Construction Project Management

Project Management Professional (PMP)

– Project manager certification
– Offered by the Project Management Institute (PMI)
– Gold standard of project management
– Most desired
– Recognized professional certificate for project management
– Experienced project manager, certified and trained to direct teams towards a project goal
– Helps PMs in career growth, making them eligible to apply for the best roles in the top
companies globally
– Stays abreast with new technologies, network with other certified colleagues of the same
field, and come across the best projects aspects
PMP vs. CAPM

PMP CAPM
Certificate Status Gold standard of PM, Entry level certification
recognized in over 85 for PMs
countries
Education 1. Secondary Degree 1. Secondary Degree
Requirements (HS Diploma, (HS Diploma,
Associate’s degree or Associate’s degree or
the global equivalent) the global equivalent)
2. Four-year degree 2. Secondary Degree
(HS Diploma,
Associate’s degree or
the global equivalent)
Work Experience 1. 5 years leading and 1. 1,500 hours of
directing projects project experience
2. 3 years leading and 2. 23 contact hours of
directing projects formal education
Project Management 35 hours of project 23 hours of project
Education management management
education education
Number of questions 200 Multiple Choice 150 Multiple Choice
Validation of 3 years 5 years
Certification
Re-Certification Must earn 60 Must retake the exam
Professional every 5 years
Development Units
(PDUs) every 3 years

● The new PMP exam content will have more approaches to delivering outcomes.
○ 50% Predictive
○ 50% Agile/Hybrid
What is a project?
◆ Timeline: Has a fixed timeline with definite time
◆ Resources: Has definite and limited resources
◆ Tools: Special tools and techniques are used (e.g. Gantt Chart, Scheduling)
◆ Team: Project needs a diverse team stretching across departments (Cross-
functional team)
Project Management Phases
1. Initiation - evaluate the work ahead (feasibility test)
- Project Initiation Documents (PID) - like a blueprint, highlights the main purpose
of a construction project
2. Planning - key to success of a management
- identify a scope of work and develop a road path
- SMART (Specific, Measurable, Assignable, Realistic, Timely)
3. Implementation & Execution - project plan is put into practice, most of the time should be
spent
4. Performance & Monitoring - simultaneously processes are implemented, every item aligns
with the schedule
5. Closing - review the punch-list

STAGES OF CONSTRUCTION PROJECT MANAGEMENT

Design (including getting bids): once completed, signals the beginning of the bidding process
: architect / engineer assess the the feasibility of the design
based on regulations, creates schematic design / sketches, researching the type of equipment
based on regulations, creates schematic design / sketches, researching the type of equipment
needed and its cost
1. Pre-Construction: Owner has chosen a contractor (connects with the project team)
Project Team: contract administrator, PM, field engr, superintendent, QC (site visit, soil testing)
2. Procurement: The team purchases everything that is needed to complete the project
(complexity depends on the size of the project)
3. Construction and Building: execution of the project, superintended arranges a meeting with
subcontractors to set ground rules before working together. Completing the activities like
setting up the temp facil
4. Commissioning: has two parts
1. PT tests the systems and equipment to make sure everything works correctly before
turning over
2. Train the owners personnel with the operation and maintenance on the systems in the
new building
5. Owner Occupancy: warranty (6 months or more depending on the contract), retention (10% /
15% retention fee)
6. Project Closeout: ties loose ends, team formally completes any remaining contractor
obligations (punch-list, post-project review, etc)

What is Construction Project Management?

Includes a wider variety of constraints (scope, time, quality).

TOP 5 CHALLENGES FOR CONSTRUCTION PROJECT MANAGERS (CPM)

1. Poorly defined objectives *ask proactive questions from the client
2. Budget constraints *needs to be reviewed constantly to be on-track
3. Time management
4. Unrealistic expectations *impossible deadlines, unreasonable requests
5. Hazard management *should be proactive in identifying safety issues
Process Groups and Knowledge Areas
49 processes organized into 5 process groups & 10 knowledge areas
10 Knowledge Areas
1. Integration Management (7)
2. Scope Management (6)
3. Schedule Management (6)
4. Cost Management (4)
5. Project Quality Management (3)
6. Resources Management (6)
7. Communications Managements (3)
8. Risk Management (7)
9. Procurement Management (3)
10. Stakeholder Management (4)
5 Process Groups
1. Initiation (2)
2. Planning (24)
3. Execution (10)
4. Monitor & Control (12)
5. Closing (1)

Project Management Phases

1. Initiation Phase
 ○ Well-Defined Scope Statement
○ Identification Of Project Stakeholders
○ Ensuring Resource Availability

Project Charter: Process of developing a document to formally authorize a project / phase. Defines
the authority of the project manager.
Main points in a project charter
● What is the essence of the project?
● Why does this project exist?
● Can we agree on this project?
Elements of a business case (feasibility study)
– Execution Timeline
– Benefits
– Cost
– Solution
– Challenge or Goal
– Executive Summary
Project Stakeholder Management: process to identify the people, groups, organizations that impact
or influence the project
● Customers
● Governments
● Partners
● Support
● Marketing
● Owner
 ● Sales
● Finance
How to Conduct Stakeholder Analysis or Identify them?
● Identify your Stakeholders

Your boss Shareholders Government

Senior executives Alliance partners Trades associations
Your co-workers Suppliers The press
Your team Lenders Interest Groups
Customers Analysts The public
Prospective customers Future recruits The community
Your family Key contributors Key advisors

2. Planning Phase
Project Management Plan: Comprehensive document that outlines the basis of all project work and
how the work will be performed.

Planning
Develop project management plan
Plan scope management
Define activities
Sequence activities
Estimate activity durations
Develop Schedule
Plan cost management
Estimate costs
Determine budget
Plan Quality Management
Plan resource management
Estimate activity resources
Plan communications management
Plan risk management
Identify risks
Perform qualitative risk analysis
Perform quantitative risk analysis
Plan risk responses
Plan procurement management
Plan stakeholder management
Plan Scope Management: Process of creating a scope management plan that documents how the
project scope will be defined, validated, and controlled
Collect requirements
– Expert Judgment
– Data Gathering
○ Brainstorming
○ Interviews
○ Focus groups
○ Questionnaires and Surveys
○ Benchmarking
THE SCOPE OF WORK DEFINITION IN CONSTRUCTION
– list of construction obligations, written out in an agreement or contract
SCOPE OF WORK COMPONENTS
● The Project Overview
● The Project Scope
● The Project Deliverables
● The Project Schedule
CREATE WORK BREAKDOWN STRUCTURE (WBS): subdivides the project deliverables from the (?)
Schedule Management Plan: How the project schedule will be planned, developed, managed,
executed, and controlled throughout the phase or project.
Precedence Diagramming Method (PDM): Graphical representation of all work that is needed to be
performed on the project. This represents the flow of the project. What work packages tie into
another work packages, in order as well as durations. Simply stated it is work packages
relationships to each other.

Relationships:
> Finish to Start (most commonly used)
○ The start of the successor’s work package depends upon the completion of its
predecessor work package
> Finish to Finish
○ The completion of the successor work package depends on the completion of the
predecessor work package
> Start to Start
○ The start of the successor’s work package depends upon the start of its predecessor
 ○
work package
> Start to Finish
○ The completion of the successor work package depends upon the start of its
predecessor work package
DEPENDENCY DETERMINATION
1. Mandatory Dependencies (Hard Logic)
○ They are tangible limitations of work packages that are tie together. One work package
MUST be completed prior to the subsequent work package beginning.
◆ Foundation of the house erected prior to the house bing built
◆ Turning on the computer prior to writing code
◆ Purchasing the paint prior to painting the walls
2. Discretionary Dependencies (Soft Logic)
○ Work packages that are tied together, but do not have physical limitations. Work
packages may work in unison or tandem.
◆ Painting the walls of a room & laying a carpet at the same time
◆ Cooking both dinner & dessert at the same time in the oven
◆ Designing the packing of a computer game, while it is in a final testing stage
3. Leads and Lags
○ The management team during the planning of activates will determine the order of
work packages upon completion. During this phase of this process, work packages
leads and lags must be processed.
◆ A lead is the amount of time a successor activity can be advanced with respect
to a predecessor activity.
– i.e. The windows maybe scheduled to be installed in the house up to 3
weeks prior ro the siding being installed.
◆ A lag directs the delay in the successor work package or activity.
– i.e. The windows can not be scheduled to be installed in the house until
the external walls have been installed.
4. Project Management Information Systems
SEQUENCE ACTIVITIES - OUTPUTS
● Project Schedule Network Diagrams
> These are system wide drawings which shows the entire project work packages/
activities from start to finish. It shows logical relationships as well.
● Project
1. Execution Phase
2. Monitoring & Control Phase
3. Closing Phase