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CMPM Chapter 3
CMPM Chapter 3
The project manager's mission is to plan, coordinate, control and accomplish. His
achievement can probably be traced to his success in managing people. Similarly, people at
every tier of corporate hierarchy, exercise essentially the same management principles to lead
other people towards the accomplishment of organizational objectives.
Managerial competence is a function of a manager's character, knowledge, and
experience. These three ingredients interact to mold a particular style of management. Styles
may be altered or fashioned by education gained from formal training and work seasoning. An
advantage of studying management techniques is the opportunity it allows to explore and
develop managerial skills without suffering the consequences of trial and error learning.
3-3 The Worksheet
The initial move to get the project under way is for the Project Manager to convene a
preliminary discussion on the documents, and to gather more information as may be available at
the early stage. There should be additional and pre-planning information available such as, the
client's required operational date.
What the Project Manager needs to now are:
1. The logical construction sequence that must be followed.
2. The quantity and the delivery dates of various materials to be used.
3. How much and what kind of manpower will be needed.
4. When to start and complete the job on time.
The first step in construction pre-planning is to prepare a graph and plotting the
anticipated date of delivery of all major equipment at the site. The optimum time for each
construction activities could be analyzed. Severe craft peaks and uneconomical use of equipment
will appear on the projected graph, which could then be adjusted to prevent future conflicts in the
field.
By working backward from the expected completion date, the experienced project
manager can predict the latest possible starting date for any of the activities that make up the
whole construction project. The worksheet represents a plan of action presented graphically by a
critical sequence of functions of subsidiary activities contained within a compact period of time.
3-4 Timetable
The project manager should conduct one or more informal sessions with key personnel
assigned to the project such as:
1. The construction superintendent
2. Job buyer
3. Drafting room coordinator
4. Job expediter.
During the session, the preliminary construction program or work sheet is reviewed to
determine whether engineering work and procurement of materials can be accomplished at the
rate and in the sequence as programmed in the schedule.
The sequence of construction activities, which are related to optional early and late starts,
will serve as a running list of individual job components, with notations to work activities with
greater importance and priority over the others.
Specifications for equipment and materials, which are in the development, should be
processed according to their importance or urgency in the overall project. The design and
drafting effort can be organized, to produce those drawings that are necessary at the early stage
of the construction program for field installation or to complement an urgent purchase of
materials.
At this early stage of construction development, it is essential and timely for the
procurement committee to place orders for long term delivery of items at an early phase of the
project. The relative urgency of the onsite receipt as scheduled, may be used in establishing a
shop fabrication schedule with the supplier.
One important function of the construction planner is the preparation of an accurate
manpower estimates assigned to each function This can be done on the basis of manpower
category of the works like: working on foundations and underground facilities or by craft such as
carpenters. tinsmith. plumber, electrician. laborers or by group methods, The manpower
distribution and classifications can be done in two ways: by manual or by the use of computer.
By manual method, it takes more time but results in a more accurate and realistic summary as an
anticipation of the need without reverting to an average manpower distribution.
On the other hand, manpower distribution by computer, lessen the engineers time but the
result is less realistic because it is applied on the average manpower loadings to the computer.
The manpower summary result will be lower than might be realistically anticipated. Where time
is available, the manual method prepared by an experienced engineer is preferred
In either case, what is needed is the rate of anticipated manpower expenditure on the
basis of work category or classification or on the basis of crafts. In addition, it is a worthwhile
instrument in establishing the limit extremes of manpower application to summarize the
manpower loading in two ways:
The manpower assignment for each activity on the timetable is then translated into a graphical
presentation, showing the anticipated manpower expenditures and the target progress of the work
in percentages
1.By graphical reporting, manpower and percentage accomplishment is easier to evaluate
showing the general direction and condition of the job.
2. Data are received by way of one-page weekly progress report and a weekly field
payroll report.
3. A field man-hour report is submitted every month
By close control and evaluation of field cost and man-hour expenditures it can easily detect the
following:
1. Possible budget man-hour overruns
2. Craft peaks
3. Weakness in supervision coverage
4. Inadequacy of tools and equipment
The manpower and "Percentage Complete" graph will indicate the possibility of
sustaining a successful rescue operation by keeping a constant watch and taking possible action
as soon as the program begins to lose ground. The graph indicates the necessity of having pre-
planned schedule to provide a basis for monitoring, assisting, controlling and adjusting a
program when it deviates from the prescribed path.
A daily look at the graph, alerts the Project Manager and his home office to the possible
need for a radical action such as:
1. Manpower reallocation for elaborate re-scheduling or
2. For a speedy economic analysis of the whole project to determine whether extra
manpower or two shift operation may be necessary.
A periodic visit to the construction site is necessary for the various members of the
central construction department staff to audit the program so that:
1. A first-hand review of the progress is made and the general status of the work is
compared with the timetable and discussed with the key field supervisory staff.
2. Home office assistance is offered to the field superintendent in pushing particular
phases of the project that may be held up in such areas as drafting of procurement.
3. Suggestions are made and discussed with the field organizations as to how its
progress can be improved.
The layout of these structures should be planned carefully, in anticipation of its removal during
the excavation of the permanent works more particularly, the storage and its contents, which
might cause disorganization and delays.
The job should be adequate, but not excessively staffed, to ensure efficient execution of
the work. Large construction work needs competent foremen. The contractor must be selective in
sending men of proven ability and qualification to start the work even if they are replaced later
by selected personnel engaged locally
The construction site should be maintained in strict tidiness and in an orderly routine
because it has a psychological effect on the staff and workers, which promote conscientious
service. Remember that the owner would like to see the actual work getting under way in its
fullest operation and orderliness in carrying out the construction work, idle time and unnecessary
cost should be avoided. Time saving devices such as telephone, loudspeakers, signal posts,
traffic control, sign board location and other economy measures should be installed immediately
upon commencement of the work. Before the work get started, it should be first established from
which the buildings may be demarcated on the ground.
The excavator with his equipment should start cleaning, stripping and digging operations.
Material deliveries should also start as soon as possible and a labor force started the excavation
for the foundation work, etc. If all these operations get under way without undue delay, the job
will have a healthy aspect, high morale and satisfaction of all concerned from the owner to the
contractor and down to the lowly laborers.
The contractor should procure sufficient copies of the plan and specification to distribute
among his supervisory staff. This will thoroughly acquaint them with the details of the job.
Likewise, the sub-contractors and consultant should be furnished with the plans and
specifications so that, there is no excuse for mistake and delay on this account.
There are two independent but related spheres of control and responsibility that exist in
the project construction, namely
1. The owner is represented by his Architect or Engineer
2. The contractor
Each has their own duties to perform in the interest of their employer - the owner. Most
of their respective duties and responsibilities were stipulated and defined in the contract, and all
will be better exercised if each one appreciates the duty and responsibility of the other. The
contractor is generally responsible to the owner for the following duties;
1. Providing and making access roads with due regards to the convenience of construction.
2. Erection of site office in a central position to facilitate checking of all site activities.
3. Erection of store shed of adequate capacity to ensure;
The Engineer or Architect on behalf of the owner is also responsible for the following duties.
1. As representative of the owner
a Act as interpreter of the plan
b as guardian and arbiter between the owner and contractor
2. Maintain site records and documents like:
a. Layout plans
b. Contract documents
c. Time and progress chart
d. Work diary
e. Contractor's order book
f. Records of tests
g Progress report
h Measurement book, etc.
Budget should be a conservative aid to all departments within the organization toward
their common goals. Unfortunately, this purpose is frequently misunderstood, giving an early
impression and meaning to the budget as:
1. A control of expenditures established in the minds of the subordinates. An attitude that
budget is only a negative control for which belief has led to the "padding" of department
budget.
2. The idea therefore in each department is to propose as large an allotment of expenditures
as possible that when all budgets were assembled and that reduction is necessary, each
department felt that it was the subject of discrimination. Thus, the budget has become a
"sore spot" and a factor of disintegration among the personnel.
A budget properly planned and operated, may have a constructive influence on the
personnel of an organization. It must serve as a means of bringing understanding of the common
goals of all who belong to the organization, and all who serve it. In this capacity, the budget will
serve as a coordinating and unifying influence to all concerned.
Types of budget. There are two principal types of budget.
Static Budget. This type of budget depends upon the ability to predict income with at least a
reasonable degree of accuracy. A fixed sum of money is allocated for expenditures with a fixed
budget of operations for a specified period.
Variable Budget. This type of budget, recognizes the unreliability of income prediction and
make provisions in advance for variations in construction expenditures in accordance with
variation in income. Variable budget is constructed in anticipation of variables income. It
provides advance for orderly change in the volume of construction and expenditures.
Fixed Cost is one that is constant in total amount for a given period. For example: the salaries of
major executives, capital tax, depreciation and the like, remain fixed regardless of the volume of
construction activities.
Variable Cost increases or decreases in proportion with the volume of production or
construction activities. Other items such as direct labor and direct material cost vary in
proportion with the amount of contract which are called variable costs.
In general, simplicity in budgeting should be held as a primary virtue. Detailed clerical
work in the preparation and operation of a budget should be held to a minimum. These principles
not only eliminate unnecessary costs in budgeting but in general, promotes clearer interpretation
and control of the budget
There are two types of variable budget:
1. Step budget
2. Variable rate of cost per unit of work