CIVE1149 Construction
(Project) Management (Week 1)
Dr Kevin Zhang
Room: 10.13.06
Tel: 9925 3824
[email protected] Construction began in August 2002,
Exterior completed on June 1, 2006.
Finished in June 2006
Officially opened on October 11,
2006.
Using reinforced concrete
Using a slipform method
297.3m
91storey above the ground
1 basement floor
Owner
Eureka Tower Pty Ltd.
Architecture
Fender Katsalidis Architects
Contractor
Grocon Constructors
Prestressing
Austress Freyssinet
Building services
engineering
Norman Disney & Young
Mechanical &
electrical
engineering
Norman Disney & Young
Fire safety
engineering
Norman Disney & Young
Construction duration: 14/12/199430/10/2008
Construction cost: around 30 Billion USD
Dimension:2,335mX115mX101m
Total electric generating capacity: 22,500
MW
Over 1 million people being relocated
Rock-and-earth excavation of 102.83 million
m3,
Concrete placement of 27.94 million m3 ,
Rock-and-earth refill of 31.98 million m3 ,
Metal frame installation of 256500 tons.
Construction wastes
The construction process often generates large amount
of waste which cannot be recycled.
Our planet is being
changed
There has to be a better
way
Aims of the course
To introduce the
concepts and tools to
plan and implement
construction projects
Skills
Group Work
Project management
Group dynamics
Technical Reports
Analysis and presentation of information
Report writing
Time Management
Project Planning
Course Content
Construction Management (Week 1)
General Overview
Project Procurement Management (Weeks 23)
Project Deliver Systems
Contracts and tendering
Project Planning (Weeks 4-6)
Scope and Time (WBS)
Project Scheduling, CPM, PERT
Course Content
Project Planning: Cost (Week 7-9)
Resource and Cost Management
Cost Estimating
Cost Control
Risk and Safety Management (Week 10)
Probability and Consequence
Quality Management (Week 11)
Quality assurance and control
Project Communication and Report (Week 12)
Communication, Organisation, Teams and Leadership
Course Format
Lectures
12 weeks
Tutorials
Worked Examples
Assignments
Software Demonstrations in Computer
Labs
Presentation of Major Assignment
Tutorial
(Kevin Zhang)
Lecture
(Kevin
Zhang)
Tutorial
(David Law)
Tutorial
(David Law)
Tutorial
(Kevin Zhang)
Tutorial
(Kevin Zhang)
Assessment Format
Project Work (40%)
Form project groups Weeks 1
Groups of 5 to 7
Must be in same tutorial group
If not in group by the end of week 2, will be put in group!
Submit Stage 1 work of Major Project Friday Week 6, 15th April
2011 (8%)
Final Presentation Week 13 (Dates to be announced) (7%)
Final Submission Week 13, Friday 3rd June 2011 (25%)
Peer review submission (no marks, if not submitted, penalty
applies)
1st due on Friday, week 6 and 2nd due on Friday, week 13
10
Assessment Format
MS Project Lab Test (10%)
Planning software package
Week 5 and 6 tutorial in computer
laboratories
Room 10.12.24 or 27
Week 7 Test (10%)
Room 10.12.24 or 27
Week 8 Resource Planning
Room 10.12.24 or 27
Assessment Format
Final Exam (50%)
Closed book
No equations will be provided
Past questions covered in Tutorials
To past the course, a minimum of 40%
needs to be achieved in the final exam.
11
Assessment Format
Assignment (Bonus Point 5%)
Every week, tutorial notes will be
uploaded to the Learning Hub on
Saturdays.
You will be invited to answer questions
and/or submit your HARD COPY answers
twice a semester on the spot of a tutorial.
Learning Resources
Burke, R., Project Management Planning and Control
Techniques, Third Edition 1999, PROMATEC
International, John Wiley & Sons Ltd. England
PMI (2000) PMBOK Guide. A Guide to the Project
Management Body of Knowledge 200 Edition Project
Management Institute, Inc. Pennsylvania, USA
Hinze, Jimmie, Construction planning and scheduling,
1998, Prentice-Hall Inc Upper Saddle Fiver New Jersey
USA.
Smith,N.J. (ed) Engineering Project Management.
Second Edition , 2002, Blackwell Science Ltd. Oxford
12
Learning Resources
Bucki, L.A. and Gary Chefetz (2002) Managing with
Microsoft Project 2002 Premier Press, USA
Clough, R.H., Sears, G.A. and. Keoki Sears S,
Construction Project Management. Fourth Edition
2000,. John Wiley & Sons, Inc., New York.
Gould, F.E. and Joyce N. E., .Construction Project,
Management second Edition,2003, Pearson
education, Inc. Upper saddle River, New Jersey. USA
Harris F & McCaffer R, Modern Construction
Management fifth Edition 2001, Blackwell Science Ltd,
Oxford UK.
Learning Resources
Australian Standards
Course Notes
Software Packages
Internet
Engineers Australia
Australian Institute of Project Management
Chartered Institute of Building
Learning Hub/blackboard
13
Construction Management
What is construction management?
Management of a construction project
Managing uncertainty
What is a construction project?
The building of a specific structure or set
of structures
Construction Projects
Public Utilities
Power, telecommunications, water, sanitation,
sewerage
Public Works
Major roads, dams, irrigation/drainage
Transport
Minor roads, trains, ports, waterways, airports
Other
Housing, schools, hospitals
14
What does project
management mean to you?
What is a Project?
A project is a series of tasks and activities that has a
specific objective, defined start and end dates,
funding or budget limits, and dedicated resources.
A project is a temporary endeavour undertaken to create a
unique product, service or result.
Temporary means that every project has a definite
beginning and a definite end.
Unique means that the product, service or result is different
in some distinguishing way from all other products or services.
15
Project Aims
To satisfy a defined need, demand or
provide a solution to a defined
problem
To achieve the desired goals and
objectives within the specified time
frame and budget with the required
(high) quality
Project Characteristics
To address a specific need or problem
A start and finish point
A number of interrelated and
interdependent activities
A set lifecycle
A budget
Requires human, financial and material
resources
16
Project Characteristics
It is unique and requires an one off
only set of activities
It is to be completed within a given
specification
It requires management of the project
A team effort with a single point of
responsibility (Project Manager)
17
Project Stakeholders
Owners
Government
Private Companies
Public Companies
Individuals
Users
Public
Companies (other than owners)
Project Stakeholders
Financiers
Government
Companies
Banks
Financial Institutions
NGOs
Operators
Government
Companies (BOT/BOOT/PPP)
18
Project Stakeholders
Interest Groups
Public
Environmental Activists
Landowners
Other government agencies
Overseas governments
NGOs
Industry
Project Stakeholders
Construction Industry
Designers
Architects
Consultants
Contractors
Suppliers
Unions
19
What is project management?
Project Management is
the overall planning, control and
coordination of a project;
from inception to completion;
aimed at meeting a clients requirements;
in order that the project will be
completed on time within authorised
cost and the required quality standard.
The Opportunity
We over-estimate what we can
do in the short term and underestimate what we can do in the
long term.
Project Management can help!
20
PMBoK
Scope
Time
Cost
Quality
Human Resource
Communications
Risk
Procurement
Integration
Project Management
Project Integration
Management
Project Scope
Management
Project Time
Management
Project Plan Development
Project Plan Execution
Overall Change Control
Project Plan Development
Project Plan Execution
Overall Change Control
Project Cost
Management
Project Quality
Management
Project Human
Resource Management
Quality Planning
Quality Assurance
Quality Control
Organisation Planning
Staff Acquisition
Team Development
Project Risk
Management
Project Procurement
Management
Resource Planning
Cost Estimating
Cost Budgeting
Cost Control
Project
Communications
Management
Communications Planning
Information distribution
Performance Reporting
Administrative Closure
Risk Identification
Risk Quantification
Risk Response Development
Risk Response Control
Activity Definition
Activity Sequencing
Activity Duration Estimating
Schedule Development
Schedule Control
Procurement Planning
Solicitation Planning
Solicitation
Source Selection
Contract Administration
Contract Close-out
21
Project Manager Qualities
Leadership
Communications
Team selection and team management
Problem solving
Decision making
Planning
Negotiation
Project (Development)
Life Cycle
Concept
Initiation
Phase
Design
Development
Phase
Implementation
Construction
Phase
Commissioning
Handover
Phase
22
Concept/Initiation Phase
Define goals and objectives
Identify stakeholders
Feasibility study
Select team members
Design/Development
Phase
Complete project team and team structure
Prepare Work Breakdown Structure (WBS)
Project plan
Project schedule
Resource schedule
Procurement and contracts
Risk management plan
Quality management plan
23
Implementation/
Construction Phase
Actual construction based upon
outcomes from the design and
development phase
Project management and control to
maintain plan (budget, time and
quality)
Commissioning/Handover
Phase
Commission project
Handover to owner/operator
As built drawings
User manual
Maintenance schedule
Evaluate project
24
Classic Management vs. PM
Classic/general management
Concerned with long term management of a business;
Organizational structure based;
Use concepts such as organising, planning, controlling,
coordinating, motivating;
is a continuous process, year by year, products roll of the
production line in a continuous stream.
PM
The projects are usually unique;
Have specific objectives;
Have a defined start and end point;
Have finite resources allocated.
Life Cycle Processes
Key Activities
Major activity within a phase
Milestones
Goal/objective reached
Hold Points
Evaluation/Review
Approvals
Decision Making
25
Life Cycle
Components vs Effort
Fast Tracking
Approval and commencement of one phase
prior to completion of preceding phase
Improves efficiency by reducing time and
costs.
Can impact upon quality as hold points
removed.
26
Influence vs Cost
Easier to change project at or near the
start (front end)
Less work has been done
Less money spent (fixed budget)
Positions not become entrenched
Influence vs Cost
27
Influence vs Cost
Changes to project cost less
Money has not been spent on work to be
abandoned
Materials/equipment may have been purchased
that will not be used
Demolition may be required
Can be difficult to envision completed
project and problems that may arise
Operating Life Cycle
Operation Phase
Maintenance Phase
Up Grade/Expansion/Repair Phase
Decommissioning Phase
28
Example
Illustrate the project life cycle for the
construction of a desalination plant to
provide additional drinking water for
the residents of Sydney.
Show the different tasks within each
phase of the project life cycle.
Critical Factors in
Successful Projects
Time
Project
Success
Cost
Quality
29
Project Success
Leadership
Communication
Teamwork
Planning
Supervision
30
