MSCM 600

ADVANCE CONSTRUCTION PROJECT MANAGEMENT

ASSIGNMENT NO. 1

Submitted by:
Francis Larry V. Rosario,uap
MSCM LOC 1C

Submitted to:
Engr. Paul Michael C. Guntalilib, PMP
Subject Course Specialist

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 Table of Contents:

I. Introduction ------------------------------------------------------------1

II. Objectives--------------------------------------------------------------2

III. Body of Unit------------------------------------------------------------2-6

IV. References--------------------------------------------------------------7

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I. Introduction

Project Management as of to date is done in various

industries, as such this also resulted in different approaches of

methodologies to orchestrate and tailored fit also to control projects

from start to finish, allowing that objectives can be delivered on time,

within scope and on budget. There have been various attempts and

mechanisms to adapt to different project types, industries and team

compositions. However, specific for construction industry it reflected true

innovative solutions on project managing that led to formulation of

methods that move us from the traditional or static into a flexible or

kinetic approaches on giving deliverables.

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II. Objectives

The aim of this research gives a comprehensive

comparative view of agile, scrum and traditional method of project

management specifically in construction projects. Knowing its theories

and how it is good sides that can be beneficial in the operations and

procedures, also knowing its down sides that can be a threat. Various

projects scopes in a consultancy firm will be also tackled for an overview

how agile project management works. A scenario experience-based

process will be also given for a clear overview of how a current

construction flow of to date shall be done. Considering that all of these

are local based reference setting.

III. Body of Unit

Agile Project Management

Construction in the 20th century showed a great

movement as the prime economic source. From services output up to

product deliverables, correct and effective project managing is the

backbone of smooth operation, productivity and result. Agile thinking,

production and project management has evolved since 1990 as a

response to the gains made in Japanese industries since their

restructuring after the Second World War. It has made significant

headway in the information systems industry; however, impartial

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academic studies as to its advantages are sparse. In order to investigate

the potential for an underlying theory of ‘agile’, it is first necessary to

understand its underlying rationale, and to then assess the possibility of

engaging any strengths in other domains. (R.L. Owen, L. Koskela)

Agile Project Management is one of formulated

strategy for project management systems it focuses on delivering

maximum value against business priorities in the time and budget

allowed, especially when the drive to deliver is greater than the risk.

(APM,2024) Agile project management contrasts with traditional

project management methodologies that are linear and sequential. It

helps in adaptive learning and addressing change even during the

project implementation phase. It is a popular methodology employed

for project management that emphasizes flexibility, collaboration, and

customer feedback. Traditional projects are performed in a single

continuous flow, with sequential steps that include:

1. initiation/planning phase,

2. a design phase,

3. a construction phase,

4. a testing phase,

5. and a turnover to the user phase,

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6. followed by project closeout.

In a perfect world, construction scheduling, planning, and execution

processes would be detailed and robust enough to avoid project issues

and delays. However, a significant number of projects, especially large

and complex ones, have delays and cost increases. Aside from material

costs, the most significant cost element in construction project is labor.

Project labor costs increase from the baseline plan when delays occur.

It may seem obvious, but to avoid delays the project needs the right

people, at the right location, with the right material and tools, and with

the right work instructions.

In the Agile construction method, smaller and

shorter gradual goals define the project. The classic and linear waterfall

project management method has a brief plan, test, and build process

before the project starts that’s difficult to change once construction

starts. This often led to complicated and long schedules with little room

for change. Handovers are only done once the entire project is

completed. Project management in construction, like any other project

management, isn’t set in stone. Unexpected weather, design changes,

and supply shortages influence the building process. With Agile

management, shifting and working around conditions are simpler to

manage. The staged approach makes it easier to adjust planning stages

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(sprints) based on the unexpected and capitalize on opportunities to

realize more value. Construction project managers see the benefits of

using the Agile project management methodology with the critical path

method of scheduling and planning.

Agile project management is an excellent fit for

construction, using real-time data and adding a value focus to pull

planning and look ahead schedule reviews. Using both methods in

construction provides significant value to the CPM waterfall approach.

However, the approach to Agile Construction may lead to unforeseen

risks. The construction process is sequential, and large projects are

scheduled for the most efficient use of contractors and crews to deliver

the project on time and within budget. The Agile process would need to

work with the contractual, schedule, and cost goals to avoid change

orders, delays, and cost overruns.

Another method for construction project

management is the scrum method. Scrum is an agile project

management framework that was originally developed for software

development. It is now used in many different industries, including

construction. The framework is based on the principles of transparency,

inspection, and adaptation. These principles help to ensure that projects

are delivered on time and within budget, while also delivering the

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highest value to stakeholders. Scrum is designed to be flexible and

adaptive, meaning that it can be adapted to meet the unique needs

of any project. This makes it an ideal solution for construction projects,

which are often complex and subject to frequent changes.

Scrum helps to ensure that projects are delivered on

time and within budget. By breaking the project down into smaller

sprints, the team can identify and address any problems early on, before

they become bigger and more difficult to solve. Another benefit of

Scrum is that it promotes transparency and collaboration. The daily

stand-up meetings and sprint reviews ensure that everyone is informed

of progress and that the team is working together effectively. This helps

to reduce the risk of misunderstandings and delays. Finally, Scrum allows

for continuous improvement. The sprint retrospectives give the team an

opportunity to reflect on the sprint and identify ways to improve the

process for the next sprint. This means that the team is always looking for

ways to do things better, which can lead to improved results and

increased efficiency. (Bryan Hendrick 2023). Agile project management

for construction in conclusion is a good strategy and beneficial for

repetitive work or common requirement output. Example for housing

projects that must possess a consistent product in a repetitive manner.

‘’Quality’’ can be done beforehand in a model by doing all the

controlled component of the building. It will be then the recipe or the

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 standard of the next output that can be done in bulk and workload can

be disseminated into different contractors to achieve a faster output.

IV. Reference:

1. Association of Project Management UK (2024). What is agile project

management? https://www.apm.org.uk/

2. Strausser, G. (2015) Application of Agile Project Management Tools and

Methodologies Construction Management Application

3. R.L. Owen, L. Koskela (2000) Agile Construction Project Management

, Research Institute of the Built & Human Environment, The University of

Salford, Greater Manchester

4. Bryan Hendrick (2023), Scrum in Construction Project Management: An

Introduction