construction project management in the philippines

3. O
U
R
T
E
A
M

4. ● The driving force behind
every organization is its
management team.
● Different teams operate
in different ways.
CONSTRUCTION
PROJECT
ORGANIZATION

5. ● Organization is a group
of individuals who are
cooperating willingly
and effectively for a
common goal.
● Organization seeks to
know who is to do and
what is to be done.
WHAT IS ORGANIZATION?

6. ● Organizations are
structured to promote
better management.
However, it is the
performance of the people
who fill the positions that
determines the success of
the enterprise and not the
organizational design
itself.
WHAT IS ORGANIZATION?

7. What is Organization?
When an organization is structurally ill
designed, administration is made difficult and
ineffective.
On the other hand, when it is logical, clear cut
and streamline, the paramount need of
administration has been met.
In conclusion, there is no ideal organization
designed to emulate. A management structure
is only a vehicle used to attain the objectives
and goals of an institution, and therefore, must
be realistic and responsive to the call for a
change of those needs.

8. Men
-members of the organization
starting from the very top of
the last workman in the
enterprise.
Methods
-The procedures and ways
used in the course of its
actions.
Materials
-necessary in the distribution
of functions or in the
attainment of objectives.
Money
The financial resources
of the organization.
Machines
-The tools necessary in
producing its desired output.
STRUCTURAL ELEMENTS OF ORGANIZATION
$

9. MAJOR ELEMENTS OF ORGANIZATIONAL STRUCTURES
A
B
C
D
Distribution of functions
Vertical and horizontal authority relationships
Communication and decision processes
-The functions to be performed, the groupings of functions, and the
vertical and horizontal task relationships among functions.
-Who are the authority to do what
-The manner in which formal decisions are made and by
whom
Policies
-The decision, rules or guidelines established

10. Project Organization
and Staffing
-The part where organization
structure, individual positions and
functions are developed, duties
and responsibilities are defined,
teams are formed and training
programs are formulated.

11. ORGANIZATIONAL STRUCTURE

12. Organization Structure
Organization structure is
developed based on certain parameters,
such as determination and grouping of
activities; assigning of activities to
departments, decisions and actions
defining hierarchy of relationships among
the departments, divisions and sections;
and providing coordination lines among
peoples and tasks.

13. Organization Structure
• The Organization structure reflects the vertical
and horizontal working relationships among the
departments, divisions and sections. These
could be functional or geographic based.
• In actual construction practice, organization
structure is grouped either by skill (i.e., masonry,
carpentry, plumbing steelworks, equipment), by
discipline (i.e., civil, electrical, sanitary,
mechanical, architectural), or by gang or clusters
of workers usually headed by a foreman.
• Deciding on the type of organization structure to
employ for a project is greatly dependent on the
actual needs of a project.

14. 01.
02.
03.
Functional Organization
Types of Organizational
Structure
Product or Market
Organization
Matrix Organization

15. 1. Functional Organization
• This is a form of departmentalization in
which everyone engaged in one
functional activity, such as engineering
or marketing, is grouped into one unit.
• Functional organization structures are
very effective in smaller firms, especially
"single-business firms where key
activities revolve around well-defined
skills and areas of specialization."

16. 04.
05.
Advantages of Functional
Organization
01.
02.
03.
Since the chain of command converges at
the top of the organization, decision-
making is centralized, providing a unified
direction from the top.
Communication and coordination among
employees within each department are
excellent.
06.
The structure promotes high-quality
technical problem-solving.
The organization is provided with in
depth skill specialization and
development.
Employees are provided with career
progress within functional
departments.
The grouping of employees who perform a
common task permit economy of scale and
efficient resource use.

17. Communication and coordination between
the departments are often poor.
04.
05.
06.
01.
02.
03.
Decisions involving more than one
department pile up at the top
management level and are often delayed.
Work specialization and division of labor,
which are stressed in a functional
organization, produce routine, non-
motivating employee tasks.
It is difficult to identify which section
or group is responsible for certain
problems.
There is limited view of
organizational goals by employees.
There is limited general
management training for
employees.
Disadvantages of
Functional Organization

18. 2. Product or Market Organization
• This refers to the organization of a
company by divisions that brings together
all those involved with a certain type of
product or customer.
• The product or market organization, with its
feature of operating by divisions, is
"appropriate for a large corporation with
many product lines in several related
industries."

19. The organization is flexible and responsive
to change.
04.
05.
06.
01.
02.
03.
The organization provides a high concern
for customer's needs.
The organization provides excellent
coordination across functional departments.
There is easy pinpointing of
responsibility for product problems.
There is emphasis on overall
product and division goals.
The opportunity for the
development of general
management skills is provided.
Advantages of Market
Organization

20. There is a high possibility of duplication of
resources across divisions.
04.
05.
01.
02.
03.
There is less technical depth and
specialization in divisions.
There is poor coordination across divisions.
There is less top management
control.
There is competition for corporate
resources.
Disadvantages of Market
Organization

21. 3. Matrix Organization
• An organizational structure in which each
employee reports to both a functional or
division manager and to a project or group
manager.
• A matrix organization, according to
Thompson and Strickland, "is a structure
with two (or more) channels of command,
two lines of budget authority, and two
sources of performance and reward."
Higgins declared that "the matrix structure
was designed to keep employees in a
central pool and to allocate them to various
projects in the firm according to the length
of time they were needed."

22. There is more efficient use of resources
than the divisional structure.
04.
05.
01.
02.
03.
The organization provides a high concern
for customer's needs.
The development of both general and
functional management skills are present.
There is interdisciplinary cooperation
and any expertise is available to all
divisions.
There are enlarged tasks for
employees which motivate them
better.
Advantages of Matrix
Organization

23. There is frustration and confusion from dual
chain of command.
04.
05.
01.
02.
03.
There is high conflict between divisional
and functional interests.
There are many meetings and more
discussion than action.
There is a need for human relations
training for key employees and
managers.
There is a tendency for power
dominance by one side of the
matrix.
Disadvantages of Matrix
Organization

24. FUNCTIONAL CHART

25. FUNCTIONAL CHART
FUNCTIONAL CHART
-Defines in words and statements
the tasks and responsibilities of
departments, divisions, and
sections.

26. A
● Manage day-to-day activities
● Provide overall direction
● Responsible for the technical
performance & successful completion of
the Project
● Engineer project expenses are within
budget
● Conduct periodic coordination meetings
● Administer periodic evaluation of project
activities and the productivity of the
project participants
● Carry out responsibilities for preparing
the procedure for the turnover of the
project when completed
Functional Chart

27. B
● Recruit, select, hire, place competent
workers
● Handle timekeeping
● Monitor attendance, tardiness and
absences
● Update personnel records
● Responsible for security services and
management
● Secure necessary licenses and permits
● Provide messenger services
Functional Chart

28. C
● Design and adopt appropriate
accounting procedures and standards
● Record all financial transactions
● Summarize the "Book" on a monthly,
quarterly and annual basis
● Responsible for payroll services
● Undertake Billing and Collection
● Issue Receipts of Payments
● Responsible for timely payments of
SSS, Pag-Ibig and Philhealth dues
Functional Chart

29. D
● Responsible for procurement of
construction materials, supplies,
equipment, etc.
● Handle property and supply
management including inventory of
materials, equipment, vehicles, tools
and other properties of the company.
Functional Chart

30. a. PROJECT TITLE
b. LOCATION
● (Note: Attach Vicinity Map/Location Map)
c. PROJECT DESCRIPTION
● (Highlight the Technical Features of the
Project)
d. CLIENT
● (Identify your Client)
e. OBJECTIVE
● "Ensure the completion of the project following
sound engineering practices and standards, at
the desired time and within budget."
PROFORMA CONSTRUCTION
MANAGEMENT PLAN

31. 1. Planning and Scheduling
a) Formulate Work Plan - Bar Chart and S-
Curve
b) Determine and Schedule Resourcesi.
Manpower
● ii. Equipment
● iii. Materials
● iv. Financial / Budget
c) Formulate "Construction Methods“
d) Ensure all pertinent data/information are
available
e) Develop a "Rebar Cutting List"
CONSTRUCTION
MANAGEMENT PLANS

32. 2. Organization and Staffing
a) Develop an Organization Structure of the
Project Team and other major project
participants.
b) Devise a Functional Chart.
c) Prepare a Position Chart of the Project
Team.
CONSTRUCTION
MANAGEMENT PLANS

33. ● 3. Direction, Supervision and Reporting
(Construction)
a) Direct daily project activities (job
assignments, canvassing, etc.). Give
instructions
b) Supervise project execution
c) Prepare monthly Accomplish Report or
Progress Report including weather reports.
d) Prepare project incident reports, as
appropriate.
e) Accomplish and maintain project logbook.
f) Prepare Project Completion Report (Note:
Draft a sample Form).
CONSTRUCTION
MANAGEMENT PLANS

34. 6. Contract Administration
a) Provide assistance to the Client in the
documentation and execution of contracts
(i.e. materials, equipment/machineries;
consultants)
7. Project Coordination/Control
a) Conduct periodic meetings (Define
specific dates for regular meeting)
b) Coordinate and/or collaborate with the
Client and the project designers/
consultants.
c) Coordinate with suppliers, sub-contractors
and equipment lessors, as appropriate.
d) Ensure effective coordination among
project participants.
4. Project Monitoring and Evaluation
a) a) Conduct monthly monitoring of project
activities, materials consumption, equipment
utilization and disbursements.
b) b) Undertake project evaluation every three
(3) to six (6) months depending on the
magnitude and complexity of the project, and
assess the impact of the accomplishments to
the overall attainment of the project objective.
5. Financial Management/Project Accounting and
Auditing
a) Prepare monthly budget
b) Control disbursements
c) Maintain project accounting and auditing
system

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