Professional Documents
Culture Documents
CE 4101
Project Planning and Construction Management
Management:
A set of activities (including planning and decision making, organizing, leading and control) directed at
an organisations’ resources (human, financial, physical and information) with the aim of achieving
organizational goals in an efficient and effective manner (R. W. Griffin).
Management is the process for determining utilization of scare resources.
Project:
A Project is usually a one-time activity with a well-defined set of desired end results, complex enough
that the subtasks required careful coordination and control in terms of timing, precedence, cost and
performance.
A number of definitions of the term ‘project’ have been proposed, and some are presented below.
The Project Management Institute (PMI), USA, define a project as ‘a temporary endeavour
undertaken to create a unique product or service’.
The UK Association for Project Management defines a project as ‘a discrete undertaking with
define objectives often including time, cost and quality (performance) goals’.
The British Standards Institute (BS6079) defines a project as ‘a unique set of coordinated
activities, with definite starting and finishing points, undertaken by an individual or organisation
to meet specific objectives with defined schedule, cost and performance parameters’.
From the above definitions, it may be concluded that a project has the following characteristics:
o It is temporary, having a start and a finish;
o It is unique in some way;
o It has specific objectives;
o It is the cause and means of change;
o In involves risk and uncertainty;
o In involves the commitment of human, materials and financial resources.
Characteristics of a Project:
A project must have
- Specific Objective
Project Management:
Project Management is the act of directing and coordinating human and material resources throughout
the life of a project to achieve predetermined objectives of Scope, Quality, Effort, Risk and Time.
Quality
Effort Time
Project
Scope Risk
The PMI defines project management as ‘the art of directing and coordinating human and
materials resources through the life of a project by using modern management techniques to
achieve pre-determined goals of scope, cost, time, quality and participant satisfaction’.
The UK Association for Project Management defines it as ‘the planning, organization, monitoring
and control of all aspects of a project and the motivation of all involved to achieve project
objectives safely and within agreed time, cost and performance criteria’.
The British Standards Institute (BS6079) defines it as ‘the planning, monitoring and control of all
aspects of a project and the motivation of all those involved to achieve the project objectives on
time and to cost, quality and performance’.
Levels of Management:
In organizations, there are generally three different levels of managers: first-level managers, middle-
level managers, and top-level managers. These levels of managers are classified in a hierarchy of
importance and authority, and are also arranged by the different types of management tasks that each
role does. In many organizations, the number of managers in every level resembles a pyramid, in which
the first-level has many more managers than middle-level and top-level managers, respectively. Each
management level is explained below in specifications of their different responsibilities and likely job
titles.
Top-Level Managers: Typically consist of Board of Directors, President, Vice President, Chief
Executive Officers, etc. These individuals are mainly responsible for controlling and overseeing
all the departments in the organization. They develop goals, strategic pans, and policies for the
company, as well as make many decisions on the direction of the business. In addition, top-level
managers play a significant role in the mobilization of outside resources and are for the most
part responsible for the shareholders and general public.
Middle-Level Managers: Typically consist of General Managers, Branch Managers, Department
Managers, etc. These individuals are mainly responsible to the top management for the
functioning of their department. They devote more time to organizational and directional
functions. Their roles can be emphasized as executing plans of the organization in conformance
with the company’s policies and the objectives of the top management, and most importantly
they inspire and provide guidance to lover level managers towards better performance.
First-Level Managers: Typically consist of Supervisors, Section Officers, Foreman, etc. These
individuals focus more on the controlling and direction of management functions. For instance,
they assign tasks and jobs to employees, guide and supervise employees on day-to-day
activities, log after the quantity and quality of the production of the company, make
recommendations, suggestions, and communicate employee problems to the higher level
above, etc. In this level manager’s are the “image builders” of the company considering they are
the only ones who have direct contact with employees.
First-Level Managers:
Basic supervision.
Motivation
Career planning.
Performance feedback.
Middle-Level Managers:
Designing and implementing effective group and intergroup work and information systems.
Top-Level Managers:
Broadening their understanding of how factors such as competition, world economies, politics,
and social trends influence the effectiveness of the organization.
in his book General and Industrial Management (1916), there are fourteen
'principles
of management'. These can be used to initiate and aid the processes of change, organization, decision
making, skill management and the overall view of the management function.
Division of Work
The specialization of the workforce according to the skills of a person, creating specific personal and
professional development within the labor force and therefore increasing productivity; leads to
specialization which increases the efficiency of labor. By separating a small part of work, the workers
speed and accuracy in its performance increases. This principle is applicable to both technical as well as
managerial work. This can be made useful in case of project works too. Planning is to decide what to do
before.
Discipline
Discipline refers to obedience, proper conduct in relation to others, respect of authority, etc. It is
essential for the smooth functioning of all organizations. This will also help shape the culture inside the
organization. Discipline is absolutely necessary functioning of all enterprises.
Unity of Command
This principle states that every subordinate should receive orders and be accountable to one and only
one superior. If an employee receives orders from more than one superior, it is likely to create confusion
and conflict. Unity of Command also makes it easier to fix responsibility for mistakes.
Unity of Direction
All those working in the same line of activity must understand and pursue the same objectives. All
related activities should be put under one group, there should be one plan of action for them, and they
should be under the control of one manager.
It seeks to ensure unity of action, focusing of efforts and coordination of strength.
Remuneration
Workers must be paid sufficiently as this is a chief motivation of employees and therefore greatly
influences productivity. The quantum and methods of remuneration payable should be fair, reasonable
and rewarding of effort. Remuneration is paid to worker as per their capacity and productivity. The main
objective of an organization is to maximize the wealth and the net profit as well. For this purpose, the
organization has paid wages, salary, and benefit to their staff properly and scientifically so that
organizational efficiency can be ensured.
Scalar Chain
Scalar Chain refers to the chain of superiors ranging from top management to the lowest rank. The
principle suggests that there should be a clear line of authority from top to bottom linking all managers
at all levels. It is considered a chain of command. It involves a concept called a "gang plank" using which
a subordinate may contact a superior or his superior in case of an emergency, defying the hierarchy of
control. However the immediate superiors must be informed about the matter.
Order
Social order ensures the fluid operation of a company through authoritative procedure. Material order
ensures safety and efficiency in the workplace. Order should be acceptable and under the rules of the
company
Equity
Employees must be treated kindly, and justice must be enacted to ensure a just workplace. Managers
should be fair and impartial when dealing with employees, giving equal attention towards all employees.
Initiative
Using the initiative of employees can add strength and new ideas to an organization. Initiative on the
part of employees is a source of strength for organization because it provides new and better ideas.
Employees are likely to take greater interest in the functioning of the organization.
Esprit de Corps
This refers to the need of managers to ensure and develop morale in the workplace; individually and
communally. Team spirit helps develop an atmosphere of mutual trust and understanding. Team spirit
helps to finish the task on time.
Key Roles
Fayol also divided the management function into five key roles:
To organise
To plan and forecast
To command
To control
To coordinate
Building Project
Transportation systems
Bridges and flyover, roads, railways, airport, urban mass trnsit system such as mono railway and
ropeways, town planning, port and harbor, tunnel etc.
Hydraulic structures
Dan, barrage, canal, hydroelectric power plant, tunnel, embankment, flood control system etc.