University of Gondar Institute of Technology Dep't of Civil Engineering

UNIVERSITY OF GONDAR
INSTITUTE OF TECHNOLOGY
Dep’t Of Civil Engineering
Construction Management
BY TEZERA .T
outlines
Chapter one
1. Introduction To Management
1.1. Management Development
1.2. Function of Management
1.3. Roles of Managers
1.4.Levels of Management
Chapter two
2. Construction Industry
2.1. Nature of the Industry
2.2. Parties in Construction Industry
2.3.Resources for the Construction Industry
…con’t
Chapter three
3. Construction Management
3.1.Objectives and Functions
3.2.Project and Project Management
3.3.Resource Management
Chapter four
4. Procurement and Contractual Management
4.1.Contract Documents
4.2. Delivery methods and types of contract
…con’t
Chapter five
5. Organization Management
Chapter six
6. Construction Project Secluding Techniques
6.1.Barchart
6.2. Network Scheduling
6.3.PERT (Program Evaluation & Review
Technique)
…con’t
Chapter seven
7. Project Formulation & Appraisal
Chapter six
8. Safety and Healthy Provision in Construction
Activity
Chapter one
Introduction to management
Overview
• Management is one of the most important human

activities.
• Management is human efforts are to be undertaken
collectively to achieve specific goals.
• No group activity can succeed without management
Definition & meaning
• There is no single & comprehensive
meaning & definition of management due
to its various aspect.
Meaning
The word management has several meaning
 Management refers to a group of people who are
responsible for guiding and controlling the
organization (managerial personnel).

…con’t
 Management is a body of knowledge, a discipline.
 Management is the process of running an
organization (planning, organizing, staffing,
directing/leading and controlling).
Definition of management
 Management is the art of getting things done

through and with people in a formal organized
group.
 management is the process of coordinating all
resources through the five major functions of
planning, organizing, staffing , directing/leading
and controlling to achieve organizational goal.
…con’t
 management theories over the world has
both theoretical & applied contributors. These:
 Early contribution
Industrial era contribution
Classical contribution
Behavioral contribution
Quantitative contribution
System perspectives
…..Con’t
Frederick W. Taylor (1856 - 1915) is father of

Scientific Management and assumed that
there is '' One Best Way of Doing a Thing''.
…con’t
READING ASSIGNMENT
o THE FOUR PRINCIPLES THAT DEVELOPED
BY HIM.
o FIVE BASIC FEATURES OF SCIENTIFIC MGT
Managerial Functions
 Planning: involves setting visions, missions and

goals of organizations or projects or programs
together with the activities to achieve them.
 All levels of managers develop goals that
corresponds to the efforts of the top management
overall goals and strategy.
…con’t
Organizing
 process of arranging people and physical
resources to carryout plans & accomplishes
organizational objectives
 This helps how responsibilities of individuals who
are required to execute the works are defined and
staffing and directing can be performed
…con’t
 Such things can easily be shown by the use of

Organization Chart.
 Organization makes sure the flow of information
resources and tasks logically and efficiently.
…con’t
Implementing
 The actual work is executed.
 This helps in executing the task defined in the
planning stage with proper organization system
together with monitoring quality, time and cost of
the works.
…con’t
 Proper inspection and supervision, recording data
of executed works, availing all necessary resources
at the right place and at the right time with their
proper coordination are necessary to achieve the
required goal efficiently and successfully.

..con’t
 The most important aspect in implementation of

works is leading / directing.
 Leading is the act of motivating or causing people
to perform certain tasks intended to achieve
specified objectives.
…con’t
Monitoring & Evaluation.

 Monitoring is the process by which executives and
legislatives determine or evaluate whether
organizational objectives are being achieved and
actual operations are in consistent with plans or
not.
 This helps for checking mechanism and used as a
feed back for future planning
…con’t
 Effective management can take place when

proper planning, organizing, implementing,
continuous communication, feed back for
monitoring purpose and future planning are carried
out successfully.
Managerial roles
Managerial role may classified into interpersonal,
information and decision making role.
Management scopes and levels
 relatively large organizations possess
three levels of management
 Top level
 Middle level
 Lower level
….con’t
Construction projects complex , risk

undertaking
The present day considers the following new
project management principles
project management principles
 Total quality management (TQM),
 Business process re-engineering (BPR),
 Value engineering/ management (VE/ VM), and

 Concurrent engineering (CE).
 Management by projects (MBP),

Total Quality Management (TQM
 cooperative form doing business on the

talent of labor
embodies three basic ingredients of TQM:
 participative management and teamwork;
 continuous process improvement and;

 customer satisfaction and delight
…con’t
increased productivity, decreased product

cost, and improved product reliability.
Quality can be characterized by meeting
the requirements of: owner, designer, the
regulator agencies.
Business process re-engineering (BPR):
 BPR advocates 'radical improvement', rather than

'continuous improvement', of processes for better
ultimate performance.
 rapid thinking, creating new scenario, simplify
processes, information technology to reintegrate
works, fewer skilled employees, and flatter
organization
Management by Projects (MBP
Management by projects is a way, an

outlook, and an attitude cultivated to treat
any trade of work, undertaking, scheme,
assignment or a set of activities, as a
project.
Value Engineering / Management (VE / VM):
 identify and eliminate unnecessary costs

and poor performance.
Concurrent Engineering (CE)
integrated, concurrent design and their

related processes, including
manufacturing and support.
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UNIVERSITY OF GONDAR

• Management is one of the most important human

 Management is the art of getting things done

Frederick W. Taylor (1856 - 1915) is father of

 Planning: involves setting visions, missions and

 Such things can easily be shown by the use of

 Proper inspection and supervision, recording data

of executed works, availing all necessary resources

at the right place and at the right time with their

proper coordination are necessary to achieve the

required goal efficiently and successfully.

 The most important aspect in implementation of

Monitoring & Evaluation.

 Effective management can take place when

Construction projects complex , risk

 Total quality management (TQM),

 Business process re-engineering (BPR),

 Value engineering/ management (VE/ VM), and

 Management by projects (MBP),

 cooperative form doing business on the

 participative management and teamwork;

 continuous process improvement and;

increased productivity, decreased product

 BPR advocates 'radical improvement', rather than

Management by projects is a way, an

 identify and eliminate unnecessary costs

integrated, concurrent design and their

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