CONSTRUCTION

MANAGEMENT

Master of ARCHITECTURE

Instituto Superior Técnico, DECivil e

Arquitectura

Tel: 218 418 355

pgameiro@civil.ist.utl.pt

CHAPTER 1

INTRODUCTION TO

CONSTRUCTION MANAGEMENT

Construction Management: It is an investment control process

and ressources utilization, (labour, material and equipment) that is

to perform work Construction

The building owner or investor can be:

Public, Privat or Privat with public suport.

Types of Construction:

Residential housing construction;

Institutional and commercial buildings;

Specialized Industrial Construction;

Infrastructure and heavy construction

Project

Efficiency in resource use

Return oninvestment

PrivateCompanies

PublicCompanies

Public supportfor PrivateCompanies

The Main features of Construction Projects are:

(1) Are temporary they have a begining and na end defined;

(2) Must be planned, executed and controlled;

(3) Performing products, services or exclusive results;

(4) Developed by stages and continue with a

progressive development;

(5) Performed by persons and use resources and time

Life Cycle of a Project

CONCEPTION and START PROCESS – It is an importante process.

Must define the issues in general of the construction, the purposes,

must agree budgets and get the approval of the preliminary

program;

PLANNING PROCESS – Formed the design team that thoroughly

analyzes the needs of users and owner. This work is logged in a

document called: Specifying Conditions. Running up previus study

and work plans;

EXECUTION or CONSTRUCTION PROCESS – Coordinating people and

others resources to carry out the plan.

The execution is the period which the idea becomes a reality, the

product (building) is born;

Life Cycle of a Project

CONTROL AND MONITORING – To assure the

purposes of the project are being met, through the

monotoring and regular measurement of work

progress, to check inventory changes relative to

planned;

CLOSURE and EXPLORATION PROCESS – At this

stage draws up a final report and drawings, where

they finalize the costs of the project and is made the

Certicate of Provisional Acceptance

GESTÃO E FISCALIZAÇÃO DE OBRAS

Os grupos de processos de gestão de projetos não são discretos, nem um evento único, são um conjunto de atividades que ocorrem em diferentes níveis de

intensidade ao longo das fases do projecto.

Grupos de Processos

Tempo

Nív

el d

e at

ivid

ade

Fase inicial Fase final

Processosde arranque

Processosde planeamento

Processosde controlo

Processosde execução

Processosde fecho

Life Cycle of a Project

- The end of the phase is marked by a revision of products and

project performance to date;

- The costs increases as the stage progresses;

- The risks decreases as the stage progresses;

- The possibility of the parties involved (architect, engº) to do

amendments of each stage is decreased as the stage

progresses;

- Each speciality enters the work in a given period but is not

independente of the others speciality ( masonery, electicity, etc

Project Manager

Is responsible for the Construction Project Management

Should: To promote the release of building contest,

consideration of applications, contract negociation and his

implemementation. He has to take decisions about:

• Technical Decisions;

Decide how yo use the material that allows the realization of the

dimensional project:

Register Book, Drawings, Bill of Quantities

•Commercial Decisions;

Making and analyses the quantification of the labor costs

The documents used as a basis for implementing

Financial schedule

Lists of unit prices.

Decision Administrative and Planning;

Scope:

Ensure the quality of the project;

Ensure implementation in accordance with the contract

documents.

Project Manager

Project Manager

Financial Decisions;

Measurements and Invoicing. To ensure thebudget is not passed

Human Resource Decisions;

To keep the team well informed

To keep the team well informed and dynamics

Entities involved on Management

• Owner of the workHe has the money to pay all the resources used in the building

• Project ManagerHe is responsible the choice of general contractor and for the success of theinvestment

• FiscalizationThe supervisor work in the interests of the owner of the enterprise. Fulfill

the contarct is the fundamental work of supervision , which passes through

amendments to the project, analysis of these changes and conditions of

reception.

The fiscalization has three simultaneous functions: cost control, quality

control and monitoring of deadlines

• Authors of ProjectsTo do technical assistance , give informations about all the projectsand ask questions

• Director of workHired by the general contractor , will be responsible for , monitor andcoordinate the preparation of budgets and work plans. Is responsiblefor Construction.

• General ContractorHe made the construction contract with the owner of work. It has theresources to do the work

Entities involved on Management

Entities involved on Management

• ProvidersProvide the necessary ressurces for the work, material, labour, equipment, etc

• Safety EngineerResponsible for safety on the site and make the safety and health plan

• Official EntityResponsible for lifetime license of work. . Entity approving the projects

Surveillance director’s ( Fiscalization) responsabilities

He is representing the owner of work. Should ensure the proper execution of the work according to construction projects.Until provisional acceptance has to ensure the quality and safety of workThe main duties are:

• Control or supervision of the execution of works ; • Quality Control of Work;• Environmental Monitoring ; • Security Assurance Execution of Work; • Quantity and Cost Control ; • Planning Control

BIBLIOGRAPHY

[1] Anthony Walker – “Project Management in Construction” – Blackwell publishing,

fifth edition, 2007.

[2] Shohet, Igal M.; Frydman Shay – “Communication Patterns in Construction at

Construction Manager Level” – Journal of Construction Engineering and

Management, ASCE – September/October 2003, pp 570-577.

[3] William R. Duncan – “A Guide to the Project Management Body of Knowledge” –

PMI Standards Committee, PMBOK Guide, 2004.

[4] Curso FUNDEC sobre “Gestão e controlo de custos em obra” – Coordenação Prof.

Pedro Gameiro Henriques (IST). Fevereiro 2008.