Introduction
Dr. Khaled Hesham Hyari
Department of Civil Engineering
The Hashemite University
Construction
• Construction is the process that sets up a
portable plant, bring material to the site,
and on completion of the work moves the
plant away, leaving its output standing
• Output: all immobile structures (airports,
buildings, dams, roads and tunnels,
power plants, municipal treatment plants,
pipelines …etc)
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Project
• Project: A temporary effort undertaken to
create a unique product or service.
• “Any undertaking with a defined
STARTING and ENDING point and
defined OBJECTIVES by which
completion is identified. In practice, most
projects depend on limited RESOURCES
by which the objectives of the project are
accomplished.”
• Project Management Institute ٣
Project Management
• “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, quality, time, and cost, and
participants’ satisfaction.”
Project Management Institute
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Project Management II
• Project Management: The application of
knowledge, skills, tools, and techniques
to project objectives to meet stakeholder
needs and expectations.
Construction Project Management
• Construction project management: Organizing
the field forces and backup personnel in
administrative and engineering positions
necessary for supervising labor, awarding
subcontracts, purchasing materials, record
keeping, and financial and other management
functions to ensure profitable and timely
performance of the job.
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Construction Project Management II
• The combination of managerial talents
required presupposes training and experience,
both in field and office operation of a
construction job.
• Proper construction project management will
spell the difference between a successful
building or contracting organization and a
failure.
Construction Manager
• A professional construction manager (CM):
An individual or organization specializing in
construction management or practicing it on
a particular project as part of a project
management team that also includes an
owner and a design organization.
• A prime construction contractor or a funding
agency may also be a member of the team.
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Construction Manager Services
1. The CM works with the owner and the design
organization from the beginning of the design
concept through completion of construction and
closeout.
2. The CM provides leadership to the construction
team on all matters relating to construction,
keeping the project management team informed.
3. The CM makes recommendations on design
improvements, value engineering, construction
technology, schedules, and construction
economies.
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Construction Manager Services II
4. The CM proposes construction and design
alternatives to be studied by the project
management team during the planning phase and
analyzes the effects of these alternatives on the
project cost, schedule, and life-cycle cost.
5. The CM monitors subsequent development of the
project to ascertain that project targets (project
budget, schedule, and quality requirements) are
not exceeded without knowledge of the owner.
6. The CM advises on and coordinates procurement
of equipment and materials and the work of all
contractors on the project. ١٠
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Construction Manager Services III
7. The CM may monitor payments to contractors,
changes ordered in the work, contractors’ claims
for extra payments.
8. The CM performs inspection for conformance with
design requirements.
9. The CM provides current cost and progress
information as the work proceeds.
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Managing Trade\offs
Managing Trade-Offs: The Primary
Task of Project Management
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The Project Life Cycle
• Slow-rapid-slow
progress
• Minimal effort is
required at the
beginning but
increasing effort in
the early stages of
the life cycle will
improve the
chances of project
success ١٣
Phases of a Project
• Business Planning
• Conceptual Design
• Detailed Design
• Procurement
• Construction
• Testing, Start-up & Implementation
• Operations & Utilization
• Decommissioning
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Phases of a Project II
Owner’s Need for Projects
Request for Engineering Study
Conceptual configurations and alternatives for technical
feasibility, Development of cost and schedule for each alternative
Review by Owner: Economic analysis for rate of return,
Pay back period, Capital recovery or Benefit/Cost ratios
Owner Request for
Owner Authorizes Project Owner Abandons Project
Further Study of Project
Final Design of Project: Detailed drawings, Written
specifications, and Preparation of contract documents
Procurement of Bulk Materials, Special Equipment, Construction Contracts
Construction Contractors Administration of Contracts for Physical Work in place
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Project Close Out: System Testing, Final Inspection, As-built Drawings
Phases of a Project III
• The cost of each phase depends on
specifics, but usually the majority of the
budget is spent during the production phase
• Most of the budget is committed during the
design phase before the actual work takes
place
• Pressures to start the “real-work” may lead
to high cost due to commitment of resources
without adequate planning
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The Level of Influence Concept
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The Level of Influence Concept
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Life Cycle Strategic and Tactical Issues
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The Project Team
• Typical requirements and responsibilities
of the project team
• Traditional team organization and
variations
• The owner’s team
• The design team
• The contracting team
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Typical Requirements of Owner
• Adequate function and appearance of the new
facility.
• Project completion on time and within the budget.
• Desirable balance of life-cycle and initial capital
costs.
• Operability and maintainability
• Addressing of environmental, health, permitting,
safety, user impacts, and sustainable development
considerations.
• A fair and reasonable process for resolving
disputes.
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Typical Responsibilities of Owner
• Fulfillment of contractual obligations to other team
members, including furnishing site and related
information, and timely payment.
• Compliance with applicable laws, regulations,
codes, standards, and practices.
• Provision of adequate funding.
• Provision of necessary real estate or right(s) of
way.
• Provision of project goals and objectives.
• Assume an appropriate role in site safety.
• Acceptance of completed facility.
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Typical Requirements of Designer
• An adequate project scope definition.
• An adequate budget.
• A reasonable schedule.
• Timely decisions from the owner.
• Realistic and fair sharing of project risk.
• Adequate communication with the owner regarding
performance.
• A fair and reasonable process for resolving
disputes.
• Timely payment and a reasonable profit.
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Typical Responsibilities of Designer
• Fulfillment of contractual obligations to other team
members.
• Compliance with applicable laws, regulations,
codes, standards, and practices.
• Fulfillment of professional standards.
• Development and drafting of well-defined contract
documents.
• Responsiveness to project schedule, budget, and
program.
• Provision of construction-phase design services.
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Typical Requirements of Contractors*
• A well-defined set of contract documents.
• A reasonable schedule.
• Timely decisions from the owner and design
professional.
• Realistic and fair sharing of project risks.
• Adequate communication with the owner regarding
performance.
• A fair and reasonable process for resolving disputes.
• Timely payment and a reasonable profit.
*Includes subcontractors and suppliers
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Typical Responsibilities of Contractors
• Fulfillment of contractual obligations to other team
members.
• Compliance with applicable laws, regulations,
codes, standards, and practices.
• Interpretation of plans and specifications.
• Construction of facility as described in contract
documents.
• Management of construction site activities and
safety.
• Management, quality control, and payment of
subcontractors and vendors.
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Traditional Team Organization and Owners
• Under traditional DBB (Design-bid-build)
contracting, the owner heads the team with a
designated project manager.
• The owner establishes reporting authority with
the designer and contractor by entering into
separate contracts with each.
• The designer and contractor do not enter into
contracts with each other, though they do
communicate and should work cooperatively
to achieve their requirements.
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Traditional Construction Project Organization Chart
OWNER
Project Manager
•In house staff
•Specialty Consultants
DESIGNER CONTRACTOR
Design Team Leader Construction Manager or
•Design disciplines Superintendent
•Design Sub consultants •Subcontractors
•Suppliers/vendors
•Fabricators
•Construction Trade Workers
Lines of Authority (Defined by contract)
Lines of Communication ٢٨
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The Owner’s Team
• The owner often assembles a group of expert
advisers that may consist of in-house staff and/or
independent consultants to provide the level of
expertise and effort needed to complete the project
successfully.
• The basic function of the owner’s team is to initiate
and generally guide the project through the
planning, design, and construction processes.
• Members of this team report to the owner but
consult regularly with the project manager,
designer, and contractor.
• The owner may delegate authority to a
representative to act on his or her behalf. ٢٩
Core Activities of the Owner’s Team
• Identifying and articulating the basic need for the
project
• Assisting in establishing project objectives
• Securing funding
• Addressing zoning considerations and acquiring
property and applicable permits
• Selecting the designer and contractor, and facilitating
their payments
• Establishing material, equipment, and operational
standards
• Making design and construction decisions
• Integrating the project with existing facilities
• Monitoring and managing the performance of the
designer and contractor ٣٠
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The Owner’s Project Manager
• “Project Manager” is a person or a firm representing
the owner that holds overall responsibility for the
coordination and management of project activities.
• The project manager may be the owner (small
projects), the design professional, a member of
contractor’s staff (usually design-build) or an
independent construction manager under contract
• The project manager is the focal point for project
communication and coordination.
• The project manager oversees the entire range of
project activities from start to finish such as initiation,
planning and scheduling, administration of contracts,
communication and decision management, start-up
and project close-out. ٣١
The Design Team
• The owner can use a qualifications-based selection
(QBS) process to engage a design team with
professionals who have experience and skills that
correspond to the project requirements.
• The basic task of the team is to design a project that
meets the project requirements and to provide the
plans, specifications, and other contract documents
to the level of completion specified in the contract.
• Most constructed projects are sufficiently complex
that the designer supplements its staff with additional
specialized consultants (e.g. geotechnical,
mechanical, electrical, plumbing, field surveying) ٣٢
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The Contracting Team
• The contractors’ role on the project team is to plan,
manage, and properly execute the construction
activities to build the project according to the plans
and specifications prepared by the design
professional.
• The contractor assembles a team of material and
equipment suppliers, specialty subcontractors,
material fabricators, construction trades workers to
complete the construction.
• The contractor is often required to implement an
appropriate quality assurance and quality control
(QA/QC) program. ٣٣
Computers and Project Management
• Computer technology offers a wide range of
benefits to the project team.
• Computers can improve staff productivity by
automating individual tasks, as well as
improving integration and coordination for
the entire team.
• Computers can help the team improve the
speed and accuracy of communication,
especially when members are spread over
several offices or large geographic areas.
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Computers and Project Management
• Types of software packages used by project team
members:
– Word Processors
– Spreadsheets
– E-mail
– Databases
– Project Management and Collaboration
– Computer-Aided Drafting (CAD)
– Accounting
– Presentation
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Computers Tools for The Owner
• Facility operation (planning, scheduling, and
administering maintenance and repair
operations, managing inventories)
• Financial management (tracking and
managing project assets)
• Facility space management
• Communications management
• Human resources
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Computers Tools for The Designer
• CAD software
• Specifications-writing software
• Design software
• Electronic information exchange
• Coordination and communication
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Computers Tools for The Contractor
• Quantity calculations
• Project management
• Document control
• Submittal tracking
• Information management
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