Construction Project Management - Organization & Management PDF

ORGANIZATION AND MANAGEMENT PROJECT CONSTRUCTION AND MANAGEMENT  The Construction Industry Construction is big business, totaling more than $3.9 trillion annually worldwide, and there is no slowdown in sight. The industry employs about 7 million people directly (plumbers, carpenters,...

ORGANIZATION AND MANAGEMENT PROJECT CONSTRUCTION AND MANAGEMENT  The Construction Industry Construction is big business, totaling more than $3.9 trillion annually worldwide, and there is no slowdown in sight. The industry employs about 7 million people directly (plumbers, carpenters, welders, and so on) and hundreds of thousands more indirectly. It gives rise to the steel industry, the lumber industry, the carpet industry, the furniture industry, the paint industry, the concrete industry, the paving industry, and so on. It goes even further than that if you consider the trucking, shipping, manufacturing, and mining industries. Architects, engineers, drafts people, building inspectors, code officials, and other professionals would not have jobs if it weren’t for construction.  ORGANIZATION ❑ Is a group of individuals who are cooperation willingly and effectively for a common goal. ❑ Organization seeks to know “who is to do” and “what is to be done”? ❑ Organizations are structured to promote better management STRUCTURAL EMEMENTS OF AN ORGANIZATION: ✓ MEN ✓ MATERIALS ✓ MACHINE ✓ METHODS ✓ MONEY  The Project Players A.Primary Players 1. The Owner Key Roles: - Developing the program and outlining the needs and requirements of the end users - Determining the quantity, extent, and character of the project by defining the scope of work - Creating the overall budget for the project, including land acquisition (if necessary), development, design, and construction costs - Providing the funding for the project and making periodic payments to the designers and the contractor. Two types of Owners: a. Public Owners b. Private Owners  The Project Players 2. Design Professionals Key Roles: - Assisting the owner in developing the facility program and determining end user needs and requirements - Advising the owner regarding the image and character of the facility and establishing broad design goals - Assisting the owner in selecting products to fit the program and the budget - Advising the owner on special and aesthetic issues and generating graphic solutions to problems - Developing the final building plans, construction details, and specifications Two types of Design Professionals: a. Architects b. Engineers  The Project Players Two types of Design Professionals: a. Architects a.1. Design Architects - Design architects are the creators of the aesthetic solution—they are the concept and idea people. a.2. Architectural Technicians - Architectural technicians are typically the drafters of the building plans. a.3. Specification Writers - The specification writer is responsible for spelling out the specific products and methods that are to be used on a project in order to ensure a particular level of performance and quality  The Project Players Two types of Design Professionals: b. Engineers b.1. Structural Engineers b.2. Mechanical Engineers b.3. Electrical Engineers b.4. Civil Engineers/ Sanitary Engineers  The Project Players 3. Construction Professionals According to the American Institute of Constructors, the term constructor is generally used to define the professional responsible for all construction activities whether they work as a general contractor, a construction manager, or a specialty contractor. Key Roles: - Interpret the plans and specifications and prepare cost estimates and time schedules to meet the requirements of the owner. - Determine and implement the best construction practices, means, and methods to satisfy the owner’s requirements for time, cost, and quality. - Oversee and manage all of the construction operations into a single, safe coordinated effort.  The Project Players Types of Construction Professionals a. General Contractors - The general contractor, also known as the prime contractor, enters into a contract with the owner to deliver the construction project in accordance with the plans and specifications that have been prepared by the architects and engineers. b. Construction Managers - The primary responsibility of the construction manager is to organize the project team to perform the construction management function c. Specialty Contractors - Specialty contractors are often referred to as subcontractors because they perform their work under a contract with another contractor (typically the general contractor) to do a portion of the contractor’s work, as opposed to contracting directly with an owner. These subcontractors, in turn, may engage other subcontractors. Thus, there can be several levels of subcontracting to a general contractor.  The Project Players Types of Construction Professionals d. The Building Trades - It is important to include the trade workers as part of the construction professionals’ discussion because, without them, there would be no construction at all. These are the men and women (plumbers, electricians, ironworkers, and so on) who actually perform the work. These skilled and semi- skilled workers are the construction industry’s most valuable asset, although they are rarely recognized for their immense contribution. Unfortunately, too, their ranks are dwindling to crisis proportions, despite relatively high compensation, because of decreased  The Project Players B. SECONDARY PLAYER  MAJOR ELEMENTS OF ORGANIZATIONAL STRUCTURES ❑ Distribution of Functions - The functions to be performed, the groupings of functions, and the vertical and horizontal task relationships among functions. ❑ Vertical and Horizontal Authority Relationships - Who are the authority to do that? ❑ Communication and decision processes - The manner in which formal decisions are made and by whom. ❑ Policies - The decision, rules or guidelines established.  PRINCIPLES OF GOOD ORGANIZATION ❑ PRINCIPLE OF OBJECTIVE ❑ ANALYSIS ❑ SIMPLICITY ❑ FUNCTIONALISM ❑ DEPARTMENTALIZATION ❑ CENTRALIZATION AND AUTHORITY AND RESPONSIBILITY ❑ LIMITED SPAN OF CONTROL  ORGANIZATION AND BUSINESS BUSINESS Defined as an organization of people with varied skills, which uses capital and talents to produce goods or services, which can be sold to others of more than their costs, or it may be considered as; the system through which economic activity was organized by those by those who seek to make profit. Most construction enterprises are selling the time of their workers, their machineries, plant, equipment and money. The efficient use of the time and these assets will determine the amount of profit to be realized, which is the primary goal of investing efforts and capital in construction business.  MANAGEMENT MANAGEMENT IS A PROCESS. - A process of directing and facilitating the work to people. - A process of combining the efforts and resources. MANAGEMENT IS A FUNCTION - It is the function of getting things done through the efforts of others.  MANAGEMENT CONCEPT 1. MANAGEMENT TO BE EFFECTIVE MUST BE SYSTEMATIC 2. MANAGEMENT TO BE SUCCESFUL MUST BE SCIENTIFIC 3. MANAGEMENT MUST BE HUMANISTIC  EFFECTIVE COMMUNICATION SYSTEM ❑ An effective communication system is an important element of executive control. ❑ Under this system, adequate and reliable data are collected and disseminated to proper persons and units at the right time. To the manager, information has four purposes to serve. 1. It must answer the questions what are we going to do? 2. How well are we doing? 3. How can we do better? 4. Does it serve as an aid to coordination?  THE MANAGER ✓ The manager as executive is the most difficult and with the highest degree of responsibility. ✓ The nature of his job is varied from the simplest to the most complicated one. ✓ Managers who are not prepared for the difficult task of management, break down earlier than expected, not only because of pressure of work but also because of mental torture caused by problems they met and have to solve.  QUALITY OF AN EFFECTIVE MANAGER 1. He studies, analyzes and dissects his job. 2. He knows how to delegate the administrative details of his job. 3. He is willing to delegate to and share with his subordinates the credit of a job well done. 4. He trains and develops his men to prepare them to assume delegated work. 5. He knows how to control and plan his time. 6. He institutes controls for effective performance.  EXCUTIVE FUNCTIONS Managers do not do the actual work of an organization. His specific functions are: FUNCTIONS TO TO TO PLAN TO DIRECT ORGANIZE CONTROL  EXECUTIVE FUNCTIONS: PLANNING PLANNING Objective of Policies Procedures Budget Programs the enterprise  EXCUTIVE FUNCTIONS: ORGANIZING ORGANIZING ❑ A good organizational structure does not guarantee good performance, but a poor one makes good performance impossible. ❑ A good organization structure is necessary.  EXCUTIVE FUNCTIONS: DIRECTING DIRECTING ❑ Guiding and overseeing subordinates. ❑ One can plan, organize and staff, but until subordinates are taught what to do and told to get on with the job, nothing gets done. A. LEADERSHIP B. COORDINATION  EXCUTIVE FUNCTIONS: CONTROL CONTROL ❑ Control has been defined as the process by which an executive gets the performance of his subordinates to correspond as closely as possible to chosen plans, orders, objectives, or policies. ❑ The span of control refers to still another principle of organization. The number of persons reporting directly to one executive should be limited.  POLICIES AND PROCEDURES POLICIES ❑ Are general statements, which guide or channel the thinking and action of members of an organization PROCEDURES ❑ Are reflection of policy. It involves the selection of a course of action and applied to future activities.  LEADERSHIP ❑ Success is the result of good management. ❑ Management is the effective, efficient, and economical utilization of the resources of man, money, materials, machine, methods and memoranda. ❑ A good leader usually makes a good manager. ❑ As a leader, the manager should be an exemplar of good personal appearance, pleasant mannerisms, friendliness, cheerfulness, and good health. ❑ He should command respect among his subordinates.  LEADERSHIP ❑ He should possess adaptability, understanding, patience and self-control. ❑ Leadership is the ability to motivate subordinates.