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| 3<\/td>\n | Contents Introduction 1 1 Scope 3 2 Normative references 3 3 Terms and definitions 4 4 Project management in the construction industry 6 4.1 General 6 4.2 The construction industry and construction industry projects 6 4.3 Projects and project management 9 5 The project management plan (PMP) 11 5.1 General 11 5.2 Quality management in projects 12 5.3 The components of a project management system 14 5.4 Project processes 16 5.5 Hierarchy of plans 20 6 Scope definition and scope-related processes 25 6.1 General 25 6.2 Inception – Client requirements and constraints 25 6.3 Stakeholder requirements and constraints 27 6.4 Feasibility evaluation and the project brief 27 6.5 Scope development and control 28 6.6 Work breakdown structure 28 6.7 Control of activities 30 6.8 Change management 30 6.9 Configuration management 31 7 Project organization structure 32 7.1 General 32 7.2 Internal client project organization 32 7.3 Project organization 36 7.4 Management authority 36 7.5 Communication 37 7.6 Contractual relationships 37 7.7 Resource management 37 8 The project lifecycle 37 8.1 General 37 8.2 Project phases 39 8.3 Control points 39 9 The product delivery process 40 9.1 General 40 9.2 Initiation 43 9.3 Feasibility 43 9.4 Outline design 43 9.5 Scheme design 44 9.6 Detailed design 45 9.7 Mobilization 45 9.8 Construction 46 9.9 Commissioning 46 9.10 Handover and completion 47 10 Regulatory and enabling processes 48 10.1 General 48 10.2 Design principles and materials standards 48 <\/td>\n<\/tr>\n | ||||||
| 4<\/td>\n | 10.3 Client and project-specific third-party approval 49 10.4 Standard operating policies 49 10.5 Funding 49 10.6 Management of regulatory and enabling processes 50 11 Project management control processes 51 11.1 General 51 11.2 Management responsibility 52 11.3 Resource management 56 11.4 Time-related processes 58 11.5 Cost-related processes 60 11.6 Communication-related processes 61 11.7 Risk-related processes 63 11.8 Procurement-related processes 64 11.9 Project and process closure 66 11.10 Measurement, analysis and improvement 66 <\/td>\n<\/tr>\n | ||||||
| 6<\/td>\n | Foreword <\/td>\n<\/tr>\n | ||||||
| 7<\/td>\n | Introduction <\/td>\n<\/tr>\n | ||||||
| 8<\/td>\n | Figure 1 Structure of PD 6079-4 <\/td>\n<\/tr>\n | ||||||
| 9<\/td>\n | 1 Scope 2 Normative references <\/td>\n<\/tr>\n | ||||||
| 10<\/td>\n | 3 Terms and definitions 3.1 client 3.2 change management 3.3 configuration management 3.4 construction management 3.5 contract administration 3.6 contract administrator 3.7 control point 3.8 framework agreement 3.9 operator <\/td>\n<\/tr>\n | ||||||
| 11<\/td>\n | 3.10 partnering 3.11 product 3.12 project 3.13 project control 3.14 project process 3.15 project schedule 3.16 project team 3.17 stakeholder 3.18 subproject 3.19 supplier <\/td>\n<\/tr>\n | ||||||
| 12<\/td>\n | 4 Project management in the construction industry 4.1 General 4.2 The construction industry and construction industry projects 4.2.1 Characteristics on the construction industry Table 1 Characteristics of the construction industry <\/td>\n<\/tr>\n | ||||||
| 13<\/td>\n | Figure 2 The project management triangle 4.2.2 Custom and practice <\/td>\n<\/tr>\n | ||||||
| 14<\/td>\n | 4.2.3 The project environment Figure 3 Interaction between the immediate and wider project environments <\/td>\n<\/tr>\n | ||||||
| 15<\/td>\n | 4.3 Projects and project management 4.3.1 Construction projects <\/td>\n<\/tr>\n | ||||||
| 16<\/td>\n | Figure 4 Projects and subprojects 4.3.2 The role of the project manager <\/td>\n<\/tr>\n | ||||||
| 17<\/td>\n | 4.3.3 Attributes of the project manager a) leadership; b) technological understanding; c) evaluation and decision-making skills; d) people management skills; e) systems design and maintenance skills; f) planning and control skills; g) financial awareness; h) buying and general procurement skills; i) communication skills; j) negotiation skills; k) contractual skills; l) legal awareness; m) character; n) project team building skills; o) relevant experience; p) social and environmental awareness. 5 The project management plan (PMP) 5.1 General <\/td>\n<\/tr>\n | ||||||
| 18<\/td>\n | Figure 5 Integrated management plan 5.2 Quality management in projects <\/td>\n<\/tr>\n | ||||||
| 19<\/td>\n | Figure 6 Project lifecycle and control points <\/td>\n<\/tr>\n | ||||||
| 20<\/td>\n | 5.3 The components of a project management system Figure 7 The components of a project management system <\/td>\n<\/tr>\n | ||||||
| 21<\/td>\n | Figure 8 Variable and fixed project processes <\/td>\n<\/tr>\n | ||||||
| 22<\/td>\n | 5.4 Project processes Figure 9 Management processes <\/td>\n<\/tr>\n | ||||||
| 24<\/td>\n | Figure 10 Project management plan <\/td>\n<\/tr>\n | ||||||
| 25<\/td>\n | Figure 11 The time relationship between the product delivery processes and regulatory and enabling processes <\/td>\n<\/tr>\n | ||||||
| 26<\/td>\n | 5.5 Hierarchy of plans Figure 12 Hierarchy of management plans <\/td>\n<\/tr>\n | ||||||
| 27<\/td>\n | Table 2 Development of a typical contractor\u2019s project management plan <\/td>\n<\/tr>\n | ||||||
| 28<\/td>\n | Table 3 Content of a typical project management plan <\/td>\n<\/tr>\n | ||||||
| 31<\/td>\n | 6 Scope definition and scope-related processes 6.1 General a) establish a requirement for the project, and the benefits the client expects to obtain by undertaking it; b) establish the client\u2019s brief, or set of requirements and constraints, for the project; c) develop this brief into a scope and detailed specification; d) break the overall scope down into packages for planning purposes; and e) provide processes to allow change to be made to the scope in a controlled manner. 6.2 Inception – Client requirements and constraints a) the benefits sought from the project, e.g. return on investment, payback period, etc.; b) the functional requirements expected of the product; and c) the timetable for delivery of the product. <\/td>\n<\/tr>\n | ||||||
| 32<\/td>\n | Figure 13 Scope definition 1) the available budget, and any constraints associated with cash flow; 2) the available resources; and 3) constraints imposed by the client organization, such as operating processes or when the site will be available. <\/td>\n<\/tr>\n | ||||||
| 33<\/td>\n | 6.3 Stakeholder requirements and constraints a) all interested stakeholders (external and internal, positive or negative); b) their concerns; c) any legitimate requirements they might have relating to the project or product, and any constraints they might impose on the project or product; and d) the influence they are likely to be able to exert. 6.4 Feasibility evaluation and the project brief a) the client\u2019s requirements; b) the client\u2019s constraints; c) legitimate stakeholder requirements; and d) constraints imposed by stakeholders. 1) the client; 2) stakeholders; and 3) regulatory processes. <\/td>\n<\/tr>\n | ||||||
| 34<\/td>\n | 6.5 Scope development and control 6.6 Work breakdown structure <\/td>\n<\/tr>\n | ||||||
| 35<\/td>\n | Figure 14 Example of a product breakdown structure Figure 15 Example of a work breakdown structure <\/td>\n<\/tr>\n | ||||||
| 36<\/td>\n | 6.7 Control of activities 6.8 Change management <\/td>\n<\/tr>\n | ||||||
| 37<\/td>\n | a) managing changes to the project brief, project scope, and project management plan; b) coordinating changes across interlinked project processes and resolving any conflicts; c) procedures for documenting change; d) continual improvement; e) aspects of change affecting personnel; f) operational factors; and g) lifecycle maintenance. 6.9 Configuration management <\/td>\n<\/tr>\n | ||||||
| 38<\/td>\n | 7 Project organization structure 7.1 General 7.2 Internal client project organization <\/td>\n<\/tr>\n | ||||||
| 39<\/td>\n | a) scope; b) scope change; c) budget approval; d) schedule approval; e) entering into contracts; and f) payment approval. 1) setting and agreeing the project brief; 2) signing off scope, budget and schedule at control points; 3) approving and entering into contract with suppliers; and 4) making payments. <\/td>\n<\/tr>\n | ||||||
| 40<\/td>\n | Figure 16 Interface between the client\u2019s internal organization and the project organization <\/td>\n<\/tr>\n | ||||||
| 41<\/td>\n | Figure 17 Example of a hierarchical functional organization Figure 18 Example of a project-oriented organization Figure 19 Example of a matrix organization <\/td>\n<\/tr>\n | ||||||
| 42<\/td>\n | 7.3 Project organization a) put in place a team to carry out each and all of the functions necessary to deliver the project in an efficient manner; b) make best use of the capabilities of available resources; c) be appropriate to the project scope, the size of the project team, local conditions and the processes employed; d) facilitate the desired allocation of risk; e) relate to the level of management input the client proposes to make into the project; f) ensure the necessary expertise is available to attend to each of the project processes, particularly the regulatory processes; and g) facilitate effective and efficient communication and cooperation between all participants in the project. 7.4 Management authority <\/td>\n<\/tr>\n | ||||||
| 43<\/td>\n | 7.5 Communication 7.6 Contractual relationships 7.7 Resource management 8 The project lifecycle 8.1 General <\/td>\n<\/tr>\n | ||||||
| 44<\/td>\n | Figure 20 Changes in risk and commitment over the project lifecycle <\/td>\n<\/tr>\n | ||||||
| 45<\/td>\n | 8.2 Project phases a) conception; b) feasibility; c) realization; d) operation (post-handover); e) termination (post-handover). 8.3 Control points <\/td>\n<\/tr>\n | ||||||
| 46<\/td>\n | 9 The product delivery process 9.1 General <\/td>\n<\/tr>\n | ||||||
| 47<\/td>\n | Figure 21 The product delivery process <\/td>\n<\/tr>\n | ||||||
| 48<\/td>\n | Figure 22 Integration of construction project management processes <\/td>\n<\/tr>\n | ||||||
| 49<\/td>\n | 9.2 Initiation 9.3 Feasibility 9.4 Outline design <\/td>\n<\/tr>\n | ||||||
| 50<\/td>\n | 9.5 Scheme design <\/td>\n<\/tr>\n | ||||||
| 51<\/td>\n | 9.6 Detailed design 9.7 Mobilization <\/td>\n<\/tr>\n | ||||||
| 52<\/td>\n | 9.8 Construction 9.9 Commissioning <\/td>\n<\/tr>\n | ||||||
| 53<\/td>\n | 9.10 Handover and completion <\/td>\n<\/tr>\n | ||||||
| 54<\/td>\n | 10 Regulatory and enabling processes 10.1 General 10.2 Design principles and materials standards 10.2.1 Published standards 10.2.2 Deleterious materials 10.2.3 Sustainable materials <\/td>\n<\/tr>\n | ||||||
| 55<\/td>\n | 10.3 Client and project-specific third-party approval 10.4 Standard operating policies 10.4.1 Client operating policies 10.4.2 Project team member operating policies 10.5 Funding <\/td>\n<\/tr>\n | ||||||
| 56<\/td>\n | 10.6 Management of regulatory and enabling processes 10.6.1 General a) it should be properly identified; b) its effect on the project should be assessed; c) a plan should be formulated to deal with the matter; d) the plan should be implemented; e) implementation of the plan should be monitored to confirm that the planned objective is being achieved; and f) where there is a departure from plan, control action should be taken to address the departure from plan. 10.6.2 Identification of issues <\/td>\n<\/tr>\n | ||||||
| 57<\/td>\n | 10.6.3 Planning 10.6.4 Monitoring 10.6.5 Control 10.6.6 Review 11 Project management control processes 11.1 General a) management responsibility; b) resource management; c) scope-related processes (see Clause 6); d) time-related processes; e) cost-related processes including value management; f) communication-related processes; g) risk-related processes; h) procurement-related processes; i) project and process closure; and j) measurement, analysis and improvement. <\/td>\n<\/tr>\n | ||||||
| 58<\/td>\n | Figure 23 The project management control process 11.2 Management responsibility 11.2.1 Management commitment a) provide input into the design of project processes; b) create a culture for safety, sustainability and quality; c) actively create a culture that motivates the project team toward achieving the project objectives; and d) provide a commitment to team development. <\/td>\n<\/tr>\n | ||||||
| 59<\/td>\n | 11.2.2 Project process 11.2.2.1 Process approach 11.2.2.2 System approach to management 11.2.2.3 Application of quality management principles through the project process 11.2.2.4 Customer focus <\/td>\n<\/tr>\n | ||||||
| 60<\/td>\n | 11.2.2.5 Continual improvement <\/td>\n<\/tr>\n | ||||||
| 61<\/td>\n | 11.2.2.6 Mutually beneficial supplier relationship 11.2.3 Management reviews and progress evaluation 11.2.3.1 Management reviews 11.2.3.2 Progress evaluation a) Progress evaluations should be used: 1) to assess the adequacy of the project management plan and how the work performed conforms to it; 2) to assess whether the project processes are running to plan, to identify any variances and the reasons for these variances, and to facilitate the planning of any necessary corrective action; 3) to evaluate how well the project processes are synchronized and interlinked; 4) to identify and evaluate activities and results that could adversely or favourably affect the achievement of the project objectives; 5) to obtain inputs for planning the remaining work in the project; 6) to facilitate communication; and 7) to drive process improvement in the project, by identifying deviations and changes in risks. b) Progress evaluations should be planned. The planning should include: 1) the preparation of a schedule of regular progress evaluations (for inclusion in the project management plan); 2) the assignment of responsibility for the management of individual progress evaluations; 3) the specification of the purpose, assessment requirements, processes and outputs for each progress evaluation; <\/td>\n<\/tr>\n | ||||||
| 62<\/td>\n | 4) the assignment of personnel to participate in the evaluation (e.g. the individuals responsible for the project processes and other interested parties); 5) ensuring that appropriate personnel from the project processes being evaluated are available to provide information for the review or to answer questions; and 6) ensuring that relevant information is prepared and is available for the evaluation (e.g. the project management plan). c) Those performing the evaluations should: 1) understand the purpose of the processes being evaluated, and their effect on the project quality management system; 2) examine relevant process inputs and outputs; 3) review the monitoring and measuring criteria being applied to the processes; 4) determine whether the processes are effective; and 5) look for potential improvements in process efficiencies. d) Once a progress evaluation has been performed: 1) the outputs of the evaluation should be assessed against the project\u2019s objectives, to determine whether the performance of the project against the planned objectives is acceptable; and 2) responsibility should be assigned for actions resulting from the progress evaluation. 11.3 Resource management 11.3.1 Resource-related processes 11.3.1.1 General 11.3.1.2 Resource planning <\/td>\n<\/tr>\n | ||||||
| 63<\/td>\n | 11.3.1.3 Resource control 11.3.2 Personnel-related processes 11.3.2.1 General 11.3.2.2 Leadership 11.3.2.3 Involvement of people <\/td>\n<\/tr>\n | ||||||
| 64<\/td>\n | 11.3.2.4 Allocation of personnel 11.4 Time-related processes 11.4.1 General 11.4.2 Planning of activity dependencies 11.4.3 Estimation of durations 11.4.4 Schedule development <\/td>\n<\/tr>\n | ||||||
| 65<\/td>\n | 11.4.5 Schedule control <\/td>\n<\/tr>\n | ||||||
| 66<\/td>\n | 11.5 Cost-related processes 11.5.1 General 11.5.2 Cost estimating 11.5.3 Budgeting 11.5.4 Cost management <\/td>\n<\/tr>\n | ||||||
| 67<\/td>\n | 11.5.5 Earned value analysis 11.6 Communication-related processes 11.6.1 General <\/td>\n<\/tr>\n | ||||||
| 68<\/td>\n | 11.6.2 Communication planning 11.6.3 Information management 11.6.3.1 General 11.6.3.2 General communication and correspondence 11.6.3.3 Drawings and specifications 11.6.3.4 Contracts and agreements 11.6.3.5 Meetings <\/td>\n<\/tr>\n | ||||||
| 69<\/td>\n | 11.6.4 Communication control 11.7 Risk-related processes 11.7.1 General 11.7.2 Risk identification a) risk associated with the regulatory processes; b) risks resulting from any proposed use of new technologies; c) risks due to a failure of the project processes; and d) risk associated with internal and external politics. 11.7.3 Risk assessment 11.7.4 Risk treatment <\/td>\n<\/tr>\n | ||||||
| 70<\/td>\n | 11.7.5 Risk control 11.8 Procurement-related processes 11.8.1 General 11.8.2 Procurement planning <\/td>\n<\/tr>\n | ||||||
| 71<\/td>\n | 11.8.3 Supplier identification, evaluation and shortlisting 11.8.4 Documentation of purchasing requirements a) purchasing responsibility; b) procurement route (tender, negotiation, etc.); c) statutory procurement regulations (e.g. EU Procurement Directives [6]); d) associated legal or regulatory matters; e) bid evaluation procedure; f) procurement timetable; g) budget cost; and h) required delivery dates for the product. 1) a description of the product\u2019s characteristics (schedule of services in the case of a design consultant, drawings and specifications in the case of a contractor); 2) the timetable for delivery of the product; 3) requirements to interface with other suppliers; 4) appropriate quality management system requirements; 5) insurance requirements; 6) requirements for auditing (when necessary); 7) right of access to supplier premises; 8) the contract the supplier will be expected to enter into, including requirements for reporting, level of damages, etc.; 9) any warranties the supplier will be expected to provide; 10) any requirements for bonds or guarantees; 11) the tendering documents themselves; 12) liquidated damages, where applicable; 13) dispute resolution procedures. <\/td>\n<\/tr>\n | ||||||
| 72<\/td>\n | 11.9 Project and process closure 11.10 Measurement, analysis and improvement 11.10.1 Improvement-related processes 11.10.2 Measurement and analysis 11.10.3 Continual improvement <\/td>\n<\/tr>\n | ||||||
| 73<\/td>\n | Annex A (informative) Examples of project organization structures A.1 Traditional management structure Figure A.1 Traditional management structures – Lines of authority Figure A.2 Traditional management structure – Contractual relationships <\/td>\n<\/tr>\n | ||||||
| 74<\/td>\n | A.2 Design and build management structure Figure A.3 Design and build – Lines of authority Figure A.4 Design and build – Contractual relationships <\/td>\n<\/tr>\n | ||||||
| 75<\/td>\n | A.3 Management structure for construction management Figure A.5 Construction management – Lines of authority Figure A.6 Construction management structure – Contractual relationships <\/td>\n<\/tr>\n | ||||||
| 76<\/td>\n | A.4 Turnkey management structure Figure A.7 Turnkey management structure – Lines of authority Figure A.8 Turnkey management structure – Contractual relationships <\/td>\n<\/tr>\n | ||||||
| 77<\/td>\n | A.5 Management structure for executive project management Figure A.9 Executive project management – Lines of authority Figure A.10 Executive project management – Contractual relationships <\/td>\n<\/tr>\n | ||||||
| 78<\/td>\n | Annex B (informative) Project lifecycles Table B.1 Examples of project phase descriptions used in the construction industry Annex C (informative) Published standards C.1 British Standards C.2 ISO Standards C.3 Material and component standards <\/td>\n<\/tr>\n | ||||||
| 79<\/td>\n | Bibliography [1] GREAT BRITAIN. Construction (Design and Management) Regulations 1994 and subsequent amendments. London: HMSO. [2] GREAT BRITAIN. Building Regulations 2000 and subsequent amendments. London: The Stationery Office. [3] GREAT BRITAIN. Building Standards (Scotland) Regulations 1990 and subsequent amendments. London: HMSO. [4] GREAT BRITAIN. Building Regulations (Northern Ireland) 2000. London: The Stationery Office. [5] GREAT BRITAIN. Freedom of Information Act 2000. London: The Stationery Office. [6] EUROPEAN COMMUNITIES. 98\/4\/EC. EC Procurement Directives Directive 98\/4\/EC of the European Parliament and of the Council of … <\/td>\n<\/tr>\n<\/table>\n","protected":false},"excerpt":{"rendered":" Project management – Guide to project management in the construction industry<\/b><\/p>\n |