PROFESSIONAL RESPONSIBILITIES

IN CONSTRUCTION INDUSTRY
1

Construction project management are complex's and evolve

many stages of development and involves many stakeholders.
Parties involved usually have special individual skills according
to their functional. Professional responsibilities (stakeholders)
related to construction project management are listed below:
1. Client/ Owner/ Developer
can be from public or private sector
2.

Consultant expertise and Professional members

Project Management Team
Consultant
Architect
Town Planner
Engineers
Quantity Surveyors
Land Surveyors
Others Specialist Consultant

3.

Approval Authority
Local Authority personnel
State Authority personnel
Federal Authority personnel
4.

Contractors
Project Management Team
Consultant
Architect
Town Planner
Engineers
Quantity Surveyors
Land Surveyors
Others Specialist Consultant

5.

Financial Bodies
Bank
Finance Companies
Leasing Company
Credit Corporations

6.

Construction Materials & Equipments

Suppliers
Manufacturer
Importers
Distributors

The strength of build-ability of a construction

project are reflects from the resources, the
support systems and responsibilities within
their professional expertise.
Relationship within stakeholders

effective and
efficient coordination
needed

in management process. All

stakeholders have to response
to their responsibilities for the
successful of a project.
5

PROJECT ORGANISATION

Organisation a structure of the human groups.

Defined as team working within two or more
people with coordination to achieve output and
objectives.
Organisation in management are functioning for:

Planning and organising

Directing and motivating
Supervising & monitoring
training
Assessment and improvement
William (1984)

Effective organisation needed effective

responsibility delegation, good relationship
among people/workers and supported with
efficient communication systems.
Six communication functions in organisation are :

Transforming information
coordinating
integrating
managing
Negotiating
sosialisation
Mc Croskey & Richmond (1992)

Organisation variation in Project Management

Source : Turner A. (1990)

Client

advisor

Project Management Organisation

External
Project Manager

In-house Project Manager

In house & Internal

project manager

Design & Construction organisation

Design &
Built
Design &
Built

Turnkey/
package
deal
Develop/
construct

Traditional
Sequential
/ single
stage
tendering

Accelerate
/ two stage
tendering

Management
Construction/
manegement

Design &
manage

Management /
Contracting

1. Functional Organisation

Types of
Organisation

2. Project Organisation
3. Matrix Organisation

Functional Organisation:
1.Individual post in the organisation structures are clear and
usually positioned into unit/departmental.
2.Individual responsibilities and functions are according to
position in the organisation structures.
3.Individual must have their own expertise following their
functional in the position held.
4.A leader will direct, monitor and control the performance of each
individual in the organisation
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STRUCTURE OF FUNCTIONAL ORGANISATION

CEO

advisor

GENERAL MANAGER

FINANCIAL DEPT.

PROJECT
MANAGEMENT
DEPT.

MARKETING DEPT

QUANTITY
SURVEYOR DEPT.

LAND &
LEGISLATION
DEPT.

DESIGN
DEPT.

CORPORATE
GOVERNANCE
DEPT

HUMAN
RESOURCES
DEPT.

AUDIT DEPT

Procurement Unit

Production
Unit

Technical
Unit

Quality &
ISO Unit
Human
Resources
Unit

Administration
Unit

Training
Unit

11

4. Clear hierarchy of responsibilities

Advantages of Functional Organisation structure:

1. Unit or departmental encounter problems or unprogressive easy to
identify.
2. Various expertise can be integrated and enhances knowledge and
experiences transformation.
3. Functional of each individual is clear.
4. The discipline control and monitoring can be made intensely.

12

Disadvantages of Functional Organisation structure:

1.Members in unit/departmental sometimes

self-centered in their
departmental objectives.
2.Slow feedback due to multi-level of units and personnel.
3.When many project on going in parallel,
conflict of resources
distribution
tense to
occur and normally control by dominant
unit/personnel.
4.Difficult to describe the needs of each individual and it will cause to
insufficient achievement of organisation objective.

13

STRUCTURE OF PROJECT ORGANISATION

CHIEF EXECUTIVE OFFICER (CEO)

PROJECT
MANAGER

PROJECT
MANAGER

PROJECT
MANAGER

PROJECT
MANAGER

Plant/Materials
Purchasing
Services
Estimating
Finance

14

Advantages of Functional Organisation structure:

1. Project manager administration power are broad.
2. All unit/departmental members are responsible and reported to project
manager.
3. Integration of expertise are more effective.
4. Project leveling and smoothing can be made more effective and
efficient.
5. All resources are concentrating on a project; and
6. Immediate correction action can be made if problem occurred.

15

Disadvantages of Functional Organisation structure:

1. Resources utilisation are not optimum
2. Not providing long term career development.
3. Job delegation is not similar and imbalance from one project to
another.
4. In case of changes a project manager, individual have to
perform well to show their roles are importance in the project .

16

STRUCTURE OF MATRIX ORGANISATION

GENERAL MANAGER

PLANT/MATERIALS
MANAGER

FINANCIAL
MANAGER

PURCHASING
MANAGER

SERVICES
MANAGER

PROJECT
MANAGER A

Project responsibilities

PROJECT
MANAGER B

Project responsibilities

Project responsibilities

PROJECT
MANAGER C

Functional
responsibilities

Functional
responsibilities

Functional
responsibilities

Functional
responsibilities

17

Advantages of Functional Organisation structure:

1. Resources utilisation are more effective and broaden.
2. Information transformation are more accurate and spread out.
3. Encourage knowledge development among functional individual and
functional unit.
4. Reduced conflicts of organisation line for project manager and
functional staff.

18

Disadvantages of Matrix Organisation structure:

1. Dual reporting may occur and may cause to conflict.
2. Conflict also can be happened when project delayed due to over
budget.
3. Resources provision are slightly difficult when many project
running in the same time.
4. Domineering control will occur when there is a dominant
project manager in organisation.

19

C0MMON PROBLEMS FACED BY CONSTRUCTION INDUSTRY

1. Quality control is difficult

2. Lack of focus to client/customer/end users
3.
4.
5.
6.
7.

requirements
Too competitive industry
Low profit margin
Very fragmented industry
Communication breakdown
Incongruent goals and objective among stakeholders

C0MMON PROBLEMS FACED BY CONSTRUCTION INDUSTRY

8. Lack of transparency in project information

9. Passing blame and liability culture
10. Lack of teamwork spirit
11. Error, rework and delay due to traditional work process

ity
al

owner

cost
e
m
i
t

qu

the invisible wall

Traditional relationship between designer and

constructor

designers
constructors

the ...invisible wall...

| INNOVATION &CREATIVITY

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try
Look at the texts and say
the colour

If you read the text (left

brain)
If you say the colour

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