Project Management — Pearson Alternative Academic Qualification Construction & Building Services Revision

    This topic covers project management theory and practice in construction, including stakeholder roles, project phases, and developing a project management

    Topic Synopsis

    This topic covers project management theory and practice in construction, including stakeholder roles, project phases, and developing a project management strategy for a construction project.

    Key Concepts & Core Principles

    Exam Tips & Revision Strategies

    Common Misconceptions & Mistakes to Avoid

    Examiner Marking Points

    Project Management

    PEARSON
    vocational

    This subtopic explores the foundational principles and professional context of project management within civil engineering, emphasising the structured coordination of resources, time, and scope to deliver construction projects successfully. It examines stakeholder dynamics, the project manager’s evolving role across lifecycle phases, and the development of tailored strategies to meet project objectives, directly applying theory to real-world civil engineering scenarios.

    20
    Learning Outcomes
    44
    Assessment Guidance
    45
    Key Skills
    21
    Key Terms
    49
    Assessment Criteria

    Assessment criteria

    Pearson BTEC Level 5 Higher National Diploma in Civil Engineering for England
    Pearson BTEC Level 5 Higher National Diploma in Quantity Surveying for England
    Pearson BTEC Level 5 Higher National Diploma in Modern Methods of Construction for England
    Pearson BTEC Level 5 Higher National Diploma in Architectural Technology for England
    Pearson BTEC Level 5 Higher National Diploma in Building Services Engineering for England
    Pearson BTEC Level 5 Higher National Diploma in Construction Management for England
    Pearson BTEC Level 5 Higher National Diploma in Quantity Surveying
    Pearson BTEC Level 5 Higher National Diploma in Architectural Technology
    Pearson BTEC Level 5 Higher National Diploma in Construction Management
    Pearson BTEC Level 5 Higher National Diploma in Modern Methods of Construction
    Pearson BTEC Level 5 Higher National Diploma in Building Services Engineering
    Pearson BTEC Level 5 Higher National Diploma in Civil Engineering

    Topic Overview

    Modern Methods of Construction (MMC) represent a paradigm shift in the construction industry, moving away from traditional on-site building techniques towards off-site manufacturing, prefabrication, and advanced digital technologies. This module explores the key principles, technologies, and processes that define MMC, including volumetric modular construction, panelised systems, and hybrid approaches. You will learn how MMC can improve productivity, quality, safety, and sustainability while addressing the UK's housing shortage and skills gap.

    Understanding MMC is crucial for your career in construction because it is rapidly becoming the standard approach for large-scale residential and commercial projects. The UK government actively promotes MMC through policies like the Construction Playbook and the presumption in favour of off-site construction for public sector projects. By mastering this topic, you will be equipped to contribute to faster, safer, and more environmentally friendly construction projects, making you a valuable asset to any employer.

    This module fits within the broader HND programme by building on fundamental construction principles and applying them to innovative delivery methods. It links closely with modules on Building Services, Project Management, and Sustainable Construction, providing a holistic understanding of how modern technologies and processes can transform the built environment. You will also develop skills in digital design (BIM), supply chain management, and quality assurance specific to MMC.

    Key Concepts

    Core ideas you must understand for this topic

    • →Off-site manufacturing (OSM) and its categories: volumetric (3D pods), panelised (2D panels), and hybrid systems. Understand the advantages and limitations of each.
    • →Design for Manufacture and Assembly (DfMA): designing components to be easily manufactured, transported, and assembled on site, reducing waste and programme time.
    • →Building Information Modelling (BIM) as a digital enabler for MMC, facilitating clash detection, precise fabrication, and lifecycle management.
    • →Quality control and assurance in a factory environment versus on-site, including tolerance management and testing regimes.
    • →Logistics and supply chain management: just-in-time delivery, sequencing, and craneage planning for MMC projects.

    Learning Objectives

    What you need to know and understand

    • 1. Discuss the theory and practice of project management and the context of the profession.2. Explain the roles, relationships and management of stakeholders in a construction project.3. Describe the activities of a project manager through the different phases of a construction project.4. Present a project management strategy for a given construction project.
    • 1. Discuss the theory and practice of project management and the context of the profession.2. Explain the roles, relationships and management of stakeholders in a construction project.3. Describe the activities of a project manager through the different phases of a construction project.4. Present a project management strategy for a given construction project.
    • 1. Discuss the theory and practice of project management and the context of the profession.2. Explain the roles, relationships and management of stakeholders in a construction project.3. Describe the activities of a project manager through the different phases of a construction project.4. Present a project management strategy for a given construction project.
    • Evaluate the impact of different project management methodologies on construction project outcomes.
    • Apply stakeholder analysis techniques to develop a communication plan for a given project scenario.
    • Analyze the critical path and resource allocation in a construction schedule using industry-standard tools.
    • Assess the role of the project manager in managing health, safety, and environmental risks on site.
    • Develop a comprehensive project management strategy integrating quality, cost, and time constraints.
    • Critically reflect on the ethical dilemmas faced by project managers in the construction industry.
    • 1. Discuss the theory and practice of project management and the context of the profession.2. Explain the roles, relationships and management of stakeholders in a construction project.3. Describe the activities of a project manager through the different phases of a construction project.4. Present a project management strategy for a given construction project.
    • Analyse the key theories and models that underpin contemporary project management practice.
    • Evaluate the influence and management of diverse stakeholders throughout a construction project.
    • Demonstrate how project management activities are applied across the initiation, planning, execution, monitoring, and closure phases.
    • Formulate a coherent project management strategy that addresses scope, time, cost, quality, and risk for a given construction scenario.
    • 1. Discuss the theory and practice of project management and the context of the profession.2. Explain the roles, relationships and management of stakeholders in a construction project.3. Describe the activities of a project manager through the different phases of a construction project.4. Present a project management strategy for a given construction project.
    • 1. Discuss the theory and practice of project management and the context of the profession.2. Explain the roles, relationships and management of stakeholders in a construction project.3. Describe the activities of a project manager through the different phases of a construction project.4. Present a project management strategy for a given construction project.
    • 1. Discuss the theory and practice of project management and the context of the profession.2. Explain the roles, relationships and management of stakeholders in a construction project.3. Describe the activities of a project manager through the different phases of a construction project.4. Present a project management strategy for a given construction project.
    • 1. Discuss the theory and practice of project management and the context of the profession.2. Explain the roles, relationships and management of stakeholders in a construction project.3. Describe the activities of a project manager through the different phases of a construction project.4. Present a project management strategy for a given construction project.
    • 1. Discuss the theory and practice of project management and the context of the profession.2. Explain the roles, relationships and management of stakeholders in a construction project.3. Describe the activities of a project manager through the different phases of a construction project.4. Present a project management strategy for a given construction project.
    • 1. Discuss the theory and practice of project management and the context of the profession.2. Explain the roles, relationships and management of stakeholders in a construction project.3. Describe the activities of a project manager through the different phases of a construction project.4. Present a project management strategy for a given construction project.

    Assessment Criteria

    Key criteria assessors look for in your portfolio

    • Award credit for demonstrating a clear understanding of project management theories (e.g., lean, agile, waterfall) and how they adapt to civil engineering contexts.
    • Expect evidence of stakeholder mapping with identified interests, influence levels, and communication strategies for each group.
    • Look for a detailed breakdown of project manager activities across initiation, planning, execution, monitoring, and closure, with examples of tools like Gantt charts or critical path analysis.
    • Require a coherent project management strategy that addresses scope, schedule, budget, risk, quality, and procurement, justified with reasoned choices.
    • Award credit for demonstrating a clear understanding of project management theory and its practical application in construction contexts, including methodologies such as PRINCE2 or Agile.
    • Credit given for accurately identifying and evaluating stakeholder roles, interests, and influence, with evidence of managing relationships to mitigate conflict.
    • Assess for detailed description of project manager activities through pre-construction, construction, and post-construction phases, highlighting interfaces with quantity surveying functions.
    • Marks awarded for presenting a coherent project management strategy that addresses time, cost, quality, and risk, tailored to the given project scenario and supported by relevant tools (e.g., Gantt charts, risk registers).
    • Discuss the theory and practice of project management.
    • Explain roles and management of stakeholders.
    • Describe activities of a project manager through project phases.
    • Present a project management strategy for a given project.
    • Award credit for accurately referencing relevant project management bodies of knowledge (e.g., APM, PMI) and industry frameworks (e.g., RIBA Plan of Work).
    • Credit demonstration of a logical and well-structured project management strategy that addresses all lifecycle phases.
    • Mark positively for the use of practical tools such as Gantt charts, stakeholder matrices, and risk registers in assignment evidence.
    • Look for evidence of critical evaluation of stakeholder roles and their potential influence on project success.
    • Reward clear, professional presentation of information with appropriate terminology and referencing.
    • Award credit for critically evaluating project management theories (e.g., Lean, Agile, PRINCE2) and their suitability for different construction contexts.
    • Demonstrate clear identification and mapping of stakeholder roles, power/interest, and communication strategies using appropriate models (e.g., Mendelow’s Matrix).
    • Provide a detailed breakdown of the project manager’s responsibilities across initiation, planning, execution, monitoring, and closure phases, with reference to standard documentation (e.g., PMP, risk register).
    • Present a coherent project management strategy that includes scope statement, work breakdown structure, schedule, risk assessment, and resource plan, tailored to a specific building services project.
    • Award credit for distinguishing between project management and general management, with reference to temporary organisations and unique deliverables.
    • Award credit for clearly mapping stakeholder power, interest, and engagement strategies using recognised tools (e.g., stakeholder matrix).
    • Award credit for accurately describing the distinct activities, key decisions, and documentation associated with each project phase.
    • Award credit for presenting a strategy that integrates appropriate project controls, communication plans, and performance metrics aligned to project objectives.
    • Award credit for demonstrating a robust understanding of project management methodologies (e.g., PMBOK, PRINCE2) and their application to construction projects, referencing the context of the quantity surveying profession.
    • Credit must be given for a thorough stakeholder analysis that identifies, categorises, and explains the influence and interest of each party, using appropriate mapping tools such as a power/interest grid.
    • Assessors should expect clear, phase-specific descriptions of the project manager's activities (initiation, planning, execution, monitoring, closing) with concrete examples from construction scenarios.
    • For the strategy presentation, look for a well-structured document that addresses scope, time, cost, quality, risk, and communication, linking each to the specific project constraints and objectives.
    • Award credit for correctly identifying and explaining the five process groups (initiating, planning, executing, monitoring & controlling, closing) within a construction context.
    • Require evidence of a stakeholder register with classified roles, interests, and communication strategies, mapped to project phases as per the RIBA Plan of Work.
    • Assess the ability to produce a project management plan that includes scope, time, cost, quality, and risk management sections, referenced to recognized standards like PRINCE2 or APM BoK.
    • Credit critical analysis of procurement routes (e.g., traditional, design & build) and their impact on project manager responsibilities during different stages.
    • Award credit for demonstrating a clear understanding of project management methodologies (e.g., PRINCE2, Agile) and their appropriateness for different construction project types.
    • Award credit for accurately mapping stakeholders using power/interest grids, defining their influence and communication needs.
    • Award credit for detailing specific project manager responsibilities during each lifecycle phase, referencing contractual and legal obligations.
    • Award credit for presenting a coherent project management strategy that integrates scope, schedule, cost, quality, and risk management plans with viable monitoring and control mechanisms.
    • Award credit for demonstrating an understanding of key project management methodologies (e.g., PRINCE2, Agile) and their application in construction.
    • Award credit for accurately identifying stakeholder categories (internal/external, direct/indirect) and explaining their influence and interest in the project.
    • Award credit for outlining the specific responsibilities of a project manager during each RIBA Plan of Work stage or equivalent framework.
    • Award credit for producing a coherent strategy that integrates scope, time, cost, quality, and risk management, supported by relevant tools (e.g., Gantt chart, risk register).
    • Award credit for demonstrating a thorough understanding of the project manager's role in stakeholder management, including techniques for conflict resolution and negotiation.
    • Credit to be given for accurately mapping project management activities to each phase of the construction lifecycle using industry-standard terminology.
    • Marks awarded for presenting a project management strategy that includes a detailed work breakdown structure, risk register, and communication plan tailored to the given project.
    • Expect evidence of critical evaluation of project management methodologies in the context of building services engineering projects.
    • Discuss project management theory and professional context.
    • Explain roles and management of stakeholders.
    • Describe activities of a project manager through project phases.
    • Present a coherent project management strategy.

    Assessment Guidance

    Guidance for achieving higher grades

    • 💡Always relate theoretical models to practical civil engineering examples, such as bridge construction or road development, to demonstrate contextual understanding.
    • 💡Use diagrams to illustrate stakeholder matrices, project life cycles, and organisational structures; label and reference them clearly.
    • 💡When presenting a strategy, explicitly link each element back to a learning objective to show holistic application.
    • 💡Check that all phases of the project lifecycle are covered and that transition points between phases are explained.
    • 💡Use real-world construction examples to illustrate project management theories and stakeholder dynamics.
    • 💡Structure your management strategy using a recognised framework (e.g., project lifecycle), and ensure it includes clear, measurable objectives for time, cost, and quality.
    • 💡Reference professional standards (RICS, CIOB) to demonstrate contextual understanding and enhance credibility.
    • 💡Integrate quantity surveying responsibilities—such as cost control, procurement, and commercial management—into your discussion of the project manager's activities.
    • 💡Use a real construction project as a case study.
    • 💡Familiarise yourself with PRINCE2 or PMBOK.
    • 💡Practise creating a project charter.
    • 💡Structure your responses using a recognized project management framework (e.g., PRINCE2, PMBOK) to demonstrate systematic thinking.
    • 💡Always link theoretical concepts to practical construction examples or case studies to illustrate application.
    • 💡When presenting a strategy, clearly define success criteria and how they will be measured against the iron triangle of time, cost, and quality.
    • 💡Use diagrams such as flowcharts or stakeholder maps to support your written analysis—this shows deeper understanding.
    • 💡Practice past scenarios to time, ensuring you can articulate the full project management process concisely under exam conditions.
    • 💡Structure your assignment responses to mirror the actual project lifecycle; this demonstrates practical, applied understanding.
    • 💡Use industry-standard terminology and reference real-world standards (e.g., CIOB Code of Practice, RIBA Plan of Work) to show professional currency.
    • 💡When presenting a strategy, explicitly link each element (e.g., risk register) back to the project’s objectives and constraints to evidence critical thinking.
    • 💡For stakeholder analysis, go beyond listing—explain how you would manage conflicting stakeholder priorities to enhance your grade.
    • 💡Use diagrams such as project lifecycle models and RACI matrices to visually support your explanations and demonstrate understanding.
    • 💡When discussing stakeholder management, always link theory (e.g., Mendelow’s matrix) to practical construction examples.
    • 💡In strategy presentations, explicitly show how proposed tools and techniques will address anticipated risks and ensure project success.
    • 💡Always ground your answers in recognised project management standards (PMI, APM) and link them to quantity surveying roles, such as cost control and commercial management.
    • 💡When explaining stakeholder relationships, use real-world construction examples (e.g., client, contractor, subcontractor, architect interactions) to demonstrate depth of understanding.
    • 💡For the strategy presentation, include visual aids like a work breakdown structure, Gantt chart, and risk register to show practical application and gain higher marks.
    • 💡Always ground your responses in construction industry frameworks—cite the RIBA Plan of Work 2020 or CIOB Code of Practice to demonstrate contextual knowledge.
    • 💡Use a structured approach for stakeholder analysis, such as a power/interest matrix with names and roles, and show how engagement changes across project phases.
    • 💡When presenting a project management strategy, include a Gantt chart or work breakdown structure (WBS) as an appendix to visually reinforce your planning.
    • 💡Link theoretical models (e.g., Tuckman’s team development, Belbin’s team roles) to real construction scenarios to show higher-order application in assignments.
    • 💡When discussing theory, always link abstract concepts (e.g., the Iron Triangle) to concrete construction examples to demonstrate applied understanding.
    • 💡For stakeholder management, use a cast study to illustrate how you would manage conflicting stakeholder interests, showing prioritization and communication strategies.
    • 💡Structure your project management strategy clearly using the project lifecycle as a framework, ensuring each phase addresses key deliverables and control processes.
    • 💡Reference relevant industry standards and codes of practice (e.g., APM Body of Knowledge, CIOB Code of Practice for Project Management) to strengthen your answers.
    • 💡In assessments, always relate theory directly to a construction scenario; use specific terminology like 'work breakdown structure', 'critical path', and 'stakeholder power/interest matrix' to demonstrate depth.
    • 💡For the project management strategy, ensure it is realistic and includes contingencies; marks are awarded for practical applicability, not just conceptual description.
    • 💡When discussing project phases, explicitly map activities to a recognized framework (e.g., RIBA, CIOB) to show professional context and earn higher marks.
    • 💡When presenting the project management strategy, ensure it is clearly structured with distinct sections for scope, schedule, cost, quality, risk, and communications, reflecting industry best practices.
    • 💡Use real-world examples from building services engineering to illustrate your points, as this demonstrates higher-level application and understanding.
    • 💡In discussions of stakeholder roles, reference relevant professional codes of conduct or contractual relationships (e.g., JCT contracts) to show depth.
    • 💡For the theoretical discussion, contrast different project management frameworks (e.g., PRINCE2 vs. PMBOK) and justify your chosen approach for construction projects.
    • 💡Use recognised project management frameworks.
    • 💡Include realistic timelines and resources.
    • 💡Consider legal and regulatory requirements.
    • 💡When discussing MMC benefits, always link to specific project outcomes: e.g., 'Using volumetric modules reduced on-site programme by 40% compared to traditional methods.' Use real or plausible data to support your points.
    • 💡In exam answers, compare and contrast different MMC categories. For example, explain why panelised systems might be chosen over volumetric for a project with complex architectural features, or why volumetric is preferred for repetitive room layouts like hotels.
    • 💡Show awareness of current industry initiatives, such as the Construction Innovation Hub's 'Platform Design Programme' or the 'Presumption in Favour of Off-site Construction' in public procurement. This demonstrates you are up-to-date with sector developments.

    Common Mistakes

    Common errors to avoid in your coursework

    • Confusing project management with general management, ignoring the temporary and unique nature of projects.
    • Omitting key external stakeholders such as regulatory bodies or local communities in the stakeholder analysis.
    • Presenting a project schedule without critical path logic or resource levelling considerations.
    • Proposing a strategy that lacks alignment with the project’s specific constraints and objectives, often copying a generic template.
    • Confusing project management with contract administration, overlooking broader leadership and integration duties.
    • Providing generic stakeholder lists without analysing their specific power, interest, or impact on project outcomes.
    • Omitting the quantity surveyor's role in project management, such as cost planning and value engineering, during phase descriptions.
    • Presenting a strategy that lacks measurable targets or fails to adapt to the given project's unique constraints (e.g., site conditions, client priorities).
    • Ignoring stakeholder communication.
    • Underestimating the importance of risk management.
    • Failing to align strategy with project objectives.
    • Confusing the project manager's role with that of the architect or design manager, overlooking the integration of non-design activities.
    • Failing to consider the full project lifecycle, focusing only on the construction phase.
    • Underestimating the importance of soft skills such as negotiation and conflict resolution in stakeholder management.
    • Producing a project strategy that lacks specific, measurable objectives aligned with project constraints.
    • Neglecting to include contingency plans for identified risks, making the strategy unrealistic.
    • Confusing project management with general operations management, failing to recognize the temporary and unique nature of projects.
    • Overlooking low-power but high-interest stakeholders, leading to communication gaps and potential project disruption.
    • Treating the project phases as strictly linear rather than iterative, missing the need for continuous review and integration.
    • Submitting a generic management strategy without adapting it to the specific building services engineering requirements, such as mechanical and electrical coordination.
    • Confusing project management with operational or general management, overlooking its temporary and unique nature.
    • Failing to differentiate between direct and indirect stakeholders, or neglecting those with low power but high interest.
    • Describing project phases in isolation without demonstrating the iterative links and feedback loops between them.
    • Presenting a generic project management strategy without tailoring it to the specific constraints, risks, or objectives of the given scenario.
    • Confusing project management with general operational management, failing to emphasise the temporary nature and unique deliverables of a construction project.
    • Neglecting to consider less obvious but critical stakeholders, such as regulatory bodies, local community groups, or end-users, resulting in an incomplete stakeholder map.
    • Presenting a generic project management strategy without customising it to the given construction project's specific scope, risks, or commercial context, thereby losing marks for application.
    • Confusing project management with design management, focusing solely on technical coordination rather than holistic oversight of constraints.
    • Failing to differentiate stakeholder influence at each project phase, leading to generic rather than phase-specific management approaches.
    • Overlooking statutory consents and approvals (e.g., planning permission, building control) as key milestone dependencies in the project strategy.
    • Producing a generic project management strategy without tailoring it to the specific scale, complexity, and constraints of the given construction project.
    • Confusing project management with general operational management, failing to distinguish the temporary and unique nature of projects.
    • Overlooking the dynamic nature of stakeholder influence and interest, treating stakeholder mapping as a one-time activity rather than an ongoing process.
    • Neglecting the importance of the handover and close-out phase, assuming the project manager's role ends at construction completion.
    • Developing a strategy that lacks integration, treating each management area (time, cost, quality) in isolation without addressing interdependencies.
    • Failing to distinguish between project management and general management, often overlooking the temporary and unique nature of projects.
    • Assuming stakeholder management ends at the initial stakeholder identification stage, rather than being an ongoing process of engagement and communication.
    • Confusing the project manager's role with that of a site manager, underestimating the strategic planning and control functions.
    • A common mistake is to list stakeholders without analyzing their influence and interest, leading to a superficial stakeholder management plan.
    • Many learners conflate the planning and execution phases, omitting critical control mechanisms like progress tracking and change management.
    • Students frequently present a project management strategy that is too generic and not directly applied to the specific building services engineering scenario provided.
    • Another error is neglecting to integrate sustainability or health and safety considerations into the project management approach, which are key in construction.
    • Ignoring stakeholder communication plans.
    • Overlooking risk management in strategy.
    • Failing to align strategy with project objectives.
    • Misconception: MMC is only for low-rise housing. Correction: MMC is used for high-rise buildings, hotels, student accommodation, and even hospitals. Volumetric modules can be stacked up to 20 storeys with appropriate structural design.
    • Misconception: MMC is more expensive than traditional construction. Correction: While upfront costs can be higher, MMC often reduces overall project cost through faster programme, lower prelims, reduced waste, and fewer defects. Whole-life cost analysis often favours MMC.
    • Misconception: MMC limits architectural design flexibility. Correction: Modern MMC systems offer significant design freedom through custom moulds, flexible panel layouts, and hybrid approaches. DfMA encourages creative solutions that integrate services and finishes.

    Frequently Asked Questions

    Common questions students ask about this topic

    Before You Start

    Prior knowledge that will help with this topic

    • •Understanding of traditional construction methods and sequences (e.g., brick and block, timber frame).
    • •Basic knowledge of building regulations and structural principles.
    • •Familiarity with project management concepts like programme, cost, and quality.

    Key Terminology

    Essential terms to know

    • 1. Discuss the theory and practice of project management and the context of the profession.2. Explain the roles, relationships and management of stakeholders in a construction project.3. Describe the activities of a project manager through the different phases of a construction project.4. Present a project management strategy for a given construction project.
    • 1. Discuss the theory and practice of project management and the context of the profession.2. Explain the roles, relationships and management of stakeholders in a construction project.3. Describe the activities of a project manager through the different phases of a construction project.4. Present a project management strategy for a given construction project.
    • 1. Discuss the theory and practice of project management and the context of the profession.2. Explain the roles, relationships and management of stakeholders in a construction project.3. Describe the activities of a project manager through the different phases of a construction project.4. Present a project management strategy for a given construction project.
    • Project lifecycle and RIBA stages
    • Stakeholder mapping and management
    • Risk assessment and mitigation
    • Project planning and scheduling
    • Quality and cost control
    • Professional ethics and legal frameworks
    • 1. Discuss the theory and practice of project management and the context of the profession.2. Explain the roles, relationships and management of stakeholders in a construction project.3. Describe the activities of a project manager through the different phases of a construction project.4. Present a project management strategy for a given construction project.
    • Project lifecycle and phases
    • Stakeholder identification and engagement
    • Roles and responsibilities of the project manager
    • Project management strategy formulation
    • Professional ethics and competencies
    • 1. Discuss the theory and practice of project management and the context of the profession.2. Explain the roles, relationships and management of stakeholders in a construction project.3. Describe the activities of a project manager through the different phases of a construction project.4. Present a project management strategy for a given construction project.
    • 1. Discuss the theory and practice of project management and the context of the profession.2. Explain the roles, relationships and management of stakeholders in a construction project.3. Describe the activities of a project manager through the different phases of a construction project.4. Present a project management strategy for a given construction project.
    • 1. Discuss the theory and practice of project management and the context of the profession.2. Explain the roles, relationships and management of stakeholders in a construction project.3. Describe the activities of a project manager through the different phases of a construction project.4. Present a project management strategy for a given construction project.
    • 1. Discuss the theory and practice of project management and the context of the profession.2. Explain the roles, relationships and management of stakeholders in a construction project.3. Describe the activities of a project manager through the different phases of a construction project.4. Present a project management strategy for a given construction project.
    • 1. Discuss the theory and practice of project management and the context of the profession.2. Explain the roles, relationships and management of stakeholders in a construction project.3. Describe the activities of a project manager through the different phases of a construction project.4. Present a project management strategy for a given construction project.
    • 1. Discuss the theory and practice of project management and the context of the profession.2. Explain the roles, relationships and management of stakeholders in a construction project.3. Describe the activities of a project manager through the different phases of a construction project.4. Present a project management strategy for a given construction project.

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