Introduction CM 2014

School of Civil and Environmental Engineering
COTM 5104: CONSTRUCTION MANAGEMENT
Chapter 1
Introduction
Contents
Introduction
1. Construction Industry
2. Domestic Construction Industry
3. Fundamentals of Management
2
1.1. General
 Construction: is a process of constructing something by
man for one purpose or another. It may be a road, bridge,
dam, dwelling place, an airport, commercial building, etc.
 Construction types:
 Residential buildings;
 Institutional and commercial buildings;
 Specialized industrial construction; and
 Infrastructure and heavy construction.
 Construction Industry (CI) is an industry which is involved
in the planning, execution and evaluation of all types of
civil works.
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1.1. General
 Project: is some form of human activity that has a
beginning, a productive phase and an end, creating
something that did not exist before.
 Construction Project: is an investment of scarce resources
with a definite objective, time horizon and geographical
boundary.
 Construction projects are mostly constructed on the ground
and exposed fully to the local environment.
 A construction project has different scale and
complexities. It ranges from improvements to large
investments. But, every project is:
 An investment of resources, and
 A cause of irreversible change.
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1.1. General
 Common characteristics of construction projects:
 It has a specific starting and finishing time.
 It has usually geographical and sometimes organizational
boundary.
 It has clearly defined set of objectives.
 It entails the investment of scarce resources in the
expectation of future benefits.
 It may be planned, financed and implemented as a unit.
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1.2. Study of Construction
 Study of Construction mainly covers two themes:
1. Construction Technology: Relates to methods and techniques
used to place the physical materials and elements of construction
at the Job site.
2. Construction Management: Addresses how available resources
will be applied.
Money Manpower
Materials Machines
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1.2. Study of Construction
 Many great construction projects mark
significant milestones in human
history:
1. Great Pyramids;
2. Brooklyn Bridge;
3. Panama Canal; and
4. Euro/channel tunnel.
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1.3. Construction Industry Category
 Construction Industry can be categorized into three major
sectors:
i. Transport and Communication Sector - Road, Railway,
Airway, and Telecommunication related physical works;
ii. Water and Energy Works – Hydropower development,
transmission lines, wind power, irrigation projects; and
iii. Buildings and Other Physical Infrastructures.
Infrastructures
 CI is among the leading industry in producing employment
and contribute to the over all national development.
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1.3. Construction Industry Category
Transportation Infrastructure
The Construction Energy supply
Industry
Urban development Water supply

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1.4. Construction Industry Attributes
1.4.1 Nature of Construction Industry:
 Requires big capital investment thus is highly affected by
the economy of the nation.
 Consumes much of the national budget in developing
countries like Ethiopia.
World Total 3.41 Trillion $ 1. US $819 B (8.2%)
Asia 1,113 Billion $ 2. Japan $618 B (13.9%)
Europe 1,017 Billion $ 3. Germany $253 B (11.4%)
North America 885 Billion $ 4. China $181 B (17.0%)
Latin America 241 Billion $ 5. UK $109 B (7.7%)
Middle East 101 Billion $ Ethiopia $ 402 M(59.8%)
Africa 56 Billion $ 10
A. Nature of production: mainly on site.
 Changing supply-chain relationship and production site.
 Exposed to extreme weather condition.
 Seasonal disruption.
 Health and safety concerns.
B. Nature of product
 Large, heavy, durable, expensive, heterogeneous, and
immobile.
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C. Demand for the product
 Demand is usually driven by ‘other’ goods and services;
not controlled by industry,
 In the majority of cases, clients define requirements
before the industry provides it,
 Time lags between demand and supply is long.
D. The Workforce
 The industry is, by its very nature, an overwhelmingly
domestic and labor-intensive industry despite the
advancement in modern technologies.
 Construction is a team output and requires motivated and
skilled workers.
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1.4.2 Uniqueness of Construction Industry:
 Fragmented industry;
Sequential process
Need Design Bid Build
Client A/E Client Contractor
Fragmented project participants
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 Long production cycle;
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 Large uncertainty;
 Temporary organization nature;
 Unpredictable work load; and
 Subject to environmental impact.
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1.5. Roles of Construction Industry
 Construction Industry is the most important enabler for
social, economic and political development of countries.
 It provides the basis upon which other sectors can grow
by constructing the physical facilities required for the
production and distribution of goods and services.
 Specifically this fact is true for least developing countries
like Ethiopia because projects are:
 Inter-sectoral;
 Source of employment; and
 Demands huge capital budget.
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1.6. Construction Project Lifecycle
 The project life cycle of a construction project may be viewed as a process
through which a project is implemented from cradle to grave (vital)
Definition of project
objectives and scope
Fulfillment
Conceptual plan or
of useful life
preliminary design
Acceptance of facility Plans and specifications
Completion of
construction
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1.7. Stakeholders of Construction sector
 Stakeholders of Construction sector:
 Construction Industry involves many people, organization, agencies,
ministries, designers, contractors, project managers, equipment
suppliers, material suppliers, testing Laboratories, etc.
Architect
Subs Owner
Contractor Suppliers
Vendors
Engineer (sellers)
Public
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1.7. Stakeholders of Construction sector
 Contractual stakeholders:
 Employer/Client,
 Consultant/Engineer, and
 Contractor.
 Non-contractual stakeholders:
 Public agencies: Statutory Agencies (EEPCo, AAWSA,
Fire Authority), Public authorities and Municipalities
(land and building permit),
 Suppliers, and
 End users etc.
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1.7. Stakeholders of Construction Sector
1.7.1 Employer/client
 Employer/Client is the initiator and owner of the project (it
can be public or private client).
 The client is the most important party who is active from
inception to completion and event to post-occupancy
maintenance.
 Duties of the client encompass the following:
 Availability and cost of land,
 Location & accessibility
 Required Infrastructure
 Legal constraints
 Current & future development
 Soil characteristics of land
 Site preparation (right of way)
 Permits
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1.7.2 Consultant
 The main role of the consultant is to interpret the client’s
project requirement into a specific design and possibly the
supervision.
 The consultants’ team shall:
 Ascertain(understand), interpret and formulate the client’s requirement
into an understandable project.
 Design the project to much requirements and constraints (imposed by
statutory obligations, technical feasibility, environmental factors, site
conditions, cost, etc)
 Assess client’s cost limit to decide on materials & the like.
 Prepare contract documents.
 Supervise the project and constantly inform the client on the progress
 Approve payments
 Resolve contractual disputes
 Issue provisional and final acceptance certification
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1.7.3 Contractor
 These are groups established mainly as commercial
companies, that contract to construct development projects.
 Responsibility of contractors:
 Carry out a full site investigation prior to submission of tender,
 Submit tender,
 Plan, Program, Control the construction process.
 Notify the consultant about delays, discrepancies,
 Effect all payments to his employees, suppliers, subcontractors,
 Rectify all defects on completion of works, etc
 Provide post occupancy repair and maintenance if required.
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1.8. Resources for Construction Industry
 The following resources are vital that make up an integral
components for construction industry:
 Human Resources (Labor or Workmen);
 Financial Resources ( Fund);
 Information Resources;
 Physical Resources ( Materials, Equipment and Other
Assets); and
 Services and Management.
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2.1. Domestic Construction Industry: Historical Aspect
 Previous monarchies had contributed to the development of
construction in Ethiopia.
 Historic chronicles of the 17th and 18th centuries showed that
there were a number of small roads, palaces and river
improvement works.
 Among the Emperors Atse Fasil, Atse Tewodros and Atse
Menilik were noted for their major contributions.
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 Modern construction however had started during the reign
of Emperor Menilik II (The road from Addis Ababa to
Asmara).
Asmara
 Italy during its invasion (1936-1941)
1936-1941 had also contributed
to the development of the construction industry. It had
constructed about 6000km of roads.
 After Italian invasion, the first Ministry called “ Ministry
of Communication and Public Works’’
Works was established
during the Imperial regime.
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 The construction development can be reviewed into six
distinct periods based on the historical paradigm shifts in
the construction industry in Ethiopia:
i. Pre 1968: Foreign Companies dominated construction Industry.
ii. 1968-1982: Emergence of Small scale Domestic construction
companies,
iii. 1982-1987: Parastatal companies dominated Construction
Industry,
iv. 1987-1991: Fragmentation between Design services &
Construction works,
v. 1991-2001: Parastatal Domination legally abolished, and re-
emergence of private construction companies,
vi. 2001- to date: Integration and Capacity Building.
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2.2. Current Status of Local Construction Industry
 Current status of the construction industry is distinguished
by:
 Lack of clear developmental objectives for the industry;
 Inadequate co-ordination of planning between the industry and
infrastructure programs in the various sectors of the economy;
 Heavy dependence on foreign resources such as materials,
equipment and expertise, which continue to be supplied to a major
extent by foreign consultants and contractors;
 Transport bottlenecks to the distribution of construction materials
and equipment;
 Inadequate relevant local construction regulations and standards;
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 Current status of the construction industry is distinguished
by:
 Control of the construction sector by small-to-medium sized firms
and parastatal construction enterprises operating at low levels of
capacity and with inadequate working capital;
 Inadequate and ineffective organizations representing the interests of
contractors, consultants and engineers;
 Inadequate numbers of suitably qualified and experienced
personnel, at all levels: engineers, technicians, mechanics, operators
and foremen etc.;
 Inadequate consideration given to the use of local resources
(including community participation in labor-based works);
 Little consideration given to the concept or cost of maintenance as a
component of investment costs.
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 The general state of the domestic construction industry
in Ethiopia is characterized by the following five major
deficiencies:
 An inadequate capital base;
 Old and limited numbers of equipment;
 Low levels of equipment availability and utilization;
 Deficiencies in technical, managerial, financial and
entrepreneurial skills; and
 Insufficient and ineffective use of labor-based construction
and maintenance technology.
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2.3. Challenges of Domestic Construction Industry
 Some of the major challenges faced in the Ethiopian
construction industry are:
 Lack of equipment and material;
 Obstacles posed by government regulations;
 Scarcity of finance;
 Big projects off-limits to domestic firms;
 Inefficient custom and clearance(allowance);
 Lack of skilled labor; and
 Construction project delays:- Delays are common to
construction projects in Ethiopia.
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2.4. Recent Trends and Future Prospects
2.4.1 Road Construction
 The Road Sector Development Plan (RSDP) has been
implemented over a period of thirteen years and in three
separate phases, as follows:
 RSDP I – Period from July 1997 to June 2002 (5 year plan);
 RSDP II – Period July 2002 to June 2007 (5 year plan); and
 RSDP III – Period July 2007 to June 2010 (3 year plan).
Phases of the Program Financial (in Million % Physical ( in km) %

ETB)
Budget Disb. Plan Acco.

RSDP I (Five Years ) 9812.9 7284.5 74 8908 8709 98
RSDP II (Five Years) 15985.8 18112.8 113 8486 12006 142
RSDP III (Three Years) 34643.9 34957.8 101 20686 19250 93
Total RSDP (Thirteen
Years ) 60442.6 60355.1 100 38080 39965 105 31
 RSDP IV is prepared as part of Governments’ overall
Growth and Transformation Plan.
 Implementation of RSDP IV is major strategic pillar of the
Growth and Transformation Plan.
 RSDP IV consists of:
 Rehabilitation of 728Km of trunk roads;
 Upgrading of 5,023Km of trunk and link roads;
 Construction of 4,331Km of new link roads;
 Heavy maintenance of 4,700Km of paved and gravel roads; and
 Routine maintenance of 84,649Km of road network.
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 The program also consists of the following regional and
Wereda road components through Universal Road Access
Program, URAP.
 Construction of 11,212Km of new rural roads through
the RRAs; and
 Construction of 71,523Km of Wereda roads through the
Wereda road offices.
 Cost Estimate:
 The total cost of implementing RSDP IV is estimated to
be ETB 125,276.7 million.
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2.4.2 Railway Construction
 Ethiopian Railway Corporation, ERC is presently
managing a 5,000Km proposed National Railway Network
study and the Addis Ababa Light Rail Transit (AALRT)
Project.
A. Addis Ababa Light Rail transit Project (AA LRT):
 The 1st Phase of the LRT project comprises an East-West
line from Ayat to Torhailoch (17.35Km) and a North-
South line from Menelik II Sq. to Kality (16.90 Km).
 The Total Length of Phase I will be 34.25Km.
 Cost: USD 3 milion per Kilometre.
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A. Addis Ababa Light Rail transit Project (AA LRT):
AAU, AAiT, Construction Management, Lecture Notes, March 2014, Getaneh G. 35

B. Federal Railway Projects
 Ethiopia has launched the construction of a 5,000Km railway
complex which aims to link the capital, Addis Ababa, to
various regions of the country.
 According to the GTP 2,000Km of the total will be
constructed in the next five years.
 The first phase of construction will be the construction of
five railway tracks, which will create job opportunities for
over 300,000 citizens nationwide, and will cost the nation an
estimated 6 billion Birr (US$336 million) annually.
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Project Route Via Distance
Phase (Km)
Phase I Route 1 Addis Ababa (Sebeta)_Mojo_Awash_Dire Dewa_ 656
Djibouti
Part of Route 3 Addis Ababa(Sebeta)_Ejaji_Seka_Bedele 366
Part of Route 6 Weldia_Mile_Djibouti_Railway 256
Part of Route 5 Awash_Kombolcha_Mekele 556.2
Phase II Route 4 Ejaji_Nekemt_Asossa_Kurmuk 460
Route 2 Mojo_Shashemene_Konso_Woyito_ Konso_ Moyale 905
Route 7 Wereta_Azezo_Metema 244
Part of Route 5 Mekele_Shire 201.2
Part of Route 6 Fnoteselam_Bahirdar_Wereta_Weldia 461
Route 8 Adama_Indeto_Gasera 248
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2.4.3 Hydropower Development
 Ethiopia has a vast hydropower potential, which is
estimated to be about 45,000 MW.
 Even though Ethiopia considers itself the Powerhouse of
Africa, so far very little percentage (less than 5%) of the
vast potential has been harnessed.
 In 2009 less than 10% of Ethiopians had access to
electricity and the country was plagued by power outages.
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Name Installed Commissi Basin Contractor Financing Cost
Capacity oning
Fincha 134 MW 1973 Fincha (Blue Nile)
Gilgel Gibe I 180 MW 2004 Omo river Salini (bid) World Bank $331m
Tekeze 300 MW 2009 Tekeze (Atbara) Sinohydro Corpor Chinese $365m
ation
Beles 460 MW 2010 Lake Tana (bid) (no bid)
(Blue Salini Ethiopian
Nile) government
Gilgel Gibe II 420 MW 2010 Omo River (no dam, Salini (no bid) Italy and EIB Euro 370m
fed by GG I)
Gilgel Gibe III 1870 MW 2012-13 Omo river Salini (no bid) Italy Euro 1.55bn
Fincha Amerti 100 MW 2013 Fincha (Blue nile) China (CGGC) Exim Bank of $276m
Nesse (FAN) China
Halele 440 MW 2014 Omo river Sinohydro Corpor FairFund? Euro 470m
Worabese ation
Gilgel Gibe IV 2000 MW 2014 Tributary of the Sinohydro Corpor Chinese $1.9bn
Omo River ation
Chemoga Yeda 278 MW 2013 tributary of the Blue Sinohydro Corpor Chinese $555m
Nile, near Debre ation
Markos
Genale Dawa 256 MW Awarded between Oromo and Chineese (CGGC) Chinese $408m
III in 2009 Somali state
Possible interconnection with neighboring countries

2.4.4 Wind Power Development
 EEPCo has decided to use wind power for the several
advantages that it posses:
 Being renewable;
 Being reliable and affordable;
 Being complementary to hydropower plants: rainy season –
low wind; dry season – high wind potential; and
 combining wind and hydro adds value to the hydro plant,
i.e. longer operation time, also at the end of dry season
(water saving through wind).
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S. No. Name of the project Electric power Year of
generation capacity in completion
MW
1 Ashengoda Wind Power Project 120 (€210 million ) 2012
2 Adama Wind Power Project 51 ($117 million) 2011
3 Adama II Wind Power Project 51 2013

4 Assela Wind Power Project 100 2013
5 Ayisha Wind Power Project 300 2012
6 Debre Birhan Wind Power Project 400 2013
7 Messobo Wind Power Project 42 2012
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Four major search areas for wind power

2.4.5 Irrigation Projects
2.4.6 Housing development projects
2.4.7 University Capacity Building Projects, UCBP
2.4.8 Sugar Factory Projects
2.4.9 Fertilizer Factory Projects
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3.1. Management: Definition
 A means of achieving political, economic, and social
objectives.
 A means of integrating resources (materials, finance,
human resources, information, etc.,) in order to achieve
organizational objectives efficiently and effectively.
 A means of getting things done through people in order to
achieve objectives.
 A process of establishing vision, mission, values,
objectives, goals, and strategies and communicating these,
and guiding and empowering others to accomplish them.
 A process of planning, organizing, directing and controlling
of organizational activities in order to achieve objectives.
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3.2. Management Functions
 Management is a set of goal-directed, interrelated
and interdependent activities, aimed at
accomplishing organizational goals in an efficient
and effective manner.
 Generally, management functions encompass:
planning, organizing, leading and controlling.
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Management Function inputs and outputs
Management sets direction
Planning
Performance
Resources
•Attain goals
•Human
•Products
•Financial Controlling Organizing
•Services
•Raw Materials
•Efficiency
•Technological
•Effectiveness
•Information
Leading
Inputs Outputs
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 Planning: devising a systematic approach for attaining
the goals of the organization.
 Organizing: determining how activities and resources are
grouped and the composition of work groups and the way
in which work and activities are to be coordinated.
 Leading: guiding, leading and overseeing of employees
to achieve organizational goals.
 Controlling: establishing performance standards and
comparing results and expectations to make appropriate
changes.
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Planning Organizing
Management
Functions
Controlling Leading
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3.2.1 Planning
 Management starts with planning. Without a plan
organizations will never succeed. If they do, it will have been
by luck or chance and is not repeatable. Plan, will help us in:
 What to accomplish (goals);
 When to accomplish the goals;
 What resources to use;
 Who should accomplish what;
 Where to accomplish; and
 What methods to use.
 Assess all possible scenarios including the best and worst and
what actions to take.
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3.2.2 Organizing
 Organizing refers to the process of designing jobs and
departments and determining authority relationships in
organizations.
 Organizing:
 Permits people to work together in order to achieve goals;
 Helps to achieve synergy (interaction);
 Avoid duplication of resources;
 Establish authority ; and
 And facilitate communication.
52
3.2.2 Organizing
 Some issues in organizing include:
 Specialization (division of labor);
 Grouping jobs into departments and structuring
(functional, product, customer, geographic);
 Determining authority relationships (span of control,
chain of command);
 Delegation of authority; and
 Centralization and decentralization.
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3.2.3 Leading
 Influencing, inspiring and empowering employees to
work towards the leaders vision.
 Leading involves:
 Building successful groups and teams in organizations;
 Motivating people;
 Communication; and
 Developing organizational change.
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3.2.4 Controlling
 The process of measuring performance, comparing it
with the objectives, and making any necessary
adjustments.
 The purpose of control include:
 Adapting to changes;
 Minimizing consequences of errors;
 Helping the organization cope with complexities; and
 Improving efficiency.
55
3.2.4 Controlling
A. Control Purpose
 The control function, in turn, has four basic purposes.
56
3.2.4 Controlling
B. Control Process
57
3.3. Levels of Management
Manager: Definition
 The people looking beyond
themselves and exercising
formal authority over the
activities and performance of
other people in pursuit of
organizational goals.
 Someone whose primary
responsibility is to carry out the
management process.
 Someone who plans and makes
decisions, organizes, leads, and
controls human, financial,
physical, and information
resources.
58
A. Top Managers
 The relatively small group of executives who manage the
organization’s overall goals, strategy, and operating
policies.
B. Middle Managers
 Largest group of managers in organizations who are
primarily responsible for implementing the policies and
plans of top managers. They supervise and coordinate the
activities of lower-level managers.
C. First-Line Managers
 Managers who supervise and coordinate the activities of
operating employees.
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Levels of Management
Top managers
Middle managers
First-line managers
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Areas of Management A
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Make decision about the
overall direction and
Top Level performance of the
organization
Translate the over all direction

Middle Level and performance into specific
objectives and plans
Implement directions
Lower Level and plans through
production and delivery
of services
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3.4. Managerial skills
 Conceptual skills: the capacity to think in the abstract
and to see the organization as a complete unit and to
integrate and give direction to its diverse activities so that
objectives are achieved.
 Interpersonal skills: the ability to communicate with,
understand and motivate both individuals and groups.
 Technical skills: skills necessary to accomplish or
understand the specific kind of work being done in an
organization.
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3.4. Managerial skills
Conceptual Skills
Intellectual ability to process information and make accurate
decision about the work, group, and the job
Interpersonal Skills
Management Skills
Communication , conflict resolution, leading
Technical Skills
Knowledge and ability to accomplish the specialized activities of the
work group
Top Level Middle Level Lower Level
63
3.5. Construction Management
 The management of construction is an enterprise that
involves many people with diverse interests, talents and
backgrounds. The owner, design professional and
contractor comprise the primary triad of parties,
 However, others such as subcontractors, material
suppliers, bankers, insurance and bonding companies,
attorneys(lawyers) and public agency officials, are vital
elements of the project team whose interrelated roles must
be coordinated to assure a successful project.
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3.5. Construction Management
 The function of project management for construction
include:
 Specification of project objectives and plans including
delineation of scope, budgeting, scheduling, setting performance
requirements, and selecting project participants.
 Maximization of efficient resource utilization through
procurement of labor, materials and equipment according to the
prescribed schedule and plan.
 Implementation of various operations through proper
coordination and control of planning, design, estimating,
contracting and construction in the entire process.
 Development of effective communications and mechanisms for
resolving conflicts among the various participants.
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3.6. Organization Management
A. Organization
 A consciously coordinated social unit, composed of two or
more people influencing each other that functions on a
relatively continuous basis to achieve a common goal or set of
goals.
 It is a structured process in which people interact and
influence each other in order to achieve objectives.
B. Components of Origination
 People,
 Influence ,
 Goals or Purpose,
 Structure, and
 Technology.
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3.6. Organization Management
C. Organization Environment
Macro or Far Environment
Near or Operating
Environment Economic
Technological
Factors
Factors Partners
Customers
Clients ORGANIZATION
Suppliers Political
Social Competitors Factors
Factors
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3.7. Organizational Structure
 Organizational structures can fall into either mechanistic
or organic forms.
 Mechanistic organizations are rather rigid in that they
comprise distinctly delineated jobs, clearly defined
hierarchical structure and are driven primarily by top-down
command and control. Mechanistic organizations are tall
structures, consisting of hierarchies with several layers of
management levels.
 Organic structures are is relatively flexible. They are
structurally decentralized, empowering employees at all
levels of the organization to take personal responsibility for
the processes and activities in which they are engaged.
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 Organizational design is creating an appropriate
organizational structure that will enable the organization
to accomplish its goals.
 The organization can choose from among functional,
divisional or matrix designs, whichever is appropriate.
 It is the process of arranging, allocating work authority
and resources to achieve organization goals.
 It involves:
 Identifying tasks to be performed;
 Allocating the tasks among members; and
 Integrating efforts to achieve its objectives.
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Key Concepts
 Span of Management Control: The number of
subordinates reporting directly to a given manger;
 Chain of Command: The plan that specifies who reports
to whom in an organization, such reporting lines are
prominent features of organization chart;
 Coordination: The integration of the activities of the
separates parts of an organization to accomplish
organizational goals; and
 Downsizing: A version of organizational restructuring
which results in decreasing the size of the organization
and often results in a flatter organizational structure.
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3.7. Organization Structure
3.7.1. Functional Organization
 In a functional organization, tasks or jobs of similar
nature are grouped together and structured as a unit.
Each unit is staffed by functional specialists.
 Structuring the organization along the functional lines
facilitates good coordination and makes supervision of
the unit easy for managers as they only need to be
familiar with a narrow set of skills.
General Manager
Marketing Mgr. Production Mgr. Finance Mgr. HRM Mgr.
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3.7.2. Divisional Organization
 Divisional structures are grouped according to workflow
and structures are made up of independent strategic
organizational units.
 The workflow can be broken into product lines,
geographic regions, etc.
GM (Head Quarter)
(A.A)
DGM (Awasa) DGM (Mekelle)DGM (Bahir Dar)

Dar DGM (Jimma)
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3.7.3. Matrix Organization
 In matrix organization, individuals are made responsible
both to their line manager and the project manager
involved.
 The matrix concept facilitates working on concurrent
projects by creating a dual chain of command, the
project (program, systems, or product) manager and the
functional manager.
 Matrix structures utilize functional and divisional chains
of command simultaneously in the same part of the
organization, commonly for one-of-a-kind projects.
73
3.7.3. Matrix Organization
Head Quarter
Material
Human
Production Finance Marketing &
Resource
Procurement
Marketing HR
Project A Production Finance Materials
Grp Grp
Manager Grp Grp Grp
Production Finance Marketing Materials

Project B HR
Grp Grp Grp Grp
Manager Grp
74
THANK YOU!
75

Introduction CM 2014

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School of Civil and Environmental Engineering

COTM 5104: CONSTRUCTION MANAGEMENT

2. Domestic Construction Industry

Urban development Water supply

Need Design Bid Build

Client A/E Client Contractor

Fragmented project participants

Acceptance of facility Plans and specifications

Phases of the Program Financial (in Million % Physical ( in km) %

Budget Disb. Plan Acco.

AAU, AAiT, Construction Management, Lecture Notes, March 2014, Getaneh G. 35

AAU, AAiT, Construction Management, Lecture Notes, March 2014, Getaneh G. 38

AAU, AAiT, Construction Management, Lecture Notes, March 2014, Getaneh G. 41

1 Ashengoda Wind Power Project 120 (€210 million ) 2012

2 Adama Wind Power Project 51 ($117 million) 2011

3 Adama II Wind Power Project 51 2013

AAU, AAiT, Construction Management, Lecture Notes, March 2014, Getaneh G. 44

Translate the over all direction

Marketing Mgr. Production Mgr. Finance Mgr. HRM Mgr.

DGM (Awasa) DGM (Mekelle)DGM (Bahir Dar)

Production Finance Marketing Materials

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