National Institute of Technology Patna

Subject: - Project Planning and Management

Subject Code: - AR185A
L-T-P: 2-1-0

Assessment:-

Test -1 Test-2 Mid Semester End Semester Total

05 05 20 70 100

Objective:-

1. To train about Historical Development of Project Management, Objectives of project

Management, Various institutions and construction practices

2. Study of project cycle i.e. pre-construction phase and post construction phase, role of
Architect in construction project management.

3. Knowledge of CPM, PERT and Bar chart etc. and its application in Construction
projects.

4. Uses of computer software package in Construction project management and latest

trends

Assignment:-

Assignments will be as per the course curricula to fulfill above objectives such as: - List out
various activities of single storey building, scheduling, Preparation of CPM and PERT
network, CPM calendar, Bar Chart, Histogram and cost optimization. Assignment based on
current construction practices in India and abroad. Brief of uses of software such as MS
Project and Primavera.

Expected outcome:-

Students should able to plan baseline of construction projects using various tools and
software of construction management, monitor and control the project cycle to achieve
project objectives.

Reference Books:-

Sl. Book Writer and Publisher Year

No.
1 Construction Project Management Kumar Neeraj Jha, Pearson First Impression
Theory and Practice 2011
2 Construction Planning & Management Dr. U. K. Srivastava, Third Edition-
Galgotias 2005, Reprint
-2016

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Unit 1:- 1 L
T
Objectives of Construction Management, Historical Background. U
T
Unit -2:- 1 L O
R
Relevance and importance of management skills in the present day profession, I
A
Unit – 3: 1 L L

Players and relationships between them in the building construction industry,

Unit -4:- 1 L 1

Role of Architect in Construction Management, various building practices and the current
management system,

Unit – 5:- 10 L T
U
Scheduling of construction, planning of construction site. Advantages of network T
Management, network analysis, elements of network, network rules, constraints, errors in .
network, construction of networks (a simple Building) -
2
A
L
Unit -6:- 5 L T
U
CPM: Critical path analysis, Project duration, Construction of CPM Calendar, Activity times T
and FLOATS, Optimization through CPM Techniques, 1.
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3
A
Unit – 7:- 10 L L
T
U
PERT Technology: PERT AND Three time estimates, beta distribution curve , Slack in PERT,
T
Critical Path Analysis of a PERT network, Central Limit Theorem, Probability of completion
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of projects,
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4
A
L
Unit – 8:- 10 L T
U
CPM / PERT: Difference between CPM & PERT, Bar chart versus network, resource T
allocation and resource leveling, Controlling and monitoring, Updating. .1
Project time, cost and finance management. -
5
A
L

2
1
Unit -9:- 2L
T
U
Computer applications of project scheduling and management.
T
.
Unit – 10:- 1 L
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Introduction to new trends and research in construction management.

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Unit 1:- 1 L

Questions:-

1. What is construction project management? What are the objectives that must be
fulfilled for construction project management?
2. Discuss historical background and development of project management with
reference to construction projects.
3. What are various constraints of construction project management? Discuss their inter-
relation.
4. List various international standards set up for developing project management
standards.
5. Write short notes on:-
a. Project management
b. Constraints in project management
c. Project management international standard
d. Historical development of project management
e. PMBOK

1. What is project Management?

Definitions

PMBOK (Project Management Body of Knowledge as defined by the Project Management

Institute - PMI):- "Project management is the application of knowledge, skills, tools and
techniques to project activities to meet project requirements."

PRINCE2 project management methodology: - "The planning, monitoring and control of all
aspects of the project and the motivation of all those involved in it to achieve the project
objectives on time and to the specified cost, quality and performance."

PROJECT: - Temporary services undertaken to create a unique product or service. Projects

bring form or function to ideas or needs.

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DIN 69901 (Deutsches Institut für Normung - German Organization for Standardization): -
"Project management is the complete set of tasks, techniques, tools applied during project
execution"

2. INTRODUCTION
Construction Management is the discipline of organizing and managing resources (e.g.
people) in such a way that the project is completed within defined scope, quality, time and
cost constraints. A project is a temporary and one-time endeavor undertaken to create a
unique product or service, which brings about beneficial change or added value. This
property of being a temporary and one-time undertaking contrasts with processes, or
operations, which are permanent or semi-permanent ongoing functional work to create the
same product or service over and over again. The management of these two systems is often
very different and requires varying technical skills and philosophy, hence requiring the
development of construction management.

The first challenge of construction management is to ensure that a project is delivered within
defined constraints. The second, more ambitious challenge is the optimized allocation and
integration of inputs needed to meet pre-defined objectives. A project is a carefully defined
set of activities that use resources (money, people, materials, energy, space, provisions,
communication, quality, risk, etc.) to meet the pre-defined objectives.

Most projects share common activities, including breaking the project into easily manageable
tasks, scheduling the tasks, communicating with the team, and tracking the tasks as work
progresses. And all projects consist of three major phases:

1. Build the plan

2. Track and manage the project
3. Close the project

The more successful these phases are, the greater your chance of a successful project.

3. Historical Background

Until 1900, civil engineering projects were generally managed by creative architects,
engineers, and master builders themselves, for example Vitruvius (first century
BC), Christopher Wren (1632–1723), Thomas Telford (1757–1834) and Isambard
Kingdom Brunel (1806–1859). It was in the 1950s that organizations started to
systematically apply project management tools and techniques to complex engineering
projects.

As a discipline, project management developed from several fields of application including

civil construction, engineering, and heavy defense activity. Two forefathers of project
management are Henry Gantt (1911) , called the father of planning and control techniques,
who is famous for his use of the Gantt chart as a project management tool; and Henri

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Fayol for his creation of the five management functions that form the foundation of the body
of knowledge associated with project and program management. Both Gantt and Fayol were
students of Frederick Winslow Taylor's theories of scientific management. His work is the
forerunner to modern project management tools including work breakdown structure (WBS)
and resource allocation.

The 1950s marked the beginning of the modern project management era where core
engineering fields come together to work as one. Project management became recognized as
a distinct discipline arising from the management discipline with engineering model. In the
United States, prior to the 1950s, projects were managed on an ad-hoc basis, using
mostly Gantt charts and informal techniques and tools. At that time, two mathematical
project-scheduling models were developed.

The "Critical Path Method" (CPM) was developed as a joint venture between DuPont
Corporation and Remington Rand Corporation for managing plant maintenance projects. And
the "Program Evaluation and Review Technique" or PERT, was developed by Booz Allen
Hamilton as part of the United States Navy's (in conjunction with the Lockheed
Corporation) Polaris missile submarine program.

As a discipline, Construction Management developed from different fields of application

including construction, engineering, and defense. In the United States, the forefather of
Construction management is Henry Gantt, called the father of planning and control
techniques, who is famously known for his use of the "bar" chart as a Construction
management tool, for being an associate of Frederick Winslow Taylor's theories of scientific
management, and for his study of the work and management of Navy ship building. His work
is the forerunner to many modern Construction management tools including the work
breakdown structure (WBS) and resource allocation.

These were refined to milestone method. In order to obtain a better idea of programme status,
milestones are called within the individual bars on the charts. These led to “line of balance”
technique, which was developed to handle serial method of production i.e. in a production
line, where repetitive methods are used.

However, with increase in the size of the projects and increasing demand in construction
necessitated more sophisticated techniques. In 1957, the integrated engineering control group
developed a technique, which could be handled on computers and evolved a new technique
called, critical path scheduling (CPS), later to be developed into critical path methods (CPM).
On the other side, at same time, two mathematical project scheduling models were
developed:

1. The "Program Evaluation and Review Technique" or PERT, developed by Booz-Allen

& Hamilton as part of the United States Navy's (in conjunction with the Lockheed
Corporation) Polaris missile submarine program; and

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 2. The "Critical Path Method" (CPM) developed in a joint venture by both DuPont
Corporation and Remington Rand Corporation for managing plant maintenance
projects. These mathematical techniques quickly spread into many private enterprises.

These two methods resulted in further specialized techniques as, precedence networks, for
repetitive or serial production and Graphical Evaluation Review Techniques (GERT)
involving more than one uncertainty in the total system.

With the introduction of computers, bigger projects with greater efficiency could be handled.
It led to further modification of these techniques. A lot of progress has been made to handle
various aspects of a project with computers. With these computer soft wares, right from time
scheduling, calendar dating, resource leveling, ascertaining cost status, status of resources etc.
can be done very easily and efficiently.

In 1969, the Project Management Institute (PMI) was formed to serve the interest of the
Construction management industry. The premise of PMI is that the tools and techniques of
Construction management are common even among the widespread application of projects
from the software industry to the construction industry. In 1981, the PMI Board of Directors
authorized the development of what has become the A Guide to the Project Management
Body of Knowledge (PMBOK), containing the standards and guidelines of practice that are
widely used throughout the profession. The International Project Management Association
(IPMA), founded in Europe in 1967, has undergone a similar development and instituted the
IPMA Project Baseline. Both organizations are now participating in the development of a
global project management standard.

4. The Traditional Triple Constraints.

Like any human undertaking, projects need to be performed and delivered under certain
constraints. Traditionally, these constraints have been listed as scope, time, and cost. These
are also referred to as the Construction Management Triangle, where each side represents a
constraint. One side of the triangle cannot be changed without impacting the others. A further
refinement of the constraints separates product 'quality' or 'performance' from scope, and
turns quality into a fourth constraint.

The time constraint refers to the amount of time available to complete a project. The cost
constraint refers to the budgeted amount available for the project. The scope constraint refers
to what must be done to produce the project's end result. These three constraints are often
competing constraints: increased scope typically means increased time and increased cost, a
tight time constraint could mean increased costs and reduced scope, and a tight budget could
mean increased time and reduced scope.

The discipline of Construction management is about providing the tools and techniques that
enable the project team (not just the Construction manager) to organize their work to meet
these constraints.

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Another approach to Construction management is to consider the three constraints as finance,
time and human resources. If you need to finish a job in a shorter time, you can throw more
people at the problem, which in turn will raise the cost of the project, unless by doing this
task quicker we will reduce costs elsewhere in the project by an equal amount.

Time

For analytical purposes, the time required to produce a deliverable is estimated using several
techniques. One method is to identify tasks needed to produce the deliverables documented in
a work breakdown structure or WBS. The work effort for each task is estimated and those
estimates are rolled up into the final deliverable estimate.

The tasks are also prioritized, dependencies between tasks are identified, and this information
is documented in a project schedule. The dependencies between the tasks can affect the
length of the overall project (dependency constrained), as can the availability of resources
(resource constrained). Time is not considered a cost nor a resource since the project manager
cannot control the rate at which it is expended. This makes it different from all other
resources and cost categories.

Cost

Cost to develop a project depends on several variables including (chiefly): labor rates,
material rates, risk management, plant (buildings, machines, etc.), equipment, and profit.
When hiring an independent consultant for a project, cost will typically be determined by the
consultant's or firm’s per diem rate multiplied by an estimated quantity for completion.

Scope

Requirements specified for the end result. The overall definition of what the project is
supposed to accomplish, and a specific description of what the end result should be or
accomplish. A major component of scope is the quality of the final product. The amount of
time put into individual tasks determines the overall quality of the project. Some tasks may
require a given amount of time to complete adequately, but given more time could be
completed exceptionally. Over the course of a large project, quality can have a significant
impact on time and cost (or vice versa).

Together, these three constraints have given rise to the phrase "On Time, On Specification,
On Budget". In this case, the term "scope" is substituted with "specification".

5. Objectives of Construction Management,

(Ref: - http://management.simplicable.com/management/new/100-project-management-
objectives)

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Projects are established to achieve specific goals. Objectives support those goals and are
measurable, providing for opportunities to track progress. For a project manager, the primary
goal is to be achieved is managing the project. Additional goals should focus on customer
satisfaction and quality. Objectives to support each goal should be based on the triple
constraints model of time, cost and scope, as recognized by most project management
Institutions. Each objective should be specific, measurable, attainable, relevant and time-
bound, or “SMART.”
(Ref: - http://work.chron.com/project-manager-goals-objectives-16164.html)

Area Example Objectives

1. Primary Objectives Deliver project objectives within time, resource and budget
constraints.

Align project execution with the strategy, mission, culture and

ethics of the organization.

Identify and clear project issues.

Identify innovative solutions and approaches.

Lead teams to motive and energize talent.

Sustain a sense of urgency around project critical paths and

issues.

Persevere to overcome project setbacks.

Generate awareness of projects to gather support.

Implement strategies to achieve project objectives.

Deliver to commitments.

Manage individual time and stress pressures.

2. Integration Develop a baseline project plan.

Management
Monitor and control project to plan.

Manage change to prevent scope creep.

Incorporate accepted changes into project plan.

Redefine project plan to reflect changes to time, scope, quality,

risk and cost priorities.

Monitor project execution to plan.

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 Shutdown projects that are headed for certain failure(recommend
re-baselining the project).

3. Scope Management Develop a business case.

Investigate project alternatives.

Determine project approaches.

Develop an opportunity analysis.

Define client needs.

Identify project objectives and benefits.

Determine project specifications.

Identify project scope.

Subdivide a large project scope into manageable project phases

or subprojects.

Develop work breakdown structures and define tasks,

components and dependencies.

Define project roles and responsibilities.

Define project tasks and deliverables.

Develop time, cost and resource estimates.

Ensure that project activities are aligned with client objectives.

Develop and communicate a scope statement that defines project

work and limits.

Develop a project charter.

Manage project charter approvals.

Identify and control changes that impact scope such as

requirements changes.

Monitor project progress to plan.

Manage scope problems.

Communicate and escalate scope issues.

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4. Time Management Prepare a baseline project schedule.

Estimate effort and time.

Identify dependencies.

Identify resource requirements.

Schedule project work, gates and milestones.

Identify and manage critical paths.

Calculate probabilities of meeting project dates.

Control project schedule.

Report schedule performance.

Determine impact of delayed or early tasks.

Control scope changes and impact to schedule.

Manage change and revise schedule as required.

Manage resource utilization.

5. Cost Management Prepare project budget.

Manage budget approvals.

Control project budget.

Manage project cash flow.

Assess impact of scope changes to budget.

Control changes to project budget.

Develop cash flow forecasts.

Calculate probabilities of cost variances.

Account for costs by task, time period and cost account.

Report cost performance using methods such as earned value.

Communicate costs and manage stakeholder cost expectations.

6. Quality Identify quality control standards (e.g. ISO 9001).

Management

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 Ensure project complies with quality control standards.

Develop a quality management plan.

Manage quality assurance.

Measure and report quality of project deliverables.

7. Human Resource Assemble teams according to project needs.

Management
Establish visions and principles for teams.

Establish a team culture that allows teams to achieve objectives.

Identify training needs for projects.

Plan and schedule training and development.

Set achievable, measurable, realistic objectives for team

members.

Negotiation goals and expectations with team members.

Facilitate cooperation, openness and creativity.

Motivate teams and inspire a sense of teamwork, ownership and

urgency.

Involve team members in decision making to achieve acceptance

of decisions and approaches.

Develop leaders and support the career growth of team

members.

Provide timely recognition of team and individual achievements.

Provide timely constructive performance feedback to improve

performance issues early.

Mentor team members and new project managers.

8. Communications Gain commitment to decisions and approaches by promoting

Management open dialog between stakeholders.

Present complex issues clearly.

Model decisions for stakeholders.

Adapt your communication style to each situation.

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 Handle confidential and private information appropriately.

Proactively communicate potential issues.

Run efficient meetings using time management best practices.

Develop meaningful project measurements and KPIs and report

them regularly.

Create meaningful project dashboards that provide project

transparency to all stakeholders.

9. Risk Management Identify risks with stakeholders.

Compare identified risks with lists of well-known project risks to

ensure completeness.

Evaluate risk probabilities and impacts.

Evaluate risk interactions and assess possible risk outcomes.

Prioritize risks based on probability, impact and stakeholder

priorities.

Identify risk controls.

Identify contingency plans.

Develop a risk management plan.

Apply risks to cost and time estimates to develop confidence

levels.

Communicate risks and possible outcomes to stakeholders.

Gain acceptance for risk management plan.

Monitor and proactively manage risk.

Track and report risks according to the risk management plan.

Manage risk events.

10. Procurement Develop procurement requirements and plans such as

Management specifications, statements of work, RFIs and RFPs.

Liaison with procurement teams and follow organizational best

practices and processes.

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 Comply with procurement regulations.

Identify short lists of preferred suppliers.

Conduct proposal assessments and select proposals.

Ensure that proposal selection is objective and fair.

Ensure that proposal selection criteria and scoring are well

documented.

Approve subcontracts.

Manage vendors to ensure that they meet the terms of contracts.

Control change to contracts.

Manage vendor relationships to ensure open communication and

positive working relationships.

Monitor and report on vendor performance including cost,

schedule, scope, quality and risk criteria.

Terminate contracts for non-performance.

Ensure payments based on milestones such as deliverables and

accomplishments as per agreements.

Close out contracts and finalize payments.

Evaluate, document, communicate and socialize vendor

performance.

11. Stakeholder Meet or exceed stakeholder needs.

Management
Develop organizational awareness (e.g. an understanding of the
organization's structure and politics).

Apply an understanding of organizational realities to achieve

project goals.

Build and maintain a network of alliances to achieve project

goals.

Influence decision makers to clear project issues and roadblocks.

Actively manage stakeholders to resolve issues and conflict.

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 Ensure that stakeholder expectations are in line with project
realities.

Stand up for the project's objectives to ensure that decisions

don't shipwreck the project.

6. International standards

There have been several attempts to develop project management standards, such as:

 ISO 21500: 2012 - Guidance on project management. This is the first project
management ISO.

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 ISO 31000: 2009 - Risk management. Risk management is 1 of the 10 knowledge
areas of either ISO 21500 or PMBoK5 concept of project management.

 Capability Maturity Model from the Software Engineering Institute.

 GAPPS, Global Alliance for Project Performance Standards – an open source standard
describing COMPETENCIES for project and program managers.

 A Guide to the Project Management Body of Knowledge from the Project

Management Institute (PMI)

 HERMES method, Swiss general project management method, selected for use in
Luxembourg and international organizations.

 The ISO standards ISO 9000, a family of standards for quality management systems,
and the ISO 10006:2003, for Quality management systems and guidelines for quality
management in projects

 PRINCE2, Projects IN Controlled Environments.

 Association for Project Management Body of Knowledge

 Team Software Process (TSP) from the Software Engineering Institute.

 Total Cost Management Framework, AACE International's Methodology for

Integrated Portfolio, Program and Project Management.

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  V-Model, an original systems development method.

 The Logical framework approach, which is popular in international development

organizations.

 IAPPM, The International Association of Project & Program Management, guide to

project auditing and rescuing troubled projects.

 [Australian Institute of Project Management] AIPM has 4 levels of certification;

CPPP, CPPM, CPPD & CPPE for Certified Practicing Project ... Partner, Manager,
Director and Executive.

Unit -2:- 1 L

Relevance and importance of management skills in the present day profession

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 1. To handle the competitive environment
2. To manage the resources such as (money, material, manpower, machine)
3. To control the unforeseen situation.
4. Transformation of Information

Various experts describe today’s global economy as one in transformation to knowledge

economy. Information systems and information technology have become at the beginning of
the 21st century the most important factors for economy functioning in developed countries.
However, it is not only the information systems and information technology, but actually
working with information itself, which convey the change of thinking and creation of value in
modern approaches to business and management.

These changes are reflected in current economy. The utilization of resources is being shifted
from current capital strategic resources to strategic resources in the form of information,
knowledge, creative thinking and innovation. Skills and knowledge belong to critical factors
of production. Enterprises can gain competitive advantage by implementing continual and on-
going innovations and the managerial skills and knowledge are in the centre of this process of
innovations. (Ref.:- http://www.g-casa.com/PDF/Papulova-Mokros.pdf)

Role of Project Management

Project management as defined by PMBOK 2000 is the application of Knowledge, skills,

tools and techniques to a broad range of activities to meet the requirement of the particular
project.

Munns and Bjeirmi (1996) define project management as the process of controlling the
achievements of the project objectives. Utilizing the existing organizational structure and
resources, it seeks to manage the project by applying a collection of tools and techniques,
without adversely disturbing the routine operations of the company.

The function of project management includes defining the requirement of work, establishing
the extent of work, monitoring the progress of work and adjusting deviations from the plan.

The main elements of project management according to Austen and Neale

(1995) are given in figure below,

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 Project Goals

Human
Time
Resources
Project management
Planning
Executing
Controlling

Funds
Technical
Resources
Completed
Facility

and the cycle of activities to achieve the project goals is shown in Figure
below:-

Planning

Controlling
Executing

Project management aims to achieve the state goals of the project

leading to completed facility, by virtue of planning, executing and controlling
time, funds, and human and technical resources.

 The planning essentially consists of setting objectives,

identifying resources and forming strategy.

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  Executing consists of allocation of resources, guiding execution,
coordinating efforts and motivating the staff.
 Controlling consists of measuring achievement goals, reporting,
and resolving problems.
 The planning executing and controlling are performed on a
continuous basis till the goals of the project are realized.

Project management knowledge and practices are best described in

terms of their component processes. These processes can be placed into five
process groups (initiating, Planning, executing, controlling and closing)
and nine knowledge areas (project integration management, project
scope management, project time management, project cost
management, project quality management, project human resource
management, project communications management, project risk
management and project procurement management).

Project management is essentially about managing a project from an

idea through to completion. Projects today are getting increasingly
complicated than they have ever been, embracing multiple disciplines and
including increasingly larger sums of money. The basic ingredient of
bringing together ideas and successfully executing them remains, even
though the new techniques in project management are continuously being
deployed.

Project management, as we know it today, first emerged in the early

1950s on large defence projects. It was adpoted gradually by smaller
organizations, and currently, even the smallest construction organizations
are known to operate project management in some form.

Why Construction Project Management?

The general goal of a construction project seems simple enough – building a

project on time, within budget, with the stated quality standards, and in a
safe environment. Looks so simple!

Yet, research shows that less than 20 per cent of most construction
projects meet the four requirements mentioned above. Not surprisingly,
then, the contracting companies or agencies in charge of construction are
not held in high esteem. Construction project management is known for
continual problems and the companies involved have a continual record of
poor performance.

According to Austen and Neal (1995), managing a project is quite

different from managing a ‘steady state’ organization. A project has a
distinct beginning and an end. On the other hand, the ‘steady state’
organization run continuously. Some examples of the ‘steady state’
organization are mass – production factories where mostly routine works are
carried out.

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 Construction utilizes a lot of natural resources that are scarce. This
calls for even more care in management of construction projects if the
resources are not to be wasted.

The last two decades have seen the growth of construction project
management in terms of knowledge, management skills and increased
performance and quality. Today, there are many excellent contractors who
perform well on time, within budget, and by adhering to quality and safety
standards.

Unit – 3: 1 L

Players and relationships between them in the building construction industry

PARTICIPANTS / STAKEHOLDERS OF A CONSTRUCTION PROJECT

The following section describes the position and role of various people
involved in a construction project; we take a viewpoint based on project
execution processes as categorized by internationally accepted methods. It
should be noted that the roles, rights, responsibilities and principles of
action of these people, even when in the same position, sometimes differ
highly in each nation and region.

1.6.1 Architect

 Traditionally, architects were responsible both in pre-project and

project phases, and they were acting on client's behalf.

 In pre-project phase, they were responsible for preparation of

drawings, preparation of tender document and contractor selection.

 In project phase, they were responsible for checking the

measurement, certification of bills and overall project management
functions.
 Over the years, however, most of their roles have been performed by
construction managers.

 In the case of Public Sector, there may be a separate department

(Engineering Department) which is responsible for the tender
preparation and contractor selection.

1.6.2 Client (Owner)

 The client is often the person or organization that will manage the
facilities or structures upon completion of the project.

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  The client is in a position to judge the use of funds to execute the
project and they are at his discretion.

 Examples of clients are national and local governments, public

corporations, public enterprises, the army, stock companies,
cooperative societies, enterprise groups, legal entities, and individuals.

1.6.3 Constructor

 The constructor is sometimes called the construction contractor.

 The job is an important one: completing the project on schedule

according to the contract concluded with the client, and in accordance
with design drawings and specifications.

 Constructors are a vast variety of forms and sizes. Some are big firms
that go about business by taking on large-scale projects involving
many subcontractors and specialized contractors. They may actively
conduct research and development.

 Some constructors are firms who develop by specializing in a specific

construction technology, by possessing certain construction
machinery, or by having skilled workers at their disposal; these would
receive subcontracted work.

 Others are small-scale firms who develop by mobilizing workers at

construction sites for labour-intensive construction work.

 Constructors are generally profit-making firms, so their aim is to

obtain as much contracted money as possible from the client at the
earliest possible time and to pay subcontractors as little as possible
for what they do at the latest possible time.

1.6.4 Engineer (Consultant)

 Generally, the term 'engineer' means the consulting engineer who

works with the client to conclude the contract.

 He provides technical services on behalf of the client (as a partner and

/or agency).

 Design alterations, cost and schedule changes are often unavoidable

as a construction project proceeds because working conditions may
change unexpectedly.

 When they are necessary, the consultant plays an important role as

an unbiased arbiter, acting for client and contractor. The position,

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 role, responsibilities and duties of an engineer differ greatly across
countries, as one may well imagine.

 The consultant is also referred to as 'Construction Management

Consultant', 'Construction Supervision Consultant', or 'Project
Management Consultant'. The nature of services offered by these
consultants varies from project to project. However, in general, they
are responsible for undertaking project feasibility study, preparation
of cost estimates, geo-technical investigation, reviewing and
coordinating engineering drawings, helping client in bidding process,
and coordinating in execution phase of the project.

1.6.5 Subcontractor / Supplier / Vendor

 In large projects, very often no single contracting company has

adequate expertise and / or resources to be able to undertake all the
activities on their own.

 Under such situations, they employ small contractors for certain

specialized items of work, for either execution purpose or material
procurement purpose, or both. These are referred to as subcontractors
or vendors, and are a very important party in any construction
project.

1.6.6 Lawyer, Insurer, Charted Accountant etc.

 It may be a little surprising to find the lawyer as participant in a

construction project.

 While in some countries lawyers play a much more minor role during
construction projects, in some countries, lawyers are part and parcel
of a construction project and it is normal for a lawyer to be retained.

 Lawyers specializing in claims settlements and disputes play an

important role in domestic projects undertaken in India, as well as in
international projects. Some of the construction companies in India do
have a separate legal cell comprising lawyers specializing in
construction disputes. Insurers also play an important role in
construction projects.

Unit -4:- 1 L

 Role of Architect in Construction Management,

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The word “architect” in a generic context is synonymous with inventor or manager. It
is the one who creates and implements a particular endeavor and carries it through to
fruition.

Architects traditionally have embraced the whole-project concept, contributing both

design and construction expertise, or more commonly, construction management.

o Pre Constriction Phase

 Site survey
 Preparation of Drawings as per standard.
 Coordination among various engineering disciplines
 Preparation of Estimate , BOQ, Tender documents
 Inviting the Tender and Finalization of Contractor.

o Post Construction Phase

 Site supervision and monitoring at regular intervals.

 Checking the bills submitted by contractor
 Issue Final Certificate of Payment on completion of work.
 Act as an Arbitrator in case of dispute between owner and Contractor.
 various building practices and the current management system,

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 INTRODUCTION

Economy is the most important factor and is next only to safety in civil construction projects.
As efficiency for mechanical equipment, reliability for electrical circuit, weight for aircraft
industry are the objective function, economy is the objective function for civil engineering
projects which involve large investment. Even a little percentage of saving will yield into
substantial monetary gain.

The project cost is made up of two components-Direct cost (Cost of Material, and wages of
Labour) and Indirect cost (Establishment cost and taxes). The minimum cost on materials is
achieved by providing optimum structural dimension to the various components of the project
which can be obtained by employing mathematical programming methods available in the
operation research management/optimization Techniques. With the advent of modern
computers, providing efficient solutions to very complex problems of optimization has
become increasingly easy and simple. But the minimum cost of material consumption alone,
a vital component which cannot be ignored.

While dealing with the construction aspect, a construction engineer has to deal with ‘men’,
‘meterials’, ‘machinery’ and ‘money’ which are termed as RESOURCES. So the most economical
consumption of the resources available at the disposal in the least possible time is the objective
function of project construction management. To derive this objective function, certain numerical
techniques are available which are known as CPM (Critical Path Method) and PERT (Project/
Program Evaluation and Review Technique).

HISTORICAL BACKGROUND

CPM and PERT techniques have their origin (from 1958 to 1960) in two parallel but
different problems of planning and controlling projects in U.S.A.
In one case, the U.S. Navy was concerned with the control of contracts for its Polaris missile
Program. This project comprised research and development work. Since such project was
never constructed in the past, neither cost nor time could be accurately estimated. Therefore,
the completion time of the project had to be based upon probability. Contractors were asked
to furnish their operational time requirements on Three Time Estimates ---Optimistic time,
pessimistic time and the Most Likely times. These estimates were then mathematically
assessed to determine the probable completion time and the procedure was referred as PRET
which stands Project/Programme Evaluation and Review Technique. It is therefore important
to understand that PERT system involves a probabilistic approach and is best suited to
research and development work in which major uncertainties exist.
In the other case E.I. du Pont de Nemours company of Germany was constructing major
chemical plants in America. These projects required that both time and cost be accurately
estimated. The contractor had enough experience of constructing such projects in the past and
was confident in estimating the time and cost in a deterministic manner. The method of
Planning and Controlling that was originally developed was called project Planning and
Scheduling (PPS) converted into critical path method (CPM), So the CPM involves the
deterministic approach and is used for the repetitive projects.

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ADVANTAGES OF CPM/PERT NETWORK
CPM & PERT network are very powerful tools and facilitate the work of management in the
various phases of the project by the following ways:
PLANNING PHASE:
Planning is the process of choosing a particular method and order of work to be adopted for a
project from all the various ways and sequences in which it could be done. The sequence of
steps required to achieve the Optimum result is the proper plan for the works and is shown
schematically on the network diagram. Furthermore, it permits the ready evaluation and
comparison of alternative works and helps in choosing the best plan based on minimum cost
and minimum time.
ORGANIZING PHASE:
It helps in a awarding the contract to the best and efficient contractor because the network of
the project furnished by the contractor along with the tender is the mirror image of the
capacity of the Contractor and the methodology of the project.
SCHEDULING PHASE:
Scheduling is the determination of timing of the operation comprising the project which helps
in the preparation of various calenders,
1. From the starting date to the finishing date, the delivery time of the materials used in
the project is clearly mentioned on materials calender .
2. The type, quantity and duration of equipments needed are indicated on equipment
calender datewise.
3. The classification, number of labourers needed and period during which they will be
needed also mentioned on labour calender.
4. The extent to which financial aid needed for payment of labour, materials, equipment
are written clearly on finance calender.
5. The starting and finishing date for each activity to complete the project is mentioned
on activity time calender by which the forecasting of finishing date of the project is possible.
It also gives the picture of critical path of the project and the effect of any delay in
construction activities on project time can be visualized.
Controlling and Monitoring Phase:
The network facilitates in controlling the execution of the project activities to ensure timely
completion of the project through periodical reviewing and applying corrective measures.
Evaluating Phase:
After the completion of the project, the planned and actual time and cost are compared, the
reasons for deviation are analysed and specific difficulties while execution are highlighted.
These reports are made available to the executive for use in future projects.

NETWORK:

This is an arrow – diagram (consisting only arrow and circles) drawn to represent the inter-
relationship and sequence of all the required construction activities of a project.

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 ELEMENTS OF NETWORK

A) ACTIVITY: Activity is the performance of a specific task such as bending of

reinforcement, placing of concrete etc. It requires time resource
for its completion and is represented by an arrow.
The length, shape and orientation of arrow has no
significance.

Earthwork

B) EVENT: Event (also called NODE) represents instant in time when certain activity
has been started or completed. In other words an event describes start or completion
of a task. It is represented by a circle. The beginning of an activity is a tail event also
called I—node while completion of an activity is a head event also called J—node.

While drawing network, it is assumed that

a) Time flows from left to right

b) All the events are numbered such that J—node number has a higher value than I—
node number.

Activity
10 20

For understanding the network, we have two properties of events,

1) An event is not completed until all the activities flowing into it are completed
2) No subsequent activity can start until its tail event is reached.

10 A

B D
20 40 50
C
30

Three activities A, B, C are flowing into even no. 40 as shown in Fig. So the event (40)
will appear only when all the three activities are completed in all respect i.e., occurrence time
of event (40) will be the maximum time of various paths directed inwardly to that event. And
as soon event (40) will appear, the subsequent activity D will start.

C)
D)

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 E)
F)
G)
H) DUMMY: A dummy is an artificial activity represented on the arrow diagram by
dotted arrow which indicates that an activity following the dummy cannot be started
until the activity or activities preceding the dummy are completed. A dummy activity
does not require any time and resources.
A C
10 30 50
X
B D
40
20 60

In Fig., D cannot be started until A and B both are completed whereas C depends on A only.
The purpose of dummy is to provide the logical relationship and its use becomes essential
when the activities like A and B end at different position
and D depends upon both A and B. The dummy
brings the two ends (which are apart) together
at one points form where D can spring up.
Sometimes the dummy is used to identify the activity by its own i-j number.

1 2

1 3

B C
2

In above Fig. two activities A and B both have same i-j number which indicates a
grammatical mistake. Each activity must have its own identification. It has been reflected in
Fig. by using a dummy activity.

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 Exp. There are three parallel paths in a part of a network between a bursting node and the
next merging node with only one activity in each path. Find the minimum number of dummy
arrow to draw the network.

Sol. Minimum number of dummy arrow = 3 – 1 = 2 as shown

NETWORK RULES

The following rules are observed in a network,

1) In a network, there are three types of events – initial event, final event and dual role
event. Initial event has only tails of arrows and marks the beginning of the project.
There must be only one such event in a project network. Similarly the final event has
only arrowheads indicating the end of the project. There will also be only one such
event in the project. Except these two initial and final event, all intermediate events
are called dual role event which have atleast one tail and atleast one head. They are
head event which have atleast one tail and atleast one head. They are head event to
some activity and tail event to other activity. That’s why, they are called dual role
events.

20
A E

10 30
B 50

C D F

40

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 In Fig. event (10) is initial event of the network because it has only tails of activities A
, B and C. Event (50) is the final event of the network because it has only heads of
activities E and F . Event (20) is head event of activity A and tail event of activity E,
event (30) is head event of activity B and tail event of activity D , and event (40) is
head event of activities C and D and tail event of activity F . Event (20), (30), (40) are
dual role events.

ii) The completion of a project, which constitutes of a number of activities, passes through a
number of event. These events must occur at definite time and in a particular sequence or
order. As per sequence or order the events may be specific as predecessor events and
successor events.

PREDECESSOR EVENTS: The event or events that happen before another

event called predecessor events to that event. The event or events that immediately happen
before another event without any intervening ones are called immediate predecessor event.

SUCCESSOR EVENTS: The event or event that follow another event are called
successor events to that event. The event or event that immediately follow another event
without any intervening ones are called immediate successor events.

As an illustration, consider network of Fig.

1 4 5

Event Predecessor Immediate Predecessor Successor Events Immediate Successor

Events Events Events
1 ---- ------ 2, 3, 4, 5 2, 3

2 1 1 4, 5 4, 5

3 1 1 4, 5 4, 5

4 1, 2, 3 2,3 5 5

5 1, 2, 3, 4 2,3,4 ---- ----

iii) Similar to that of an event, activity also may be predecessor activity and successor
activity.

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PREDECESSOR ACTIVITY: Activity or activities that are required to be
performed before an activity under consideration are called predecessor activities to that
activity. The activities that are required to be performed immediately before an activity
without any intervening ones are called immediate predecessor activities to that activity.

SUCCESSOR ACTIVITIES: Activity or activities that are required to be performed

after completion of an activity under consideration are called successor activities. The activity
or activities that are required just immediately after an activity without any intervening ones
are called immediate successor activities to that activity.
For an illustration, refer to Fig. of network.

2
A D
1 B E G
3 5 6

C F
4

Activity Predecessor Immediate Successor Immediate

activity predecessor activity successor
activity activity
A(1 –2) ---- ---- D(2 – 5), G(5 – 6) D(2 – 5)
B(1 – 3) ---- ---- E(3 – 5), G(5 – 6) E(3 – 5)
C(1 – 4) ---- ---- F(4 – 5), G(5 – 6) F(4 – 5)
D(2 – 5) A(1 —2) A(1 – 2) G(5 – 6) G(5 – 6)

E(3 – 5) B(1 --- 3) B(1 – 3) G(5 – 6) G(5 – 6)

F(4 –5) C(1 --- 4) C(1 – 4) G(5 – 6) G(5 – 6)

G(5 – 6) A(1 – 2), B(1 – 3) D(2 – 5), E(3 – 5) ----- -----

C(1 – 4), D(2 – 5) F(4 – 5)
E(3 – 5), F(4 – 5)

iv) It is customary to assume that time flows from left to right which gives the direction of
arrow.

v) Arrow should normally not cross each other. If the situation is unavoidable, the length of
the arrow should be broken to bridge over the other as shown in Fig.

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vi) It is essential to number the events in a discrete manner. Every activity in a network is
identified by its own i-node and j-node number. The number may be arranged in a regular
fashion viz. 1, 2, 3, … or skip manner viz. 10, 20, 30 …… or random manner viz. 1, 3, 17
……. While numbering in any fashion, only thing that should be kept in mind is that j-node
number for any activity must be higher than i-node number.

However, the beginners should follow the Fulkerson’s rule of node numbering which is stated
as follow:

Fulkerson’s rule of Node – Numbering

a) Recognize the initial event of a network. This initial event will have arrows coming
out of it and none entering into it. Number the initial event first, say 1 .
b) Delete all arrows emerging from event 1. This will create atleast one more initial
event.
c) Number these initial events as ‘’2, 3,……’’
d) Delete all emerging arrows from these numbered events which will create new initial
events.
e) Follow step (c).
f) Continue until the final event of the network which has arrows entering into and none
coming out of it.
vii) A restriction is a prerequisite relationship which establishes the sequence of activities.
When one activity must be completed before a second activity can begin, the first is
considered to be restraint or restriction on the second. The symbol or < between two
activities a and b indicates that activity a is a restriction on b.

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