Unit 25 Management for complex building projects is a specialist unit of HND Construction and the built environment. According to the Pearson set, it emphasises the way in which the enormous and difficult projects are prepared.
Moreover, it also deals with the organisation, control, planning and proper safety of construction projects within the budget and on time. This unit has a strong collaboration between management strategies and project difficulties in handling.
It deals with the approaches of management at the initial level of design and planning, project, contract choice, and team coordination. Additionally, it caters for the funding, safety and health, cash flow, under the recent contracts of construction and legislation.
Learners need to recognise the key to dealing like construction managers in complex project situations. These situations include changing designs, legal responsibilities, stakeholders, short deadlines and technical risk.
Apart from that, this unit generates your potential to identify professional relationships, use of systems and team management. The main requirement of the complex projects is robust control instead of simple delays in the job. Further, it handles other aspects of the job like vulnerable planning of contracts, safety failures and bad communication.
In unit 25 of construction and build environment, the main learning is about practical skills of management to minimise the risks. Also, it grants assistance in accomplished delivery from the first to the last handover step.
- Project risk, complexity and size need to be analysed while selecting management strategies.
- The main importance of contract planning is for dispute control and legislation compliance.
- Complex sites need the significance of strong communication, teamwork and leadership.
- Funding and cash flow need to be highlighted with great care for moving ahead in project.
Unit Objectives
The Unit 25 management for complex building projects of HND construction and built environment contains significant aims, such as.
- To recognise the challenges, processes and principles included in the management of complex building projects via completion of planning.
- To generate the potential for effective project preparation budgets, plans, resources and schedules for large-scale projects in construction.
- To acquire how to manage, assess and identify project risks with the correct implementation of mitigation measures with certification of accomplished project delivery.
- To increase knowledge of the procurement process, contracts of construction, regulatory compliance and legal needs in projects of complex buildings.
- To improve teamwork communication and leadership skills for clients` coordination with suppliers, consultants, contractors and stakeholders of the project efficiently.
- To optimise techniques and tools of modern project management on project monitoring, objective achievement of the project, quality standards maintenance, and cost control.
- To recognise practices of sustainable construction, regulations of health and safety, considerations of the environment and assurance of quality system in the entire lifecycle of the project.
- To generate decision-making and problem-solving potentials for resolving operational, financial and technical challenges.
- To certify the project complete within budget, on deadline and according to the standard quality requirement, meeting industry practices and client expectations.
Learning Outcomes
Here are the essential learning outcomes of Unit 25 management of Complex Building Projects.
LO1: Specify the management strategies that may apply at the commencement of construction projects
- Strategies:
- Alliance and partnering
- Risk management
- Bench marking
- Management of total safety
- Management of total quality
- Constructability
- Re-engineering
- Case studies
- Planning for the project
- Planning for construction
- Strategies of innovative management and techniques
LO2: Review the main functions of construction management and team management in relation to complex buildings
- Significant functions:
- Human resources
- Time
- Cost
- Scope
- Risk of quality contract
- Regulations of building
- CDM regulations
- Integration of the project
- Ability to build
- Communication effectiveness
- Team of construction:
- Project manger
- Plant manger
- Architect
- Client
- Useful communication
- Site engineer
- Site manager
- Sub-contractor or quantity survey manager
LO3: Analyse the professional relationships involved in managing, planning and coordinating complex projects
- Arrangements of pre-contract
- Tender performance
- Site layout
- Activities of planning
- Site planning
- Structures of organisation
- Arrangements of pre-contract
- Planning of pre-contract
- Sales budgets
- Cash forecast
- Cash flow
- Procedures of budgetary control
- Valuation or budget
- Master programme
- Equipment and plant schedule
- Schedules
- Suppliers
- Sub-contractors
LO4: Discuss contract planning techniques for complex building projects, utilising systems, technologies and supporting instruments for planning/management
- Systems of organisations:
- Balance of line
- Diagram of a network
- Network programme
- Sequence of programme
- Programme of contract budget
- Master programme
- Responsibilities and roles
- Tree diagram
- Projects of complex buildings:
- Additional costing
- Build and design
- Construction and civil engineering project
- Demolition
- Safety and health consideration
- Constraints of building control
- Project with self-funds
- Private and public contracts
- Principles of cost envelope:
- Procurement
- BIM
- Techniques of time cost
- Time or value techniques
Assessment Criteria
The Unit 25 management of complex projects in HND construction and the built environment contains the assessment criteria, which are directly connected to the learning outcomes.
LO1: Specify the management strategies that may apply at the commencement of construction projects
- 1.1 Explore the strategies that may be applied at the commencement of a construction project.
- 1.2 Discuss how project management techniques and strategies impact the effectiveness of construction planning.
- 1.3 Analyse how construction strategies and planning techniques have advanced modern construction management techniques.
- 1.4 Justify a commencement and management strategy for a complex building, with regard to construction management team roles.
LO2: Review the main functions of construction management and team management in relation to complex buildings
- 2.1 Evaluate the main roles of the construction team within the management process.
- 2.2 Demonstrate how parties collaborate to support and achieve management planning of complex building projects.
- 2.3 Illustrate the main roles in construction and how collaborative stakeholders function together as a team.
- 2.4 Justify a commencement and management strategy for a complex building, with regard to construction management team roles.
LO3: Analyse the professional relationships involved in managing, planning and coordinating complex projects
- 3.1 Produce an organisational chart/programme, mapping the relationships of the parties within the construction management team.
- 3.2 Evaluate the importance of subcontractors within the construction industry.
- 3.3 Analyse how information flows between parties in a project, including the significance of the tendering/bidding process, pre-contract arrangements, and budgets.
- 3.4 Critically evaluate a contract programme with regard to the way that stakeholders may contribute to the process through different stages.
LO4: Discuss contract planning techniques for complex building projects, utilising systems, technologies and supporting instruments for planning/management
- 4.1 Illustrate the contract programme for a given construction project, highlighting costing, budget, and profit.
- 4.2 Discuss how health & safety and BIM have changed the construction industry, focusing on complex buildings.
- 4.3 Demonstrate the relationship between planning and the support mechanisms which underpin the development and management of a complex building.
- 4.4 Critically evaluate a contract programme with regard to the way that stakeholders may contribute to the process through different stages.
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