disproportionate to
the actual harm caused by the breach. Courts may intervene if the
penalty is deemed excessive or unfair.

• Deterrence

o The presence of a penal clause acts as a deterrent against non-

performance or breach of contract, as the party is aware of the
consequences they will face if they fail to fulfill their obligations.

• Legal Considerations

o When drafting a penal clause, it's essential to ensure that it complies with
applicable laws and regulations governing contracts and penalties.
Parties should also consider consulting legal counsel to ensure that the
penal clause is fair, reasonable, and enforceable.

D. Extinguishment of Obligations General Provisions

Art. 1231 Obligations are extinguished:

1. By payment of performances;
2. By the loss of the thing due;

3. By the condonation or remission of the debt;

4. By the confusion or merger of the rights of creditor and debtor;

5. By compensation;

6. By novation.
 E. Contracts

- Art. 1305 A contract is a meeting of minds between two persons whereby one binds
himself, with respect to the other, to give something or to render some service.

Republic Act 386 Civil Code of the Philippines Article 1723

The architect or engineer who drew up the plans and specifications for a building is liable for
damages if within fifteen years from the completion of the structure, the same should collapse by
reason of a defect in those plans and specifications, or due to the defects in the ground. The
contractor is likewise responsible for the damages if the edifice falls, within the same period, on
account of defects in the construction or the use of materials of inferior quality furnished by him,
or due to any violation of the terms of the contract. If the engineer or architect supervises the
construction, he shall be solidary liable with the contractor.

This article outlines the following key points:

1. Architects and engineers who design buildings are liable for damages if the
structure collapses within fifteen years from its completion due to defects in
their plans and specifications or defects in the ground.

2. Contractors are also responsible for damages if the building collapses within the
same period due to defects in construction, the use of inferior materials, or
violation of the terms of the contract.

3. If the engineer or architect supervises the construction, they are jointly and
severally liable with the contractor.
Lesson 2: Project Organization

Organizational Structure

1. Project Owner/Client

- The individual or organization funding and owning the project. They

define the project's objectives, budget, and timeline.

2. Project Manager

- Oversees the entire construction project from planning to completion.

Responsibilities include budget management, scheduling, resource
allocation, and coordination between different stakeholders.

3. Architect/Design Team

- Responsible for designing the structure according to the client's

requirements, local building codes, and regulations. They create
detailed drawings and specifications for construction.

4. Engineers (Civil, Structural, Mechanical, Electrical)

- Provide expertise in various aspects of construction. Civil engineers

handle site preparation and infrastructure, structural engineers design
load-bearing structures, while mechanical and electrical engineers
design HVAC systems, electrical wiring, and other utilities.

5. General Contractor

- Hired by the project owner, responsible for managing construction

activities. They oversee subcontractors, procure materials, manage
the construction schedule, and ensure quality control.

6. Subcontractors

- Specialized contractors hired by the general contractor to perform

specific tasks such as plumbing, electrical work, roofing, and
concrete pouring.

7. Construction Manager

- Often employed by the owner or the general contractor, they work

closely with the project manager to oversee day-to-day construction
activities, ensuring compliance with plans and specifications.

8. Site Supervisor/Foreman

- Manages the on-site construction team, ensuring tasks are

completed safely, efficiently, and according to plans. They coordinate
with subcontractors and handle any on-site issues that arise.

9. Safety Manager/Officer
 - Ensures that all construction activities comply with safety regulations
and standards. They conduct safety training, inspections, and
implement safety protocols to minimize accidents and injuries.

10. Quality Control/Quality Assurance (QC/QA) Inspectors

 - Monitor construction processes to ensure compliance with quality
standards and specifications. They conduct inspections, tests, and
audits throughout the project lifecycle.

11. Procurement Manager

- Responsible for sourcing and procuring materials, equipment, and

services required for construction. They negotiate contracts, manage
supplier relationships, and ensure timely delivery of materials to the
site.

12. Estimators

- Calculate the costs associated with labor, materials, equipment, and

overheads to prepare accurate project bids and budgets.

13. Administrative Staff

- Provide administrative support to the project team, including

document management, payroll processing, and correspondence
with stakeholders.

14. Legal and Regulatory Compliance Experts

- Ensure that all aspects of the construction project comply with legal
and regulatory requirements, including permits, zoning laws,
environmental regulations, and labor laws

15. Environmental Consultants

- Assess the environmental impact of the construction project and

develop strategies to mitigate any negative effects on the surrounding
ecosystem.

16. Construction laborers and helpers

- Perform tasks, such as using, supplying, or holding materials or tools

and cleaning work areas and equipment, on construction sites

Construction Manager

A. Main Responsibilities of a Construction Manager

- Planning the construction project

- Supervising Teams

- Setting Goals

- Meeting Deadlines

- Staying on Budget

- Updating Stakeholders
 - Keeping the Peace

- Managing Risk

B. Education & Training

- Bachelor’s degree in architecture, civil engineering, construction

management or related field

- Strong knowledge of construction management best practices

- Fluency in software programs related to construction management,

including project management software

- Current with rules and regulations related to construction

C. Work Experience

- ( ) years of project management experience in the construction

industry or

- construction specialties such as plumbing, carpentry or masonry

- Years of construction management experience managing budgets

and schedules

- Prior experience managing a construction site

- Experience leading a construction crew

- Proven risk management experience in construction projects

Module 3: Project Programming Project Managements

Concepts

- Project management is the application of knowledge, skills, tools,

and techniques to the many activities required to complete a
project successfully. In construction, project success generally is
defined in terms of document control, safety, quality, cost, and
schedule. These project attributes can be visualized as depicted in
Figure 1.1.

- Figure 1.1 Critical project attributes

- The project manager is the leader of the contractor’s project team

and is responsible for identifying project requirements and leading
the team in ensuring that all are accomplished safely and within
the desired budget and time frame. To accomplish this challenging
task, the project manager must organize his or her project team,
establish a project management system that monitors project
execution, and resolve issues that arise during project execution.
In successive chapters, we will discuss the many tools that a
project manager and superintendent should use in managing a
project. Not all may apply to every project, but the project
 manager and superintendent must select those that are
applicable for each project.

- The Major Phases of a Construction Project

- Project Planning: involves evaluation of the risks that are

associated with the project, particularly those related to safety,
cost, quality, or schedule. Risk analysis and risk management are
critical skills essential to successful project management.

- Project Start-up: involves mobilizing the project management

team, educating them regarding the project and associated risks,
and conducting team-building activities. The project management
office is established, and project documentation management
systems are created.

- Project Control: involves controlling the project, interfacing with

external members of the project team, anticipating risk by taking
measures to mitigate its potential impacts, and adjusting the
project schedule to accommodate changing conditions.
- Project Close-out: involves completing the physical construction
of the project, submitting all required documentation to the owner,
and financially closing out the project.

- Post-project Analysis: involves reviewing all aspects of the

project to determine lessons that can be applied to future
projects. Such issues as anticipated cost vs actual cost,
anticipated schedule vs actual schedule, quality control,
subcontractor performance, material supplier and construction
equipment performance, effectiveness of communications
systems, and workforce productivity should be analyzed.

- Project Stages

- A construction project proceeds in a rather definite order; the

stages of development that follow are typical.

- Planning and Definition

- Once an owner has identified the need for a new facility, he or she
must define the requirements and delineate the budgetary
constraints. Project definition involves establishing broad project
characteristics, such as location, performance criteria, size,
configuration, layout, equipment, services, and other owner
requirements needed to establish the general aspects of the
project. Conceptual planning stops short of detailed design,
although a considerable amount of preliminary architectural or
engineering work may be required. The definition of the work is
basically the responsibility of the owner, although a design
professional may be called in to provide technical assistance and
advice.

- Design

- The design phase involves the architectural and engineering

design of the entire project. It culminates in the preparation of final
working drawings and specifications for the total construction
program. In practice, design, procurement, and construction often
overlap, with procurement and construction beginning on certain
segments as soon as the design is completed and drawings and
specifications become available.

- Procurement and Construction

- ‘‘Procurement’’ refers to the ordering, expediting, and delivering of
key project equipment and materials, especially those that may
involve long delivery periods. This function may or may not be
handled separately from the construction process itself.
‘‘Construction’’ is, of course, the process of physically erecting the
project and putting the materials and equipment into place, and
this involves providing the manpower, construction equipment,
materials, supplies, supervision, and management necessary to
accomplish the work.

- Construction Project Management Team

- Because of the complexity of the construction project

management process, it’s important to assemble a diverse team
of architecture, engineering, construction and project
management professionals to tackle the different challenges of
managing a construction project.
- Construction Project Manager

- Construction project management is run by a construction project

manager. This person plans, coordinates, budgets and supervises
the construction project.

- The construction project manager is responsible for the following

tasks:

- Estimating and negotiating project costs Formulating the

constructions budget

- Managing the construction scheduling and work timetables

Managing work orders

- Determining which project owner and stakeholders, re. budget,

progress, etc.

- Leading or interfacing with construction site workers, teams

and and other construction professionals on technical and
contract details

- Working with building, construction and regulatory specialist

- Construction Project Management Processes

- Construction project management requires a broad variety of

skills, along with the ability to interface with a diverse range of
agencies and people in order to lead the project from concept to
build. It’s important that construction project managers follow the
principles of project management during every phase of the
project life cycle.

- Project initiation

- You can’t start a project unless you know you’ll be able to finish it.
First comes the due diligence to determine if the project is even
feasible. How do you figure this out? You want to go through a
feasibility study or what is often called a business case, in which
you look at the goals, cost estimates and timeline to see if you
have the resources to reach a successful project end within those
constraints. You also want to define the reasoning behind the
project and make sure it’s sound. If so, then you create your
project charter to help initiate the project. You’ll also identify
potential issues and risks in this phase.

-
- Project Planning

- You have approval, now how are you going to achieve success?
Outline the tasks within the timeline, noting project milestones,
and the resources needed to do those tasks within the budget
allotted. Be transparent in your project plan, so everyone is on the
same page and understands what needs to be done over the life
cycle of the project. That includes detailing the cost, scope,
duration, quality and communications used in the project. This is
also when you’ll be able to conceptualize the best project team for
the project and begin the process of assembling them.
- The planning phase is probably the most important project
management phase because you’ll create the documents that will
guide the project execution. Here are some of them:

- Work breakdown structure

- Risk Management plant

- Project schedule

- Scope management plan

- Cost management plan and project budget

- Project Execution

- At this stage, you’re executing the project and taking the project
plan and implementing it while factoring in the changes and work
management issues that can arise during such a process.
Whatever deliverables you promised must come through in the
timeframe you noted.

- Project Monitoring and Control

- You can’t know the progress of your project if you don’t have a way
to monitor it. You’ll be doing this during the previous stages of the
project, but it’s important enough to demand its own separate
stage in your management. You’ll want to have a way to note the
progress, which is why you need to set up key performance
indicators for cost control, time tracking and quality control. If you
can stay on top of these figures, it’s less likely you’ll manage a
failing project. Therefore, stay flexible and communicative
throughout so you can adapt quickly to change when it occurs,
and it always occurs.

- Project Delivery Methods

- The principal participants in any construction project are the

owner or client, the designer (architects and engineers), and the
general contractor. The relationship among these participants are
defined by the project delivery method used for the project.

- Traditional Project Delivery Method

-
-

-
-

- Agency Construction Management Project Delivery Method

- In the agency construction management project delivery method,

the owner has three separate contracts (one with the designer,
one with the general contractor, and one with the construction
manager) as illustrated in Figure 1.4. The construction manager
acts as the owner’s agent (also manager) and coordinates design
and construction issues with the designer and the general
contractor. The construction manager usually is the first contract
awarded, and he/she is involved in hiring both the designer and the
general contractor.

- Another form of the agency construction manager project delivery

method is shown in Figure 1.5. In this project delivery method,
there is no single general contractor. Instead, the project owner
awards separate contracts to multiple specialty contractors and
then tasks the construction manager to coordinate their activities.
The construction manager has no contractual relationship with
any of the specialty contractors and performs none of the
construction task nor procures any materials for the project

-
-
-

-
-

- Construction Manager-at-Risk Project Delivery Method

- In the construction manager-at-risk project delivery method, the

owner has two contracts (one with the designer and one with the
construction manager) as illustrated in Figure 1.6. In this delivery
method, the designer usually is hired first. The construction
manager typically is hired early in the design development to
perform a variety of preconstruction services, such as cost
estimating, constructability analysis, and value engineering
studies. Once the design is completed, the construction manager
becomes the general contractor and constructs the project.

- Design-build Project delivery Method

-
-

- Bridging Project Delivery Method

- The bridging project delivery method is a hybrid of the traditional

and the design-build delivery methods. The owner contracts with a
design firm for the preparation of partial design documents. These
documents typically define functional layout and appearance
requirements. A design-build contractor is then selected by the
owner to complete the design and construct the project.

- Integrated Project Delivery Method

- The design and construction contracts awarded in the other

project delivery methods are transactional contracts, written for
the purpose of acquiring design and construction services. The
contract awarded in the integrated project delivery (IPD) method is
a relational contract that creates a collaborative relationship
among the owner, designer, and builder as illustrated in Figure 1.8.

- Public-Private Partnership Project Delivery Method

- Contracts awarded in the public–private partnership (PPP) project

delivery method are known as build-operate-transfer (BOT)
contracts. Under these contracts, a private sponsor, usually a
consortium or joint venture, executes a contract with a public
agency to finance, design, construct, and operate a project for a
specified period of time. At the end of the operating or concession
period, ownership of the project is transferred from the private
sponsor to the government agency.
-

- Planning Phase

- Planning is the process of devising a workable scheme of

operations that, when put into action, will accomplish an
established objective. The most time-consuming and difficult
aspect of the job management system—planning—is also the
most important.

- Construction planning, as well as scheduling, must be done by

people who are experienced in, and thoroughly familiar with, the
type of field work involved. Significant
- learning takes place during the planning phase of a project.
Therefore, the people doing the planning are in the best position to
manage the work. The project network and the management data
obtained from it will be realistic and useful only if the job plan is
produced and updated by those who understand the job to be
done, the ways in which it can be accomplished, and the job site
conditions.

- To construct the job network, information must be sought from

many sources. Guidance from key personnel involved with the
project, such as estimators, the project manager, the site
superintendent, and the field engineer, can be obtained from a
planning meeting or perhaps a series of meetings. The network
serves as a medium whereby the job plan can be reviewed,
criticized, modified, and improved. As problems arise,
consultations with individuals can clear up specific questions.

- Participation by key subcontractors and suppliers is also vital to

the development of a workable plan. Normally the prime
contractor sets the general timing reference for the overall project.
Individual subcontractors then review the portions of the plan
relevant to their work and help develop additional details
pertaining to their operations. An important side effect is that this
procedure brings subcontractors and the prime contractor
together to discuss the project. Problems are detected early and
steps toward their solutions are started well in advance.

- It must be recognized that the project plan represents the best

thinking available at the time it is conceived and implemented.
However, no such scheme is ever perfect, and the need for change
is inevitable as the work progresses. Insight and greater job
knowledge are acquired as the project evolves.

- Construction planning may be said to consist of five steps:

- A determination of the general approach to the project

- Breakdown of the project into job steps or “activities” that must be

performed

- Ascertainment of the sequential relationships among these

activities

- Graphic presentation of this planning information in the form of a

network
- Endorsement by the project team

- Two Different Planning Methodologies:

- Beginning-to-end planning breaks the job into steps or activities,

starting with mobilization of the project, and proceeds step by
step through the project to completion. This method presumes
some level of detail from the beginning or starts with limited detail
and adds detail as planning proceeds.

- Top-down planning, sometimes referred to as work breakdown

structure, starts with the overall project, breaking it into its major
pieces, then breaking the major pieces into their component
pieces. This process continues until the pieces are of sufficient
detail to satisfy the complexity of the project. Both methods arrive
at the same result: job activities that can be used to form a
graphical logic diagram.
- Job Activities

- The segments into which a project is subdivided for planning

purposes are called activities. An activity is a single work step that
has a recognizable beginning and end and requires time for its
accomplishment. The extent to which a project is subdivided
depends on a number of practical considerations, but these eight
are suggested as guidelines for use when activities are being
identified:

- By area of responsibility, where work items done by the general

contractor and each of its subcontractors are separated

- By category of work as distinguished by craft or crew requirements

- By category of work as distinguished by equipment requirements

- By category of work as distinguished by materials such as

concrete, timber, or steel

- By distinct structural elements such as footings, walls, beams,

columns, or slabs

- By location on the project when different times or different crews

will be involved

- With regard to owner’s breakdown of the work for bidding or

payment purposes

- With regard to the contractor’s breakdown for estimating and cost

accounting purposes

- Precedence Diagram

- The preparation of a realistic precedence diagram requires time,

effort, and experience with the type of construction involved. The
management data extracted from the network will be no better
than the diagram itself. The diagram is the key to the entire time
control process.

- Each activity in the network must be preceded either by the start

of the project or by the completion of a previous activity. Each path
through the network must be continuous with no gaps,
discontinuities, or dangling (detached or dead-end) activities.

- Consequently, all activities must have at least one activity that

follows, except the activity that terminates the project.
-
- The planning of a project involves the concept of an objective or
facility, and a scope of work defining the work product or
deliverable. The bid package consisting of the plans and
specifications establishes the scope of work to be performed. To
be properly managed, the scope of work must be broken into
components that define work elements or building blocks, which
need to be accomplished to realize the end objective. The
assumption is that the project is the summation of its sub
elements.

- The building defined at Level I is subdivided into major subsystems

at Level II. The foundation work is again broken into major work
activities at Level III. Similarly, the pile cap consists of work tasks
such as forming, installation of reinforcement, etc.

- Development of a WBS requires a thorough understanding of the

project scope of work. Experience in building is key to establishing
a functional WBS. The WBS and the hierarchy of work packages of
which it is composed are used to determine the status of a project
and to manage the project from a time, cost, and quality
perspective. Mentally, building a WBS structures the work that
must be physically accomplished to realize the project and its end
objective.
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- Planning can be thought of as the definition and sequencing of the

work packages within a given project. That is:

- Planning = Work Breakdown + Work Sequencing

- Planning allows us to develop a framework for project execution,

monitoring, and control. This minimizes uncertainty, clarifies sub-
objectives within the overall objective, assists in establishing
sequencing of activity, and helps to avoid crisis management.
- Planning

- Planning is, however, an ongoing task and continues

throughout the life of the project. As General Dwight D.
Eisenhower once said: ‘‘Plans are nothing, Planning is
everything.’’ Initial planning is inevitably impacted by events
that cause changes to the plan. The success of a project is tied
to the manager’s agility in identifying deviations from the plan
and solving the challenges precipitated by these deviations.
Figure 7.2 reflects this cycle of planning in terms of a simple
flowchart.

- A Work Breakdown Example:

- In construction, the various aspects of the work that contribute

to breakdown of the project into packages relate to:
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- Methods used to place work

- Skills needed for the work

- Craft workers involved

- Critical resources (e.g. equipments, crews, etc.)

- Teaching and Learning Activities

- Collaborative Team Learning

- Lecture/Discussion/Presentation

- Assessment Tasks/ Tools

- Recitation

- Essay

- Quiz