CHAPTER 1
INTRODUCTION
1.1
Background:
Partnering is defined as “A long-term commitment by two or more organizations for the
purpose of achieving specific business objectives by maximizing the effectiveness of each
participant’s resources.” (CII 1991)
The construction sector in India is considered to be the second largest employer after
agriculture and remains the third largest contributor towards economic progress. Thanks to
ongoing urbanization, upcoming infrastructure projects and growing population, the
construction industry is thriving in India. Along with this, the governments initiative with
programs such as Smart Cities, Housing for all, Atal mission of urban rejuvenation and
transformation will continue to drive expansion. The industry is not limited to the housing
sector, but is also growing in the commercial and infrastructure sector. With the urge of
improving the infrastructure, the Indian government has created opportunities resulting in a
relentless influx of Foreign Direct Investments (FDI). Industry leaders like L&T, Reliance,
Tata’s, Kalpataru, Raheja’s, NBCC, IRCON International Limited, Rustomjee are some of
them accepting the challenge and helping to expand within the industry.
The construction industry consists of varied sectors and professionals. Architecture,
engineering and construction remain the key contributors and project management forms the
bonding agent towards the success of the construction project. Integration management
involves the assembling of varied stakeholders including project managers, architects,
engineers, contractors, stakeholders and so on. All they have is a major role and
responsibility towards the actual project. Integration management is a crucial area of
knowledge that has a platform to integrate various processes, activities and coordinate them
in a chain that is essential for the success of the project.
In addition to the market leaders, architecture, engineering, and construction (AEC)
professionals operate in an intensely competitive industry that requires efficient planning of
the project delivery process and its execution. Any major failures during this process can
delay the entire project and affects its feasibility. In many countries, there is an increased
interest in promoting collaboration, alliance, partnership and other styles of relationship
contracting within the industry. Many believed that the AEC industry is troubled with issues
such as lack of trust, effective communication and robust team collaboration, which led to
disputes lower productivity and affected the project cost, time and quality. Hence, integration
management is crucial. The main goal of integration management is to avoid the negative
goals and conflicts that have long shaped the industry. To make this kind of collaboration, a
relationship based on trust between the participants must be established. This report argues
that this could be achieved through relational contracting concepts like alliancing, venture,
public-private partnership, partnering and integrated project delivery (IPD).
Besides this, the construction projects are becoming more critical and complex than before,
creating the need for a better management framework. At the same time, construction
projects are often associated with low efficiency and go over budget. Since these types of
projects often experience scope creep, integration management can be a well-suited method
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to keep costs down and on time. While focusing on relationships, a partnership would
increase efficiency, avoid conflicts and eliminates adversarial relationships. The use of such
measures can also lead to an increase in innovation and thus to a better product.
The idea of integration is largely misunderstood without a uniform definition, which leads to
considerable problems for successful implementation. In-depth knowledge and understanding
of the concept of integration are essential for a successful collaboration. The purpose of this
study is to shed more light on the way in which the individual profession is carried out in
real-life projects in comparison to the described integration concept are by examining the
components of each concept.
With the enormous construction activities taking place all over the world, it is necessary to
carry them out correctly and also for the benefit of society. These conditions lead to study of
how projects are managed and what are the elements and problems affecting the construction
industry. It is also urged that how the idea of integration be in line with the development and
help understand and resolve concerns related to the construction industry in the city when
compared to other developing countries. Integration management with partnering in
architecture, engineering and construction can further help to manage, plan and execute
construction projects to get better results with fewer risks and achieve success with the best
possible quality.
In India, the government has made a pledge to provide housing to all the residents of the
country. So, the Ministry of Housing and Urban Development has put forward several plans
to accommodate them. Growing up and having a professional practice based in Mumbai, I
have seen the city skyline change dramatically. The future of Mumbai is what is being built
today. The city is growing rapidly with metro and monorail projects as well as other
infrastructure projects. The city is growing fast. In addition, the need for housing for the
displaced, housing for all, the slum-free slogan of the government has created demand for
housing projects across the city. There are various planning authorities such as MMRDA,
MHADA, SRA, MCGM, NMMC, TMC, etc. working hand in hand with the developers to
meet the growing needs of the population and to keep pace with the global development.
These schemes help the government accommodate many displaced or inhabitable tenants
with better housing and infrastructure. Not just that but several luxury housing projects are
under constructed. However, the goal cannot be achieved without the services of
professionals and to complete it successfully the need for improved integration management
in the projects is essential.
Benjamin Franklin said, “The difference between failure and success is the difference
between doing something almost right and doing something right.” Failure does not
necessarily mean doing something wrong, but getting things almost right yourself will lead
this idea to discover the best way to implement the idea of integration management and
collaboration of architecture, engineering and construction in the construction projects and
new ways to open. This will add value to the construction industry.
Therefore, my research is based on data and experiences from construction projects built in
Mumbai. Mumbai is the financial hub and one of the busiest cities in India. Mumbai is
considered to be one of the cities with the most numbers of infrastructure and construction
projects. The scope of this study is limited to examining integration management with
partnering in the construction industry. The data is collected through some projects and
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various project stakeholders, which does also allow generalization across sectors and the
industry.
1.2
Research Questions:
The current situation of construction projects and managing them to their successful
completion requires an improved management framework. Architecture, engineering and
construction are practiced independently of one another, further subdivided into smaller
practices that lead to a breakdown in the jobs. Furthermore, this subdivision in the job
profiles of each professional field is making it more difficult for the construction projects to
be executed to the satisfaction of all, which is why a better framework for managing the work
is required. Moreover, this must be accompanied by flexibility in building laws, appropriate
control over using professional services, designing, management, and pricing systems to help
project managers run business and make a difference in a highly competitive market.
In order to achieve this, the following questions need to be answered:






How are the architecture, engineering, and construction professions practiced?
How are the projects managed?
What are the factors that causes construction projects to fail?
What is the current practice in the individual professional field and how does it affect
the construction projects?
How does the integration of architecture, engineering and construction management
help to complete a construction project successfully?
How is the success of the project measured?
These and other questions are answered in this research-based report to improve the
project performance through integration and collaboration across architecture, engineering,
construction and project management in the construction industry in general.
1.3
Aim and Objective of the report:
The main objective of this report is to:
 Initiate and formulate a useful integrated management framework while collaborating
with architecture, engineering and construction practices.
 How this framework helps project managers lead their construction project
successfully and make a difference in a highly competitive environment.
The objectives of the research are to:
 To examine the construction industry and its practice in Mumbai and to define the
nature and performance of management in the industry.
 Highlight the needs and identify the problems and barriers that currently exist in the
execution of the construction projects in Mumbai.
 Use the results of this study and help other professionals apply the concept of
integrated management in the construction industry to improve project efficiency, the
quality of their work and avoid problems.
 Highlight the success factors in project management and try to improve them with a
system for work organization in construction companies.
[3]
1.4
Methodology:
This study began by examining the purpose and importance of each profession i.e. architect,
engineering and construction independently and in relation to project management practice.
In addition, observations are made to understand the extent to which these professions are
involved in the construction project. Further, the report also tries to explain the hardships
which the construction projects face due to limitations of the professionals involved as
individual’s v/s integrated management practice. For this purpose, various construction
projects are studied across the city of Mumbai and how these professionals have contributed
to the success or failure of the integrated management system and identified the existing
problems in the construction industry. This report attempts to answer the research questions
by reviewing the existing management system and applying the integrated management
practices in the following way:
 A comprehensive review of the project, inferences of meetings with various
professionals, experts, articles, websites and a thorough discussion are used to create
and evaluate the report.
 Studied and analysed the role of architects, engineers, contractors and project
managers in the process of the construction project process.
 Receive feedback on the construction process from all the project participants.
 Studied drawings submitted for construction.
 Developing a broad framework based on the observations
 Developing conclusions and suggests for recommendations.
1.5
The Constraints and Challenges:
Every construction project goes through a rigorous process and there are many limitations
that professionals and the project stakeholders must go through, which will be discussed in
detail later. According to the study of several projects, these limitations include:

Project funding.

Dependence on various professional companies to carry out the project.

Communication between the parties involved.

Understanding and implementing the building regulations.

Involvement of non-professional consultants.
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Lack of management and reliance on external resources and services.

Problems related to economic instability and related political factors.

Laws and procedures.
However, this report largely concentrates on the limitations and challenges faced due to the
non-integration of architecture, engineering and construction management practices in the
construction industry and how this affects the construction project.
[4]
1.6
Conclusion:
In this research:

A detailed report on the implementation of architectural, engineering and construction
practices in Mumbai is treated as a theme by examining how projects are managed
and developed in relation to project management practices.

The projects referred to in this report are detailed with the roles and responsibilities as
well as the analysis of the strength and weaknesses in each of the projects.

After collecting data concerning how each project has been managed, this data is
further analysed and concerning each independent professional practice v/s integrated
management practices.

The framework is designed to develop an integrated management system that will
help manage, organize and improve the quality of construction projects management
while integrating architectural, engineering and construction practices across the
construction industry. It also allows organizing work and improve the quality of the
management of construction projects in general.
[5]
CHAPTER 2
ORGANIZATIONAL PROFILE
2.1
Background:
COSPACES is an independent architecture and project management company in the
construction industry founded in 2015. The company started with a few interior design
projects and over the years, COSPACES has grown and now specializes in the design,
executing, management and liaison service of residential, commercial and institutional
buildings in Mumbai. It is a proprietorship company, which associates with other
professionals based on the demand of the project.
COSPACES is affiliated with several developer firms and no-profit foundations in Mumbai
and offers a variety of services that can be classified as under:
1. YOG Reality – Associated as an architect for a residential and commercial building
from January 2016 to June 2019 in Ghatkopar, Mumbai.
2. M/s. Highrise Realty Pvt. Ltd. – Associated as an architect for a residential building
from May 2017 to July 2020 situated in Matunga, Mumbai.
3. Shree Ambe Gopal and Associates – Associated as a liaison architect for a residential
building from 2017 to the present in Matunga, Mumbai.
4. 3ACES Realty – Associated as a project manager for residential and commercial
building from November 2018 to today in Vikhroli, Mumbai.
5. Kapol Vidyanidhi Trust – Associated as a project manager for school buildings from
December 2020 to today in Kandivali, Mumbai.
Apart from these projects in the portfolio, there are other projects and professionals that
COSPACES is associated with for liaison services to obtain building permits from various
municipal authorities such as MCGM, MHADA, SRA, etc.
2.2
Vision:
The vision of COSPACES is to achieve client satisfaction by providing a complete service in
the construction industry as a comprehensive solution i.e., by incorporating the concept of
partnering in architecture, engineering and construction practices in the construction industry.
To become a preferred company for all the project stakeholders / developers for their
construction projects across the globe. With the vision to grow globally, we would also like
to be a preferred employer that will encourage employees in career growth, provide learning
opportunities and improved prospects for both company and the employees.
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2.3
Team Profile:
COSPACES is a sole proprietorship and I mainly manage it myself. Since the project
portfolio consists of different types of projects ranging from architecture design, execution,
liaison service with the government authority and construction project management, the
team’s compositions change as per the requirement.
Currently, COSPACES is headed by myself. A team of three numbers of civil engineers, two
numbers of site supervisors and one liaison assistant are working as appointed at different
project locations. This team grows and shrinks depending on the project needs.
2.4
Service Provided:
COSPACES practices in the field of construction, providing services related to the
construction of the residential, commercial and institutional building in Mumbai. The service
includes activities related to architecture and project management. The practice is again
divided for better understanding:
1. Service towards interior designing of residential and commercial premises.
2. Service for design and execution of all types of buildings.
3. Liaison with the governing authority for obtaining construction permits required.
4. Management of various construction projects as a Project manager.
Since the field of architecture is vast, there are times when multiple architects are appointed
as per their expertise by the project stakeholders for their project. COSPACES have expertise
in giving a comprehensive service of designing and execution of the buildings, liaison with
the governing authority for obtaining construction permits and management of these project
under one roof.
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CHAPTER 3
PROJECT OBJECTIVEVS
3.1
Objective and rationale for technical assistance:
The main aim of the report is to analyse in detail the importance of various professions i.e.,
project management, architecture, engineering and construction practices in the construction
industry and the impact of these practices on the construction project. Additionally, this
research report attempts to explain the role of these professions in the industry and how
integration management can help improve efficiency and accuracy in the construction
industry in general. This study examines why integration has become so important in the ever
growing and evolving construction industry.
Construction is a vital sector that makes a significant contribution to the economy of any
country. The construction sector in India is a sector that generates a huge workforce. The
construction industry has to be dynamic in order to be able to react to the constant changes
faced, as well as the social, economic, and technological challenges. The opportunities and
problems within the construction industry are very different from those in the past. The
construction industry is constantly evolving and so are the construction companies and
professionals involved. The change is required to keep up with the continuously changing
demand from the clients, companies and customers. Integration management is the key
component as no development will be possible without creating a framework for project
management. Since plenty of funds are at stake in these types of projects, the expectations of
the clients and stakeholders are high. In order to deliver the project accurately and to the
client’s satisfaction, integration management forms a significant constituent to the process of
the development.
Integration management therefore, encompasses all activities related to the development
project, including architecture, engineering, construction and management of all these
activities until the project is completed and handed over to the stakeholders. Hence,
integration management can be defined as a grouping of activities and managing them to be
completed during the project life cycle, from initiation, planning, execution, monitoring and
controlling to successfully closing the project. Through this report we will study all these
aspects of project management, architecture, engineering and construction practices with
reference to the construction sector taking various construction projects which are either
executed to under construction in the city of Mumbai as examples for this report. This
research will also address the growing need to develop the idea of integration management
and the AEC practices, which in turn will help shape the goals of the future.
Every organization needs to have a strategic plan and vision that marks the path to achieving
the desired goal. Realizing the needs and goals that any business wants to achieve can only be
achieved by through the formation of a successful management team. To achieve this, the
project must be managed and planned on many levels, such as designing, executing,
implementing, organizing, delegating, decision making and performing. The survival and the
progress of a construction project or business depends on how good the management is
implemented across various professions and how experienced they are in their respective
field. Hence, integration management is in their own area, an ideal solution to delegate all
these functions to one of these organizations and management of these activities.
[8]
3.2
Component of Integrated Management System:
Although integration management essentially involves activities pertaining to management of
the project, my idea of management and the framework formed in this research report largely
plays around the concept of multi-professional integration and management of these
professional activities so as to achieve the desired goal and objective of the company.
From the construction industry’s point of view, there are many professions involved in the
management of the project. Each of them having to play a specific role. Some professionals
play a leading role while others only contribute. The professionals that contribute to the
success of the project are architects, engineers, lawyers, chartered accountants, contractors,
sales team etc. In this research report, however, we will concentrate on a few activities that I
have experience with and that contribute directly to the construction of any project.
In order to understand the objective of this project, it is important to understand the various
practices that are integrated together and their importance in achieving the company’s goal or
desired goal. The practices performed and considered in this management framework
includes:
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Architecture Practice
Engineering Practice
Construction Practice
Project Management Practice
However, with several limitations including time constraints, fewer resources and knowledge
of engineering and construction practices, this report puts more emphasis on architecture and
project management.
3.2.1 Architecture practice and its importance:
Architects are the engine that drives the planning and construction of any building. Architects
are the specialists to be approached by the project stakeholders or developer. They are
involved in the project from the inception of the design, creating concepts to the completion
of the project. This is a common practice by architects in the profession. However, on
observing the architectural practice in Mumbai, the profession has other subdivisions. They
are as follows:
Category 1 - Architects who only design.
Architects who only design buildings are well equipped with the latest materials, construction
techniques and construction details, have good planning skills and they emphasize more on
overall appearance and characteristics of the building. However, they lack knowledge of
development control regulations and building laws. They are not aware of the regulations
which may or may not allow some elements in the design and planning of the building. If
these architects are to prepare the documentation for the submission of the proposal to obtain
the construction permits, they may fail to do the same.
This lack of knowledge of design architect leads to a lot of dependency on the architect who
processes proposal for construction permits. Furthermore, creating a difference in opinion
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between architects on planning and design elements permitted as per regulations. This will
indirectly affect the process of the project and affect the project stakeholder.
Category 2 - Architects who only obtain building permits from the governing authority.
Architects who practice obtaining the permissions for construction are more likely to have
strict regulations and laws, that prevent them to think out of the box for the design and
planning of an effective and well-organized building. They may have good planning skills but
may not be able to provide a good design to the project stakeholders. However, they will be
excellent with the skills of getting construction permits and prepare the documents to submit
the proposal to the governing authority.
3.2.2 Project Management practice and its importance:
Project management is a tool to controlling the important elements that provide practical
information and efficiently achieve the project objectives. Walker defined project
management as “The use of resources in the company on a certain activity within time, cost
and performance. A fourth key factor is good customer relations”. Walker added customer
relationship as a fourth key factor affecting time, cost and performance.
However, we still need to identify the main components that will drive the project to its
success. It is equally important to identify the elements in the process that companies can use
to make a difference in this highly competitive industry. Moreover, in the construction
industry, there are specific success factors that needs to be investigated. This research will
focus on these factors and will highlight the signs of success and failure in managing
construction projects in Mumbai.
The construction industry is the third largest contributor to India’s national GDP. The
construction industry also gives employment to a large number of populations in India after
agriculture and manufacturing. Therefore, the construction industry and related activities
remain very important for the economic and social life of the people in India.
Nowadays, the construction sector is steadily increasing with an increase in the many
affordable housing and infrastructure projects and remains very important for the Indian
economy. Project management is more important than ever before because it remains a key
indicator of how the projects are conceived, designed and built. To better understand project
management, we first need to define what a project is and what does it consist of.
3.3
Understanding Project and Management:
To understand the concept of project management, it is important to understand both the
project and the management first.
A project is temporary in nature and aims to achieve a specific objective. Also, a project has
a definite beginning and a definite end. (PMBOK Guide 6th Edition) In other words, the time
is limited, but it doesn’t necessarily mean short of time. The duration of a project depends on
the type of the project. Every project is unique and has some special features. Even if the
project has repetitive elements, it is still unique because it has a different owner, design,
location, consultants, soil conditions and facilities. A project must develop gradually, which
means continuous and steady work and growth.
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In terms of management, the universally accepted definition includes “The Art of getting
things done through people” (Mary Parker Folett 6). Management is the process by which
human efforts are coordinated and combined with other resources to achieve organizational
goals and objectives. This is the central theme of successful management in all matters.
3.4 Definition and Function of Integrated Project Management:
“Integrated management is the management of a system of functions under a single general
control in a way that seeks a compromise to simultaneously maximize the combined benefits
from the individual functions”, Developments in water science, 2005.
This is the process by which the project manager is empowered to oversee and coordinate the
functions and activities that take place at the different levels of the organization. The
integration process is designed to ensure that the team is working to complete each project
and to ensure that it meets the scope, budget and time requirements as this is the critical
success factor for the project managers.
Construction project management and project management have similar functions and
activities. However, integration management is more about sustaining stability across all the
areas of the project such as design, planning, execution, time, scope, cost, quality,
communication, risk management, vendor management and procurement, stakeholder
management among others. The duties performed by construction manager or project
manager are already a part of integrated management. In addition, these interrelated activities
cannot be carried out by a single person or a team. It requires an expanded knowledge base
and experience across all the professions. Integration management includes the constant
monitoring of procedures and processes during the project life cycle, whereby the monitoring
from the initial phase to the end of the project is a fundamental characteristic. This also
includes having the necessary knowledge to manage the architecture, engineering and
construction professionals for a successful completion of a project.
Even if the concept of integration management has developed significantly in other
industries, it is still a young concept that has to be accepted in the construction industry.
While there is little difference between project management and integrated management, the
main functions of the project and its life cycle remains the fundamentals of a project. It is
important for integrating independent architecture, engineering and construction practices
completing the project successfully. A project manager with extensive knowledge in all the
professions will be able to better understand and implement the framework while integrating
practices. This helps the project manager to achieve an overview of all the processes and
maintain control over the people and their activities in the project and therefore use the
integration management framework effectively.
Integration management has a number of control access points that are carried out by the
project manager and are explained in detail below.
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3.5
Project Life Cycle and Phases:
The project life cycle is “The sequence of phases through which the project will evolve.”
(GSJ: Volume 8, Issue 7, July 2020).
Project life cycle can have different names in different industries, but they all have the same
structure and purpose. Sometimes, the names may be different for each stage or phase. Here
we will discuss the most common phases that many projects go through in a process of
integration management. These phases are:
Initiation
Closure
Monitoring
Planning
Execution
Figure 3.1: Phases of a Project life cycle
Although some believe that controlling or monitoring is not a phase by itself as it’s a
procedure that is a part of all phases of the life cycle of the project. But I believe that
monitoring has its own importance and hold equal weightage in the project life cycle. Further
we also discuss how architecture, engineering and construction practices become part of these
phases and their importance in each of them.
Not all projects will have encountered all the phases in the project cycle. At times a few
projects can be terminated before they reach completion whereas few projects follow a
structured plan and monitoring process. And some projects will go through these steps
multiple times.
3.5.1 Initiation phase:
In this phase, the client or promoter identifies the project, the needs and describes all the
requirements and specifications, and the project team is created with the project plan. This
phase is considered the initial phase and includes the concept phase which is the base to the
creation of the project. This usually includes the preparation of the feasibility report, the
project description documents and determination of the project requirements.
In this phase, the team developed for the project has to carry out and prepare important
activities such as:
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Initiation Phase
Identifying
stakeholder
The stakeholders are both internal as well as
external. The internal stakholders are direclty
involved in the project and external stakholders
are the ones who are indirectly involved in the
project eg. external clients.
Project Charter
It defines the projects main elements like project
goal, project constraint & problem statement,
assigning project manager, milestones, approvals.
Feasibility report
Obtaining relevant documents and preparing the
feasibilty of the project.
Site visit
Visiting the site of proposed work and identifying
the direct and indirect threats and opportunities in
the project.
Research &
Planning
Gathering and carefully studying the relevant
rules and regulations for the project, Identifying
the government authorities for neccesary
approvals etc.
Figure 3.2: Process in Initiation Phase
During the Initiation phase, the project may suffer some problems such as:
 Lack of support from the existing members of the identified project in case of
redevelopment projects.
 Lack of commitments from the project sponsor, stakeholder.
 Frustration due to delay in starting the project.
 Identifying the perfect team with right people and consultants which is the most
important and at times difficult part of this stage.
 Differing point of view amongst the stakeholders, managers, consultants. If not
resolved at the initial stage itself, it can destroy a project before it begins.
 Lack of clarity in visualizing the project goal and the process to be followed.
3.5.2 Planning phase:
The planning phase is the most important and challenging stage in any project. In this stage,
the Project Manager creates a blueprint that defines various aspects of the project. The
process is highly recommended as it measures all the knowledge areas of the project and
helps to create a roadmap that will further assist in completing the project successfully. At
this stage, the role of other consultants, especially the architect is equally important. With the
help of the conceptual design prepared by the architect and on approval of the design, the
Project manager is able to prepare the planning process which requires detailed attention and
the same are listed as under:
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Planning Phase
Integration
management
This plan is developed to be approved, realistic & formal.
Everyone involved in the project needs to believe that it can be
done. Designed to be as complete as possible before execution
process begins.
Scope
management
Obtain requirement from stakeholder. Create detailed scope
statement identifying project goals & objective. Create WBS to
map all the necessary tasks. Develop a process to maintian
WBS. Roles and responsiilities are listed. Process is established
for formal acceptance of completed project deliverables.
Develope a method to contorl & document change requests
against scope statement.
Schedule
management
Plan schedule management, define activities & sequencing
them, estimating activity duration & developing project
schedule. Define milestones to understand project deliverable,
as scheduled or behind. Identify start & finish date for each
assignment. Identify the leads & lags.
Cost
management
Determine budget, managing project to its cost, cost variance,
estimating direct & indirect costs, overheads, managing
resource plan, risk registed and mainting change control
procedure for cost change.
Resource
management
Involves planning, estimating & acquiring resources,
developing, managing people & controlling physical resources
Quality
management
Formulating a process will help avoid many issues at a later
stage in the project. It can lead to increased cost, low morale,
increased risk, rework, schedule delays if not planned well.
Communication
management
The communication shall be correct, concise, clear purpose,
coherent and controlled. Effective communication is the key to
project success.
Risk
management
Requires anticipating risks & having a plan in place will resolve
it when it occurs. Can save time, money & efforts.
Procurement
management
Plan - Conduct - Administer - Close, are the sequence to the
procurement processes. Skills required are possessing legal
knowledge, negotiation skills and procurement process.
Stakeholder
management
Involves indentification of stakeholder, analysis of their
expectation & influences, develope appropriate strategies to
work with them, frequent communication, managing conflicting
interest and invovling them in key decisions.
Figure 3.3: Process in Planning Phase
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Architect - Planning Phase
Documentation
In this stage, architects first procure all the
necessary documents required to understand the
zone, reservations, ownership of land, FSI
permissibility, user permissibility, survey is
conducted to get actual plot dimensions .
Conceptualiztion
Clients requirements are obtained, documents and
site is studied and conceptual design is prepared for
approval of clients. Their input & suggestions are
incorporated to prepare the final design.
Planning
After concept design, the plans are reviewd and
opinion from structural engineer is incorporated to
prepare the final plans for approval and tendering.
Approval
Necessary approvals from government authority is
obtained for execution of work.
Tendering
After planning stage, the process of tendering is
initiated for selecting the contractor.
Figure 3.4: Process in Planning Phase by architect
The Project manager along with the architect and engineer are then able to identify the
requirement in each process as mentioned above. The integration of the project manager
along with the architect and engineer can define the material requirement in the project, its
quality and cost, it helps in defining the schedule and even in selecting the resources required
for the construction project. These resources could be engineers, contractors, supervisors and
many other consultants needed in the process of planning and execution. Although from the
above it is seen that most activities are planned under the direct supervision of the project
manager, however integrating the architecture and engineering profession is a bonus to the
process of planning.
3.5.3 Execution phase:
The process of initiation and planning phases are only proven worth with proper execution.
This is the third stage in the project life cycle where the project manager needs to assure that
the project deliverables and outcome are as per the planning phase and to the satisfaction of
the stakeholder. In this phase, an actual building is built and handed over to the client. This
phase is the most time and energy consuming phase. In this phase, a project manager needs to
use various processes such as:
[15]
Execution Phase
Direct &
Manage Project
work
It is necessary to have a clear set of goals and a realistic
timeline from the beginning of the project. It is also
important to check that the permits are obtained from
time to time so as to enable execution of work as
scheduled.
Manage Project
Knowledge
This process is about reusing the existing knowledge
and creating new knowledge. The process is continued
throught out the project life cycle.
Manage Quality
It is the process of executing the quality management
plan as proposed with the policy of the organization.
Acquire
Resources
This process is about obtaining team members,
facilities, materials, equipments, man power and other
resources necessary for the project.
Develop Team
This process is about enhancing the project performance
by way of improving competencies and healthy
interaction amongts team members.
Manage Team
Tracking performance, providing feedback, resolving
issues and managing team changes for enhanced
performance.
Manage
Communication
This process is about timely and appropriate actions like
management, monitoring, collecting and conveying
important project information, storing and retrieval of
project information.
Implement Risk
Response
In this process, risk management plan is already in
place. It is important to implement the rick reponse at
the right time if required.
Conduct
Procurements
Inviting vendors, negotiating, selecting material,
awarding contracts & placing orders as per contract.
Manage
Stakeholder
Engagement
Communicate and address their issues, meet their needs
& expectations, effectively engage them in the decision
making process.
Figure 3.5: Process in Execution Phase
The other processes in the execution phase consists of management of time, quality, cost and
change request.
[16]
Time management:
In this process, the ideal start date and end date are defined for the project. The said project is
further subdivided into smaller milestones and each time is given a stipulated time frame to
finish the activity. This breakdown in milestones with specific time allotted helps the project
manager see which activities have been done, how long it took them to complete along with
the start and finish time. Time management also helps to identify the time taken to complete
the task as against the time assigned for the same. This process of management is an effective
tool to manage projects on time.
Quality management:
Quality management is a process that is required in the execution phase as well as through the
other processes in the project life cycle. This process assures that the team produces exactly
what has been agreed upon to the client. The process shall be defined and directed in the
planning process itself. Quality cannot be overlooked and considered during the execution
process. Minor negligence in this process can lead to cost overrun or rework in many areas.
Hence, it is important to ensure that the expectations regarding the quality of work are
planned from the beginning.
Cost management:
The cost management process is required for an organization to plan and organize its
expenses within the project budget. The budget prepared should also include the cost
variance, escalation in the prices, overheads, direct and indirect expenses. Cost management
helps keep the project on track by constantly examining and keeping the records needed to
compare it to the actual planned budget.
Architect - Execution Phase
Change management:
An effective change management process can help record any changes which can be
reviewed, approved and studied carefully at any given time. With this process, a project
Manager can track the changes and control its effects before the project is adversely affected
and can make sure that the changes are made easily and benefits the project.
Working Drawings
Upon selection of the construction contractor,
working drawings are prepared for execution of
the building.
Site visits
Regular site visits are conducted to check the
proposed work. The meeting are conducted to
discuss any changes or to discuss site
difficulties.
Materials
As per the concept, material required in the
building construction is selected.
Figure 3.6: Process in Execution Phase by architect
[17]
3.5.4 Monitoring and Control phase:
Monitoring and Control Phase
“The Monitoring and Controlling Process Group consists of those processes required to
track, review, and orchestrate the progress and performance of a project; identify any areas
in which changes to the plan are required; and initiate the corresponding changes.” – A
Guide to the Project Management Body of Knowledge (PMBOK Guide) Sixth Edition.
Monitor &
Tracking, reviewing & reporting overall progress to
Control Project
meet performance objective.
work
Perform
Integrated
change control
Reviewing change request, approving and managing
changes to deliver, organize & communicate.
Validate Scope
It is the process of formalizing acceptance of
completed project deliverables.
Control Scope
Process of monitoring the status of project, scope and
managing changes at par with the baseline.
Control
Schedule
Managing project schedule & changes to the baseline
Control Cost
Managing project cost & changes to the baseline
Control Quality
Monitor & record result of the quality and ensure the
project output is correct & complete as per chart.
Contorl
Resources
Ensuring that the resources planned are available for
the project when needed. Monitoring the utilization of
resources versus the planned.
Monitor
Communication
Ensuring all the information is available & met for the
project and the stakeholders.
Monitor Risks
Monitoring and implementing already approved risk
management plan. Identifying & analysing new risk,
evaluating them and processing them effectively.
Control
Procurement
Manage procurement relationship, monitoring contract
performance, making changes & corrections as
appropriate and closing ot contracts.
Monitor
Stakeholder
Engagement
Maintianing stakeholder relationship, engaging them
through modifications, plans and strategies.
Figure 3.7: Process in Monitoring and Control Phase
The process of monitoring and controlling phase starts only after successful completion of the
first three phases. In this phase, a bird’s eye view is required to be maintained on the overall
project performance to achieve a forward movement.
[18]
3.5.5 Closing phase:
This is the very last phase of the project life cycle. In this phase, a final project report is
prepared, finalized and closed. This process needs many procedures which are as under:
 Handing over the completed project to the owner/stakeholder.
 Delivering all the necessary documents, plans, reports with complete information
required by the client.
 Terminating all the contracts with vendors and contractors.
 Determine if the project was within scope, on budget and achieved its goal.
 Releasing staff and other resources used in the project with a full report to the
stakeholders.
 Documenting and preparing lessons learned report, all levels of success, failure and
achievements, to make use of it in future projects.
Project management is a science and the art of planning, organizing and managing people and
resources to bring the best in any specific project and achieve the project goal and objective.
However, the practice of the architecture, engineering and construction profession also
contributes to success. Hence, the integration of these practices is needed to evaluate the
framework for modern-day management.
The figures and outline as stated above only give in a detailed understanding of every
practice and its importance in the integrated management process. However, to achieve the
project objective, many pieces of literature were reviewed, discussions were performed with
various stakeholders and consultants, experimented with procedures and knowledge from the
previous fieldwork can only support the aim of the project objective.
Hence, the independent practice of project management, architecture, engineering and
construction is to be read with and understood concerning the results of the fieldwork,
discussions and analysis of the data in chapter 4.
3.6
Projects and the tasks performed:
Over 5 years while working on varied construction projects ranging from design, planning,
liaison to management of the residential and institutional building, there were situations
wherein as a project manager, I performed the duties of architect and vice versa. This was
only possible because of having the knowledge and experience to handle the project both as
an architect and project manager. While performing multiple roles or combined roles for
certain projects, I have tried experimenting by performing a few repetitive tasks in different
ways to reduce time, money and increase the efficiency of the project.
During the professional practice, few Key Issues observed were:
1. Incompetent to Initiate the Project - Not all project managers have the knowledge
base to guide the stakeholder in initiating the project. Sometimes they could initiate
the project but were not capable to carry it forward to planning and execution.
2. Understanding the Feasibility of the Project - When talking about the planning
stage, the project managers are unaware of the rules and regulations under which the
project is proposed to be developed, leading to misguiding the client in knowing if the
project is feasible or no.
[19]
3. Unable to read and understand the documents – There are stages where the project
managers are required to have a thorough knowledge of documents required in the
process of construction. It could be procuring the right resources, materials, unable to
read drawings prepared by consultants, understanding regulations, etc. This can lead
to being misguided by others and further lead to delay and additional expenses in a
project affecting the quality of performance.
4. Incompetent in Executing the Project – A project manager may good at the
management of administrative work, but not enough technical knowledge about
execution, material selection, negotiation with vendors and consultants etc. This can
at times lead to budget overrun and rather affect the feasibility of the project.
The advantage of having the experience of architecture, engineering and construction helps
me and my clients to overcome the hurdles while giving the service of a project manager.
Hence, integration of the profession and formulating a framework is very important for the
project's success. Here I will elaborate on multiple occasions during which the integrated
knowledge and experience from various professions have helped the clients to manage and
overcome situations that could have cost them dearly.
Major Task performed during the Projects:
There were many more occasions where I was able to put to use the concept of integration
management while integrating the knowledge and experience of architecture, engineering,
construction, and management and resolve the concerns or issues observed on the site, which
a consultant with knowledge of one profession was not able to attain.
COSPACES was able to achieve the concept of integration management in many situations
which the other peers in the field were not able to match. Few examples of the field work are
mentioned here as under:
Situation 1
This is an Institution building proposed to be developed on a plot with an already existing and
functional school building. I was appointed as a project manager for this project. A new
school building was proposed adjoining the existing building within the same plot. These
stakeholders were relatively new to the construction industry and with no previous experience
relied upon the services of various consultants to their best knowledge.
The plot boundary was surveyed by the surveyor having the existing building as the
reference. The project architect was supposed to superimpose the new building with the
existing one along with the plot boundary. However, the plans did not match as there was an
error in the superimposing. As a project manager and an architect by profession, I knew
where the error was occurring. Rectification was done to eliminate the mistake. This would
have cost the project as the piling work has already begun.
The clients had encountered these situations for the first time. It was with the integrated
knowledge and experience of architecture and management that I was able to resolve the
issue for the client and hence saved the cost of redoing the piling work.
[20]
Situation 2
During one of the piling assignments in a project for a single-level basement, a geotechnical
consultant was approached for the design of shore piling work. The soil was loose and the
hard rock available was much below ground level as per the geotech reports. On receiving
and studying the design as received from the expert consultants, it was learned that the
reinforcement steel being used in the project was more than what was anticipated. Due to the
sizes of the piles, there was enormous wastage of steel. They also proposed anchoring to the
piles which were consuming a large amount of steel. This additional work was taking the
budget beyond the limit.
However, from the learnings in the previous projects and some knowledge of engineering and
construction practice, I was able to negotiate with structural consultants to redesign the
reinforcement steel and sizes of the piles. While doing so I was able to save up on at least 25
MT of reinforcement of steel by avoiding the wastage in cutting the bars. The steel design as
per the previous design consumed 110 MT and now after the redesign, it worked out to 85
MT i.e., savings of approximately 22.72% of steel. Also, the anchoring was avoided. In the
overall project, the cost was saved by 15%.
Situation 3
For a 22 storied residential building project, I was appointed as the liaison architect. My role
was to obtain the permissions from the local government authority i.e., MCGM in the case of
Mumbai. However, there was a situation where the design architect had given the centrelines
for the columns which the project manager had to transfer on the plot for execution. The
execution work had already begun.
On one of my site visits when I got the centreline rechecked, I found an error where the
required open spaces as per the approvals were not available. On verifying, it was seen that
the centrelines were not transferred correctly. The centres of the columns had shifted.
However, it was at an initial stage that the rectifications were conducted without affecting the
project budget, but this led to additional work.
Logical Framework of the Project
From the first day of being appointed as a project Manager, I immediately use the framework
which helps me and my client to start the project on a positive note i.e. integration
management service. I assure my client to provide an integrated solution that includes the
knowledge and experience of architecture, engineering and construction practices.
The service begins with interviewing the client in the Initiation phase. The site for the
proposed development is visited to identify hardships if any, a feasibility report is prepared,
documents about the projects are procured and studied and a project charter is prepared and
submitted to the client. The planning of the project is carried out by developing a realistic
timeline and the scope of work. All the assignments are divided into smaller milestones, a
team is developed and a budget is prepared. While doing so, all possible risks are covered and
quality is also defined.
Along with this, consultants are appointed, designs are finalized for necessary approval from
the governing authority. Tendering is processed and negotiating with the contractors begins
[21]
to select the most suitable and efficient contractor. On completing all the tasks, necessary
approval from the clients is obtained on the planning phase to initiate the execution phase.
On completing the planning phase and before the beginning of the execution phase, on a few
occasions, the planning needs revised attention. While doing so and resolving any conflicts,
the execution phase is initiated. During execution, it is required to pay attention to the
guidelines and requirements as stated in the project charter. Communication is to be
developed, quality as assured to the client is required to be maintained, resources are to be
acquired and procurement of material is to be maintained as per the contract.
Overall, we have to monitor the project from all perspectives to the satisfaction of the client
and without breaching the project charter and the contracts. During all the phases of the
project life cycle, it is very important to keep the client aware of the project progress and
keep their involvement alive in the project. There are times when a project may have multiple
stakeholders and not all may have equal interest in the project. Some clients need more
attention as compared to other clients. It is the duty of a Project manager to not ignore the
client with less interest and make sure that their participation is equal. The client needs to be
kept satisfied all through the project.
On completing the project successfully, a closing report is made with lessons learned from
the project, all relevant documents, drawings, contracts and agreements are handed over to
the client.
3.7
Expected Outcome of the Project report:
Some of the expected outcomes of the report are as follows:
1. Ensure that the various project elements are effectively coordinated under the
integration management system.
2. Ensure that all the work required and projected future works are included.
3. Ensure an effective project plan and implement time management.
4. Identify needed resources and maintain budget control while working on cost
management.
5. Ensure functional requirements are met under quality control.
6. Ensure effective management of human resources to development and effectively
employ project personnel and to create a team.
7. Develop an effective way of communications.
8. Analyse and mitigate potential risks and management of the risks in the project.
9. Procure necessary resources from external sources required in the development of the
project.
[22]
3.8
The Patterns in the Construction Sector in Mumbai:
The current practice of construction projects based in Mumbai, following pattern is observed:
1
• Stakeholder selects the project for development and appoints the architect.
2
• Architect prepare the conceptual drawings, discusses with the client, finalizes the
design and obtains approval.
3
• After obtaining the approval, the clients appoints the project manager and then
they form a team for further process of construction
4
• After the appointment of project manager, scope of work, budget and time line is
prepared, tendering is conducted.
5
• Negotiation with the contractor is conducted and selection of contractor is
finalized.
6
• Material is being selected. Budgets may be revised based on change in material
and scope of work.
7
• Project execution is initiated, monitored and controlled till the completion and
handing over the project to the stakeholders..
Figure 3.8: Current practice in Construction Project.
The above figure indicates the practice which the stakeholders follow in the construction
industry. The ideal practice where the project manager takes the charge of the project from
the Initiation stage is not followed. The process in the project management is not practiced
and multiple overlaps are observed and the stages of project management are shuffled. While
doing so, there are situations where after introducing the project manager and on working on
the planning stage, preparing the budget and observing the drawings, the architect is required
to change the drawings to suit the requirement of the stakeholders. So many processes are
revised and reworked upon. The feasibility of the project can also get affected. Further, it
may lead to delay in the process of execution and the cost in the process also increases.
However, the process of integration project management for any construction project which
should be ideally followed are as follows:
[23]
1
2
• Stakeholder selects the project for development and appoints the project
Manager.
• The project manager visits the site, studies the opportunities and threats of the
site, prepares the feasibility report. He also guides the stakeholders on the
possibilities and options for various types of development possible in the project
and prepares a project charter.
3
• On approval from the stakeholder on the project charter, architect, engineer and
other cosultants required for the project are appointed and the project charter is
shared with them.
4
• The project budget, time line, material required are finalized. Resources in terms
of material and manpower is procured for the project team. Risks in the projects
are assessed.
5
6
7
• The conceptual design and planning is discussed and finalized with the architect
to prepare the structural design. On approval from the stakeholders in
consultation with the project manager, architect submit the drawing for
necessary permits from the governing authority.
• While the approvals are in process, tendering is processed, the contract is
negotiated with the contractor and selection is finalized.
• After completing the process of planning and initiating, the execution has
begun. Thereafter monitoring and controlling is required so as to follow the
project charter till the completion and handing over the project to the
stakeholders.
Figure 3.9: Proposed practice in Construction Project
The above figure indicates the practice which shall be implemented by the stakeholders in the
construction industry. This is a proposed in integration project management framework.
While following this project practice, all the practices are integrated at the right stage and the
possibilities of the project getting delayed, run out of budget or rework on the previous work
is also avoided to a certain extent. Also, in this case, revisiting the previous stages of the
project can be avoided to a great extent. The success ratio increases if this integration project
management framework is followed.
This is the basic difference between the existing practice in construction industry v/s the
proposed practice of integration project management. Since, in most of the cases the
stakeholders are not aware of the procedures and processes in the industry, it is always
advisable to appoint a project manager specific to the project. As the project requires multiple
consultation from various professionals, vendors, distributors and many other construction
agencies, expertise is required to handle and manage the work in the construction industry.
[24]
3.9
SCOPE OF PROJECT
The scope of the project varies between organizations and stakeholders. But the most
common ones are:
 To execute a project, so the results can meet the scope requirement.
 The project will be completed on budget and on schedule.
 Project completed with acceptable risk.
 The quality, safety and security of the project is to be maintained throughout the
timeline as defined in the initial stage.
However, the report not only looks at the scope defined by the organization but also tries to
achieve success at integrating the professions and successful management of the project till
the completion and handing over to the stakeholder.
Architecture
General
Management
Integration
Project
Management
Engineering
Construction
Knowledge
Figure 3.10: Basic ingredients of integration management.
The above figure indicates that project management is not an independent practice. Many
other professions and activities are the ingredients for a successful integration management
framework. There are many smaller components to the integration management framework,
but the most important and directly related professions are architecture, engineering and
construction.
Hence, the scope of this project is to understand the importance and necessity of integration
project management by way of integrating the profession of architect, engineering,
construction and project management.
[25]
CHAPTER 4
DATA ANALYSIS AND INTERPRETATION
4.1
Introduction
A survey was done and observations were made while working on the field in the
construction industry in Mumbai. During the survey, discussions and interviews were
conducted with professionals like architect, engineers, contractors and project managers who
are license holders in their field of practice. A detailed analysis of the study is necessary to
compare the theory of integration project management with the practical variants which form
the basis for improvement in the project.
Keeping this point in view, the questions were discussed with various professionals more as a
discussion than an interview, which allowed them to express themselves more freely. All
these questions were analysed and some answers were quoted precisely from them to express
their point of view. The discussions were conducted in such a manner that the respondents
express themselves without any constraints.
The data so collected is converted and represented in form of tables and graphs.
4.2
Questions, Response and Interpretation:
Although the perceptions of project management in construction projects varied amongst
various stakeholders, professionals and contractors, they all have a common interest that is
creating a successful project wherein the objective, goal, performance, quality, time, budget
and completion are well within the prescribed limits set at the time of planning of the project.
It is therefore interesting to note the opinions of various stakeholders, professionals and
contractors from the responses received as mentioned below.
The response of each interviewer is represented in different colours as shown as under:
Respondents
Stakeholders
Architect
Structural Engineers
Building Contractors
Project Managers
Figure 4.1: Shows the respondents participated for their opinions about the project
management process in the construction industry.
[26]
4.2.1 Initiation phase:
This is the preparation stage for any project and at this time an organization or stakeholders
decide on the compositions of the team to be considered before processing the project
development process.
The following chart shows the results and interpretation of the composition when picking up
the project:
1.
Importance of project manager in the construction industry
100%
80%
22
28
25
22
78
72
75
78
Stakeholders
Architects
Structural
Engineeers
Building
Contractors
60%
40%
100
20%
0%
Important
Project Managers
Not Important
Figure 4.2: Shows the response for importance of project manager
Analysis & Interpretation:
The response was taken from all participants except for project managers. From the above
diagram, 78% of stakeholders and contractors believe in having a project manager to manage
the project. Followed by 72% of architects and 75% of structural engineers feel the
importance of a project manager to manage the project.
2.
Stage at which project managers appointment is required
100%
80%
60%
40%
20%
0%
22
5
28
25
22
67
65
73
95
5
Architects
10
Structural
Engineeers
5
Building
Contractors
Project Managers
26
52
Stakeholders
At Initial Stage
Before Construction begins
Not required
Figure 4.3: Shows the stage at which a project manager is appointed
Analysis & Interpretation:
From the diagram above, 52% of the stakeholders prefer to have the project managers in the
early stage of the project and another 26% believe to hire them at the time of construction.
More than 65% of architects, structural engineers and contractors believe that project
managers are required before construction activity but 95% of project managers feel the need
to be appointed at the time of initiation itself.
[27]
3.
Who has the knowledge for preparing the feasibility of the project and the possible
development options in the said project, the response is as under:
100%
80%
60%
40%
20%
0%
10
12
55
78
90
Stakeholders
20
Architects
Architect
75
70
5
10
10
Structural
Engineeers
10
10
10
Building
Contractors
Project Managers
Stakeholders
80
Project Managers
Not known
Figure 4.4: Shows knowledge base of each profession
Analysis & Interpretation:
From the above diagram, almost 80% of the respondents believe that architects are the most
capable of guiding the stakeholders in understanding the feasibility of the project and the
possible options for the development of the project in Mumbai. However, I believe that
project managers having prior experience and knowledge of the rules and regulations in the
city can be equally helpful to the stakeholders.
4.2.2 Planning phase:
Preparing a plan is an important step in managing the project. Good planning takes effort,
time and cost but at the same time, it also reduces the risks and fulfils the client requirements.
Planning involves items such as:
 Integration of design, construction and management of the project.
 Defining the goal and objectives of the project.
 Creating a work breakdown schedule to create smaller milestones.
 Scheduling the project timeline with start and finish dates.
 Management of cost, resources and quality of the project.
 Management of risks and vendors for procurement.
The following chart below, shows the results and interpretation of the processes in the
planning phase:
4.
How often the project plan is followed?
100%
7
5
58
65
5
25
80%
60%
40%
20%
70
35
30
Stakeholders
Architects
55
28
90
90
Building
Contractors
Project Managers
0%
Thoroughly
Structural
Engineeers
As per situation
Not followed at all
Figure 4.5: Showing the project plan and its implementation
[28]
Analysis & Interpretation:
From the above diagram and the construction practice in Mumbai, it is observed that all the
stakeholders and other professionals do prepare a management plan, but the diagram
indicates that many plans were followed thoroughly, few events were dealt with according to
the circumstances on the site.
In general, less than 35% of architect and stakeholders can plan the project and able to follow
the plan thoroughly. It is more than 60% of the time when the project plan is required to be
modified as per the situations on site. However, the project manager follows the plan
thoroughly. It is only 8% of project managers believe that the project plans are modified as
per site circumstances.
Further, it is only 5% of the projects which are not followed as per the plan prepared in the
planning phase.
5.
Who contributes to the planning phase?
100%
80%
60%
50
78
40%
20%
0%
80
80
90
20
10
12
30
10
10
10
10
Stakeholders
Architects
Structural
Engineeers
Building
Contractors
Architects
Engineers
55
Project Managers
Project Manager
Figure 4.6: Shows the contribution in the planning phase
Analysis & Interpretation:
From the above diagram, it is observed that almost 80% of stakeholders, contractors,
structural engineers and project managers believe that the project managers contribution is
the most in any project. They believe the same because, apart from preparing drawings and
management of the site, there are numerous activities related to construction i.e., coordinating
with all consultants, preparing the budget, preparing tender, negotiation, procurement,
administration of both office work and construction site, monitoring over the quality,
assessment of risks, communicating with stakeholders etc. requires their supervision and
involvement.
Good planning helps to deliver the projects with better design, within time, reduces cost by
effectively employing an effective project team and deal better with risks. It involves
integrating the design, construction and management of the project.
4.2.3 Execution and monitoring phase:
The execution and monitoring phase of any project can take several months to several
years to complete and handover the project. This is believed to be the longest phase of the
project life cycle. In this phase, following work pattern is ideally observed.
Distribution of work ---- Executing of work ---- Monitoring ---- Plan changes if any ---Reporting progress ----- Implementing the changes -----Distribution of work.
[29]
Importance and contribution of various consultants, stakeholder in the Execution
process?
Quality
Budget
Procurement
Management
Communication
Risk & Change management
28
25
20
20
15
20
2
2
0
2
4
2
Stakeholders
3
2
0
2
4
2
10
15
17
12
22
31
45
40
61
60
64
70
6.
Architects
Structural
Engineeers
Building
Contractors
Project
Managers
Figure 4.7: Shows the contribution and importance during the execution phase
Analysis & Interpretation:
The previous diagram notes that during the execution phase, it is the stakeholder, project
manager and the contractors contribute the most to the project. The project managers
responsibility with respect to the project is highest in project management and clear
communication between all those involved in the project. According to the table, the
contribution of the architect and structural engineer in the total scope of work during the
execution is only less than 4%, while the contribution of the project managers varies between
40% and 70% of the project success. Therefore, it is important for the integration of all the
professional practices for the project cycle.
Even during the monitoring phase, the role for the architect and engineer is very limited. It is
the contractor and the project manager who are responsible for the success or failure of the
project.
7.
Respondents were asked, what is the role of monitoring / supervision and its importance?
100%
10
80%
60%
53
5
3
45
42
40%
20%
37
50
55
Architects
Structural
Engineeers
5
20
5
15
75
80
Building
Contractors
Project Managers
0%
Stakeholders
Positive
Negative
No comments
Figure 4.8: Shows the role of supervision and its importance
[30]
Analysis & Interpretation:
Monitoring plays an important role in managing a construction project and can further
determine the success or failure of the project. More than 50% of Stakeholders believe that
supervision should be negative and favour the stakeholders.
Supervision must deal with the benefit of the project and should not be taken on a personal
level. There must be mutual trust between the contractor and the supervisory team. During
the interview with most of the contractors and project managers and in the figures above,
more than 75% of them believe that the role of supervising should be positive. Being positive
means dealing fairly with the stakeholder and the contractor. The managers role is to act
positively with the contractor in order to complete the project with the best results.
4.2.4 Closing phase:
This is the final phase of the project life cycle when the project is completed and handed over
to the stakeholder. The project outcome can be successful in some cases and fail in others. In
this case, the respondents were the stakeholders, contractors and project managers.
8.
Respondents were asked, what are the reasons for the failure of the project?
Others
Time
Lack of resources
Supervision
No stable cash flow
Budgeting
Lack of Experince
Bad Management
3
7
2
5
27
23
14
19
0
5
10
15
20
25
30
Reasons for Project Failure
Figure 4.9: The reasons for failure in the project
Analysis & Interpretation:
When surveying the project manager, stakeholders, contractor and after analysing their
response, 27% of respondents agree that the net cash flow is one of the main reasons why the
project fails. Thereafter, failure due to budgeting stands at 23% followed by bad management
and lack of experience. The project managers have also agreed on these causes of error.
The failure of the project is a cyclical process:



The lack of good feasibility study at the beginning and the gradual management of the
funds can lead to an impairment of the net cash flow in the project.
This further leads to the project running out of budget and therefore calling into
question the experience and management of the team.
Even poor supervision can affect the success of the project.
If the project fails, the failure affects the contractor, project managers, stakeholders, designers
and supervisors. Failure is for everyone.
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4.3
Problems faced during the Project life cycle:
It should be noted that the purpose of this research was to shed light on the problems
of integrated project management in Mumbai and to identify the problems and obstacles in
the construction industry. The study carefully examined and analysed the current situation in
which construction projects are faced with problems. When interviewed, the problems in the
construction industry and their causes can generally be divided into three large groups.
Problems introduced by the stakeholders:



The stakeholders of the project have a great responsibility in the implementation of
the project, as assignments or change in the scope of work comes directly from them.
Changes to plans, drawings and redesigns, as well as the main financing of the
projects also comes from the stakeholders.
The lack of stakeholder engagement affects the maintenance of a timely cash flow in
the project.
Problems introduced by the architects and engineers:
Most project managers believe that one of the main problems with construction projects is the
designs and drawings which can be described as poor and with a lot of flaws.
 Architecture drawings are not in sync with the structural, mechanical and electrical
drawings, creating confusion in the execution process.
 A lack of efficient drawings leads to defining incorrect quantities being defined in the
bill of quantities when compared to the quantities measured after actual work.
 Lack of collaboration between professionals working on the same project or the
appointment of under qualified people for the project.
 The rush to complete the design and drawings within a given time leads to
construction disruption and problems on the construction site.
Problems introduced by the contractors:
Contractors are blamed for many of the problems encountered on the job site and their
performance on the job site is called into question. Some of the problems are:






Poor planning and poor management of resources and manpower.
Inexperienced contractors, poor technical performance and qualifications.
The competitive environment amongst contractors results in the quality of work that
may not meet the required specifications.
Lack of team work and coordination between different contractors involved in the
project.
Not using proper work break down structure method for efficient work flow.
Lack of clear strategies, cooperation with the project managers and stakeholders.
During the analysis, it was found that proposed changes for the benefit of the project were not
accepted by either the contractor or the consultants. Consultants feel that the contractors are
not qualified enough to propose the change. While contractors feel that consultants tend to
find problems rather than solve them and work in harmony.
[32]
CHAPTER 5
FINDINGS
The findings of the study of “Integration Management: A Collaboration of Architecture,
Engineering and Construction Practices” are as follows:
1. Importance of the Project Manager: According to the results of the study, more
than 72% of professionals believe that the role of a project manager is important and
that their participation increases the success rate of the project.
2. Appointment of Project Managers: Appointing the project manager for the
construction project is the responsibility of the stakeholders and 52% of stakeholders
believe that they should be appointed at the initial stage and another 26% of
stakeholders see the need to designate them before. Construction activity. Having
project managers in the early stages helps stakeholders plan the project more
accurately with efficient planning of time, budget and project feasibility.
3. Understanding feasibility and development opportunities: According to the
current construction practice in Mumbai, it is the architect who supports stakeholders
in preparing and understanding the feasibility of the project. 78% of stakeholders rely
on the architect for feasibility and development opportunities. 10% of stakeholders
have the experience to understand feasibility and balance 12% of them approach the
project managers. In addition, 80% of the project manager in Mumbai depends on the
architect and only 20% of the project managers have the knowledge and experience to
lead the person concerned.
4. Following the project plan: The project plan created by the project manager is often
followed carefully. 90% of project managers and contractors believe the project will
be followed as planned. However, 30% of the architects and 35% of the stakeholders
differ from the project plan. This could be due to a change in design, planning, or
stakeholder requirements. The project plan is linked to the project plan, costs and
procurement process and can result in delays and cost overruns if proper risk
management is not followed.
5. Contributes to the planning phase: At least 78% of stakeholders believe that project
managers contribute more to the project than any other job in the construction
industry. 80% of contractors and civil engineers believe that too and 90% of project
managers are convinced that their contribution to the planning phase is the highest
compared to other professions. The role of the project manager in the planning phase
includes numerous activities related to the construction. Coordination with all
consultants, budget preparation, preparation of offers, negotiation, procurement,
administration of office and construction services, quality monitoring, risk
assessment, communication with interested parties, etc. requires support and
cooperation.
6. Contribution in the execution phase: Contribution in the execution phase: Based on
the result of the study of the contribution in the execution phase, it is the project
manager who makes the maximum contribution, followed by the contractor and the
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stakeholders. The project manager contributes to different elements as the execution
of the project, varying from 40% to 70%. The contribution of the architect and
structural engineer is still the lowest in the entire execution process and remains
below 4% in all processes. In the following phase, too, the contractor and the project
manager are in the foreground, and the architect and the engineers take a back seat in
the execution process. The stakeholder contribution is between 10% and 31%.
7. Role of supervision and its role in monitoring and control: 75% of contractors and
80% of project managers believe that the role of supervision should be positive as a
positive role contributes to the success of the project. However, only 37% of the
stakeholders believe that the role should be positive. 53% of the stakeholder’s believe
that the supervision role should be negative and should be favouring the stakeholder.
However, it is the duty of the project manager, his team and the contractor to have a
positive role and achieve the project goal.
8. Reasons for a project to fail: Several reasons contribute to the failure of the project.
More than 27% of respondents believe that a major reason the project fails is net cash
flow. 23% of respondents believe that budgeting is the reason, followed by poor
management and lack of experience to 19% and 14% respectively.
From the above answers, diagrams, analysis and insights, the key factors for successful
projects are:
 Defined scope
 Comprehensive planning
 Good leadership, planning, management and monitoring skills.
 Maintain positive relationship and active involvement with stakeholders.
 Establish and maintain good chemistry between project teams, contractors and
consultants involved in the project.
 Quick response to changes affecting the project.
 Keeping an open ear to the suggestions benefiting the project.
There is a tendency to break a project into several smaller tasks as projects get larger and
more complex. But they take on different requirements in order to control them. They also
agree that people are the key to the success of the project.
It follows from the results that the respondents should be more involved in the process in
order to create favourable conditions for successful projects. Engineers, contractors and
project managers must ensure better communication with each other and with those involved
when implementing a project. This entire process of integrating the professions is essential to
the framework of integration project management.
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CONCLUSION
Management of integration projects is very important for any organization to control the
project and its goal. For the project to be successful, a team leader must understand the
project life cycle, risk, and management of a project.
The ultimate goal of this research report is to expand knowledge and provide a framework for
construction project management. In addition, the goal is to achieve the overall project goal,
which is defined in terms of project scope, time, time, budget, quality, and stakeholder
satisfaction. The management of integration projects in this report aims to integrate the
practices of architecture, engineering, construction and to harmonize and integrate the
planning, communication, organization, monitoring and control functions of the project to
achieve the overall objective of the project to reach. When integration of the various
architecture, engineering and construction practices along with project management into an
integrated project management framework is successfully completed, the overall project goal
is indirectly improved.
The desired output of this report is the programming of the integrated project management.
This includes the human, managerial and organizational aspects along with practice.
Applying such an approach is closely related to improving the overall quality of project
management. In particular, this approach offers the opportunity to improve the planning
ability of an organization. Organize, manage and control its activities to resolve problems due
to lack of communication and collaboration in construction projects where capacity and
compatibility are important issues.
The purpose of the integrated project management process is to define an effective team,
roles, responsibilities, and relationships of the people who run an organization and work
within an organization to optimize teamwork and project success. They play an important
role in the development of the construction industry. Successful project managers often
generate positive attitudes and mindsets about various projects that ultimately improve the
entire industry. Environmental issues, can now integrate with other professionals and act as a
driver of change to ensure the continued evolution of the organization they work in reflect
and determine what it means to them and their organizations. Workers play a key role in
supporting such a vision and the integration of all occupations will be an important part of the
construction industry to make it a reality.
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LIMITATIONS
No study is complete in itself, and each study has some limitations. This report is based
entirely on the integration of architecture, engineering, construction and project management
practices.
Some of the limitations I have faced are the following:




Architecture and project management are more preferred as I am an architect by
profession and also practice project management practice in Mumbai under
COSPACES company.
Sales, finance and legal are not covered in this report due to time constraints, less
experience and exposure to the same.
Project management, architecture, engineering and construction are directly related to
construction projects.
Respondents may have provided biased information.
[36]
CHAPTER 6
SUGGESTIONS / RECOMMENDATIONS
Following the research, which includes interviews and discussions with various professionals
and stakeholders, on field experience and knowledge in the construction industry, the
following recommendations are suggested:
1. Implementing a comprehensive management framework that integrates the
architectural practice, engineering, construction, and project management, which
should begin in the initial stages of the project itself.
2. Efforts should be made to execute high quality projects, by choosing the most skilled
work rather than the low cost alone.
3. Architects, engineers, contractors, project managers and stakeholders need to avoid
nepotism and vested interests as they approach the project. Their only concern should
be the quality of the project.
4. Organizations should arrange training programs for architects, engineers, contractors,
project managers and their teams to develop their management skills, abilities and
knowledge for the project that can further help them improve their methodologies.
5. Better coordination and collaboration between people involved in the project should
be achieved by dividing the work into several smaller milestones in order to achieve
the large and complex tasks instead of making them cumbersome.
6. Every professional needs an interprofessional training in order to understand the
complexities of everyone involved in the project. This will help avoid
misunderstandings and provide precise and efficient details for the success of the
project.
7. In the initial planning phase, everyone involved in the project must make an effort to
avoid rework, exceed budget and meet time frames and most important, follow the
project plan thoroughly.
8. Avoid revisiting the project charter to modify them which could cost the project its
quality, time, budget and the interest of the people.
9. The use of technology should be emphasised so as to achieve the project goal.
In the past, construction projects were managed, but recently with the advancement of
technology and significant changes in construction practice, changes have been forced in the
way projects are managed. The main aim of this report was to examine the current situation
and identify problems in the construction industry and propose a framework for project
management and the achievement of long-term and short-term goals. This report is intended
to support and further develop the idea of an integrated project management practice in order
to achieve a better job, which is defined in this report.
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CHAPTER 7
ANNEXURES
Section 1: General information about the respondent, company and the project
1. In which field do you operate?
Architecture
Engineering
Construction
Project management
2. How many years has your company been in the construction industry?
0 to 5 years
5 to 10 years
10 to 20 years
More than 20 years
3. What is your company’s speciality?
Residential
Commercial
Infrastructure
Industrial
Others
4. What is your experience in the industry?
0 to 5 years
5 to 10 years
10 to 20 years
More than 20 years
5. What is the ownership of the project?
Private
Government
Public Private partnership
Others
6. What is your role in the project?
Stakeholder
Contractor
Designer
Manager
Others
7. What is the project start date? ……………………………………………………
8. What is the project completion date? …………………………………………….
9. What is the contractual start date of the project? …………………………………
10. What is the contractual completion date as per the contract? ……………………
11. Has the project been completed within the prescribe time?
Yes
No
12. What is the budget of the project & is the project completed within the budget? …
13. What are the types of contracts?
Unit price
Based on quantity
Lumpsum
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Lock and key
Others
14. How satisfied are you with the completion of the project?
Very low
Low
Medium
High
Very high
15. Do you think that project management plays a very important role in the construction
industry?
Yes
No
16. Is integrated project management effective and be implemented in the construction
industry?
Yes
No
17. Are the phases of project management helpful in the project and should they be
implemented?
Yes
No
18. Does integrated project management deliver good results and are the goals achieved?
Yes
No
Section 2: Integration management performance
Tasks
Extent of satisfaction for the company
Very
Low Medium High
Very
low
high
Development of the project plan on time
Effectiveness of knowledge integration
Effectiveness of process integration
Effectiveness of integrated practices
Effective implementation of risk management
Effective implementation of change management
Effective implementation of resource and team
management
Complete the project within the allocated time
Complete the project within the allocated budget
Achieve the required quality
Achieve the required safety
Achieve client satisfaction
Table 7.1: Task in the project lifecycle and the satisfaction level in each stage
[39]
CHAPTER 8
REFERENCES
1.
CONSTRUCTION INDUSTRY INSTITUTE 1991. In Search of Partnering Excellence.
Austin, Tx: CII Special Publication, Construction Institute.
2.
The CII task force 1991 report “In Search of Partnering Excellence”
3.
Kraakenes, E., Tadayon A., and Johansen, A. (2019). “Comparing Lean Construction with
Experiences from Partnering and Design-Build Construction Projects in Norway” In: Proc.
27th Annual Conference of the International. Group for Lean Construction (IGLC),
Pasquire C. and Hamzeh F.R. (ed.), Dublin, Ireland, pp. 937-946. DOI:
https://doi.org/10.24928/2019/0168. <Available at www.iglc.t>
4.
Abdullah Khan, Muhammad Majid Naeem2, Fazle Subhan. (2020) “Importance of Project
Management in Construction Project Industry” – GSJ: Volume 8, Issue 7, July 2020,
Online: ISSN 2320-9186 www.globalscientificjournal.com
5.
Lilian Sonya Loppies and Lilian Sonya Loppies. (2018) “The Influence of Partnering
Success Level with the Benefits of Partnership in Construction Project in Maluku
Province” Scientific Research Journal (SCIRJ), Volume VI, Issue III, March 2018
6.
A guide to the “Project Management Body of Knowledge” PMBOK Guide, Sixth Edition.
7.
Hidaya Said Najmi. (2011) “Project Management for Construction Projects” Thesis for
An-Najah National University Faculty of Graduate Studies
8.
https://www.sciencedirect.com/topics/earth-and-planetary-sciences/integratedmanagement
9.
Project Management book, MIT School of Distance Education, Pune. (Printed 2019)
10. Ali Hosseini, Paulos Windimu, Ole Jonny Klakegg, Bjørn Andersen and Ola Laedre
“Project Partnering in the Construction Industry: Theory vs. Practice” - The Engineering
Project Organization Journal (January 2018) Volume 8.
11. Anthony E. Sparkling; Sinem Mollaoglu and Ahmet Kirca “Research Synthesis
Connecting Trends in Architecture, Engineering, and Construction Project Partnering”
Article in Journal of Management in Engineering ꞏ July 2016
12. Relevance of Partnering as an Alternative Approach to Management of Construction
Projects in Ghana - Journal of Education and Practice, Vol.7, No.14, 2016.
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