PROFESIONAL OF REPORT WRITING

FOR FINAL REPORT OF

By

CONSTRUCTION MANAGEMENT PROGAME

State Polytechnik Of Jakarta

CHAPTER 1

INTRODUCTION

1.  

   1. Background

The Development at the construction world required accuracy of Project. Here, many experts have to making a fully the correct one to achieve what they call on-time progress of work. This is very important because the final account of their project can be involve widely. There is a lot of think that can taking place of the project progress like situation of weather, environment – social factor and the internal problem of project team

To achieve the accuracy of progress of work, someone who have dedicate and discipline, can work as a team, are absolute require to be full fill of an engineer. So, an engineer is one who have a capability to run the project by controlling the cost, time and quality properly.

This is not a special that only the special ones can do that. This some think that everybody can identify, learn and adapt as their philosophy, specially for engineer. All of one can becoming a Project Manager, but only a few can become an expert one.

1.  

   1. Scope of work

      1. Question

Some of a problem that will be faced to Project Manager.

1.How to defined the aim

2. What is our specialties

3.How to improve our ability

1.  
   1.  

      1. Scope of work

To ensure and clarify the problems and devoid a cross speculation I defined the issue as guide of each one of use when we become Project Manager. Here, I will defined what is Project Development, Characteristics of Projects, Project Life Cycle, Project Management Objectives, Project Management Process, Project Manager Role

1.3 Purposes

1.3.1 General Purposes

I chose this issue for expand and identify Project Management of mind set and reading the problem at real situation.

1.  
   1.  

      1. Special Purposes

1. Identify and solve the problem probably show up at Scope of Work while become Project Manager.

2. Project Manager policy is one of crucial issue that can involve the Project Progress.

3. Become one of require to finish my diploma at State Polytechnic of Jakarta.

1.  

   1. Methodology

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   1.  

      1. Observation on the field

By Collecting datas directly at Projects and questioner to the Project Manager and many else who in charge for this issue.

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   1.  

      1. Literature Study

By collecting datas from any supporting references which is come from books at library or online at internet.

1.5 Title

The Title that i use for this final writing is BECOMING AN EXPERT OF CONSTRUCTION PROJECT MANAGER AT OUR PROJECT. To made an easy one, I breakdown to be ;

Becoming : A situation that almost final, to complete nearly to the result.

An Expert : A someone, he or she, are have a special abilities that no one did not have it. We can mention that someone who is controlling detail of some think of some field.

Project : A temporary endeavor undertaken to create a unique product, service, or result.

Manager : A someone, he or she, who have responsibility to manage, to be in charge.

Our Project : Our Job or Work. Something that we have to consider

1.6 Systematical

1. Chapter I. Introduction

Contain of background, question, Scope of work, Purposes, Methodology, Title, and Systematical of report writing.

1. Chapter II. Theory Base

Here, the discussion describe about a thoery which is contain a

concept of project manager and other think.

1. Chapter III. Data

In This chapter we will discussed about general point of view of Project Manager by collecting data from project or looking at book and internet.

1. Chapter IV. Analysis Data

In This chapter contain of report of The Project Manager of analysis data and the answer to solving by college student.

1. Chapter V. Conclution

In this Chapter contain of conclution dan suggestion.

CHAPTER II

BASE THEORY

1.  

   1. Introduction and Purposes Of Project Management.

According from Construction Management Project Handbook, A project is made up of a group of interrelated work activities constrained by a specific scope, budget, and schedule to deliver capital assets needed to achieve the strategic goals of an Agency.

According from Project Management Institute an United State (PMI definition) A project is a temporary endeavor undertaken to create a unique product, service, or result.

Also, from Project Management Institute an United State (PMI definition) Project Management is the process of using proven tools and techniques to manage the scope, time and cost of a project.

Why Project Management

• Greater Likelihood of Project Success

• Realistic and Achievable Expectations

and Requirements

• Reduced Impact to Day-To-Day

Operations

• Compliance with Standards

Benefits of Project Management

• Ability to balance competing demands

• Consistent method for monitoring and

• controlling project deliverables and

milestones

• Improved communication among

project team

• Accurate projection of project resource

Requirements

1.  
   1.  

      1. Project Manager Role

A project’s execution is planned and controlled by the project manager. The project manager is assigned by the Agency, i.e., the Agency’s executive management. The project manager must have adequate authority to exercise the responsibility of forming and managing a team for support of the project. The project manager must have prior experience managing similar projects in the past. If an Agency cannot commit such an individual with adequate time and resources, the Agency is well advised to outsource project management services for management of the project. The project manager may be tasked with management of multiple projects that may require assignment of additional project managers for support. In such cases the project manager is taking on the role of a program manager.

2.1.2 Characteristics of Projects

Projects are defined by their scope, budget, and schedule. For example, an Agency is to undertake a project to design and build a new maintenance facility for its fleet of buses (scope), at an estimate of $30 million (preliminary budget) over a three-year period (schedule). The schedule specifies a defined beginning and end. Projects go through a life cycle of phases between their beginnings and ends that for construction projects are typically: initiation, planning, design, construction, commissioning, and closeout.

1.  
   1.  
      1.  

         1. Scope

Each project is unique and must have a written requirements document that takes into consideration operational needs, level of service, regulatory requirements such as Americans with Disabilities Act, and quality of deliverables. The scope evolves as new information becomes available through the project life cycle. For example, in the early planning phases of the maintenance facility project, the scope is to have five service bays. Later, as the design progresses, the exact location and the type of service in each bay can be determined. Scope refinement should not be confused with scope creep. Scope creep occurs when the Agency determines part way through the project that operational projections now call for six rather than five service bays. Changing to six bays after the project is underway is a serious change in scope that could impact the budget (larger facility, more land, redesign) and delay the schedule (replant, redesign, longer construction). Scope refinement is a necessary process in the project life cycle while scope creep results from lack of clarity on the Agency’s requirements in the original scope for the needs, level of service, and level of quality for the deliverables.

1.  
   1.  
      1.  

         1. Schedule

All projects must have a definite beginning and end. The Agency’s Capital Improvement Plan (CIP) usually provides approximate dates for the beginning of a project and the end date when it is due to go into operation. Once there is a well-defined scope, the Agency needs to determine the time it will take to complete the project by developing the project schedule. Developing the schedule involves breaking down the work into manageable activities needed to accomplish the scope of each deliverable, estimating the duration of each activity, and placing them in a logical sequence.

5tr

1.  
   1.  
      1.  

         1. Budget

All projects are constrained by limited monetary funding resources. Consequently, every project needs a budget to initially define its funding requirement. The budget usually provides the preliminary project funding. The project manager develops the budget based on the cost estimates at the beginning of each project phase and refines it once there is better information defining the scope. Refining the budget occurs through studies and analysis in the design development process through the preliminary engineering phase. When Agencies try to fix the budget too early in the project life cycle, they are surprised by the significant increases in the budget over what was set forth in the CIP. As explained later, the budget should not be fixed as baseline until after completion of the preliminary engineering phase.

2.1.3 Project Life Cycle

A project is conceived through the organization’s strategic planning process and documented in a Capital Improvement Plan (CIP). The main reasons projects are created are to deliver capital assets the Agency needs to:

1. Sustain service or improve quality of service,

2. Expand service to meet growing demand, or

3. Comply with regulatory requirements.

A CIP consists of a number of planned projects that when implemented will provide the Agency with the assets needed to achieve its strategic objectives. A project begins its life cycle when it is authorized to move from the CIP into implementation. For an Agency, authorization is often a resolution approved by the Agency’s board to apply for funds or hire consultants to work on the project. The board resolution is the project’s authorization to proceed to the next phase. In most cases, the Agency will have to come back to the board prior to beginning the next phase of the project, because the scope and costs will be more defined through the efforts made in the preceding phases. In a traditional design/bid/build (D/B/B) project, the project life cycle begins with the initiation of planning (including environmental and funding), and design (including conceptual design). These phases overlap to some extent.

During these phases the project evolves through consideration of various alternatives and the concept for the preferred alternative is formed. The design phase continues through the preliminary engineering effort to further analyze, validate, and define the preferred alternative and arrive at the baseline scope, budget, and schedule. Then the design phase concludes with the final design, which further details out the design features to provide the permitting agencies and the contractor a set of construction drawings and specifications to permit and build the project.

The construction phase proceeds with the bid and award process. At the end of the construction phase, the work of the contractor needs to be integrated with operations and Agency furnished activities, technology, and equipment, and evaluated for acceptance through the commissioning phase to bring the project to a successful completion. Figure 1-3 shows a typical project life cycle for traditional design/bid/build delivery. There are many alternative delivery methods, such as design/build (D/B) and design/build/operate/maintain (D/B/O/M). These delivery methods assign multiple phases of work, such as design and construction, to a single contractor. In the D/B/O/M method the Agency also contracts out the operations and maintenance of the completed project to the contractor.

1.  

   1. PRINCIPLES OF PROJECT MANAGEMENT

2.2.1 Project Management Objectives

The objectives of project management are to execute a project so that deliverables can meet scope requirements on budget and schedule, and at acceptable risk, quality, safety, and security levels. The example maintenance facility project is to deliver a five bay facility that meets pre-determined performance specifications within the three year schedule. Many times project objectives compete with each other and require skillful balancing throughout the project life cycle by the project manager. For example, unexpected soil conditions delay the maintenance facility construction contractor. The schedule can be made up by paying additional costs for contractor overtime to make up the delay.

This is a cost/schedule trade-off. The greatest threat to project success is scope creep. The addition of a sixth bay to the maintenance facility we mentioned earlier is a clear example of added scope. Often projects face more subtle scope creep because the project manager allows the users to “piggy back” additional requirements on the project. For example, it may be that originally in the CIP process the maintenance of non-revenue vehicles was to be done in a different location. During the project life cycle the lease on the non-revenue location was lost and the maintenance department wants them maintained at a new bay at the new facility. The project manager will need to address such changes through retracing of the CIP process and obtaining new project authorization. In addition to scope, budget, and schedule, it is extremely important that the project manager facilitates a discussion of the project risk, quality, and safety and security objectives and incorporates the outcome in the Project Management Plan (PMP). Projects require well-defined configuration management, change control systems, and procedures for scope and change control.

2.2.2 Project Management Process

The project management process begins with identification of the user requirement, project constraints, resource needs, and establishment of realistic objectives to meet the strategic goals. Many times this will be an iterative process as new information becomes available through efforts by various professionals on the project and input from third parties, communities, users, and agencies having jurisdiction. The strategic goals that relate to capital projects are summarized in CIP. Many times this information is in the Agency’s short range and long range transit plans. The approval of the project by the governing body will establish the project authorization. The project manager uses the project authorization to develop project management plans for implementation of the project.

The project manager must have prior experience (or should consult with peers with prior experience) with the particular project type to balance the above competing objectives in a timely manner to adequately plan the project. Lack of prior experience will increase risks of not achieving the project objectives. In Chapter 3 – Project Initiation, we cover a discussion of project authorization and the PMP. In addition to scope, budget, and schedule, it is extremely important that the project manager facilitates a discussion of the project risk, quality, and safety and security objectives for the project and incorporates the outcome in the PMP.