Project Management Process [in Construction]
ADVANCE PROJECT MANAGEMENT Project Management Process [In Construction Project] Ibtisam, Badar Reg.No— CIIT/SP13-RPM-292/CVC CIIT/SP13-RPMEmail: [email protected]
pk Project Management Process | 2 Project Management Processes A PROJECT MANAGEMENT Process is the management process of planning and controlling the performance or execution of a project. Project management is one of the critical processes of any project. This is due to the fact that project management is the core process that connects all other project activities and processes together.
Project management is a responsible process. The project management process connects all other project activities together and creates the harmony in the project. Therefore, the project management team should have a detailed understanding on the all project management processes and the tools that they can make use for each project management process. When it comes to the activities of project management, there are plenty. However, these plenty of project management activities can be categorized into five main processes. THE FIVE PROJECT PROCESS GROUPS . Initiation 2. Planning 3. Implementation / Execution 4. Monitoring, Evaluation & Control 5. Closure Project Management Process | 3 Project Management Process [In Construction Project] In my all working career, I only deal with two types of projects, i. e. IT and Construction Project. So if someone asks to me where you have to invest, I will prefer these two areas. In this report, I’m discussing about construction project management process. As I believe, construction is a field which boosts jobs and help in unemployment.
In this report, I want to talk about project management process according to new project of Housing society or Villas construction project. I will consider this project according to each phase and step of project management process. Project Initiating The Initiating phase of the Construction project management process is where the project gets defined and authorized by management. The inputs to this phase are usually a statement of work or a contract given to you by the project sponsor. Other inputs are the environmental factors of your organization such as policies, procedures, and cultures to name a few.
The output of the Initiating process is a Project Charter, focus on project scope and costs issue, set major milestones, and a Preliminary Project Scope Statement. We value leading the Project with a commitment that allows for nothing but success. By embracing new ideas, working well with our partners, meeting challenges with enthusiasm, and serving as positive advocates for the project, we will provide the leadership required for exceptional delivery. We value managing the Project well by clarifying our priorities, defining expectations and directing all efforts toward addressing the most critical issues first.
Working hard to determine what must be done to guide potential toward opportunity will provide the focus we need to succeed. We value the resources entrusted to us. By developing and recognizing our staff, practicing fiscal responsibility, measuring and reporting on performance, delivering what we promise, keeping to a schedule, and communicating with honesty and transparency, we will demonstrate our integrity. Measures of Success • • • • • • Safety: No Recordable or lost time injuries and reportable injuries lower than the industry average Schedule: Meet or eat established project milestones Budget: Manage risks to contain costs within budget Quality: Conform to project requirements without adverse effects on milestones or budget Environmental Compliance: Complete project without permit violations. Public Perception: Strong Community Support Through Effective Communication Project Management Process | 4 Project Planning Once a contract has been awarded: It is the responsibility of the project staff to review the item material lists and arrange for deletion of material codes that will not be required.
They shall also request addition of item material codes that they determine are necessary. Site Manager staff reviews the uploaded data in Site Manager for accuracy prior to making a project active. If the contract contains more than one category, the site manager staff will discuss with the project engineer and supervising engineer (SE) the need to keep the multiple categories. The SE will determine if the Site Manager staff should process an administrative construction order to combine Categories with like federal funding. A preconstruction meeting with the Contractor must be held for all Contracts awarded.
The purposes of the meeting are: • To review the Contract, especially job-specific special provisions. • To discuss Project features, particularly those that may present problems. • To discuss Environmental Permits and concerns. • To discuss the potential problems of water pollution and soil erosion. • To review the Contractor’s proposed progress schedule. • To review the methods of handling traffic. • To review sampling and testing requirements for materials to be used throughout the construction process. Project Management Process | 5 To address any of the Contractors’ questions concerning the plans and the Contract. Any problems that cannot be resolved at this meeting will be reviewed with the District office, and the final determination will be transmitted to all concerned, and if feasible, incorporated in the written report of the meeting. Start and completion dates for utilities must also be sent to: • the Manager of Fiscal and Special Projects, and • The Transportation Utilities Engineer. Notification should be sent to both of the above within seven days of effective completion date so final audits can be performed.
The original of all memorandums regarding project status must be addressed and sent to the Construction Division Chief. The functional requirements for construction planning such as technology choice, work breakdown, and budgeting. Construction planning is not an activity which is restricted to the period after the award of a contract for construction. It should be an essential activity during the facility design. Also, if problems arise during construction, re-planning is required. Project Implementation/Execution
In this stage we deal with contract management, Construction Management , and cost management. The integration of the different design aspects almost always requires that changes in approach be made in each aspect to accommodate the others. Such changes should be made as early in the design of the building as possible, since the time and work required in making changes increases rapidly as the design becomes more detailed.It is helpful therefore to have a systematic approach to the coordination of these approaches, and the Design Brief is a good opportunity for providing this.
It is suggested that some initial indications are included in the Design Brief at the project inception stage, and that the consultants amend these as the design develops. The building envelope consists of all the different elements that make up the fabric of the building, such as the floor, walls, windows and roof. Most of the design decisions relating to the building envelope are the responsibility of the architect and structural engineer. They have a large impact on the thermal performance of the building, and it is therefore essential that the performance of the envelope is coordinated with the design of the HVAC system.
This is the area that offers most opportunities for improved building performance through an integrated design approach. Project Management Process | 6 Monitoring, Evaluation & Control In this portion we deal with risk management, quality management and also do many kind of testing. Quality control starts with matching expectations about quality levels with budget and scope during planning and design reviews and continues through construction delivery with a program of inspections, tests, and certifications.
It requires a coordinated performance among the entire project team in order for a completed building program to fully satisfy a client’s and the building users’ expectations. Having a process implemented at the beginning of the project will help define the goals as well as provide a continuous measurement system over time to make sure the objectives are being met. The responsibility rests withe project team and the project owner. Also the manager who has ”general management” or ”project owner” jurisdiction also shares in the residual responsibility.
This process is done at many levels such as: – The individual professional’s level – The work package level – The functional manager’s level – The project team level – The general manager’s level – The project owner’s level Project audits provide the opportunity to have an independent appraisal of where the project stands and the efficiency and effectiveness with which the project is being managed. Audits can be planned periodicly, but also requested when there is a sense that the project is in trouble, or when a new manager takes over in order to become accustomed with the project.
Project audits should: – Determine what is going right or wrong, and why – Identify forces and factors that have prevented achievements of cost, schedule, and technical performance goals and Evaluate the efficacy of existing project management strategy – Provide for an exchange of ideas, information, problems, solutions, and strategies with the project team members The task is to manage the project as it progresses, using the project control systems to maximum advantage. Project control is best analyzed by applying the factors of a unique operation, following its output and measuring its results.
All factors are to be considered; labor, materials and equipment. One might also have to consider the role of the subcontractors, as they affect the sequencing of a task. In measuring the factors, the project manager must key in on the productivity of his labor force, measuring output over a given period of time. From these results, the project manager can then make a comparison against the project estimate, and against the objectives to meet the expected goals. To be affected in managing the project, the project manager must exercise three modes of operation.
These three modes are planning, communicating and monitoring of the project. The project must be well-planned, each factor of the plan properly communicated, carefully monitored and controlled. Proper planning involves one of the initiatives of the goal setting process, the preparation of the schedules, a solid logistics plan and time-based general conditions established to monitor all phases of construction. The limits of construction should be clear and they must comply with the language of Project Management Process | 7 the contract documents. Collectively, these are the tools needed to compile this information.
It must then be the commitment of the project superintendent and labor forces to carry out the tasks within these limits. To properly implement the plan, the plan must be communicated in such a fashion that there is full understanding of its purpose. One successful mode is the construction schedule. This guide to the project must clearly show each activity starting and finishing dates, duration, resources, long lead item purchasing schedule, submittal dates, purchasing dates, materials delivery to site dates all tied together by meaningful relationships, the networking between tasks. Closer & conclusion
As part of the Project Closure Plan, Suring success of a project the Project Manager needs to remain mindful of the close-out activities that bring a job to its responsible end. The process involves several very important accomplishments that are clearly defined in the construction documents usually in the general conditions section of the specification book. To be successful it is always prudent to be informed and prepared. At the startup of the project a review of each trade section would further help identify needed final submittal information, that each of your subcontractors would be obligated to produce to complete their contract.
It is now time to make a close out checklist. This checklist is an excellent tool to include in each subcontract, locking each subcontractor into ownership of their respective final submittal material, whether it is warranties, record drawings, or operation and maintenance manuals a clear reminder at the set time of contract signing is a good way to identify that you are in control. Referencing this information at the halfway point of a longer project would allow you to focus on closing out subcontracts of early finish work completed early, reducing your challenges at the end of the project.
The close-out materials are generally comparable to the submission materials required for approval by the architect at the start-up of the work by any trade. At the end of the project a manual including all of these pieces of literature are assembled and you publish this collection to the client via the architect. Additional information may include as-built drawings; replications of the architect plans with markups that identify the changes made and approved throughout the construction period and most certainly, letters of warrantee from each participating subcontractor. process will be developed that will address the things most important to employees as they explore options for their future. During this process, the management team promises to: • Be open and honest about decisions that affect an employee’s position on the team • Work directly with employees to allow opportunities inside and outside the project to develop new skills and refine existing ones • Promptly communicate to employee’s project changes that might affect them.
We want to keep employees engaged in the current project and ensure that they are ready for new challenges. Employees can share immediate and long-term plans by completing the Employee Interest Survey described above. The employee’s manager will schedule an informal meeting to discuss the employee’s responses in the Interest Survey. The outcome of this meeting will be to turn those short and long-term goals into an action plan.