Scm Chapter 1 PDF - Universiti Tun Hussein Onn Malaysia

CHAPTER 1  Test 1 and Test 2 Information -Attention to all students! TEST 1 Date: 28th April 2021 (Wednesday) – Week 6-Time : 9.00 p.m. – 10.30 p.m. (1 hour 30 minutes)Mode : Online (Author UTHM) Content : Chapter 1 & Chapter 2 TEST 2Date : 9th June 2021 (Wednesday) – Week...

CHAPTER 1  Test 1 and Test 2 Information -Attention to all students! TEST 1 Date: 28th April 2021 (Wednesday) – Week 6-Time : 9.00 p.m. – 10.30 p.m. (1 hour 30 minutes)Mode : Online (Author UTHM) Content : Chapter 1 & Chapter 2 TEST 2Date : 9th June 2021 (Wednesday) – Week 11Time : 8.00 p.m. – 9.30 p.m. (1 hour 30 minutes)Mode : Online (Author UTHM) Content : Chapter 3 & Chapter 4 Sustainable Construction WHAT? The Triple Bottom Line The TBL is an accounting framework that incorporates three dimensions of performance: social, SUSTAINABLE environmental and financial. This ENVIRONMENT DEVELOPMENT differs from traditional reporting frameworks as it includes ecological (or environmental) and social measures that can be difficult to assign appropriate ECONOMY SOCIAL means of measurement. The TBL dimensions are also commonly called the three Ps: people, planet and profits. We will refer to these as the 3Ps. What is needed Expanding future options - not constraining future life experiences or restricting future social choices - so that future generations can enjoy at least the same benefits as people do today. Design for nature. As we have exceeded the Earth’s carrying capacity, and we cannot increase the nature’s carrying capacity, we can only achieve sustainability if we re-design the built environment. Taking affirmative public action to reduce the negative environmental impacts of past developments (paid for by resource and energy savings or ‘performance contracting’). Birkeland, J. 2002 WHY? Basics of sustainability It affects everyone: The ecosystems of the planet are interconnected (eg there is one global water and air system) so what affects some regions or people eventually affects all. The negative impacts of the non-sustainable systems are global. It is not a ‘future’ concern: Life is already un-sustainable for 1/3rd the world’s population who live in extreme poverty without clean water, food or energy, often amidst warfare over territory and resources (especially children, women and the poor). Sustainability requires re-distribution. It is about ethics: Inequality eventually leads to disparities of power and wealth (ie access to and control of resources) which ultimately results in physical conflict and environmental destruction. Sustainability requires institutional and physical change to correct existing inequities. It is a design problem. Sustainability is a function of systems design (eg development and decision making systems). Currently, environmental management, planning and design are part of the problem as they are focused on reducing the relative harm of future development. Birkeland, J. 2002  4 Strategic Thrusts under CITP QUALITY, SAFETY & ENVIRONMENTAL PRODUCTIVITY INTERNATIONALISATION PROFESSIONALISM SUSTAINABILITY Quality, safety and Malaysia’s sustainable More than doubling Malaysian champions professionalism to be construction to be a productivity, matched by to lead the charge locally ingrained in industry model for the emerging higher wages and globally culture world  4 Strategic Thrusts under CITP QUALITY, SAFETY & ENVIRONMENTAL PRODUCTIVITY INTERNATIONALISATION PROFESSIONALISM SUSTAINABILITY Quality, safety and Malaysia’s sustainable More than doubling Malaysian champions professionalism to be construction to be a model for productivity, matched by to lead the charge locally ingrained in industry culture the emerging world higher wages and globally Drive innovation in sustainable construction Drive compliance to environmental sustainability ratings and requirements CITP TRANSFORMATION INITIATIVES TOWARDS ENVIRONMENTAL SUSTAINABILITY Focus on public projects to lead the charge on sustainable practices Facilitate industry adoption of sustainable practices Reduce irresponsible waste during construction HOW? The Funnel System The Funnel (Roberts, L., 2008) Design as a sustainability solution Most of the problems related to environmental degradation (eg poverty, hunger, disease, injustice) can be traced back to inappropriate (institutional and physical) systems of development. The design, of the built environment determines the resources, space and energy that is available for the future. Most diseases and injury in developing nations could be averted through small, low-cost environmental interventions, and common sense approaches to ecological environmental planning, management and design. Design for sustainability can be cheaper than doing nothing. Infrastructure, buildings and cities could ‘decouple’ economic growth from environmental impacts. Good design can provide a higher quality of life with lower resource use. For social justice, environmental quality and security, design in both the 3rd World and West must be re-conceived. The many potential sustainability analysis have been taken to enhance sustainable development. For example: life cycle analysis, design charrette. A public meeting or workshop devoted to a concerted effort to solve a problem or plan the design of something. A period of intense work, typically undertaken in order to meet a deadline. https://en.oxforddictionaries.com/definition/charrette QUESTIONS !! How an organization can continuously flourished despite tons of challenges endlessly keep crossing their path? Or, how can we place a number of eggs inside a small container without the probability of the eggs will fall off?  ANSWER !! Those questions might represents a severe level of understanding but surprisingly the answer might be the same: a good _ _ _M_A_ N_ A_ G_ E_M_ Eefforts! N T CHAPTER 1.1 DEFINITION AND OVERVIEW OF MANAGEMENT, PROJECT, CONSTRUCTION AND SITE CLARIFICATIONS In order to enhance students’ understanding on the whole concept of “SUSTAINABLE CONSTRUCTION PROJECT MANAGEMENT”, an overview of each terms will be presented. The followings is the guidance flowchart: The Guidance Flowchart OVERVIEW OF TERMS: 1.1 MANAGEMENT PROJECT CONSTRUCTION SITE THEIR INTEGRATION: 1.2 PROJECT MANAGEMENT CONSTRUCTION MANAGEMENT SITE MANAGEMENT Brief History Management practices can be traced back to the ancient civilization as early as 5000 BC. To record any transactions in business, Sumerian priests of city of Ur Iraq kept written records. They were using papers made of papyrus.  5000 BC Sumerians Record keeping 4000-2000 BC Egyptians Plan, organize, control. Written requests. 1800 BC Hammurabi Controls and written documentation 600 BC Nebuchadnezzar Wage incentives, production control 500 BC Sun Tzu Strategy 400 BC Xenophon Management as a separate art 400 BC Cyrus Human relations and motion study 175 Cato Job descriptions 284 Diocletian Delegation of authority 900 Alfarabi Listed leadership traits 1100 Ghazali Listed managerial traits 1418 Barbarigo Different organizational forms/structures 1436 Venetians Numbering, standardization, interchangeability 1500 Sir Thomas More Critical of poor management and leadership 1525 Machiavelli Cohesiveness, power, and leadership Definition From Dictionary Cambridge Advanced Learner’s Dictionary defines “management” as controlling/organizing someone(s) or something(s) Basic Management Activities Define objectives Define resources needed PLANNING in the project Develop strategy Distribute resources Supervise implementation IMPLEMENTATION Coordinate activities Motivate workers Compare between progress and planning CONTROLLING Reporting Settle problems Basic Management Activities 25 Management Approach Organizational The importance of management relates to organizations where they exist to achieve results Scientific The importance of selecting a proficient means in order to coordinate and control work Bureaucracy The importance of expertise, discipline, and system of rules in management by using administration Human Relation The importance of primary deliberation through human psychology and social elements System The importance of interrelated sub-systems while managing an organization Contingency The importance of situational contingencies to select the most suitable structure system of management. Management Approach Organizational The importance of management relates to organizations where they exist to achieve results Scientific The importance of selecting a proficient means in order to coordinate and control work Bureaucracy The importance of expertise, discipline, and system of rules in management by using administration Human Relation The importance of primary deliberation through human psychology and social elements System The importance of interrelated sub-systems while managing an organization Contingency The importance of situational contingencies to select the most suitable structure system of management. Management Functions in Organizational Approach Functions Management Scholars’ Point of View Forecast / Planning / / / / / / / Organizing / / / / / / / Commanding / Coordinating / / Motivating / Staffing / / Leading / / / Influencing / Directing / Controlling / / / / / / / Therefore… Organizational management became one of the most important ingredients to determine a successful organization which consists of two or more people working together. A comprehensive definition of ORGANIZATIONAL MANAGEMENT is “the attainment of organizational goals in an effective and efficient manner through management functions (e.g. planning, organizing, leading, and controlling) towards organizational resources” Definitions Of Project Project Management Institute (PMI, USA – through The Project Management Body of Knowledge (PMBoK)): “a temporary endeavour undertaken to create a unique product or service” temporary means “every project has a definite beginning and a definite end” unique as “the product or service is different in some distinguishing way from all similar products or services” Definitions Of Project Association of Project Management (APM, UK): “project is not an ordinary day-to-day basis, which requires temporary teamwork from different parties since specified start to end point, in order to achieve common goals” Definitions Of Project International Project Management Association (IPMA, Holland – through IPMA Competence Baseline document): “a time and cost constrained operation to realize a set of defined deliverables (the scope to fulfill the project’s objectives) up to quality standards and requirements” Project Characteristics Limited Unique resources Limited Constraints period of Time Not Defined goals repetitive Project Characteristics Limited Unique resources Limited Constraints period of Time Not Defined goals repetitive Critical Components In Project Scholars’ Point of View Cost/budget / / / / / Time/schedule / / / / / Quality / / / / / Scope / / / / Resources / / / / / Overall client / / / satisfaction Keep an / equilibrium Therefore… COST RESOURCES TIME SCOPE QUALITY The Collection of Project’s Critical Components (should be in equilibrium)  Sustainable Approach Current Trend Globalisation & Global economic crisis Increasing Pressure Sustainable Construction as priority Paradigm shift from traditional to sustainable approach (Yang et al. 2005) The Project Life Cycle of a Constructed Operation & Design & Facility Maintenance Engineering Market Disposal of Startup for demands or facility Occupancy Perceived needs Conceptual Procurement & planning & Construction Feasibility study The Project Life Cycle of a Constructed Operation & Design & Facility Maintenance Engineering Market Disposal of Startup for demands or facility Occupancy Perceived needs Conceptual Procurement & planning & Construction Feasibility study  Detailed design, Project construction Operation Conceptual Retirement initiation and planning, Construction and design and disposal assessment resource maintenance acquisition Typical project phases  The Project Life Cycle of a Constructed Facility http://pmbook.ce.cmu.edu General Sequence Of Project Phases Project (any) Project (Construction) Scholars Scholars’ Point of View Phases 1. Initiation 1. Definition 1. Idea 2. Planning 2. Design 2. Conceptual design 3. Implementation 3. Construction 3. Approval of conceptual design 4. Close-out 4. Preliminary & final design 5. Bid package complete 6. Decision to release for bid 7. Advertise notice to bidders 8. Bid period & receipt of proposals 9. Select contractor 10. Notice to proceed 11. Construction period 12. Inspection & acceptance of project General Sequence Of Project Phases Project (any) Project (Construction) Scholars Scholars’ Point of View Phases 1. Initiation 1. Definition 1. Idea 2. Planning 2. Design 2. Conceptual design 3. Implementation 3. Construction 3. Approval of conceptual design 4. Close-out 4. Preliminary & final design 5. Bid package complete 6. Decision to release for bid 7. Advertise notice to bidders 8. Bid period & receipt of proposals 9. Select contractor 10. Notice to proceed 11. Construction period 12. Inspection & acceptance of project Definition from Dictionary “Construction” is a noun for “building” Commonly recognized as “an act to produce something or product”  Write down what do you know about construction….. So then, WHAT DO YOU NEED TO KNOW??? What You Need To Know… “Construction” may go through the process of building something from: The scratch, or Remodeling, or Upgrading an existing product. What You Need To Know… Construction VS Manufacturing What You Need To Know… A “construction” process is differing from a “manufacturing” process although it produces a kind of product:  “manufactured” products begin with an initial design and it will be produced according to the market analysis and what are the respective customers wanted. Initially, they will not have a customer until the product is being displayed on a market shelves.  “construction” product will started according to the demand and request by a respective customer, or simply the client. The process also need to have a feasibility studies (consists of market survey, design, and so on), but with the help of input from the client who funded the project itself What You Need To Know… skills, pattern of knowledge, relationship between parties, The environment construction Construction where the techniques, is unique particular construction takes place. Definition of Construction A construction consists of: a collection of activities which need to be arrange according to: the predetermined specification, and within a given time frame. What You Need To Know… Construction was: a complex, dynamic, and full of uncertainty. Every person within the environment (i.e. construction practitioners): need to be managed, and their relationship must be kept smooth and uncluttered. What You Need To Know… social, economics, Factors that market forces, influence the progression of labour resources, construction emergence of new technologies, industry environmental, and government regulations. What You Need To Know… Construction phase is commonly prone to cost overruns due to several well- known problems (i.e. changes, delays, etc.) which usually followed by changes in contract and claims. What You Need To Know… During the construction phase, contractor plays a significant role. Their contribution may start as early as the tendering or bidding process until the physical product is completed as planned. Resources in Construction Money Ressources Machineries Materials (4Ms) Manpower  General Sequence Of Construction Process Scholars’ Point of Views Phase 1 Bidding & selecting Bidding Bidding Contracting Phase 2 Construction Pre-construction Construction Execution Phase 3 Close-out Construction Inspection & Close-out acceptance Phase 4 Close-out Occupancy  Construction Process Component Component Production Transportation Planning Design Construction Operate & Disassembly & Assembly Maintenance / Demolition Definition Of Site Construction site is a PLACE to transform, exploit and utilize several basic resources such as manpower, materials, and machines into a physical product. What You Need To Know… After the selected contractor from the previous bidding activity was being awarded, they will be given a notice to proceed with the actual construction. From there on, the particular contractor are granted an access to a site where the physical construction works will be commenced. Therefore, a site can be considered a place where a constructed facility will be built. What You Need To Know… A proper site planning is a must, where it will concurrently support the site operations and effective flow of resources without compromising the safety and health needs. The substantial generation of money in a construction site which may determine either the particular construction will gain profits or losses What You Need To Know… Thus it requires a significant attention on the: efficiency, productivity quality. Especially on two essential activities which are: the materials and equipments handling, and the workforces’ skills in utilizing those resources to produce the end product. What You Need To Know… Site activities need to be defined concisely in order to MANAGE all resources efficient and effectively towards achieving the construction goals. CHAPTER 1  CHAPTER 1.2 PROJECT MANAGEMENT, CONSTRUCTION MANAGEMENT AND SITE MANAGEMENT Definitions Of Project Management “The application of knowledge, skills, tools, and techniques to project activities in order to meet or exceed stakeholder needs and expectations from a project” (PMI, USA) Where meeting the stakeholders’ needs and expectations consist of balancing the involved resources with their requirements. Definitions Of Project Management “The planning, monitoring, and control of all aspects of a project and the motivation of all those involved in it, in order to achieve the project objectives within agreed criteria of time, cost, and performance.” (BS 6079 and ISO 21,500) Definitions Of Project Management Approaches Series of activities Resources Input Project Output goal/objectives Methods “A set of methods and approaches toward project’s resources to achieve established goals through a series of activities” (Scholars) Project management definition – the art of directing and coordinating human and material resources throughout the life of a project by using modern management techniques to achieve predetermined objectives of scope, cost, time, quality, and participant satisfaction. Functions of project management for construction Specifying project objectives and plans which include the outline of scope, budgeting, scheduling, setting performance requirements, and selecting project participants Maximizing efficient resource utilization through procurement of labor, material, and equipment according to the prescribed schedule and plan Implementing various operations through proper coordination and control of planning, design, estimating, contracting, and construction in the entire process Developing effective communication and other mechanisms for resolving conflicts among the various project participant Level of Efforts in Project Management It varies between the life cycle of a project The Project Manager Project Manager is usually the leader throughout the whole project lifecycle. Their roles and tasks generally surrounds: Skill required by Project Manager Communication Critical thinking and Entrepreneur-ship Ethics and problem solving Teamwork Skills Lifelong learning Leadership Skills Skills Skills Professionalism skills Delivering clear Identify and analyze Understand the presentation problem in complex impact of situations Responsible to team Identify business Find and manage Ability to lead a result opportunities economic, project Practice active relevant environmental and listening skills and information from Expand and improve socio-cultural on respond various sources thinking skills professional practice Develop personal communication skills Think beyond the Build good Ability to plan Ability to supervise limits relationships business team members Communicate with the participants from different cultures Survive and give full Develop inquisitive Analyze, make attention to given mind and decision and solve Using technology in duties knowledge ethics problems the presentation Contribute to the Adapt to the new Develop, explore planning and Basic knowledge on community and and seize business coordinating team leadership theory Negotiate and reach environment opportunities effort agreement Making decisions Delivering ideas based on valid Accept new ideas clearly and evidence and capable of Practice ethical Ability to switch role effectively autonomous behavior Respecting the Ability to be self between the team Find new ideas and others employed learning leader and team Ability to use non- members verbal skills alternatives solution You also can read this book page 51 for more information regarding the roles of Project Manager The Characteristic of Project Manager PROJECT MANAGER’S ROLES Communication Critical thinking and Skills 1 2 problem solving 3 Teamwork Skills 4 Entrepreneur-ship Skills 5 Lifelong learning 6 Ethics and Professionalism 7 Leadership Skills skills Delivering clear Identify and analyze Understand the presentation problem in complex impact of situations Responsible to team Identify business Find and manage Ability to lead a result opportunities economic, project Practice active relevant environmental and listening skills and information from Expand and improve socio-cultural on respond various sources thinking skills professional practice Develop personal communication skills Think beyond the Build good Ability to plan Ability to supervise Communicate with limits relationships business team members the participants from different Survive and give full Develop inquisitive Analyze, make cultures attention to given mind and decision and solve Using technology in duties knowledge ethics problems the presentation Contribute to the Adapt to the new Develop, explore planning and Basic knowledge on and seize business community and coordinating team leadership theory Negotiate and reach environment opportunities effort agreement Making decisions Delivering ideas based on valid Accept new ideas clearly and evidence and capable of Practice ethical Ability to switch role effectively autonomous behavior Respecting the Ability to be self between the team Find new ideas and others employed learning leader and team Ability to use non- members verbal skills alternatives solution Summing Up… Project management requires the inclusion of important management functions (e.g. planning, organizing, coordinating, leading, and controlling) in order to accomplish the organizational goals in an effective and efficient manner by exploiting project’s critical components (i.e. time, cost, quality, scope, and resources) throughout their entire life cycle. Summing Up… Summary of several characteristics and approach to PM No. Characteristics Details Approaches Leads by 1 Period Have defined start and end Need to be managed properly 2 Product/service One of its kind According to client’s requirements 3 Critical Time, cost, quality, scope, resources Need to be balance and in components equlibrium Project 4 Resources Money, manpower, material, Need to be managed properly Manager machines 5 Environment Complex, uncertain Inclusion of risk management, change management, etc. 6 Phases From idea to acceptance of project Need to be managed properly  The Life Cycle of a Construction Project Management Construction Project’s Life Cycle 2 4 6 8 10 12 1 3 5 7 9 11 1. Idea 4. Preliminary & final design 7. Advertise notice to bidders 10. Notice to proceed 2. Conceptual design 5. Bid package complete 8. Bid period & receipt of proposal 11. Construction period 3. Approval of conceptual design 6. Decision to release for bid 9. Select contractor 12. Inspection & acceptance of project Definitions of Construction Management (adopted from the CIOB, UK) They dividing the comprehensive explanation into six sections: Sections Construction Management is: 1 management of the development, conservation and improvement of the built environment; exercised at a variety of levels from the site and project, through the corporate organisations of the 2 industry and its clients, to society as a whole; embracing the entire construction value stream from inception to recycling, and focussing upon a 3 commitment to sustainable construction; 4 incorporating a wide range of specialist services; guided by a system of values demonstrating responsibility to humanity and to the future of our planet; 5 and 6 informed, supported and challenged by an independent academic discipline. Roles and Tasks of Construction Manager CONSTRUCTION PHASE BOUNDARY PLANT / MACHINERY STAFF MATERIALS LABOUR SUB-CONTRACTORS / EQUIPMENT COMPUTER & I.T. (for general and construction RESOURCES ADMINISTRATION CONSTRUCTION PHASE BOUNDARY specific applications) GENERAL PRE-CONSTRUCTION OVERALL THE CONSTRUCTION PHASE CONSTRUCTION ESSENTIAL CONSTRUCTION MANAGEMENT CLOSEOUT & COMPETENCY MANAGER TASKS HANDOVER BOUNDARY RESPONSIBLE TO CONSTRUCTION RESPONSIBLE THIRD PARTIES, MAIN CONTRACT FOR / CONTRACTOR, ADMINISTRATION OBJECTIVES CLIENT, CLERK OF WORK, DESIGN TEAM SAFETY MONEY QUALITY TIME ENVIRONMENT CONSTRUCTION PHASE BOUNDARY The Construction Manager Discussing construction proposals with the design team and client Working to the construction program Managing the work and safety of all staff working on or visiting the site Monitoring progress, costs and checking quality Reporting regularly to the client and design team Liaising with the local authority to ensure the building is constructed to building regulation standards. Summing Up… Summary of several characteristics and approach to CM No. Characteristics Details Approaches Leads by 1 Period Have defined start and end Need to be managed properly 2 Product/service One of its kind, unique According to client’s requirements 3 Critical Time, cost, quality, scope, resources Need to be balance and in components equlibrium Construction 4 Resources Money, manpower, material, Need to be managed properly Manager machines 5 Environment Complex, uncertain, demanding Inclusion of risk management, change management, etc. 6 Phases From bidding to acceptance of Need to be managed properly project  The Life Cycle of a Construction Management Construction Phase 2 4 6 8 10 12 1 3 5 7 9 11 1. Idea 4. Preliminary & final design 7. Advertise notice to bidders 10. Notice to proceed 2. Conceptual design 5. Bid package complete 8. Bid period & receipt of proposal 11. Construction period 3. Approval of conceptual design 6. Decision to release for bid 9. Select contractor 12. Inspection & acceptance of project  So, now… Can you differentiate the roles of project manager and construction manager? What is Site Management Site management involves a combination of site activities which mainly the organization of turning necessary resources into a finished product. Characteristics of Site Management An excess of working loads and hours. A number of conflicting parties to deal. Usually leads by the Site Manager. Typical Site Organization Chart Roles and Tasks of Site Manager Visiting consultants, Take-off, schedule & requisition, Recruitment, dismissal, inter-site Schedules and requisitions, supplier liaison Assist tendering and selection process, issue site/trade foreman, 1 trainees, site supervisors. 2 Supplier liaison, weekly records, site use, stock checks, storage of materials. liaison/transfer, supervision, direction & 3 motivation, weekly and monthly records, approve wages, prepare working and correspondence, weekly hire records 4 and time sheets, site use and control, maintenance of contractor’s plants & information/variations, co-ordination, liaison or works, 5 meeting, initiate general correspondence, progress monitoring, administer quotations, claims and payments, sketches. equipment. site measurements etc. STAFF MATERIALS LABOUR PLANT SUB-CONTRACTORS Public, Local Authorities, Police. Site setting out, lines & levels, datums, benchmarks, signage. RESOURCES SURVEY THIRD PARTIES WORKS Site dairies, check drawings, maintain all Service site records, filing & ADMINISTRATION THE SITE RESPONSIBLE TO Departments, correspondences. SUNDRIES CONTRACTOR Contracts Manager. MANAGER Directors PRE- CONSTRUCTION CLIENT, CLERK-OF WORKS & DESIGN TEAM Survey existing site condition, Site photograph, design temporary site layout, master RESPONSIBLE FOR programme, forecasting & scheduling resources, requirements for meetings, scheduling for Query list, variations, day work sheets, confirm verbal instructions, co- meetings, planning for temporary buildings & site mobilisation. ordination, liaison of works, meetings, initiate general correspondence, reports. SAFETY MONEY QUALITY TIME ENVIRONMENT Risk assessment, site safety audits, health & Appraisals, weekly & monthly cost Prepare & check snag list, supervision, Long/medium/short term programmes, monitoring & Controlling activities to minimise recording progress, schedules for information the impact to the environment, 6 7 8 9 10 safety equipments, health & safety control, assist valuation, claims & recording of tests, record performance, records/audits, health & safety administration. payments. and quality administration. requirements, planning & progress meetings materials re-use, site run-off, silt trap, waste, storm water, etc. Component of Site Management Site Site Planning Site Record Organization Site Personnel Workers Financial Roles & Materials Quality Responsibilities Machineries Work Progress Site Layout Important Elements in Construction Site Management Weather Schedule Material Acceleration Management Site Layout Sub- Workforce contractor Management Management Activities and Trade Sequencing Site protection plan Erosion and sedimentation control Pollution prevention Reduced site disturbance Environmentally friendly construction operations  The Life Cycle of Site Management Site Phase 2 4 6 8 10 12 1 3 5 7 9 11 1. Idea 4. Preliminary & final design 7. Advertise notice to bidders 10. Notice to proceed 2. Conceptual design 5. Bid package complete 8. Bid period & receipt of proposal 11. Construction period 3. Approval of conceptual design 6. Decision to release for bid 9. Select contractor 12. Inspection & acceptance of project What You Have Learned !! By knowing briefly the terms associated with Project Management, Construction Management, and Site Management, you gained an insight of their: Definition, Concept, Scope/boundary, Some characteristics Some principles. Whole Construction Project Lifecycle (includes post handing-over phase) Construction Project Management Facilities Management Construction Management Site Management Construction Decommissioning / Handover Planning Design Site activities Demolition Liability period Procurement started Recap! How you could consider design as a sustainable solution for construction development? Could you describe several types of management approach? Which one is best suit for construction project? Why project management is important?  The 9 Principles of Project Management Body of Knowledge (PMBoK) 2017 PMBoK Knowledge Areas: 9 Must Know Aspects Related to PM To make it easier for people to understand project management PMBoK knowledge areas are classified into nine categories by PMBOK Guide. 1.3 The 9 Principles of Project Management Body of Knowledge (PMBoK) 1. Project Integration Management 2. Scope Management 3. Time Management 4. Cost Management 5. Quality Management 6. Human Resources Management 7. Communications Management 8. Risk Management 9. Procurement Management Project Management Process Groups Initiating Process Group. The process(es) performed to define a new project or a new phase of an existing project by obtaining authorization to start the project or phase. Planning Process Group. The process(es) required to establish the scope of the project, refine the objectives, and define the course of action required to attain the objectives that the project was undertaken to achieve. Executing Process Group. The process(es) performed to complete the work defined in the project management plan to satisfy the project requirements. Monitoring and Controlling Process Group. The process(es) required to track, review, and regulate the progress and performance of the project; identify any areas in which changes to the plan are required; and initiate the corresponding changes. Closing Process Group. The process(es) performed to formally complete or close a project, phase, or contract. 1. Project Integration Management Project integration management includes the processes and activities to identify, define, combine, unify, and coordinate the various processes activities within the project management process groups. In the project management context, integration includes characteristics of unification, consolidation, communication, and interrelationship. In short, project managers will have to keep an eye on every aspect of a project and check if everything is going according to the plan.  Project integration management consists of seven steps: 1. Developing the project charter 2. Developing the preliminary project scope 3. Developing the project plan 4. Executing the project and producing deliverables 5. Monitoring the progress of the project 6. Integrating change controls in the project 7. Closing the project 2. Scope Management Plan scope management is the process of creating a scope that documents how the project and product scope will be defined, validated, and controlled. The key benefit of this process is that it provides guidance on how scope will be managed throughout the project. Therefore, project scope should also contain milestones related to projects.  Scope management deals with five processes includes: 1. Collect requirements (Document stakeholder requirements) 2. Define scope (Detailed description of project and what it will do) 3. Create work breakdown structure (Dividing projects into smaller tasks) 4. Verify scope (Getting acceptance of project deliverables from stakeholders) 5. Control scope (Difference between actual and approved scope) 3. Time Management A third element of project management PMBOK covers is time management. This element includes six processes for: Defining activity Sequencing activity Estimating the duration of activities Estimating resource activities Developing schedules Controlling schedules  Project Schedule Management includes the processes required to manage the timely completion of the project. The Project Schedule Management processes are: 6.1 Plan Schedule Management—The process of establishing the policies, procedures, and documentation for planning, developing, managing, executing, and controlling the project schedule. 6.2 Define Activities—The process of identifying and documenting the specific actions to be performed to produce the project deliverables. 6.3 Sequence Activities—The process of identifying and documenting relationships among the project activities. 6.4 Estimate Activity Durations—The process of estimating the number of work periods needed to complete individual activities with the estimated resources. 6.5 Develop Schedule—The process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule model for project execution and monitoring and controlling. 6.6 Control Schedule—The process of monitoring the status of the project to update the project schedule and manage changes to the schedule baseline.  One of the biggest challenges for project managers is to complete projects on time. However, most project managers do not understand this knowledge area. Hence, most projects under their supervision fail to complete before the deadline. 4. Cost Management Plan Cost Management is the process of defining how the project costs will be estimated, budgeted, managed, monitored, and controlled. The key benefit of this process is that it provides direction on how the project costs will be managed throughout the project. 4. Cost Management 1. Estimate Costs—The process of developing an approximation of the monetary resources needed to complete project work. 2. Determine Budget—The process of aggregating the estimated costs of individual activities or work packages t establish an authorized cost baseline. 3. Control Costs—The process of monitoring the status of the project to update the project costs and manage changes to the cost baseline.  Most project managers consider managing costs against their project as their biggest challenge. However, cost management can be a difference maker between a successful project and a project failure. Many projects are abandoned due to budget constraints. 5. Quality Management Project quality management includes the processes for incorporating the organization’s quality policy regarding planning, managing, and controlling project and product quality requirements in order to meet stakeholders’ objectives. The Project Quality Management processes are: Plan Quality Management—The process of identifying quality requirements and/or standards for the project and its deliverables, and documenting how the project will demonstrate compliance with quality requirements and/or standards. Manage Quality—The process of translating the quality management plan into executable quality activities that incorporate the organization’s quality policies into the project. Control Quality—The process of monitoring and recording the results of executing the quality management activities to assess performance and ensure the project outputs are complete, correct, and meet customer expectations. 6. Human Resources Management Project Resource Management includes the processes to identify, acquire, and manage the resources needed for the successful completion of the project. These processes help ensure that the right resources will be available to the project manager and project team at the right time and place.  The Project Resource Management processes are: Plan Resource Management—The process of defining how to estimate, acquire, manage, and utilize physical and team resources. Estimate Activity Resources—The process of estimating team resources and the type and quantities of material, equipment, and supplies necessary to perform project work. Acquire Resources—The process of obtaining team members, facilities, equipment, materials, supplies, and other resources necessary to complete project work. Develop Team—The process of improving competencies, team member interaction, and the overall team environment to enhance project performance. Manage Team—The process of tracking team member performance, providing feedback, resolving issues, and managing team changes to optimize project performance. Control Resources—The process of ensuring that the physical resources assigned and allocated to the project are available as planned, as well as monitoring the planned versus actual use of resources, and performing corrective action as necessary. 7. Communications Management Project communications management includes the processes necessary to ensure that the information needs of the project and its stakeholders are met through development of artefacts and implementation of activities designed to achieve effective information exchange. Project Communications Management consists of two parts. The first part is developing a strategy to ensure communication is effective for stakeholders. The second part is carrying out the activities necessary to implement the communication strategy.  The Project Communications Management processes are: 1. Plan Communications Management—The process of developing an appropriate approach and plan for project communication activities based on the information needs of each stakeholder or group, available organizational assets, and the needs of the project. 2. Manage Communications—The process of ensuring timely and appropriate collection, creation, distribution, storage, retrieval, management, monitoring, and the ultimate disposition of project information. 3. Monitor Communications—The process of ensuring the information needs of the project and its stakeholders are met. 8. Risk Management Project Risk Management includes the processes of conducting risk management planning, identification, analysis, response planning, response implementation, and monitoring risk on a project. The objectives of project risk management are to increase the probability and/or impact of positive risks and to decrease the probability and/or impact of negative risks, in order to optimize the chances of project success. The Project Risk Management processes are: 1. Plan Risk Management—The process of defining how to conduct risk management activities for a project. 2. Identify Risks—The process of identifying individual project risks as well as sources of overall project risk, and documenting their characteristics. 3. Perform Qualitative Risk Analysis—The process of prioritizing individual project risks for further analysis or action by assessing their probability of occurrence and impact as well as other characteristics. 4. Perform Quantitative Risk Analysis—The process of numerically analysing the combined effect of identified individual project risks and other sources of uncertainty on overall project objectives. 5. Plan Risk Responses—The process of developing options, selecting strategies, and agreeing on actions to address overall project risk exposure, as well as to treat individual project risks. 6. Implement Risk Responses—The process of implementing agreed-upon risk response plans. 7. Monitor Risks—The process of monitoring the implementation of agreed- upon risk response plans, tracking identified risks, identifying and analysing new risks, and evaluating risk process effectiveness throughout the project. 9. Procurement Management Project Procurement Management includes the processes necessary to purchase or acquire products, services, or results needed from outside the project team. Project Procurement Management includes the management and control processes required to develop and administer agreements such as contracts, purchase orders, memoranda of agreements (MOAs), or internal service level agreements (SLAs). The personnel authorized to procure the goods and/or services required for the project may be members of the project team, management, or part of the organization’s purchasing department if applicable.  Project Procurement Management processes include the following: 1. Plan Procurement Management—The process of documenting project procurement decisions, specifying the approach, and identifying potential sellers. 2. Conduct Procurements—The process of obtaining seller responses, selecting a seller, and awarding a contract. 3. Control Procurements—The process of managing procurement relationships, monitoring contract performance, making changes and corrections as appropriate, and closing out contracts.  Plan Procurement Management is the process of documenting project procurement decisions, specifying the approach and identifying potential sellers. The key benefit of this process is that it determines whether to acquire goods and services from outside the project and, if so, what to acquire as well as how and when to acquire it. Goods and services may be procured from other parts of the performing organization or from external sources. THE PROJECT LIFE CYCLE A project life cycle is the series of phases that a project passes through from its start to its completion. A project phase is a collection of logically related project activities that culminates in the completion of one or more deliverables. The phases can be sequential, iterative, or overlapping. The names, number, and duration of the project phases are determined by the management and control needs of the organization(s) involved in the project, the nature of the project itself, and its area of application. Phases are time bound, with a start and end or control point (sometimes referred to as a phase review, phase gate, control gate, or other similar term). At the control point, the project charter and business documents are re-examined based on the current environment. At that time, the project’s performance is compared to the project management plan to determine if the project should be changed, terminated, or continue as planned.  The project life cycle can be influenced by the unique aspects of the organization, industry, development method, or technology employed. While every project has a start and end, the specific deliverables and work that take place vary widely depending on the project. The life cycle provides the basic framework for managing the project, regardless of the specific work involved. A generic life cycle structure typically displays the following characteristics: Cost and staffing levels are low at the start, increase as the work is carried out, and drop rapidly as the project draws to a close. Risk is greatest at the start of the project as illustrated by Figure 1-3. These factors decrease over the life cycle of the project as decisions are reached and as deliverables are accepted. The ability of stakeholders to influence the final characteristics of the project’s product, without significantly impacting cost and schedule, is highest at the start of the project and decreases as the project progresses toward completion. Figure 1-3 illustrates the cost of making changes and correcting errors typically increases substantially as the project approaches completion. Thank You