Project Management & Practice 1

PROJECT MANAGEMENT AND PRACTICES 1

NIK NOORAFIEDA BINTI WAN AZRAEN
SITI MARIAM BINTI YUSOFF
POLITEKNIK KOTA BHARU

Published and printed by:
Department of Civil Engineering
Politeknik Kota Bharu
KM. 24, Kok Lanas, 16450 Ketereh, Kelantan.

Project Management and Practices 1

First Print 2022
© 2022 Nik Noorafieda Binti Wan Azraen and Siti Mariam Binti Yusoff

All rights reserved. No part of publication may be reproduced, stored in
any form or by any means, electronic, mechanical, photocopying,
recording or otherwise without prior written permission of the copyright
holder.

Project Management & Practices 1 / Nik Noorafieda & Siti Mariam

PREFACE

Bismillahirrahmanirrahim and Alhamdulillah, all praise to Allah S.W.T
with His blessing for three of us to accomplish this book for our
students' reference. We also would like to express my deepest gratitude
to my families, colleagues, and Head of Department for always support
and encourages. This book would be possible to complete without any
help from other people willingly helped us out with their abilities directly
or indirectly contribution. We sincerely thanks to all of them.

NIK NOORAFIEDA BINTI WAN AZRAEN

Civil Engineering Department
Polytechnic Kota Bharu
KM24 Kok Lanas
16450 Ketereh
Kelantan

SITI MARIAM BINTI YUSOFF

Civil Engineering Department
Polytechnic Sultan Mizan Zainal Abidin
Km 08, Jalan Paka,
23000 Kuala Dungun,
Terengganu

III

ABSTRACT

PROJECT MANAGEMENT & PRACTICES provides the knowledge
necessary for the students grasp the theoretical and actionable
principles in civil engineering. Users will be able learning in-depth
treatment of construction. The learning outcome is for the users to
acquire proficiency. This book was written as a learning tool and
reference guide in managing project.
Programming is an increasingly important skill, whether to serve and
aspire to a career in construction development, or in other fields. This
Book is the first in an exposure to student might want to learn. This is
because project management is fundamentally about figuring out how
management in construction acquired. This book intends to enlighten
will introduce to layman and scholar alike to modern project
management. Finally, it hopes someday this book can catch up with
some of the more successful end-products

IV

THE AUTHORS

Nik Noorafieda Bt Wan Azraen holds a bachelor’s degree
in civil engineering (UTHM) and Diploma in Civil
Engineering (PKB). She was the lecturer at Civil
Engineering Department (Politeknik Sultan Mizan Zainal
Abidin,Terengganu) and currently in Kelantan at
Politeknik Kota Bharu since 2020.She had experiences in
Project Management since 2011 and working as an
engineer for 3 years .Her teaching interests include
drawing and autocad, brickwork laboratory and IBS.

Siti Mariam Binti Yusoff holds a Degree in Civil
Engineering and Master in Technical & Vocational
Education (UTHM, Johor). She was the lecturer at Civil
Engineering Department (Politeknik Sultan Mizan Zainal
Abidin,Terengganu) since 2015. Her teaching interests
including fluid mechanics, material engineering,
entrepreneurship, and project management.

V

TABLE OF CONTENT

PREFACE ......................................................................................................................... III
ABSTRACT ......................................................................................................................... IV
THE AUTHORS..................................................................................................................... V
TABLE OF CONTENT............................................................................................................ VI
LIST OF FIGURES................................................................................................................ VII
LIST OF TABLES ................................................................................................................ VIII
CHAPTER 1 INTRODUCTION TO PROJECT MANAGEMENT AND PRACTICE ............................. 1
1.1 THE CONCEPT AND CHARACTERISTIC OF CONSTRUCTION MANAGEMENT .............. 1
1.2 THE CONCEPT AND CHARACTERISTIC OF PROJECT MANAGEMENT ........................... 4
1.3 THE PROJECT MANAGEMENT CONCEPT................................................................... 11
CHAPTER 2 LIFECYCLE OF A PROJECT MANAGEMENT ......................................................... 15
2.1 THE CONCEPT OF A LIFECYCLE IN A PROJECT MANAGEMENT ................................. 15
2.2 THE RESOURCES IN THE PROJECT MANAGEMENT.................................................... 23
CHAPTER 3 SITE SUPERVISION AND ORGANISATION .......................................................... 37
3.1 THE DUTIES OF A SITE SUPERVISOR AND ASSISSTANT ENGINEER ............................ 37
3.2 THE SAFETY CONCEPT IN CONSTRUCTION................................................................ 41
CHAPTER 4 PLANNING AND SCHEDULING .......................................................................... 55
4.1 PLANNING AND SCHEDULING................................................................................... 55
4.2 UNDERSTAND CRITICAL PATH METHOD (CPM) FOR PLANNING AND SCHEDULING 60
4.3 APPLY THE S-CURVE IN CONSTRUCTION PLANNING ................................................ 75
CHAPTER 5 PROJECT CONTROL AND MONITORING ............................................................ 78
5.1 THE CONCEPT OF PROJECT PLANNING AND CONTROLLING..................................... 78
5.2 THE CONCEPT OF MONITORING ............................................................................... 85
5.3 THE QUALITY ASSURANCE IN PROJECT MANAGEMENT ........................................... 92
5.4 A CONCEPT OF QUALITY ASSURANCE (QA) IN PROJECT MANAGEMENT.................. 92
CHAPTER 6 GREEN TECHNOLOGY....................................................................................... 96
6.1 GREEN TECHNOLOGY IN CONSTRUCTION................................................................. 96
6.2 DEFINITION OF GREEN TECHNOLOGY AND GREEN BUILDING IN CONSTRUCTION .. 96
6.3 THE ENVIRONMENTAL-FRIENDLY MATERIALSANDSUSTAINABLE CONSTRUCTION

METHODS................................................................................................................ 101
6.4 GREEN BUILDING PRACTICES IN CONSTRUCTION MANAGEMENT......................... 103

VI

LIST OF FIGURES

Figure 1.1:Basic Construction Management Activities ........................................................................... 3
Figure 1.2: Project Characteristics (Features)......................................................................................... 4
Figure 1.3: Project Management ............................................................................................................ 5
Figure 1.4: Parties Involved During Construction .................................................................................. 6
Figure 1.5: Relationships of Traditional Methods of Construction.......................................................11
Figure 1.6: Relationships of Design and Built Methods of Construction ..............................................13
Figure 1.7 :Relationships of Turnkey Methods of Construction ...........................................................14
Figure 2.1:The Project Life Cycle is divided into four stages ................................................................15
Figure 2.2: Example of WBS ..................................................................................................................20
Figure 2.3 : The Various Task in Project Management..........................................................................24
Figure 2.4: Motorized Equipment Which Always Used in Construction...............................................26
Figure 3.1: A Site Diary..........................................................................................................................39
Figure 3.2: Example of a Site Diary Form ..............................................................................................40
Figure 3.3:Type of Scaffolding...............................................................................................................42
Figure 4.1: Concrete Gravity-Arch Dam Bar Chart................................................................................56
Figure 4.2:llustration Gantt chart by Using Microsoft Project..............................................................56
Figure 4.3:Advantages and disadvantages CPM ...................................................................................60
Figure 4.4:Using the Arrow Diagram Method to Estimate Project Duration (ADM) ............................63
Figure 4.5: Estimating Project Duration Using Precedence Calculation for F-S and S-S Relationship ..69
Figure 5.1: A Project Control in Construction .......................................................................................81
Figure 5.2: A Monitoring Plans..............................................................................................................86
Figure 6.1: Characteristics of Green Building........................................................................................98
Figure 6.2: Importance of Green Building.............................................................................................99
Figure 6.3 : One Central Park's Hanging Gardens in Sydney...............................................................103
Figure 6.4: Michelle Kaufmann created this green structure. ............................................................104
Figure 6.5: Taipei 101 has become the world's tallest and biggest LEED Platinum certified green
building since 2011 .............................................................................................................................104
Figure 6.6: Exterior Light Shelves - Denver Colorado Green Office Building ......................................105
Figure 6.7: An eco-house with a grass roof and solar panels in Findhorn Ecovillage.........................106

VII

LIST OF TABLES

Table 1.1: Difference in management concept....................................................................................... 6
Table 3.1: Different Duty Between Site Supervisor and Assistant Engineer.........................................37

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Project Management & Practice

CHAPTER 1
INTRODUCTION TO PROJECT MANAGEMENT

AND PRACTICE

OBJECTIVE

PROJECT MANAGEMENT AND PRACTICES is a study of project
management's fundamental knowledge and understanding. In addition, this
course covers the duties of a technician and assistant engineer, as well as
the concepts of planning, scheduling, construction monitoring, and quality
assurance in project management. Students will learn about the use of green
technology and Microsoft Project for planning and scheduling, as well as the
features, advantages, limitations, and functions of several critical path
methods.

1.1 THE CONCEPT AND CHARACTERISTIC OF CONSTRUCTION
MANAGEMENT
Nowadays, project management is regarded as a very high priority as all
companies or organizations, whether small or large, are at one time or another
involved in implementing new undertakings, innovations, and changes etc.
these projects may be individually diverse, however over time, some tools,
management techniques and problem- solving approaches have proven
themselves to be more rewarding than others in bringing projects to a
successful end.

Construction Project Management (CPM) is the overall planning, coordination,
and control of a project from beginning to completion. CPM is aimed at
meeting a client's requirement to produce a functionally and financially viable
project. The construction industry is composed of five sectors: residential,
commercial, heavy civil, industrial, and environmental. A construction manager
holds the same responsibilities and completes the same processes in each
sector.

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1.1.1 Definition of construction management
• Management is the process of planning, organizing, staffing, directing,
and regulating organizational resources to achieve organizational goals
in an effective and efficient manner.

• Men (human beings), money, machinery, and materials are examples
of organizational resources.

• An attempt to make the most of limited resources to achieve
organizational goals.

1.1.2 The Characteristics of Management
Management entails directing people and physical resources into a dynamic,
hard-hitting organizational unit that achieves its objectives to the satisfaction of
those served while maintaining a high level of morale and sense of
accomplishment among those providing the services.

Management is the process of planning, organizing, directing, and regulating
all resources to achieve specified objectives, as well as inspiring and guiding
others' activities toward a certain goal.

Management is the art and science of coordinating and directing human effort
to regulate natural forces and utilize natural resources for man's advantage.

Characteristics of Management are included:
● Management is a separate procedure
● Management is a systematic activity
● Management attempts to achieve defined goals
● Management is a science as well as an art
● Management is a team effort
● The fundamentals of management are universal in nature
● Human and other resources are integrated in management.

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Figure 1.1:Basic Construction Management Activities

1.1.3 The Construction Management Concept
Construction management encompasses all areas of project planning and
execution.
Construction management is described as the actions that contribute to cost
and time control in addition to the typical architectural and engineering
services provided throughout the pre-design, design, and construction stages
of a project.
The planning, coordination, and control of the numerous activities involved in
building projects is referred to as construction project management. This might
include agricultural, residential, commercial, institutional, industrial, heavy civil,
and environmental building projects.
It usually entails difficult activities that vary greatly from project to project, and
it necessitates skills such as effective communication, understanding of the
construction process, and problem-solving.
Construction project managers assist in ensuring that the project runs
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smoothly. They oversee the project to ensure that it is completed on schedule
and on budget, and that their team follows all building codes, plans, and
specifications. Other responsibilities include defining scope, budget, and
timetables, selecting subcontractors and personnel, devising dispute
resolution communication strategies, and more.

1.2 THE CONCEPT AND CHARACTERISTIC OF PROJECT MANAGEMENT

1.2.1 The Features of Civil Engineering Project

When does a project cease to be a project? When it fails to satisfy the
following requirements. The following are some examples of definitions:
● Any action that isn’t repetitious
● Low volume, high range of activities
● Any action that has a beginning and an end
● An individual or organization undertakes a unique series of

coordinated operations with specified starting and stopping points in
order to fulfil particular performance targets within established time,
cost, and performance limits.

Figure 1.2: Project Characteristics (Features)

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1.2.2 The Concept of Project Management
Planning, managing, and organizing a project from start to end to meet the
needs of the owner, ensuring that the project is completed on schedule, on
budget, and with high quality. (The chartered Instituted of building, UK)

The process which project manager plan and control all the activities in a
project, use and distribute all of resources (money, time, information, material,
and equipment) to achieve goals, standards, and objectives that
predetermined in the beginning of project stage (based on time, cost,
resources, and quality).

Figure 1.3: Project Management

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1.2.2.1 Connection between Project Management and Construction Management

Table 1.1: Difference in management concept

Project Management Construction Management

What need to be carried out How it will be implemented
When it needs completed Who will be implementing
How many costs needed
How good the result
Coordination the overall requirement Co-ordinate the specific needs
Focus to the various field
Focus on one field only
Dependence to other individuals Contribute the technical expertise
Quality of the project
Opinion is an order Technical quality
Technical opinion
Used general approach By approach expert

1.2.3 Various Roles Played by the Various Stakeholder Engaged in the
Construction Process

Figure 1.4: Parties Involved During Construction

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1.2.3.1 The City Planner (Town Planner)
The orderliness in the developing pattern to show the various land uses is the
responsibility of the town planner. A town planner's master plan, layout, and
other documents usually consider the population, culture, infrastructure,
socioeconomic, political, health, and other human necessities. During the
execution stage, Town Planners will guarantee that the layout's orderliness is
maintained, and that the approval granted is carefully followed. Environmental
impact assessments are required for some construction projects, which can be
completed by a town planner who has specific understanding in this field.

1.2.3.2 The Designer (Architect)
The architect may assist the customer in formulating his expectations in a
clear and intelligible manner, while also considering any applicable legislative
requirements. At this point, it would be beneficial for the customer to see work
of a similar sort so that he can have a sense of the shape, type of materials,
size, and so on. If this is not feasible, graphic drawings and/or models can be
employed, although the customer will frequently struggle to grasp the
underlying structure from these highly creative depictions.

In the conventional procurement technique, the architect may be required to
assist the client in assembling a team to provide specialized services such as
structural engineering, quantity surveying, construction, mechanical/electrical
engineering, and so on. After determining the budget and timeline, a
conceptual design might be created for the customer to accept or reject before
more comprehensive drawings are created.

When the client and consultants have established a general agreement, the
architect may begin detail design and the creation of contract drawings,
schedules, and specifications to secure quotations.

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1.2.3.3 Engineers
Engineers are critical members of the design team, with responsibilities that
include assisting in the overall design of the project while remaining within the
realm of their expertise. Engineers in fields such as geotechnical, structural,
electrical, mechanical, and others will conduct multiple analysis and
computations before determining the best design solution for a particular
structure. Following that, they will produce drawings, specifications,
schedules, and other relevant data as needed for the overall design of the
project, as well as to assist the quantity surveyor in preparing bills of quantities
and costing, and the client in determining the project's suitability in terms of
statutory requirements. Engineers should visit the site on a regular basis
during the project execution stage to confirm that the work is being done in
accordance with their engineering drawings, timelines, and requirements.

1.2.3.4 Quantity Surveyor (QS)
Because of his knowledge in building costs, a quantity surveyor should be
called upon early in the consultation process by the client. He should first
prepare a cost plan as soon as the brief is agreed upon, an approximate cost
from sketch drawings, and elemental cost checks during design, so that,
should the client's sum be exceeded, the designers can consider each
element of the building project in reasonable isolation, allowing him to pair
costs as needed, while staying within the project's total cost limit.

1.2.3.5 The Surveyor
A surveyor is the keeper of land records. Surveyors evaluate the size,
topography, location, and characteristics on and beneath the land upon which
any development is erected. Building projects cannot be properly planned,
designed, or executed without this knowledge

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1.2.3.6 The Owner/Client
• Customer is a party that needs the result of a project
• Provide information and data required by the consultant
• Finance the project
• Take the profit and loss risk
• For the government project are customer/client is a ministry or
department

1.2.3.7 The Contractor
• To build and complete the construction based on contract
• To complete the task correctly and efficiently
• To comply with local authorities’ regulation
• Providing insurance coverage for the worker
• To bear all the carried out and completed work at the site
Subcontractors distribute for 2 types:-

a. Domestic Sub-Contractor
i. Appointed by the main contractor
ii. A contract with the main contractor
iii. It can be more than one

b. Nominated Sub-Contractor
i. Appointed by the client
ii. A contract with the client

Usually for the work in requires expertise such as the installation of
elevators, escalators, fire protection systems, air conditioning etc.

1.2.3.8 The Project Director (Manager)

A project manager oversees ensuring that the project's stated
objectives are met. A project manager is frequently a client
representative who must assess and implement the customer's
particular demands based on the firm's knowledge. The phrase "project
manager" has become a catch-all word for anybody charged with
completing a project.

The Project Manager's job is to make sure the project's overall goals
are met with everyone's help.

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1.2.3.9 The Laborers

• Laborers are also important in any construction.
• They are usually categorized as skilled or semi- skilled

workers,permanent or contact.
• Permanent workers work with the main contractor such as

administration or skilled workers.
• Contract workers are hired for special work that is needed once

ora few times, such as concrete or steel workers.
• Good utilization of these workers saves administration cost and

workers efficiency.

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1.3 THE PROJECT MANAGEMENT CONCEPT
1.3.1 Relationship between Project Management Concepts to Different

Projects:
1.3.1.1 Traditional

• Handling a project through traditional methods is the type of project
operation involving the owner and professional energy.

• Traditional contract system can be practiced in many kinds of projects,
since it is easy to understand and explain the role of eachparty involved in
the clearly.

• Owner will hire an architect or engineer to provide all-inclusive package
design construction drawings, specifications, and contract.

• For construction projects that are more complex and complicated, the
main contractor will ask to make an offer to the more skilled
subcontractors to perform complex work.

• Subcontractors will only work with the primary contractor, and the prime
contractor will be exclusively accountable for the project's completion.

Figure 1.5: Relationships of Traditional Methods of Construction

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1.3.1.2 Design and Built

● A method of design and build is a change from the traditional
method.

● It is a concept in which the owner will hire only one contractor to
carry out the work plan, design, and construction work.

● Using this method in project complex and complicated
administrative burden and gives good results across the board.

● Suitable for private clients who would engage the contractor on
concerns with suggested designs, requesting guidance and
feedback based on previous projects' lessons learnt.

● Because the primary contractor would bear the risk (late
fees/liquidated damages), early engagement with the plans is
essential.

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1.3.1.3 Management Contracting

● Suitable for both public and private clients as the managing contractor
can advise the client on the effects of complex designs on time, quality,
and cost of the project.

● Traditional
● Not crucial as changes to design can happen during the construction

period to please prospective buyers, and the main contractor carries no
risk to the designs constructed.
● Public - Private Partnership
● Suitable for private and public clients as early involvement of the
partners is mandatory. Projects are procured by competition rather than
negotiation.

Figure 1.6: Relationships of Design and Built Methods of Construction

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1.3.1.4 Turnkey

• Design firms and construction firms can consist of the samecompany.
• It is suitable for "fast track project".
• Functions as consultant contractor is planning and implementing

projects.
• In this turnkey project also involvement specialist subcontractors.
• Authority for planning activities (design) is contrast to those who are

responsible for the supervision.
• Turnkey contract is a term to indicate all packages contract. Under the

arrangement, a contractor appointed to carry out the responsibilities
required for the construction, completion, commissioning, and handover
of the project.

Figure 1.7 :Relationships of Turnkey Methods of Construction

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CHAPTER 2
LIFECYCLE OF A PROJECT MANAGEMENT

2.1 THE CONCEPT OF A LIFECYCLE IN A PROJECT MANAGEMENT

2.1.1 The Project Management Lifecycle

A project's life cycle is described as a sequence of activities/phases that a
project goes through from start to finish.
The Project Life Cycle is divided into four stages:

i. Initiation
ii. Planning
iii. Execution/Implementation
iv. Up Close

Figure 2.1:The Project Life Cycle is divided into four stages

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2.1.2 The Project Life Cycle Phases

2.1.2.1 Initiation and the Basic Processes
The first step is called initiation. Identifying projects, generating, and
developing project ideas, preparing a project proposal, evaluating the project
proposal chosen, and obtaining the organization's commitment and authority
to begin the project are all part of the initiating process.

The project lead collaborates with the project sponsor (a department's director
or head) and stakeholders during the Initiation Phase to define the project's
scope and deliverables, estimate costs and resources, complete the project
request, and obtain approval to move forward with the Planning Phase. This is
addressed through the ongoing project request submission process for
projects that fit the portfolio planning requirements.

The project sponsor is responsible for obtaining authorization and paperwork
for initiatives that do not satisfy the criteria for the portfolio planning process
(also known as internal projects). For internal projects, some of the processes
in the Initiation Phase may be integrated with those in the Planning Phase.

The Initiation Phase is crucial to the success of any project. Executive and
stakeholder support, clarity of objectives, knowledge of urgency, and
commitment of essential resources for the project should all arise from a
comprehensive vetting process undertaken during the Initiation Phase.

a) Project Report (Document)
The material from the project Feasibility Document and Project Concept
Document is included in the Project Document. It serves as a point of
reference throughout the process. Project Goals, Scope, Project
Organization, Business Case, and Constraints are among the topics.

b) Project Feasibility Document
The project's production is forecasted in the project feasibility document.
The Project Feasibility Document contains the following information:

1. In accordance with predetermined needs.
2. The most suitable solution to the needs

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3. Legally, physically, and socially compliant
4. Provide information about the cost.
5. Identify the risks and constraints
6. Within available budget

c) Documentation For the Project
A Project Concept Document is a proposal produced to persuade
possible financiers to support a project. Its major goal is to raise funds
for the project. Its major goal is to express all that is necessary from the
customer's perspective to guarantee that their demands are met.

A strong Project Concept Document enables contractors or project
teams to understand what the client expects so that they may submit a
comprehensive proposal that meets and exceeds the customer's needs.
Project scope, objectives, budget, specification, completion time,
payment conditions, and so on are all included.

The Project Concept Document consists of:
1. Work description (SOW)
2. Customer requirements
3. Requirements (tangible items to be supplied)
4. Customer-supplied items
5. Approval requirements
6. Type of contract
7. Payment conditions
8. Project completion timeline is required.
9. Formatting and content guidelines for contract proposals.
10. The deadline for potential contractors to submit offers to the

customer
11. Contractor proposal evaluation criterion
12. Where applicable, funds that the customer is prepared to spend on

the project.

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Project Concept Document is evaluated through:
1. The profile and background of the contractors in relation to

experiences in similar projects
2. The technical and financial capacities of contractors
3. The proposed schedule
4. The costs estimate on materials, services, and the intended

budget the customer has or are available for the project

d) Project Charter
A project charter is a document used by the project sponsor to
introduce a new initiative and demonstrate management support. The
Project Charter Example serves as a blueprint for a new project, giving
managers a sense of direction from start to finish.
These can be done through:
1. Official announcements
2. Open tender or invitation to pre-qualified tenderers
3. Methods: -
• Business advertisements- mass media-local newspapers and
business circulars
• Customized contacts with regular contractors
• List of approved contractors by the organization /government
Tenders and bids
• Electronic media (e-tender, tender directs etc.)

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2.1.2.2 Planning and Basic Processes

a) Defining Scope
Planning is the process of choosing ahead of time what activities will be
done in the future. Planning in a project context entail identifying all the
tasks that must be completed so that all project participants understand
their roles within the project team and complete the tasks allocated to
them. Because projects involve non-routine, non-repetitive work, planning
becomes more important.

The following are aspects of project planning:

• Defining the in terms of the products and services that will be
supplied.

• Forecasting and estimating the project's resources (personnel,
material, money, machinery, and so on).

• Breaking down the project into manageable actions and
determining the logical order in which they should be
completed. Starting with the project's terminal activity and
moving backwards to the first activity, the logical order
between the activities is determined, identifying the activities
that must be completed before the subsequent activities may
be executed.

• Developing an effective organizational structure for the
project's implementation.

• Preparing for the project's estimated completion date. This is
accomplished by creating a master programmed calendar that
includes key dates for main events and control points.

• CPM / PERT analysis is used to schedule activities so that the
project is finished in the shortest amount of time feasible.

• Detailed cost estimates for all activities are being prepared.
• Identifying the resources necessary for all operations.
• Considering the possibility of unfavourable events and

preparing a contingency plan that maximizes the cost-benefit
ratio for the available resources.

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b. Structure of Work Breakdown (WBS)
It is a logical hierarchy that specifies the work parts of a project and may
be utilized for a variety of management control tasks.
A work breakdown structure (WBS) shows and describes the products
that will be created or produced, as well as the relationships between the
work parts and the final output.
The function of WBS:
o The WBS is designed to set forth a common numbering system
that can be applied at various levels to structure both cost and
schedule planning and reporting.
o Individual or departmental responsibility and accountability for
organizing drawings, specifications, and other applications are
also indicated in certain WBS.
o The capacity to identify both cost and schedule elements at
varying degrees of detail is a significant characteristic of the WBS

Figure 2.2: Example of WBS

c. Role Assignment and Scheduling
To organize and complete your projects in a timely, quality and
financially responsible manner, you need to schedule projects carefully.
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Effective project scheduling plays a crucial role in ensuring project
success. To keep projects on track, set realistic time frames, assign
resources appropriately and manage quality to decrease product errors.
This typically results in reduced costs and increased customer
satisfaction. Important factors include financial, documentation,
management, and quality assurance.

d. Fund Allocations
The financial resources required are to be arranged. This shall be done
insuch a way that availability of financial resources for the execution of
the project is timely and adequate.

e. Risk Management
Risk management is about identification, assessment, and prioritization
ofrisks followed by coordinated and economical application of resources
to minimize, monitor, and control the probability and/or impact of
unfortunateevents. Risks can come from uncertainty in financial markets,
project failures, legal liabilities, credit risk, accidents, natural causes, and
disastersas well as deliberate attacks from an adversary.

i. Risk Identification:
• Threats should be identified, described, and rated.

•

• Evaluate the danger exposure of essential assets
• Assess the danger (i.e., the expected consequences of

specific types of attacks on specific assets)
• Find strategies to mitigate the dangers.
• Prioritize risk-reduction strategies in accordance with a

plan.

ii. Managing Risk
Transferring the risk to another party, avoiding the risk, limiting the
risk’s negative impact, and accepting some or all the risk's
repercussions are all examples of risk management.

f. Procurement Planning
Procurement planning is the process through which businesses or
organizations plan their purchase activities for a certain time. The

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procurement procedure is critical for reducing construction waste. So,
schedule when you'll hire and when you'll buy.

2.1.2.3 Implementation Activities and Basic Processes

• Execution of Project Plan
The process of carrying out project operations according to the planned is
known as execution. Though the project will be carried out as closely as
feasible to the original designs, any alterations or modifications that are
required will be implemented where appropriate. Because projects are
dynamic in nature, flexibility in project execution is critical to achieving the
project's ultimate goals.

• Handle Changes
The lifespan of a project is not fixed. Changes occur naturally during the life
cycle of a project due to a variety of environmental conditions. Changes can
range from tiny tweaks that have little influence on the project to large
overhauls that have a significant impact or even affect the project's
fundamental character.

• Project Control
Controlling is the practice of comparing project performance against
expectations. In other words, it is determining if the project is progressing in
accordance with the original plan and identifying any deviations. (Variances
are another term for deviations.) Once deviations in time, resource, and quality
parameters are detected, they must be assessed, the causes of the deviations
identified, and appropriate remedial steps made to fix the deviations and get
the project back on track. Time, resource, and quality are the three most
significant aspects over which control is exercised.

2.1.2.4 Close-up

Projects are one-time events. As a result, they have a beginning and an end.
When the execution is completed and the project objectives are met, the
project is nearing completion. Every project must have a formal process
termed "closing" for certifying the project's completion.

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The sub-processes that make up this formal closure procedure are as follows:
Examining the project and verifying that it produces the expected results.
Contracts must be completed, and any unresolved concerns with contractors
must be resolved.

Administrative closure entails informing all stakeholders, employees,
executives, and others involved in the project of the project's closure. Men and
available material resources, if any, are reallocated to other projects or
departments as needed

2.1.3 The Project Life Cycle Characteristics
i. Defines the project's start and finish dates.
ii. Deliverables are generally authorized before the next step of work
begins.
iii. A second phase is sometimes started before the preceding phase has
been approved. This is referred to as fast tracking.
iv. Technical work and implementers are defined.
v. Costs and workforce levels are modest at the outset, rise as the project
progresses, and then fall as the project concludes.
vi. The likelihood of project success is low at the outset and rises as the
project progresses.

vii. As the project progresses, the cost of adjustments and error repair
usually rises.

2.2 THE RESOURCES IN THE PROJECT MANAGEMENT

2.2.1 Various Tasks in Project Management
In project management, a task is an activity that needs to be accomplished
within a defined period of time or by a deadline to work towards work-related
goals. A task can be broken down into assignments which should also have a
defined start and end date or a deadline for completion. One or more
assignments on a task put the task under execution. Completion of all
assignments on a specific task normally renders the task completed. Tasks
can be linked together to create dependencies.

Tasks completion generally requires the coordination of others. Coordinated

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human interaction takes on the role of combining the integration of time,
energy, effort, ability, and resources of multiple individuals to meet a common
goal. Coordination can also be thought of as the critical mechanism that links
or ties together the efforts on the singular level to that of the larger task being
completed by multiple members. Coordination allows for the successful
completion of the otherwise larger tasks that one might encounter.

Figure 2.3 : The Various Task in Project Management

2.2.1.1 Forecasting
• Assumption made on possibility which occurred so that all schemescan
be arranged with strategy that right.
• It includes production activity to determine a standard and construction
method that is suitable.
• Besides that, environment information on workforce needs for material
requirement, equipment facility and plant also need to be considered.

2.2.1.2 Planning
• Create the reaction to proper guide in a project until it perfected.
• Starting with scope of work until end of project.
• It must be provided in operation plan for the whole project.

2.2.1.3 Organizing
• Arrange all resources according to a suitable system with the project
planning

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• A project must be arranged according to the job requirement that
carried out.

• All tasks must be separate to the small units feasible and sizeable.

2.2.1.4 Motivating
• When something will not yet fulfill, thus it is beginning of a motivating
process.
• Motivating is needed to support employee officiated in way is wanted to
fulfill the organizational purpose and at the same time it fulfills the own
objective and professional objective.
• In the construction, motivating is a spirit management of employee and
parties related to approach “serve them nicely” where it is an effort on
humanity.
• Among the matter that should give motivating were employee attitude,
achievement, appreciation, responsibility, money, increase, participation,
competition, and social contact.

2.2.1.5 Directing
• Guide given to do the job such as required so that project can implement.

• All staff that work in a project must be formed as effective team and work
to one general direction.

2.2.1.6 Coordinating

• This coordination is important so that all parties can know their responsibility
and the power limits and relationship with parties involved in construction
field.

• Organizational structure and flow chart is important to make the projectsmooth.

2.2.1.7 Controlling

• Control is programmed set to compare between the real activities’
achievement with original planning.

• In construction management context, the main purpose of control is tosee on
actual implementation the site builds so that it consistent and fulfill the
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planning and project scheduling was which plan on pre- construction stage.
2.2.2 The Plant and Equipment
Engineering vehicles, known by the other terms is construction equipment,
earth movers, heavy equipment or just plain equipment, machines, specifically
designed to execute civil engineering and construction engineering.
The scope of the specialized manufacturing industries covered by the
previously mentioned engineering fields is broad, encompassing in no order
like construction, logging and mining, waste management, military
engineering, and agriculture.
Among the motorized equipment which always used in construction are as
follows:

Figure 2.4: Motorized Equipment Which Always Used in Construction

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2.3:
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Project Management & Practice

2.2.2.1 Excavator

The bucket of an excavator is raked toward the machinery to form a trench or
pit. Large things may be moved, and construction components can be
"grabbed" using the lower jaw's "thumb." The thumb attachment is not
installed on most excavators.

2.2.2.2 Bulldozer

In response to the demand for equipment capable of ever larger earthwork,
the bulldozer grew and strength. As time went by, bulldozers became more
advanced. More stronger engines, more dependable drive trains, improved
track, elevated cabins, and hydraulic upgrades are all significant advances.

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2.2.2.3 Ripper

The rippers are a long claw-like mechanism on the bulldozer's rear. Rippers
can be purchased individually (single shank) or in groups of two or more
(group shank) (multi shank rippers). For powerful ripping, a single shank is
usually used. A replaceable tungsten steel alloy tip is attached to the ripper
shank.

2.2.2.4 Compact Excavator
A tiny hydraulic excavator, often known as a mini excavator, is a tracked or
wheeled vehicle that weighs between 0.7 and 7.5 metric tons. It usually comes
with a regular backfill blade and a boom swing that is independent. A micro
excavation is another name for a tiny hydraulic excavator.
All movement and operations of the small hydraulic excavator are done by the
transfer of hydraulic fluid, which sets it apart from other construction
equipment. Hydraulic fluid flowing on hydraulic cylinders activates the compact
excavator's work group and blade.

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2.2.2.5 Backhoe

The backhoe is a versatile machine that may be used for a range of purposes
including construction, demolition, light material transportation, powering
construction equipment, excavating holes, loading trucks, breaking asphalt,
and paving roads. A retractable bottom on some buckets allows them to dump
their load more quickly and effectively. Grading and scraping off sand are
commonly done with buckets with retractable bottoms. Other equipment or
tools can be used to replace the front assembly.

2.2.2.6 Mixer Truck
A large region may be served by a single concrete batching facility. The
factories are in industrial zones, and the delivery vehicles can serve residential
neighborhoods or inner cities. Better concrete is being made.

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2.2.2.7 Paver

A paver (also known as an asphalt finisher) is a construction vehicle that lays
asphalt on roads. A dump truck usually feeds it. The heated asphalt mix is
then pressed with a second equipment called a roller.

2.2.2.8 Dragline Excavator
A dragline bucket system is made from a huge bucket hung by wire ropes
from a boom (a massive truss-like structure). A multitude of ropes and chains
are used to manipulate the bucket.
The bucket and hoist coupling combination are supported from the boom by
the hoist rope, which is driven by massive diesel or electric motors. The
bucket assembly is drawn horizontally using the dragrope. The bucket's varied
activities are managed by skilled hoist and dragrope techniques.

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2.2.2.9 Dump Truck
A dump truck, also known as a production truck, is a vehicle that transports
loose materials for building (such as sand, gravel, or soil). A conventional
dump truck has a hydraulically controlled open-box bed hinged at the back,
the front of which may be raised to allow the contents to be placed on the
ground behind the vehicle at the delivery location.

2.2.2.10 Piling Machine
When selecting plants equipment for piling, consideration must be given to:

The type of sub-soil
• Surface conditions (example: slope of site)
• Surface drainage (example: waterlogged conditions)
• Obstructions (example: old basements)

The skull crackers and pile drivers are the most typical load lowering
equipment used in combination with the crane-shovel. The skull cracker is a
large piece of heavy equipment that is raised by a crane and then swung or let
fall free to act like a massive sledgehammer.

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2.2.2.11 Water Pump
When selecting pumps for sites, the use of pumps must be considered as the
following operations may be involved:
i. Keeping the foundation, pits to free from water
ii. Lowering of the water table below the level of excavation
iii. Pumping out the large quantities of water
iv. Supplying water for general purposes

2.2.2.12 Concrete Mixer
Concrete mixer is a model of a small-scale concrete mixer. These older mixers
are heavy and cannot be moved as easily. They are still however equipped
with an electrical motor, so they do not pollute the surroundings.
A concrete mixer (also commonly called a cement mixer) is a device that
homogeneously combines cement, aggregate such as sand or gravel, and
water to form concrete. A typical concrete mixer uses a revolving drum to mix
the components. For smaller volume works portable concrete mixers are often
used so that the concrete can be made at the construction site.

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Project Management & Practice

2.2.2.13 Cranes
A crane is a tower or derrick that is equipped with cables and pulleys that are
used to lift and lower material. They are commonly used in the construction
industry and in the manufacturing of heavy equipment. Cranes for construction
are normally temporary structures, either fixed to the ground or mounted on a
purpose-built vehicle.

They can either be controlled from an operator in a cab that travels along with
the crane, by a push button pendant control station, or by radio type controls.
The crane operator is ultimately responsible for the safety of the crews and the
crane.

When selecting the type of crane, the following factors should be considered:

i. Access- type of ground over which the crane may travel
ii. Radius of swing
iii. Amount of lateral movement

2.2.2.14 The type of the crane that is used in construction:

i. Mobile Crane
ii. Tower Crane
iii. Truck Mounted Crane
iv. Loader Crane
v. Overhead Crane

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2.2.2.15 Compactor

Compactors which are also known as rollers is a machine which is been used
in the work of compacting the soil or road which has been premixed. This
machine is equipped with a vibrator on a flat plate which is controlled by the
driver and it’s suitable to be used in all kinds of soil. The vibration could reach
up to 25 tans.
There are many types of compactors which would be used according to the
necessity of certain construction. The effect of the compactor depends on the
type of soil which is been compact.

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2.2.3 The Materials Used in Construction
Building materials is one of the most important matters for construction. Its
play the important role to ensure the construction become smoothly. Building
material such as aggregate, cement, sand, wood, tiles, roof, and others are
the basic material used in construction. But there also have the specific
building material like imported from othercountry such as tile, sanitary system,
and others.

2.2.3.1 Resource Management
Because resources are finite, some are difficult to get, expensive, or both,
efficient and effective resource management may make or break a project.
The distribution of resources can have a significant impact on project
timelines.

2.2.3.2 Construction Materials
Construction materials cost and availability have an impact on planning,
design, and construction operations. Choosing the correct building materials is
a key task that must be addressed early in the planning phase by its very
nature. The owner can benefit from as many project team members
participating in the selection process as feasible.

2.2.3.3 Aspects That Influence Material Selection
a) Different types of soil and foundation options
b) Concrete aggregate sources
c) Fill material availability
d) Site situation (urban or rural)
e) Price (including transportation)
f) Legislative issues and sustainable development

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2.2.4 Overheads and Profit

2.2.4.1 Overhead
Overhead consists of two type which is fixed overhead and variable overhead.
i. Fixed Overhead- those ongoing expenditures that are constant and do
not vary with the amount of business or the number of production staff
employed.
a) Office rental
b) Water, electricity, telephone, and office stationery bills
c) Material testing, loading test etc.
d) Document filing, etc.
e) Permanent worker salary.

ii. Variable Overhead-This should represent all field personnel operations.
These are e x p e n d i t u r e s that would not i n c u r if there were
no field.
There were people employed. The number of persons a firm employs as
part of its manufacturing labor force is directly affected by variable costs:
• Site engineer, project manager, project supervisor etc.
• Furniture
• Marketing cost, official trip cost etc.

2.2.4.2 Profit
The amount of profit and contingencies depend on:
• Project size
• Site condition
• Project complexity
• Information from owner which can been seen in tender document

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CHAPTER 3
SITE SUPERVISION AND ORGANISATION

3.1 THE DUTIES OF A SITE SUPERVISOR AND ASSISSTANT ENGINEER

3.1.1 Site Supervisor and Assistant Engineer

3.1.1.1 Site Supervisor–

a. Conducting safety meetings
b. Conducting Incident/Accident investigations
c. Maintaining both equipment and the workplace
d. Establishing work methods & providing training
e. Supervising employees in the performance of task
f. Explain to workers the legislation that affects them
g. Train workers to perform jobs safely
h. Adhere and enforce safety regulations
i. Maintain safe workplace

3.1.1.2 Assistant Engineer –

a. Perform engineering work in the design and construction
b. Check plans and designs for conformance to codes and accepted

engineering standards and provide different improvements
recommendations. Coordinate the construction of new subdivisions.
c. Create maps and plot plans from a variety of civil engineering and
mapping software programs.
d. Conduct field inspections of municipal contract construction and
repair work, offer help, produce change orders, recommend
payments, and verify that all phases of construction are completed
according to contract requirements.

3.1.2 Different Duty Between Site Supervisor and Assistant Engineer

Table 3.1: Different Duty Between Site Supervisor and Assistant Engineer

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Site Supervisor Assistant Engineer
i. To record project i. Make decision in term of

ii. To report progress work compliance of compliance of time,
iii. To inspect the quality ofwork quality, and cost
iv. To monitor subordinatework ii. Liaise with authority

iii. Maintain good decision with
consultant
iv. Providing on the technical support

3.1.3 The Content of a Site Diary

Site Diary Plus is a site diary for construction projects. Site diary is used to
save day-to- day site activities. Site diary can then be used as a
contemporaneous record of events and is a written description of what
happened at the time. The site supervisor required to record all the information
in the site diary.

Site diaries also need to be kept for use post project for claims/disputes, or
mid project to verify health and safety audits/inspections, quality inspections
and progress reports

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3.1.3.1 A Site Diary

Figure 3.1: A Site Diary

3.1.3.2 Best Practices and a Site Diary

a. Accept the use of the diary
Have a meeting with key project participants when you begin a
construction project to discuss the site diary. Agree that all information
relating to site happenings will be recorded, and that the site diary will be
used as evidence in the event of a dispute. Agree on who will fill the
calendar.

b. Information exchange
Unlike personal diaries, which include "private information," site diaries
should be accessible to all important project participants.

c. Only one diary is allowed per project
It is not advisable for all businesses to use their own diaries. A shared
journal is the greatest option since any issues can be addressed
immediately.

d. Take pictures
Keep in mind that photographs carry a wealth of information. Take
photos and upload them to the journal attached.

e. Save important document

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Attach all significant papers to the site journal, such as meeting minutes,
reclamations, and so on.
f. Record information as it occurs
Don’t rely on your memory: save knowledge as it happens

Figure 3.2: Example of a Site Diary Form

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3.2 THE SAFETY CONCEPT IN CONSTRUCTION
3.2.1 The Techniques and the Safety Precautions for Scaffolding

The Occupational Safety and Health Administration (OSHA) is revising the
safety rules that govern the design, manufacture, and use of scaffolds in the
construction sector. The final regulation improves current scaffold standards
and, when applicable, establishes performance-oriented requirements to
safeguard workers from scaffold-related dangers such falls, falling items,
structural instability, electrocution, and overloading.
The final regulation has been revised to include step scaffolds, bracket
scaffolds, suspended scaffolds, single scaffolds, couple scaffolds, and
cantilever scaffolds, among others. Furthermore, the final regulation gives
employers more freedom in how they deploy fall protection devices to
safeguard employees working on scaffolds and, to the degree possible,
extends fall protection to scaffold erectors.
Another area strengthened by the final rule is scaffold worker training; the
criteria under which such personnel must be retrained are also defined in the
final rule. Finally, the rule's language has been simplified, redundant and
outdated provisions have been removed, overlapping requirements have been
consolidated, and the rule's performance orientation has been enhanced to
allow employers as much compliance flexibility as is consistent with employee
protection.

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