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1. Organisation and Management of Civil Engineering Construction Works

1.1 Organisation and Management

The course CIV2601 Job Organisation (which could also have been titled Job Management or Job Administration) is mainly concerned with:

preparation of specifications;
administration of civil engineering contracts;
methods of office management and job control;
quantities and estimates; and
effective management and organisation of engineering projects.

The terms 'organisation', 'management' and 'administration' tend to be used interchangeably, although slight differences in meaning do exist.

1.2 Historical Viewpoints on Management

Viewpoints on management have developed historically through three main eras, viz.

The Managerial Era (1910–1935).
The Human Relationship Era(1935–1950).
The Social Science Era (1950– ).

The managerial era embraced the principles of ‘scientific management’ and ‘efficiency’ as all important and is characterised by the time and motion study.
The human relations era emphasised the human and interpersonal factors in organisations and included such principles as ‘involvement in decision-making’ and the building and maintaining of dynamic yet harmonious human relations.
The social science approach to administration rests on the belief that the behavioural sciences provide the scientific foundation for a new view of administration – that is not only should the insights provided by disciplines such as psychology, sociology, anthropology and political science be available to a manager but also their knowledge, content and their research methods should be familiar to him.

1.3 Civil Engineering Management

Civil engineering construction projects may be considered to have four characteristics:

Projects come in various shapes, sizes, complexities and purposes.
Each project is unique.
Each project works through schedules and budgets to produce a specified result.
The team of people involved in each project is diverse.

Each project goes through a typical life cycle from its inception to its final completion. The steps in this life cycle are:

1. Inception, Feasibility and Project Definition
This is the first phase of any project and is when an owner identifies a need or a potential opportunity for the creation of a project. During this phase the owner must investigate the idea and develop it to a stage where its feasibility can be assessed.
Feasibility should address the scope of the opportunity, the time frame to design, construct and commission the project and the costs associated with the project. Alternatives should be defined and considered. These alternatives may include different financing, development and project delivery options.
Once the preferred option has been established, the owner must clearly define the project. This includes the:
• project delivery system (e.g. contract or day labour);
• location (or the steps involved in securing a suitable site);
• roles of the parties involved (e.g. owner, consultants, contractors, etc.);
• scope of the work to be done and results to be achieved;
• required time frame for delivery of the project (or stages of the project);
• budget for the project; and
• all risks that may be expected during the project.

2. Concept Development
The owner must establish a concept design, together with a brief to define the broad scope of the project. This is used by the owner to obtain development approval for the project.

3. Design Development
Once development approval has been given, the concept design is developed into the detail necessary to construct the project. This includes specification of the work and cost planning.

4. Documentation
The documentation phase occurs in conjunction with design development and involves finalisation of the design and specifies exact levels, dimensions and specifications.

5. Procurement
The project manager establishes a procurement plan to set out how procurement will be managed. Prices for work packages are analysed and negotiated by the project manager.

6. Construction
This is the most visible stage of the project. Working to a specified construction plan the project manager is responsible for coordinating and controlling all resources to achieve the specified time, cost and quality objectives.

7. Commissioning
Commissioning involves the verification that all equipment has been properly installed and operates correctly.

8. Practical Completion
Practical completion occurs when the project is substantially complete and the client may use it for its intended purpose, excluding any minor defects or omissions. Practical completion marks the end of the construction phase and the beginning of the maintenance period.

9. Operation
The operation phase involves the occupancy of the project by the owner using the project for its intended purpose.

10. Final Completion
At the end of the maintenance period all contractual matters are settled and final accounts agreed.

1.4 The Purpose of Civil Engineering Management

The purpose is to attain clearly defined objectives as efficiently as possible.

The main objectives of civil engineering management are:

the completion of the project within the budgeted sum and within the specified time period;
the use of high quality workmanship and efficient performance;
the creation of a safe working environment for all personnel on the job and for the general public;
the creation of an effective management structure which ensures sound decisions are taken at an appropriate management level; and
the creation of a motivated and satisfied workforce which utilises the principle of teamwork.

Between the inception and completion of a project there are a large number of management tasks to be performed. Each of these, however, is associated with at least one of the six basic management functions of planning, organising, staffing, directing, controlling, and coordinating.

1.4.1 Planning

Planning is the starting point in the management process. It begins with the determination of realistic objectives. Once the objectives are clearly defined it is possible to formulate the policies and procedures which will be used to attain these objectives. This may involve the use of numerical techniques, such as critical path analysis, to formulate appropriate procedures.

1.4.2 Organising

Organising refers to the division of work tasks between individuals or groups. It also involves the creation of a management network to facilitate communication between individuals and groups to ensure the necessary interaction and coordination occurs.

1.4.3 Staffing

Organising involves the division of work into sections, whereas staffing is the provision of people to fill the positions thus created. There is also an ongoing role in staffing and it is that of assisting individuals in the attainment of self-fulfilment and satisfaction in their work.

1.4.4 Directing

Directing the organisation to achieve the formulated goals and objectives is another management function.
The essence of directing lies in the ability to motivate people, either individually or in groups. Their interests and needs must be satisfied, whilst at the same time they must be directed towards attaining the aims and objectives of their employer.

1.4.5 Controlling

Control of the organisation involves ensuring the work of the organisation is carried out effectively and efficiently. This is done by constant review of the working plan, so as to check on actual achievements, to discover and rectify deviations, and to verify or adjust predictions.

1.4.6 Coordinating

Since authority converges towards the top of the organisational pyramid, the bringing together and coordinating of the work of the various sections of the enterprise is another management function. This requires an efficient system of communication so that there is prompt access to information from all sources.

Page last modified 25 June 2002.