Construction Project Management

CONSTRUCTION PROJECT
MANAGEMENT
INTRODUCTION
Project Management
Based on PMBOK Fifth Edition
INTRODUCTION
• Name
• Position
• Involvement in projects
• Expect to learn from the seminar
Project Management
Learning Objectives
✓ To enhance the Team’s PM
skills by providing a
structured approach to
project management.
(performance, vocabulary
and advocacy)
✓to align our work processes

with the PMI’s best practices.
Project Management
What is
PMI?
Project Management Institute is the world's
leading non-profit professional membership
association created for the project management
profession.
Globally recognized in promoting PM standards,
certifications and professional courses.
Project Management
PMBOK Guide
➢ The PMBOK provides the standard

for project management
➢ It also provides and promotes a

common vocabulary in the field of
project management.
Project Management
What is a
Project
A project is a temporary endeavour undertaken

to create a unique product, service, or result.
Project Management
WHAT IS A PROJECT?
PROJECTS BAU (ROUTINE / OPERATIONS)
• Temporary endeavor • Ongoing function/operation
• Defined start & finish dates specific to
• Process fulfilment on a repeatable basis
the project scope and goals
• Creates a new or enhanced product or • Creates the same product or service
service repeatedly
• Specific budget and schedule for the • Recurring operational expense/budget
specific project - non-recurring budget
• Maintains the status quo
• Operates outside the business
operations & often cross functional • Goals and deadlines are routine
• Vehicle for organizational change • Scope of work limited by the functional or
• Staffed with PM specialists and SME’s process boundary
from the business • Staffed by operational staff trained in the
business process
What is Project
Management?
Project management is the

application of knowledge, skills,
tools, and techniques to project
activities to meet the project
requirements.
Project Management
PROJECT
MANAGEMENT
PROCESS GROUPS
Project Management
KNOWLEDGE AREAS INITIATION PLANNING EXECUTION MONITORING AND CONTROL CLOSING
35. MONITOR AND CONTROL
1. DEVELOP PROJECT 3.DEVELOP PROJECT 27. DIRECT AND PROJECT WORK 46. CLOSE PROJECT OR
INTEGRATION
CHARTER MANAGEMENT PLAN MANAGE PROJECT 36. PERFORM INTEGRATED PHASE
WORK CHANGE CONTROL
4.PLAN SCOPE MANAGEMENT
5. COLLECT REQUIREMENTS 37. VALIDATE SCOPE
SCOPE
6. DEFINE SCOPE 38. CONTROL SCOPE
7. CREATE WBS
8.PLAN SCHEDULE MANAGEMENT
9. DEFINE ACTIVITIES 39. CONTROL
10.SEQUENCE ACTIVITIES SCHEDULE
TIME 11.ESTIMATE ACTIVITY
RESOURCES
12.ESTIMATE ACTIVITY DURATIONS
13.DEVELOP SCHEDULE
14. PLAN COST MANAGEMENT
COST 15. ESTIMATE COSTS 40. CONTROL COSTS
16. DETERMINE BUDGET
17. PLAN QUALITY MANAGEMENT 28. PERFORM QUALITY 41. CONTROL QUALITY
QUALITY
ASSURANCE
29. ACQUIRE PROJECT
18. PLAN HUMAN RESOURCE TEAM
HUMAN RESOURCE MANAGEMENT 30. DEVELOP PROJECT
MANAGEMENT TEAM
31. MANAGE PROJECT
TEAM
19. PLAN COMMUNICATIONS 32. MANAGE 42. CONTROL
COMMUNICATIONS MANAGEMENT COMMUNICATIONS COMMUNICATION
MANAGEMENT
20. PLAN RISK MANAGEMENT
21. IDENTIFY RISKS 43. CONTROL RISKS
22. PERFORM QUALITATIVE RISK
ANALYSIS
RISK MANAGEMENT
23. PERFORM QUANTITATIVE RISK
ANALYSIS
24. PLAN RISK RESPONSES
PROCUREMENT 25. PLAN PROCUREMENT 33. CONDUCT 44. CONTROL 47. CLOSE
MANAGEMENT PROCUREMENTS PROCUREMENTS PROCUREMENTS
Project Management
STAKEHOLDER
2. IDENTIFY
STAKEHOLDERS
26. PLAN STAKEHOLDER
MANAGEMENT
34. MANAGE
STAKEHOLDER
ENGAGEMENT
45. CONTROL STAKEHOLDER

5 PROJECT MANAGEMENT PROCESS GROUP
Project Management
KNOWLEDGE
AREAS
Project Management
10 KNOWLEDGE AREAS
A Knowledge Area represents a complete

set of concepts, terms, and activities that
make up a professional field, project
management field, or area of
specialization.
Project Management
INTEGRATION
WORK CHANGE CONTROL
SCOPE
7. CREATE WBS
RESOURCES
13.DEVELOP SCHEDULE
QUALITY
ASSURANCE
29. ACQUIRE PROJECT
MANAGEMENT TEAM
31. MANAGE PROJECT
TEAM
MANAGEMENT
ANALYSIS
RISK MANAGEMENT
ANALYSIS
Project Management
STAKEHOLDER
2. IDENTIFY
STAKEHOLDERS
MANAGEMENT
34. MANAGE
STAKEHOLDER
ENGAGEMENT

CONSTRUCTION EXTENSION
4 - Additional Knowledge Areas for Construction

Projects in PMBOK 2000 Edition
Project Management
Based on PMBOK 2000 Edition
SAFETY PLANNING SAFETY PLAN

SAFETY MANAGEMENT ADMINISTRATION REPORTING
EXECUTION
ENVIRONMENTAL ENVIRONMENTAL PLANNING ENVIRONMENTAL ENVIRONMENTAL CONTROL

MANAGEMENT ASSURANCE
FINANACIAL CONTROL ADMINISTRATION AND

FINANCIAK MANAGEMENT FINANCIAL PLANNING RECORDS
CLAIM MANAGEMET CLAIM IDENTIFICATION CLAIIM PREVENTION CLAIM RESOLUTION

CLAIM QUANTIFICATION
Project Management
PROJECT MANAGEMENT PROCESSES
A process is a set of
interrelated actions and
activities performed to
create a pre-specified
product, service, or result.
Project Management
+ 13
PROCESSES
Project Management
INTEGRATION
WORK CHANGE CONTROL
SCOPE
7. CREATE WBS
RESOURCES
13.DEVELOP SCHEDULE
QUALITY
ASSURANCE
29. ACQUIRE PROJECT
MANAGEMENT TEAM
31. MANAGE PROJECT
TEAM
MANAGEMENT
ANALYSIS
RISK MANAGEMENT
ANALYSIS
Project Management
STAKEHOLDER
2. IDENTIFY
STAKEHOLDERS
MANAGEMENT
34. MANAGE
STAKEHOLDER
ENGAGEMENT

SAFETY PLANNING SAFETY PLAN

SAFETY MANAGEMENT ADMINISTRATION REPORTING
EXECUTION
ENVIRONMENTAL ENVIRONMENTAL PLANNING ENVIRONMENTAL ENVIRONMENTAL CONTROL

MANAGEMENT ASSURANCE
FINANACIAL CONTROL ADMINISTRATION AND

FINANCIAK MANAGEMENT FINANCIAL PLANNING RECORDS
CLAIM MANAGEMET CLAIM IDENTIFICATION CLAIIM PREVENTION CLAIM RESOLUTION

CLAIM QUANTIFICATION
Project Management
Process Data Flow Diagram
Project Management
Process Data Flow Diagram
TOOLS AND
INPUTS OUTPUTS
TECHNIQUES
Project Management
INPUTS
Any item, whether internal or

external to the project that is
required by a process before
that process proceeds.
Usually an output from the

predecessor process.
Project Quality Management

TOOLS AND TECHNIQUES
• Mechanisms applied to inputs

to create an output.
• Tools are something tangible
such as a template or software
• Techniques are systematic
procedures used to perform an
activity.

OUTPUTS
A product, result, or
service generated by
a process.
May be an input to a
successor process.

IMPORTANT INPUTS
Organizational Process Assets
Enterprise Environmental Factors
Project Management
Organizational Process Assets
Organizational process assets are

the plans, processes, policies,
procedures, and knowledge bases
specific to and used by the
performing organization.
Project Management
Categories
1. Processes and Procedures
2. Corporate Knowledge Base
Project Management
Enterprise environmental factors

refer to conditions, not under the
control of the project team, that
influence, constrain, or direct the
project.
Project Management
Factors include but are not limited

to;
➢ Organizational Culture
➢ Government or industry standards
➢ Political climate
➢ Marketplace condition
Project Management
Role of the Project Manager
The project manager is the

person assigned by the
performing organization to
lead the team that is
responsible for achieving the
project objectives.
Project Management
Project Management
Competencies of the Construction
Manager
➢Knowledge
➢Performance
➢Personal
Project Management
Responsibilities and Competencies of the Project Manager
Project Management
Interpersonal Skill
➢ Leadership
➢ Team building
➢ Motivation
➢ Communication
➢ Influencing
➢ Decision making
➢ Political and cultural awareness
➢ Negotiation
➢ Trust building
➢ Conflict management and
➢ Coaching / mentoring
Project Management
Boss, who is
our Project
Manager for
this project?
Project Management
Project Success
The Construction Manager is responsible and accountable for

setting realistic and achievable boundaries for the project
and to accomplish the project within the approved baselines.
Project Management
Organizational Influences on
Construction Project
Management
Project Management
Organizational Influences on Construction
Project Management
1. Organizational Cultures and Styles

2. Organizational Communications
3. Organizational Structures
4. Organizational process Assets
5. Enterprise Environment Factors
Project Management
Organizational Influences on Construction Project Management
An organization’s culture and style affect

how it conducts projects. Cultures and
styles are group phenomena known as
cultural norms, which develop over time.
Project Management
➢ Shared visions, mission, values, beliefs, and

expectations;
➢ Regulations, policies, methods, and procedures;
➢ Motivation and reward systems;
➢ Risk tolerance;
➢ View of leadership, hierarchy, and authority
relationships;
➢ Code of conduct, work ethic, and work hours; and
➢ Operating environments.
Project Management
2. Organizational Communications
Project management success in an

organization is highly dependent on an
effective organizational communication
style, especially in the face of globalization
of the project management profession.
Project Management
3. Organizational Structures
Organizational structure is an enterprise

environmental factor, which can affect
the availability of resources and
influence how projects are conducted
Project Management
Organizational Structures
➢Functional
➢Weak Matrix
➢Balanced Matrix
➢Strong matrix
➢Projectized
Project Management
Project Management
Weak matrix organizations maintain many of the characteristics of a functional

organization, and the role of the project manager is more of a coordinator or
expediter.
Project Management
Project coordinators have power to make some decisions, have some

authority, and report to a higher-level manager.
Project Management
Strong matrix organizations have many of the characteristics of the projectized

organization, and have full-time project managers with considerable authority and
full-time project administrative staff.
Project Management
Most of the organization’s resources are involved in project work, and project
managers have a great deal of independence and authority.
Project Management
An organization may manage most of its projects in a strong matrix, but allow
small projects to be managed by functional departments
Project Management
INTEGRATION
WORK CHANGE CONTROL
SCOPE
7. CREATE WBS
RESOURCES
13.DEVELOP SCHEDULE
QUALITY
ASSURANCE
29. ACQUIRE PROJECT
MANAGEMENT TEAM
31. MANAGE PROJECT
TEAM
MANAGEMENT
ANALYSIS
RISK MANAGEMENT
ANALYSIS
Project Management
STAKEHOLDER
2. IDENTIFY
STAKEHOLDERS
MANAGEMENT
34. MANAGE
STAKEHOLDER
ENGAGEMENT

Construction Project Management

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CONSTRUCTION PROJECT

✓to align our work processes

➢ The PMBOK provides the standard

➢ It also provides and promotes a

A project is a temporary endeavour undertaken

Project management is the

Based on PMBOK Fifth Edition

A Knowledge Area represents a complete

Based on PMBOK Fifth Edition

4 - Additional Knowledge Areas for Construction

SAFETY PLANNING SAFETY PLAN

ENVIRONMENTAL ENVIRONMENTAL PLANNING ENVIRONMENTAL ENVIRONMENTAL CONTROL

FINANACIAL CONTROL ADMINISTRATION AND

CLAIM MANAGEMET CLAIM IDENTIFICATION CLAIIM PREVENTION CLAIM RESOLUTION

Based on PMBOK Fifth Edition

SAFETY PLANNING SAFETY PLAN

ENVIRONMENTAL ENVIRONMENTAL PLANNING ENVIRONMENTAL ENVIRONMENTAL CONTROL

FINANACIAL CONTROL ADMINISTRATION AND

CLAIM MANAGEMET CLAIM IDENTIFICATION CLAIIM PREVENTION CLAIM RESOLUTION

Any item, whether internal or

Usually an output from the

Project Quality Management

• Mechanisms applied to inputs

Project Quality Management

Project Quality Management

Organizational Process Assets

Enterprise Environmental Factors

Organizational process assets are

Enterprise environmental factors

Factors include but are not limited

The project manager is the

The Construction Manager is responsible and accountable for

1. Organizational Cultures and Styles

1. Organizational Cultures and Styles

An organization’s culture and style affect

➢ Shared visions, mission, values, beliefs, and

Project management success in an

Organizational structure is an enterprise

Weak matrix organizations maintain many of the characteristics of a functional

Project coordinators have power to make some decisions, have some

Strong matrix organizations have many of the characteristics of the projectized

Based on PMBOK Fifth Edition

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