Understand the phases of development and implementation of projects in the built environment.

Assignment Brief

Module Information

Course Title BSc(Hons) Surveying (Building Surveying) BSc(Hons) Construction Project Management

Module Title Project Planning and Control Module Code TIA1023 

Learning outcomes (to be assessed)

Knowledge and understanding

1. Understand the phases of development and implementation of projects in the built environment.
2. Have knowledge of the roles of stakeholders and success measures at the outset of a project and recognise their achievement or otherwise at completion.
3. Understand the theory and practice of project management in construction.
4. Understanding principles of human resource management including motivation, leadership and employment law

Abilities

1. Ability to develop appropriate plans for a project, considering variability and project complexity
2. Critically evaluate the application of various tools and techniques for project management

Sample Answer

Project Planning and Control in the Built Environment

Introduction

In the construction industry, good project planning and control are key to delivering successful projects. This assignment explains the phases of project development, the roles of different stakeholders, how success is measured, and how project management theory applies to real construction projects. It also discusses important human resource (HR) principles like leadership and motivation. Lastly, it examines project management tools and techniques, assessing their benefits and limitations in construction practice.

Phases of Project Development in the Built Environment

Projects in the built environment typically go through several key stages:

1. Initiation – This is the planning stage. The client`s needs are identified, and goals are set. A feasibility study is often done here.

2. Design and Development – Architects and engineers create detailed drawings. The scope of the project becomes clearer.

3. Procurement – The client selects contractors and suppliers. Different procurement methods like traditional, design and build, or management contracting may be used.

4. Construction – The project is built on-site. Regular progress monitoring and quality checks happen.

5. Commissioning and Handover – The building is tested and handed over to the client.

6. Operation and Maintenance – The building is now in use. Facilities management and maintenance plans start.

7. Project Closure – A final review is done to check if objectives were met.

These phases help to organise complex construction work and ensure that all aspects of the project are considered from start to finish.

Stakeholders and Success Measures

Stakeholders in a construction project include the client, contractors, architects, engineers, project managers, local authorities, and sometimes the public. Each has different interests and responsibilities.

Success is often measured by:

• Time – Was the project completed on schedule?

• Cost – Did it stay within budget?

• Quality – Were the design and construction standards met?

• Sustainability – Was the project environmentally friendly?

• Client satisfaction – Was the client happy with the final result?

An example is the Crossrail project in London. Though it faced delays, its success will be judged not just on timing but also on how well it improves transport for the city.

Project Management Theory and Practice

Project management in construction follows several key theories and practices. The Iron Triangle model shows how time, cost, and quality are connected, changing one will affect the others.

Critical Path Method (CPM) helps managers understand the most important tasks and avoid delays. Gantt charts show timelines visually and are widely used.

In practice, good communication and coordination between teams are essential. The Project Manager acts as a central figure, responsible for planning, managing risk, monitoring progress, and solving problems.

Human Resource Management in Projects

Construction projects rely on people. Managing the workforce well is crucial. HR management includes:

• Motivation – Using theories like Maslow’s Hierarchy of Needs or Herzberg’s Two-Factor Theory can help managers keep staff motivated.

• Leadership – A good leader must communicate clearly, solve conflicts, and inspire teams.

• Employment Law – Workers must be treated fairly under laws like the Employment Rights Act 1996, including fair pay, safe working conditions, and anti-discrimination.

If employees feel supported and motivated, productivity improves and mistakes are reduced.

Developing a Project Plan

A good project plan outlines:

• The scope of work

• The budget

• The schedule

• Resources needed

• Key risks

Project complexity increases when multiple contractors, tight deadlines, or strict regulations are involved. To manage this, methods like Work Breakdown Structures (WBS) are used to divide the project into manageable parts.

Variability, such as weather or material delays, must be factored in using contingency plans and risk registers.

Continued...