Construction Projec

t Administration

• Lecture 3

Dr. Abubakar Sharafat

PhD in Civil Engineering
with Major in
Construction Engineering & Management

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Course topics and schedule
1) Introduction of projects terminology, Project management framework, Project life cycle.
2) The construction industry. The structure of the industry and national economies. Industry
problems. Introduction to construction project management
3) Project stakeholder analysis and management, project delivery systems
4) Project manager and project organizations. PM roles and responsibilities. Demands on project
managers, Project teams, project management office.
5) Value engineering. The value concept. Value engineering job [Link] techniques. Application of
VE job plan to construction. VE organization in the construction industry. Future directions
6) Feasibility analysis.
7) Construction resource mobilization. Pre-contract activities. Project organization. Site facilities.
Site layout planning. Approvals.
8) Construction materials and workmanship, Materials management. Materials requirement
planning. Procurement procedures. Stores and stock control. Materials handling on site. Waste
control.
9) Communication and project management information systems. Functions of communication.
The communication process. Barriers to effective communication. Group decision making. Site-
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office communication. Communicating with workforce. Communication systems.
Course topics and schedule  

11) Project documentation, records and reports, project control. The planning-monitoring-control
cycle. Information needs and reporting process. Purposes of control. Control processes. Control
systems. Design of control systems. Management control function.
12) Project closeout, project evaluation, auditing and closeout. Purposes of evaluation. The project
audit. The audit report. The project audit cycle. Essentials of an audit/evaluation. Varieties of
project termination. The termination process.
13) Productivity issues in construction. Total factor productivity. Labor productivity. Measurement
of labor productivity. Factors affecting labor activities. Productivity improvement in the
construction site and in the construction company. Equipment productivity.
14) Quality issues in Construction. The quality problem. Project quality planning. Quality plans and
manuals. Work inspection procedures. Testing procedures. Responsibilities of various parties.
Quality Control & Assurance
15) Principles of Project Management. Project management process. Selecting the project manager.
Selling the project plan. Staffing the project. Project decision analysis. Conducting project
meetings. Group decision making. Project leadership. Personal management.

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 Recommended Books

• Frisk, E. R. and Reynolds, W.D. (2010). Construction Project Administration.

Prentice Hall.
• 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
• PMI (2013). A Guide to the Project Management Body of Knowledge. Project
Management Institute, USA.
• 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. McGraw-Hill.
• Kerzner, Harold (2000). Project Management: A System Approach to Planning,
Scheduling, and Controlling. John Wiley & Sons, Inc.
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 Lec:4 Today’s Lecture
1) Project teams, project management office.

2) Value engineering. The value concept.

3) Value engineering job plan.

4) VE techniques. Application of VE job plan to construction

.

5) VE organization in the construction industry. Future direct

ions

Reference Material:
Chapter 16 : Frisk, E. R. and Reynolds, W.D. (8th Edition). Construction Project
Administration. Prentice Hall.

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What is Project teams?

Projects to design and construct buildings can involve

large numbers of people, and on major projects many
thousands of people. The structure and composition of the
project team tends to change through the duration of the
project; some team members might only have a very brief
involvement, bringing specialist knowledge or supplying
specialist components during a particular phase, whilst
others, such as the client, project managers or lead
consultants may be involved for many years.

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Structure of Project teams

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Integrated Project teams

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Team management of Project teams
In some organisations, teams build naturally as people work together to achieve a common goal, but
this can take a considerable amount of time. The one-off, project-based nature of design and
construction demand faster results.

Approaches to team building can differ, depending on the type of project, the managerial style of the
team leader, and the specific types of people on the project team. However, a crucial step in the team
building process is the kick-off, or start up meeting. This is a chance for the team members to get to
know each other, establish relationships and lines of communication, identify problems, set goals and
objectives and obtain commitments.

As the nature of the project team will change over time, it will be necessary to have many start-up
meetings as new members join the team (see for example: Specialist contractors start-up meeting,
Consultant team start-up meeting and Pre contract meeting).

The roles of team members can be constructive or destructive. Constructive roles move the group
towards action and accomplishing results, while destructive roles hinder the accomplishment of group
goals.

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What is project management office ?

A project management office (PMO) is a group —

internal or external to a company — that sets,
maintains and ensures standards for project
management across that organization. They’re the
keepers of best practices, project status and direction
— all in one spot

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Why project management office (PMO) ?

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Function Performed by PMO

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Function Performed by PMO

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Function Performed by PMO

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Why project management office (PMO) ?

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Why project management office (PMO) ?

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Why project management office (PMO) ?

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What is Value ? Value Engineering

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Value Engineering

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Fundamentals of Value Engineering

• Function
• Worth
• Cost
• Value
Value= Worth/cost = utility/cost

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The Philosophy of Value

If something does not do what it is intended to do, no amount of cost

reduction will improve its value. Any “cost reduction” action that
sacrifices the needed utility of something actually reduces its value to
the owner. However, costs incurred to increase the functional capacity
of something beyond that which is needed amounts to “gilding the lily”
and provides little actual value to the owner.

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Types of Value Engineering Recommendations

• Value Engineering Proposal

A value engineering recommendation that originates from within the
government agency itself, or one that was originated by
he contractor and may be implemented by unilateral action. A VEP can only
relate to changes that are within the terms of the contract and specifications.
• Value Engineering Change Proposal
A value engineering recommendation by a contractor that
requires the owner’s approval, and that, if accepted, requires the execution
of a change order. This would apply to any proposed change that would
require a change in the contract, the specifications, the scope of the work, or
similar limits previously established by contract.

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AREAS OF OPPORTUNITY FOR VALUE ENGINEERI
NG

Value engineering is a basic approach that takes nothing for granted

and challenges everything on a project, including the necessity for
the existence of a product or project, for that matter. The cost of a
project is influenced by the requirements of the design and the
specifications. Prior to completing the final design the architect or
engineer should carefully consider the methods and equipment that
may be used to construct the project. Requirements that increase
the cost without producing equivalent benefits should be
eliminated. The final decisions of the architect or engineer should
be based upon a reasonable knowledge of construction methods
and costs.

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AREAS OF OPPORTUNITY FOR VALUE ENGINEERI
NG

The cost of a project may be divided into five or more items:

• 1. Materials
• 2. Labor
• 3. Equipment
• 4. Overhead and supervision
• 5. Profit

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AREAS OF OPPORTUNITY FOR VALUE ENGINEERI
NG

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AREAS OF OPPORTUNITY FOR VALUE ENGINEERI
NG

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Value Engineering by the Contractor

• One desirable characteristic of a successful contractor

from the standpoint of value engineering is a degree of
dissatisfaction over the plans and methods under
consideration for constructing a project (a characteristic
not always appreciated by the architect or engineer).
• A contractor who does not keep informed on new
equipment and methods will soon discover that his
competitors are underbidding him.

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Value Engineering by the Contractor

• One desirable characteristic of a successful contractor

from the standpoint of value engineering is a degree of
dissatisfaction over the plans and methods under
consideration for constructing a project (a characteristic
not always appreciated by the architect or engineer).
• A contractor who does not keep informed on new
equipment and methods will soon discover that his
competitors are underbidding him.

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Value Engineering by the Contractor

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Value Engineering by the Contractor

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Any Questions?

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