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Synchronization of Construction Project Management in Building Information

Modeling

Master Thesis

Construction and Real Estate Management

University of Applied Sciences, Berlin

Helsinki Metropolia University of Applied Sciences

Submitted on 12.04.2011

Md.Afjalur Rahman

Student ID: 527076

First Supervisor: Prof.Dr.-Ing. Mrkus Kramer

Second Supervisor: Prof.Dr.-Ing. Dieter Bunte


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Synchronization of Construction Project Management in Building Information Modeling

International Master of Science in Construction and Real Estate Management

Joint study program of HTW Berlin and Metropolia Helsinki UAS

Conceptual Formulation January 12, 2011

Of the Master Thesis for Md. Afjalur Rahman(0527076)

Title: Synchronization of Construction Project Management in Building Information

Modeling.

Background:

Like every industrial sector building development sector also needs a prototype before going

on construction. Building or every type of construction job is new and more challenging with

new difficulties. The prototype is the best solution for this kind of challenging work. BIM or

Building information modeling first create a opportunity in building sectors to make such

kind of prototype for forecasting construction stages.

But the process is still now quite limited with the early construction phase or in design

phase. More precisely most of the people used BIM or think BIM, as a method to give better

coordination in design and visualization. While the construction phase and life cycle is the

most vital part of any construction. It is also possible to make construction management and

life cycle management through BIM. But it needs the right application in right way, because

still now BIM used in construction management is fragmented with different thoughts and

ideas.

The task:

The main objective is that, how to define a clear way or how to synchronize the construction

activities after design stage through BIM. Construction of a project is divided in different

layers and construction management evolved all the layers with different names and different

scope.

The author will focus on the technical relationship of construction project work through BIM

and identify a route to be applicable as BIM approach in the construction project

management phase.


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Synchronization of Construction Project Management in Building Information Modeling i

Research problems:

1. What is the key concept of BIM and construction project management?2. Where is the linkage on BIM and construction project management?3. How BIM can support construction project management?4. Which kinds of tools presently exist to support construction project management

through BIM?

5. Which way BIM can make collaboration of total construction phase and in thefacility management through the life cycle of the building?

6. What kind of contractual problem arise in the implementing of BIM workflow inconstruction management phase or in later phase?

7. How can BIM support all kinds of infrastructure projects?8. Why BIM is fragmentized in the implementation part of construction project

management?

Signature of the 1st

Supervisor


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Synchronization of Construction Project Management in Building Information Modeling ii

Abstract

In last 30 years construction industry has been changed with other industry. The scope andrange of work increased enormously. But unfortunately the technological advancement is not

quite satisfactory compared with other manufacturing industry. With the advancement of

technological support manufacturing industry reduce their waste, improve quality and time.

While construction industry is unique in every project, thus due to lack of technological

support the waste in construction industry is quite higher than any other industry. As well as

often delayed due to faulty error prone calculations. CAD is the first technological

advancement in construction industry. But this advancement is not developed all over the

construction process. It means from the inception to execution it does not work. CAD has

limited effects until design phase. When design phase is just only the inception of

construction.

Later, in the end of last century Building Information Modeling concept came to the

construction world. The purpose of this new concept or technology is to increase efficiency

in construction industry. From the very beginning it focuses on the inception to execution

process of construction projects.

The aim of this thesis paper is to demonstrate a clear view to manage a construction project

in construction phase through BIM process. To make this paper, materials are used as BIM

software and construction management study experience, publications, AEC journals,

articles, software vendor brochure, online magazines and the most important practical

experience based books and regarding related topics.

The findings of this thesis will make a conceptual path of construction management through

Building Information Modeling or rather it can be better to say the whole process as

construction MIS. The main aspect is to define a view to make construction management

easier, less waste and increase efficiency with technology.

Key words: construction management, BIM, conceptual path, efficiency, construction MIS


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Synchronization of Construction Project Management in Building Information Modeling iv

Table of Contents

Table of Figures ix

List of Tables xii

List of Abbreviations xiii

1. Introduction 12. Construction Project Management 5

2.1 Construction Project Management Definition 52.2 Construction Project Management Phases 7

2.2.1 Pre Construction Phase 82.2.1.1Design-Bid-Build 92.2.1.2Design-Build 11

2.2.1.2.1 Designer and Contractor Relationship 122.2.1.2.2 Full Service Design Build Firm 122.2.1.2.3

Joint Venture 13

2.2.1.3Integrated Project Delivery Method 132.2.1.4Construction Management Method 14

2.2.1.4.1 Agency CM 142.2.1.4.2 At-Risk CM 15

2.2.2 Construction Phase 172.2.2.1Managing Job site and Construction operation 172.2.2.2Planning and Scheduling the project 182.2.2.3Monitoring and Controlling the Project Performance 202.2.2.4Managing Project Quality 222.2.2.5Managing Project Safety 232.2.2.6Assessing Project Risks 23

2.2.3 Project Delivery Phase 252.2.3.1Project Punch Out 26


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Synchronization of Construction Project Management in Building Information Modeling v

2.2.3.2Substantial Completion 262.2.3.3Certificate of Occupancy 272.2.3.4Commissioning 272.2.3.5Final Documentation 272.2.3.6Warranties 282.2.3.7Project Evaluation 28

2.3 Construction Project Management Framework 292.3.1 Construction Project Integration Management 302.3.2 Construction Project Scope Management 312.3.3 Construction Project Time Management 322.3.4 Construction Project Cost Management 332.3.5 Construction Project Quality Management 342.3.6 Construction Project Human Resource Management 352.3.7 Construction Project Communications Management 362.3.8 Construction Project Risk Management 372.3.9 Construction Project Procurement Management 382.3.10 Construction Project Safety Management 382.3.11 Construction Project Environmental Management 392.3.12 Construction Project Financial Management 402.3.13 Construction Project Claim Management 41

3. Building Information Modeling 423.1 Building Information Modeling Concept Definition 423.2 Building Information Modeling Principle 443.3 Building Information Modeling Scopes 47

3.3.1 Architectural Scope 473.3.2 Structural Engineering Scope 483.3.3 MEP Scope 493.3.4 Fabrication Scope 503.3.5 Construction Management Scope 533.3.6 Facility Management Scope 553.3.7 Sustainability and Life Cycle Scope 57

3.4 CAD Transformation in BIM 58


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Synchronization of Construction Project Management in Building Information Modeling v

3.5 BIM Tools 603.5.1 Autodesk BIM Tools 60

3.5.1.1Design and Documentation solution 603.5.1.1.1 Autodesk Revit Architecture 603.5.1.1.2 Autodesk Revit Structure 613.5.1.1.3 Autodesk Revit MEP 613.5.1.1.4 AutoCAD Civil 3D 61

3.5.1.2Analysis and Visualization solutions 613.5.1.2.1 Autodesk Ecotect Analysis 613.5.1.2.2 Autodesk Robot Structural Analysis Professional 623.5.1.2.3 Autodesk 3Ds Max Design 623.5.1.2.4 Autodesk Navisworks 623.5.1.2.5 Autodesk Quantity Takeoff 62

3.5.1.3Collaboration Solution 623.5.1.3.1 Autodesk Buzzsaw and Constructware 62

3.5.2 Graphisoft BIM Tools 633.5.2.1ArchiCAD 633.5.2.2ArchiCAD MEP Modeler 633.5.2.3Eco Designer 643.5.2.4Artlantis 643.5.2.5Virtual Building Explorer 64

3.5.3 Tekla BIM Solution 663.5.4 Vico BIM Solution 683.5.5 Other BIM Solutions 70

3.5.5.1Bentley BIM Solution 703.5.5.2Solibri Model Checker 703.5.5.3Nemetscheck BIM Solution 71

3.6 Data Exchange solutions 723.6.1 IFC 723.6.2 Other Data Exchange solutions 743.6.3 Comparison of Different Data Exchange Format 75

3.7 BIM based Construction Management Case study 75


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Synchronization of Construction Project Management in Building Information Modeling vi

3.7.1 Barton Malow Case Study 753.7.2 Construction Management in Bridge Case Study 773.7.3 Summary of Case Studies 78

4. BIM and Construction Project Management Linkage 794.1 Construction Project Management Development through BIM 794.2 BIM and Preconstruction 814.3 BIM and Construction 844.4 BIM and Post Construction 854.5 BIM and Facility Management 85

5. BIM Simulation in Construction Project Management 885.1 BIM Implementation in Preconstruction 88

5.1.1 Construction Project Integration Management in BIM 885.1.2 Construction Project Scope Management in BIM 955.1.3 Construction Project Cost Management in BIM 100

5.2 BIM Implementation in Construction 1025.2.1 Construction Project Time Management in BIM 1035.2.2 Construction Project Cost Control Management in BIM 1075.2.3 Construction Project Quality Management in BIM 1085.2.4 Construction Project Human Resource Management in BIM 1125.2.5 Construction Project Communications Management in BIM 1145.2.6 Construction Project Risk Management in BIM 1185.2.7 Construction Project Safety Management in BIM 1235.2.8 Construction Project Environmental Management in BIM 1255.2.9 Construction Project Procurement Management in BIM 1275.2.10 Construction Project Financial Management in BIM 1295.2.11 Construction Project Claim Management in BIM 1305.2.12 Construction Project Site and Logistics Management in BIM 131

5.3 BIM Implementation in Post Construction 1335.3.1 Handover Management in BIM 1335.3.2 Facility Management in BIM 134

6. Discussion and Conclusion 1366.1 Future BIM Construction Management 136


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Synchronization of Construction Project Management in Building Information Modeling vii

6.2 Discussion and Results 1406.3 Conclusion 144

List of Literature 148

Online Sources 150


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Synchronization of Construction Project Management in Building Information Modeling ix

List of Figures

Figure 1.1 Life cycles on construction projects 7

Figure 1.2 Preconstruction phase 8

Figure 1.3 Design -Bid-Build process 9

Figure 1.4 Design-Bid-Build structure 10

Figure 1.5 Agency CM approach 14

Figure 1.6 At-Risk CM process 15

Figure 1.7 Non residential designs and construction delivery method in U.S.A 16

Figure 1.8 Preconstruction phase cycle 16

Figure 1.9 Planning process 18

Figure 1.10 Planning and scheduling diagram 19

Figure 1.11 Basic cost/value S-curve 21

Figure 1.12 Project close out phase 25

Figure 1.13 Typical construction management team 29

Figure 2.1 Fabrication from design data to CNC 52

Figure 2.2 CAD transformations to BIM 59

Figure 2.3 Artlantis rendering 65

Figure 2.4 Exporting model in virtual environment 65

Figure 2.5 Tekla structure reinforcement bending model 67

Figure 2.6 Vico cost planner 69


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Synchronization of Construction Project Management in Building Information Modeling x

Figure 2.7 Solibri model checker rules check 71

Figure 2.8 IAI vision shared project model, IAI 1997 73

Figure 2.9 Barton Malow Project 3D structure in Tekla 76

Figure 3.1 Construction productivity index compared to nonfarm industries 79

Figure 3.2 BIM preconstruction phase cycle work 83

Figure 4.1 Schematic (simulation) design model in 3D by AutoCAD 90

Figure 4.2 Architectural (simulation) model for detailed design in ArchiCAD 90

Figure 4.3 Structural (simulation) model for detailed structural design by TEKLA 91

Figure 4.4 MEP(simulation) model for detailed design by Vico Constructor 92

Figure 4.5 Integration management (plan development) through BIM 93

Figure 4.6 BIM based Design-Bid-Build proposed model 97

Figure 4.7 Approach differences in integrated and traditional way 98

Figure 4.8 Quantity information takes off from Solibri model checker 101

Figure 4.9 Cost report in Microsoft Excel 101

Figure 4.10 Flow chart of cost (estimation) model through BIM 102

Figure 4.11 Process of scheduling through BIM support 104

Figure 4.12 BOQ in Vico control software 105

Figure 4.13 Scheduling in Vico control software 105

Figure 4.14 Scheduling control in Vico software without construction simulation 106

Figure 4.15 Location based time simulation for scheduling control 106

Figure 4.16 Clash detection check (simulated model) in Autodesk Navisworks 109

Figure 4.17 Total quality Management phases 111


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Synchronization of Construction Project Management in Building Information Modeling x

Figure 4.18 Design communications through IFC data format 117

Figure 4.19 Field communications through BIM 117

Figure 4.20 Safety rule set and check in Naviswork 123

Figure 4.21 Safety net models through architect model 124

Figure 4.22 Transfer the model in Google earth for determine the env. Effect 126

Figure 4.23 Model in Google Sketch up Pro 126

Figure 4.24 Procurement material list from architect (simulated) model 128

Figure 4.25 Financial management processes in simulated model 130

Figure 4.26 Model placed at real site to make site management plan 132

Figure 4.27 Logistics placement model in the site 133

Figure 4.28 Facility Management Flowcharts in BIM 135

Fig 5.1 Composite model concept 137

Fig 5.2 BIM server data collection and transfer model 139


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Synchronization of Construction Project Management in Building Information Modeling xi

List of Tables

Table 1.1 Risks allocation table 24

Table 2.1 IFC 2*3 support software 73

Table 2.2 Comparison of different data exchange format 75

Table 2.3 Summary of case studies 78

Table 3.1 BIM and preconstruction phase linkage 86

Table 3.2 BIM and construction phase linkage 87

Table 3.3 BIM and post construction phase linkage 87

Table 4.1 Summary of integration management in BIM 94

Table 4.2 Summary of scope management in BIM 99

Table 4.3 Summary of quality management in BIM 112

Table 4.4 Risk assessment and BIM support on prebid 119

Table 4.5 Risk assessment and BIM support on design risks 120

Table 4.6 Risk assessment and BIM support on construction risks 120

Table 4.7 Risk assessment and BIM support on political and legal issues 121

Table 4.8 Risk assessment and BIM support in financing risks 121

Table 4.9 Risk assessment and BIM support in environmental risks 122

Table 5.1 BIM support in overall construction management 145


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Synchronization of Construction Project Management in Building Information Modeling xii

List of Abbreviations

AEC Architect, Engineering and Construction

ASCE American Society of Civil Engineers

BIM Building Information Modeling

BOT Build-Operate-Transfer

BOQ Bill of Quantity

CAD Computer Aided Drafting

CAFM Computer Aided Facility Management

CMAA Construction Management Association of America

CM Construction Management

CNC Computer Numerical Control

CityGML City Geographic Markup Language

DBB Design-Bid-Build

DB Design-Build

DFX Drawing Exchange Format

DWF Drawing Web Format

ERP Enterprise Resource Planning

GMP Guaranteed maximum price

GIS Geographic Information System

GPS Global Positioning System


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Synchronization of Construction Project Management in Building Information Modeling xiv

HR Human Resource

HRM Human Resource Management

IFC Industry Foundation Classes object oriented file format

HVAC Heating, Ventilating, and Air Conditioning

IPD Integrated Project Delivery

IFC Industry Foundation Classes

IAI International Alliance for Interoperability

LEED Leadership in Energy & Environmental Design

MIS Management Information System

NIST National Institute of Standards and Technology

OSHA Occupational Safety and Health Administration

PM Project Manager

PDF Portable Document Format

QFD Quality Function Deployment

RCC Reinforced Cement Concrete

RFID Radio-Frequency Identification

RFI Request for Information

TQM Total Quality Management

UK United Kingdom

US United States

VTT Valtion Teknillinen Tutkimuskeskus

WBS Work Breakdown Structure


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Synchronization of Construction Project Management in Building Information Modeling xv

XML Extensible Markup Language

3D 3 Dimensional

2D 2 Dimensional

4D 4 Dimensional

5D 5 Dimensional


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Synchronization of Construction Project Management in Building Information Modeling xv


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Synchronization of Construction Project Management in Building Information Modeling 1

1. Introduction

Buildings and infrastructures are the symbol of civilization.

From the very beginning, mankinds are intended to make house for their basic shelter. Laterwith time, the demand of people increase and according to their demand all kind of civil

facilities grown up. The history of this journey was glorious. Mankind built the giant

Pyramid, Great wall before making the BMW car. So people have knowledge from the

beginning of civilization to built infrastructure with traditional developing technologies.

With time the technology and knowledge developed and for that reason now on this age we

see mega structures, high rise skyscrapers and so on. The development of industrial sector

increases rapidly in the last century. This development also touches on the construction

industry. People need new spaces for work, for industrial work, for power and facilities that

can meet the ongoing demand of the society. With the increased and development of global

trade in manufacturing industry, poses a cold competition to make better products in desire

quality, reduce wastes and provide efficiency in every phase of the production management.

So that the product can be made in quality and meet the demand of the consumer.

Like any other manufacturing industry construction industry is also a big industry. Its a

unique production industry. Every construction project is different here. They are different in

size, in use, cost and so on. So it is clearly assumed that the complexity of this industry is

much more than any other manufacturing industry due to the uniqueness of each

construction project. The complexity starts with expectation of the owners and ends with the

life cycle process of the structure or infrastructure. As a result this industries productivity is

quite low than other manufacturing industries. They produce much more wastes in material,

time, money and obviously organizational value. In recent NIST report shows that, the

annual waste in construction industry in US alone is $15.8 billion1. From this it can clearly

assumable the world construction industry produce how much wastes in total construction

projects.

The forms of wastes are defined by Sir John Egan. A study conducted in USA, Scandinavia

and UK shows that, the problems are as follows

- Up to 30% construction rework


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- Labor is used at only 40-60% of potential efficiency- At least 10% of material are wasted 2

From the beginning manufacturing industries are concern about the productivity of the

process system, market development, new technologies and implementing efficient

management system. So that, now we can see so many new production theory or concept

that can reduce wastes, increase efficiency and so on. As an example, so many production

companies in USA and Japan applied Deming price philosophy.

Dr.W.Edwards Deming focus on manufacturing problems and then make some appropriate

principles on management, organization an increase quality and simultaneously reduce costs(

target set as reducing waste, rework, staff attrition and litigation with increasing customersatisfaction.) Dr. Deming thinks it as a process of continual improvement and think of

manufacturing as a system, not as particular part.

In the beginning of 1990 there was a new manufacturing concept came named as Lean

manufacturing or simply termed as Lean. The main concept of this philosophy is to

increasing efficiency, decreasing waste and using empirical methods for making decision

rather than followed traditional ideas. Lean concept came from Toyota production system,

when they remove their 7 wastes to improve value.3

Later this principle is widely used inmanufacturing companies to improve quality and remove wastes

_________________________

1Solibri magazine/ 1.2010/open BIM is here/by Heikki Kulusjrvi/CEO Solibri, http://www.solibri.com/documents/english-

material/solibri-magazine-1-2010/download.htm access 17.01.2011 time, 4.30 PM2BIM Journal. Issue 1; 2009, BIM Concept over budget, delays, rework, standing time, materials waste, poor

communication, conflict. Page -1,bimjournal.dev.asentechdev.com/index.php?option access 17.01.2011 time 5. 13 PM3Holweg, Matthias (2007). "The genealogy of lean production". Journal of Operations Management 25 (2): 420437.

doi:10.1016/j.jom.2006.04.001,access 1.28.2011, 6,17 PM


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Construction projects are fully occupied with various kinds of wastes. The type of waste can

be defined as waste in time, waste in money and waste in value. To reduce this wastes

construction or AEC industry also focused on to develop the management system and the

production process. While construction process are different from other projects in a fashionthat, in a single construction project the no. of stakeholders are quite large and even the

process is complicated than other industries. To minimize wastes construction industry also

followed Lean construction principles. The main principle is same to Lean manufacturing

process. The process came to known by Lauri Koskela in 1992 in construction.

From research it is found that traditional construction management system not able to

perform execution in project maintaining time, quality and budget. The reasons behind that

found by 6th

annual survey of construction owners by CMAA, "While the cost of steel andcement are making headlines, the less publicized failures in the management of construction

projects can be disastrous. Listen carefully to the message in this comment. We are not

talking about just materials, methods, equipment, or contract documents. We are talking

about how we work to deliver successful capital projects and how we manage the costs of

inefficiency."4

Hence construction industry also feels to make changes in their working way, to break the

traditional system and to adopt new process to reduce wastes. While the practice of Lean

construction in construction industry rises day by day as a process.

Computer aided drafting or CAD system changes the world from pencil drawing to computer

drafting. The development starts at 1970 and from that time the construction and production

world changing enormously day by day. The blessing of information technology or computer

technology makes the world faster. This change brings us the faster flight from Paris to New

York. The production industry also used it quite impressively with management information

system; computer numerical controlling system, automation, and prototype build up. This

technology makes the production industry more efficient with their process based system.

_________________________________

4http://www.cmaanet.org/,access 1.28.2011,7.05 PM


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But unfortunately the development in construction industry is not so impressive like

manufacturing industry. Perhaps at the beginning of new century a new technology or can be

specified as a system termed as BIM changes the construction world. It makes the door open

to developed construction industry with digital information. It makes the way to build

prototype before original construction takes place. It opens the door to provide better

information for better management and better process in practice. It opens the door to

implement its better information, inception to completion phase of construction.

To maintain success in construction industry it is essential to build up relation with process,

technology, organization and the most important thing is knowledge to combine this three

things.5

The process applicable in the construction projects are defined in project management body

of knowledge. Where cost, quality and time is most important factor. On the other hand

Lean Construction principle shows a new way from traditional way to bring success in

construction industry. By research, there is a synergy found between Lean as a process and

BIM as technology.6

At last in the part of conclusion of this introduction it can be said that, BIM provides support

as a technology that build the efficient and productive process of construction. In this thesisthe main idea is to make the practical way to support the process system or management

system through BIM in the construction phase of the project.

___________________________

5Lean Construction, Construction blog, 2008, http://constructiondata.wordpress.com/2008/05/21/lean-construction/,

access 1/28/11 , 9.39 PM6

Revised and submitted 11/2009 to the Journal of Construction Engineering and Management 2009 Sacks, Koskela,

Dave and Owen,The Interaction of Lean and Building Information Modeling in Construction, page 1


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2. Construction Project Management

This chapter will discuss about the mean of construction management, the phases of

construction management and the framework to maintain a construction project.

2.1 Construction Project Management Definition

Construction project management is a broad meaningful word. Before giving any idea of

construction project management it would be better to know what is project and

management. Both words have very deep meaning on its context.

Project itself is a big term for explanation. In general, project means to perform some work

to achieve a desired goal or destination. From the beginning to end until the desired goal

achieved it can be termed as project or project period. A project can thus be defined in

terms of its distinctive characteristics-a project is a temporary endeavor undertaken to create

a unique product or service. Temporary means that every project has a definite beginning

and a definite end. Unique means that the product or service is different in some

distinguishing way from all other product or services.7

Management is the core heart of any industry, company or any process. A phrase given by

Mr. Thomas Rohweder Organization never moves itself, only in downhill.8 The key to

move organization is management. According toMary Parker Follett (18681933), who

wrote on the topic in the early twentieth century, defined management as "the art of getting

things done through people". She described management as philosophy.9

Management comprises planning, organizing, staffing, leading or directing, and controlling

an organization (a group of one or more people or entities) or effort for the purpose of

accomplishing a goal. Resourcing encompasses the deployment and manipulation of human

resources, financial resources, technological resources, and natural resources.1

______________________________________7A guide to the Project Management Body of Knowledge (2000), PMBOK GUIDE, Project Management Institute, page no-

48Leadership course; PPT material by Mr. Thomas Rohweder.

9Vocational Business: Training, Developing and Motivating People by Richard Barrett - Business & Economics - 2003. -

Page 5110

http://en.wikipedia.org/wiki/Management


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Now with combining project and management, project management can be defined as;

The overall planning, co-ordination and control of a project from inception to completion,

aimed at meeting a clients requirements in order to produce a functionally and financially

viable project that will be completed on time, with in authorized cost and to the required

quality standards.11

With combining this meanings according to the book of Charles Patricks Construction

Project Planning and Scheduling the definition of construction project management or

construction management is that Construction Management(CM)entails the planning,

scheduling, evaluation and controlling of construction tasks or activities to accomplish

specific objectives by effectively allocating and utilizing appropriate labor, material and time

resources in a manner that minimizes costs and maximizes customer/owner satisfaction.12

Well, construction project management or we can simply term as construction management

is not as simple as definition. Cause it consists of enormous task to perform and organizing

these tasks is a big challenge for every construction management team. But the main aspect

is same for every construction management team to deliver project in time, with estimated

cost and in desired quality.13

_______________________________

11CIOB(2002) Code of practice for Project Management for Construction and Development, 3 rd Edition. Blackwell

publishing, Oxford.12

Barbara J. Jackson, 2010; Construction Management Jump start 2nd Edition, Wiley Publications Inc. Indianapolis,Indiana,page -4013

Stanley E. Portny, 2007; Project Management for Dummies, 2nd Edition, Wiley Publishing,Inc, page-24


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2.2 Construction Project Management Phases

Every kind of Construction has its own life cycle. The life cycle starts from clients point of

view. Clients demand make the inception of the project and later through the successful

handover ofclients desirable product, in general termed as completion or project delivery.14

Through the inception to completion in the life cycle of the project, it divides the total time

in some phases and every phase is managed by different people. The following figure

illustrate the general phases occurred in the life cycle of construction projects.

Figure 1.1 Life cycles on construction projects.15

Well, for any project the most important factor is projects owner. The word owner is used in

a big context. Owner means the person who will initiate the project financially. Thus the

owner can be a group of people like stakeholders, developers or it might be government

project. Every project is the result of owners demand. The set begins in this way that, to

meet owners demand a group of people worked together in some stages to deliver the

project. The total period starting from owners idea, can be divide in three major stages or

phases.

_______________________

14Peter Fewings, 2005, Construction Project Management, An Integrated Approach, Taylor and Francis, London And New

York; page 7

15Construction Project Management, An Integrated Approach; by Peter Fewings; page 8;Source CIOB; CIOB (2002) Code

of Practice for Project Management for Construction and Development, 3 rd Edition. Blackwell Publishing Oxford.(figure

3.1)


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The phases are as below-

1. Preconstruction phase2. Construction phase3. Project delivery phase

The whole project life cycle majorly divided in these basic three stages. Where in every

stage construction management team find new personnel and new approach.

2.2.1 Pre Construction Phase

As earlier mentioned project starts with the idea of owner or end user. From owner the

concept of the project comes out and then it goes to architects drawing sheet. In general

every project inception phase is the same. After owner the second early participator in the

project is architect. From architect idea and drawings the next set begins in the field.

After the concept of project the owner think about the procurement way for completion the

project. In this case the first issue comes as the contract. It can be said that, design and

tendering are the most common preconstruction phase in every construction project.

Figure 1.2 Preconstruction phase

From preconstruction stage owner think about the procurement or the project delivery

method. Project delivery is another important and crucial part of the project. Becausedepending on the project delivery method the construction process later goes on. Delivery

methods are form of contract with different parties who will take the responsibility to

completion of the project. There is several delivery methods exist in the construction

industry. These methods are important, cause according to this contract or delivery method

Project Conception /Predesign

Initial Design/Schematicdesign

Detailed design/Designdevelopment

Implementationsdocuments/Construction

documentation


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contractor or the construction management team has to perform their work. Often in

construction industry dispute arise with owner to contractor due to faulty contract agreement.

The main part of preconstruction phase is to select the delivery method and according to this

owner gives the working order to the contractor or related organization. The common

delivery methods are described below

2.2.1.1 Design-Bid-Build

The definition of DBB or Design-Bid-Build is that, A project delivery method in which the

owner holds two separate contracts for design and construction. This method is often

referred to as the traditional project delivery method.16

Figure 1.3 Design -Bid-Build process

Design-Bid-Build is a linear concept of delivery process. In this method, three parties play

the major role in the total construction. At first, owner makes a contract with architect for the

total or partial schematic design. It depends on Owners interest. Feasibility study can also be

on this stage or owner can make it by different organization. But normally the feasibility

study is done before preliminary design stage. Architect at first make the preliminary design,

schematic design and in later the total final design. The final design will be the joint

collaboration of total design team where mechanical, electrical and plumbing engineers arealso take part in the design phase.

After the completion of design, design team focus on the documentation for general contract

bidding. They make the design document in digital PDF or in CAD files.

___________________________________16

Barbara J. Jackson, 2010; Construction Management Jump start 2nd Edition, Wiley Publications Inc. Indianapolis,

Indiana,page no-47

Owner

design Contractor


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Well there is an always complexity in sharing information of design in general bidding.

Contractually, however, the design team is not typically responsible for sharing digital files

and often doesnt to limit any involuntary editing or further possibility for misinterpretation

of information.17

In this method, there is no communication between the designer and design team with the

contractor. Because in this method they are not bounded with any legal agreement for data

share in construction phase. Its a linear approach and there is no involvement of general

contractor regarding design. The main responsibility for contractor is to perform work

according to the design document and accomplish the project in time with desired quality

and cost.18

Figure 1.4 Design-Bid-Build structure

Under the design-bid-build method, the owner warrants the sufficiency of the plans and

specs to the contractor. If there are gaps between the plans and specs and the owners

requirements or any errors and omissions in the design, the owner is responsible for payingfor those corrections.

19

________________________

17Brad Hardin, 2009; BIM and Construction Management; Proven tools, methods, and workflows, Wiley Publishing Inc.,

Indianapolis, Indiana; page no-09

18,19Barbara J. Jackson, 2010; Construction Management Jump start 2nd Edition, Wiley Publications Inc. Indianapolis,

Indiana; page no- 48

Design Bid Build


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2.2.1.2Design-BuildDesign build is quite flexible delivery method. According to Design-Build Institute of

America ( DBIA) the definition for design build method is,

The design-build form of project delivery is a system of contracting whereby one entity

performs both architectural/engineering and construction under one single contract. Under

this agreement, the design builder warrants to the contracting agency that it will produce

design documents that are complete and free from error(design builder takes the risk). The

selection process under design-build contracting can be in the form of a negotiated process

involving one or more contracts, or a competitive process involving one or more contracts,

or a competitive process based on some combination of price, duration, and proposer

qualifications. Portions of the overall design or construction work can be performed by the

design-build entity or subcontracted out to other companies that may or may not be part of

the design build team.20

The design-build concept is getting popular in the construction industry last 10 years. This

kind of delivery system widely termed as single-source project delivery method.21 In the

client point of view design-build is much more easier to monitor and reduce the risk from

client. In this method design-builder takes the responsibility or warrants of delivering proper

information to owner. Normally design- builder party takes liability for any lags in the plans

and specs according to owner requirements for the performance of the building.22

In design build method the main advantage is effective communication between designer

and contractor. There is an opportunity for general contractor participate in the project from

the conception of the project. Thus this creates a better understanding, co ordination and

planning in field construction. In this method all the participators of the project can get better

collaboration during all the phases of the project. Well its necessary to make a clarification

a relationship between architect and other people

________________________________

20Brad Hardin, 2009; BIM and Construction Management; Proven tools, methods, and workflows, Wiley Publishing Inc.,





Indiana; page no- 5


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In DBB method there are three different parties. In DB method perhaps players are same, but

they configured in a little different way. The three key player as early mentioned are, owner-

designer-contractor. The Design-Build method demonstrate in three different ways, they are

as follows-

2.2.1.2.1 Designer and Contractor Relationship

In this type of relationship two company or firm, as one architectural and one general

contractor makes an agreement to work together in any project and the risk of the project

will beard by one of those players. Either the lead can be taken by architect company or by

general contractor company. In general case, the player who makes the contract with owner

takes the lead.

As an example if general contractor made contract with owner team than general contractor

has to provide for both design and construction service for the project. In this case general

contractor hired architect for design. Here is the difference from DBB method, where owner

has to hire the architect for design. In vice versa if the contract is designer led contract where

architect or engineer firm made contract with owner will hire general contractor for

construction.

In this case the second party will act as subcontractor for the first party and dont have any

relation with owner. Approximately 56% of all design-build projects are led by contractors.23

2.2.1.2.2 Full Service Design Build Firm

In this method everything goes under one roof. One company will provide architectural

drawing and construction support. Hence the communication is much better and reduces the

risk. The scenario is that this type of companies are fully serviced organization where

architect, engineers and other people worked together to accomplish a project and this one

liked by owners mostly due to less contractual and legal works.24

________________________________

23Barbara J. Jackson, 2010; Construction Management Jump start 2nd Edition, Wiley Publications Inc. Indianapolis,





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2.2.1.2.3 Joint Venture

The joint venture configuration is similar to the designer and contractor partnership with

one exception: the design firm and the construction firm actually create a legal entity, the

joint venture, for the purpose of carrying out the design and construction of a specific

project. Under this agreement, both parties are at financial risk for delivery the project.25

2.2.1.3 Integrated Project Delivery Method

This is quite a new method of delivering project and it has gained popularity as an integrated

solution.26

According to American Institute of Architectures May 15, 2007, working definition version1:Integrated Project Delivery (IPD) is a project delivery approach that integrates people,

systems, business structures, and practices into a process that collaboratively harnesses the

talents and insights of all participants to optimize project results, increase value to the owner,

reduce waste and maximize efficiency through all phases of design, fabrication and

construction. IPD principles can be applied to a variety of contractual arrangements, and IPD

teams can include members well beyond the basic triad of owner, architect, and contractor.

In all cases, integrated projects are uniquely distinguished by highly effective collaboration

among the owner, the prime designer, and the prime constructor, commencing at early

design and continuing through to project handover.27

The main advantage of early involvement of contractor in the design is that, with his/her

view architect produce better design documents which can able to reduce time over run, cost

overrun and most important bring value engineering in construction.

____________________________


Indiana,Page no-5226

Brad Hardin, 2009; BIM and Construction Management; Proven tools, methods, and workflows, Wiley Publishing Inc.,





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2.2.1.4 Construction Management Method

Construction management is also worked as a type of contract. In this method a construction

management company makes a contract with owner for the project. This kind of arrangement

worked in two different ways-

2.2.1.4.1 Agency CM

Its one of the contract methods where, A construction management option in which the

construction manager acts in the owners best interests at every stage of the project from

design through construction. The construction manager offers advice and project

management services to the owner but is not financially responsible for the construction.28

In this method there are three contracts. They are between owner and designer, owner and

contractor and the last one with a construction management company as a representative of

the owner in the project.

Figure 1.5 Agency CM approach29

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2.2.1.4.2 At-Risk CM

The CMAA defines the at-risk CM project delivery method as an option that entails a

commitment by the construction manager to deliver the project within a guaranteed

maximum price (GMP). The construction manager acts as consultant to the owner in the

development and design phases but does the work of a general contractor during the

construction phase.

In this scenario, there are only two contracts, one between the owner and designer and the

other between owner and at risk CM.30

Figure 1.6 At-Risk CM process31

After selecting the contract method owner gets relieved from the project. The next

responsibility will taken by contracted parties. To make clear about one thing in

preconstruction phase contract or bid is an important part. Because project budget and time

line is a big factor for the project. And these two crucial features set up at the preconstruction

phase.

In bid or negotiation contract procedure general contractor has to submit project cost and

time line. In some cases it might be come from the owner. The contract awarding procedure

is different in different methods. DBB is a public or open procedure, but for the others it

might not be open or public. Turnkey, BOT and some others contracting methods are also

available in construction industry

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Figure 1.7 Non residential design and construction delivery method in U.S.A32

Preconstruction works are finishes with selecting project delivery method, completing

design, make estimation budget of total project and decide the time line of the project. After

that make bid or contract with project cost and time, and reward the contract to general

contractor.

Figure 1.8 Preconstruction phase cycle

_________________________


Indiana; page no-54

ProjectDelivery

method

selection

Design

Estimating costand time

Bid/Negotiation

Award Contarctfor Construction


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2.2.2 Construction Phase

After getting the job and design documents, now construction management job will start for

general contractor. While in this cases before making the contract with owner or after getting

the job general contractor has to made some contracts with subcontractors and initiate the

work. Construction management consist inception to completion time period of the project.

Where estimating, design and contract administration takes part at the pre construction phase

of the project. In construction phase the main construction management tasks can be

separated in the following ways-

-Managing job site and construction operation.

- Planning and scheduling the project

- Monitoring and controlling the project performance

-Managing project quality

- Managing project safety

- Assessing project risks.33

These are common construction management responsibilities at the field in constructionphase of the project.

2.2.2.1 Managing Job Site and Construction Operation

Construction will take on a certain place. So for the builder this place is important to set up

necessary infrastructure for the people who will work in the project. General contractor or

sub contractor has to provide necessary logistics such as construction tools,

equipment,traffic,parking,deliveries,storage,security,communications,signage,safety,trash,dr-

inking water, job trailer, crane everything which is necessary for constructing the project.34

To manage these issues and provide logistics support is the primary challenge for

construction at the beginning in the field construction.

_____________________________

33,34Barbara J. Jackson, 2010; Construction Management Jump start 2nd Edition, Wiley Publications Inc. Indianapolis,

Indiana; page no-56,57


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2.2.2.2 Planning and Scheduling the Project

Planning and scheduling the project is the most vital part of construction phase. Because on

this plan and schedule, depends the project success to being on time and save cost and time

overrun. In general terms planning are the identification of the job activities and organize

them according to availability of resources.

Figure 1.9 Planning process35

Planning job is mainly done by planners and for that planner follows following techniques,

- Gantt chart for normal construction work as master schedule- Line of balance for repetitive works.- Linear program or time chain age chart for linear work.- Network analysis for complex projects.36

______________________________

35Richard H.Neale and David E. Neale, 1998; Construction planning, Thomas Telford, London, page no - 6

36Richard H.Neale and David E. Neale, 1998; Construction planning, Thomas Telford, London, page no - 24


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Project planning has been defined as the process of choosing the one method and order

of work to be adopted for a project from all various ways and sequences in which it

could be done( Antill and woodhead 1990,p.8; Callahan, Quackenbush, and rowing

1992, p.2)37

Figure 1.10 Planning and scheduling diagram 38

Scheduling is the determination of the timing and sequence of operations in the project and

their assembly to give the overall completion time. Project planning answers the questions.

What is going to be done? How? Where? By whom? and when (in general terms, the

projects start and end)? Scheduling deals with when on a detailed level39

_________________________________________

37SALEH MUBARAK, 2010; Construction Project Scheduling and Control; second Edition, John Wiley and Sons Inc.,

Hoboken, New Jersy; page no-338

SALEH MUBARAK, 2010; Construction Project Scheduling and Control; second Edition, John Wiley and Sons Inc.,


SALEH MUBARAK, 2010; Construction Project Scheduling and Control; second Edition, John Wiley and Sons Inc.,



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2.2.2.3 Monitoring and Controlling the Project Performance

Estimating cost is the part of preconstruction phase. To maintain this estimated cost and time

it is essential to monitor and control the project performance. Because if there is no

monitoring there will be no control on the project. This is the most sophisticated part for ay

construction management team. Project success depends largely on it. If a project is failed to

maintain schedule and cost, mostly poor controlling and monitoring is responsible more than

other issues.

Control is important for managing risks. Its possible to reduce risk in any project by

continuous monitoring of the project. The control and monitor issue also discuss at the

contract delivery method, that who has the authority to control and monitor project

performance. But in general, contractor has the authority to control the project.

Contractors or owner control and monitor are necessary to give payment to subcontractor or

the contractor. In construction the trend is to give money after completion of certain stage of

theproject. Its not like that full money will be paid at the end of the project.

For project performance measurement there are several tools exists. Among them S curve is

famous. S curves are useful to measure performance for people, money, materials and other

resources. In S curve the overall progress of the project is possible to measure or monitoredin terms of project costs and values.40

To evaluate project condition, construction management team often uses different types of

curves. This curve shows the estimated and current situation of any time to the project.

These curves can be drawn for cost/value comparison, for cash flow, for labor, plant and

equipment.

_______________________

40Richard H.Neale and David E. Neale, 1998; Construction planning, Thomas Telford, London, page-93


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For monitoring, project team used daily report, completion data and later put it on parallel

line of balance or linear programs from where they get the difference between actual and

estimated progress of the project.

Figure 1.11 Basic cost/value S-curve41

In industrial world people used MIS or management information system for measure

performance and control their production. In construction industry the practice is not so

common. But besides this there is an opportunity to practice management information

system on construction to measure performance.

______________________________

41Richard H.Neale and David E. Neale, 1998; Construction planning, Thomas Telford, London, page-93


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2.2.2.4 Managing Project Quality

The American Society of Civil Engineers (ASCE), in its much-lauded Quality in the

Construction Project: A Guide for owners, Designers and constructors (American Society of

Civil Engineers, 2000) defines quality as the fulfillment of project responsibilities in the

delivery of products and services in a manner that meets or exceeds the stated requirements

and expectation of the owner, design professional and constructor. From this definition the

contractors task in managing quality is to assure compliance with the technical requirements

of the project, as described in the contract documents, through a series of steps that plan,

execute, monitor and control the physical aspects of the work.42

Quality brings value in the project. If the quality is not properly maintained than during the

warranty phase contractor has to spent money again for those faulty construction which

diminish the value of work. More over most of the cases it seen that problem occurred for

quality issues with owner.

Owner always careful about the quality of the project, thus during the design phase quality

of the material or quality criteria are included in the design document by designer. The

requirements included dimensions, tolerances, test results, temperatures and other technical

specifications. To make it implementable in the field, builder or contractor has to make

quality control plan. In some cases during the bid process contractor can be asked to submit

a quality plan also. These plans are taken care by procurement or logistics part of the

management team that they can manage it during procurement period. More over inspection,

field tests and observations are necessary to maintain quality in the project.43

_____________________________________________________

42F. Lawrence Bennet, 2003; The Management of Construction: A Project Life Cycle Approach; ISBN 0 7506 5254 3,

Page no-21843


Indiana; page no-58


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2.2.2.5 Managing Project Safety

Construction industry jobs are often termed as one of the risky profession for the workers,

who involved in the construction. For over all accidental rates, construction industry is the

second worst industry after mining and agriculture. The rate is an accident per 1000 of

workforce, where it is four times worse than manufacturing industry. In 1992 EU makes a

survey of workers in construction and according to their report the work safety in

construction was 10-20% worse comparing with others. Moreover Egan shows that this

accident makes 3.6% of project costs. By providing safety, maintaining health and the

environment of the construction site this amount of money can be possible to save. 44 Job site

safety is the most important construction management goal. As an example in Finland

construction industries follow the rule that, safety is first. For that in their construction jobsite death rate is 0%, which is a milestone achievement for Finnish construction industry.

They achieve this rate just only providing better safety rules, regulations and maintain them

properly in the job site.45

Job site safety is also required for reducing the risk of construction delay and additional cost

in accidental or in injury cases. More over human life is important than any other things. So

that safety and health of workers are the prime important factor for any industry. By making

a proper safety plan and regulation it can be possible to provide safer working environmentwhich is necessary for every construction job site.

Construction project success also depends on the safety of the construction site.

2.2.2.6 Assessing Project Risks

Risk arises out of uncertainty. Risk in the context of project management is a realistic

approach to things that may go wrong on the site and it is used in the context of decision

making and in answerto the question, What happens if...? Once a risk has been identified

and defined, it ceases to be a risk and becomes a management problem.

______________________________44

Peter Fewings, 2005, Construction Project Management, An Integrated Approach, Taylor and Francis, London And

New York; page no- 23945

Mika Lindholm; International Site Management Lecturer; ConREM 09; Helsinki Metropolia UAS


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In this context, it needs to be analyzed and a response made usually to accept the risk,

mitigate it, reduce it or transfer it. People reactions are important and the response to the

same risk varies according to who is effected, how many and who is responsible for it. This

may also lead to the ethical question of acceptable risk. It is important then to classify risks

so that appropriate action is taken.46

Construction projects are very risky project in terms of profit. In most of the construction

project brings marginable profit considering the risks. Hence one simple error can bring

catastrophe in the project. Risks are in every phase of the project. These risks are both for

owner and contractor. Owner has risk about the profitability of the project and contractor has

risk for cost and time overrun which will bring penalty. Thus assessing risks is the important

part of construction management team. Continuous monitoring and controlling, proper

quality control followed planned activities and schedule, job site safety reduces the risk in

the project. Following table shows which risks are taken by whom-

Table 1.1 Risks allocation table 47

_____________________________

46Peter Fewings, 2005, Construction Project Management, An Integrated Approach, Taylor and Francis, London And

New York; page no- 19547

Barbara J. Jackson, 2010; Construction Management Jump start 2ndEdition, Wiley Publications Inc. Indianapolis,

Indiana; page no-59


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2.2.3 Project Delivery Phase

Construction projects are often complex in every phase. From inception to completion of the

project construction management team has to do lots of planning how to organize this

enormous workload. For that, in construction management team people have to be ironic and

construction manager has the ability to take decision instantly to move the construction in

right track.

After finishing the field construction, its not wise to think that responsibilities are done. The

project close out phase is also complicated. In construction, project start up is difficult due to

lots of paper work. Like that before project close out or handover to owner some sequential

final touch has to performed by the contractor. The construction management team has to

figure out those steps and complete them with standard procedure before celebrating

handover party. These steps are as follows-

- Project punch out- Substantial completion- Final inspection- Certificate of occupancy- Commissioning- Final documentation- Final completion48

Figure 1.12 Project close out phase49

_________________________

48,49Barbara J. Jackson, 2010; Construction Management Jump start 2 nd Edition, Wiley Publications Inc. Indianapolis,

Indiana; page no-132,133


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2.2.3.1 Project Punch Out

In every project there are minor defects found after the completion of the project. Before

handover the project, construction management team has to review the total project again to

sort out these kind of minor defects which will not acceptable by the owner. For this work

construction management team make a punch list. Punch list can be termed as a fault report

after inspection done by owner, designer, and contractor in a formal project element

checking period. The fault found on this report has to replace again by the contractor before

handover the project. This is often a complex job to manage. Cause for these minor works

again contractor has to arrange people or may be asked for subcontractor while they are

moving already in a new project. Thus it often delays the project handover. These punch list

work is important for construction management team or contractor for completion to get thefinal payment from the owner.50

2.2.3.2 Substantial Completion

Every project has definite start and end. But project ending is more complex compared with

starting. Every project has two ending periods they are termed as substantial and final

completion.

When all the work or task accomplished written in the punch list and approved by thearchitect is termed as substantial completion of the project. In this case architect make

inspection through punch list and if the facility is ready to use, issued a formal substantial

completion certificate and from that the official warranty period starts. On basis of this

contractor get the final payment but still a small amount of money retained by the owner

which is termed as retainage. Final completion related with final paper work and

documentation such as warranties, product manuals etc. In this step when all paper works are

done and given to facility management team, architect again certify for final completion and

basis of this contractor get the retainage money.51

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2.2.3.3 Certificate of Occupancy

After substantial completion and getting architect certificate, contractor and architect invites

official authority to check the project safety and other issues to provide occupancy

certificate. These processes might be different in different countries. But there must be some

authority who issued the occupancy certificate. After getting this certificate owner is able use

the facility.

2.2.3.4 Commissioning

Before using any new product, at first its necessary to know the working principle and

about the maintenance of that product. Like that in construction, after finished the project itis important to explain the functions of different machineries installed in the facility. This

process is called commissioning. Commissioning can be arranged by general contractor or

by subcontractor in each area of the project compiling with architect and engineers involved

in the project.

Commissioning takes part in two phases. In first phase equipments or facility machineries

are checked by running them that, they are working properly or not?

In the second part of commissioning is related with training of facility management

personnel to maintain and operate different instruments in the facility premises. This part is

important in this sense that in the warranty period contractor takes the responsibility of

functioning equipments properly.

2.2.3.5 Final Documentation

In this stage construction management team have to made necessary handover documents

which is necessary run the facility in its entire life cycle. After giving this contractor has the

responsibility for the warranty period to make repair in the facility. Following documents

have to necessary to hand over at the final documentation stage.

-Warranties


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-Operational manuals

-Inspections and testing reports

-As built drawings or record drawings52

2.2.3.6 Warranties

Warranties are important in construction management. Because in this period contractor has

to take care of the facilities problem and any other construction work for which contractor

are responsible. Warranties can be two types. In one type it is written in the contract and

another type can be set by the local rules or code.

2.2.3.7 Project Evaluation

This is important for general contractor or construction management team to evaluate their

performance, their lacking, success and so on regarding the project. Every project is unique

in construction and every project scenario is different. Thus from every project construction

management team learns new techniques to bring success in the future projects.

After this stage officially construction management team ended the project.

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2.3 Construction Project Management Framework

Construction project are divided in some particular management areas. Construction

management team is a big team where every person has separate responsibility. According to

their work in the management team the total management hierarchy divided in some

particular management areas. Following figure shows a typical construction management

team.

Figure 1.13 Typical construction management team53

In construction management a management team has to perform lots of work. Its not

possible to manage the whole work in an indiscipline way. Thus Project Management

Body of knowledge divides the whole management framework in some small

manageable frames. This framework processes quite practiced well in all over the

construction world. In next page these framework processes will be discussed tounderstand the management responsibilities in construction work.

___________________________53




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2.3.1 Construction Project Integration Management

Construction project integration management means the combination and co ordination of all

the processes which are required to complete the project. Project integration management

focuses in three major areas.54

Project plan development is the first integration approach. Integration management is quite

an official thinking work where project manager takes the lead of this integration. Project

plan development work relates to integrating and coordinating all project plans to create a

consistent, coherent document. Project plan development takes place in the preconstruction

phase of the project life cycle.55

In the second stage of integration management, needs to execution of the project plan. For

construction it can be defined as the total planning of the whole construction work based on

project development plan. Where the plan revised in the executable mode which shows the

result and forecasts executable approaches.56

In the third stage, shows the integrated change control in the total project constructability. It

can be used as project plan updates, measuring the corrective action of the total plan.57

As a summary, construction project integration management deals with the coordinating

project processes, which make a clear view of the project plan, excitability and related

forecasting which mostly takes place at the preconstruction phase of the construction

management.

_________________________54

A guide to the Project Management Body of Knowledge (2000), PMBOK GUIDE, Project Management Institute; page-

4155


4556


4757


49


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2.3.2 Construction Project Scope Management

According to PMBOK 2000 edition, Project Scope Management includes the processes

required to ensure that the project includes all the work required, and only the work required,

to complete the project successfully.58 Project scope management process related with

scope planning, scope definition, create work breakdown structure, scope verification and

scope control.

Scope planning process is to creating a project scope management plan, that documents

how the project scope will be defined, verified, controlled, and how the work breakdown

structure (WBS) will be created and defined. In scope definition it develops a detailed

project scope statement as the basis for future project decision. In creating WBS part,

management team subdivides the major deliverables and project work into smaller, more

manageable components. Formalizing acceptance of the completed project deliverables take

place in scope verification stage. While controlling changes to the project scopes are the

main part of scope control stage.59

Well, construction project management system varies people to people, organization to

organization. But everybody follows the general stages or the general procedure. In project

management body of knowledge book, project management institute defines a general

guideline or procedure for project management. But construction and manufacturing

management procedures are quite different in many cases. Instead of this the general

management principles can be applicable for both industries. Scope management is a wide

term in the point of view of project management institute. In general its a guideline for the

industries to manage the project scope. But its not mandatory to focus the entire step. It

depends on organization value and management system how they treat this guideline. May

be some construction company has their own philosophy to manage this scope management.

May be they dont follow the PM guideline at all, but they define their scope in a different

way. The main thing is to emphasize here that, processing way is not the main factor. The

main factor is the processing step. And scope management is a step for well construction

management practice.

___________________________

58,59A guide to the Project Management Body of Knowledge (2000), PMBOK GUIDE, Project Management Institute

;page- 56,102


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2.3.3 Construction Project Time Management

Time is a limited and important resource in construction management. The proper utilization

of this resource brings success in project. PM BOK, 2000 edition gives the definition that,

Project Time Management includes the processes required to ensure timely completion of

the project. In further to manage this time properly they divide it in 5 major areas. They

defined this time management in terms of activity definition, activity sequencing, activity

duration estimating, schedule development and schedule control.60

Time management is the part of construction management phase. Because in preconstruction

phase general contractor submit a time limit to accomplish this job and the time limit starts

in construction phase. Besides that, for owner point of view in addition with this time, owner

adds the time for design, bidding and contracting period. With combining this total time,

total construction time found for owner purpose. It is important to define it from the

beginning for owner because time means money and money comes from bank. More over

profitability also depends on time period. However for construction management team time

is important because they have to accomplish this job in a certain period and for that they

need proper planning and scheduling. More elaborately time management done by planner in

planning and scheduling phase of the construction. In this phase planner define the activities

with the help of BOQ, or collaborating with estimator or following project managementinstitute guidelines. After that planner makes the sequencing on basis of available resource

in general and also define the activity duration. These activities can also be found from the

WBS structure. In later planner or time management people make the schedule with help of

any method describes in construction phase. After that they monitor the project schedule and

control it, which also describes at the project control and monitoring phase.

One thing has to mention again here that, PM institute guidelines are helpful for planners to

manage the time but they can also use their own methodology and experience to manage

time. Again the main philosophy is, time management is important and it might be followed

in different ways in different organization.

___________________________________

60A guide to the Project Management Body of Knowledge (2000), PMBOK GUIDE, Project Management Institute; page-

65


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2.3.4 Construction Project Cost Management

Time, quality and cost are the three angle of project triangle. These three factors are

interdependent on each other. To change in one factor made changes in the other factors and

overall the project. The perfect balance of this three factors leads to a successful project

completion. Thus cost management is an important issue for construction management team.

PM Institute defines that Project Cost Management includes the processes required to

ensure that the project is completed with in the approved budget. They make a link of cost

management with resource planning,cost estimating,cost budgeting and cost control.61

Cost comes after design of the construction. As earlier mentioned after design owner invite

tender or proposal to accomplish the project. On that proposal the main criteria is the cost of

the project for giving the contract. So that cost management starts from the preconstruction

phase. Contrators cost management team or estimator made a cost proposal according to the

architectural drawing, profit of contractor, construction costs and keep in mind other costs.

While making this estimation estimator has to made a BOQ or resource planning by which

estimator find out the exact cost estimating for project. Often subcontractors also helps to

make this with providing their individual work costs.

After that, if the contractor get the contract, the role of cost management team changed

immediately. Now they made cost budgeting for every phase of work and control the cost

according to the budget. Cost over run is one of the main factor for many unsuccessful

projects. Only cost control is the main key to make the project in estimated cost and budget.

For this, in the control phase cost management team used several types of cash flowcurve,s

curve, reports and other methods to control the cost in order to complete the project in

estimated budget.

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2.3.5 Construction Project Quality Management

Quality brings value in the project and also reputation for contractor.

According to PM BOK Guide -2000 Edition, Project Quality Management includes the

processes required to ensure that the project will satisfy the needs for which it was

undertaken. These means ensuring project specifications in terms of product and process.

PM institute in further broadly define it in three stages as quality planning, quality assurance

and quality control.62

This quality management part will occurred in the construction phase of the project. Where

quality management team has to make a quality planning for identifying designer and projectquality requirements and according this accomplish the procurement stage.

Quality management team also has to focus on the quality assurance. Quality assurance can

be done by regular inspection of work, based on field engineer report, testing of material

before used, perfect workmanship, specified materials and so on. The main purpose of the

quality assurance is that project is going on quality that in later warranty or punch out period

they dont have to spend money for that.

Quality control and assurance are quite similar tasks. Both are linked together. To give

proper quality assurance quality management team has to control the quality of work in

every phases. Its only possible by strictly follow the quality plan which made by the quality

management team by the specification of the contract.

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62A guide to the Project Management Body of Knowledge (2000), PMBOK GUIDE, Project Management Institut

buildning information modelinga and construction management

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