Form the old days of the Pyramids, Temple and Palace constructions to the present day, construction techniques and materials have advanced and witnessed a phenomenal growth in its methods. Projects were monitored during the early 20th century by using Gantt charts. Henry Gantt considered the father of present day project management, used very effectively the planning and control techniques with Bar Gantt chart universally called as Gantt charts. Later on around 1950 techniques were developed by the US Navy for Polaris submarine project by way of work break down structure and the methods of CPM and PERT were born.
There are innumerable definitions and countless books available that detail and define the need and application of project management techniques and methods. The simplest definition of Project Management is that branch of organizing and managing resources (e.g. people) in a way that the project is completed within defined scope, time, cost, quality and safety constraints.
What is a project? In simple terms a project is a one-off, temporary activity with a clear start and a clear end (though some projects never seem to end); with full or part-time resources clearly assigned to it; a temporary management to set out to deliver something.
The main elements of a project being
• time
• cost
• resources
• clear roles and responsibilities
• delivery
However we end up asking ourselves with every project that we
• do not have enough time
• too few people
• people not sure what they should be doing
• too much to do
The management of this sometimes complex system often requires varying technical skills and expertise, hence requiring the development of project managers to lead projects.
.Why use Project management
As with any task, it’s common sense to create and follow a well thought-out plan. Project management helps to create that plan. It helps to focus on the objectives by documenting the needs and building the deliverables on paper before committing expensive and scarce resources to it. Project management produces information that can increase your level of confidence and communicate the expectations. It forces you to plan your resources then use them efficiently and productively. Project management helps bring efficiency to our technical challenges
The foremost challenge for any project is to make sure that a project is delivered within the defined constraints. The second, more ambitious challenge is the controlled allocation of resources and integration of the various elements needed to meet pre-defined objectives. A project is a carefully defined set of activities that use resources by way people, materials, money etc to meet the defined goals however within the constraints of scope, cost and time. This is referred as the Project Management triangle.
All the three elements are critically inter- related and any shortfall in one element or not managed adequately, will reveal itself on some other control item. For instance, a badly defined scope may increase the project costs and duration due to excessive contingency allowances.
This is more so in complex projects of high rise buildings.
Project Management techniques basically are developed around the following core segments.
• Master plan / Concept Finalisation / Scope
• Design management
• Planning & Programming
• Procurement
• Cost management
• Value Engineering & Risk Management
• Quality and Safety Management
Let’s look at these in detail for a project comprising of tall buildings / high rise structures where every aspect plays a very important role.
Master Plan
The start of the project is defined by the client’s requirement i.e., the Scope. A well-defined scope provides clear instructions and understood by all players of the project. The Scope as desired by the Client objectives is developed by the master architect and agreed by all parties in terms of its aesthetics, and is specific, measurable, attainable, realistic and constructible. In other words the product scope determines the ‘what’ and the project scope is the ‘how’. The scope defines the work breakdown, thereby reducing the project to easily definable and manageable component of work that can be resourced and scheduled. Tender documents generally define the scope of works and the deliverables. They address all the major aspects of a project, such as time, cost, quality and safety. The more detail furnished in the scope of works, the more efficient the cost and time will be in executing it. Reconciliation
Design Management
The most critical phase of the project is the Design, as it transforms itself from the initial concept of the client brief to the detailed design and then to the construction phase. Management of Design is a systematic approach to the organisation, evaluation and direction of the design process to achieve a completed project within cost, time and quality requirements of the Client.
All the related concept phase issues are reviewed at every stage commented and shaped to the final culminating point of construction drawings. This involves the coordination and interface of the various trades like Architecture, Structural, MEP, Interiors, IT and BMS. During each stage of the design a `Design Interface Matrix', is prepared to identify which elements of the design are liable to have interface problems. This identification process reduces the risk during the construction stage thereby minimise the delay of the project and its cost.
The results of the design stage should include such that it:
• Satisfies the project sponsor, end user, and business requirements.
• Functions as it was intended.
• Can be produced within quality standards.
• Can be produced within time and budget constraints.
A simple overview of a design process of a project arranged into various stages typically is described below:
Initial Concept Design
Obtain information about the site, analyse the Clients requirements and prepare outline proposals.
Scheme Design
Develop scheme design from approved outline proposals. The scheme design will illustrate the size and character of the project in sufficient detail to enable the Client to agree spatial arrangement, materials and appearance.
Detailed Design
Develop detailed design from approved scheme design. The detailed design will confirm type of construction, quality of materials and standard of workmanship.
Specifications
Prepare detailed information including drawings, schedules and specification of materials and workmanship, provide information for Bills of Quantities or similar
Contractors Design
Design carried out by contractor prior to construction from information issued by Designers.
In brief the management of design includes but not limited to
a) Evaluation of the Client's design requirements.
b) Preparation of the Client brief.
c) Review compatibility of the design with the Client brief, plan and budget.
d) Assistance with the identification of design risks and risks to the design as part of the risk analysis procedure.
e) Identification of the design objectives, the design stages, activities and elements.
f) Regular monitoring of the design development.
g) Identification of proposed design changes and their resolution.
h) Assessment of design progress related to the design schedule.
i) Evaluation as to the completeness of construction information.
j) Review of sample materials and mock ups for compliance with specification.
k) Inspection of the manufacturing and fabrication process for compliance with the design drawings, specification and construction information.
l) Inspection of the construction for compliance with the Client brief and specification.
m) Identification and agreement of the final standard of acceptance of the construction.
Planning and Programming
Planning is as important as the Design, as works need to be identified in a logical sequence of constructability. It actually starts with the sequential release of the drawings, appointment of sub contractors, identifying long lead deliverables, on time deliverables to site etc.
The commonly used phrase in every construction contract is “Time is the essence of contract”.
In essence, time control involves establishing a duration and applying it to an item of work or activity. It should be measurable to determine the progress at specific intervals against the base or original programme.
Schedules are created to plan, monitor and control that precious commodity, time. The scope of work is usually accompanied by a time restriction, which can be in a macro form or a more detailed micro form. Commonly used forms are Bar charts, software developed programs like MS Project, Primavera Etc.
The durations are developed based on actual data from previous or estimated results. Activities are then linked via dependencies called relationships. Activities can be linear or in series, or they can be in parallel with one another. By creating this network of interdependencies a critical set of activities emerges that can help to determine priorities. With the accurate input of actual progress, the schedule acts as a tool to determine current status and predict future results.
Procurement / Resource Management
Procurement include all the elements that are needed to deliver a project, such as labour, materials, money, equipment, tools and time. This involves procuring and assigning resources at the point of need in a project in order to avoid waste or delays. Resources that are introduced too early, too late or inadequately become inefficient or non-productive, thus driving costs and time beyond the plan or budget.
The key to the efficient use of resources is to determine the optimum quantity and apply them at the optimum time. Procurement of resources, managing, human and labour relations also become key functions in a project in order to ensure adherence to quality, time and costs. Resources can also be planned in the same way as costs and time are applied to items on the schedule. By applying resources to the schedule, histograms and cumulative curves can be generated, providing early resource management capabilities.
Cost & Change Management
Cost is assigning a value to the scope of works. Individual items are valued and summarised to a item-wise breakdown. Like the programming various software are available. An ideal system is to have the same basic work breakdown structure for both time and cost, thereby providing a system of measurement that serves as the initial cost plan. The value or cost of an item of work can be determined by using historical data, estimated results or research analysis. Cost is generally broken down into labour and materials, with an element of contingencies wherever applicable along with overheads and profits.
Controlling costs involves the careful procurement and assignment of resources and materials within the scope's budget or estimate. Any deviation from the scope or changes in work is a major source of cost overruns, therefore change management becomes a key function in controlling these unplanned costs.
Change is considered a normal and expected part of the construction process. Changes can be the result of necessary design modifications, differing site conditions, material availability, contractor-requested changes, value engineering and impacts from third parties etc. whilst the changes are dealt with in the field in order to avoid delays, it is necessary that there are well documented to show what was actually constructed. This gives the owner to review the final record and to show all changes or, more specifically, any change that modifies the finished work. The record is made on the contract documents – usually, but not necessarily limited to, the design drawings. The end product of this effort is what the industry terms as-built drawings, or more simply, “as builts.”
Quality
Quality can be defined as that part of project management whose ability is to the deliver the end product that satisfies the defined scope requirements. More often than not in a project this element takes the brunt of the fire, when there is a time constraint or a rush to deliver within a specific stipulated period. This needs to be monitored more with a technical approach to the management of works.
A good quality system starts with a well-defined need, through the use of clear and concise scope documents, specifications and drawings. It includes factors such as materials specifications, dimensional tolerances, set procedures, inspection checklists, corrective action documentation, test reports, prevailing codes & regulations to which it has been designed and authority requirements.
It is a welcome change that, with the advent of increasing and rapid changes to the construction methods globally and the stiff competitiveness, more and more organisations have turned to standardise their systems and tend to qualify to the international standards of quality control.
Needless to say, the fewer non-conformances and corrective actions encountered the more successful the project in terms of cost and time.
Safety
It is every individual’s responsibility to ensure that people can work with a level of confidence in their personal safety. The safety of the personnel is of paramount importance.
Unfortunately, today there still continues to exist organisations that lag behind in basic worker safety practices. The goal of a safe project is to perform and complete the scope of works within a specified time, cost and quality without injury or incident or “ZERO ACCIDENTS.”
Unless the Client himself stipulates the toughest conditions and equally backed up stringent legislation, it is a very tough task to implement under the current scenario. Having said that, there is a positive approach from some of the established firms in this area. Every organisation working in projects particularly when building high rise buildings where the risks are much greater need to have a complete safety policy and procedure that adheres to or exceeds Government-regulated standards of safety. The policies and procedures should be communicated to all the project teams by means of induction, orientation, training, regular reminders, tool box talks, visual and audio communications.
Safety reporting and record keeping with eye catching visual signage are an integral part of a good safety system which help in having good work practices, avoid injury and loss of time.
Value Engineering and Risk Management
Value engineering is defined as that structured procedure directed towards the achievement of necessary functions at least resource expenditure without detriment to quality, reliability, performance or delivery.
Using our experience to assess whether the building, in part or as a whole can physically be constructed in accordance with the design. It is not a stand alone process and should be carried out in support of value management.
The exercise is carried based on, client’s needs and expected output, schedule and budget of project, and risk involved and expected performance.
The assessment takes into account
• Sequence and programme
• ease of construction and integration with other trades
• delivery
• achieving the specified quality
• preceding operations, subsequent works and risk of damage
• risk of failures and defects
• ease of manufacture and of installation
• use of tried and tested technology
• availability of materials and skills
Risk management
The potential for objectives to be affected usually -but not exclusively- adversely, by circumstances, events or discoveries. A risk can be measured in terms of likelihood and consequence.
Before start of the project a complete risk analysis is done to enable and clear understand the issues which can be dealt appropriately. The analysis should include review of but not limited to
• Prevailing site conditions and unknowns;
• Financial and economical circumstances including funding;
• Political and environmental influences;
• Design and cost uncertainty;
• Project team contractual and personal relationships;
• Health, safety and environment conditions; and
• Project insurances and warranties.
• use of materials of unknown performance;
• lack of relevant codes of practice/trade information;
• incompatibility of specified materials;
• Extent of unknown site conditions (groundworks, refurbishment etc.);
Project Execution / Construction phase
Executing consists of the processes used to complete the work defined in the project management plan to accomplish the project's requirements. Execution process involves coordinating people and resources, as well as integrating and performing the activities of the project in accordance with the project management plan. The deliverables are produced as outputs from the processes performed as defined in the project management plan.
The most frequent constraint we come across are scope changes, delayed delivery, location in terms of accessibility, shortage of manpower, shortage, logistics, availability of space for man power and materials, use of construction methods and its restriction.
Detailed Design
The release of fit for construction drawings is foremost for the project to start and move forward. Design needs to be simple from the point of constructability for example a normal slab and beam crisscrossing across the floor plate is time consuming, complicated and at a disadvantage for the design of the MEP. Therefore the structural designer needs to rationalise by way of providing flat slabs and post tensioned slabs where by the speed of construction is much higher and also the MEP services can have a free run on the design.
A pour rate of one slab every week can be achieved by the above – a great benefit in today’s market of fast track projects.
Construction Methods
The execution of a high rise project is governed by the judicious use of the various methods, which in turn are dependant on the correct selection of construction equipment. The commonly used equipment in a high rise building construction site, which dictate the progress are the Tower Cranes, Hydraulic placing booms and Hoists. In today’s fast track high rise building construction these equipment have become essential and mandatory. No contracting firm can do without these, if they want to complete the job on time.
The location of this equipment should such that there is no hindrance to the construction sequence of finishing works.
Tower cranes are required to transport reinforcement, formwork, and other heavy construction materials to higher levels which cannot be done by the normal methods considering the safety, size and congested site conditions.
Tower cranes need to be located in such way the swing of them does not affect and adjoining structure or other tower cranes. The number of tower cranes required depends on the size of the floor plate, the type of material to be transported like pre-cast shear wall panels, concrete blocks, door and window frames, cement, sand , tiles, marble, kitchen cabinets etc. Erection of the tower crane and its maintenance has to be done by skilled and trained personnel.
COORDINATION
There are various coordination issues which a project manager has to deal with during the execution of the project, be design coordination, coordination with clients, contractors, consultants, sub contractors, vendors and suppliers, neigbhours, local authorities etc.
Design Coordination
The very frequently happening and always ignored aspect during the design as well as the construction stage is the co-ordination of the various disciplines viz. architectural, structural and MEP. Each design group and also construction team tend to work independently resulting in most times with redesign and rework to accommodate the other. This result in changes at construction stage thereby delays in completion and additional cost.
The primary function of the project manager in such a situation is to anticipate these aspects and have a freeze upfront at the design development stage. Coordination is critical for the success of the project.
Construction Coordination
Settings up team meetings, understanding the logical sequence of construction is the key to a successful project completion. The installation of MEP works play a lead role during the construction phase as any of these work that’s not dealt with in the manner as specified in the drawings and specifications will lead to a major disruption and abortive works. During execution phase the parties involved shall discuss and review each and every minute detail on a regular basis.
Coordination with Local Authorities
All projects need to go through the process of obtaining the approvals required from the authorities. The major one’s being planning permit, building layouts, electrical loads, fire safety, lifts, environmental etc. These approvals are to be coordinated such that some of them cannot be processed until the others are approved. Therefore a sequence and time schedule of the when the appropriate approvals and inspections are required is prepared and tied in to the programme.
Coordination with Neigbhouring owners
Construction sites located at high density residential areas, hotels etc., are susceptible to various interruptions. A good neigbhourly relationship has to be developed and the parties need to agree specially on the inconveniences that may be caused as this will affect the construction programme.
Monitoring and Controlling
Monitoring and Controlling consists of those processes performed to observe project execution so that potential problems can be identified in a timely manner and corrective action can be taken, when necessary, to control the execution of the project. The key benefit is that project performance is observed and measured regularly to identify variances from the project management plan. Monitoring and Controlling includes:
• Monitoring the ongoing project activities against the project management plan and the project performance baseline
• Influencing the factors that could circumvent integrated change control so only approved changes are implemented
In multi-phase projects, the Monitoring and Controlling process also provides feedback between project phases, in order to implement corrective or preventive actions to bring the project into compliance with the project management plan.
Given below is a typical sample of detailed functions forming part of the project management system comprising of several different types of activities such as:
1. Analysis & design of objectives and events
2. Planning the work according to the objectives
3. Assessing and controlling risk (or Risk management)
4. Estimating resources
5. Allocation of resources
6. Organizing the work
7. Acquiring human and material resources
8. Assigning tasks
9. Directing activities
10. Controlling project execution
11. Tracking and reporting progress (Management information system)
12. Analyzing the results based on the facts achieved
13. Defining the products of the project
14. Forecasting future trends in the project
15. Quality management
16. Safety Management
17. Issues management
18. Issue solving
19. Defect prevention
20. Identifying, managing & controlling changes
21. Testing and Commissioning
22. Project closure
23. Communicating
24. Archiving
Challenges & opportunities in Project Management
Project management is an ancient concept. When you constructed your house in your village, you were the architect, designer, project manager. Over the years the scope of construction have expanded and construction of several thousands and millions of Square feet are required to be constructed to strict time lines and tailored cost. In the scenario of big boost in construction activity residential, industrial & institutional demand for labour & other resources have far exceeded the availability in the market. It threw up several challenges to the construction industry and in particular Project Management Organizations. Firstly due to the increase in demand, resources particularly man-power is in short supply. Consequently there is a dilution in quality. A helper to a tradesman is now scouting himself, with insufficient experience, as a tradesman and project manager has the arduous task of picking the right man and further consequence of that is, he is available at a cost which is higher than normally acceptable cost. Add scarcity of manpower & rise in general cost of living and you know what gigantic task you are upto in sourcing the required effective tradesman. And that is not all, the expansion of activities in the Gulf region, where money is not a constraint has increased the woes of a project manager. This challenge throws another challenge on the project manager, to reduce the manpower resource and depend on mechanization & standardization. This resulted in innovative construction methods, mivan type of centering / shuttering for slabs & walls reducing the manpower. In fact an unskilled labour can assemble such a system without specialized knowledge in carpentry. Robotic machinery, ready mix concrete, in situ manufacturing of concrete are all the challenges met by project manager, but this is still not sufficient and there is a lot to do to become independent of scarce of market forces, and still reduce the cost of construction.
The other challenge the project manager faces is, the supervisory technical staff: Dilution in quality of the engineers is parallel to the situation in labour. Added to this, in the past couple of decades colleges have given priority to other disciplines like I.T & Others. In fact many of the colleges have removed civil engineering disciplines from their colleges. This created a scarcity of experienced & qualified civil engineers. The few who are available naturally demand a price which upsets the budget of construction.
In most cases, Project Management is resorted to because; firstly the client does not want to have a permanent construction organization on his back when his short term construction activity cannot keep them engaged continuously while the expenditure on their salaries is continuous. To hire & fire is easier said than done for any major organization. In fact even builders / realtors are outsourcing project management. For most of the clients, the project manager who is appointed has to be a demi God. The client hands over the responsibility to a project management consultant and expects them to complete the project in a over-optimistic short time schedule at a cost which in most cases the client decides. Client is not prepared to listen to any excuse for not adhering to the time lines. This puts an additional responsibility on the project manager. He has to be pro active, professional and result oriented. In fact a project manager has to consider the project as his own & deal with it with his feet in clients shoes.
Then there is value engineering. With reduced time lines & water tight budget provisions, value engineering becomes all the more important in project management. Architects in their enthusiasm to bring out a beautiful and aesthetic product tend to provide odd shaped columns, complicated elevations. Project Management should have back up of specialists in architecture, structural and services consultants. They have to discuss and advise the architect to strike a balance between beauty & simplicity. Similarly the structural engineer and service consultant (who should also form part of the project management) should exercise their mind to make designs optimal in cost & time. Other attributes of quality, safety etc have already been discussed.
As a consequences to challenge, there is opportunity unlimited to the project manger, In these days of outsourcing for reasons already explained, there is a flood of clients who are looking for good project management. This throws another challenge i.e. competition. There are good project management consultants, brand name management consultants (like MNC’s) and mushroom consultants. For Project Manager to grab the opportunities available, he has to be efficient & show results in all disciplines and eventually establish his own brand, when the client will swarm towards him. This is easier said than done. He has to pierce the cordons of prejudice of the clients towards brands & MNC’s and stand in level with or even higher than the brands & MNC’s. This is a slow &steady process where only dedication & determination to prove oneself will yield results
Project Close out
Closing includes the formal acceptance of the project and the ending thereof. Administrative activities include the archiving of the files, O & M manuals, test certificates, certificates of compliance, as built drawings and documenting lessons learned.
Closing phase consists of two parts:
• Close project: to finalize all activities across all of the process groups to formally close the project or a project phase
• Contract closure: necessary for completing and settling each contract, including the resolution of any open items, and closing each contract applicable to the project or a project phase
“If you don't know how to do a task, start it, then ten people who know less than you will tell you how to do it.”
Analysis
If you look around and query what factors cause problems in projects, these are some which you come across. The list is not exhaustive.
• Undefined scope
• Unclear objectives
• Unclear roles and responsibilities
• Vague requirements
• Lack of leadership from employer
• Lack of user involvement
• Inadequate planning
• Scope changes
• Uncontrolled change
• Inadequate monitoring and reporting
• Wishful thinking
• Inadequate communication
The role of the Project Management team and the Project Managers is they shall ensure that the issues are clarified, understood, planned and the above are averted through well systemised procedures for the success of the project.
Conclusion
The project management process starts at the inception of a project and involves the planning, co-ordination and control of all the resources required to complete it within an allotted time, an agreed budget and to a specific level of quality and safety, at a minimum of risk.
To achieve a competitive edge it is necessary to take an organised approach to work; project management can help to achieve success by providing techniques and guidance that can be applied through each stage of a job's development.
The use of project management techniques does not guarantee perfect results in all cases, but if applied and executed properly it will reduce the risk of failure and increase the rate of success.
Lastly,
“Powerful project managers don't solve problems, they get rid of them.”
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