With the change in magnitude, complexities, building regulations construction

technique of projects, the role of Project Manage which has been performed by
architect traditionally has undergone drastic change in recent years. Project
management consultants are engaged for success completion of the project with
in stipulated time frame and budget with special emphasis on quality of
construction.

What is Project Management?

Project Management is professional service that uses specialized, Project
Management technique to oversee the planning, Design and Construction of a
project from its beginning to its end. The purpose of Project Management is to
control Project’s time, cost and quality.
It is extremely important discipline with particular reference to the relationship
between Project Architect and Project Manager for successful execution of project.

Purpose of Project Management:

The purpose of modern Project Management theory and practice is to achieve
efficiency, quality of service, effective management of resources such as time,
money and manpower. It requires concerted management efforts and skill full
coordination of work of all agencies connected with project for timely and
satisfactory completion of a given project.

Qualification of Project Manager

He must either be an Architect or a Civil Engineer who has received special training
in Project Management. He must have knowledge about all aspect of a building
project such as planning, Designing and execution. He must be conversant with
modern management and construction technique and have knowledge of
tendering procedures, contract condition, statutory regulations governing building
activity etc. Last but not the least he must have a keen eye for supervising quality,
workmanship and details.
Duties of Project Manager
1. Preparation of project report including time schedule, man power
requirements, and statuary clearances.
2. Preparation of PROGRAM EVALUATION REVIEW TECHNIQUE (PERT) /
CRITICAL PATH METHOD (CPM) chart
3. Preparation of all tenders/contract documents and monitoring at all stages
of construction
4. Liaison with consultants and specialized agencies
5. Scheduling the meeting in office and at site
6. Ensure client/ Architect/Consultant approval at important stages.
7. Monitoring actual progress in terms of time and money as against tendered
cost and targeted time schedules.
8. Resolve conflicts between various agencies and suggest corrective
measures.
9. Check correct dimensions to receive finished item work, ensure critical
provisions such as dowel
Bars, cut-outs/Sleeves etc. in RCC work, record measurements at
appropriate stages-especially those which will be Haddon below ground or
in masonry and check contractor’ bills.
10. Maintain record of changes in drawings and deviation in construction.
11. Check everything carefully before occupation and follow-up after possession

Method of Project Management

There are two ways of Project Management
In-house team in Architect’s own office. The advantage in this method is that
everything is done
Under one roof so that co-ordination is better.

Hiring a specialized external agency. This method can be cost effective. The
degree of co-ordination will depend upon the efficiency and dedication of
the entire project team.
Stage of Project Management
A project needs to be managed in the following stages :

1. Planning stage :
A. Schedule of different stage of design
B. Presentation to client/ competition Jury
C. Obtaining statutory approval
D. Preparation of Working drawing
E. Preparation of estimate and Tender Drawing/documents
F. Calling of Tenders and preparing Tender Analysis
G. Recommendations to client about selection of Contractor

2. Execution Stage:
Selection of Contractors
A. Release of Letter of Intent and issue of work order
B. Signing of contracts and obtaining security deposits
C. Preparation of Activity chart ( Bar Chart/PERT/CPM)
D. Obtaining temporary water/electrical connection
E. Releasing working drawings to contractor
F. Approval of sample and shop drawings
G. Arranging site meetings, preparing minutes of meeting and sending same
to concerned agencies
H. Writing memos.
I. Giving instructions and sending to Architect and client etc.
J. Carrying out day to day supervision and submitting daily/weekly reports
K. Recording measurements, assisting Architect in issue of interim
certificate of payment and final certificate of payment.
L. Checking register of material like steel, cement etc.
M. Maintaining record of all the tests of soil, water, material etc.
N. Submitting reports to authorities/assisting in plinth checking etc.
O. Checking of levels, setbacks, open spaces, clearances, ht. etc.
 P. Monitoring notice regarding road opening etc., water, drainage,
electricity, Lifts etc.
Q. Ensuring cleaning up /removal of material/equipment demolition of
temporary structure etc.
R. Completing occupation certificate formalities

3. Completion or possession stage:

A. Ensure permanent water and electricity connection
B. Handing over possession of building
C. Follow-up authorities and obtaining completion/ occupancy certificate
D. Preparing memo of defects/ unsatisfactory items during defect liability
period and getting them rectified from contractor.
E. Assisting in issue of final certificate of payment to contractor.
F. Getting done as built drawings from contactors of their relevant trade.
G. Handover all relevant drawings/ documents to client’s representative for
their records.

Project Scheduling:
There are three basic level of project scheduling:
1. Overall office schedule used by Principals to keep a track of Long-term and
Short-Term commitments, staffing needs and clearing back logs.
2. Individual project summary schedule showing phases of proposal, staff
needs of each job, detailed job-task schedules.
3. Fine-grain schedule on daily and weekly basis scheduling showing sequence
of various tasks with their practical/optimum deadlines to avoid last minute
rush.

A Project Manager uses the following five steps while preparing schedule
1. First broad categories of works are listed.
2. Secondly, fine tuning of overall project is done.
3. Thirdly, Limitations of resources such as time, money, man-power etc. are
listed.
4. Fourthly, completion time of all stages of work, agencies involved and dead-
lines are listed.
 5. Finally, a list of purchase schedule, hiring of equipment, statutory approval
is prepared.

Preliminary Project Scheduling:

A project manager prepare a preliminary project schedule by listing in broad term
al task/activities involved allocating to each task time , money and manpower
within the specified limits and presents it to all concerned for their
comments/suggestions/ approval within specified time.

Detailed Project Scheduling:

After the preliminary schedule has been approved by all concerned i.e.
Architect/Consultants/ Client/ Contractors, project manager prepares detailed
project schedule. At this stage more precise allocation of resources in listed under
each task/ activity. Even the tasks/ activities are more clearly defined so that actual
progress of work can be monitored. Intermediate dead-lines are set so that
corrective measure be taken well in time to reach the final target satisfactorily. This
detailed schedule is circulated for receiving comments suggestions/approval from
all concerned.

Management Processes:
A project manager uses following management process while managing a project.
1. Forecasting – He assesses the workload, available resources, working
conditions and formulate his strategy.
2. Planning – He plans his strategy in terms of man-power, money, time and
material and decide methods to be adopted.
3. Organizing – Having planned his strategy he identifies appropriate person for
the task identified.
4. Motivating – He motivates his staff through his own through his own
commitment and creates appropriate environment for them to perform at
the peak of their energy.
5. Coordinating – He skillfully coordinates the work of the project team and
eliminates area of discord.
 6. Controlling – He strictly controls the rate of progress, quality of work, level
of efficacy deviations.
7. Communication – He communicates ideas and instructions clearly, cheeks if
these have been properly understood, receive suggestions for improvement,
gets feed-back, reviews progress through meetings and memos and re-
orients, if necessary.

Bar Chart:
Bar chart is the most common and the simplest method of project scheduling. It is
easy to prepare, simple to understand and easy to monitor. It shows different
activities of the project right from clearing the site, excavation to finishing stage
and duration of each activity in graphical manner. On left side all the activities are
listed vertically. At the top the time-frame for all the activities in terms of weeks or
months is indicated. The duration of each activity is indicated by bar or a line which
shows a particular activity will begin and when it will end. The draw back with this
chart is, it cannot show the order of many task in detail.

CPM (Critical Path Method) Chart:

Complex projects in which several agencies are working simultaneously and there
are a number of inter dependent activities, CPM chars help in coordination of the
projects. These are generated on computers. CPM charts graphically illustrate
activities involved in the project. Time allocated for each activity, the sequence in
which task are required to be performed, earliest and latest starting time for each
activity and final completion time are clearly shown in the chart. These charts help
the project team in monitoring the progress of every project more efficiently.

Six Sigma:
To represent standard deviations in statistics, six sigma provides the technique and
tools to improve the capability and reduce defect in any process. It can be applied
to project management. Six sigma improves existing processes by constantly
reviewing and re-tuning the process. It increases performance, decrease variation
and maintains constant quality. Such an approach leads to defects reduction,
enhance product quality and ensure client satisfaction.
Project Organization:
A project organization or a team consist of a project manager and number of
trained assistants who are assigned specific tasks.

Task Force:
This is most common type of project team. A project manager select his team on
the basis of various tasks required to be performed.

The Matrix Organization:

A project manager assembles his team from man-power that is available in a large
organization. Such a system permits use of available skill more economically. It can
be assemble at shortest possible time.

Net Works:
This type of organizations is created of people who have an informal and
interpersonal relationship. Such groups usually consist of persons who have
separated from same organization. Such networks can function speedily. However,
since such networks are not necessarily Task Specific, there should be some
problem as far as degree of efficiency is concerned.