ABSTRACT
Construction Management is the art of directing and coordinating human and material resources throughout the life of a construction project by using modern construction management techniques to achieve predetermined objectives of scope, cost, time, and quality and participation satisfaction. Project management in construction encompasses a set of objectives which may be accomplished by implementing a series of operations subject to resource constraints. There are potential conflicts between the stated objectives with regard to scope, cost, time and quality, and the constraints imposed on human material and financial resources. These conflicts should be resolved at the onset of a project by making the necessary tradeoffs or creating new alternatives. The construction management techniques are useful to professionals in the construction field in their day to day construction endeavours. This study had necessitated the assessment of the various Construction Management Techniques in the Nigeria Construction Industry taking Ibadan in Oyo State as a case study. The technique discussed in this study include Gantt chart, Programme Evaluation and Review Technique ( PERT), Critical Path Method ( CPM), Line of Balance, Work Breakdown Structure, PRINCE 2 , Network Analysis, Graphical Evaluation and Review Technique (GERT), Project Sensitivity Analysis, Cost Benefit Analysis and lot of others and factors such as Size of the project, Location of the project, Type of Client Source of finance , Complexity of the project, Vitality of the materials, Poor planning, Materials storage, Cost of transportation and storage and so on constitute the factors affecting construction Management Techniques in the Nigeria Construction Industry.
TABLE OF CONTENTS
Chapter One
1.0 Background Information
1.1 Statement Of Research Problem
1.2 Research Questions
1.3 Aim And Objectives Of The Study Area
1.4 Justification For The Study
1.5 Scope Of The Study
1.6 Limitation Of The Essay
Chapter Two
Literature Review
2.0 Introduction
2.1 Construction Project Management
2.1.1 Construction Project Integration Management
2.1.2 Construction Project Scope Management
2.1.3 Construction Project Time Management
2.1.4 Construction Project Cost Management
2.1.5 Construction Project Quality Management
2.1.6 Construction Project Human Resource Management
2.1.7 Construction Project Communications Management
2.1.8 Construction Project Risk Management
2.1.9 Construction Project Procurement Management
2.2 Functions Of Construction Project Management
2.3 The Role Of Construction Project Managers
2.4 Construction Management Techniques And Tools
2.5 Construction Project Management Phases
2.6 Critical Barriers / Problems Of Implementing Effective Construction Management
Chapter Three
Research Methodology
3.0 Introduction
3.1 Research Strategy
3.2 Research Design
3.3 Research Population
3.4 Sample Frame
3.5 Sample Size
3.6 Sampling Technique
3.7 Data Collection Instrument
3.8 Approach / Procedure For Data Collection
3.9 Method Of Data Analysis
Chapter Four
Analysis Of Data And Presentationof Results
4.0 Introduction
4.1 Levels Of Measurement
4.2 Analysis And Presentation Of Results
Chapter Five
Summary, Conclusion And Recommendation
5.1 Summary
5.2 Conclusion
5.3 Recommendation
References
BACKGROUND INFORMATION
A major concern of stakeholders (clients, consultants, contractors, e.t.c) in Nigerian construction industry is how to improve service delivery. Mitullah and Wachira (2003) have reported that the development of an efficient construction industry is an objective of policy in most countries.
The construction industry is the pivot of any economy and a belief held in both the developed and developing countries (Nubi. 2003). Adam (1992) emphasized that through its contribution v to National Gross Domestic Product (GDP), labour, employment and gross fixed capital formation (GFCF) construction industry’s importance in the overall economy cannot be underestimated. The industry provides the infrastructure, buildings, roads, bridges, dams, ports and other construction products that are required for economic development.
Construction is a $ 1.7 trillion industry worldwide (Bray, 2005). Global construction is said to have contribution amounting to between 5 and 7 percent of GDP in most countries and accounts for a significant part of global cross capital formation- a little under one third ( Brays, 2005). The United Nations Environment programme (UNEP) has noted that about one-tenth of the global economy is dedicated to construction and operating homes and offices (UNEP, 1996). Mitullah and Wichira (2003) also stated that construction activiuty plays a vital role in the process of economic growth and development, both through its products (infrastructure, buildings) and through the employment created in the process of construction itself.
The construction industry in Nigeria is of paramount importance for employment and economic growth (Ogunsemi and Jagboro, 2006). Presently, the construction industry in Nigeria contributes about 3 percent to the nation’s Gross Domestic Product (GDP) (Aganga, 2010). This is far below between 5 and 7 percent of GDP in most countries. Therefore, effort gears towards improving the efficiency of the construction industry in Nigeria in terms of improving on construction management techniques is worthwhile and will contribute to better performance of the industry. This study therefore examines the construction management techniques among contracting firms in Ibadan, Oyo State.
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 (Idoro and Patunola – Ajayi, 2009). All projects must have a beginning and an end. The management of construction projects requires knowledge of modern management as well as an understanding of the design and construction process. Construction projects have a specific set of objectives and constraints such as a required time frame for completion. While the relevant technology, institutional arrangements or processes will differ, the management of such projects has much in common with the management of similar types of projects in other specialty or technology domains such as aerospace, pharmaceutical and energy developments (Muller and Turner, 2007). Construction Project management is the art of directing and coordinating human and material resources throughout the life of a construction project by using modern construction management techniques to achieve predetermined objectives of scope, cost, time, quality and participation satisfaction (Idoro and Patunola – Ajayi, 2009). By contrast, the general management of business and industrial corporations assumes a broader outlook with greater continuity of operations. Nevertheless, there are sufficient similarities as well as differences between the two so that modern management techniques developed for general management may be adapted for project management. (Arnaboldi et.al, 2004)
A working knowledge of general management and familiarity with the special knowledge domain related to the project are indispensable. Supporting disciplines such as computer science and decision science may also play an important role. In fact, modern management practices and various special knowledge domains have absorbed various techniques or tools which were once identified only with the supporting disciplines. (Arnaboldi et.al, 2004). For example, computer- based information systems and decision support systems are now common-place tools for general management. Similarly, many operations research techniques such as linear programming and network analysis are now widely used in many knowledge or application domains.
Construction project management encompasses a set of objectives which may be accomplished by implementing a series of operations subject to resource constraints. There are potential conflicts between the stated objectives with regard to scope, cost, time and quality, and the constraints imposed on human material and financial resources. (Idoro and Patunola – Ajayi, 2009) These conflicts should be resolved at the onset of a project by making the necessary tradeoffs or creating new alternatives.
