Management of Construction Projects
Management of Construction Projects is a highly illustrated series of case studies based on seven live construction management projects, demonstrating the very practical nature of managing projects. The detailed case studies cover a variety of construction projects, varying in value from £1million to £117 million, including a major inner city office block, a portal framed factory unit, a university refurbishment project, a superstore & car park and a new school building. The case studies emphasise detailed on site management procedures and identify a predominantly functional approach to managing projects. A number of related chapters covering practical and theoretical aspects of construction management support and illustrate the individual case studies. With a strong emphasis on the practical nature of the subject, Management of Construction Projects is an ideal introduction to the subject for all students on construction and related degree and diploma programmes. It will be of particular interest to students preparing for the CIOB EPA programme and the new NVQ courses at level 4 and 5 in construction management. Brian Cooke MSc is a former chartered civil engineer, quantity surveyor and builder. During his career he has held the posts of principal lecturer in Construction Management and visiting lecturer at Universities throughout the North West of England, Europe and the Far East. He is co-author, along with Peter Williams, of the bestselling Construction Planning, Programming and Control , currently in its third edition, and author of Construction Practice .
Management of Construction Projects
Organisation of the Construction Process
1.1 Overview of the size of the companies included in the case studies
1.2 Approach to the management of projects included in the case studies
1.3 Organisation principles applied to construction firms
1.4 Functional relationships and line management
1.5 Roles and responsibilities of site management personnel
1.6 Background experience and qualifications forconstruction personnel
1.7 The project manager
1.8 The site manager
1.9 The planning engineer
1.10 The project surveyor
1.11 The procurement manager
1.12 The site engineer
1.13 The clerk of works 1.1 Overview of the size of the companies included in the case studies
The range of construction firms related to the case studies have been categorised as follows, with respect to organisation size.
Small firm: 1-49 direct employed staff and operatives
Medium firm: 50-299
Large firm: 300-1199
"Big" firm: over 1200
Project 1: Hotel and office - Galliford Try
Project 2: Industrial factory - Pochin Construction
Project 3: Co-operative office - BAM Projects
Project 4: School project - Mansell (Balfour Group)
Project 5: Retail unit / Car Park - Morgan Sindall
Project 6: University refurbishment - Wates Construction
Project 7: Housing project - G. Construction
Company Direct employees Project value Pds. M Size/category Galliford Try 2500 12.0 Big Pochin 250 14.0 Medium BAM 2500 117.0 Big Mansell 1000 4.0 Large Morgan Sindall 4000 11.0 Big Wates Construction 3500 12.0 Big G. Construction 10 1.0 Small 1.2 Approach to the management of projects included in the case studies
The majority of organisations in the project case studies undertook a functional approach to the management of their projects. BAM, however, indicated in their company data that they have adopted a matrix organisational structure for the management of projects (see later notes on matrix management).
On contracts up to Pds. 5M in value the project manager / site manager was responsible for direct control of the project. They were supported by visiting personnel undertaking the functions of quantity surveying / planning / design team co-ordination and safety management.
On the larger projects, over Pds. 10M in value, all these functions were site based.
A site organisational structure is indicated for each of the projects in the case studies.
The number of permanent site staff is shown, together with the number of visiting personnel.
It is common practice to place a planning engineer and design team co-ordinator on a major project and allow them to service additional smaller projects from the same contract base.
The site planning engineer had often been involved in the project from the tendering stage. Planning responsibilities often include preparation of:
programme progress updates during construction
programming to completio