MANAGEMENT FUNCTIONS Managers are expected to perform certain duties or function: move projects to successful completion. Experts have Management functions in variety of ways. It is widely accey Management's fundamental functions are planning, organizing, and controlling. But as more factors come in to play, especially in big and complex projects with more stakeholders, the functions of Management have become more specialized allowing for a More thorough handling of each work activity. Each adjunct function then evolved into a discipline of its own. S as the Classifieg Pted that directin, Below are nine (9) identified functions of Management: 1. Planning Planning is setting up of goals, objectives and targets of an organization OF, specific to the focus of this book, a construction project. Target-set.ing refers particularly to certain factors like time, budget, profit, desired quality, and scope of work. Planning is inevitable to ensure the delivery of desired results. 2. Organizing Organizing is a Management function that deals with the development of an organization structure, a functional chart and a position chart — all aimed at realizing the established objectives and targets of a project. 3. Staffing Staffing deals with the recruitment and development of competent employees through a process of evaluation, selection, placement and human resource development (includes, setting up of training programs and benefit scheme). 4. Directing FR Directing is providing instructions to lower level personnel; communicating the work to be done periodically; leading the tasks required in a project: and motivating people to work efficiently and effectively.5. Controlling Controlling is a function performed by middle and top-level project engineers and managers. They measure accomplishments according to set targets. They check personnel productivity and examine the quality of work. If there are deviations, appropriate corrective actions are recommended and verified thereafter if such were followed after a reasonable period of time. 6. Reporting Reporting deals with the periodic preparation of required reports for submission to higher authorities and to the project owner. If financing was secured, copies of the reports should likewise be given to the financial or lending institution for variation. Forms depicting all pertinent information are developed and subsequently accomplished. 7. Monitoring and Evaluation Monitoring and Evaluation are related to Controlling. There are instances when Monitoring is performed monthly and Evaluation is done on a semi- annual basis. Issues, problems, and constraints that hinder project completion and implementation of plans are identified and analyzed. Solutions are recommended and actions are developed and executed. The forms used in Monitoring and Evaluation. may vary on the details or depth of the contents. 8. Coordinating This function of Management involves formal meetings including planning sessions, project coordination, consultation and problem solving meetings. It is the venue to communicate project participants’ views, positions and opinions. After productive deliberations, decisions are made and participants agree on course of actions to take. 9. Reviewing A project is reviewed in a wholistic manner when it is 95% completed or after completion — depending on the agreement of project participants. The whole process of Project Management or Construction Management, especially its results, is once more reviewed prior to project turnover. This ensures that all aspects are covered, desired objectives and targets are“Crashing” can be done by adding manpower or increasing normal wo, operating time to a desired level. This also means raising the frequency Y reasing the utilization of equipment, procurement of materials and inc! C i ; However, caution should be observed in assuring the optimum quality ¢ work when schedules are crashed or when working at night. Adequate lighting facilities should be provided when working at night PROJECT ORGANIZATION AND STAFFING nization and Staffing is the part where organization structure, are developed, duties and d training programs are Project Orga individual positions and functions responsibilities are defined, teams are formed ani formulated. Organization Structure What makes up an ideal construction organization? 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. 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 are grouped either by skill (j.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 'S greatly dependent on the actual needs of a project. Presented in the succeeding pages are typical organization structures for large projects (Figure 8), smaller projects (Figure 9) and one depicting the inter- relationship among project participants (Figures 10).“Roni seers} Busnoyaem a Buyseyoing —| . re Burssenued om ea = Fuss) jemsomery | {esmansn me, L seeusbua welord JaBeuey ypalorg ‘Andeq dnoig yoddng sebeuew Lola 2010 @UOH seven sye[oig e627 g aunbiyJUSW9INIOJd Buualysea Buyjunosoy \QUUOSJ38g SANEISIUIIPY dNOUS SONVNIS 8 SAALWYLSININGY | dnoig yoddns YASNIONA LOArOdd eo eWOH [| RSSIOWNVW LOSrOdd (syoaforg jews) «a, TANLONULS NOLL 6 aunbiy SPOM\SA1S, jeoujoe|3, Areyues/Buiquiniq Anuadied Asuosey;y dNOwd TWOINHOSLyyuswyedag Jo}e]U0D, Ayeloadg Joyoesjuoogng € uewpedag queunredeq uorsiAig, syueynsuop, juewebeuey voyonysuog sebeuey pelo 40}924]U0D, JaUMO_ palolg 70» SUNLIMALS NOLLVZINVOUO OF aunbyy sieubisag [SIUUR | (syuedioeg yoeforg Buowe sdiysuonesesuazuy)‘si0}0 ‘hens ‘suojequog-ang SAID spuens Aunoes one sue0MI Aunoeg sioquadieg, saysey jokey — suo suoseyy 7. Buuayseg — bhi teac ‘suetouj23;3— uewss04 suaseyoind sadeayoog sedseyoun), 33 =| soqunid— seaulbua, suesseaued ; wewnosoy | 22010 ean OUBTS Somes yeouibug T80UIO TOO F300 wouewsen | | JeuReS | | | Keyues a5 wenyosy wig 3S quoweinsorg ‘eoueuly angeqsiuupy saBeuew yolo1g Ande Jebeuey ypalod (s}oefoig 26127) WW, LUVHO NOILISOd rr aunb)4JBOIYJO JUSWAINIOL Jalyseg queyunosoy JBOIJO |PUUOSIAg JEIHO gouel 7 seauibug yeloig | paBeueyy yoololg (aeforg yeus) «4, LYVHD NOLLISOd at ainbiy usw\ee1g5 — suetoujoey —_ suequinid ssqjuadieg —_ suoseyW — uewas04 saaulBuz IAI}RECTION AND SUPERVISION i iddle-level i pervisors (mid Managers) chiefly perform the tasks of communicalnd ban People under him, giving instructions occasionally, motivating the sate to work productively and safely, and leading team members toward working harmoniously to attain preset objectives and targets. as work progresses, the supervisors should visit the project site regularly and determine if the output of the people are aligned with the work plan and within quality standards. Identify problems and propose solutions or ways to resolve them. Periodic accomplishments are registered in a log book. Occasionally, the supervisors review the log book and post comments in it. Project progress on work status and results of implementation are determined during supervision. Supervision _ facilities project implementation activities PROJECT COORDINATION AND CONTROL To get the project moving, much coordination and control are needed. In this regard, communication is the key tool. Lines of communication among project participants and disciplines (architectural, civil, structural, sanitary, electrical and mechanical) should be open to maintain harmonious working relationship. Such can be done through periodic meetings (formal or informal), telephone conversations, lettersimemoranda, and recordings of coordination. Many problems and issues can be solved through effective communication. Project control is a function of the Project Manager or Engineer handling © Construction. Accomplishments are compared to pre-set targets. Quality of work, materials and methods are reviewed during field visits or inspections. if deviations from established standards are found, corrective °r remedial measures are instituted.