CE 505 – Construction Methods and Project Management

ENGR. TIMBAL

TOPICS:

1. introduction
2. contract
3. work breakdown structure
4. project life cycle
5. network analysis
6. time-scaled network
7. manpower leveling
8. s-curve

The Relationships Among Portfolios, Programs, and Projects

 Portfolio refers to a collection of projects, programs,

subportfolios, and operations managed as a group to achieve
strategic objectives.
o Portfolio management aligns with organizational
strategies by selecting the right programs or projects,
prioritizing the work, and providing the needed
resources
 Programs are comprised of subprograms, projects, or other work
that are managed in a coordinated fashion in support of the
portfolio.
o Program management harmonizes its projects and
program components and controls interdependencies
in order to realize specified benefits.
 Projects are tasks of considerable magnitude that must be
completed w/in a budget, time, and required standards.
o Construction Project- type of project by which a
physical structure are planes, designed, procured,
constructed or produced, altered, repaired, maintained
and demolished Organizational Project Management (OPM)
 HORIZONTAL PROJECTS
1. Subdivision developments -a strategy execution framework utilizing project, program, and
2. Roads and bridges portfolio management as well as organizational enabling practices to
3. Water distribution consistently and predictably deliver organizational strategy producing better
4. Power distribution performance, better results, and a sustainable competitive advantage.
5. Sewage systems
 VERTICAL PROJECTS - advances organizational capability by linking project, program,
1. Residential condominium and portfolio management principles and practices with organizational
2. Offices enablers to support strategic goals
3. Commercial
4. Institutional Project management
5. Power plants
- develops and implements plans to achieve a specific scope that
6. Hospitals
is driven by the objectives of the program or portfolio it is subjected to and,
ultimately, to organizational strategies

- the application of knowledge, skills and tools and techniques to

project activities to meet the project requirements

-overall defining, planning, coordinating and control of a project

from inception to completion aimed and ensuring completion on-time, w/in
the cost and required performance

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 -achieved thru project management process: initiating, planning,
executing, monitoring and controlling, and closing

TRIPLE CONSTRAINTS
COST

SCHEDULE SCOPE

Challenges on Project Management:

 Project Success- measured by completing the project within the

constraints of time, scope, cost, quality, and risk  Projectized/Project – A project focused organizational structure
where the project manager has the final authority over the project
to make project decisions, priorities acquire and assign resources

Project Management Office (PMO)

-is a management structure that standardizes the project-related

governance processes and facilitates the sharing of resources,
methodologies, tools, and techniques

-is the natural liaison between the organization’s portfolios,

programs, projects, and the corporate measurement systems

 Supportive – provide consultative role to projects

 Controlling – provide support and require compliance thru
various means
 Directive – take control of the projects by directly managing the
projects

PROJECT MANAGEMENT OFFICE (PMO)  Matrix – people w/ similar skills are pooled for work assignments.
It is a combination of functional and projectized.
1. Methodology 2. Each project manager has to report to both functional and
2. Terminology project manager
3. Project Management Processes
4. Supporting Tools
5. Reporting
6. Training and Mentoring
7. Best practices collecting
8. Project Managers services
9. Continuous Improvement of level of success within the organization

ORGANIZATIONAL STRUCTURE

 Functional – organization is broken down into different sections

based upon specialty

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 Project Management Process Groups

- Project Management Process Groups are linked by the outputs

which are produced. The Process Groups are seldom either discrete or
onetime events; they are overlapping activities that occur throughout the
project

a. The Initiating Process Group - consists of those

processes performed to define a new project or a new
phase of an existing project. the initial scope is defined
and initial financial resources are committed.
b. Planning Process Group - consists of those processes
performed to establish the total scope of the effort, define
and refine the objectives, and develop the course of
action required to attain those objectives.
c. Executing Process Group - consists of those processes
performed to complete the work defined in the project
management plan to satisfy the project specifications.
This may include changes to expected activity durations,
changes in resource productivity and availability, and
unanticipated risks.
d. Monitoring and Controlling Process Group - consists of
those processes required to track, review, and
orchestrate the progress and performance of the project;
identify any areas in which changes to the plan are
required; and initiate the corresponding changes.
Controlling changes and recommending corrective or
preventive action in anticipation of possible problems,
monitoring the ongoing project activities against the
project management plan.
e. Closing Process Group - consists of those processes
performed to conclude all activities across all Project
Management Process Groups to formally complete the
Organizational Influences on Project Management project, phase, or contractual obligations.

Stakeholders include all members of the project team as well as all Project Team
interested entities that are internal or external to the organization.
- includes the project manager and the group of individuals who
act together in performing the work of the project to achieve its objectives.

-is comprised of individuals from different groups with specific

subject matter knowledge or with a specific skill set to carry out the work of
the project

PROJECT MANAGEMENT TEAM (PMT)

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PROJECT PROFESSIONALS  Work with the project, sponsor, team, and subject matter experts
to develop an appropriate project delivery strategy,
 Civil Engineers  Implement that strategy in a way that maximizes the business
 Architects value of the project
 Electrical Engineers  Strategy
 Mechanical Engineers  Mission
 Master Plumber/Sanitary Engineer  Goals and objectives
 Safety Officers  Products and services
 Construction Managers  Operations (e.g. location, type, technology)
 Superintendent  The market and the market condition, such as customers, state
 Supervisor of the market (i.e. growing or shrinking and timeto-market factors,
 Field Engineers etc.; and
 Foreman  Competition (e.g. what, who, position in the market place).
 Leadsman  Risks and issues
 Workers  Financial implications
 Cost versus benefits analysis (e.g., net present value, return on
investment, including the various options considered
Project Team Development - Adopt Fo S No P Strategy  Business value
 Benefits realization expectations and strategies, and
The most popular terms for the stages of team development are:
 Scope, budget, schedule and quality
 Forming: A directive style of leadership is called for when a team PMC: LEADERSHIP
is in the forming stage.
 Autocratic
 Storming: A selling or influence style of leadership is appropriate
 Participative
at the storming stage.
 Delegative
 Norming: In the norming stage, the leader should adopt a
participative style of leadership.
PMC: LEADERSHIP STYLE
 Performing: Delegative leadership is the proper style in the
1) Laissez-faire (e.g., allowing the team to make their own decisions and
performing stage of a team’s development. Note that delegative
establish their own goals, also referred to as taking a hands-off style);
does not mean abdication
2) Transactional (e.g., focus on goals, feedback and accomplished to
PROJECT MANAGER determine rewards; management by exception);
3) Servant leader (e.g., demonstrates commitment to serve and put other
-has overall responsibility for the successful initiation, planning, people first; focuses on other people’s growth, learning, development,
design, execution, monitoring, controlling and closure of the project autonomy, and well-being; concentrates on relationships, community
and collaboration; leadership is secondary and emerges after service);
-leads the project team to meet the project’s objectives and 4) Transformational (e.g., empowering followers through idealized
stakeholder’s expectations attributes and behaviors, inspirational motivation, encouragement for
innovation and creativity and individual consideration);
PROJECT MANAGER’S COMPETENCE (PMC): 5) Charismatic (e.g., able to inspire; is high-energy, enthusiastic, self-
confident; holds strong convictions); and
TECHNICAL PROJECT MANAGEMENT SKILLS 6) Interactional (e.g., a combination of transactional, transformational,
and charismatic).
 Focus on the critical technical project management elements for
7) Positional (sometimes called formal, authoritative, legitimate) (e.g.,
each project they manage. This focus is as simple as having the
formal position granted in the organization or team);
right artifacts readily available. At the top of the list were the
8) Informational (e.g., control of gathering or distribution);
following:
9) Referent (e.g., respect or admiration others hold for the individual,
o Critical success factors for the period
credibility gained);
o Schedule
10) Situational (e.g., gained due to unique situation such as a specific
o Selected financial reports
crisis);
o Issue log
11) Personal or Charismatic (e.g., charm, attraction);
 Tailor both traditional and agile tools, techniques and methods for 12) Relational (e.g., participates in networking, connections, alliances);
each project. 13) expert (e.g., skill, information possessed; experience, training,
 Make time to plan thoroughly and prioritize diligently education, certification);
 Manage project elements, including, but not limited to, schedule, 14) reward-oriented (e.g., ability to give praise, monetary or other desired
cost, resources and risks items);
15) Punitive or coercive (e.g., ability to invoke discipline or negative
PMC: STRATEGIC/BUSINESS MANAGEMENT SKILLS
consequences);
16) Ingratiating (e.g., application of flattery or other common ground to win
Explain to others the essential business aspects of a project
favor or cooperation);
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17) Pressure-based (e.g., limit freedom of choice or movement for the
purpose of gaining compliance to desired action);
18) Guilt-based (e.g., imposition of obligation or sense of duty);
19) Persuasive (e.g., ability to provide arguments that move people to a
desired course of action), and
20) Avoiding (e.g., refusing to participate).

PMC: POLITICS AND POWER

 The better the PM understands how the organization works,
 The more likely he/she will be successful in managing the project
 Selecting the right kind of power to influence and negotiate with
others

MIDTERM

Contract – a written of spoken agreement, esp. one concerning

employment, sales, or tenancy that is intended to be enforced by law

Contract elements:
1. An offer
2. A bid or proposal submitted by a contractor to build a certain facility
according to the plans, specification
3. An acceptance
-Takes the form of a notice of award
4. A consideration (payments for services)
-takes the form of cash payment
5. Method of award – formally advertised contracts and negotiated
contracts
*Negotiated contract – negotiated between the owner and a
construction firm
6. Method of pricing
a. Fixed-price contracts
i. Lump-sum contract
ii. Unit-price contract
b. Cost-type contract
i. Cost plus percentage of cost
ii. Cost plus fixed fee
iii. Cost plus fixed fee with guaranteed maximum cost
iv. Cost plus incentive fee

Construction Contract
a) Agreement – describes the work to be performed, the required
completion time, contract sum, provisions for progress,
b) Conditions of the contract (general conditions and special
conditions
c) Plans
d) Specifications

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