WELCOME EVERYBODY

To a seminar on Construction Management by Manish Gupta

Overview of Contents

Construction management
Aspects of construction management

Planning and Scheduling techniques

Management software

Conclusion
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Construction Management
Sticking to convention, it may defined broadly as: The Science and art of planning, organizing, scheduling and executing the work. Use of integrated systems and procedures by a team of professionals during project design and construction. given by the CMAA. It takes a discipline uniquely tailored to the planning design and construction process of capital projects.
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Importance of Management
The importance of Management can be viewed through the following prisms Increase in the productivity by combining human resources and machinery in the right ingredients. Increase in the reliability in the modern age, so important a factor in the success of a project.

Consideration
The factors that require prudent management can be summarily stated as

Material Resources Manpower Resources

MPower In Management
Man Methods Money Materials Machines Marketing
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1. 2. 3. 4. 5. 6.

Requisites Of A Manager

Adaptability

Intelligence
Humility

Ambitious

Project Delivery Methods

Traditional design-bid-build At-Risk construction management Multiple-Prime contracting

Design-Build

Basic Aspects

1.

Contract management

2. 3.

Resource management
Time management and scheduling

Contract Management

Contract - An agreement between the owner and

the contractor for the completion of the work

within the scheduled time, following drawings,

designs and workmanship as given by the

consultant.
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Contracting Process
1

VISUALISATION/CONCEPT

2 MARKET SURVEY 3 4 5 6

APPOINTMENT OF CONSULTANT PRELIMINARY REPORT LAYING DOWN PROJECT PARAMETERS LOCATIONS (SITE SURVEY) 6a SITE SURVEY PROJECT REPORT EVALUATION OF PROJECT REPORT DECISION TO IMPLEMENT PROJECT 9a FORMATION OF COMPANY 9b RAISING FUNDS 9c LOANS EQUITY 11

7 8 9

Contracting Process Contd..

10 APPOINTMENT OF ARCHITECTS 11 APPROVAL OF SITE

11a NOTIFICATION
11b PAYMENT 11c POSSESSION

12 LAND ACQUISITIONS (FENCING) 13 APPROVAL FROM LOCAL/STATUATORY BODIES 14 SELECTION OF MODE OF EXECUTION

DEPARTMENTAL
15 PREPARE DRAWING 16 PREPARE ESTIMATES 17 SELECT SUPPLIERS

OUTSIDE AGENCIES
15 INVITATION FOR REGISTRATION 16 PRE QUALIFICATION 17 REGISTRATION

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Contracting Process Contd..

18 SELECT CONTRACTORS 18 PRE-BID CONFERENCE 19

INVITATION FOR TENDER

19 BUDGET SANCTIONS

20 SUBMISSION OF TENDER

20a DRAFT CONTRACT

21 TENDER OPENING 22 SCRUTINY OF TENDERS 23

TABULATION OF RATES

24 CLARIFICATION/FREAK RATES 25 SELECTION OF MAIN CONTRACTOR 26 ISSUE OF WORK ORDER

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Contracting Process Contd..

27 SIGNING OF CONTRACT

27a DETAILED SITE SURVEY 27b DETAILED PLANNING

28 APPOINTMENT OF SITE/PROJECT MANAGER

27c FINALISE EQUIPMENT ORDERS

29 APPOINTMENT OF STAFF

29a DELIVERY OF CONSTRUCTION EQUIPMENTS

30 SITE DEVELOPMENT

30a CLEARING SITE - LEVELLING/FILLING/MARKING 30b INFRASTRUCTURE/LAYING SERVICE 30c SUPPLY OF MATERIALS

31 START OF CONSTRUCTION

31a STAFF RECRUITMENT/TRANSFER 31b APPOINTMENT OF SUB-CONTRACTORS FOR FORM WORK/SHUTTERING, REINFORCEMENT, FOUNDATIONS, PRESTRESSED CONCRETE, FABRICATION 14

32 CO-ORDINATE SERVICES

Contracting Process Contd..

33 PROGRESS REVIEW (MONTHLY)

33a BILLING/COLLECTIONS
34 RECONCILLIATION AND CORRECTIVE STEPS

35 COMPLETION

36 CLEAN-UP/FINISHING TOUCHES

37 HANDING OVER

38 FINALISATION AND BALANCE SHEET

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Resource Management
The basic objective of resource management is to supply and support the field operations.This includes: Labour management Material management Equipment management

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Time Management and Scheduling

The planning involves a listing of tasks that must be performed to bring about the projects completion. Scheduling is the laying out of the actual jobs of the project in the time order in which they have to be performed. Control is Underlying managerial function, begins with reviewing the difference between the schedule and actual performance once the project has began.
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Planning and Scheduling Techniques

The various planning and scheduling methods used for management of a project can be divided into the following two groups:

Conventional methods
Network methods
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Conventional Methods
1.

2.

3.

Gantt or Bar chart : A project is divided into different jobs which are represented by horizontal bars on a time scale. Milestone chart : Similar to bar chart except that it shows important events in the form of vertical arrows on the horizontal bars representing the activity. Flow chart : A brief and simple graphic representation showing relationship between activities.
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Gantt or Bar Chart

SR NO 1 2 DESCRIPTION MAR APR MAY JUN JUL AUG SEP OCT

FOUNDATIONS SUPER STRUCTURE

ROOF

FABRICATE DOOR & WINDOW FRAMES FIX DOOR & WINDOW FRAMES INTERNAL SERVICES & FINISHING DATE OF REVIEW OF PROGRESS

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Milestone Chart
SR NO 1 2 3 4 5 6 DESCRIPTION MAR 1 FOUNDATIONS SUPER STRUCTURE ROOF FABRICATE DOOR & WINDOW FRAMES FIX DOOR & WINDOW FRAMES INTERNAL SERVICES & FINISHING DATE OF REVIEW OF PROGRESS 14 15 2 APR 3 4 5 6 7 9 10 11 12 8 MAY JUN JUL AUG SEP OCT

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MILESTONES: 1. COMPLETE EXCAVATION 2. COMP. LEAN CONCRETE .. LEGEND 14. COMP. WHITE WASH COMPLETED MILESTONE 21 15. COMP. PAINTING SCHEDULED MILESTONE

Network Method
This includes: 1. Critical Path Method (CPM) : Generally used for repetitive projects where one has a fairly accurate assessment of time. 2. Program Evolution and Review Technique (PERT) : Generally used for research and development projects which are not repetitive in nature.
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How to Develop a Network ??

Analyse and make a note of all the activities required for the completion of the project. Arrange these activities in their correct logical sequence. Contemplate the sub-dividing of different activities into phases or sections to introduce the concept of performing jobs simultaneously or concurrently.
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1.

2.

3.

Network for a Building Project

5 2 9 CONST. SUB STRUCTURE SECTION I 7W 16 12 5

23 EXCAVATE FOUNDATIONS SECTION II AND III 6W 11 6 4 COMPLETE WORK 7

START WORK 1
0

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5 5 3

CONST. SUB STRUCTURE SECTION IV 10W

15 6 15 24

CRITICAL PATH ??

It is the path along the network, which

requires the longest time from start to completion of

the project.

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Identification Of Critical Path

By closer examination of the activity duration time for different activities along critical path and reducing them wherever possible in a feasible manner. By re-planning the network by introducing number of parallel or concurrent activities on the critical path.
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Identification of Critical Path Contd..

Transfer of resources from non-critical activities to the critical activities to reduce the duration of activity time along the critical path. Addition of more resources to the critical activity to effect reduction in activity duration Reduction in the scope of work or by changing or lowering of the performance requirements of some activities- which are relatively few as compared to numerous activities in the project.
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Management Software
Project management involves lots of computer work. Numerous software are available for complete management activities. Some can be listed as: PRISM (TCS) MS-PROJECT (MICROSOFT) INSTAPLAN (WIPRO) HARVARD PROJECT MANAGER (NIIT) PRIMAVERA (PRIMAVERA INSTITUTE, USA)
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1. 2. 3. 4. 5.

Conclusion
The study of Construction practices in the industry today leads me to conclude that Vital as it is to be fundamentally strong, it is just as pertinent to have excellent managerial skills. In the years to come, the success or failure of any project will be determined by how good the utilization of resources has been. Responsibility in the use of the available resources, will ensure that the structures of tomorrow are far better built to handle natural disasters in addition to those engineered by man.
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Acknowledgements

Firstly Id like to thank our HOD for enabling us to avail of the multimedia facility. Our faculty whove had the patience to sit through all of this! My knowledgeable audience whove been tremendously encouraging today.

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References

Manual of Construction Project Management by S K GUHA THAKURTA and K R SHAH A text book on Construction Management and Planning by B SENGUPTA and H GUHA A Management Guide to PERT/CPM by JEROME D WIEST and FERDINAND K LEVY A text book on Building Construction by SUSHIL KUMAR A paper presented on Construction Management by K N NARAYANA IYENGAR WWW.CMAA.COM 31

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