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CIVE1149 Construction

(Project) Management (Week 1)


Dr Kevin Zhang
Room: 10.13.06
Tel: 9925 3824
kevin.zhang@rmit.edu.au

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

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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.

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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

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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

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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

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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.

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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

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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)

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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)

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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

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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!

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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

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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

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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

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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

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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

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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.

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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

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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

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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

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Project Success

Leadership
Communication
Teamwork
Planning
Supervision

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