Assignment No.

1
Principles and Practises of
Management (PGCM-11)

Submitted to:-
National Institute for Construction
Management and Research (NICMAR)
School of Distance Education (SODE)

Submitted by:-
Dijeesh PD
PG PROGRAME IN CONSTRUCTION MANAGEMENT
Reg. No.216-05-11-50661-2183

CONTENT
SECTION DESCRIPTION PAGE
PGCM-11 PGPCM

NO.
1.0 Scope of Work 3
2.0 Key Functions of Project 4
2.1 Planning 4
2.2 Organizing 5
2.3 Directing 5
2.4 Controlling 6
3.0 Project Organization and Responsibilities 7
3.1 Organization Chart 7
3.2 Key Project Personnel and responsibilities 7
3.2. Project Manager 8
1
3.2. Deputy Project Manager 8
2
3.2. Senior Engineer 8
3
3.2. Site Engineer 8
4
3.2. Site Supervisor 9
5
3.2. Forman 9
6
3.2. HSE Manager 9
7
3.2. Purchase Officer 9
8
3.2. Store Keeper 10
9
4.0 Communication Requirement/Flow 11
4.1 Flow of Communication 11
4.1. Internal 11
1
4.1. External (Client) 11
2
4.1. External (Sub-contractor/Supplier) 11
3
4.2 Formal Communication 12
4.2. Submittals 12
1

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4.2. Transmittal 12
2
4.2. Reports 12
3
4.3 Informal Communication 13
4.3. Meetings 14
1
4.3. Emails & Fax 14
2
4.3. Verbal Instruction 14
3
5.0 Recommendation 15
6.0 Bibliography/Readings 16

SECTION-1

1.0 SCOPE OF WORK

The project is to construct the housing Colony in Western Maharashtra. Site is located
in the Coastal Belt of Maharashtra. This Housing society includes 10 Bungalows for
senior executives, 20 Apartments in five buildings, 100 dwelling for white collar
workers and 300 dwellings for Blue Collared Workers. Colonies also have market and
entertainment Complex.

SECTION-2

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2.0 KEY FUNCTIONS OF PROJECT

Management has been described as a social process involving responsibility for
economical and effective planning & regulation of operation of an enterprise in the
fulfilment of given purposes. It is a dynamic process consisting of various elements
and activities. These activities are different from operative functions like marketing,
finance, purchase etc. Rather these activities are common to each and every manger
irrespective of his level or status.

Different experts have classified functions of management. According to George &

Jerry, There are four fundamental functions of management i.e. planning, organizing,
actuating and controlling.

According to Henry Fayol, To manage is to forecast and plan, to organize, to

command, & to control. Whereas Luther Gullick has given a keyword POSDCORB
where P stands for Planning, O for Organizing, S for Staffing, D for Directing, Co for Co-
ordination, R for reporting & B for Budgeting. But the most widely accepted are
functions of management given by KOONTZ and ODONNEL i.e. Planning,
Organizing, Staffing, Directing and Controlling.

For theoretical purposes, it may be convenient to separate the function of

management but practically these functions are overlapping in nature i.e. they are
highly inseparable. Each function blends into the other & each affects the
performance of others.

2.1 Planning
It is the basic function of management. It deals with chalking out a future course of
action & deciding in advance the most appropriate course of actions for achievement
of pre-determined goals. According to KOONTZ, Planning is deciding in advance -
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what to do, when to do & how to do. It bridges the gap from where we are & where we
want to be. A plan is a future course of actions. It is an exercise in problem solving &
decision making. Planning is determination of courses of action to achieve desired
goals. Thus, planning is a systematic thinking about ways & means for
accomplishment of pre-determined goals. Planning is necessary to ensure proper
utilization of human & non-human resources. It is all pervasive, it is an intellectual
activity and it also helps in avoiding confusion, uncertainties, risks, wastages etc.

2.2 Organizing
It is the process of bringing together physical, financial and human resources and
developing productive relationship amongst them for achievement of organizational
goals. According to Henry Fayol, To organize a business is to provide it with
everything useful or its functioning i.e. raw material, tools, capital and personnels. To
organize a business involves determining & providing human and non-human
resources to the organizational structure. Organizing as a process involves:

Identification of activities.

Classification of grouping of activities.

Assignment of duties.

Delegation of authority and creation of responsibility.

Coordinating authority and responsibility relationships.

2.3 Staffing
It is the function of manning the organization structure and keeping it manned.
Staffing has assumed greater importance in the recent years due to advancement of
technology, increase in size of business, complexity of human behaviour etc. The main
purpose o staffing is to put right man on right job i.e. square pegs in square holes and
round pegs in round holes. According to Kootz & ODonell, Managerial function of
staffing involves manning the organization structure through proper and effective
selection, appraisal & development of personnel to fill the roles designed un the
structure. Staffing involves:

Manpower Planning (estimating man power in terms of searching, choose the

person and giving the right place).

Recruitment, Selection & Placement.

Training & Development.

Remuneration.

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Performance Appraisal.

Promotions & Transfer.

2.4 Directing
It is that part of managerial function which actuates the organizational methods to
work efficiently for achievement of organizational purposes. It is considered life-spark
of the enterprise which sets it in motion the action of people because planning,
organizing and staffing are the mere preparations for doing the work. Direction is that
inert-personnel aspect of management which deals directly with influencing, guiding,
supervising, motivating sub-ordinate for the achievement of organizational goals.
Direction has following elements:

Supervision

Motivation

Leadership

Communication

Supervision- implies overseeing the work of subordinates by their superiors. It is

the act of watching & directing work & workers.

Motivation- means inspiring, stimulating or encouraging the sub-ordinates with

zeal to work. Positive, negative, monetary, non-monetary incentives may be used for
this purpose.

Leadership- may be defined as a process by which manager guides and

influences the work of subordinates in desired direction.

Communications- is the process of passing information, experience, opinion

etc from one person to another. It is a bridge of understanding.

2.5 Controlling
It implies measurement of accomplishment against the standards and correction of
deviation if any to ensure achievement of organizational goals. The purpose of
controlling is to ensure that everything occurs in conformities with the standards. An
efficient system of control helps to predict deviations before they actually occur.
According to Theo Haimann, Controlling is the process of checking whether or not
proper progress is being made towards the objectives and goals and acting if
necessary, to correct any deviation. According to Koontz & ODonell Controlling is
the measurement & correction of performance activities of subordinates in order to
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make sure that the enterprise objectives and plans desired to obtain them as being
accomplished. Therefore controlling has following steps:

Establishment of standard performance.

Measurement of actual performance.
Comparison of actual performance with the standards and finding out
deviation if any.
Corrective action.

SECTION-3

3.0 PROJECT ORGANIZATION AND RESPONSIBILITIES

Projects of different sizes have different needs for how the people are organized. In a
small project, little organization structure is needed. There might be a primary
sponsor, project manager and a project team. However, for large projects, there are
more and more people involved, and it is important that people understand what they
are expected to do, and what role people are expected to fill. This section identifies
some of the common (and not so common) project roles that may be required for your
project.

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3.1 ORGANIZATION CHART

3.2 KEY PROJECT PERSONNEL AND RESPONSIBILITIES

Sl Sector Min Education Experien

No. Numbe ce
r
1 Project Manager 1 B-Tech, Civil 15 yrs
Engineering

2 Deputy Project 1 B-Tech, Civil 10 yrs

Manager Engineering

3 Senior Engineer (Civil) 2 B-Tech, Civil 8 yrs

Engineering

4 Senior Engineer (E&M) 1 B-Tech, Electrical 8 yrs

Engineering

5 Site Engineer (Civil) 4 B-Tech/Diploma Civil 4 yrs

Engineering

6 Site Engineer (E&M) 2 B-Tech/Diploma 2 yrs

Electrical/Mechanic

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al Engineering
3.2.1 Project Manager:

The responsibility of project manager to make sure that the customer is satisfied and
the work scope is completed in a quality manner, using budget, and on time. The
Project Manager has primary responsibility for providing leadership in planning,
organizing and controlling the work effort to accomplish the project objectives. In
other words, the project manager provides the leadership to project team to
accomplish the project objective. The project manager coordinates the activities of
various team members to ensure that they perform the right tasks at the proper time,
as a cohesive group.
3.2.2 Deputy Project Manager

A deputy project manager is a person who reports to a project manager and oversees
each phase of a project from beginning to end. Essentially, it's his job to ensure that
all tasks are completed correctly, on time and within budget. Some qualities an
individual should possess are leadership skills, time management and organization. In
most cases, the deputy project manager is responsible for creating employee
schedules, giving assignments and helping when needed. On top of this, it's often up
to him to evaluate each employee's performance and provide appropriate feedback. If
a staff member isn't following orders or performing the job adequately, that manager
will usually report it to the main project manager. Consequently, this position requires
someone with good interpersonal and leadership skills.
3.2.3 Senior Engineer

Study and assess drawings, plans, specifications and other documents relating to construction
projects. Direct, lead and support other engineering and skilled personnel in managing and
executing multiple tasks and projects. Initiate and ensure standard civil engineering discipline
in drawings and plans. Adhere to the best practices, standards and procedures of the
company.
Reports to Deputy Project Manager.
3.2.4 Site Engineer

Site engineers are integral to construction projects. Working alongside civil engineers,
structural engineers, architects and surveyors, they use their technical skills and
managerial prowess to make sure that building sites are fit for purpose.

The role of a site engineer combines technical responsibilities with project

management. Without these guys, construction projects would descend into chaos.
Site engineers are responsible for planning, marking out and levelling construction
sites before any building work takes place. They also build roads, drainage systems
and other vital facilities to make sure construction projects go off without a hitch.

Reports to Senior Engineer.

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3.2.5 Site Supervisor

The main duty of a construction site supervisor is the coordination and supervision of
their workers. They provide schedules for their workers and assign tasks to
construction laborers. Construction site supervisors liaise with contractors, managers
and other stakeholders, ensuring that all parties remain coordinated. Supervisors
translate blueprints into plans, organizing the equipment and manpower necessary to
complete the project. They are also responsible for maintaining safety and quality
standards, as well as keeping detailed records of construction site activities.
3.2.6 Forman

Foremen determine the priorities for work to be done, sometimes based on their own
initiative and authority, but more often based on needs communicated by site
engineer or senior engineer. They must determine whether they have the number of
employees possessing the required skills for the job, verify that the needed items are
available and direct employees on which tasks are to be completed first. If problems
arise, the foreman may alter the schedule to minimize down time or assign workers to
another section if necessary.
3.2.7 HSE Manager

HSE managers evaluate the workplace environment and develop safety-management

policies that identify and define the safety responsibilities of all employees. To
continually maintain an appropriate level of awareness, knowledge and preparedness
across the organization, HSE managers coordinate training programs for employees. A
HSE manager working in a construction company, for example, has a duty to educate
workers about site-specific safety measures. HSE managers also ensure that
workplace tools and equipment meet industry standards and installed properly, as
defined by the Occupational Safety and Health Administration. An HSE manger
prepares monthly reports and makes presentations to senior administrators. A typical
HSE report indicates day-to-day workplace inspection results and workers' response to
safety incidents.
3.2.8 Purchase Officer

Purchasing Officers buy products for organizations to use or resell. They evaluate
suppliers, negotiate contracts, and review product quality. They try to get the best
deal for their organizationthe highest quality goods and services at the lowest cost.
They do this by studying sales records and inventory levels of current stock,
identifying foreign and domestic suppliers, and keeping up to date with changes
affecting both the supply of, and demand for, products and materials. Purchasing
Officers consider price, quality, availability, reliability, and technical support when
choosing suppliers and merchandise. To be effective, purchasing agents and buyers
must have a working technical knowledge of the goods or services to be bought.
Evaluating suppliers is one of the most critical functions of a purchasing officer.

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3.2.9 Store Keeper

Store keepers/Material recording clerks keep track of information in order to keep

businesses and supply chains on schedule. They ensure proper scheduling,
recordkeeping, and inventory control.

As warehouses increase their use of automation and computers, clerks will become
more adept at using technology. Many clerks use tablets or hand-held computers to
keep track of inventory. New sensors and tags enable these computers to
automatically detect when and where products are moved, making clerks jobs more
efficient.

Stock clerks and order fillers receive, unpack, and track merchandise. Stock clerks
move products from a warehouse to shelves in stores. They keep a record of all items
that enter or leave the stockroom and inspect for damaged goods. These clerks also
use hand-held scanners to keep track of merchandise. Order fillers retrieve customer
orders and ready them to be shipped.

Material and product inspectors weigh, measure, check, sample, and keep
accurate records on materials, supplies, and other equipment that enters a
warehouse. They verify the quantity and quality of items they are assigned, checking
for defects and recording what they find. To gather information, they use scales,
counting devices, and calculators. Some inspectors decide what to do about a
defective product, such as to scrap it or send it back to the factory to be repaired.
Some clerks also prepare reports on warehouse inventory levels.

Production, planning, and expediting clerks ease the flow of information, work,
and materials within or among offices in a business. They compile reports on the
progress of work and on any production problems that arise. These clerks set workers
schedules, estimate costs, keep track of materials, and write special orders for new
materials. They perform general office tasks, such as distributing mail, sending faxes,
or entering data. Expediting clerks maintain contact with vendors to ensure that
supplies and equipment are shipped on time. They also may inspect the quality of
products.

Shipping, receiving, and traffic clerks keep track of and record all outgoing and
incoming shipments and ensure that they have been filled correctly. Many of these
clerks scan barcodes with hand-held devices or use radiofrequency identification
(RFID) scanners to keep track of inventory. They may ensure that orders were
correctly processed in their companys computer system. They also compute freight
costs and prepare invoices for other parts of the organization. Some of these clerks
move goods from the warehouse to the loading dock.

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SECTION-4

4.0 COMMUNICATION REQUIREMENT/ FLOW

Communication for the use of this document and project shall be defined as the
meaningful exchange of information horizontal or vertical between two or more
parties formal or informal through the exchange of ideas, concepts, expectations,
instructions, and the like. In order to ensure efficiency of communication, all formal
communication shall be through document control. The document controller registers
all incoming and outgoing documents, plans or whatsoever and distributes them as
determined. All documents, plans or whatsoever must have a unique reference
number. In case of multi-page documents, the number on each single page shall be
repeated in the header or footer. Drawings will use a defined title block containing
certain standard information. The title block will be determined by the respective
department head. All documents shall be signed and stamped by the authorized
person.

4.1 FLOW OF COMMUNICATION

Dissemination of information, with implications on scope, time, cost, and quality shall
be through predefined and fixed lines of communication.

4.1.1 Internal

Within the company information shall be circulated from department heads to

department heads and registered by document controller if appropriate. Each
department head for his area of responsibility controls and ensures that current, valid
information, plans, etc. - whether at site or in the office - are at the disposal of
executing staffs and workers, and that only valid versions of a document are in use.
He provides his team with controlled copies and carries concern that old, or
superseded versions are collected and stamped accordingly or be taken otherwise out
of circulation.

4.1.2 External (client)

Outgoing documents addressed to the client will be transmitted or submitted

(whatever applicable) as a hard copy to his office address. All documents are to be
registered by document controller and reception of the transmittal/submittal will be
acknowledged by the recipient.

4.1.3 External (sub-contractor/supplier)

Outgoing documents addressed to any sub-contractor/supplier will be transmitted or

submitted (whatever applicable) as a hard copy. The document will be deposited for
receiver collection with document controller. Other methods may be agreed upon in
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individual cases should the described system be impractical. It is the sender's

responsibility to ensure that the recipient is informed, where appropriate, that a
document is available for collection. All documents are to be registered by document
controller and reception of the transmittal/submittal will be acknowledged by the
recipient.

4.2 FORMAL COMMUNICATION

4.2.1 Submittals

Submittals for the use of this document and project shall be non-verbal exchange of
information including everything which the contract requires the contractor to present
for the purpose of review and illustrating some aspects of works or to demonstrate
adherence to requirements and specifications and includes:

- All drawings,
- Product data,
- Designs,
- Diagrams,
- Illustrations,
- Schedules,
- Samples,
- Catalogue cuts,
- Testing certificates,
- Approvals,
- Hand-over documents and
- Other information prepared to illustrate some portion of work.
4.2.2 Transmittals

Transmittals for the use of this document and project shall be non-verbal exchange of
information that provides information to another attached formal document. The
transmittal serves as a record of delivery and provides the recipient with information
to identify the context in which to view the document.

Typical transmittals include:

- Letters,
- Meeting minutes,
- Requests,
- Quotations,
- Invoices, claims and the like,
- Reports,
- Change orders,
- Response(s) to any of the above, and
- Other formal correspondence.
4.2.3 Reports
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Reports are formal communication and shall be prepared, registered and transmitted
to the various stakeholders. The frequency of transmission, level of details, and nature
of the information contained therein depend on the stakeholder type, his level of
influence, and the stakeholder requirements. Such requirements shall be collected and
a reporting format shall be developed accordingly.

Although reports constitute formal communication, certain low-level reports

depending on their content (e.g. daily manpower), the frequency and in coordination
with the recipient can be sent electronically.

4.3 INFORMAL COMMUNICATION

4.3.1 Meetings

Meetings are gatherings of two or more people being convened for the purpose of
achieving a common goal through verbal sharing of information or reaching
agreement.

Meetings usually occur face to face, in special cases telephone or Skype conference
calls may be agreed upon.

Meetings shall be time well spent and therefore usually shall be hold periodically in
not to short intervals and following specific rules, which in detail must be determined
by the respective chair person. Common general rules are the distribution of the
meeting agenda not less than 1 working day in advance of the meeting and meeting
minutes within 2 working days after the meeting. Further general rules are usage of
sign-in sheets, the adherence to speaking times, etc.

Meeting agendas shall define the date and venue of the meeting, the required
participants, the topics for discussion and the presenter. The first topic generally shall
be a review of action items from the previous meeting.

Meeting minutes are a summary/record of the meeting and at least comprise of the
date and duration of the meeting, the venue, a list of participants, the topics (item by
item) along with actions to be taken, the owner of that action item and the schedule.
Meeting minutes shall be distributed to the meeting participants within 48 working
hours after the meeting was finished. Any clarifications or comments must be
transmitted to the chair person, within 48 hours after circulation of the meeting
minutes.

Chaired by
Type of meeting (name & role or Frequency Attendance
designation)
0 Project Team Project manager weekly - Project team
2 Meeting

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Chaired by
Type of meeting (name & role or Frequency Attendance
designation)
0 Project Status Project manager Monthly - Project sponsor,
4 Meeting - Key stakeholders,
- Project team/part thereof,
- PMO (if any)
0 Quality Meeting Quality manager Weekly - Project team/part thereof,
5 - Stakeholders as appropriate,
0 HSE Meeting Safety manager Weekly - Project team/part thereof,
6 - Stakeholders as appropriate,
4.3.2 Email & Fax

In particular cases, where the above-described communication channels for obvious

reasons are unsuited or would delay unnecessarily the exchange of information, the
use of common communication methods such as email, fax or others may be agreed
upon and be accepted in exceptional cases.

This communication however usually shall be intended to be for information or

advance information only and must not replace the formal exchange of information.
This means consequently that all information with impact on scope, cost, schedule or
quality must be submitted/transmitted formally subsequently.

4.3.3 Verbal Instructions

Verbal instructions with impact on scope, cost, schedule or quality are unacceptable in
general. If in a particular case a verbal statement for reason of time is unavoidable, it
must be submitted/transmitted formally within one hour.

It is up to the respective head of department or his superior manager observing their

level of authority to follow the received verbal instruction or not.

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SECTION-5

5.0 RECOMMENDATION
The project is recommend to execute in two package, first one includes bungalows
and apartment, second package includes worker dwelling and recreation center to
reduce site team requirement.
Organization should be as lean and thin as possible with bare minimum of personal on
company roll up to junior level.
All supervisors to down below will be temporary for project duration only to be
recruited locally from 100km radius. Effective communication is vital to the successful
completion of any construction project. Good communication can improve teamwork
and lead to better project collaboration.
Organization type in all scales of projects must be well selected before starting
execution. During construction phase selected manager and planner must re adjust
the organizational relations to have smooth execution according to their experience.

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SECTION-6

6. BIBLIOGRAPHY/ READING

THE SKILL SETS REQUIRED FOR MANAGING COMPLEX CONSTRUCTION

PROJECTS, Glen Mouchi, Mouchi Project Management Ltd. Auckland James Olabode
Rotimi, Auckland University of Technology, Auckland
Thanuja Ramachandra, Auckland University of Technology, Auckland

The Role of Building Construction Project Team Members In Building

Projects Delivery,
C.I. Anyanwu Department of Project Management Technology School of Management
Technology Federal University of Technology, P.M.B. 1526, Owerri, IOSR Journal of
Business and Management (IOSR-JBM) e-ISSN: 2278-487X, p-ISSN: 2319-7668. Volume
14, Issue 1 (Sep. - Oct. 2013), PP 30-34

CONSTRUCTION PROJECT MANAGEMENT- GUIDELINES PART 1 GENERAL IS 15883 (Part

1): 2009

CONSTRUCTION PROJECT MANAGEMENT- GUIDELINES PART 2 TIME MANAGEMENT, IS

15883(Part 2): 2013

Construction Management Plan, City of Baton Rouge/East Baton Rouge Parish

Department of Public Works

Communication in Construction Theory and Practice, Andrew Dainity, David

Moore, and Micheal Moore

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