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Qualification - Pearson BTEC Level 5 HND in Construction and The Built Environment
Unit Name - Management for Complex Building Projects
Unit Level - Level 5
Unit Number - Unit 25
Unit Credit - 15
Unit code - D/615/1411
Assignment Title - Management for Complex Building Projects
Learning Outcome 1: Specify the management strategies that may apply at the commencement of construction projects
Answer: At the commencement of complex construction projects, effective management strategies are paramount to setting a strong foundation. This includes defining clear project objectives, scope, and deliverables from the outset, often through a robust project brief or charter. Establishing a comprehensive organizational structure, detailing roles, responsibilities, and reporting lines for all key stakeholders, is critical. Furthermore, a preliminary risk management strategy should be implemented, identifying potential risks and outlining initial mitigation approaches. Financial planning, including preliminary budgeting and funding strategies, is also a core component. Finally, stakeholder engagement plans, outlining communication protocols and collaboration methods, are essential to align expectations and foster a cooperative environment.
Learning Outcome 2: Review the main functions of construction management and team management in relation to complex buildings
Answer: Construction management for complex buildings encompasses a wide array of functions aimed at successful project delivery. Key among these are project planning and scheduling, involving the detailed sequencing of tasks, resource allocation, and timeline development. Cost management, including budgeting, cost control, and financial reporting, is crucial for staying within financial parameters. Quality management ensures that the project meets specified standards and client expectations through inspections, testing, and quality assurance processes. Health, safety, and environmental (HSE) management is of utmost importance in complex projects, requiring rigorous adherence to regulations and the implementation of robust safety protocols. Team management, a subset of construction management, focuses on building and maintaining a high-performing project team. This includes effective communication, conflict resolution, motivation, and performance monitoring to ensure all team members work cohesively towards common goals.
Learning Outcome 3: Analyse the professional relationships involved in managing, planning and co- ordinating complex projects
Answer: Managing, planning, and co-ordinating complex projects necessitates a deep understanding and skillful navigation of various professional relationships. The relationship between the client/owner and the principal contractor is foundational, often governed by contractual agreements and requiring clear communication and trust. Equally vital are the relationships between the principal contractor and their sub-contractors, demanding effective coordination, dispute resolution mechanisms, and performance monitoring. Design consultants (architects, structural engineers, M&E engineers) play a critical role, requiring close collaboration with the contractor to ensure design intent is realized and constructability issues are addressed. Furthermore, regulatory bodies and local authorities represent another crucial set of relationships, requiring adherence to planning permissions, building codes, and inspections. Effective project managers act as facilitators, fostering open communication, mutual respect, and collaborative problem-solving across all these professional interfaces to ensure project success.
Learning Outcome 4: Discuss contract planning techniques for complex building projects, utilising systems, technologies and supporting instruments for planning/management.
Answer: Contract planning for complex building projects is a critical process that utilizes various techniques, systems, technologies, and supporting instruments to ensure successful project execution and risk mitigation. This involves the careful selection of appropriate contract types, such as lump sum, cost-plus, or design-build, based on project complexity, risk allocation, and client preferences. Advanced planning techniques like Critical Path Method (CPM) and Program Evaluation and Review Technique (PERT) are essential for developing realistic schedules and identifying critical activities. Modern construction management software (e.g., Primavera P6, Asta Powerproject) plays a vital role in creating, monitoring, and updating schedules, managing resources, and tracking progress. Building Information Modelling (BIM) is an invaluable technology, providing a collaborative platform for design, planning, and clash detection, significantly improving coordination and reducing errors. Furthermore, supporting instruments such as risk registers, communication plans, and change management procedures are integral to proactively address potential issues and ensure a controlled project environment, leading to more predictable and successful outcomes.
Also read: Unit 21: Site Supervision and Operations - Assess construction data to ascertain quality criteria.
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Introduction: This unit is designed to focus on factors that are involved in the relationship between the complexity of large construction projects and the management strategies required to plan, organise and co-ordinate such projects.
This unit also supports students to analyse total Health & Safety management in the light of new and existing legislation and construction contracts, and the impact it has on issues surrounding construction management.
Topics included in this unit are: management strategies, contract planning, pre-project phase, planning and design, contract selection phase, project operations, project closeout and termination phase, management team, organisational systems, cash flow/funding.
Students will be able to gain an insight into the workings of all the stakeholders who are linked together through the process of managing complex buildings, including the identification of the various project delivery systems which form the basis of contractual relationships.
Seek professional guidance with Construction Technology assignments for the Higher National Diploma in Construction and the Built Environment.
Essential content
LO1 Specify the management strategies that may apply at the commencement of construction projects
Strategies:
Bench marking, re-engineering, partnering and alliancing, risk management Total Safety Management, Total Quality Management, Value Management Lean construction, constructability
Techniques, innovative management strategies Construction planning
Project planning Case studies.
LO2 Review the main functions of construction management and team management in relation to complex buildings
Main functions:
Scope, cost, time, human resources, effective communication, quality contract risk, project integration, CDM regulations, building regulations, build ability.
Construction team:
Client, architect, project manager, site manager, site engineers, quantity surveyor Sub-contractor manager, plant manager.
LO3 Analyse the professional relationships involved in managing, planning and co-ordinating complex projects
Pre-contract planning, tender performance, pre-contract arrangements, organisational structures, site planning, site layouts, planning activities
Sub-contractors, suppliers, schedules, plant and equipment schedule, master programme, budget/valuations, budgetary control procedures, cash forecast, cash flow, sales budgets
Also read: Unit 22: Group Project - HND in Construction and the Built Environment - Obtain assistance in planning a Construction Project.
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LO4 Discuss contract planning techniques for complex building projects, utilising systems, technologies and supporting instruments for planning/management
Organisation systems:
Tree diagrams
Roles and responsibilities Master programme
Contract budget programme Programme sequence Network programme Network diagram
Line of balance.
Complex building projects:
Civil engineering and construction projects Design and build
Public, private contracts Self-funded projects
Traditional management contracting Health & safety considerations Demolition
Additional costing
Building control constraints.
Cost envelope principles: Value/time relationships Time cost techniques Site works
BIM
Procurement.
Also read: Unit 04: Construction Practice and Management - Explore the evolution of the construction industry.
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Pass
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Merit
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Distinction
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LO1 Specify the management strategies that may apply at the commencement of construction projects
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P1 Explore the strategies that may be applied at the commencement of a construction project
P2 Discuss how project management techniques and strategies impact on the effectiveness of construction planning
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M1 Analyse how construction strategies and planning techniques have advanced modern construction management techniques
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LO1 and LO2
D1 Justify a commencement and management strategy for a complex building, with regard to construction management team roles
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LO2 Review the main functions of construction management and the management team in relation to complex buildings
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P3 Evaluate the main roles of the construction team within the management process
P4 Demonstrate how parties collaborate to support and achieve management planning of complex building projects
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M2 Illustrate the main roles in construction and how collaborative stakeholders function together as a team
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LO3 Analyse the professional relationships involved in managing, planning and co-ordinating complex projects
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P5 Produce an organisational chart/programme, mapping the relationships of the parties within the construction management team
P6 Evaluate the importance of sub-contractors within the construction industry
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M3 Analyse how information flows between parties in a project, including the significance of the tendering/bidding process, pre-contract arrangements, and budgets
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LO3 and LO4
D2 Critically evaluate a contract programme with regard to the way that stakeholders may contribute to the process through different stages
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LO4 Discuss contract planning techniques for complex building projects, utilising systems, technologies and supporting instruments for planning/management
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P7 Illustrate the contract programme for a given construction project; highlighting costing, budget, profit
P8 Discuss how health & safety and BIM has changed the construction industry, focusing on complex buildings
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M4 Demonstrate the relationship between planning and the support mechanisms which underpin the development and management of a complex building
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