Name: Vincent Rafael Alber Date: June 13, 2024

Mary Jay Adobas Instructor: Engr. John Don Opina

Maritchelle Anduyan Group: 2
Loi Nepthali Ayop
Roselyn Dumaguing
Janna Timario
Greciela Abegail Gorme

Course, Yr. & Section: BSCE 3A

ASSIGNMENT NO. 2

CONSTRUCTION PROJECT REQUIREMENTS

Project Requirements
- The specific standards, factors, or conditions a project needs to meet in order to
be successful. Requirements help to protect team understand what their goals
are, what limitations they have, and what they want to achieve.
- They also make sure that everyone involved in the project knows what is
expected and that the project stays on track. Requirements cover things like
what needs to be done, when it needs to be done, and how much it will cost.
The title project manager should have a reserved meaning in the construction industry.
Projects are executed for clients and as the title means managing the project as a whole
it should refer to managing the project for the client: that is, the specific and unwavering
objective of the project manager must be achievement of the client’s objectives. The
project manager will therefore seek to resolve conflict in the process in the interests of
the client. This implies that ideally the project manager should be a member of the
client’s organization.

FROM PROJECT MANAGEMENT BASICS

The Construction Process:
 Briefing
Clients specify requirements and budget limits, appoint key personnel like the
Project Manager, and formulate plans considering costs and quality. Plans are
formulated, considering costs and quality. Oversight bodies may be established.
A project brief is agreed upon, and initial staffing plans are made. Designers
assess project aspects, with user input being crucial, especially for civil
engineering projects. While there's opportunity to influence costs during this
stage, reducing costs during construction phases may be limited.

 Designing
Involves obtaining approval from both authorities and the client, achieved
through the completion of the project brief. This stage also encompasses
determining the construction layout, methods of construction, and estimating
associated costs. A team of designers, including architects, quantity surveyors,
and other specialists, work together to ensure thorough planning and successful
implementation of the project.
  Tendering
The client aims to appoint a contractor for the construction work. Interested
parties can bid for the job if they meet financial requirements and comply with
tender procedures.

 Construction
To construct the structure while meeting predetermined cost, time, and quality
requirements. This requires coordinating different tasks, effectively managing
resources, and following established construction standards to ensure the
successful completion of the building project.

 Commissioning
 To ensure that works have been completed as per the contract and that
everything works as it should.
 To provide a record of the construction, operating instructions and
suitable training.

 Contractor retention (in use repairs)

One of the final stages of a project is the handover after a commissioning
exercise.
 The product is then in use by the client or ultimate user, for example,
heating and ventilation system or a building.

 It is a common practice to hold back some of the cost (e.g. 10%) to make
sure that any faults found in the product (over the next four to six month
period) are rectified.

 This is usually the client withholding a sum of money from the

appropriate contractor as an incentive to make good repairs.

The scope and the programme for the handover, as well as the current status,
information required and relevant responsibilities, should be clear and agreed
with those it concerns.
The principle of the handover could equally apply at the end of a stage or phase
of activity or the completion of a part of the project which can be commissioned
separately.

The scope of the project represents boundaries that the project could cross but
shouldn’t and these need to be defined.

From "Project Management in Construction" by Anthony Walker, 6th edition:

 Risk Identification and Management
Identify risks that were specifically designed for the construction industry, such
as construction risk matrices or risk workshops with stakeholders. Walker
emphasized the significance of taking proactive measures to manage risks and
reduce any negative effects on project goals.
 Client Collaboration in Requirements Definition
Emphasize the significance of close collaboration with the client during the
requirements definition phase. This could involve techniques such as facilitated
workshops, focus groups, or interviews to ensure that client needs and
expectations are accurately captured.
  Design Coordination
Discuss the coordination of design requirements with project stakeholders,
including architects, engineers, and consultants. This involves aligning design
specifications with project objectives, budget constraints, and regulatory
requirements to ensure feasibility and compliance.
 Technology Integration for Requirements Management
Explore the use of technology tools for requirements management, such as
requirements management software or collaborative platforms. These tools
facilitate the documentation, tracking, and communication of project
requirements throughout the project lifecycle.
 Value Engineering and Value Management
This involves analyzing project requirements to identify opportunities for cost
savings, performance improvement, or risk reduction while maintaining or
enhancing project value. Walker emphasized the importance of value
engineering and value management techniques to optimize project
requirements.
 Procurement Strategy Alignment with Requirements
Discuss the alignment of procurement strategies with project requirements. This
includes selecting procurement methods, such as design-bid-build or design-
build, that best meet project objectives, budget constraints, and timeline
requirements.
 Stakeholder Engagement
Emphasizes the importance of actively engaging with stakeholders to gather
project requirements. This involves identifying and understanding the needs,
expectations, and constraints of stakeholders, including clients, end-users,
regulatory bodies, and the project team.
 Scope Definition and Management
Discuss the significance of clearly defining the project scope to establish the
boundaries of work. This includes determining project objectives, deliverables,
constraints, and assumptions, and managing scope changes effectively
throughout the project lifecycle to prevent scope creep.
 Quality Standards Adherence
Adhering to quality standards is crucial for meeting project requirements and
ensuring client satisfaction. Walker discussed the importance of implementing
quality management processes, conducting inspections, and adhering to industry
standards and regulations to deliver a high-quality end product.

PLANNING AND SCHEDULING NETWORK ANALYSIS

SCHEDULE NETWORK IN PROJECT MANAGEMENT

 Schedule network analysis is a vital project management scheduling technique,

in addition to the schedule network diagram tool and the critical path method. It
used to create a network diagram to visualize the project activities that must be
completed to reach the project’s goals.
 In network analysis, complex projects are broken down into smaller activities or
tasks, which are then organized according to a sequence. Then, the order of
tasks/activities is also decided according to a logical sequence.
 A number of network techniques have been developed in recent times but PERT
and CPM are common.
 PERT (Program Evaluation and Review Technique) is a method to analyze the
involved tasks in completing a given project, especially the time needed to
complete each task, and identifying the minimum time needed to complete the
total project. PERT is based on the assumption that an activity’s duration follows
a probability distribution instead of being a single value. Three time estimates
are required to compute the parameters of an activity’s duration distribution:
1. Pessimistic time (tp ) - the time the activity would take if things did
not go well
2. Most likely time (tm ) - the consensus best estimate of the activity’s
duration
3. Optimistic time (to ) - the time the activity would take if things did go
well.

 CPM(Critical Path Method) also called critical path analysis (CPA), is a

technique where you identify tasks that are necessary for project completion and
determine scheduling flexibilities. A critical path in project management is the
longest sequence of activities that must be finished on time in order for the
entire project to be complete. Any delays in critical tasks will delay the whole
project. CPM revolves around discovering the most important tasks in the project
timeline, identifying task dependencies, and calculating task durations.

 Benefits of CPM/PERT
1) Useful at many stages of project management
2) Mathematically simple
3) Give critical path and slack time
4) Provide project documentation
5) Useful in monitoring costs

 Key Components of Schedule Management

1. Planning: Schedule management begins with project planning. During this
phase, project managers create a detailed project schedule that outlines all
the activities, timelines, and resources required to complete the project. They
identify the critical path, which is the sequence of activities that determine
the project's duration. Project managers also create contingency plans to
mitigate risks and ensure that the project stays on track.
2. Developing: Once the project schedule is planned, project managers begin to
develop the schedule. They break down the project into smaller, manageable
tasks and assign resources and timelines to each task. They also create a
Gantt chart, which is a visual representation of the project schedule that
shows the duration of each task and the dependencies between tasks.
3. Monitoring: Once the project schedule is developed, project managers
monitor the project's progress against the plan. They use various techniques
to track the project's performance, such as earned value analysis, which
compares the work completed to the work planned. Project managers also
 identify any delays or issues that may impact the project schedule and take
corrective action to keep the project on track.
4. Controlling: During the project execution phase, project managers control
the project schedule to ensure that it stays on track. They make adjustments
to the project schedule as needed and communicate any changes to
stakeholders. Project managers also monitor resource usage and ensure that
resources are allocated effectively to avoid delays.
 Project Planning- Project planning is a discipline addressing how to complete a
project in a certain timeframe, usually with defined stages and designated
resources. A project plan—sometimes called a work plan—is a blueprint of the
goals, objectives, and tasks, a team needs to accomplish for a specific project. The
project plan should include information about the project schedule, scope, due
dates, and deliverables for all phases of the project lifecycle. But not all project
planning processes are created equal—which leads some teams to underutilize
them or skip over them completely.

 Components of a Project Plan-The three major parts of a project plan are the
scope, budget and timeline. They involve the following aspects:
1. Scope-determines what a project team will and will not do. It takes the
team's vision, what stakeholders want and the customer's requirements
and then determines what's possible. As part of defining the project
scope, the project manager must set performance goals.
2. Budget- Project managers look at what manpower and other resources
will be required to meet the project goals to estimate the project's cost.
3. Timeline- reveals the length of time expected to complete each phase of
the project and includes a schedule of milestones that will be met.

REFERENCES

Project management - Construction projects – part 9 - Tendering. (n.d.).

https://project-management-basics.com/project_management/project_management_12
4_construction_projects_part_9

Project management - Scope. (n.d.).

https://project-management-basics.com/project_management/project_management_02
3_scope_part_1

Golightly, E. (2024b, March 21). How to Write Effective Project Requirements with
Examples.
https://clickup.com/blog/project-requirements/?
fbclid=IwAR3ysNGugqeK8ZMLH6eec6WRNMRJKhisXfPj3Iy42Cj2PrP57d1orLN4Kxc#:~
:text=Project%20requirements%20are%20the%20specific,what%20they%20want
%20to%20achieve

Bell, M. (2022).Introduction to Schedule Network Analysis. Project Management

Academy. Retrieved from
https://projectmanagementacademy.net/resources/blog/introduction-to-schedule-
networkanalysis/#:~:text=Schedule%20network%20analysis%20is%20a,to%20reach
%20the%20project's%20goals on June 13, 2024.

Lutkevich, B. (2021). Project Planning: What is it and 5 steps to create a plan.

TechTarget Editorial. Retrieved from
https://www.techtarget.com/searchcio/definition/project-planning on June 13, 2024.