CE 327 Construction Methods & Project Management June 2023 PDF

CE 327 Construction Methods and Project Management June ,2023 Construction methods are the procedures and techniques that are used during the building process. 5 Different Modern Methods of Construction Types ​ Modern methods of construction (MMC) are innovative ways of build...

CE 327 Construction Methods and Project Management June ,2023 Construction methods are the procedures and techniques that are used during the building process. 5 Different Modern Methods of Construction Types ​ Modern methods of construction (MMC) are innovative ways of building structures, which are increasingly being used in the construction industry.... ​ Modular Buildings/3D Volumetric Construction.... ​ Flat Slab Construction.... ​ Twin Wall Technology.... ​ Hybrid Construction. Types of Construction Methods ​ Wood Frame. ​ Light Gauge Steel Construction. ​ Joisted or Load Bearing Masonry Construction. ​ Steel Frame Construction. ​ Concrete Frame Construction. ​ Pre-Engineered Construction. There are many benefits of using modern methods of construction, including: Reduced onsite waste. Efficient construction times. Eco-friendly. On-site construction refers to the traditional construction method in which structures are built sequentially in their permanent location. The process consists mainly of a design phase and a build phase. Project management is the application of processes, methods, skills, knowledge and experience to achieve specific project objectives according to the project acceptance criteria within agreed parameters. Project management has final deliverables that are constrained to a finite timescale and budget. PROJECT MANAGEMENT “The art and science of coordinating people, equipment, materials, money, and schedules to complete a specified project on time and within approved cost.” In other words, the purpose of project management is to plan and manage a project to successfully complete its listed goals and deliverables. It involves identifying and managing risks, careful resource management, smart budgeting, and clear communication across multiple teams and stakeholders. A project manager is a professional who organizes, plans, and executes projects while working within restraints like budgets and schedules. Project managers are in charge of leading teams, defining goals, communicating with stakeholders, and seeing a project through to its closure.  The four basic elements of project management are further elaborated as: ​ Resources: People, equipment, hardware/software. ​ Time: Task durations, schedule management, critical path. ​ Money: Costs, contingencies, profit. ​ Scope: Project size, goals, requirements. PROJECT MANAGEMENT Experienced project managers agree that the procedures used for project management vary from company to company and even among individuals within a company. Although each manager develops his or her own style of management, and each project is unique, there are basic principles that apply to all project managers and projects. Project management requires teamwork among the three principal contracting parties: the owner, designer, and contractor. The coordination of the design and construction of a project requires planning and organizing a team of people who are dedicated to a common goal of completing the project for the owner. Even a small project involves a large number of people who work for different organizations. The key to a successful project is the selection and coordination of people who have the ability to detect and solve problems to complete the project. A discussion of project management is difficult because there are many ways a project can be handled. The design and/or construction of a project can be performed by one or more parties. Regardless of the method that is used to handle a project, the management of a project generally follows these steps: Step 1: Project Definition (to meet the needs of the end user) Intended use by the owner upon completion of construction Conceptual configurations and components to meet the intended use Step 2: Project Scope (to meet the project definition) Define the work that must be accomplished Identify the quantity, quality, and tasks that must be performed Step 3: Project Budgeting (to match the project definition and scope) Define the owner's permissible budget Determine direct and indirect costs plus contingencies Step 4: Project Planning (the strategy to accomplish the work) Select and assign project staffing Identify the tasks required to accomplish the work Step 5: Project Scheduling (the product of scope, budgeting, and planning) Arrange and schedule activities in a logical sequence Link the costs and resources to the scheduled activities Step 6: Project Tracking (to ensure the project is progressing as planned) Measure work, time, and costs that are expended Compare "actual" to "planned" work, time, and cost Step 7: Project Close Out (final completion to ensure owner satisfaction) Perform final testing and inspection, archive documents, and confirm payments Turn over the project to the owner DEFINITION OF A PROJECT A project is an endeavor that is undertaken to produce the results that are expected from the requesting party. For this book a project may be design only, construction only, or a combination of design and construction. A project consists of three components: scope, budget, and schedule. When a project is first assigned to a project manager, it is important that all three of these components be clearly defined. the term Scope represents the work to be accomplished, i.e., the quantity and quality of work. Budget refers to costs, measured in dollars and/or labor-hours of work. Schedule refers to the logical sequencing and timing of the work to be performed. The quality of a project must meet the owner's satisfaction and is an integral part of project management as illustrated in Figure 1-1 Figure 1-1 is shown as an equilateral triangle to represent an important principle of project management: a balance is necessary between the scope, budget, and schedule. For any given project there is a certain amount of work that must be performed and an associated cost and schedule for producing the work. Any increase in the scope of work requires a corresponding increase in budget and schedule. Conversely, any decrease in scope of work results in a corresponding decrease in budget and schedule. This principle applies between any and all of the three components of a project. For example, any adjustment in budget and/or schedule requires a corresponding adjustment in scope. This simple concept of a balance between scope, budget, and schedule is sometimes not fully recognized during early project development as well as during design and construction. The source of many problems associated with a project is failure to properly define the project scope. Too often the focus is just on budget or schedule. Not only should the scope, budget, and schedule be well defined, but each must be linked together since one affects the other, both individually and collectively. Since the project scope defines the work to be accomplished, it should be the first task in the development of a project, prior to the development of either the budget or the schedule. Experienced project managers agree that the budget and schedule are derived from the scope. Too often, top management specifies a project budget or schedule and then asks the project team to define a scope to match the budget. This is the reverse order of defining a project and is not a good project management practice. It is the duty of a project manager to ensure that the project scope, budget, and schedule are linked together. Quality is an element that is integrated into and between all parts of a project: scope, budget, and schedule. It should not be construed as merely creating drawings with a minimum number of errors, furnishing equipment that meets specifications, or building a project to fulfill the requirements of a contract. Certainly these factors are a part of quality, but it involves much more. Quality is meeting the needs and satisfaction of the ultimate end user of the project, the owner. Quality is the responsibility of all participants in a project, including all levels of management and workers in each of the principal parties. An attitude of achieving quality must be instilled in everyone and perpetuate throughout the work environment. The attitude should not be "what can we do to pass quality control or final inspection?' Instead, it should be "what can we do to improve our work and what is the best way we can furnish a project that meets the needs and satisfaction of the owner?' ENGR. REYNOLD F. TORCEDO Civil Engineer