MODULE 1

Introduction to Project Management

ART507 PROJECT MANAGEMENT

Semester 9 | July 2025

Overview | Construction Management in Architecture Course

Benefits to the student

Alternative career opportunity KTU - Syllabus

Construction project
management ~ a very lucrative
career opportunity for someone
with an architecture
background
Better understanding of ▪ Overview of ▪ Legal aspects of ▪ Construction ▪ Resource ▪ Modern tools &
construction project project construction projects Management methods in PM
implementation management projects planning &
▪ Project ▪ Allocation of ▪ Usage of
▪ Definition & types scheduling
stakeholders, resources- resource computers, AI in
of contracts ▪ Time
phases, smoothing & levelling construction
Understanding financial ▪ Essentials of a management
organization
executable ▪ Work Breakdown ▪ Material management project
aspects in construction ▪ Scientific
industry approach to contracts Structure ▪ Planning of machinery management
project mgmt. ▪ Tendering ▪ Scheduling ▪ Project cost & budget ▪ Integrated Project
▪ Objectives & ▪ Contract law techniques- bar ▪ Cost Benefit Analysis Management
responsibilities of a ▪ Dispute resolution chart, Critical
▪ Time-cost trade off information system
Awareness about practical construction procedure in Path Methods
nuances of construction manager ▪ Project crashing ▪ Application of BIM
construction ▪ Network analysis
industry ▪ Construction ▪ Safety management ▪ Digital twin in
projects ▪ PERT
project in construction project
scheduling,
monitoring, projects management
A new arena of knowledge controlling
an opportunity to explore ▪ Project feasibility
something new

MODULE 1 MODULE 2 MODULE 3 MODULE 4 MODULE 5

Agenda for the day

contents
Introduction to Project Management
i. Construction projects overview
ii. Construction managers- activates
iii. Types of construction project
iv. Project management triangle & its
components
v. Construction manager- roles and
responsibilities
vi. Advantages of construction
management
vii. Project life cycle
Construction Management |
Introduction
Construction Projects| overview

construction projects
GENERAL CHARACTERISTICS
▪ Not a routine activity
manager OBJECTIVES
▪ Various tasks to be executed
▪ Each project is different – scale, ▪ Complexity increases with
type, facilities, budget, variety in nature of tasks
materials, technology, client, ▪ Quality standards to be
contractors, specifications, maintained
resources to be employed ▪ Enhance productivity
▪ Involves larger investment, ▪ Stick to the time and cost
material, energy and ▪ Timely delivery
manpower
▪ Lesser chances for mistakes
▪ Time bound
▪ Habitable/ usable
▪ Final product oriented

co-ordinator
Construction Projects| overview

stakeholders | participants
client/ promoter
architect
engineers
government agencies
liasoning agencies
manpower agency
material suppliers
vendors
plant and machinery
banking/ finance institutions
construction manager
risk, insurance agencies coordinator of all
legal services
quality assurance officers
contractors
supervisors
worksmen
Construction Managers| activities

▪ Project feasibility & cost estimates

▪ Site survey & soil investigation

construction manager
▪ Scrutiny and coordination of designs and drawings
▪ Estimating, initial planning and budgeting of costs
▪ Processing pre-qualifications of construction agencies,
contractors,
▪ Tendering and awarding of tenders
▪ Project organization for execution of works
▪ Developing operations procedure at site
▪ Preparation of detailed construction plans, project schedule
▪ Quality assurance
▪ Supervision
▪ Controlling of time, cost, quality
▪ Client management
▪ Coordination with various service consultants and vendors
Types of Construction Projects

Construction projects can be classified based on the ownership, asset type, scale of
project, duration of project, project value
OWNERSHIP ASSET TYPE SCALE PROJECT DURATION PROJECT VALUE
▪ Private ▪ Building ▪ Large ▪ Long duration ▪ Mega value
▪ Public Construction Scale (>10 years) ▪ Large Value
▪ PPP- ▪ Infrastructure ▪ Medium ▪ Medium duration ▪ Medium Value
Public Construction Scale (3-10 years) ▪ Small Value
Private ▪ Industrial ▪ Small ▪ Short term (few
Partners Construction Scale months to 3 years)
hip ▪ Special Special short
purpose termprojects – (<1
projects year)
Construction Projects | Key aspects

time
money
scope
quality
Project Management Triangle

time
money
scope
quality
 Time: Task durations,  All 3 are Interrelated
dependencies, critical path  Generally one factor is
 Money : Costs, profit fixed
 Scope: Project size, goals,  Sometimes two are fixed
requirements  Scope is the most
important factor and
affects the rest
Project Management Triangle | Components

time cost scope

 Balance the three factors to achieve “quality”
 Change to scope is to be avoided. Maintain limits on resources and cost
Construction Manager

construction manager is someone who

manages ▪
▪
Time and progress
Cost and cash flow
▪ Quality and performance
▪ Organization behavior

with ▪ Organization resources

▪ Planning resources
by ▪ Scheduling resources
▪ Organizing resources
▪ Directing resources
▪ Monitoring resources
▪ Controlling resources

▪ Quality constraints
within ▪ Time constraints
▪ Cost constraints
▪ Environmental constraints
Construction Manager | Roles and Responsibilities

construction manager is someone who

figurehead role ▪ CM is the legal and social head of the project who takes decision about the projects progress

leadership role ▪ The CM leads the team of skilled and experienced people who collectively strive to execute

liaisoning role ▪ Deals with activities that involve correspondence with government officials, contractors,
vendors, professionals, consultants etc.
▪ Plans the approach for performing tasks, implements time, cost and quality planning and
monitoring role monitors the system to ensure results
▪ Transmits relevant information from external sources and internal systems to the concerned
disseminator’s role people at site
▪ The sole representative through whom communication to the client or other external parties
spokesperson's role happen

entrepreneur’s role ▪ Seeks and identifies opportunities to promote improvements and changes in the worksite

Handle disturbances ▪ Maintians harmony by resolving work related disputes, disturbances

Resource allocation ▪ Timely allocation of resources to ensure smooth functioning of site

Project |Execution phases
Project Life Cycle

Formulation Mobilization Execution FORMULATION STAGE

▪ Project idea conception

▪ Feasibility studies
▪ Investment appraisal
▪ Project definition

MOBILIZATION STAGE

▪ Project preliminary plan

▪ Designs and drawings
▪ Specificationsand contract
finalization
▪ Resource mobilization and
earmarking of funds

EXECUTION STAGE

▪ Planning & controlling

▪ Induscting resources
▪ Construction and
commisioning
▪ Final handing over to client
Construction Projects | Phases

Project Monitoring
Initiation Planning Execution Closure
Definition & Control

▪ Develop ▪ Mobilize ▪ Compare actual ▪ Final inspections

▪ Define project scope and
schedule resources progress to plan ▪ Handover
feasibility
(Gantt, CPM, ▪ Implement plans ▪ Control cost, ▪ Documentation
▪ Identify stakeholders
PERT) ▪ Quality time, quality and review

▪ Allocate assurance ▪ Adjust as needed

resources
▪ Risk
assessment
Construction Management | Scientific Methodology

Client’s decision Client’s decision

Drawing Drawing
preparation preparation
Construction Construction

Sequential Traditional vs Fast track approach – reduced

Approach time

One stage can be started only after Overlap of stages because of

the end of the previous stage effective and efficient coordination by
project management team
Construction Management | Phases
Construction Management| Phases

Major phases in project management

3 major phases Objectives pf project management

I. Project Planning 1. To complete the project with a
minimum of elapsed time

II. Project Scheduling 2. To use the available

manpower and other

III. Project Controlling resources as sparingly as

possible, without delay
3. To complete the project with a
minimum capital investment,
without delay
Project Planning

project
WHAT IS PROJECT PLANNING?
Project Planning is the process of defining the objectives of the
project, listing the various tasks or jobs that must be performed,

planning
determining the gross requirements for material, equipment and
What ? manpower and preparing estimates of costs and duration for the
various jobs so as satisfactorily complete the project
Why ?
How ?
WHY IS PLANNING DONE?
 Plans are detailed methods, formulated before hand for
Planning is important because
PLANS

doing or making something. Plans list the goals (targets)

and define means of achieving them. The listed goals are  It provides direction for the project
called EVENTS and the means of achieving them are called  It provides unifying frame-work
ACTIVITIES.
 It helps in identifying the future opportunities and threats
 The size of activities depends on scale of project. Activities
 It provides performance standards
will require time and resources to be spent on them.

one has to do 1. Time Planning 2. Resource Planning 3. Implementation Planning

Project Planning | STEPS

steps n project planning

8 STEPS IN PROJECT PLANNING

1. DEFINE : Defining the objectives of the project

2. ESTABLISH : Establishing the goals and stages in attaining
the final target
3. DEVELOP: Forecasting activities and developing means of
achieving them
4. EVALUATE : Evaluating the various resources- financial,
managerial, operation resources to carry out activities and to
determine what is feasible and what is not
5. DETERMINE: Finding out alternatives for actions to complete
project on time
6. TEST: Evaluate if project follows all policies and rules
7. CHOOSE: Choose the plan that is consistent with established
goals/ objectives and can be done with the available resources
8. DECIDE: decide on which plan to implement
Project | RESOURCES

types of resources RESOURCES CAN BE CLASSIFIED AS :

1. MATERIAL RESOURCE (What) – materials, finance etc.

2. EQUIPMENT RESOURCE (How) – machinery, equipment
3. SPACE RESOURCE (Where) - land
4. EFFORT OR MANPOWER RESOURCE (Who) - labourers
5. TIME RESOURCE (When)
Project Scheduling

WHAT IS PROJECT SCHEDULING?

Scheduling is the process of formalizing the planned
functions, assigning starting and completion dates to
each activity of the work in such a manner that the
whole work proceed in a logical sequence and in an

project
orderly and systematic manner.

WHY IS SCHEDULING DONE?

What ?
Why ? scheduling Scheduling is the laying out of actual activities of the
project in time order in which they will be performed,
and thereby calculating the resource requirements
needed at each stage along with the completion time
How ? of each stage
Project Scheduling | STEPS

steps n project scheduling

8 STEPS IN PROJECT SCHEDULING

1. IDENTIFY ACTIVITIES : Identify the various event s and

activities in the project
2. ASSIGNING TIME : Assigning time for events and activities
3. ASSESS AVAILABLE RESOURCES: Access the available
resources
4. ALLOCATE RESOURCES : Allocate resources for the various
activities
Project Controlling

project WHAT IS PROJECT CONTROLLING?

Project controlling is the process of determining the
deviations from the original basic plan, determining the

What ?
Why ?
How ?
controlling effect of these deviations on the plan and thereafter
REPLAN and RESCHEDULE to compensate for the
deviations

steps in project 1. ESTABLISHING THE TARGETS: Establishing the target time for

controlling activities. This is based on the original plan and schedule

prepared. This is considered to be the achievable standard
2. MEASURE PERFORMANCE: (Measure the performance against the
established target standards
3. IDENTIFY DEVIATIONS: Identify the deviations of activities from
the established standards
4. SUGGEST CORRECTIONS: Suggest corrective measures
Decision Making in Project Management

steps in decision making

▪ While planning, organizing, staffing,
leading, scheduling and controlling
are the various functions of effective 1. IDENTIFY THE CENTRAL PROBLEM
management- each of these steps
involve DECISION MAKING. 2. DEVELOP ALTERNATIVES
▪ The success or failure of every
management and therefore project 3. ANALYZE THE ALTERNATIVES
depends on the timely decisions
made. 4. MAKE THE FINAL DECISION

how to develop these ALTERNATIVES ???

Decision Making | Deriving Alternatives

how to develop ALTERNATIVES when making decisions ???

Solution: OPERATIONAL RESEARCH TECHNIQUES

1. FORMULATE the problem

2. CONSTRUCT a mathematical model to represent the system
3. DERIVE the solution for the model
4. TEST the model and the solution derived from it
5. ESTABLISH the controls over the solution
6. IMPLEMENT the solution
ART507 PROJECT MANAGEMENT | MODULE 01

Thank You