IM-2-CONSTRUCTION-PROJECT-ORGANIZATION-new.docx

**COLLEGE OF ENGINEERING** **Bayombong Campus** **DEGREE PROGRAM** **BSCE** **COURSE NO.** **CMPM** -------------------- ---------- ------------------ ---------------------------------------- ------------ -- ------------ ---...

**COLLEGE OF ENGINEERING** **Bayombong Campus** **DEGREE PROGRAM** **BSCE** **COURSE NO.** **CMPM** -------------------- ---------- ------------------ ---------------------------------------- ------------ -- ------------ --- **SPECIALIZATION** **COURSE TITLE** CONSTRUCTION METHOD PROJECT MANAGEMENT **YEAR LEVEL** **4** **TIME FRAME** **6HRS** **WK NO.** **IM NO.** 2 I. **UNIT TITLE/CHAPTER TITLE** A. Construction Project Organization II. **LESSON TITLE** A. Construction Project Organization III. **LESSON OVERVIEW** In this chapter we discuss about the Construction Project Organization, structural organization, effects of project risks in organization, organization of project participants, separation of organization and integration of organization. IV. **DESIRED LEARNING OUTCOMES** 1. Identify the construction project cycle from inception, planning, execution, testing and certification V. **LESSON CONTENT** Construction projects are becoming increasingly large and complex in terms of physical size and cost. In today\'s world, successfully completing a project requires the management of scarce resources; manpower, materials, money, and machines must all be managed. Each project is unique, and the construction project\'s organization should also be highly considered**.** A well-structured construction project management team or construction project organization is critical to the success of any project team; a well-structured organization provides support for the work being performed. Misaligned project organizations have a detrimental effect on the project\'s outcome. This is simply because the organizational structure influences the project manager\'s authority, which influences how projects are run. It goes without saying that unstructured project management teams frequently lack guidance, whereas a guided team is more likely to complete projects successfully. The organization of the construction project will be discussed in detail in this written report. Additional information, such as the definition of organization, structure elements of an organization, major elements of organizational structure, organization and staffing, and organizational structure are all taken into consideration. Additional topics covered include position charts, a functional chart, training, and construction management plans, among other things. **INTRODUCTION** Project construction has always been regarded as a unique one-time operation designed to accomplish a specific set of objectives. Comparatively, project construction management differs much from management of more traditional activities because of its limited time framework. Most projects share certain characteristics. They frequently involve a significant financial investment and many activities that must be carefully planned and coordinated if the project is to be completed within the specified time, cost, and performance constraints. Goals must be defined, priorities established, tasks identified, and a time estimate created. It is necessary to forecast resource requirements and create a budget. Once the project has begun, progress must be closely monitored to ensure that the objective is met. To carry out the tasks effectively and efficiently, and to ensure that the tasks associated with a construction project flow smoothly, it is necessary to organize people according to their tasks, duties, and responsibilities. By establishing an organization, the management of the business will become more effective, and work distribution within the business will become easier. The organizational structure of a construction company refers to the arrangement of job roles as well as the reporting and operational relationships between and within these roles. Every organization\'s management team is the primary driving force behind the organization. Its primary objective is to foster interactions among team members with the fewest possible disruptions, overlaps, and conflict. Different teams employ a variety of tactics to achieve their goals. There is no universally accurate management system that can be used to determine which is the best. It is only the concept that explains why some operations have been managed successfully in the past that can be used to suggest what should be done to ensure future success. The organizational structure that will be used for the project is a critical decision in project management. The organizational environment, the characteristics of the projects in which it will operate, and the level of authority delegated to the project manager should be considered in designing the structure of the organization. There's no ideal form of the construction project organization, it can take many forms as long as it is applicable for the betterment and effectiveness of the management within the company. **Construction Project Organization** The driving force behind every organization is its management team. Different teams operate in different ways. There is no universal accurate management to define the one that is best. Just the concept that explains why some operations were managed successfully in the past to suggest what can be done for future success. Certain companies have demonstrated steady, if not spectacular, growth in order to maintain their conservative reputation. Others have an enviable reputation for rapid growth accompanied by impressive earnings. Their reputations attest to the effectiveness of their disparate management philosophies in practice. The organizational structure of a small enterprise may be very simple. The owner is usually the manager. He has daily contact with all the people in his organization. He is the one who establishes them as his company grows bigger, the problem of organization from grouping, supervising and serving operations becomes more complex. The company has the most modern plant and equipment, a highly skilled and experienced labor force, ample materials and financial resources, yet become a failure in its purpose of making profit. There may be many reasons and circumstances responsible for this failure, but the most frequent reason is poor management. **What is Organization?** Organization is a group of individuals who are cooperating willingly and effectively for a common goal. It is nothing more than the mechanism by which administration directs, coordinates and controls its business. It is indeed the very foundation of administration. To be specific, organizations seek to know who we are to do and what is to be done. Organizations are structured to promote better management. However, it is the performance of the people who fill the positions that determines the success of the enterprise and not the organizational design itself. A good executive may be able to secure good results with a poor organization, and the good organization may produce results from a poor executive. But the ideal set up is, a combination of good organization and a good executive. When an organization is structurally ill designed, when it passes for a makeshift arrangement, administration is made difficult and ineffective. On the other hand, when it's logical, clear-cut and streamlined, the paramount need of administration has been met. Apparently, there is no ideal organization designed to emulate. A management structure is only a vehicle used to attain the objectives and goals of an institution, therefore, must be realistic and responsive to the call for a change of those needs. **The Structural Organization** Structural organization is the formal arrangements that are established to coordinate all activities to implement a given strategy. Thus, structure reflects the anatomy of a firm through its focus on mechanism and processes that link both vertically and horizontally the various parts of an organization. **The following are the structural elements of an organization.** - **Men** These are the different members of the organization starting from the very top of the last workman on the enterprise. Appropriate personnel for the appropriate position ensure an organization\'s effectiveness and efficiency. There are no two ways about it. Thus, tardiness and absenteeism, unsafe acts, alcoholism, inadequate training, and incompetence are just a few of the characteristics of man at work that can upend business ventures. Human resources dictate how the other four fundamental business resources operate. Individuals ensure that materials, machines, minutes, and money are used productively to accomplish the goals or objectives of organizations and enterprises. Poor employment practices jeopardize the viability of such ventures. When the right man is in the right job, a significant portion of effective business management is accomplished. - **Materials** Represents the materials necessary in the distribution of functions or in the attainment of its objectives. Without materials, human resources become obsolete. Thus, every rational and well-planned organization understands that the materials necessary to conduct any business or provide a service must be in place before 'man\' can participate in any business activity. Supply chain departments evolved from this philosophy and have proven to be an extremely beneficial and effective aspect of business management. A group of cement factory workers awaiting the arrival of limestone may find themselves with little to do for as long as the supply is delayed. Even if it does arrive in substandard condition, the production is almost certain to fail. When quality is compromised, a business becomes impoverished. Materials of poor quality have the potential to destroy entrepreneurship. - **Machine** The tools necessary in producing its desired output. The metal contraptions known as machines have enabled man to almost effortlessly realize his various dreams of creating things that add value to our existence. Tilling, planting, and harvesting are now performed by machines. In cotton and fabric processing, men have been supplanted by looms. Numerous other endeavors requiring physical exertion have been supplanted by gears, bolts, nuts, and conveyor belts. Computers have recently joined the race to increase production and decrease man\'s time spent manufacturing and producing goods and services. Machines, on the other hand, will be ineffective in the absence of man and materials. They require human operation and material replenishment. - **Methods** The procedures and ways used during its actions. Each thing has a proper way to do it, and this proper way is referred to as a Method in management. In a nutshell, it refers to the art of doing. A method is a collection of procedures and instructions. To obtain a credit card, a customer must complete the following steps: filling out a credit card application, attaching required documents, and submitting the application to a bank representative. While the credit card application is being processed, the form completed by the customer is validated. Documents are verified, and the customer is verified. Credit cards are distributed to a courier company for final delivery to the customer via a generated pin, and records are maintained. All these standard operating procedures are referred to as management methods. - **Money** Without money, no venture or enterprise can motivate employees, procure sufficient and high-quality materials, acquire the necessary machines and maintain them, or even ensure that time is managed properly. Money management, when not properly organized, has been the most well-documented cause of enterprise failure throughout history. The amount and quality of money invested in ventures has a direct correlation with their long-term viability. Man has revolutionized the accounts department over the years to ensure the maximum operation of surviving business organizations. Without sufficient funds, no qualified workers, materials, or machines can be hired, purchased, or acquired. In other words, such a venture will be squandering its time even existing. **There are major elements of organizational structures** - **Distribution of Functions** The tasks to be performed, their groupings, and their vertical and horizontal task relationships. This element is frequently used to assess how tasks have been assigned to individuals within an organization, as most jobs cannot be completed by a single person. Each organization has its own system for categorizing work activities. The division of departments can influence the efficiency of work and the growth of the business. Thus, selecting the most appropriate compartmentalization model is critical. It also involves the objectives and goals of the organization. Without a clear purpose or mission, an organization quickly begins to drift and disorganize. A shared purpose unites employees or members and clarifies the organization\'s direction for everyone. Managers\' primary responsibility is to ensure that the common purpose is effectively communicated across organizations (particularly large organizations with numerous moving parts). Managers accomplish this goal by educating all employees about the organization\'s overall strategy, mission statement, values, and short- and long-term objectives. - **Vertical and Horizontal Authority Relationships** It describes the power hierarchy as it descends from the upper to the lower levels. It is the complete layout of authority and serves as a guide for those who question who. This element is critical because it dictates how many people each manager can manage and how many managements circles an organization can have. It has the potential to shape the entire organizational structure. The hierarchy of authority is essentially the chain of command---a mechanism for ensuring that the appropriate people do the appropriate things at the appropriate times. While organizational structures vary considerably---some have a greater degree of centralization of authority than others---hierarchy in decision-making is critical for success. Organizations can be more bright when they know who will make decisions under what circumstances, whereas ambiguity of authority frequently slows the decision-making process. The authority enables organizations to chart their own course and select strategies, which in turn facilitates the achievement of a common goal. - **Communication and Decision Processes** The way formal decisions are made and by whom. Wherever there is something, whether it is a relationship, a business, or a job, there must be communication. Because when communication is insufficient, decision-making processes may fail. There is a possibility that we will decide without sufficient information, which will harm our project. Communication also entails collaborating to maximize available resources. The organization\'s common purpose is accomplished through the concerted effort of all individuals and groups. The diverse skill sets and personalities of the broader group must be leveraged in a way that adds value. Coordination of organizational effort is perhaps the most critical function of managers because it motivates and distributes human resources to capture value, and decision making is straightforward. - **Policies** The decisions, rules or guidelines established. Policies define how an organization operates and provide direction, consistency, accountability, efficiency, and clarity. This document establishes guidelines and principles for co-operative members to follow. Policies and procedures are critical components of any business. Policies and procedures work in tandem to provide a road map for day-to-day operations. They ensure that laws and regulations are followed, provide direction for decision-making, and streamline internal processes. **Project Organization and Staffing** Project organization and staffing is the part where organization structure, individual positions and functions are developed, duties and responsibilities are defined, teams are formed, and training programs are formulated. Establishing an organization for construction project implementation is an important function of a project manager. Staffing is one of the first tasks that must be completed after the organization\'s plan has been established. Because he must complete the work through others, the project manager requires specific personnel to carry out the various tasks and functions. A team that will work in harmony and efficiently must be assembled. Considerable thought and effort is required, especially on large projects, to achieve the right chemistry between the excellent staff members. There are no ideal formulas for successfully staffing a project. Staffing failures frequently result in casualties and ruined careers. A fundamental requirement for key-personnel selection is that the project manager is intimately familiar with the candidates and their capabilities. Staffing is the most critical aspect of project management. The staff is ultimately responsible for the project\'s completion. Additionally, the majority of the project\'s cost will be incurred by staff. As a result, it is critical to be extremely precise in planning and acquiring the appropriate staff at the appropriate time and for the appropriate duration. Additionally, it is critical to maintain staff motivation and to ensure their safety and well-being. The staffing management plan assists in precisely capturing all these factors in order to effectively manage the project\'s staff. **Project Organization Works Best when:** - Work can be defined with a specific goal and deadline - The job is unique or somewhat unfamiliar to the existing organization - The work contains complex interrelated tasks requiring specialized skills - The project is temporary but critical to the organization - The project cuts across organizational lines **Functional Organization** - **In a functional structure, the organization is broken into sections based upon specialty. This organization is arranged differently by functions such as marketing, engineering, production, contractor, resources procurement, HRD, etc., and each headed by a director or specialist manager.** - **Its center of power and coordination is concentrated at the top which chief executive.**  **PURE PROJECT ORGANIZATION** - **Project organization is 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.** - **A project organization refers specially to an organizational structure that has been set up in a way the project manager leads the group and in which the project manager has the ultimate authority to make all decisions involving the organization.** - **In a project structure, all the work is looked at as a project. The project manager has complete control, unlike in the functional structure, and all team members report directly to the project manager.** - **Sometimes these team members are permanent, and sometimes they are hired as temporary workers to help with the project until its completion. If the organization takes on a large project, it will have all the necessary resources available to sustain the project and will act as a small, self-contained company.** - **The project manager works with complete autonomy (central authority, power) over the project, the team is on the project full time and reports to the project manager.** - **As a project manager, you have the responsibility to take authority, rather than waiting for someone to give you the authority.**  **Project Organization** - **Often temporary structure** - **Uses specialist from entire company** - **Headed by project manager** - **Coordinates activities** - **Monitor schedule and costs** - **Permanent structure called "MATRIX ORGANIZATION"** - **It is used mainly in the management of large projects or product development process, drawing employees from different functional disciplines for assignment to a team without removing them from their respective positions.** **Organizational Structure** Imagine a business that has no organizational structure. Instantly, questions arise about the systems and processes. Who makes the decisions? How are employees held accountable? What are the company's goals? These questions are practically impossible to answer without a functional organizational structure. Organizational structure is necessary for running a successful business because it improves workflow and efficiency, promotes communication, identifies company needs, and aligns employees with company goals. It directly affects how a business operates daily. When a company establishes a structure that works, the combined efforts of its employees, in conjunction with its systems and processes, allow the company to make better decisions for its future. Organizational structures are essentially blueprints for how businesses are run and managed, as well as how information is communicated within the organization. An organizational structure is a chart or diagram that illustrates a company\'s logistical organization. Organization is developed based on certain parameters, such as determination and grouping of activities, assigning of activities to department, decisions and actions defining hierarchy of relationships among the department, divisions and sections; and providing coordination lines among people and tasks. Each project is organized to accomplish the work effectively and efficiently. Several factors influence the organizational approach to execute a project. The complexity profile of a project, the culture of the parent organization, the preferences of the project manager, the knowledge and skills of the team, and a parent organization with a project management office are examples of factors that influence the project's organization. In developing the project organizational structure, the project manager considers the span of control for each manager. The span of control represents the number of people reporting to a manager. For example, the project manager does not want all the engineers on a project reporting to the engineering manager and assigns senior engineers to report to the engineering manager with other engineers reporting to the senior engineers. The engineering manager can organize the engineering reporting structure so that the various engineering discipline managers would report to him or her. For example, the structural, electrical, and mechanical engineering team leaders would report to the engineer manager. On a larger, more complex project, the engineer manager may establish area team leaders and have the structural, electrical, and mechanical engineers report to an area team leader. If the project is geographically dispersed, with the engineering office staff in different cities working on the project, then structuring the engineering function by area provides better coordination and control. ***The diagram above illustrates an example of an organizational structure found in large projects. The project manager is either at the top or in the middle of large projects. For instance, a construction firm will have a general owner or CEO, but the project manager will oversee numerous projects throughout the area, such as the entire province of Nueva Ecija. The project manager with whom he communicates is either the home office support group or the central office administration. He may also contact the project\'s designer and construction management consultant. The project manager will supervise the project engineer, and the project engineer will oversee the various sites throughout Nueva Ecija*.** Various departments report to the project engineer, including the administrative department (site management), the finance department (billing, and cash management), and the procurement department (materials procurement). Additionally, there are also engineering professionals supervised by project engineers. For example, civil engineers work in the structural department; architects work in the architectural department (on designs); sanitary engineers work in the sanitary department (on plumbing and sanitary layout); electrical engineers work in the electrical department (on electrical layout and wiring); and mechanical engineers work in the mechanical department (on machineries). Any large project, regardless of how it is managed, has an inherent requirement for bringing the resources of various separate departments together to work cooperatively in the project\'s best interests. To ensure that projects run as smoothly as possible, it is critical for top management to provide continuous and visible support. Functional or divisional managers must be convinced that collaboration with their respective project managers is the only way to ensure that work is completed with minimal friction. Additionally, these individuals must be assured that the project\'s executive support will not jeopardize their authority or diminish their sphere of influence. Gaining support from top management, functional division managers, and all other project personnel is critical for launching a successful team effort. Before committing its support to the project manager, top management must be clear about the portion of its own authority it wishes to delegate and the extent to which it wishes to limit the project manager\'s authority. In a pure project management organization, top management must expect to delegate complete authority to the project manager; otherwise, the project manager will be incapable of performing the job for which he or she was hired. In any case, when top management names a project manager to be accountable for the project\'s success or failure, it must delegate sufficient authority to this individual to carry out the project. A project manager who lacks the authority that the position requires is doomed to fail and become a scapegoat for spineless top management. The project manager is responsible for resolving issues that arise in each section. Additionally, the project manager must ensure that each section completes its assigned tasks without impeding the work of any other section. The project manager should have complete control over all aspects, enabling him to complete the job without direct intervention from the owner. When it comes to small projects, the organizational structure chart must be succinct and comprehensive so that the entire company can move forward normally and smoothly. The figure depicted a small project\'s organizational structure. Because he manages only one site, the project manager is also the project engineer. The technical and administrative finance groups are subordinate to the home office support group, which is headed by the project engineer. Personnel, foremen for masonry, carpentry, plumbing, electrical, and steelworks are included in the technical group. Administrative and financial services, including accounting, cashiering, and procurement. As can be seen, simple organizational structures are appropriate for small projects. Because the organization only has a few projects, it does not require a large number of employees or members. In terms of the organizational structure of project participants, consider that the project includes not only a general contractor, but also a subcontractor and a specialty contractor. Thus, the owner of the project or the client communicates with the planner, designer, and construction management consultant. The contractor is subordinate to the project owner, and the owner communicates his or her suggestions or comments to the contractor regarding the design and execution of the plan. There is a project manager who reports to the contractor, but the project manager can also communicate with the planner and consultant. If the project owner is not present and the designer or consultant notices something is wrong, they can inform the project manager directly, who will immediately fix or correct the error. There are departments and divisions reporting to the project manager. The project manager is also responsible for the subcontractor and specialty contractor. Subcontractors and specialty contractors are hired when a task falls outside the scope of the general contractor. Because the organization chart only depicts the hierarchical relationships between team members and not how the project organization will function, the design should consider factors that will facilitate the structure\'s operation, such as communications, information flows, coordination, and collaboration among its members. A well-designed organizational chart is critical to the success of any project. An organizational chart depicts the position of each individual in the project\'s hierarchy. A pyramidal organization chart is one in which members at the top have more authority and responsibility than those at the bottom. The working relationships are specified by the individuals\' relative locations on the organization chart, and the lines connecting the boxes denote formal supervision and lines of communication between individuals. A team\'s success is contingent upon its organizational structure. When employees have a clear understanding of their role within an organization, they can move comfortably, confidently, and efficiently. Because structure types vary by business, it\'s critical to remember that these structures are not one-size-fits-all. While not all of them will work for your organization, chances are that one of them will. Determine which organizational structure works best for you using this post, and then the real work begins. **Position Chart B** **(Small Project)** A position chart lists employee names or titles, the positions they hold and the reporting relationships between them and their superiors. Position charts are popular in smaller organizations but are also used by individual groups within larger organizations. A position chart is also referred to as a billet assignment chart and may change frequently as personnel moves throughout the organization. **Project Manager** The success of a construction project is the responsibility of the project manager. Planning, execution, monitoring, control, and closure are all overseen by them. The goal of a project manager is to make sure that the deadlines and budgets are met. It\'s also crucial to keep a solid working relationship with the client throughout the project. **Civil Engineer** Buildings, structures, and significant public works projects that make contemporary living possible are the responsibility of civil engineers. Civil engineers frequently work both in the office and on the job site. To begin, they must carefully design the technological systems and materials for each project to guarantee that they are both efficient and safe. Then, both during and after construction, civil engineers must keep an eye on the project\'s structural and environmental elements on the job site. **Foreman** On a construction site, the Foreman oversees making sure everything runs well. They oversee ensuring that the construction workers and supervisors have a direct line of communication. A foreman\'s key responsibilities include coordinating day-to-day chores, creating worker schedules, overseeing the site\'s quality, and managing the budget. They must also keep their superiors informed about the project\'s development. Construction supervisor and construction manager are two possible job titles for a foreman. **Mason** One of the most significant men in the building industry is a mason. Tiles, bricks, and other cement-based products are installed by them. They also must deal with a lot of heavy equipment and are frequently given a lot of responsibilities. **Plumbers** Plumbing fixtures for drainage and water systems are installed, modified, maintained, and repaired by plumbers. The installation and maintenance of sanitary systems such as bathtubs, showers, toilets, and sinks are part of their job description. They also take care of household appliances like dishwashers and water heaters to make sure they work properly. **Electricians** The electrical systems in new homes and buildings are assembled, installed, and wired by electricians. Electrical systems are used to provide light, heat, power, air conditioning, and refrigeration. After the building has been partially constructed, electricians normally install the wiring. Schematics and wiring diagrams are followed by them. Aside from that, they set up electronic equipment and signaling systems. **Construction accountants** Construction accountants are responsible for calculating and overseeing all aspects of a project\'s finances. Budget planning for building projects, cost analysis, and review of purchase orders, invoices, and supplier contracts are among their responsibilities. Their purpose is to keep track of and manage all construction expenditures that have been projected. **Finance manager** In a construction business, the finance manager is responsible of correctly recording income and expenses, monitoring budgets, reporting on the company\'s and project\'s financial status, and managing cash flow. **Procurement manager** To ensure that the construction company\'s projects are completed in the most cost-effective and acceptable manner possible, the procurement manager obtains all the essential materials. In addition, the procurement manager ensures that the materials arrive on time and on budget. **Functional chart** **(Large Project)** The Function Chart defines in words and statements the task and responsibilities of the departments, divisions and sections. A. 1. Manage day-to-day activities 2. Provide overall direction 3. Responsible for the technical performance & successful completion of the Project 4. Engineer project expenses are within budget 5. Conduct periodic coordination meetings 6. Administer periodic evaluation of project activities and the productivity of the project participants 7. Carry out responsibilities for preparing the procedure for the turnover of the of the project when completed. B. 1. Recruit, select, hire, place competent workers 2. Handle timekeeping 3. Monitor attendance, tardiness and absences 4. Update personnel records 5. Responsible for security services and management 6. Secure necessary licenses and permits 7. Provide messenger services C. 8. Design and adopt appropriate accounting procedures and standards 9. Record all financial transactions 10. Summarize the "Book" on a monthly, quarterly and annual basis 11. Responsible for payroll services 12. Undertake Billing and Collection 13. Issue Receipts of Payments 14. Responsible for timely payments of SSS, Pag-Ibig and Philhealth dues D. 15. Responsible for procurement of construction materials, supplies, equipment, etc. 16. Handle Property and supply management including inventory of materials, equipment, vehicles, tools and other properties of the company. E. 17. Responsible for technical operations including field investigation, surveys and project managements services depending on the specialization like civil works, architecture, sanitary and plumbing, electrical works and mechanical works 18. Undertake the actual physical execution of works called for in the project 19. Handle the repair and maintenance of vehicles, heavy equipment and machineries of the company F. 20. Depending on assigned tasks, responsible in implementing and commissioning certain jobs called for in the project G. 21. Normally, specialty contractors (e.g., plumbing, glass works, air conditioning, elevator installation) perform tasks that require skills not commonly available. Thus, specialty contractors handle the installation, testing and commissioning of the air conditioning unit, elevators, glass works (claddings), and the like. **PRINCIPLES OF GOOD ORGANIZATION** 1. **PRINCIPLE OF OBJECTIVE.** A clear and complete definition of the objective must be known. The objectives serve as the guide to future planning and action. 2. **Analysis.** A sound business judgement attempts to build an organization through full knowledge of the requirements of the business. 3. **Simplicity.** The simplest organization that will serve to attain the desired objective is considered the best. 4. **Functionalism.** The organization should be built around the main functions of the business and not around the individuals. 5. **Departmentalization.** In a big organization, the scope of operation can be very broad, necessity departmentalization to achieve a smoother flow of operations. 6. **Centralization of Authority and Responsibilities.** In every organization there should be centralized executive control or command authority. 7. **Limited span of control.** The number of subordinates an executive can manage effectively. **Training** Training is a process of acquiring and enhancing skills (introductory or supplemental), knowledge, attitudes, and behaviors necessary for the trainees (engineers and workers) to efficiently perform their task better. The objectives of training are varied depending on the requirements of the project. Enumerated below are the typical objectives of training: a. To orient new recruits or workers. b. To ensure that the project engineers and workers know exactly their task. c. To improve skills, productivity, job performance and aptitude based on acceptable standards. The approaches of training are on the job type; classroom setting, conference method; group discussions; supervisory training, case method; and role playing. Higher and more formal orders of training are attendance at seminars (local or international) and going through forma school degree programs (national, doctoral, designers). **Construction Management Plans** a. **Project Title** - Project titles help you to understand the main goal of the Project work and deliverables. A project name can be the product name when it is completed. b. **Location** - A location plan provides an illustration of a development in its surrounding context. This enables the planning authority to properly identify the land to which the application refers and is typically based on an up-to-date Ordnance Survey (or similar) map. (Note: Attach Vicinity Map/ Location Map) c. **Project Description** - A project description is a high-level overview of why you're doing a project. The document explains a project's objectives and its essential qualities. (Highlight the Technical Features of the project) d. **Client** - The Client is the person or company with the controlling interest in the project. Generally, the Client will retain a significant level of control over the assessment and appointment of Designers and Contractors for a project. (Identify your client) e. **Objective** "Ensure the completion of the project following sound engineering practices and standards, at the desired time and within budget" f. **Scope of Construction Management Services** - The primary purpose of CM is to control project time, cost, and quality. CM is compatible with all project delivery systems. To serve the clients\' best interest first is an owner\'s representative. 1. **Planning and Scheduling** a. **Formulate Work plan**-- Bar Chart and S-Curve As necessary, develop a PERT/CPM. Otherwise, Bar Chart and S-Curve will suffice. b. **Determine and schedule resources** i. **Manpower** - in construction industry is the working force that committed to building constructions, such as planning, erecting and modelling the buildings. ii. **Equipment** -- it refers to a set of tools or other objects commonly used to achieve a particular objective. iii. **Materials** -- in the construction industry the materials need to be ready on time or to produce in the ahead of time. iv. **Financial/Budget** - is the amount of money allotted for a specific building or remodeling project. Construction budgets are used to anticipate all costs and expenses of the building process. A budget is usually tracked through a form or spreadsheet. c. **Formulate "construction methods"** d. **Ensure all pertinent data/ information are available** (e.g., Topographic Map, Possible Sources of Construction Materials, Local Labor) e. **Develop a "Rebar Cutting List"** 2. **Organization and Staffing** f. Develop an organization structure of the project team and other major project participants. g. Devise a functional chart. h. Prepare a position chart of the project team. 3. **Direction, supervision and reporting (construction)** i. Direct daily project activities (job assignments, canvassing, etc.) Give instructions j. Supervise project execution k. Prepare monthly accomplish report or progress report including weather reports. This includes statements of problems encountered and recommended solutions. (Note: Develop and undertake progress reports or accomplishment reports) l. Prepare project incident reports, as appropriate. m. Accomplish and maintain project logbook. n. Prepare project completion report (Note: Draft a sample form). 4. **Project Monitoring and Evaluation** o. Conduct monthly monitoring of project activities, materials consumption, equipment utilization and disbursements. p. Undertake project evaluation every three (3) to (6) months depending on the magnitude and complexity of the project and assess the impact of the accomplishments to the overall attainment of the project objective. 5. **Financial Management/ Project Accounting and Auditing** q. Prepare monthly budget. r. Control Disbursement. s. Maintain project accounting and auditing system. 6. **Contract Administration** t. Provide assistance to the client in the documentation and execution of contracts (i.e., materials, equipment/machineries; consultants). 7. **Project Coordination/ control** u. Conduct periodic meetings (defines specific dates for regular meeting) v. Coordinate and/or collaborate with the client and the project designers/ consultants. w. Coordinate with suppliers, subcontractors and equipment lessors, as appropriate. x. Ensure effective coordination among project participants. **Effects of Project Risks on Organization** The uncertainty in undertaking a construction project comes from many sources and often involves many participants in the project. Since each participant tries to minimize its own risk, the conflicts among various participants can be detrimental to the project. Only the owner has the power to moderate such conflicts as it alone holds the key to risk assignment through proper contractual relations with other participants. Risks in construction projects may be classified in several ways.  One form of classification is as follows: 1. **Socioeconomic factors** - Environmental protection - Public safety regulation - Economic instability - Exchange rate fluctuation 2. **Organizational relationships** - Contractual relations - Attitudes of participants - Communication 3. **Technological problems** - Design assumptions - Site conditions - Construction procedures - Construction occupational safety **Conclusion** The construction project management increases the likelihood of a project being completed on time, on budget, and without any financial or legal issues. A professional service that manages the planning, design, and construction of a project using specialist project management techniques is known as construction management. Construction management is meant to optimize best industry practices, prudent management decision-making, and effective and transparent project controls and reporting techniques, while project oversight services grow with time. Overall, the construction project organization needs to give importance, because when the task is done correctly, it improves the efficiency of every aspect of the firm. It frees up your team\'s time to concentrate on the important job instead of being distracted by wrong duties or out-of-control finances. The benefits of good construction project organization are saving time and money, making better business decisions, learning from your past projects and finally the better project planning the better projects will come. VI. **LEARNING ACTIVITIES** 1. Modules posted in Google Classroom/ Group Chat 2. Research additional videos in You Tube VII. **EVALUATION** (Note: Not to be included in the student's copy of the IM) VIII. **ASSIGNMENT** IX. **REFERENCES** **A. Book/Printed Resources** 1. Sathyanarayanan Rajendran and Mandi Kime; Construction Project Safety Management Best Practices Handbook 2. Andrew Baldwin and David Bordoli; A Handbook for Construction Planning and Scheduling 3. Garold D. Oberlender, Ph. D., RE. Professor of Civil Engineering Oklahoma State University, Second Edition; Project Management for Engineering and Construction 4. Robert. L. Peurifoy, P.E.Late Consulting EngineerAustin, Texas, Clifford J. Schexnayder, P.E., Ph.D.Eminent Scholar Emeritus Del E. Webb School of ConstructionArizona State University Tempe, Arizona , A viad Shapira, D.Se. Associate Professor Faculty of Civil and Environmental Engineering Technion-Israel Institute of; Seventh Edition; Construction Planning,Equipment, and Methods **B. e-Resources:** 1. 2. 3.. 4. Fajardo M., (N.D.). Project Construction Management. Retrieved from https://pdfcoffee.com/project-construction-management-max-b-fajardopdf-pdf-free.html 5. AHURA H. (1994). Project Management: Techniques in Planning and Controlling Construction Projects. Retrieved from.