Course Outline

COURSE OUTLINE
CE70.11 : Project Cost and Financial Management 3(3-0)

Rationale:
Cost is a very important factor in project management. This course impacts the skills needed to
estimate, plan and control project costs on large infrastructure projects. The course is designed in
three self-contained modules corresponding to different requirements in the infrastructure cost
management process. Upon completion of this course, students are able to develop project
feasibility study, to estimate project cost and to manage the financial and cost issues of
construction projects.

Catalog Description:
Project feasibility assessment, Effects of depreciation, taxation, inflation on project feasibility.
Design cost estimating. Construction cost estimates. Risk and contingency in estimates. Cost
control. Financial management for projects. Bidding and pricing. Budgeting and budgetary
control.

Pre-requisite(s):
None

Course Outline:
I Project Feasibility Assessment
1. Requirement for project feasibility
assessment
2. The Common methods for
feasibility assessment: Payback
period, Return on investment,
Present Worth, Future Worth,
Internal Rate of Return, Benefit cost
analysis
3. The effect of depreciation on project
feasibility
4. The effect of taxation on project
feasibility
5. The effect of inflation on project
feasibility
6. Risk and sensitivity analysis for
projects
7. Rationing capital to competing
projects

II Estimating Project Costs
1. Design Cost Estimating Methods:
Unit methods, Floor area method,
Regression method, Factor and
Percentage methods, Parameter
estimating, Cost-capacity ratios,
Cost significant estimating.
2. Construction Cost Estimates: A
generalised procedure. Estimating
costs for specific project elements
3. Making adjustments to cost
estimates: Cost indices, location
factors, etc.
4. Whole life cycle costing (WLCC) of
projects
5. The allocation and appropriation of
project contingencies
III Cost and Financial Management
1. Project cost accounting and control
2. Budgeting and budgetary control
3. Bidding strategy and project pricing
4. Financial management of projects
and implications for companies
5. Managing risk and returns

Textbook:
Lecture notes, chapters from the reference books below and relevant journal articles.

References:
Blank, L. and Tarquin, A. (2000): Engineering Economy , 5th Edition. New York : McGraw Hill.
Peurifoy, R. L., and Oberlender, G. D. (2002): Estimating Construction Costs , 5th Edition.
New York : McGraw Hill. Damordaran, A. (1996): Investment Valuation: Tools and
Techniques for Determining the Value of Any Assets : University Edition, John Wiley and
Sons, Inc.
Harris, F. and McCaffer, R. (2001): Modern Construction Management , 5th Edition. London :
Blackwell.
Thuessen, J. G. and Fabrycky, W. J. (2001): Engineering Economy , Prentice Hall
Halpin, D. W. (1985): Financial and Cost Concepts for Construction , John Wiley & Sons

Journals/Magazines/Websites:
Construction Management and Economics
Engineering, Construction and Architectural Management
Cost Engineering
International Journal of Project Management
Journal of Financial management of Property and Construction

Grading System:
Case study and assignment 40%
Mid Semester 20%
Final Exam 40%

Instructor(s):
NAME
Dr. Takayuki Minato
Dr. Theerathon Tharatchai
Mr. Ng Eng Wan

CE70.12 : Organizational Management in Construction 3(3-0)

Rationale:
This course explores the organizational management concepts applied in managing a construction
firm and project. The course is divided into three modules: (i) Strategic Planning in Construction
Firms, (ii) Organizational Management in construction Projects and (iii) Team and Leadership
Development. Upon completion of this course, students will have the knowledge to analyze and
solve problems related with organizational management issues in construction firms and projects.

Strategic Planning, Project Management Maturity, Organizational Culture, Project Organization,
Team and Leadership development.

Pre-requisite(s):
None

Course Outline:
I Organizational Development Strategy
for Construction Organizations
1. Strategy Planning, Formulation and
Implementation
2. Organizational Structures for
construction firms and projects
3. Project Management Maturity
Integrating Project Management in
other management systems in
Project-Based Organizations
4. Organizational culture in
construction organizations

II Human Resources for Construction
Organizations
1. Human Resources planning
2. Human Resources Development
3. Salary Structures
4. Appraisal System
III Team and Leadership Development
for Construction Project Management
1. Dynamics of Behaviour in
Construction Organizations
2. Leadership Development
3. Motivating Construction Team
4. Managing a Joint-Venture Project

Textbook:

References:
Naoum, Shamil (2001): People and Organizational Management in Construction , 1 st
Edition, London : Thomas Telford.
Daft, Richard L. (2006): The New Era of Management, International Edition , Thomson
Publiser.
Coulter, Carleton (1989): The complete standard handbook of construction personnel
management , Englewood Cliffs, N.J.: Prentice-Hall
Langford Dave (1995): Human resources management in construction , Harlow, Essex :
Longman Scientific & Technical.
Harris, F. and McCaffer, R. (2001): Modern Construction Management , 5th Edition. London :
Blackwell.
Katzenbach, Jon R and Smith, Douglas K. (2003): The Wisdom of Teams: Creating the High-
Performance Organization , New York : HarperBusiness Essentials.

Journal of Construction Engineering and Management, ASCE

Grading System:
Mid Semester 20%
Final Exam 40%

Instructor(s):
NAME
Dr. B. Harimurti W. Hadikusumo

CE70.14 : Quality Management in Construction 3(3-0)

Rationale:
This course explores the effective knowledge and practice in managing construction project
quality. The course is divided into three modules: (i) Quality Management System, (ii) Total
Quality Management in Construction Industry and (iii) Project Quality Material Management. The
first module explains the concept and application of quality management system in construction
industry. The second module covers material management which contributes 60-80% of the total
project cost. Success in managing quality of materials is significant for the overall quality of the
project. The third module covers the model of implementing Total Quality Management developed
by the Construction Industry Institute, USA. Upon completion of three modules, students will be
able to manage quality performance in construction projects.

Quality, Quality Control, Quality Assurance, Total Quality Management (TQM), ISO 9000, Material
Management.

Pre-requisite(s):
None.

Course Outline:
I Quality Management System
1. The cost of quality in construction
projects
2. Statistical Quality Control
3. Quality Assurance and ISO 9000
4. Project Quality Planning
5. Quality Improvement Program

II Materials Management for Total
Project Quality
1. Project Material Requirement
Planning and Control
2. Material Purchasing and Control
3. Material Quality Assurance and
Quality Control
4. Site Material Management
5. International Project Materials
Management
III Total Quality Management in the
Construction Industry
1. Road Map for TQM Implementation
2. Role of Management in TQM
3. Quality Improvement Planning
4. Measurement
5. Construction Site Implementation

Textbook:

References:
Kamara, J.M., Anumba, C.J., and Evbhuomwan, NFO (2002): Capturing Client Requirements
in Construction Projects, 1 st Edition, London : Thomas Telford
Construction Industry Insitute (CII) (1987): Project Materials Management Handbook,
Construction Industry Institute (CII), USA .
Glagola, C., Ledbetter, WB, Stevens, JD. (1992): Quality Performance Measurements of the
EPC Process, Construction Industry Institute (CII), USA .
Chung, H. W. (1995): Understanding quality assurance in construction : a practical guide to
ISO 9000 for contractors, London : E & FN Spon
Ireland , Lewis R. (1991): Quality Management for Projects and Programs, Pennsylvania :
Project Management Institute


Grading System:
Mid Semester 20%
Final Exam 40%

Instructor(s):
NAME
Mr. Wiboon Tachapaisalkul

CE70.21 : Integrated Project Planning and Control 3(3-0)

Rationale:

Project planning management is considered as a critical project success factor. Organizations
introducing new strategic initiatives require effective project planning management. This course
explains theories and practices of the planning and scheduling techniques applicable to the
construction industry and introduces advanced planning tools.


Translation of organizational objectives to project development, planning/scheduling and progress
control of project operations, logical framework techniques, network diagramming techniques,
resource scheduling, line-of-balance and simulation techniques, cost/schedule control system
criteria (c/scsc), implications of schedule related matters in contract administration, project
implementation problems, computer applications, and disputes/claims management.

Pre-requisite(s):

None

Course Outline:

I Project Planning and Scheduling
1. Projects in organization
2. Principles of project planning
management
3. The role of planning, scheduling,
and progress control
4. Processes of project planning,
scheduling, and progress control
II Project Planning Techniques
1. Traditional Scheduling Techniques:
bar chart, s-curve, line-of-balance
2. Logical framework techniques
3. Network Scheduling Techniques:
CPM and PERT, resource
aggregation, levelling, and
allocation, the time-cost trade-off
approach.
4. Computerization of planning
management: Microsoft project and
Primavera Project Planner (P3)
III Implementation of Project Planning
Management
1. Integrated Cost and Schedule
Control: earned valued concept,
cost/schedule control system criteria,
interfacing of cost and accounting
codes
2. Analysis and design of planning and
control system
3. Disputes and Claims Management:
effects of work changes and delays
types of delays and delay claims, and
determination of the liabilities for
delays

Textbook:

Lecture notes and handouts provided by the instructor.
Popescu, C. and Charoenngam, C. (1995): Project Planning, Scheduling, the Control in
Construction, John Wiley & Sons, New York .

References:

Callahan, M. T, Quackenbush, D. G., and Rowings, J. E. (1992): Construction Project
Scheduling, McGraw-Hill , New York .
Cleland, D. I. and Ireland , L. R. (2002): Project Management: Strategic Design and
Implementation 4th Edition, McGraw-Hill , New York .


Construction Management & Economics, ASCE, Engineering Construction and Architectural
Management, International Journal of Project Management, Project Management Journal, etc.

Grading System:

Mid Semester 20%
Final Exam 40%

Instructor(s):

NAME
Dr. Chotchai Charoenngam
Dr. Santi Charoenpornpattana

CE70.22 : Legal and Contractual Risk Management 3(3-0)

Rationale:
This course provides a general foundation in construction law, risk and contracts that construction
practitioners need to protect themselves, their employers and the works. To facilitate smooth
running of construction projects, construction professionals need to be aware of their rights,
obligations and liabilities when they enter into contractual relations either as individuals or on
behalf of their employers. Upon completion of this course, the students will have the knowledge
to develop a sound and effective contract as well as manage the contract.

Construction risks, general principles of law, contract principles, construction contracts,
procurement systems, tortuous liabilities, laws relating to land, construction statutes,
construction claims prevention and management, disputes and their resolution, construction
insurance.

Pre-requisite(s):
None

Course Outline:
I Management of Construction Risks
1. Understanding risk
o Causes and sources of risk
o Benefits of risk management
2. Risk identification tools and
techniques
o Review Techniques
o Information gathering
techniques
o Checklists
o Assumption analysis
o Diagramming techniques
3. Risk assessment tools and
techniques
o Financial Methods
o Non-Financial Methods
4. Risk response
5. Principles of risk allocation
II Managing Construction Contracts
1. Principles of Contracts
o Formation of binding
contracts
o Discharge of contracts
o Remedies for breach of
contracts
2. Construction Contracts
o Types of contracts and
III Construction Liabilities and
Insurance
1. Tortuous Liabilities:
o Negligence and Rylands and
Fletcher,
o Nuisance
o Vicarious liabilities
o Product liability
2. Insurance
o Reasons for insuring
o Different types of
construction insurance
o Determination of what, and
when, to insure.
3. Construction Statutes
o Building regulations
o Civil liability
o Highways
o Health and Safety
4. Law Relating to Land
o Rights over land
o Planning and Environment
law

procurement systems
o Standard form of prime and
sub-contracts
o Management contracts
o Performance and payments
o FIDIC conditions of
contracts
3. Construction Claims and Disputes
o Sources of claims and
disputes
o Construction claims
procedure
o Methods of dispute
resolution
o Alternative dispute
resolution method

Textbook:

References:
Jervis BM and Levin P: Construction Law Principles and practice . McGraw-Hill Publishing
Company, New York . Douglas Wood (1999): Law and the Built Environment , Basingstoke :
Macmillan Press.
Goodwin P and Wright G (2000) Decision Analysis for Management Judgment, 2 nd Edn.,
Wiley: Chichester , England .
Uff, J. (1991): Construction Law , 5th Edition. London : Sweet and Maxwell.
The FIDIC Conditions of Contracts, 1999 versions

Journal of Construction Procurement, CIB W92.
Construction Law Review, ELSEVER, London .

Grading System:
Mid Semester 20%
Final Exam 40%

Instructor(s):
NAME
Dr. Roland Amoussou-Guenou
Prof. Gary E. Griggs
Prof. Stephen O. Ogunlana

CE70.33 : Occupational Safety and Health Management in Construction Projects 3(3-0)

Rationale:
Large construction projects, such as oil and gas construction project and power-plant project,
involved expensive equipments and international stakeholders. For this kinds of projects, safety
and health in the project site are of paramount important since failure in work safely may cause
unexpected high cost of accidents. This course explores advanced management approach and
techniques in managing occupational safety and health in large construction projects. The course
is divided into three modules: (i) Safety and Health in Construction, (ii) OSH Management System
and (iii) Total Project Safety Culture. Upon completion of the course, students will have the
knowledge to manage construction site safety and health, and developing total project safety
culture.

Safety, Health, Accident, Occupational Safety and Health, Safety and Health Management
System, Accident Prevention Program.

Pre-requisite(s):
None.

Course Outline:
I Safety and Health in Construction
1. Safety and Accidents in
construction projects
2. Theories of accident causation
3. Health and Illness related with
construction works
4. Safety Risk Analysis and Control
5. Personal Protective Equipment

II OSH Management System
1. OSH Management System
Framework
2. OSH Policy, Planning and
Procedure
3. OSH Monitoring and Audit
4. OSH Performance Measurement
5. OSH Approach to Manage
Subcontractors
III Safety Culture Development
1. Characteristics of Effective Safety
Culture
2. Management Aspects of an
Effective Safety Culture
3. Safety and Health Programs that
support safety culture
4. Measuring Safety Culture

Textbook:

References:
Roughton, James E and Mercurio James J (2002): Developing and Effective Safety Culture: A
Leadership Approach, Butterworth-Heinemann Publisher.
Levitt, R. E. and Samelson, Nancy Morse (1987): Construction safety management, New
York : Wiley Publisher.
Goetsch, David L. (2002): Occupational Safety and Health for Technologists, Engineers and
Managers, New Jersey : Prentice Hall

Journal of Safety Research, Elsevier
Journal of Safety Science, Elsevier
Professional Safety Journal, ASSE

Grading System:
Mid Semester 20%
Final Exam 40%

Instructor(s):
NAME

CE70.43 : Project Financing 3(3-0)

Rationale:
Financing project is vital for development of any organizations. This course provides advanced
knowledge and experience in the formulation of project financing. The focuses are on structuring
of Special Purpose Vehicle (SPV) to raise funds to finance capital investment project and to design
the interactions of project participants for effective financial operations. Upon completion of this
course, students will have the knowledge to develop effective methods for project financing and
managing the risks associated.

Applications of project finance, sources of project finance, analysis of project viability and risk
analysis, project financial modelling and evaluation, project agreements, finance documents and
agreements, Public Private Financial Initiatives for infrastructure projects, and case studies.

Pre-requisite(s):
None.

Course Outline:
I Financing Development Project
1. The Rationale for Project Financing
2. Project Financing Versus Direct
Financing
3. Financing for Project Development
Stages
4. Sources of project finance
5. Public Private Infrastructure
Partnership: financing structure,
analysis models, roles and
responsibility.

II Project Financial Viability
1. Viability analysis: technical
feasibility, economic and financial
viability, analysis tools and
techniques
2. Project risks: technological risk,
economic risk, financial risk,
currency risk, completion risk, raw
and material supply risk, political
risk environmental risk, force
majeure risk
3. Project Finance Structure:
traditional and public-private
partnership structure.
4. Institutions: commercial banks, the
World Bank Group, international
development Banks, government,
and bilateral institutions.
5. Equity and debt market:
international market, long term-debt
market, supplier credits,
infrastructure investment funds.
III Financial Modelling
1. Financial analysis: cash flow
projection, sensitivity analysis,

discounted cash flow analysis,
measuring expected rate of return,
project's debt capacity.
2. Project agreements: shareholders
agreement, concession and off-take
agreements, construction contract,
resource supply agreement, O&M
agreement

Textbook:
Lecture notes and handouts provided by the instructor.
Finnerty, J. D. (1996). Project Financing: Asset-Based Financial Engineering, John Wiley&,
Inc., USA .
Khan, M. F., and Parra, R. J. (2003). Financing Large Project: Using Project Finance
Techniques and Practices, Prentice Hall , Singapore .

Journal of international finance, journal of structured finance, Engineering Construction and
Architectural Management, International Journal of Project Management, Project Management
Journal, etc.

Grading System:
Mid Semester 20%
Final Exam 40%

Instructor(s):
NAME
Dr. Chotchai Charoenngam
Dr. Santi Charoenpornpattana

CE70.44 : Communication and Negotiation Skills for Project Managers 3(3-0)

Rationale:
Project manager must have the skills to communicate effectively and negotiate with the project
team, project client, supplier and subcontractors. This course will train the students to be able to
understand how to effectively communicate with others, and how to make an effective
presentation to present important messages, such as project proposal and progress, to the
customers. In addition, important concepts of negotiation, such as value exchange, zone of
possible agreement, Best Alternative to No-Agreement (BATNA), and their applications to
construction industry are discussed.

Communication, negotiation, presentation, BATNA, ZOPA, value exchange.

Pre-requisite(s):
None.

Course Outline:
I Effective Communication and
Presentation for Project Managers
1. Communicating abstract ideas
2. Effective communication
3. Communication Technology
4. Presentation and Visualization
Technology for Construction
Project

II Managing Communication in Projects
1. Group communication
2. Communication networks
3. Organizational communication
4. Managing meeting
5. Communication in managing
conflicts
III Negotiation in Construction Projects
1. Negotiation key concepts: BATNA,
Reservation Price, ZOPA and Value
exchange
2. Negotiation Preparation and Tactics
3. Structure and Sequence of a
Negotiation
4. Barriers and Errors in Negotiation
5. Negotiation as an organizational
competence

Textbook:

References:

Harvard Business Essentials (2003): Negotiation , Harvard Business School Press.
Ermitt, Stephen and Gorse, Christopher (2003): Construction Communication , Oxford :
Blackwell Publishing Marsh, PDV (1984) : Contract Negotiation Handbook , Second Edition,
Essex : Gower Publishing.


Grading System:
Mid Semester 20%
Final Exam 40%

Instructor(s):
NAME
Mr. Burin Kunatippapong
Dr. Stephen O. Ogunlana
Dr. Oulawan Kurlatchai

CE70.9007 : Selected Topic: Applied Project Management in Industrial Complex
Projects 1(1-1)

Rationale:
The purpose of this module is to provide a real case study on the application of project
management in industrial complex construction projects. Case analysis and discussion will be
presented in terms of how the concepts of project management are applied in industrial complex
project development.

Project Management, industrial complex, case study

Pre-requisite(s):
with Consent from the instructor

Course Outline:
1. Project description Technology, Financial and Social issues.
2. Core Project Management application Time, Cost and Quality
3. Advanced project management application Risk, Contract, Procurement,
Communication, Project Financing and Negotiation.
4. Case analysis on the project management application lessons to learn and
improvement.

Textbook:
Real Project documents, Lecture notes, chapters from the reference books below and relevant
journal articles.

References:
Naoum, Shamil (2001): People and Organizational Management in Construction, 1st
Edition, London: Thomas Telford.
Harris, F. and McCaffer, R. (2001): Modern Construction Management, 5th Edition. London:
Blackwell.


Grading System:
Case Study & Assignments : 40%
Exam for Each Module : 60%

Instructor(s):
NAME
Adjunct faculty

CE70.9009 : Selected Topic: Applied Project Management in High Rise Building
Projects 1(1-1)
Semester Offering: June
Rationale:
The purpose of this module is to provide a real case study on the application of project
management in high rise building construction projects. Case analysis and discussion will be
presented in terms of how the concepts of project management are applied in high rise building
construction project development.

Project Management, high rise building, case study

Pre-requisite(s):

Course Outline:
1. Project description Technology, Financial and Social issues.
2. Core Project Management application Time, Cost and Quality
3. Advanced project management application Risk, Contract, Procurement,
Communication, Project Financing and Negotiation.
4. Case analysis on the project management application lessons to learn and
improvement.

Textbook:
Real Project documents, Lecture notes, chapters from the reference books below and relevant
journal articles.

References:
Blackwell.


Grading System:
Exam for Each Module : 60%

Instructor(s):
NAME
Adjunct faculty

CE70.9010 : Selected Topic: Construction Business and Project Simulation 1(1-1)

Rationale:
The purpose of this module is to develop students skills in managing construction project
management and construction business. Students will use a construction business and project
simulation software to apply the management and project management knowledge that has been
learned in the previous courses.

Project Management, construction, business, simulation

Pre-requisite(s):

Course Outline:
1. Introduction of construction business and project simulation software
2. Understanding factors affecting business and project management in this simulation
3. Understanding performance indicators used in this simulation
4. Construction Business and Project Simulation

Textbook:
AROUSAL Simulation manual

References:
Blackwell.


Grading System:

Instructor(s):
NAME

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