CEPC0501 Project Construction & Management PDF

PROJECT CONSTRUCTION & MANAGEMENT CEPC0501 Course Overview This course introduces students to the fundamental theories and tools of management and decision-making, specifically tailored to project construction and management. It explores management functions within various aspects of...

PROJECT CONSTRUCTION & MANAGEMENT CEPC0501 Course Overview This course introduces students to the fundamental theories and tools of management and decision-making, specifically tailored to project construction and management. It explores management functions within various aspects of construction projects, including planning, execution, monitoring, and controlling. The course also focuses on developing skills necessary for defining, planning, and monitoring construction projects using essential management tools and techniques. Table of Contents 03 FUNCTIONS OF MANAGEMENT – ORGANIZING............................................... 3 3.1 Organizational Structure in Construction Firms..................................................... 3 3.1.1 Types of Organizational Structures (Functional, Project-Based)................................. 3 3.1.1.1 Functional Organizational Structure........................................................................................ 4 3.1.1.2 Project-Based Organizational Structure................................................................................... 4 3.1.1.3 Matrix Organizational Structure.............................................................................................. 5 3.1.2 Pros and Cons of Different Structures........................................................................ 6 3.2 Design and Culture in Construction Organizations................................................ 8 3.2.1 Effective Organizational Design................................................................................. 8 3.2.1.0 Key Elements of Effective Organizational Design:.................................................................. 8 3.2.1.1 Alignment with Strategic Goals:.............................................................................................. 8 3.2.1.2 Clear Roles and Responsibilities:............................................................................................. 9 3.2.1.3 Efficient Communication Channels:......................................................................................... 9 3.2.1.4 Flexibility and Adaptability:.................................................................................................... 9 3.2.1.5 Cultural Considerations:........................................................................................................... 9 3.2.1.6 Resource Optimization:.......................................................................................................... 10 3.2.1.7 Focus on Continuous Improvement:...................................................................................... 10 3.2.2 Developing a Positive Organizational Culture......................................................... 10 3.2.2.0 Key Elements of a Positive Organizational Culture:............................................................. 10 3.2.2.1 Leadership Commitment:....................................................................................................... 10 3.2.2.2 Safety as a Core Value:............................................................................................................ 11 3.2.2.3 Open Communication and Transparency:............................................................................. 11 3.2.2.4 Employee Empowerment and Development:........................................................................ 11 3.2.2.5 Recognition and Reward Systems:......................................................................................... 11 3.2.2.6 Inclusivity and Diversity:....................................................................................................... 12 3.3 Delegation and Empowerment in Construction Projects....................................... 12 CEPC0501 PROJECT CONSTRUCTION & MANAGEMENT 03 Functions of Management – Organizing | Page 1 of 20  3.3.1 Importance and Techniques for Effective Delegation................................................ 13 3.3.1.0 Importance of Effective Delegation in Construction Projects............................................... 13 3.3.1.1 Optimizes Use of Expertise:.................................................................................................... 13 3.3.1.2 Improves Time Management:................................................................................................. 13 3.3.1.3 Enhances Team Motivation and Development:..................................................................... 13 3.3.1.4 Facilitates Better Decision-Making:....................................................................................... 14 3.3.1.5 Techniques for Effective Delegation...................................................................................... 14 3.3.1.6 Clearly Define Tasks and Expectations:................................................................................. 14 3.3.1.7 Match Tasks to the Right Individuals:................................................................................... 14 3.3.1.8 Provide the Necessary Resources and Authority:.................................................................. 14 3.3.1.9 Maintain Open Lines of Communication:............................................................................. 15 3.3.1.10 Provide Feedback and Recognition:..................................................................................... 15 References:................................................................................................................ 16 Assessment:.............................................................................................................. 17 Case Study Analysis........................................................................................................ 17 CEPC0501 PROJECT CONSTRUCTION & MANAGEMENT 03 Functions of Management – Organizing | Page 2 of 20  03 FUNCTIONS OF MANAGEMENT – ORGANIZING The organizing function of management is critical in ensuring that a construction project or any organizational endeavor operates smoothly and efficiently. It involves structuring the organization, defining roles and responsibilities, and coordinating resources to achieve the project’s objectives. In construction, organizing ensures that every team member knows their role, resources are optimally allocated, and communication flows seamlessly, enabling the timely and cost-effective completion of projects. This module will explore the fundamental principles of organizing in management, focusing on its application within the construction industry, to help understand how to create an efficient and productive working environment. 3.1 Organizational Structure in Construction Firms The organizational structure in construction firms is a critical component that dictates how tasks are assigned, coordinated, and supervised within the company. It defines the hierarchy, roles, and responsibilities of individuals and teams, shaping the way projects are managed and executed. In construction firms, the organizational structure must be flexible yet robust, accommodating the complex and dynamic nature of construction projects, where effective communication, efficient resource allocation, and quick decision-making are paramount. This topic will explore the various types of organizational structures commonly found in construction firms, examining their advantages and challenges, and how they influence project success. 3.1.1 Types of Organizational Structures (Functional, Project- Based) Organizational structures serve as the backbone of how companies manage and execute their operations. In construction firms, the choice of organizational structure can significantly impact project delivery, resource management, and overall efficiency. The two primary types of structures used in the construction industry are functional and project-based. Each structure offers unique benefits and challenges, influencing how teams collaborate, how decisions are made, and how projects are managed. Understanding these structures is essential for optimizing performance and achieving strategic goals in construction projects. CEPC0501 PROJECT CONSTRUCTION & MANAGEMENT 03 Functions of Management – Organizing | Page 3 of 20 3.1.1.1 Functional Organizational Structure A functional organizational structure is one where the company is divided into departments based on specific functions or expertise, such as engineering, procurement, and construction. Each department operates under the supervision of a department head who reports to higher management. This structure allows for specialization and efficiency within departments, as team members focus on their specific roles. Figure 1 Sample of a functional organizational structure Functional Organizational Structure, as seen in fig. 1, each department (e.g., Engineering, Procurement, Construction) reports directly to the CEO, and each department manages its own specific tasks and employees. 3.1.1.2 Project-Based Organizational Structure In a project-based organizational structure, the company is organized around specific projects rather than functions. Teams are formed for each project and are typically composed of members from various functional areas. The project manager has authority over the team and is responsible for the project's success. CEPC0501 PROJECT CONSTRUCTION & MANAGEMENT 03 Functions of Management – Organizing | Page 4 of 20  Figure 2 Project-based organization structure The project manager, as in fig. 2, has direct control over the team members, regardless of their functional specialty, ensuring the focus is on completing the project. 3.1.1.3 Matrix Organizational Structure In a matrix structure, employees report to both a functional manager and a project manager. This dual-reporting system allows the organization to benefit from the specialization of functional departments while also ensuring that projects receive focused attention and resources. The matrix structure is particularly common in large and complex organizations, such as construction firms, where multiple projects may be running simultaneously, each requiring input from various functional areas. CEPC0501 PROJECT CONSTRUCTION & MANAGEMENT 03 Functions of Management – Organizing | Page 5 of 20  Figure 3 A matrix organizational structure Matrix Organizational Structure combines elements of both functional and project-based structures. Employees report to both a functional manager and a project manager, balancing functional expertise with project focus as seen in fig. 3. 3.1.2 Pros and Cons of Different Structures Functional Organizational Structure Advantages: Specialization: Teams can develop deep expertise in their specific areas, leading to higher quality and efficiency. Clear hierarchy: Defined roles and responsibilities make it easier to manage and supervise employees. Efficiency: Streamlined operations within departments lead to better resource utilization. Challenges: Communication silos: Departments may become isolated, leading to poor communication across the organization. Limited flexibility: The rigid structure can slow down decision-making and adaptation to project changes. CEPC0501 PROJECT CONSTRUCTION & MANAGEMENT 03 Functions of Management – Organizing | Page 6 of 20 Project-based Organizational Structure Advantages: Flexibility: Teams can be quickly assembled and adjusted to meet the unique needs of each project. Integrated communication: Team members from different disciplines work closely together, improving communication and collaboration. Focused leadership: The project manager's authority ensures that decisions are made quickly and the project stays on track. Challenges: Resource duplication: Teams may require similar resources, leading to inefficiencies if not managed well. Short-term focus: Emphasis on individual projects can lead to neglect of long-term company goals and employee development. Matrix Organizational Structure Advantages: Resource efficiency: Resources can be shared across projects, reducing duplication and ensuring that expertise is available where needed. Flexibility: Teams can be reconfigured quickly to adapt to new projects or changing project requirements. Balanced focus: Both functional excellence and project outcomes are prioritized, ensuring that neither aspect is neglected. Challenges: Complexity in management: Dual reporting can lead to confusion and conflicts between functional and project managers. Increased demands on employees: Employees may experience stress from having to meet the expectations of both functional and project managers. Potential for power struggles: Balancing authority between functional and project managers requires careful management to avoid conflicts. CEPC0501 PROJECT CONSTRUCTION & MANAGEMENT 03 Functions of Management – Organizing | Page 7 of 20 3.2 Design and Culture in Construction Organizations Design and culture are pivotal elements that shape the identity and operational efficiency of construction organizations. The design of an organization refers to its structure, including how roles, responsibilities, and authority are distributed among employees. Meanwhile, organizational culture encompasses the shared values, beliefs, and norms that influence how members of the organization interact and work together. In construction organizations, the design determines how projects are managed, how teams collaborate, and how decisions are made, while the culture impacts employee motivation, communication, and overall job satisfaction. A well-designed organizational structure aligned with a strong, positive culture can lead to improved project outcomes, enhanced innovation, and a more resilient organization. Understanding the interplay between design and culture is crucial for construction companies aiming to maintain a competitive edge, adapt to industry changes, and foster a productive and supportive work environment. 3.2.1 Effective Organizational Design Effective organizational design is a critical factor in ensuring that construction firms operate efficiently and adaptively in a dynamic industry. Organizational design involves structuring a company in a way that aligns its resources, processes, and human capital with its strategic objectives. A well-designed organization enables clear communication, streamlined decision-making, and effective management of projects and resources. 3.2.1.0 Key Elements of Effective Organizational Design: 3.2.1.1 Alignment with Strategic Goals: An effective organizational design begins with a clear understanding of the company's strategic goals. Whether the focus is on growth, innovation, cost-efficiency, or market leadership, the organizational structure should support these objectives. For instance, a CEPC0501 PROJECT CONSTRUCTION & MANAGEMENT 03 Functions of Management – Organizing | Page 8 of 20 construction company prioritizing rapid project delivery may adopt a project-based structure to enhance flexibility and responsiveness. 3.2.1.2 Clear Roles and Responsibilities: Clearly defined roles and responsibilities are essential for reducing ambiguity and ensuring accountability. In a construction firm, this might mean delineating the roles of project managers, site engineers, architects, and other professionals to ensure that everyone understands their duties and how they contribute to project success. 3.2.1.3 Efficient Communication Channels: Effective communication is the backbone of any successful organization. Organizational design should facilitate open and efficient communication across all levels of the company. In construction, where coordination between various teams is critical, establishing clear communication channels can prevent misunderstandings and delays. 3.2.1.4 Flexibility and Adaptability: The construction industry is subject to changes in technology, regulations, and market conditions. An effective organizational design allows for flexibility and adaptability, enabling the company to quickly respond to new challenges and opportunities. A matrix structure, for example, can provide the flexibility needed to manage multiple projects with varying demands simultaneously. 3.2.1.5 Cultural Considerations: Organizational design should also reflect the company’s culture. A design that resonates with the employees' values and work styles can enhance job satisfaction, reduce turnover, and foster a more cohesive and motivated workforce. For instance, a culture that values collaboration may benefit from a flatter organizational structure that encourages teamwork and open dialogue. CEPC0501 PROJECT CONSTRUCTION & MANAGEMENT 03 Functions of Management – Organizing | Page 9 of 20 3.2.1.6 Resource Optimization: An effective design optimizes the use of resources, including personnel, technology, and capital. This involves not only the efficient allocation of resources across projects but also the ability to scale up or down based on project demands. 3.2.1.7 Focus on Continuous Improvement: Finally, an effective organizational design incorporates mechanisms for continuous improvement. This might include regular assessments of organizational performance, feedback loops, and the ability to implement changes based on lessons learned from past projects. Effective organizational design is crucial for construction firms aiming to achieve their strategic objectives while navigating the complexities of the industry. By aligning the organizational structure with strategic goals, clarifying roles, ensuring efficient communication, and fostering a culture of adaptability, construction companies can enhance their operational efficiency and project outcomes. 3.2.2 Developing a Positive Organizational Culture A positive organizational culture is vital for the success and sustainability of construction companies. Organizational culture refers to the shared values, beliefs, norms, and practices that influence how employees interact with each other and approach their work. In the construction industry, where teamwork, safety, and effective communication are critical, cultivating a positive culture can lead to enhanced employee satisfaction, improved project outcomes, and a stronger reputation in the market. 3.2.2.0 Key Elements of a Positive Organizational Culture: 3.2.2.1 Leadership Commitment: Leadership plays a crucial role in shaping and reinforcing organizational culture. Leaders in construction companies must exemplify the values and behaviors they wish to see in their employees. By prioritizing integrity, accountability, and respect, leaders can set a CEPC0501 PROJECT CONSTRUCTION & MANAGEMENT 03 Functions of Management – Organizing | Page 10 of 20 standard for the entire organization. Additionally, leaders should be approachable and supportive, fostering an environment where employees feel valued and heard. 3.2.2.2 Safety as a Core Value: Safety is a paramount concern in construction, and a positive organizational culture places safety at its core. This involves not only complying with safety regulations but also promoting a safety-first mindset throughout the organization. Regular training, clear communication of safety protocols, and a no-tolerance policy for unsafe practices are essential components of a culture that prioritizes the well-being of its workers. 3.2.2.3 Open Communication and Transparency: A positive culture is characterized by open communication and transparency. In construction projects, where coordination between multiple teams is crucial, fostering an environment where information flows freely is vital. This means encouraging feedback, holding regular meetings, and ensuring that all team members are informed about project developments and organizational changes. Transparency builds trust and enables employees to feel more engaged and committed to their work. 3.2.2.4 Employee Empowerment and Development: Empowering employees by involving them in decision-making processes and providing opportunities for growth is essential for developing a positive culture. In construction firms, this could involve giving site managers and engineers more autonomy in how they manage their teams and projects. Additionally, investing in professional development through training and mentorship programs helps employees build their skills and advance their careers, leading to higher job satisfaction and retention. 3.2.2.5 Recognition and Reward Systems: Recognizing and rewarding employees for their hard work and contributions is a powerful motivator. Construction companies can develop a positive culture by implementing recognition programs that celebrate achievements, whether it’s meeting project deadlines, upholding safety standards, or demonstrating leadership. Regularly CEPC0501 PROJECT CONSTRUCTION & MANAGEMENT 03 Functions of Management – Organizing | Page 11 of 20 acknowledging both individual and team successes fosters a sense of pride and reinforces the behaviors that contribute to the organization's goals. 3.2.2.6 Inclusivity and Diversity: A positive organizational culture embraces inclusivity and diversity. This means creating a workplace where all employees, regardless of their background, feel respected and valued. Construction companies should strive to build diverse teams and ensure that policies and practices promote equality and prevent discrimination. Inclusivity leads to a richer exchange of ideas and perspectives, which can drive innovation and better problem-solving in construction projects. Developing a positive organizational culture is crucial for construction companies aiming to improve their operational efficiency, employee satisfaction, and overall project success. By focusing on leadership, safety, communication, empowerment, recognition, and inclusivity, companies can create a work environment where employees thrive and contribute to the organization’s long-term goals. 3.3 Delegation and Empowerment in Construction Projects Delegation and empowerment are crucial practices in the successful management of construction projects. Delegation involves assigning responsibility and authority to subordinates for completing specific tasks or managing particular aspects of a project. Empowerment goes a step further, giving employees the autonomy and confidence to make decisions and take ownership of their work. In the construction industry, where projects are complex and require the coordination of various teams and disciplines, effective delegation and empowerment are essential for achieving efficiency, fostering innovation, and ensuring that projects are completed on time and within budget. By empowering their teams, project managers can cultivate a motivated workforce capable of overcoming challenges and driving project success. CEPC0501 PROJECT CONSTRUCTION & MANAGEMENT 03 Functions of Management – Organizing | Page 12 of 20 3.3.1 Importance and Techniques for Effective Delegation 3.3.1.0 Importance of Effective Delegation in Construction Projects Delegation is a vital management practice in construction projects due to the industry's inherently complex and multidisciplinary nature. Effective delegation allows project managers to distribute tasks across their teams, ensuring that each aspect of a project is handled by individuals with the appropriate expertise and experience. This not only optimizes resource utilization but also enhances project efficiency and productivity. 3.3.1.1 Optimizes Use of Expertise: In construction projects, tasks range from technical design and engineering to procurement and site management. By delegating tasks to specialists in these areas, project managers can ensure that each aspect of the project is executed with high levels of skill and knowledge. This leads to better quality outcomes and reduces the likelihood of errors and rework. 3.3.1.2 Improves Time Management: Delegation allows project managers to focus on high-level strategic decisions rather than getting bogged down in day-to-day tasks. By entrusting responsibilities to capable team members, managers can allocate their time more effectively, ensuring that critical issues receive the attention they need. This is particularly important in construction, where delays can have significant financial and logistical implications. 3.3.1.3 Enhances Team Motivation and Development: Delegation is also a tool for employee development and motivation. When team members are given responsibility for meaningful tasks, they are more likely to feel valued and engaged in their work. This fosters a sense of ownership and accountability, which can lead to higher job satisfaction and productivity. Moreover, delegation provides opportunities for employees to develop new skills and gain experience, which is essential for their professional growth. CEPC0501 PROJECT CONSTRUCTION & MANAGEMENT 03 Functions of Management – Organizing | Page 13 of 20 3.3.1.4 Facilitates Better Decision-Making: In construction projects, timely and effective decision-making is critical to keeping projects on track. By delegating decision-making authority to team members who are closer to the work being done, project managers can ensure that decisions are informed by the most relevant and up-to-date information. This can lead to more agile and responsive project management. 3.3.1.5 Techniques for Effective Delegation 3.3.1.6 Clearly Define Tasks and Expectations: Effective delegation begins with a clear understanding of the task at hand. Project managers should provide detailed instructions, including the scope of the task, the expected outcomes, deadlines, and any relevant guidelines or constraints. This clarity helps prevent misunderstandings and ensures that the delegate knows exactly what is expected. 3.3.1.7 Match Tasks to the Right Individuals: Delegation is most effective when tasks are assigned based on the skills, experience, and interests of team members. Project managers should assess their team's strengths and weaknesses and delegate tasks to those best equipped to handle them. This not only ensures quality work but also allows team members to leverage and further develop their expertise. 3.3.1.8 Provide the Necessary Resources and Authority: For delegation to be successful, team members must be given the resources and authority needed to complete their tasks. This includes access to information, tools, and support from other team members or departments. Additionally, they should be empowered to make decisions within the scope of their delegated tasks. CEPC0501 PROJECT CONSTRUCTION & MANAGEMENT 03 Functions of Management – Organizing | Page 14 of 20 3.3.1.9 Maintain Open Lines of Communication: While delegation involves transferring responsibility, it does not mean that the project manager is completely hands-off. Regular communication is essential to monitor progress, provide guidance, and address any issues that may arise. Project managers should check in with their teams periodically, offer feedback, and be available to answer questions. 3.3.1.10 Provide Feedback and Recognition: After a task is completed, it’s important to provide constructive feedback, highlighting what was done well and areas for improvement. Recognizing the efforts and successes of team members is crucial for maintaining morale and encouraging continued high performance. Feedback and recognition also reinforce the value of delegation as a developmental tool. Effective delegation is a cornerstone of successful project management in the construction industry. By optimizing the use of expertise, improving time management, enhancing team motivation, and facilitating better decision-making, delegation enables construction projects to be executed more efficiently and effectively. Employing clear task definitions, matching tasks to the right individuals, providing necessary resources, maintaining communication, and offering feedback are key techniques for ensuring that delegation leads to positive outcomes. CEPC0501 PROJECT CONSTRUCTION & MANAGEMENT 03 Functions of Management – Organizing | Page 15 of 20 References: Burke, R. (2013). Project Management: Planning and Control Techniques (5th ed.). John Wiley & Sons. Cameron, K. S., & Quinn, R. E. (2011). Diagnosing and changing organizational culture: Based on the competing values framework (3rd ed.). John Wiley & Sons. Daft, R. L. (2015). Management. Cengage Learning. Daft, R. L. (2015). Organization theory and design (12th ed.). Cengage Learning. Hersey, P., Blanchard, K. H., & Johnson, D. E. (2007). Management of organizational behavior: Leading human resources (9th ed.). Prentice Hall. Kerzner, H. (2017). Project Management: A Systems Approach to Planning, Scheduling, and Controlling (12th ed.). Wiley. Mintzberg, H. (1993). Structure in fives: Designing effective organizations. Prentice Hall. Mullins, L. J. (2016). Management and Organisational Behaviour (11th ed.). Pearson. Robbins, S. P., & Judge, T. A. (2017). Organizational behavior (17th ed.). Pearson. Schein, E. H. (2010). Organizational culture and leadership (4th ed.). Jossey-Bass. Turner, J. R., & Müller, R. (2003). On the nature of the project as a temporary organization. International Journal of Project Management, 21(1), 1-8. https://doi.org/10.1016/S0263-7863(02)00020-0 Zohar, D. (2010). Safety climate: Conceptual and measurement issues. In J. C. Quick & L. E. Tetrick (Eds.), Handbook of occupational health psychology (2nd ed., pp. 141-164). American Psychological Association. CEPC0501 PROJECT CONSTRUCTION & MANAGEMENT 03 Functions of Management – Organizing | Page 16 of 20 Assessment: Case Study Analysis Scenario: You are the project management consultant for a large-scale residential construction project. The client is considering three different organizational structures for their project: Functional, Project-Based, and Matrix. The project involves multiple teams, including design, construction, and quality assurance, and requires effective communication and decision-making processes. Option 1: Functional Organizational Structure CEPC0501 PROJECT CONSTRUCTION & MANAGEMENT 03 Functions of Management – Organizing | Page 17 of 20 Option 2: Project-based Organizational Structure Option 3: Matrix Organizational Structure CEPC0501 PROJECT CONSTRUCTION & MANAGEMENT 03 Functions of Management – Organizing | Page 18 of 20 Task: Analyze each organizational structure in terms of its effectiveness for the project, focusing on efficiency and communication. Questions: Analysis: Compare the Functional, Project-Based, and Matrix structures in terms of their ability to streamline decision-making processes and communication channels among team members. Critical Evaluation: Determine which organizational structure would be most effective in managing complex coordination tasks across multiple teams. Justify your choice with specific examples from the scenarios provided. Output: Prepare a written report (3-4 presentation slides) that includes: An analysis of each structure's strengths and weaknesses. A comparison of their effectiveness in decision-making and communication. A recommendation of the most suitable structure for the project, supported by examples. Scoring Rubric for Case Study Analysis Excellent (5 Good Fair Poor Unsatisfactory Criteria Point/s points) (4 points) (3 points) (2 points) (1 point) Understanding Demonstrates Shows a good Displays a Shows limited Demonstrates of Structures a thorough understanding basic understanding poor understanding of the understanding of the understanding of all three structures, of the structures, of the structures, with minor structures, with structures, with clear and inaccuracies. with some significant with major accurate inaccuracies. inaccuracies. inaccuracies. explanations. Analysis of Provides a Provides a Provides a Provides a Provides a Effectiveness comprehensiv good analysis basic analysis minimal poor or e and with some with limited analysis with incomplete insightful insights into insights into weak insights analysis with analysis of the effectiveness. into no relevant each effectiveness effectiveness. insights. structure’s of each effectiveness structure. in decision- making and communicatio n. Comparison Thoroughly Compares and Compares and Provides a Fails to and Contrast compares and contrasts the contrasts the limited provide a contrasts the structures structures comparison meaningful three well, with with some and contrast comparison structures, relevant relevant and contrast, CEPC0501 PROJECT CONSTRUCTION & MANAGEMENT 03 Functions of Management – Organizing | Page 19 of 20  highlighting examples and examples, but with few with no key differences a few minor lacks depth. examples. relevant and gaps. examples. similarities with strong supporting examples. Critical Provides a Provides a Provides a Provides a Fails to Evaluation well-reasoned good basic minimal provide a clear and justified evaluation of evaluation of evaluation evaluation, evaluation of the most the most with weak with little to the most effective effective justification no justification effective structure, with structure, with and examples. or relevant structure, with relevant some examples. strong examples and justification examples and justification. and examples. detailed rationale. Clarity and Report is Report is clear Report is Report lacks Report is Organization exceptionally and well- somewhat clarity and unclear, clear, well- organized, clear and organization, disorganized, organized, and with minor organized, with several and filled with free of errors; errors; with some errors; hard to errors; very logical flow generally easy errors; may be follow. difficult to and easy to to follow. difficult to follow. follow. follow in places. Adherence to Fully adheres Adheres to Adheres to Adheres to Fails to adhere Instructions to all most some few to instructions, instructions, instructions, instructions, instructions, with major including with minor but with with deviations length and deviations several significant from length format from length or deviations deviations and format requirements, format from length or from length or requirements. with complete requirements. format format and thorough requirements. requirements. responses. Total points /30 Grading Scale: 26-30 points: Excellent 21-25 points: Good 16-20 points: Fair 11-15 points: Poor 0-10 points: Unsatisfactory CEPC0501 PROJECT CONSTRUCTION & MANAGEMENT 03 Functions of Management – Organizing | Page 20 of 20