Drexel CMGT 101-2008 - week 6 management concepts

Drexel CMGT 101-2008 - week 6 management concepts -...

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Unformatted text preview: Introduction to Construction Management CMGT 101-001 Instructor Douglas Carney, AIA Management Concepts Project management is the art of directing and coordinating human and material resources throughout the life of a project by using modern management techniques to achieve predetermined objectives of scope, cost, time, quality and participation satisfaction -Hendrickson Management Concepts The Project Management Institute focuses on nine distinct areas requiring project manager knowledge and attention: Project integration management to ensure that the various project elements are effectively coordinated. Project scope management to ensure that all the work required (and only the required work) is included. Project time management to provide an effective project schedule. http://www.pmi.org/Pages/default.aspx Project cost management to identify needed Management Concepts The Project Management Institute focuses on nine distinct areas requiring project manager knowledge and attention: Project human resource management to development and effectively employ project personnel. Project communications management to ensure effective internal and external communications. Project risk management to analyze and mitigate potential risks. http://www.pmi.org/Pages/default.aspx Project procurement management to obtain Management Concepts Subsequently, the functions of project management for construction generally include the following: 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 Development of effective communications and mechanisms for resolving conflicts among the various participants. Managing Risk Risks in construction projects may be classified in a number of ways. One form of classification is as follows: Socioeconomic factors Technological problems Environmental protection Design assumptions Site conditions Public safety regulation Construction Economic instability procedures Exchange rate fluctuation Construction occupational safety Organizational relationships Contractual relations Attitudes of participants Communication Management Concepts Management Concepts Brain Hierarchical structure Management Concepts Matrix structure Management Concepts Project based structure Management Concepts Matrix engineering structure Management Concepts Owner competency alignment structure Management Concepts Owner as builder structure Management Concepts Project Management Issues: In general, the project manager's authority must be clearly documented as well as defined, particularly in a matrix organization where the functional division managers often retain certain authority over the personnel temporarily assigned to a project. The following principles should be observed: The interface between the project manager and the functional division managers should be kept as simple as possible. The project manager must gain control over those elements of the project which may overlap with functional division managers. The project manager should encourage problem solving rather than role playing of team members drawn from various functional divisions Management Concepts Project Management characteristics The project manager must be able to exert interpersonal influence in order to lead the project team. The project manager often gains the support of his/her team through a combination of the following: Formal authority resulting from an official capacity which is empowered to issue orders. Reward and/or penalty power resulting from his/her capacity to dispense directly or indirectly valued organization rewards or penalties. Expert power when the project manager is perceived as possessing special knowledge or expertise for the job. Attractive power because the project manager has a personality or other characteristics to convince others. Management Concepts From the responses of six contractors, the key factors cited for successful projects are: well defined scope extensive early planning good leadership, management and first line supervision positive client relationship with client involvement proper project team chemistry quick response to changes engineering managers concerned with the total project, not just the engineering elements. Management Concepts Conversely, the key factors cited for unsuccessful projects are: ill-defined scope poor management poor planning breakdown in communication between engineering and construction unrealistic scope, schedules and budgets many changes at various stages of progress lack of good project control Management Concepts Eight owners indicated that they did not always understand the concerns of the contractors although they generally agreed with some of the key factors for successful and unsuccessful projects cited by the contractors. The findings of interviews with owners are summarized as follows: All owners have the same perception of their own role, but they differ significantly in assuming that role in practice. The owners also differ dramatically in the amount of early planning and in providing information in bid packages. There is a trend toward breaking a project into several smaller projects as the projects become larger and more complex. Most owners recognize the importance of schedule, but they adopt different requirements in controlling the schedule. All agree that people are the key to project success. Management Concepts Application of Controls S Strengths W Weaknesses O Opportunities T Threats Management level reporting Less is bettersummarize Clear, concise, and accurate Current accomplishment s Threats to success Adjustments in Bidding & Awarding a project REMEMBER THE GOALS YOU SET FOR THE PROJECT ! ! ! Construction The Field Construction Manager (PM) Insight to anticipate problems People skills to resolve them Construction skills to manage quality Financial skills to manage costs and firm profits Construction Policies, procedures, manuals and practices Important frame work for organizing & controlling the work NOT a substitute for competent construction managers exercising sound Construction Role of the Home office control Accountability to the owner-reports Accounting Scheduling Purchasing Material expediting Construction Field Management Create the file office Set up Surveying controls Permits Manage the subcontractors Monitor schedule (fine detail) Progress documentation Job Safety Sub contractor coordination Labor reports Construction Field Management Drawing management Change order management & tracking Prepare sub contractor notices Manage the shop drawing process Manage progress payment process- owner Manage progress payment process- Subs Discussion, Questions & Answers Thank You! ...
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