Course Outline - MPM

8/11/2019 Course Outline - MPM

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COURSE OUTLINE


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CE70.11 : Project Cost and Financial Management 3(3-0)

Rationale:

Cost is a very important factor in project management. This course impacts the skills needed toestimate, plan and control project costs on large infrastructure projects. The course is designed inthree self-contained modules corresponding to different requirements in the infrastructure costmanagement process. Upon completion of this course, students are able to develop projectfeasibility study, to estimate project cost and to manage the financial and cost issues ofconstruction projects.

Catalog Description:

Project feasibility assessment, Effects of depreciation, taxation, inflation on project feasibility.Design cost estimating. Construction cost estimates. Risk and contingency in estimates. Costcontrol. Financial management for projects. Bidding and pricing. Budgeting and budgetarycontrol.

Pre-requisite(s):

None

Course Outline:

I Project Feasibility Assessment

1. Requirement for project feasibilityassessment

2. The Common methods forfeasibility assessment: Payback

period, Return on investment,Present Worth, Future Worth,Internal Rate of Return, Benefit costanalysis

3. The effect of depreciation on projectfeasibility4. The effect of taxation on project

feasibility5. The effect of inflation on project

feasibility6. Risk and sensitivity analysis for

projects7. Rationing capital to competing

projects

II Estimating Project Costs

1. Design Cost Estimating Methods:Unit methods, Floor area method,Regression method, Factor andPercentage methods, Parameterestimating, Cost-capacity ratios,Cost significant estimating.

2. Construction Cost Estimates: Ageneralised procedure. Estimating

costs for specific project elements3. Making adjustments to costestimates: Cost indices, locationfactors, etc.

4. Whole life cycle costing (WLCC) of projects

5. The allocation and appropriation of project contingencies

III Cost and Financial Management

1. Project cost accounting and control2. Budgeting and budgetary control3. Bidding strategy and project pricing4. Financial management of projects

and implications for companies5. Managing risk and returns

Textbook:

Lecture notes, chapters from the reference books below and relevant journal articles.


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References:

Blank, L. and Tarquin, A. (2000): Engineering Economy , 5th Edition. New York : McGraw Hill.Peurifoy, R. L., and Oberlender, G. D. (2002): Estimating Construction Costs , 5th Edition.New York : McGraw Hill. Damordaran, A. (1996): Investment Valuation: Tools andTechniques for Determining the Value of Any Assets : University Edition, John Wiley andSons, Inc.Harris, F. and McCaffer, R. (2001): Modern Construction Management , 5th Edition. London :Blackwell.Thuessen, J. G. and Fabrycky, W. J. (2001): Engineering Economy , Prentice HallHalpin, D. W. (1985): Financial and Cost Concepts for Construction , John Wiley & Sons

Journals/Magazines/Websites:

Construction Management and EconomicsEngineering, Construction and Architectural ManagementCost EngineeringInternational Journal of Project Management

Journal of Financial management of Property and Construction

Grading System:

Case study and assignment 40%Mid Semester 20%Final Exam 40%

Instructor(s):

NAME Dr. Takayuki MinatoDr. Theerathon TharatchaiMr. Ng Eng Wan


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CE70.12 : Organizational Management in Construction 3(3-0)

Rationale:

This course explores the organizational management concepts applied in managing a constructionfirm and project. The course is divided into three modules: (i) Strategic Planning in ConstructionFirms, (ii) Organizational Management in construction Projects and (iii) Team and LeadershipDevelopment. Upon completion of this course, students will have the knowledge to analyze and

solve problems related with organizational management issues in construction firms and projects.


Strategic Planning, Project Management Maturity, Organizational Culture, Project Organization,Team and Leadership development.

Pre-requisite(s):

None

Course Outline:

I Organizational Development Strategyfor Construction Organizations

1. Strategy Planning, Formulation andImplementation

2. Organizational Structures forconstruction firms and projects

3. Project Management Maturity Integrating Project Management inother management systems inProject-Based Organizations

4.

Organizational culture inconstruction organizations

II Human Resources for ConstructionOrganizations

1. Human Resources planning2. Human Resources Development3. Salary Structures4. Appraisal System

III Team and Leadership Developmentfor Construction Project Management

1.

Dynamics of Behaviour inConstruction Organizations2. Leadership Development3. Motivating Construction Team4. Managing a Joint-Venture Project

Textbook:


References:

Naoum, Shamil (2001): People and Organizational Management in Construction , 1 stEdition, London : Thomas Telford.Daft, Richard L. (2006): The New Era of Management, International Edition , ThomsonPubliser.Coulter, Carleton (1989): The complete standard handbook of construction personnelmanagement , Englewood Cliffs, N.J.: Prentice-HallLangford Dave (1995): Human resources management in construction , Harlow, Essex :Longman Scientific & Technical.Harris, F. and McCaffer, R. (2001): Modern Construction Management , 5th Edition. London :Blackwell.Katzenbach, Jon R and Smith, Douglas K. (2003): The Wisdom of Teams: Creating the High-Performance Organization , New York : HarperBusiness Essentials.


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Construction Management and EconomicsEngineering, Construction and Architectural ManagementInternational Journal of Project Management

Journal of Construction Engineering and Management, ASCE

Grading System:


Instructor(s):

NAME Dr. B. Harimurti W. Hadikusumo


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CE70.14 : Quality Management in Construction 3(3-0)

Rationale:

This course explores the effective knowledge and practice in managing construction projectquality. The course is divided into three modules: (i) Quality Management System, (ii) TotalQuality Management in Construction Industry and (iii) Project Quality Material Management. Thefirst module explains the concept and application of quality management system in constructionindustry. The second module covers material management which contributes 60-80% of the totalproject cost. Success in managing quality of materials is significant for the overall quality of theproject. The third module covers the model of implementing Total Quality Management developedby the Construction Industry Institute, USA. Upon completion of three modules, students will beable to manage quality performance in construction projects.


Quality, Quality Control, Quality Assurance, Total Quality Management (TQM), ISO 9000, MaterialManagement.

Pre-requisite(s):

None.

Course Outline:

I Quality Management System

1. The cost of quality in construction projects

2. Statistical Quality Control3. Quality Assurance and ISO 9000

4. Project Quality Planning5. Quality Improvement Program

II Materials Management for TotalProject Quality

1. Project Material RequirementPlanning and Control

2. Material Purchasing and Control

3. Material Quality Assurance andQuality Control4. Site Material Management5. International Project Materials

Management

III Total Quality Management in theConstruction Industry

1. Road Map for TQM Implementation2. Role of Management in TQM

3. Quality Improvement Planning4. Measurement5. Construction Site Implementation

Textbook:



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References:

Kamara, J.M., Anumba, C.J., and Evbhuomwan, NFO (2002): Capturing Client Requirementsin Construction Projects , 1 st Edition, London : Thomas TelfordConstruction Industry Insitute (CII) (1987): Project Materials Management Handbook, Construction Industry Institute (CII), USA .Glagola, C., Ledbetter, WB, Stevens, JD. (1992): Quality Performance Measurements of theEPC Process , Construction Industry Institute (CII), USA .Chung, H. W. (1995): Understanding quality assurance in construction : a practical guide toISO 9000 for contractors, London : E & FN SponIreland , Lewis R. (1991): Quality Management for Projects and Programs, Pennsylvania :Project Management Institute




Grading System:


Instructor(s):

NAME Dr. B. Harimurti W. HadikusumoMr. Wiboon Tachapaisalkul


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CE70.21 : Integrated Project Planning and Control 3(3-0)

Rationale:

Project planning management is considered as a critical project success factor. Organizationsintroducing new strategic initiatives require effective project planning management. This courseexplains theories and practices of the planning and scheduling techniques applicable to theconstruction industry and introduces advanced planning tools.

Catalog Description:Translation of organizational objectives to project development, planning/scheduling and progresscontrol of project operations, logical framework techniques, network diagramming techniques,resource scheduling, line-of-balance and simulation techniques, cost/schedule control systemcriteria (c/scsc), implications of schedule related matters in contract administration, projectimplementation problems, computer applications, and disputes/claims management.

Pre-requisite(s):

None

Course Outline:

I Project Planning and Scheduling

1. Projects in organization2. Principles of project planning

management3. The role of planning, scheduling,

and progress control4. Processes of project planning,

scheduling, and progress control

II Project Planning Techniques

1. Traditional Scheduling Techniques: bar chart, s-curve, line-of-balance

2. Logical framework techniques3. Network Scheduling Techniques:

CPM and PERT, resourceaggregation, levelling, andallocation, the time-cost trade-offapproach.

4. Computerization of planningmanagement: Microsoft project andPrimavera Project Planner (P3)

III Implementation of Project PlanningManagement

1. Integrated Cost and ScheduleControl: earned valued concept,cost/schedule control system criteria,interfacing of cost and accountingcodes

2. Analysis and design of planning andcontrol system

3. Disputes and Claims Management:effects of work changes and delaystypes of delays and delay claims, anddetermination of the liabilities fordelays


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Textbook:

Lecture notes and handouts provided by the instructor.Popescu, C. and Charoenngam, C. (1995): Project Planning, Scheduling , the Control inConstruction, John Wiley & Sons, New York .

References:

Callahan, M. T, Quackenbush, D. G., and Rowings, J. E. (1992): Construction ProjectScheduling , McGraw-Hill , New York .Cleland, D. I. and Ireland , L. R. (2002): Project Management : Strategic Design andImplementation 4th Edition, McGraw-Hill , New York .


Construction Management & Economics, ASCE, Engineering Construction and ArchitecturalManagement, International Journal of Project Management, Project Management Journal, etc.

Grading System:

Case study and assignment 40%

Mid Semester 20%

Final Exam 40%

Instructor(s):

NAME Dr. Chotchai CharoenngamDr. Santi Charoenpornpattana


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CE70.22 : Legal and Contractual Risk Management 3(3-0)

Rationale:

This course provides a general foundation in construction law, risk and contracts that constructionpractitioners need to protect themselves, their employers and the works. To facilitate smoothrunning of construction projects, construction professionals need to be aware of their rights,obligations and liabilities when they enter into contractual relations either as individuals or onbehalf of their employers. Upon completion of this course, the students will have the knowledgeto develop a sound and effective contract as well as manage the contract.


Construction risks, general principles of law, contract principles, construction contracts,procurement systems, tortuous liabilities, laws relating to land, construction statutes,construction claims prevention and management, disputes and their resolution, constructioninsurance.

Pre-requisite(s):

None

Course Outline:

I Management of Construction Risks

1. Understanding risko Causes and sources of risko Benefits of risk management

2. Risk identification tools andtechniques

o Review Techniqueso Information gathering

techniqueso Checklistso Assumption analysiso Diagramming techniques

3. Risk assessment tools andtechniques

o Financial Methodso Non-Financial Methods

4. Risk response5. Principles of risk allocation

II Managing Construction Contracts

1. Principles of Contractso Formation of binding

contractso Discharge of contractso Remedies for breach of

contracts2. Construction Contracts

o Types of contracts and

III Construction Liabilities andInsurance

1. Tortuous Liabilities:o Negligence and Rylands and

Fletcher,o Nuisanceo Vicarious liabilitieso Product liability

2. Insuranceo Reasons for insuringo Different types of

construction insuranceo Determination of what, and

when, to insure.3. Construction Statutes

o Building regulationso Civil liabilityo Highwayso Health and Safety

4. Law Relating to Lando Rights over lando Planning and Environment

law


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procurement systemso Standard form of prime and

sub-contractso Management contractso Performance and paymentso FIDIC conditions of

contracts

3.

Construction Claims and Disputeso Sources of claims and

disputeso Construction claims

procedureo Methods of dispute

resolutiono Alternative dispute

resolution method

Textbook:


References:

Jervis BM and Levin P: Construction Law Principles and practice . McGraw-Hill PublishingCompany, New York . Douglas Wood (1999): Law and the Built Environment , Basingstoke :Macmillan Press.Goodwin P and Wright G (2000) Decision Analysis for Management Judgment , 2 nd Edn.,Wiley: Chichester , England .Uff, J. (1991): Construction Law , 5th Edition. London : Sweet and Maxwell.The FIDIC Conditions of Contracts , 1999 versions


Journal of Construction Procurement, CIB W92. Construction Law Review, ELSEVER, London .

Grading System:

Case study and assignment 40%Mid Semester 20%

Final Exam 40%

Instructor(s):

NAME Dr. Roland Amoussou-Guenou

Prof. Gary E. GriggsProf. Stephen O. Ogunlana


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CE70.33 : Occupational Safety and Health Management in Construction Projects 3(3-0)

Rationale:

Large construction projects, such as oil and gas construction project and power-plant project,involved expensive equipments and international stakeholders. For this kinds of projects, safetyand health in the project site are of paramount important since failure in work safely may causeunexpected high cost of accidents. This course explores advanced management approach andtechniques in managing occupational safety and health in large construction projects. The courseis divided into three modules: (i) Safety and Health in Construction, (ii) OSH Management Systemand (iii) Total Project Safety Culture. Upon completion of the course, students will have theknowledge to manage construction site safety and health, and developing total project safetyculture.


Safety, Health, Accident, Occupational Safety and Health, Safety and Health ManagementSystem, Accident Prevention Program.

Pre-requisite(s):

None.

Course Outline:

I Safety and Health in Construction

1. Safety and Accidents inconstruction projects

2. Theories of accident causation3. Health and Illness related with

construction works4. Safety Risk Analysis and Control5. Personal Protective Equipment

II OSH Management System

1. OSH Management SystemFramework

2. OSH Policy, Planning andProcedure

3. OSH Monitoring and Audit4. OSH Performance Measurement5. OSH Approach to Manage

Subcontractors

III Safety Culture Development

1. Characteristics of Effective SafetyCulture

2. Management Aspects of anEffective Safety Culture

3. Safety and Health Programs thatsupport safety culture4. Measuring Safety Culture

Textbook:



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References:

Roughton, James E and Mercurio James J (2002): Developing and Effective Safety Culture: ALeadership Approach , Butterworth-Heinemann Publisher.Levitt, R. E. and Samelson, Nancy Morse (1987): Construction safety management, NewYork : Wiley Publisher.Goetsch, David L. (2002): Occupational Safety and Health for Technologists , Engineers andManagers, New Jersey : Prentice Hall



Journal of Construction Engineering and Management, ASCE Journal of Safety Research, Elsevier Journal of Safety Science, ElsevierProfessional Safety Journal, ASSE

Grading System:


Instructor(s):



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CE70.43 : Project Financing 3(3-0)

Rationale:

Financing project is vital for development of any organizations. This course provides advancedknowledge and experience in the formulation of project financing. The focuses are on structuringof Special Purpose Vehicle (SPV) to raise funds to finance capital investment project and to designthe interactions of project participants for effective financial operations. Upon completion of thiscourse, students will have the knowledge to develop effective methods for project financing andmanaging the risks associated.


Applications of project finance, sources of project finance, analysis of project viability and riskanalysis, project financial modelling and evaluation, project agreements, finance documents andagreements, Public Private Financial Initiatives for infrastructure projects, and case studies.

Pre-requisite(s):

None.

Course Outline:

I Financing Development Project

1. The Rationale for Project Financing2. Project Financing Versus Direct

Financing3. Financing for Project Development

Stages4. Sources of project finance5. Public Private Infrastructure

Partnership: financing structure,analysis models, roles andresponsibility.

II Project Financial Viability

1. Viability analysis: technicalfeasibility, economic and financialviability, analysis tools andtechniques

2. Project risks: technological risk,economic risk, financial risk,currency risk, completion risk, rawand material supply risk, politicalrisk environmental risk, forcemajeure risk

3. Project Finance Structure:traditional and public-private

partnership structure.4. Institutions: commercial banks, the

World Bank Group, internationaldevelopment Banks, government,and bilateral institutions.

5. Equity and debt market:international market, long term-debtmarket, supplier credits,infrastructure investment funds.

III Financial Modelling

1. Financial analysis: cash flow projection, sensitivity analysis,


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discounted cash flow analysis,measuring expected rate of return,

project's debt capacity.2. Project agreements: shareholders

agreement, concession and off-takeagreements, construction contract,resource supply agreement, O&M

agreement

Textbook:

Lecture notes and handouts provided by the instructor.Finnerty, J. D. (1996). Project Financing: Asset-Based Financial Engineering , John Wiley&,Inc., USA .Khan, M. F., and Parra, R. J. (2003). Financing Large Project: Using Project FinanceTechniques and Practices , Prentice Hall , Singapore .


Journal of international finance, journal of structured finance, Engineering Construction andArchitectural Management, International Journal of Project Management, Project ManagementJournal, etc.

Grading System:


Instructor(s):

NAME Dr. Chotchai CharoenngamDr. Santi Charoenpornpattana


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CE70.44 : Communication and Negotiation Skills for Project Managers 3(3-0)

Rationale:

Project manager must have the skills to communicate effectively and negotiate with the projectteam, project client, supplier and subcontractors. This course will train the students to be able tounderstand how to effectively communicate with others, and how to make an effectivepresentation to present important messages, such as project proposal and progress, to thecustomers. In addition, important concepts of negotiation, such as value exchange, zone ofpossible agreement, Best Alternative to No-Agreement (BATNA), and their applications toconstruction industry are discussed.


Communication, negotiation, presentation, BATNA, ZOPA, value exchange.

Pre-requisite(s):

None.

Course Outline:

I Effective Communication andPresentation for Project Managers

1. Communicating abstract ideas2. Effective communication3. Communication Technology4. Presentation and Visualization

Technology for ConstructionProject

II Managing Communication in Projects

1. Group communication2. Communication networks3. Organizational communication4. Managing meeting5. Communication in managing

conflicts

III Negotiation in Construction Projects

1. Negotiation key concepts: BATNA,Reservation Price, ZOPA and Valueexchange

2. Negotiation Preparation and Tactics3. Structure and Sequence of a

Negotiation4. Barriers and Errors in Negotiation5. Negotiation as an organizational

competence

Textbook:


References:


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Harvard Business Essentials (2003): Negotiation , Harvard Business School Press.Ermitt, Stephen and Gorse, Christopher (2003): Construction Communication , Oxford :Blackwell Publishing Marsh, PDV (1984) : Contract Negotiation Handbook , Second Edition,Essex : Gower Publishing.




Grading System:


Instructor(s):

NAME Mr. Burin Kunatippapong Dr. Stephen O. OgunlanaDr. Oulawan Kurlatchai


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CE70.9007 : Selected Topic: Applied Project Management in Industrial ComplexProjects 1(1-1)

Rationale:

The purpose of this module is to provide a real case study on the application of projectmanagement in industrial complex construction projects. Case analysis and discussion will be

presented in terms of how the concepts of project management are applied in industrial complexproject development.


Project Management, industrial complex, case study

Pre-requisite(s):

with Consent from the instructor

Course Outline:

1. Project description Technology, Financial and Social issues.2. Core Project Management application Time, Cost and Quality3. Advanced project management application Risk, Contract, Procurement,

Communication, Project Financing and Negotiation.4. Case analysis on the project management application lessons to learn and

improvement.

Textbook:

Real Project documents, Lecture notes, chapters from the reference books below and relevant journal articles.

References:

Naoum, Shamil (2001): People and Organizational Management in Construction , 1st

Edition, London: Thomas Telford.Harris, F. and McCaffer, R. (2001): Modern Construction Management , 5th Edition. London:Blackwell.


Construction Management and EconomicsEngineering, Construction and Architectural ManagementInternational Journal of Project ManagementJournal of Construction Engineering and Management, ASCE

Grading System:

Case Study & Assignments : 40%

Exam for Each Module : 60%

Instructor(s):

NAME Adjunct faculty


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CE70.9009 : Selected Topic: Applied Project Management in High Rise BuildingProjects 1(1-1)

Semester Offering: June Rationale:

The purpose of this module is to provide a real case study on the application of projectmanagement in high rise building construction projects. Case analysis and discussion will bepresented in terms of how the concepts of project management are applied in high rise buildingconstruction project development.


Project Management, high rise building, case study

Pre-requisite(s):


Course Outline:

1. Project description Technology, Financial and Social issues.2. Core Project Management application Time, Cost and Quality3. Advanced project management application Risk, Contract, Procurement,

Communication, Project Financing and Negotiation.4. Case analysis on the project management application lessons to learn and

improvement.

Textbook:

Real Project documents, Lecture notes, chapters from the reference books below and relevant journal articles.

References:

Naoum, Shamil (2001): People and Organizational Management in Construction , 1stEdition, London: Thomas Telford.Harris, F. and McCaffer, R. (2001): Modern Construction Management , 5th Edition. London:Blackwell.



Grading System:

Case Study & Assignments : 40%Exam for Each Module : 60%

Instructor(s):NAME Adjunct faculty


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CE70.9010 : Selected Topic: Construction Business and Project Simulation 1(1-1)

Rationale:

The purpose of this module is to develop students skills in managing construction projectmanagement and construction business. Students will use a construction business and projectsimulation software to apply the management and project management knowledge that has beenlearned in the previous courses.


Project Management, construction, business, simulation

Pre-requisite(s):


Course Outline:

1. Introduction of construction business and project simulation software2. Understanding factors affecting business and project management in this simulation3. Understanding performance indicators used in this simulation4. Construction Business and Project Simulation

Textbook:

AROUSAL Simulation manual

References:

Naoum, Shamil (2001): People and Organizational Management in Construction , 1stEdition, London: Thomas Telford.Harris, F. and McCaffer, R. (2001): Modern Construction Management , 5th Edition. London:Blackwell.



Grading System:

Case Study & Assignments : 100%

Instructor(s):


Course Outline - MPM

Documents